IPAA NSW Strategic Plan: Towards 2025

You, at your best for NSW

Strategic Plan Towards 2025

Strategic Plan: Towards 2025

Our purpose Inspiring public service professionals to enrich society by building the capabilities and connections of our members, to help them be at their best for NSW, and support the advancement of the sector.

Key Initiatives

Our priorities towards 2025 Advance the profession of public service

Reimagine what IPAA membership provides to the public sector

Strengthen the reputation of the public service as a valued and capable profession

Implement a professional membership strategy that meets the contemporary needs of those working in and with the NSW public sector

Position the public sector as a profession that makes an essential contribution to the people of NSW

Develop and promote a professional membership model that creates belonging Grow member engagement and inspiration through personalised offerings

Increase the awareness of the future and best practice of public administration

Facilitate connections, contributions and collaborations across the NSW public sector and with those who support the sector

Provide an independent space to discuss the big questions of policy, regulation and service delivery

Connect, develop and give a voice to the next generation of public sector professionals

Develop consistent capability across the sector in the craft of public administration Showcase public service best practice, excellence and achievements

IPAA Strategic Plan

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Embed the customer at the centre of our services

Increase IPAA NSW’s effectiveness as a continuously-learning and sustainable organisation

Strengthen the customer-centric approach to the design and delivery of our service

Raise our performance as an innovative business and team

Transform the online learner and customer experience

Continue to develop a culture of innovation and continuous learning

Co-design and deliver a program that is responsive to the evolving needs of customers and that builds connections and awareness of priorities

Support team members to realise their potential and contribute to IPAA’s success Leverage our systems to increase productivity Achieve continued financial stability by sound fiscal management

Reflect the diversity in public administration in our program, products and services Deliver flexible products and services that reach regionally-based customers

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Provide responsible governance

You at your best for NSW

IPAA NSW Strategic Plan: Towards 2025

About IPAA NSW

In the turbulent operating world of the past two and a half years, three things stand out for me when considering the strategic direction of our sector’s professional association, IPAA NSW:

IPAA NSW is the not-for-profit professional association for the over 400,000 people who work in or with the public sector.

• The outstanding collective work of the sector and our public servants • The need to be collaborative and agile in our work, and • The importance of providing professional support to our members as they deliver for the people of NSW. During those years, IPAA NSW has delivered on its mission in building capability and connection of members and customers and remained focused on the four key priorities in the strategic plan. This was whilst transforming the organisation during some very challenging financial times as a result of prior MoG changes and the pandemic.

In reviewing our previous plan, the IPAA Executive and Council agreed the priorities are still relevant and there wasn’t a need to dive deeply into developing a new direction. We asked management to refresh the plan with our rebrand, specific language, intent, retire old initiatives and add new ones – a consolidation of the four priorities.

Therefore, this strategic plan outlines the overarching purpose, mission and strategic initiatives, providing a road map for our work towards 2025. It focuses on four key audiences – members, customers, external stakeholders and the IPAA team. It talks to advancing the profession of public service, implementing a new Professional membership strategy, strengthening the customer-centric approach to the design and delivery of services, and increasing the effectiveness of the organisation.

IPAA will continue to co-design with the sector a wide-ranging program of capability development, events, and information services in response to the constantly evolving needs of the NSW public service.

If you have ideas or would like to become further involved in your professional association, I invite you to reach out to IPAA’s CEO, Madeleine Culbert.

Whether you are new to IPAA NSW, or one of our many loyal supporters, we look forward to working with you towards 2025 as we implement this plan.

Mark Webb FIPAA President, IPAA NSW

Discover more about how we can help you succeed at www.nsw.ipaa.org.au

Our members include staff from all Clusters and their agencies, commissions and independent bodies. We have more than 25,000 members and deliver services directly to a community of more than 40,000 customers across the NSW public sector.

IPAA NSW facilitates high quality public administration and capability development across the public sector. We have strong partnerships with training organisations, educational institutions and private sector firms with specific public sector-focused experience.

Our organisation is a major provider of events and learning services to the NSW public sector and delivers programs that respond to the rapidly changing environment and capability needs of the sector.

We have an established reputation as a curator of knowledge and are recognised as an important source of information for the community we serve.

IPAA NSW is governed by an elected Council consisting of senior leaders from across the NSW public sector. We offer a wide range of opportunities for members to be involved in our governance.