7.6 APS strategic commissioning framework

To assist with rebalancing the public service workforce, the APS Strategic Commissioning Framework is being developed to guide how the APS can best employ and leverage external expertise of the contingent workforce in a considered, effective way.

The APS Strategic Commissioning Framework will draw on outcomes from the Government’s audits on wasteful spending and employment. It will provide guidance to support managers in determining the most appropriate resourcing option, whether that be to:

  • recruit permanently and build internal core capability
  • draw temporarily on existing APS employees with the requisite skills
  • share knowledge and ideas through centres of excellence and expert hubs
  • commission external expertise, through a consultancy or a contractor to undertake a project or body of work.

Central to this concept is gaining greater shared understanding across the APS of what might constitute the core public service functions that should be primarily performed in- house by APS employees. These may include functions that:

  • are inherently the responsibility of government or require the exercise of public authority
  • contribute to goods and services to support the public good or public interest
  • should be resourced using public service employees as a first principle to ensure the ongoing stewardship role of the APS.

The APS also plays a role as a model employer to create secure employment and address how to most efficiently and effectively reduce reliance on contractors, consultants and labour hire over time. Ongoing work to ensure fair and equitable conditions of employment, alongside growing APS talent, will continue to feature in the months and years ahead.

The APS Employment Principles set a high standard for the APS as a model employer, laying the foundations for a career-based APS that:

  • makes fair employment decisions with a fair system of review
  • recognises that the usual basis for engagement is as an ongoing APS employee
  • makes decisions relating to engagement and promotion that are based on merit
  • requires effective performance from each employee
  • provides flexible, safe and rewarding workplaces where communication, consultation, cooperation and input from employees on matters that affect their workplaces are valued
  • provides workplaces that are free from discrimination, patronage and favouritism
  • recognises the diversity of the Australian community and fosters diversity in the workplace.

Embedding these practices across the APS in concert with rebalancing the workforce, building genuine partnerships, and providing unparalleled opportunities to serve Australians will also position the APS as an employer of choice.

Managing an unprecedented workforce transition - Australian Digital Health Agency
 
In July 2021, with the COVID-19 pandemic placing the national health system under great pressure, the Australian Digital Health Agency (ADHA) undertook a critical review of its capacity to deliver new and improved digital health solutions. An outcome, supported by the APSC, saw the agency rapidly implement significant changes to workforce practices and recruitment processes.
Revised Workforce and Leadership Strategies and a new Flexible Work Policy were introduced to support the Agency, as an employer, to offer innovation, flexibility and diversity. A re-designed recruitment brand – A job that means so much to so many – was launched. The agency also began an unprecedented culture change and recruitment project to convert 160 labour hire jobs, equating to around 40% of the roles in the agency, to APS jobs.
Factoring in general recruitment to fill vacancies as they emerged, the agency conducted more than 400 recruitment activities in 2021–22, in a highly competitive job market. Recruitment processes were streamlined and featured rolling recruitment campaigns, bulk recruitment processes, and consideration of existing merit lists from across the APS. Recruitment training was offered across the agency and improvements made to onboarding and induction programs. Internal communication was enhanced with fortnightly question and answer sessions, including with guest speakers from the Merit Protection Commissioner and the Employee Assistance Program provider.
Evidence from the 2022 APS Employee Census indicates significant improvements in engagement and satisfaction levels at the Agency compared with the previous year. The percentage of staff:
  • reporting a strong attachment to the APS increased from 39% to 52%
  • expressing strong belief in the purpose and objectives of the APS increased from 63% to 77%
  • satisfied with the stability and security of their employment increased from 48% to 69%.
For an agency which has operated since January 2016, these large gains validate the importance of this significant shift in approach to attracting and retaining staff.
 
Was this page helpful?