Strategic Workforce Planning Framework

Purpose
The Strategic Workforce Planning Framework provides:
1. A coherent context for the Public Sector Commission’s (PSC) sector-wide approach to workforce
planning, encompassing:
a. Strategic Directions for the Public Sector Workforce 2009-2014, a set of 38 initiatives to be
implemented by central and line agencies to address the sector’s workforce challenges; and
b. the Public Sector Reform Program, a set of 18 PSC initiatives addressing various aspects of
public sector reform, including amendments to the Public Sector Management Act 1994 and
increased flexibility in human resources management practices.
2. A clear allocation of the implementation responsibilities of PSC and other agencies (including central
and line agencies).

Context
PSC has identified workforce planning at a sector and agency level as a high priority. As a result, PSC has
instigated significant work in this area, notably in the form of consultation, research, development of
resource materials, and agency surveys. In May 2009, PSC released Strategic Directions for the Public Sector
Workforce 2009-2014 and subsequently initiated the Public Sector Reform Program (which identified public
sector improvements in a diverse range of areas, including workforce planning). Complementing this, the
Economic Audit Committee also highlighted the importance of the public sector workforce in its Final Report,
Putting the Public First (October 2009), referring to the need to “meet workforce challenges by actively
supporting the implementation of Strategic Directions at a sector and agency level” and to “enhance public
sector skills and capacity” (Recommendations 33 and 34).

The Strategic Workforce Planning Framework gives priority to those aspects of Strategic Directions and the
Public Sector Reform Program that relate to workforce optimisation. The concept of ‘Workforce
Optimisation’ has the objective of formulating and implementing the necessary strategies to ensure that the
WA public sector has a workforce with the right mix of people, knowledge, skills and behaviours that are
needed both now and in the future. As such, workforce optimisation comprises workforce data, planning,
and capability development strategies.

The Framework recognises that Strategic Directions and the Public Sector Reform Program have additional
common areas of implementation, including attraction and retention; sector-wide capacity building;
professional development; regional workforce solutions; and structure, process and systems improvements.
It is expected that improvements in workforce optimisation will lead to benefits in the other common areas
of implementation.

Principles
The Framework is based on the following principles:
1. A strategic approach is essential to position the public sector workforce for the future.
2. An important factor of success is that central and line agencies give a high priority to workforce
optimisation.
3. Workforce optimisation requires sector and agency initiatives in each of the areas of workforce data,
workforce planning, and workforce development.
4. A collaborative effort across public, private and community sectors is required to make change happen.
5. A clear delineation of central and line agency responsibilities will enable tangible results to be achieved,
producing meaningful outcomes for agencies, the sector as a whole, and the wider community.

Responsibilities and deliverables

The Framework allocates specific responsibilities (and associated deliverables) to PSC and individual
agencies.
1
 Strategic Workforce Planning Framework

Common areas of
implementation
Strategic Attraction and retention
Directions Capacity building Public
for the Professional Sector
development
Public Reform
Regional workforce
Sector solutions Program
Workforce Structure, process, and
2009-2014 systems improvements
Workforce optimisation

PSC responsibilities and deliverables Agency responsibilities and deliverables

Improve sector and agency workforce data
collection, analysis, reporting and forecasting
Provide benchmarking and trend data to sector as
a whole, and individual agencies as requested
Determine agency needs review compliance
requirements related to workforce planning1
Determine workforce planning model to be applied
in agencies
Provide liaison between central and line agencies
with regard to workforce planning issues
(Department of Treasury and Finance; Department
of Training and Workforce Development;
Department of Commerce)
Provide workforce planning tools (including HR
benchmarking tools) and training resources to
support agencies
Encourage agencies to consider alternative
approaches to service design and provide
knowledge-sharing and collaboration opportunities
Monitor and evaluate
Workforce Improve agency workforce data collection,
Data quality and supply/demand forecasting
Report workforce data to PSC as required
Workforce Report on agency-specific workforce plans to
Planning PSC as required
Integrate workforce planning into annual
planning and risk management cycle, and
develop agency workforce plan and implement
Raise workforce planning issues (sector-wide
and agency-specific) with PSC
Workforce Utilise tools and training opportunities
Development
Share service redesign success stories and
collaborate with other agencies as appropriate
Monitor and evaluate

1
Through PSC’s Workforce Planning Survey (carried out in September 2009), and also in conjunction with the
Department of Treasury and Finance’s Demographic Change Project, Curtin University’s Centre for Labour Market
Research, and the Workforce Planning Consultative Group.
2