APS Commissioner's Foreword
Public sector reform has been a recurring feature of public administration since the first departments of state were established at Federation in 1901. Successive governments and public sector leaders have changed and strengthened the Australian Public Service, in response to changing public expectations of government, technology, economic, social and security circumstances, and workplace needs.
Each successive wave of change has taken time and effort, with many people contributing to it. Typically, reform builds on the past, occurs in steps, and is most successful when it has a compelling rationale, is do-able, and has strong structures in place to guide implementation.
The Government has articulated its vision and priorities for the Australian public sector. Public sector reform has had many inputs, from the Thodey Review, to the experience during the pandemic, insights from other jurisdictions, and election commitments.
Through its APS Reform program, the Government is seeking to deepen trust in government and public administration. People trust public institutions when they do their job well and are open and fair in how they go about it. The Government’s priorities of integrity, capability, a genuine focus on people and business, and a workplace that attracts, supports and retains staff, all help underpin trust in Australia’s public institutions.
I am heartened by the enthusiasm I have seen for change across the service. Conversations with graduates and cadets, and Secretaries and Agency CEOs, show an eagerness to work collectively to improve our public service. There is a deep confidence by the Government in the public service’s ability to take up the challenge. The community has placed trust in us to continue striving to learn and do the best job we can, whether it’s in policy, program implementation, regulation, operations or service delivery. We won’t let this confidence and trust go astray.
This progress report is an important milestone because it takes a frank approach to assessing the delivery and risks of the first phase of APS Reform. Led by Secretaries Board, teams from 12 agencies are delivering 44 APS Reform initiatives. They have provided input on the progress, impact and risks associated with each initiative. Their progress represents active and collaborative effort across the APS and positive partnerships working together to embed reform.
Ten initiatives are complete and have transitioned into what we call business-as-usual. Thirty-four initiatives remain underway, with the next phase of APS Reform in development. Real change takes time. Gradually, the APS is becoming stronger, better able to deliver what the Government, Parliament and Australian community expect and need from us as public servants.
The next phase of reform takes us further to creating an APS that is unwavering in its integrity and capability, and cares deeply about the communities we are here to serve.
I am proud to be a public servant and of the enthusiasm of the APS for ongoing transformation. Step by step, public servants are creating lasting change that will make a difference to government and the lives of Australians, now and into the future. I thank them for doing this.
Dr Gordon de Brouwer
Australian Public Service Commissioner