Ahead of the game: Blueprint for the reform of Australian Government administration

• Advisory Group on Reform of Australian Government Administration
• Department of Prime Minister and Cabinet

APS_reform_blueprint

30 March 2010The Blueprint outlines an ambitious agenda to equip the Australian public service and the nation for the challenges of the future. It identifies four broad areas where performance can be improved. Nine interdependent reforms, supported by twenty-eight specific recommendations.

The Government is currently considering the reform directions proposed in the Blueprint and is expected to respond through the Budget process.

The Advisory Group has identified four main components of a high-performing public service that form a framework for evaluating APS performance and a benchmark for future reviews.

First, a world-class public service must meet the needs of citizens by providing high quality, tailored public services and by engaging citizens in the design and development of services and policy.

In an era of rapid technological advancements, customers expect greater service quality from the public sector, just as they expect it from business. At the same time, advances in information technology enable governments to not only deliver services in a more citizen-friendly manner, but to incorporate citizens’ ideas and perspectives into service delivery. There are also opportunities to improve the way the APS incorporates non-government expertise and citizens’ views into the design of services and policy.

Second, a high performing public service provides strong leadership and strategic direction. In particular, the best public service leaders oversee the provision of high quality strategic advice, provided to ministers in an open and honest manner. Such advice must be delivered while maintaining a clear organisational strategy to improve workforce performance, strengthen service delivery and improve regulation.

There is a lack of comprehensive evidence for benchmarking current APS policy capacity. While some parts of the APS clearly provide excellent strategic advice, APS employees have concerns about the extent to which there is a focus on strategy. They suggest that more time needs to be devoted to strategic policy rather than reactive measures. Consultations also identified the importance of senior leaders in driving change and the need to improve senior leadership and management across the APS . Strengthening the leadership of the APS , by making leaders more accountable is critical to the reform process.

Third, a high performing public service is distinguished by a highly capable workforce. Today’s public servants are passionate and committed to improving the lives of others. Consultation with APS employees revealed an overwhelming sense of pride and commitment in the work of the APS and a willingness to seek new and improved ways of delivering services to the Australian public. However, there is some evidence to suggest that the APS is under-investing in its talent. In the private sector it is increasingly recognised that as much as 80 per cent of a company’s worth is tied to its employees. Yet almost half of APS agencies spend less than 1 per cent of their budget on staff development. Only a small proportion spends an amount similar to the best private sector organisations.

There is also a concern about whether the APS is attracting and retaining the best people. Consultations have identified, as an urgent priority, the need for better recruitment processes and mechanisms for people management. Skill gaps remain in critical fields such as information and communications technology (ICT), high level policy, research and project management.

Finally, a high performing public service operates efficiently and at a consistently high standard. The APS must continually seek better ways to do business, to spend public funds efficiently and effectively, and to be accountable for its spending. Consultations identified red tape and implementation as areas for improvement. There is a lack of reliable data on the efficiency of public agencies, which needs to be remedied. Reviews of agencies are conducted on an ad hoc basis, and evidence suggests that significant red tape could be cut.