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OBJECTIVES OR OUR PARTNERSHIP
We understand the objectives of our working partnership to be four-fold: 1) Build a robust fact base (quantitative and/ or qualitative) – focusing
on each of the 5 “end states”, supplemented by each of the 5
“challenges of today”.
The purpose of this fact base is to:
– Support a compelling case for change, collectively across the end states
– Give a sense of the scale of the reform challenge and current barriers.
2) Create transparency on the current shape and state of the APS –
and how this could shift over time.
Specifically, this would include:
– Transparency of current size and structure of the APS, including recent
trends (where data is available)
– Future shifts based on effects of technology adoption on the changing
nature of work, i.e., deploy our proprietary Future of Work (FoW) analytical
model on current APS workforce data to understand likely growing/
declining job categories and implications for future skills needs
– Any significant demographic shifts over the next ~10 years, including the
retirement curve of the current APS workforce.
3) Support the Review team to create – and test with stakeholders
across the APS – a compelling view of the ‘directional answer’
shared externally as a set of draft “reform priorities” in mid-March. This will
need to include:
– An overarching narrative – including a clear and evidence-based case for
change, exciting and bold vision for the future and a path to get there
– A small set (5-7) of actionable “transformation themes” (e.g., ingoing
hypotheses: new people model and recasting the relationship with the
political class) – which collectively will lead to the end states (rather than
map directly to an individual end state)
– Supporting materials for each “transformation action” that demonstrate
how the reform will enable sustainable and adaptive service-wide
transformation. This should build from the Review team’s existing work,
draw on international examples of public sector reform, as well as the
analytical output covered in objectives 1 and 2 above
– Proposed path forward to finalise the priorities and Review
recommendations, including development of key messages and supporting
materials for post March engagement.
4) Operate as an integrated, high-preforming review secretariat team.
We believe the greatest impact will be achieved by closely integrating the work
of the APS and McKinsey team members, ensuring we learn from the best of
each institution. To that end, we will:
– Work with you to define an integrated workplan – that’s clear about who’s
doing what, while ensuring integration of content – and ‘one team’ op model
– Build the capabilities of the APS team – through regular collaborative
problem-solving, explicit coaching/ skill building modules on e.g.,
‘Government Transformation’, ‘7-steps of problem solving’.
We understand that significant work has been undertaken– and our work
should build upon (and certainly not replicate), the current insights. The
existing work includes:
– Feedback from broad-based consultation across the APS, political, private
and social sector partners, and citizens
– Investigation of “megatrends” – distilled into 4 scenarios of the future:
#Techsplosion, Devolution revolution, Wikigov and New world (dis)order –
and 6 “common success factors” for the APS, common across all scenarios
– Definition and exploration of 5 “end states” – that will create a fit-for-
purpose APS in all scenarios: United in a collective endeavour; World-class
policy, regulatory and delivery performance; Trusted and respected partner;
Employer of choice; Dynamic, digital and adaptive systems and structures
– Articulation of a set of 5 “challenges” – emerging “veins of frustrations” that
are experienced by the APS and its partners today
– Early work on an overarching narrative and the most critical “reform
priorities” that will collectively lead to the “End States”, while addressing
the “challenges” (to be worked on further in a top-down workstream)
– Early work on a large set of actions that underpin the “reform priorities” (to
be worked on further in a bottom-up workstream).
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