Learn how the ATO developed a targeted strategy to update their processes and operationalise the Strategic Commissioning Framework.
As part of the Government’s Australian Public Service (APS) Reform agenda, the Strategic Commissioning Framework (SCF) intends to support agencies as they prioritise APS employment, strengthen APS capability, and reduce reliance on externals undertaking core work.
At a strategic level the SCF provides us with the opportunity to re-imagine our workforce mix. It drives us to think more deeply about our workforce planning practices and opportunities to foster capability growth for the APS.
At an operational level it outlines the key considerations when looking to fill a resourcing need. Do we actually need to outsource this work? What other options are available?
When identifying potential business areas that could transition from being outsourced to APS employees, it’s key to know your organisation, and co-design the planning process with all key parties at the table. HR and Business must be working collaboratively. This helps everyone come on the journey together and strengthens outcomes by harnessing their collective inputs.
This is a journey, and like all workforce change, it takes time – even years – to invest, monitor, and refresh plans. We should be asking ourselves: ‘what do we want our workforce to look like in the long term?’ and then ‘what can we achieve this year?’.
As a HR professional, ensuring capability requirements can still be met, comes back to rigorous workforce planning, and working closely with stakeholders, which will inform the capability requirements that we should be investing in.
For the Australian Taxation Office (ATO), there was a targeted strategy to update their processes that was centred on three pillars. The first pillar was to have a strong planning process, working collaboratively across business. The second was about making sure the right mechanisms were in place to embed these practices into business over time. The third was communication – making sure that like any improvement, change or plan it was communicated in the right way to the right areas at the right time.
This included a series of ‘SES masterclass’ sessions on the SCF to ensure support for the change came from the top. An additional benefit of the masterclass sessions came from Chief Operating Officer, Jacqui Curtis and Deputy Commissioner ATO People Alison Stott sharing a very clear narrative around the linkages with APS Reform, that the ATO subscribes to the SCF, and that it will create lasting benefits to the APS as a whole. The team reinforced this with clear messaging to key impacted areas, internal information resources that apply the SCF in an ATO context, and governance measures to drive the right behaviours.
The SCF aims to build integrity, internal capability, and stability for the core work of the APS, which in turn benefits the Australian public. As a HR professional, it’s critical to remain focused on how the impact is measured and how working with business continues moving forward. For the ATO, this included adding a range of governance checks and record keeping steps to make sure the SCF is considered in all new procurement. This was achieved through a working group with representatives across HR, Finance and Business. Natural systems were leveraged, and the approach streamlined as much as possible. Finally, the team are in the process of establishing reporting mechanisms with internal governing committees.
While it’s important to recognise the SCF will initially place pressure on existing talent markets of APS expertise, the reduction in demand on the outsourced workforce may generate new talent. To be successful, the APS must collaborate across agencies to ensure industries are being impacted in the right ways, consider their employee value proposition (EVP), and seek to attract the right people into the APS.