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 By Tom Goater, National Accounts Director, Public Sector People A few weeks ago, I attended the Australian Local Government Association National General Assembly in Canberra, where one of the standout sessions at the Urban Forum came from Simon Kuestenmacher of The Demographics Group. Simon has a rare ability to make population data feel less like a spreadsheet and more like a preview of what is heading our way. While his presentation focused primarily on urban Australia, the implications extend well beyond local government. The central message was clear: Australia is likely to continue growing and prospering, but that growth will place increasing pressure on housing, infrastructure, public services and, importantly, the workforce expected to deliver them. Australia’s long-term outlook remains strong Australia’s economy may be relatively simple compared with some global economies, but mining, agriculture, tourism, international education and our proximity to Asia’s growing middle class continue to work in our favour. Migration also gives Australia an advantage over many other developed economies by helping replenish the working-age population. However, more people also means greater demand for housing, services and infrastructure, as well as higher expectations of government. Australia’s population is not simply growing. It is moving, ageing and reshaping our cities at the same time. Growth will remain concentrated around major cities Inner-city areas will continue to attract migrants, international students and other new arrivals. Urban-fringe communities are likely to absorb more families looking for larger and more affordable homes, while established middle suburbs may experience some of the most significant change as larger properties are gradually redeveloped into higher-density housing. These changes will create different challenges across different communities. While some areas will need to accommodate rapid population growth, others will face ageing populations, changing service requirements and the renewal of established infrastructure. The impact will be felt across every level of government For local councils, population growth means increasing demand across planning, roads, transport, open space, waste, libraries, aquatic centres, community facilities and ageing infrastructure. For state governments, it means balancing ambitious housing targets with investment in transport, health, education and utilities, while maintaining community confidence in the planning system. For the Commonwealth, it means recognising that migration, skills, housing, infrastructure funding and productivity policy are deeply interconnected. Decisions made in one area will inevitably affect delivery in another. The workforce challenge may be as significant as the housing challenge Australia’s population is ageing, large numbers of experienced workers are approaching retirement and demand for government services will continue to rise. Aged care may be one of the most visible examples, but similar workforce pressures are being experienced across planning, engineering, health, technology, infrastructure, project delivery, community services and public administration. Government organisations will increasingly be expected to deliver more with a workforce that is becoming harder to find. This makes workforce planning just as important as infrastructure and land-use planning. It also makes AI, automation and digital transformation increasingly important—not simply as cost-saving initiatives, but as practical tools that can help a constrained workforce remain productive and continue delivering essential services. Growth is likely to happen regardless For councils and other government organisations, the opportunity is to remain involved in shaping that growth. Councils that engage early with developers, state agencies and their communities will have a stronger opportunity to influence where growth occurs, what infrastructure supports it and how local liveability is protected. Those left outside the process may still find themselves responsible for managing the consequences. This makes early collaboration, long-term planning and clear communication essential. An opportunity for government employers The presentation also challenged the assumption that younger workers are inherently less loyal. Housing costs and reduced geographic mobility mean many younger Australians are changing jobs less frequently and looking for employment opportunities closer to home. Government may not always compete with the private sector on salary alone, but it can offer purpose, stability, flexibility, professional development and the opportunity to make a visible contribution to the community. That is a compelling employee value proposition, provided government organisations are confident enough to promote it and can deliver a positive candidate and employee experience. Connecting population, infrastructure and workforce planning The biggest takeaway from the session was that none of these challenges can be addressed in isolation. Housing policy affects workforce mobility. Migration policy affects infrastructure demand. Planning decisions affect service delivery. Technology affects productivity. Ultimately, workforce capability determines whether governments can deliver the commitments they have made. Australia’s future remains full of opportunity, but making the most of it will require stronger coordination across all levels of government and a much closer connection between population planning, infrastructure planning and workforce planning. Growth is not only a planning challenge. It is a workforce challenge. Turning insight into workforce capability For government organisations considering what these trends mean for their delivery plans, the next step is turning demographic insight into practical workforce capability. This means looking beyond immediate vacancies and considering the skills, leadership capacity and specialist expertise that will be required over the coming years. At Public Sector People, we work exclusively with government and for-purpose organisations, supporting workforce requirements across permanent recruitment, temporary and contract appointments, executive search and specialist project delivery. Our teams partner with organisations across Australia to understand their workforce challenges, identify critical capability gaps and provide recruitment solutions aligned with both immediate delivery requirements and longer-term workforce plans. Whether an organisation is responding to population growth, delivering new infrastructure, managing service demand or preparing for a changing workforce, early workforce planning will be essential.

Acting arrangements have long been a valuable workforce tool across the public sector.

Why Role Design in the For Purpose Sector is Becoming a Critical Capability

For professionals considering a move into the Government sector, one of the first things they notice is that salary structures differ from those in the private sector. Rather than individually negotiated salaries, most public sector roles sit within defined classification frameworks or salary bands. These systems are designed to provide transparency, consistency and fairness across agencies. While the naming conventions vary across federal, state, and local government, the underlying concept is similar: roles are grouped by responsibility, expertise, and leadership scope , with salary progression built into each level. Federal Government: Australian Public Service (APS) The Australian Public Service uses a nationally recognised classification framework across federal departments and agencies. Typical APS levels include: APS1–APS3 Entry-level and operational roles providing administrative or technical support. APS4–APS5 Advisory and specialist roles across policy, program delivery, administration and technical disciplines. APS6 Senior advisors and team leaders with greater responsibility for decision-making and stakeholder management. Executive Level 1 (EL1) Managers responsible for leading teams, programs or major policy areas. Executive Level 2 (EL2) Senior leaders managing significant functions, projects or strategic initiatives. Senior Executive Service (SES) Executive leadership responsible for large divisions, national programs and organisational strategy. Within each classification level, employees typically progress through incremental salary steps as they gain experience and capability. State Government Classification Frameworks Each state government maintains its own classification system, although many follow a similar progression from operational roles through to senior leadership. For example: New South Wales Government Roles are commonly structured using Clerk Grades , such as: Clerk Grade 5/6 Clerk Grade 7/8 Clerk Grade 9/10 These classifications generally reflect increasing responsibility, policy influence and leadership scope. Queensland Government Many roles fall under Administrative Officer (AO) or Professional Officer (PO) classifications. Examples include: AO3–AO4: operational and administrative roles AO5–AO6: advisors and specialists AO7–AO8: senior advisors and managers Victoria Government The Victorian Public Service uses the VPS classification framework , including: VPS2–VPS3: operational roles VPS4–VPS5: advisors and specialists VPS6: senior management and program leadership While titles vary between states, the frameworks all aim to align salary with responsibility, complexity and leadership scope. Local Government (Councils) Local councils typically use banded salary structures through enterprise agreements, rather than national classification systems. Most council roles are grouped within bands that broadly align with the complexity and responsibility of the role. Examples may include: Band 3–4 Operational roles or technical support positions. Band 5–6 Professional roles such as planners, analysts, project officers and specialists. Band 7–8 Senior leadership roles managing teams, programs or strategic initiatives. Because councils vary widely in size and structure, the exact banding and salary ranges can differ between organisations. Understanding Salary Bands Matters For professionals exploring careers in the public sector, understanding classification structures can provide valuable clarity. Salary band frameworks help candidates: Compare roles across different government levels Understand progression pathways within the public sector Set realistic expectations when applying for roles While the terminology differs across jurisdictions, the core principle remains the same: public sector salary structures are designed to align remuneration with responsibility, capability and impact. For many professionals, these frameworks also provide clear career progression pathways within government. Get in touch Explore jobs available

The Olympic Games stand as a testament to what can be achieved through dedication, collaboration, and resilience. The principles that inspire athletes to reach for gold can also elevate our professional lives. By focusing on teamwork, goal-setting, diversity, and continuous improvement, we can create workplaces that prioritise people and achieve extraordinary success. Let’s explore these principles and how they can guide us to excellence. Teamwork and Collaboration Much like Olympic teams, our success in the workplace depends on working together. Effective collaboration fosters innovation, improves problem-solving, and creates a supportive environment. Remember, great achievements are rarely the result of individual effort alone. By prioritising teamwork, we can build a foundation for shared success. Achievements and Goal-Setting Olympians set ambitious goals and work tirelessly to achieve them. In the workplace, setting clear and attainable objectives is crucial to staying motivated and focused. Define your career aspirations, break them into manageable milestones, and celebrate your progress to stay inspired. Diversity and Inclusion The Olympics celebrate diversity by uniting people from different cultures and backgrounds. Similarly, fostering diversity, equity, and inclusion (DEI) in the workplace enhances creativity and brings a variety of perspectives to the table. Strive to create an inclusive environment where everyone feels valued and empowered to contribute. Skills and Training Olympic athletes dedicate countless hours to training and improving their abilities. In the professional world, continuous learning and development are key to staying competitive. Seek opportunities to upskill, embrace new challenges, and commit to lifelong learning to grow in your career. Performance Reviews and Feedback Athletes constantly evaluate their performance to improve. Similarly, regular feedback from colleagues and mentors helps identify strengths and areas for growth. Embrace constructive feedback to refine your skills and enhance your contributions to the team. Resilience and Preparation Olympic athletes face setbacks but persevere with determination and grit. In the workplace, resilience is crucial for overcoming challenges and turning failures into learning opportunities. Stay focused on your goals and use adversity as a stepping stone to success. Inspiration and Mentorship Behind every successful Olympian is a mentor offering guidance and encouragement. Finding mentors in your field can provide invaluable insights and support. Additionally, consider mentoring others to inspire and uplift your colleagues, creating a culture of shared growth and development. Celebrating Small Wins Every step toward an Olympic medal is a cause for celebration. Similarly, recognising small achievements in the workplace boosts morale and motivation. Celebrate your progress and the progress of your team to foster a positive and uplifting work culture. Strive for Gold Together The principles that drive Olympic athletes—teamwork, resilience, diversity, and continuous improvement—can inspire us to prioritise people in our workplaces. By embracing these values, we can achieve extraordinary success and create a culture where everyone thrives. Let’s channel the Olympic spirit and reach for gold together!