In a recent audit report presented, concerns were raised regarding the delays in the development of the Procurement and Licence Management System (PaLMS), a crucial component of Workforce Australia’s digital platform. Workforce Australia, formerly known as the new employment services model (NESM), aimed to revolutionize outsourced job services on behalf of the federal government.
The digital platform, initiated with a budget of $295.9 million in October 2020, encompassed essential elements such as base web and mobile apps, messaging services, and a digital services contact centre. Additionally, a new end-to-end procurement and contract management solution, named PaLMS, was earmarked to replace the existing systems of the Department of Employment and Workplace Relations.
PaLMS was designed to assess proposals from employment services agencies concerning the provision of services to “high-risk job seekers” or potentially joining a panel for future needs. However, the audit revealed that PaLMS faced significant delays, leading to repercussions in the assessment process for agencies proposing to join the panel.
Originally slated for completion and operationalization in the first half of 2021, PaLMS remained incomplete nine months later. The delay was attributed to the absence of the system’s front end and a lack of connection in the middle of the end-to-end capability, as indicated by a “senior responsible officer for the digital platform.”
Assessors encountered critical usability issues during the evaluation process, including missing details, multiple browser exits and re-entries, failed saves, and a malfunctioning “back” function. The daily login time, ranging from 20 to 40 minutes, added to the inefficiencies. Faced with these challenges, assessors resorted to using Microsoft Word initially before pasting results into PaLMS, thereby compromising the probity, efficiency, and security benefits originally intended.
The audit report highlighted that the department simultaneously conducted work on codifying how assessors would rate proposals during user acceptance testing (UAT). This process continued after the UAT phase, limiting the department’s ability to address system issues or analyze unintended effects on the assessment process and outcomes.
Despite the IT challenges, the department successfully assembled a panel that auditors deemed “largely effective.” The audit recommended that evaluation processes be sufficiently developed before the release of tender documentation and emphasized the importance of testing new IT systems for fit-for-purpose status before implementation.
In response, the department acknowledged the importance of best practices in developing evaluation processes before market approaches and testing IT systems for suitability. The department expressed its commitment to influencing government decisions on resource allocation and timeframes affecting these critical matters.
In conclusion, the audit sheds light on the challenges faced by the Procurement and Licence Management System in aligning with the intended timeframe for the Workforce Australia digital platform. While acknowledging the department’s efforts in assembling an effective panel, the report underscores the necessity of adhering to best practices in the development and testing of crucial IT systems to ensure seamless implementation and optimal functionality.
