APS EL1 and EL2 Applications: Pitch and Selection Criteria Examples
EL1 and EL2 are the two Executive Level classifications in the Australian Public Service. They sit above the APS 1 to 6 levels and below the Senior Executive Service. EL1 roles are often team leader or senior specialist roles. EL2 roles usually lead a section, a program or a larger technical area.
Most EL1 and EL2 applications ask for a short pitch, often one or two pages, plus a resume. The pitch explains why you suit the role, using examples that match the capabilities named in the job pack. If you are searching for an EL1 application example, the short answer is this: a strong pitch picks two or three real examples, links each one to what the role needs, and shows the result.
The hard part is not the format. It is choosing the right evidence and writing it so a busy panel can score it quickly. Many capable people write pitches that describe their duties and never show their judgement. This guide explains how the pitch works and gives three illustrative examples you can adapt.
What is the difference between EL1 and EL2?
Both levels are about leading work that matters, but the weight shifts as you move up.
At EL1, panels often look for someone who can lead a small team, manage a body of work with some independence, and give sound advice upward. Technical depth still counts for a lot.
At EL2, the focus moves further toward leading through others, shaping the direction of a program, managing risk and working with senior stakeholders, including the SES. You are expected to see how the parts fit together and act on it.
Every agency and every role is a little different. The job pack is the only reliable guide to what a particular panel will look for, so read it closely before you write a word.
What the job pack is telling you
The job pack usually includes a role description, the duties, the key capabilities or selection criteria, and instructions on how to apply. Treat it as the brief.
Start by marking up three things:
The capabilities named. These are what the panel will score you against. Some agencies list them as criteria, others describe them inside the role description.
The words that repeat. If “stakeholder”, “policy advice” or “risk” appears four times, it is a signal about what matters most.
The instructions. Page limits, word limits and whether they want a pitch, a statement or responses to each criterion. Follow them exactly.
If anything is unclear, the contact officer is there for a reason. A short call can tell you what the team really needs, and it often shapes which examples you choose.
How the pitch is usually scored
Panels commonly read each pitch against the capabilities, then decide who goes forward to the next stage. They are reading many applications, often on top of their normal work.
So they want evidence they can find fast. A pitch that makes them hunt for the link to the criterion will score lower than a clearer pitch from a less experienced person.
Rules on scoring, merit and process vary, and they can change. If you are unsure about how a specific process works, check the agency’s own guidance or ask the contact officer.
Structure a one or two page pitch
A simple structure works well for most EL1 and EL2 pitches.
Opening paragraph. Two or three sentences on who you are, the level you work at and why this role fits. No life story.
Two to four evidence paragraphs. Each one opens with the capability it addresses, then gives a short example with the context, what you did, and the result.
Closing paragraph. One or two sentences that connect your strengths to the team’s priorities.
Use short paragraphs and white space. If the instructions allow it, a bold lead-in at the start of each evidence paragraph helps the panel see which capability you are addressing.
For each example, the STAR approach (situation, task, action, result) is a useful starting point. Our guide to the STAR method for executive interviews explains how to make it sound less scripted, and the same advice applies on paper.
Choosing the right examples
The biggest mistake in APS pitches is picking examples because they were big, not because they fit. A major project that shows only technical skill will not score well against a criterion about leading people.
For each capability, ask:
Which example shows this capability most clearly?
Was I the one who made the key decisions, or was I part of a larger team?
Can I describe the result in a sentence?
Is this example recent enough to be relevant?
Use a different example for each capability where you can. It shows range.
EL1 application example: leading a team
Here is an illustrative EL1 application example for a capability about leading and developing people. The details are made up.
Illustrative example:
Leading and developing people. In my current role as Assistant Director (acting) in [Team Name], I lead a team of five policy officers. When I stepped into the role, two staff were new to the APS and the team was behind on a series of ministerial briefs. I set up a weekly planning meeting, paired each new officer with a more experienced colleague, and reviewed early drafts with them one on one. Within three months, the team was meeting brief deadlines consistently, and both new officers were drafting briefs that went to the Minister’s office with only minor edits.
Notice what this does. It names the capability, gives the context in one sentence, shows three specific actions, and ends with an outcome the panel can see as real work.
EL1 application example: policy advice and judgement
This second illustrative example addresses a capability about analysis and advice.
Illustrative example:
Providing clear, sound advice. In [Month, Year], my branch was asked to advise on options to change a grants program after a review found delays in payments. I led the analysis, drawing on program data, feedback from grant recipients and advice from our legal team. I recommended a staged approach rather than a full redesign, because a full redesign would have paused payments during a busy period. The SES accepted the recommendation, and the first stage was in place within the financial year.
The strength here is the reasoning. The panel can see a trade-off, a recommendation and why it was made. That is the judgement an EL1 or EL2 panel wants to see.
EL2 pitch example: leading a program and managing risk
At EL2, your examples should show broader scope and more influence. This illustrative example addresses a capability about delivering results and managing risk.
Illustrative example:
Delivering outcomes and managing risk. As Director of [Program Name] at [Organisation], I lead a team of 14 across two locations and manage a program budget of around [$ amount]. When a key vendor contract was due to end with no replacement ready, I set up a small working group with procurement, legal and finance, and briefed the First Assistant Secretary on the risks and options every fortnight. We agreed a short extension while a new process ran, which kept services running for clients with no break. I also built a risk register the program still uses, which has made the next two contract changes much smoother.
It shows scale, senior engagement, a decision under pressure and a lasting fix. It reads as the work of a Director.
Common mistakes in EL1 and EL2 applications
Describing duties instead of results. “Responsible for stakeholder engagement” tells the panel nothing. Show one moment where your engagement changed an outcome.
Too much context. Many pitches spend half of each paragraph setting the scene. One or two sentences is enough.
Using “we” throughout. Teamwork matters, but the panel needs to know what you did. Use “I” for your actions and “we” for the shared result.
Ignoring the capability words. If the criterion says “shapes strategic thinking”, use that idea in your paragraph. Do not make the panel translate.
Going over the limit. A pitch that ignores the page or word limit suggests you do not follow instructions. That is a poor start for any role.
Recycling the same pitch. A generic pitch sent to five roles reads like one. Adjust your examples to each job pack.
Don’t forget the resume
Your resume often gets less attention than the pitch, but panels read it. It should back up your examples with clear titles, dates, team sizes and budgets. If you acted at a higher level, show it, with the dates.
If you are thinking about the level above EL2, our guide to SES applications in Australia explains how the expectations change. And if you are a finance leader weighing a move outside government, our piece on moving from a public sector CFO to a commercial CFO covers how to reframe public sector work for private sector readers.
Questions to ask yourself before you submit
Have I addressed every capability the job pack names?
Does each example show what I did, not just what the team did?
Does each example end with a clear result?
Have I used a different example for each capability where I can?
Would a panel member who has never met me be able to score this quickly?
Have I followed every instruction on length and format?
Does my resume support the examples in my pitch?
If you hesitate on any of these, fix that first.
Getting ready for the next stage
A strong pitch gets you to interview. The interview will usually test the same capabilities, so your examples need to hold up when a panel asks follow-up questions. Keep a note of each example you used. Our guide on preparing for executive interviews covers how to get ready for deeper questions.
If you want a resume that supports your pitch with clear evidence at EL1, EL2 or SES level, see how I approach executive resume writing.
If you are preparing an APS application and want a second view on your examples, book a complimentary Clarity Session and we will look at which evidence will score best for the role.
