Rethinking the commissioning of consultants for enhancing government policy capacity

The increasing international use of consulting firms in public administration has attracted warnings against diminishing policy capability, accountability and transparency. Whilst significant debates and multiple tensions exist, this article introduces an innovative Australian model which provides scope to harness and balance the strengths of the contributions of consultants and consultancy firms to improve government policy capacity. We argue that advantages exist for engaging Tier 1 consultants provided the conditions are right. Moving past binary debates about whether or not consultants should be used in the public sector, we call for a more nuanced understanding and discussion about how to better leverage expertise, comparative analysis and contestability. Using Wu et al.’s (Policy Soc 34(3–4):165–171, 2015) framework, our pragmatic and sophisticated approach shifts theory and practice on the use of consultants to ensure clarity in the rationale of seeking external advice in order to build or improve policy capacity.