Agency performance

Financial targets

 

2013 Estimate $000

2013 Actual $000

Variance $000

Total cost of services (expense limit)

30 850

25 154

5696

Net cost of services

29 917

24 215

5702

Total equity

3835

8069

4234

Net increase in cash and cash equivalents

1504

4074

2570

Full-time equivalent (FTE) staff level

151 FTE

134 FTE

17 FTE

Total and net cost of services

The Commission’s expenditure limit and net cost of services as detailed in the 2012/13 Budget statements were $30.850 million and $29.917 million respectively. The variance of $5.696 million and $5.702 million respectively were mainly due to:

  • the Commission operating below approved FTE levels
  • transfer of the function ‘Information Communication Technology Policy, Strategy and Review’ out of the Commission
  • reduced expenditure in the ‘WA Leadership program’
  • delays in the commencement of the Aboriginal employment strategy 2011-2015 program.

Total equity

Total equity at the end of the year was $4.234 million higher than budgeted primarily due to the Commission’s cash asset balances being $3.464 million higher than anticipated and an increase of $0.510 million in intangible assets.

Net increase/(decrease) in cash held

The increase in the cash held was mainly due to:

  • the Commission operating below approved FTE levels
  • reduced expenditure in the ‘WA Leadership program’
  • delays in the commencement of the Aboriginal employment strategy 2011-2015 program.

Summary of key performance indicators

For a more detailed explanation of the indicators and reasons for variances, refer to the audited ‘Key performance indicators’ section of this report.

Summary of key effectiveness indicators

Outcome: An efficient and effective public sector that operates with integrity

Key effectiveness indicator

Target 2012/13

Actual 2012/13

Actual 2011/12

Actual 2010/11

The portion of core clients who indicate the Commission has delivered policy, assistance and oversight that has assisted them to enhance integrity within their agencies.

95%

98%

NA

NA

The portion of core clients who indicate the Commission has delivered policy, assistance and oversight that has assisted them to enhance the effectiveness and efficiency of their agencies.

95%

95%

NA

NA

The portion of public authorities who indicate assistance provided by the Commission has helped them to meet their statutory obligations under Part IX of the EO Act.

95%

60%

NA

NA

The portion of public authorities who indicate assistance provided by the Commission has helped them to meet their statutory obligations under the PID Act.

95%

78%

NA

NA

Summary of key efficiency indicators

With the implementation of a revised outcome-based management framework, 2012/13 budget results have been recast for comparative purposes and there is no comparative data for 2011/12 actuals and 2010/11 actuals.

Service 1 - Public sector leadership

Target 2012/13

Actual 2012/13

Actual 2011/12

Actual 2010/11

Average cost per hour addressing legislative and policy development

$105

$94

NA

NA

Service 2 - Assistance and support

Target 2012/13

Actual 2012/13

Actual 2011/12

Actual 2010/11

Average cost per hour of assistance and support provided

$91

$101

NA

NA

Average cost per workforce and diversity program, product or training hour

$104

$103

NA

NA

Average cost per public administration, standards and integrity program, product or training hour

$106

$85

NA

NA

Average cost per leadership development product, program and training hour

$157

$112

NA

NA

Service 3 - Oversight and reporting

Target 2012/13

Actual 2012/13

Actual 2011/12

Actual 2010/11

Average cost per hour of performance and oversight activity

$95

$74

NA

NA

Percentage of oversight actions completed within target timeframes

90%

90%

NA

NA

return to top

Accountability, policy and performance

Activities and achievements associated with accountability, policy and performance have continued to develop and consolidate around new legislative functions and the broader statutory role of the Commission.

Directed inquiries

Pursuant to section 24H(1) of the PSM Act, the Commissioner may on his own initiative, or under section 24(H)(2) at the direction of the Premier as the minister responsible for the PSM Act, arrange for the holding of a special inquiry into a matter related to the public sector. In accordance with section 24H(4) of the PSM Act, the Commissioner is obliged to include the text of a direction given by the Premier in an annual report to Parliament. In 2012/13, the Commissioner was directed to arrange a special inquiry into the Peel Health Campus.

Peel Health Campus: Contract management and clinical outcomes

Pursuant to a direction issued on 6 December 2012 under section 24H(2) and (3) of the PSM Act, a special inquiry examining the delivery of public health services at the Peel Health Campus was established on 10 December 2012 with Professor Bryant Stokes AM appointed as Special Inquirer.

The terms of reference related to the construction and management of the contract between the State and the Operator (Health Solutions WA) and the delivery of clinical care for public patients.

On the 28 March 2013, Professor Stokes AM provided his report Peel Health Campus: Contract management and clinical outcomes to the Public Sector Commissioner. In fulfilling the terms of reference, the inquiry reviewed more than 700 patient records, heard evidence under summons from 30 individuals, examined the obligations and responsibilities of the agreement compared with contemporary contracts with public service deliverables, undertook audit reviews of financial information and policies, and obtained a significant number of documents under summons and request.

The Inquirer found deficiencies in some aspects of meeting contractual obligations as well as some deficiencies on the part of the Contract Manager, mainly the Department of Health and its delegated officers. In the opinion of the Inquirer, the contract which was signed in 1997 is not a contract which fits with the contemporary requirements of such private management of public services.

Despite these deficiencies, the Inquirer, importantly found:

  • no evidence of compromised patient care although some of the issues raised and investigated have a risk of that occurring
  • no evidence on a significant sample of cases of clinically improper admissions
  • the Clinical Decision Unit was established for appropriate clinical reasons. However its processes exposed Peel Health Campus and its doctors to a significant conflict of interest by the introduction of what could appear to be admission incentive payments
  • the payment structure for the services provided to public patients at Peel Health Campus is a satisfactory outcome for the State’s investment.

The inquiry concluded the operator has fulfilled satisfactorily their patient care contract as requested in each of the years the agreement has been running and the basis of the contract is that they receive previously determined allocated payment for the service they provide to each individual patient.

In reporting, the Inquirer made eight recommendations relating to modernisation of the contract when it concludes in four years’ time and a more holistic management of the contract and its outcomes by the Contract Manager.

The report was tabled in Parliament on 17 April 2013.

Professor Bryant Stokes AM and Public Sector Commissioner Mal WauchopeProfessor Bryant Stokes AM and Public Sector Commissioner Mal Wauchope

Note: The Premier of Western Australia's 'Direction to undertake special inquiry' letter to the Public Sector Commissioner can be found in the PDF version. To request this letter in an alternative format, please contact the Public Sector Commission.

St Andrew’s Hostel in Katanning

The St Andrew’s Hostel inquiry commenced with the announcement by the Premier on 17 November 2011. Former Supreme Court Judge, the Hon. Peter Blaxell was appointed Special Inquirer to investigate the response of government agencies and officials to allegations of sexual abuse at St Andrew’s Hostel in Katanning.

The inquiry’s terms of reference included examination of allegations made, who they were made to, what action was taken in response to those allegations, and to report with recommendations on any necessary changes to the policies, procedures or operations of government agencies. The report was tabled in Parliament on 19 September 2012 and all of its recommendations were accepted by the Government.

In response to recommendation 5 of the report, the Commission, together with the Department of Education, hosted an Accountability Forum in November 2012 for Country High School Hostels Authority board members, the chairpersons of local hostel boards and residential college managers.

In addition to the forum, we delivered AEDM and PID information sessions to employees and board members at nine residential colleges. The Commissioner also visited employees at the Geraldton Residential College to acknowledge the work that had been progressed following the review.

In response to recommendation 2 of the report, the terms of reference for the statutory review referred to below included consideration of a ‘one stop shop’ child abuse complaints function for the Commissioner for Children and Young People.

The Hon. Peter Blaxell and Public Sector Commissioner Mal WauchopeThe Hon. Peter Blaxell and Public Sector Commissioner Mal Wauchope

Statutory review

At the request of the Attorney General, the Commissioner agreed to undertake a review of the Commissioner for Children and Young People Act 2006. The review was carried out in accordance with section 64 of that Act. The Commissioner chaired a reference group to assist the review by providing guidance, advice, comment and information, and Commission staff supported the review process. The reference group comprised six relevant government and not for profit representatives including:

  • Ms Sharyn O’Neill, Director General, Department of Education
  • Mr Terry Murphy, Director General, Department for Child Protection
  • Ms Michelle Scott, Commissioner for Children and Young People
  • Ms Irina Cattalini, Western Australian Council of Social Service
  • Professor Colleen Hayward AM, Edith Cowan University
  • Mr Craig Comrie, Youth Affairs Council of WA

The review commenced on 21 January 2013 and involved community consultation and consideration of 40 submissions. A final report was completed and submitted to the Attorney General on 31 May 2013.

Assessing compliance with standards and ethical codes

Breach of standard reviews

The public sector standards in human resource management set out the minimum standards required of Western Australian public sector bodies in the management of a human resource function. The standards relating to discipline, grievance resolution, performance management, redeployment and termination have been in operation since 1 July 2001, with the Commissioner’s Instruction No. 1 - Employment Standard taking effect in February 2011.

The Commissioner administers a conciliation and review process to resolve breach of standard claims. The process applied is prescribed by the Public Sector Management (Breaches of Public Sector Standards) Regulations 2005.

In 2012/13, the Commissioner made the decision to decline 10 claims, ensuring agency processes were not unduly delayed by matters that were considered lacking in substance, not within jurisdiction or not warranting further action. Commission staff performed the role of conciliation and review officer in the finalisation of 95 claims.

Claims

 

Carried over from 2011/12

18

Received in 2012/13

107

Finalised in 2012/13

116

Carried over to 2013/14

9

Outcomes

 

Not valid

1

Declined

10

Withdrawn or lapsed

10

Dismissed

87

Conciliated

3

Upheld as a breach of standard

5

Matters of referral

The PSM Act does not establish a complaint taking role for the Commissioner in matters other than breaches of human resource standards. However, the Commissioner exercises a broad oversight role through specific functions and powers under the provisions of the PSM Act and monitors compliance with standards and ethical codes.

This role is defined very broadly in the legislation and can involve the Commissioner taking action including the assessment, examination, review, investigation or inquiry of certain matters that he becomes aware of, or that are brought to his attention. A decision to act on a matter may be triggered by the following:

  • a matter of particular public interest
  • issues apparent in breach of standards claims
  • matters arising from general monitoring and compliance with ethical codes and principles of human resource management and conduct
  • a request to provide advice to CEOs or ministers about implementing improvements to management practices.

The numbers of matters of referral acted on by the Commission in 2012/13 can be seen in the table below.

Matters

 

Carried over from 2011/12

21

New matters received or identified in 2012/13

102

Completed in 2012/13

100

Carried over to 2013/14

23

Target timeframes

The following table reports on breach of standard and matter of referral cases received and the timeframes taken to complete them in 2012/13.

Matters*

Target timeframes

No. completed within timeframe

Total no.

% completed within timeframe

Simple 30 working days

61

68

90%

Routine 50 working days

89

115

77%

Complex 100 working days

22

25

88%

Total

172

208

83%

* Excludes open cases and cases classed as ‘Project Defined’.

Public interest disclosure

Changes to the PID Act

The PID Act facilitates the disclosure of public interest information, provides protection for those making disclosures and those who are the subject of disclosures, and provides a system for the matters disclosed to be investigated and for appropriate action to be taken.

A number of changes to the PID Act came into effect on 21 November 2012, following the proclamation of the Evidence and Public Interest Disclosure Legislation Amendment Act 2012. The changes to the PID Act:

  • enhance protections available for disclosers of public interest information
  • expressly enable a person to make an anonymous public interest disclosure
  • allow a public interest disclosure to be made to a journalist under certain conditions
  • provide another circumstance where the identity of the discloser and the subject of a disclosure can be revealed.

In November, the Commissioner met with agency heads from other named authorities under the PID Act, to discuss how the changes to the PID Act may impact the sector, authorities, PID officers and disclosures.

To communicate these changes to the sector, we developed and distributed information for principal executive officers to agency heads, local governments, CEOs and public university vice-chancellors.

In addition, we developed a new PID officer training program to assist PID officers in handling PID matters under the new legislation. This training was delivered to 249 PID officers over 15 workshops and helped them understand the impact of legislative change.

PID reviews

The Commissioner has responsibilities under the PID Act and is a named authority for the purpose of receiving public interest disclosure matters. The Commissioner received 11 PID matters in 2012/13, which were dealt with pursuant to the PID Act.

Policy advice

We undertake a range of policy initiatives and provide support and advice across government policy activities, largely in the areas of public administration, legislation, employment and personnel management, and governance and integrity. In 2012/13, we were involved in:

  • the implementation of the recommendations arising from the special inquiries into the Perth Hills Bushfire and the Margaret River Bushfire
  • a Department of Treasury led value-for-money audit of the Department of Housing
  • a review and revision of governance guidelines to assist agencies to meet relevant public sector accountability requirements and public sector boards and committees to build and enhance a broad understanding of public sector governance principles and establish an appropriate controls environment
  • the development of guidelines for agencies embarking on a review of legislation
  • the provision of policy advice and support to cross-jurisdictional working groups resulting from resolutions from the Public Service Commissioners’ Conference
  • the provision of policy advice on machinery of government reforms announced by the Government on 13 June 2013
  • the provision of policy advice on public sector reforms involving an enhanced voluntary severance scheme and the proposed introduction of involuntary severance.

Legislation and subsidiary instruments reform

Integrity (Lobbyists) Bill 2011

The Integrity (Lobbyists) Bill 2011 was introduced into Parliament on 9 November 2011. The Bill provided for an Act to promote and enhance public confidence in the transparency, integrity and honesty of dealings between lobbyists and government representatives by:

  • providing for the registration of lobbyists
  • providing for the issuing of a code of conduct for registered lobbyists in their dealings with the government
  • prohibiting registered lobbyists from agreeing to receive payments or other rewards that are dependent on the outcome of lobbying activities.

The Bill completed passage through the Legislative Assembly and was introduced into the Legislative Council on 19 September 2012. The Bill lapsed on the Parliament being prorogued on 14 December 2012.

Corruption and Crime Commission Amendment Bill 2012

The Corruption and Crime Commission Amendment Bill 2012 was introduced into Parliament on 21 June 2012. The purpose of this Bill was to:

  • amend the Corruption and Crime Commission Act 2003 and to make consequential amendments to various other Acts
  • confer on the Corruption and Crime Commission (CCC) an organised crime function, enabling it to use exceptional powers to assist police investigations into serious offences, exercise certain powers under the Criminal Property Confiscation Act 2000 and implement those recommendations from the Archer Review identified as essential to support the organised crime and serious offences functions
  • transfer the CCC’s oversight of minor misconduct by public officers, and its corruption prevention and education functions, to the Public Sector Commissioner.

The Bill lapsed on the Parliament being prorogued on 14 December 2012.

Commissioner’s instructions

In 2012/13, significant work has been undertaken to draft and consult on a number of Commissioner’s instructions.

The following Commissioner’s instructions came into effect during the year. They form part of the public sector accountability framework and clarify obligations for agencies in relation to ethical and human resource practices:

  • Commissioner’s Instruction No. 5 - Publishing a public sector notice (effective 1 July 2012)
  • Commissioner’s Instruction No. 6 - Workforce data reporting obligations (effective 1 July 2012)
  • Commissioner’s Instruction No. 7 - Code of Ethics (effective 3 July 2012)
  • Commissioner’s Instruction No. 8 - Codes of conduct and integrity training (effective 3 July 2012)
  • Commissioner’s Instruction No. 10 - Review of classification level of employees seconded to special offices to assist a political office holder (effective 5 February 2013).

Performance reporting

The Commissioner, consistent with the requirements of section 22D of the PSM Act, monitors and reports to Parliament annually on the state of administration and management and on compliance with standards and ethical codes in the public sector.

Amendments to the PSM Act passed in 2010 significantly expanded the reporting role of the Commissioner. While ‘State of the sector’ reporting continues to be the primary vehicle for reporting on public administration and management, we have implemented a program to broaden and enhance its evaluation and monitoring function to address this expanded reporting role.

State of the sector 2012 report

The Commissioner tabled the State of the sector 2012 report in November 2012. The central elements of the 2012 report were governance and organisational performance, integrity and ethical conduct, workforce planning and leadership, and workforce management.

Preparation of the 2012 report involved significant contributions from our staff, and was largely informed by surveys of public sector entities and employees and case study information. The report showcased examples of good practice and the diversity of public sector services and was communicated throughout the State at a series of regional workshops.

Planning commenced for the ‘State of the sector 2013’ report which is expected to be tabled in November 2013. This year the report will outline the state of play in the Western Australian public sector, focus on key challenges facing administrators and managers, and highlight good practice across a range of public sector entities.

Performance reviews

In 2012/13, the Commission began documenting its findings on two performance reviews – the first into how agencies promote integrity, the second into employee performance management. Our preliminary assessments indicate the reviewed agencies are actively fostering cultures of integrity despite facing a range of common challenges. When managing employee performance, most agencies have systems that cover the key elements of workplace performance. Outcomes of these reviews will inform our support and assistance initiatives in the year ahead.

Survey program

Over the last year, our monitoring and evaluation framework has been refined so data from different sources can be easily linked to assess how the sector is performing. This work has included:

  • reviewing the main survey programs so they are more representative and closely aligned
  • further developing and implementing reviews and compliance assessments
  • monitoring activities for different sector-wide initiatives within CEO performance agreements.

The primary components of the 2013 monitoring and evaluation framework are as follows.

Annual agency survey program

Public sector entities are asked to complete an annual agency survey at the end of each financial year. The survey asks questions across many areas of public administration, such as ethics and integrity (including PIDs), human resource management, workforce development and organisational efficiency.

Between July and September 2012, 101 public sector entities completed the agency survey. In addition 19 PSM Act Schedule 1 entities completed some mandatory sections of the survey.

The 2012 survey results were used to inform the State of the sector 2012 report and the responses by entity were published in the accompanying State of the sector 2012 - Statistical bulletin in December 2012.

In 2013, we streamlined the survey to better assist agencies to provide high quality information in a timely manner.

PID survey program

In July 2012, 144 local government authorities and public universities completed the PID survey. The survey enables authorities to meet their compliance obligation of reporting to the Commissioner annually on the number of PIDs received and the outcomes of any investigations undertaken. The results were reported in the State of the sector 2012 report and were used by us to tailor a range of assistance initiatives for public authorities.

Boards and committees survey program

An inaugural survey on governance was completed by boards and committees between July and September 2012. Of the 360 surveys distributed, 156 valid responses were received. The results were reported in the State of the sector 2012 report and were used by us to develop a set of recommendations to improve board governance and performance.

Boards and committees were also sent the PID survey in 2013.

Employee perception survey (EPS) program

The EPS provides an opportunity for public sector employees to give their perspective on how well ethical conduct and human resource management policies and practices are operating in their entities. The EPS also allows us to assess the level of employee awareness and understanding about core accountability measures and policies such as the Code of Ethics and PID legislation. The EPS provides participating entities with the opportunity to gain some insight into their organisational culture.

The sampling approach we used is designed to achieve a representative sample by entity size and portfolio. At the conclusion of the process, we provide detailed feedback report to entities.

In 2012/13 the EPS was distributed to 17 070 employees from 19 entities. The average response rate was 31 per cent for all surveys sent within the reporting period.

Employee perceptions confirmed overall a positive perception of the ethical behaviour demonstrated by their leaders. The majority of respondents agreed their agency encouraged ethical behaviour and they were treated with respect by their immediate manager.

Human resource minimum obligatory information requirement (HRMOIR)

Public sector entities are required to submit workforce data to the Commission on a quarterly basis. HRMOIR data is based on definitions issued by us and submitted according to set timeframes and other specified requirements.

In 2012/13, we collected 41 764 566 data points from more than 145 000 employees employed across 126 entities. HRMOIR data analysis supports production of:

  • quarterly employee (full-time equivalent) ceiling reports to the Department of Treasury
  • ‘How does your agency compare?’ reports to all public sector authorities and public universities for the Director of Equal Opportunity in Public Employment
  • responses to parliamentary questions on topics such as regional employment and Aboriginal employment.

Information collected through this monitoring activity informs:

  • the ‘State of the sector’ report
  • feedback to entities on how their own profile or staff perceptions compare with the sector
  • the compilation of a ‘Statistical bulletin’ to support entities to benchmark their own performance and profile
  • summary performance reports prepared to assist responsible authorities (boards and ministers) to evaluate the performance of CEOs against public administration priorities.

Equal employment opportunity data collection

Over the past year, data on the representation of employees in key diversity groups was collected from:

  • 126 public sector entities and PSM Act Schedule 1 entities
  • 140 local government authorities
  • four public universities.

The results were reported in the Director of Equal Opportunity in Public Employment’s Annual report 2012 and were used to inform a range of strategies including supporting women to achieve senior leadership roles, and building on employment opportunities for Aboriginal people, young people and people with disabilities.

Data and information management

Improving systems and processes

Data and information collected from the sector is captured, maintained and reported with the aid of web-based tools and a range of database applications. During the year, a number of improvements were made to tools, systems and information handling practices including:

  • continuing improvement in the development of automated data validation tools to support entity identification of potential data errors at time of submission
  • continued enhancement of online survey tools, allowing for easier progress through online surveys
  • replacement of the existing physical online survey environment with an updated and more secure and flexible virtual environment
  • improved reporting facilities.

In addition to in-house improvements, we awarded a contract to an external provider for the development of a workflow database system to allow staff to record information about enquiries and issues raised with the Commission. On 1 June 2013, the new system commenced operation as a strategic tool of the Commission. While the new database has only been operational for a short period of time, it has enabled better communication across the Commission around our interaction with key stakeholders as well as providing a systematic approach to identifying trends.

Data quality improvement program

We continue to sponsor a collective effort across the public sector to improve the completeness and accuracy of information about the public sector’s workforce and workforce management systems.

In 2012/13, we worked to eliminate data quality issues resulting from technical issues in human resources information management systems. The Commission consulted with key public sector entities, government contract managers, and private sector system providers to address these issues. These resolutions are ongoing.

In addition, we formalised a quarterly entity profile publication to:

  • provide entities with a consistent feedback loop on the quality of their data as part of the ‘Data quality improvement program’ by incorporating quantifiable elements of the ‘Data quality index’
  • enable workforce planning discussions using uniform data between the Commission and public sector entities
  • provide entities with whole-of-sector comparative information on a regular basis
  • increase awareness of workforce information utilisation across the sector.

We also reviewed and amended the methodologies used for equity and diversity reporting and surveying. These amendments are now aligned to other workforce reporting standards utilised by the Commission and have improved the accuracy of diversity statistics, particularly the under-representation of employees in diversity groups.

Over the past year we consulted with various public sector entities to improve the accuracy, consistency and reliability of occupational coding based on the Australian and New Zealand Standard Classification of Occupations (ANZSCO). This culminated in the development of the ANZSCO coding guide.

We also reviewed our workforce data collection and surveying in 2012/13. This resulted in limiting HRMOIR workforce data collection to all public sector entities only, as defined in the PSM Act.

In the past year we also released enhanced maturity rating descriptors for key administrative capabilities in public sector entities. These were provided to entities in the annual agency survey. The descriptors are designed to assist entities with self-assessing the maturity or sophistication of their administration and management capabilities, such as risk management and strategic planning.

return to top

Agency support

Activities and achievements associated with supporting and assisting the sector have continued to develop and expand around new legislative functions and the broader statutory role of the Commission.

Boards and committees

Governance

The importance and value of the work being done by public sector boards and committees is significant. However, the challenges faced in relation to corporate governance and accountability are complex.

Over the past year, we provided ongoing assistance to boards and committees including providing advice on appropriate governance structures, best practice in the conduct of board meetings, board roles and responsibilities. This is supported by information detailed on the Commission’s website, which provides a framework and principles for good governance by a public sector board. It includes statements of principles, accompanied by information explaining how the principles operate in practice. In addition, the website notes the ongoing challenges facing the public sector and Government boards, particularly in relation to accountability, probity and transparency.

Over the past year, the Commissioner personally addressed 38 boards on matters relating to good governance, conflict of interest and integrity in decision making.

Review

Recently, there has been an increasing number of accountability and governance matters related to government boards and committees brought to our attention. In response, we undertook a review of governance across public sector boards and committees. The review identified a range of reforms to increase the performance of boards and committees and ensure confidence without compromising their statutory duties. We anticipate a number of these reforms will be delivered in the year ahead.

Remuneration framework

The Commission continues to provide advice and support to ministerial offices and agencies on matters relating to remuneration for board and committee members.

A Remuneration of the Government boards and committees - boards and committees fact sheet has been developed and is available on the Commission’s website. This document provides information on the key considerations involved in remunerating board and committee members and determining appropriate fee structures.

Hon. Peter Collier, Minister for Education and the Teacher Registration Board meet with Public Sector Commissioner Mal WauchopeHon. Peter Collier, Minister for Education and the Teacher Registration Board meet with Public Sector Commissioner Mal Wauchope

Chief executive officers

Performance framework and development

Section 47 of the PSM Act requires all CEOs appointed under section 45 of the Act to enter into a performance agreement with their responsible authority in accordance with Commissioner’s instructions. We administer the CEO performance agreement framework and provide advice and support to responsible authorities and ministers.

The usual reporting cycle for CEOs operates from 1 July to 30 June each financial year, while the reporting cycle for state training provider managing directors commences on 1 January and ends on 31 December each year.

Independent selection and recruitment advice

Under sections 45 and 46 of the PSM Act, the Commissioner is responsible for the employment of CEOs of all departments and SES organisations. This includes facilitating consultation with responsible authorities and ministers to ensure all relevant factors are taken into account before an appointment or reappointment is recommended to the Governor in Executive Council for approval.

In 2012/13, 14 CEOs were appointed and 11 CEOs were reappointed as shown in the tables below.

CEO recruitment 1 July 2012 to 30 June 2013

Position at agency

Date of appointment

Outcome

Director, Goldfields-Esperance Development Commission

07/09/2012

Mr Robert Hicks appointed

Director, Kimberley Development Commission

07/09/2012

Mr Jeff Gooding PSM appointed

Director, South West Development Commission

07/09/2012

Mr Don Punch appointed

Director, Great Southern Development Commission

07/09/2012

Mr Bruce Manning appointed

Director, Wheatbelt Development Commission

07/09/2012

Ms Wendy Newman appointed

Director, Gascoyne Development Commission

07/10/2012

Mr Stephen Webster appointed

Director, Peel Development Commission

15/10/2012

Ms Mellisa Teede appointed

Director, Mid-West Development Commission

17/10/2012

Mr Gavin Treasure appointed

Chief Executive Officer, School Curriculum and Standards Authority

30/10/2012

Mr Allan Blagaich appointed

Director, Pilbara Development Commission

14/01/2013

Dr Ken King appointed

Managing Director, Goldfields Institute of Technology

14/01/2013

Mr Kevin Doig appointed

Managing Director, West Coast Institute of Training

25/01/2013

Ms Michelle Hoad appointed

Managing Director, Polytechnic West

01/02/2013

Ms Jill Jamieson appointed

Managing Director, South West Institute of Technology

25/03/2013

Mr Duncan Anderson appointed

CEO reappointments 1 July 2012 to 30 June 2013

Agency

CEO

Commencement date

Department of Commerce

Mr Brian Bradley PSM

01/08/2012

Department of the Attorney General

Ms Cheryl Gwilliam

03/08/2012

Department of Fire and Emergency Services

Mr Wayne Gregson APM

19/09/2012

Other functions

Mr Jason Banks

25/09/2012

Department for Child Protection

Mr Terry Murphy

02/10/2012

Department of Planning

Mr Eric Lumsden PSM

05/11/2012

Department of Racing, Gaming and Liquor

Mr Barry Sargeant PSM

10/03/2013

Department of Local Government

Ms Jennifer Mathews

31/03/2013

Other functions

Ms Allanah Lucas

06/05/2013

C Y O’Connor Institute

Mr John Scott

03/06/2013

Perth Theatre Trust

Mr Alan Ferris

17/06/2013

Disciplinary and substandard performance matters

Throughout 2012/13 we provided ongoing advice and assistance to a range of agencies on disciplinary and substandard performance matters and processes carried out in the public sector, particularly under Part 5 of the PSM Act.

Where required, our officers actively participated in disciplinary processes where agencies were not equipped to deal with matters internally. Our officers also carried out an examination of matters raised regarding the governance of several Government boards, including conduct issues relating to the behaviour of board members and employees within organisations.

As part of our assistance role, we conducted training for public sector managers and staff on problematic workplace behaviour. To assist in this regard, publications were developed to guide agencies in dealing with workplace behaviour issues such as disciplinary investigations and providing guidance on choosing the most appropriate process for dealing with this behaviour.

Machinery of government

The Commissioner has functions under the PSM Act to provide advice to ministers and CEOs on changes to improve the efficiency and effectiveness of the public sector. In exercising these functions, the Commissioner may recommend to the Governor a range of machinery of government changes concerning the establishment, designation, amalgamation, division and abolition of departments.

During 2012/13, we played a major role in the implementation of a substantial machinery of government reform agenda that included the:

  • establishment of the Department of Local Government and Communities via the amalgamation of the previously two separate departments
  • establishment of the Department of Parks and Wildlife and Department of Environment Regulation from the previous Department of Environment and Conservation
  • establishment of the Department of Lands as a separate department from the Department of Regional Development
  • transfer of the Economic Reform Division from the Department of Treasury to the Department of Finance
  • delegation of employing authority arrangements from the Department of Culture and the Arts to the Art Gallery of WA, WA Museum, Perth Theatre Trust and State Library of WA
  • creation of arrangements whereby the Drug and Alcohol Office and the Mental Health Commission progressed towards the control of a single chief executive
  • redesignations for the newly titled Department of Aboriginal Affairs and Department for Child Protection and Family Support.

To give effect to these changes, our staff provided direct assistance and support, including being placed within the relevant departments.

Recruitment, advertising and management system (RAMS)

RAMS is an online application that allows agencies to manage various human resources requirements around recruitment, severance, redeployment, traineeships, graduate programs and employment.

The service is provided to Western Australian Government via a contract arrangement. The existing contract expires on 27 September 2013. In February 2012, we commenced a thorough contract renewal process to identify an external provider to continue to provide this service. A new contract was awarded in May 2013 and will commence on 27 September 2013, ensuring continuity of service for agencies and users.

As part of the new contract request requirements, and subsequent negotiations with the successful provider, new enhancements and improvements to the system will be implemented. This is expected to result in more efficient human resources processes, reporting and management outcomes.

Usage of RAMS over the last three financial years is shown below.

 

2012/13

2011/12

2010/11

Vacancies advertised on RAMS

13 957

16 841

15 872

Applications received via RAMS

248 968

178 889

123 778

Redeployment and severance

Redeployment and redundancy management

We are responsible for the management and maintenance of a whole-of-government redeployment and redundancy management framework to support, where practicable, the retention of staff and skills within the public sector.

The Commission undertakes these duties under Part 6 of the PSM Act, and the Public Sector Management (Redeployment and Redundancy) Regulations 1994.

To support these regulatory functions, we provide guidance to agencies on case management, redeployment registration, and voluntary severance matters.

Redeployment and redundancy activity 1 July 2012 to 30 June 2013

Activity

 

New redeployees registered

34

Number of agencies that registered redeployees

15

Number of redeployees at 30 June 2013

71

Redeployees in temporary positions at 30 June 2013

11

Redeployment placements effected

18

Average number of vacant positions referred for redeployment consideration each month

662

Voluntary severance

Public sector agencies reported a total of 94 employees accepted offers of voluntary severance during 2012/13.

Senior executive service (SES)

The SES refers to a specific group of executive officers appointed under Part 3 Division 2 of the PSM Act. The purpose of the SES is to provide executive officers who are capable of providing high level policy advice, undertaking managerial responsibilities and being deployed within and between agencies to promote efficiency of the public sector and individual agencies.

As at 30 June 2013 there were 507 members recorded in the SES.

Review of the SES

As the requirement of the sector continue to change, the Commission is keen to examine ways in which we can enhance the agility, flexibility and mobility of the public sector’s senior staff to ensure the effective operations of the sector to meet the objectives of the Government and the community. Over the past year, a review of the current SES arrangements commenced. The review will:

  • identify and discuss the common issues identified from past reports in relation to the SES
  • compare the composition, structure and management arrangements for the SES across other Australian jurisdictions
  • identify models for the operation of the SES to meet the policy intent of mobility and agility
  • identify any necessary amendments to the PSM Act.

Classification determination

We provide advice and assistance on the classification system and procedures to be used across the public sector. Two introductory classification determination training sessions were conducted during the reporting year.

Individual agencies have the authority to determine the classification of positions up to and including the Level 8 classification contained in the Public Service and General Officers General Agreement 2011.

We assess and determine classification, reclassification and payment of temporary special allowance proposals of all public services positions above the Level 8 classification, with the exception of positions that are the subject of a specified calling. As part of this process, the Commission also assesses if the proposed position is suitable for inclusion in the SES.

In undertaking an assessment of a position, the Commission may forward a request to Mercer Consulting (Australia) Pty Ltd for an assessment of work value and indicative classification. The Commission makes classification decisions based on agency submissions and Mercer reviews.

During the reporting year, the Commission assessed 105 proposals. Of these, 80 proposals were supported and 25 were not supported.

return to top

Capability and development

Activities and achievements associated with capability and development have continued to broaden around new initiatives and the broader statutory role of the Commission.

Accountable and ethical decision making (AEDM) training

The AEDM training is the Commissioner’s flagship ethics training program. All chief employees, CEOs, directors general and board chairs are required to complete this training and deliver it to their employees under Commissioners Instruction No. 8 - Codes of conduct and integrity training.

AEDM training continues to be a priority as a way to create a common understanding among public officers about ethical requirements in the public sector. During the year, we have assisted agencies to understand the principles of the two new conduct categories – gifts and benefits, and reporting suspected breaches of the code – and integrating these categories into agency codes of conduct and AEDM training.

In May 2013, nine newly appointed public sector CEOs and directors general completed the AEDM training. The session was facilitated by the Commissioner as part of his commitment to personally delivering the training to his employees – the Commissioner is the employer of 76 public sector CEOs. This takes the total number of agency heads trained in ethical decision making to 146.

Several sessions were also conducted across the year for 86 ministerial staff and staff from the Leader of the Opposition’s office. The returning Government and subsequent changes to Cabinet prompted another round of training late in the year.

Accountable and ethical decision making trainingAccountable and ethical decision making training

Integrity Coordinating Group (ICG)

The Commissioner commenced his rotation as the Chair of the ICG in August 2012. The ICG comprises five independent officers who collaborate to promote and strengthen integrity in Western Australian public bodies. They are the:

  • Public Sector Commissioner
  • Auditor General
  • Corruption and Crime Commissioner
  • Western Australian Ombudsman
  • Information Commissioner.

During the period, the Commissioner led the development of the ICG’s sector-wide integrity product around the offer, acceptance and provision of gifts, benefits and hospitality. The launch of the product to the State public sector, local government and public universities coincided with the ICG’s annual Perth Forum in July 2013.

Fifty-three public officers attended the ICG’s inaugural regional forum in Geraldton.

Supporting the regions

In March 2012, we were successful in securing Royalties for Regions funding to support an expansion of services across regional Western Australia. Specifically, funding of $2.425 million was approved by Cabinet to enhance program delivery over a three year period to:

  • implement Strategic directions for the public sector workforce 2009-2014
  • establish contemporary learning and development programs and improve access to leadership development programs
  • provide training in AEDM and the PID Act
  • increase opportunities for entry-level employment and traineeships
  • increase Aboriginal employment programs
  • review the effectiveness of the project.

These initiatives realised a range of real benefits, including an increased understanding of ethical and human resource obligations and approaches to leadership development through the delivery of 48 regional workshops.

A regional leadership feasibility study was also conducted by the Commission. We consulted with regional leaders, regional development commissions, the Department of Regional Development and Lands, and the Workforce Planning Consultative Group. The feasibility study report will be delivered to the Department of Regional Development in 2013.

Leadership

Leadership initiatives offered by the Commission support whole-of-government priorities, strategic thinking, policy planning and service delivery, and cross-sector relationship building. The large number of leaders who attended leadership initiatives and events throughout 2012/13 indicates the strong demand for whole-of-sector leadership development.

Future leaders

Sixty-nine graduates commenced the ‘Graduate future leaders program’. This program is aligned to the Certificate IV in Government and brings together graduates from across the sector to develop their knowledge of government.

During 2012/13 the program was refined to provide further opportunities for graduates to build their interpersonal skills, self-awareness and emotional intelligence. Award winners and finalists from the 2012 Premier’s Awards supported graduates through the group project stage of the program.

Aspiring leaders

The ‘Foundations of leadership’ and ‘Pathways to leadership’ programs offer a blended learning approach to leadership development. Combining individual coaching, group study and workplace application, the programs provide participants with practical skills to develop their leadership capabilities and increase their understanding of public sector administration and management. In this reporting period, 25 participants graduated from each program.

Public Sector Management (PSM) program

The PSM program is a tertiary qualification that increases the public sector knowledge, skills and capabilities of middle to senior managers. As a national program, it attracts participants from across state, local and Commonwealth agencies. In 2012/13, 58 participants commenced the program, and 65 participants from the 2011/12 intake graduated in May. Completion of the course is recognised with a Graduate Certificate in Public Sector Management.

Partnership with the Australia and New Zealand School of Government (ANZSOG)

Together, the Commission and ANZSOG offer the ‘Executive Fellows Program’, the ‘Executive Master of Public Administration’ and the ‘Joint Applied Learning Program’ to increase leadership capability across the sector.

Three SES leaders completed the fellowship in 2012, while 11 public sector leaders commenced year two of the executive masters.

The Joint Applied Learning Program is a series of leadership development events for CEOs, senior executives and emerging leaders. Leading national and international academics covered contemporary public sector issues and leadership strategies over 26 events in the past year.

Leadership development system

The ‘Leadership development system’ is an online human resource management tool designed to keep people connected across the sector. The system allows us to track emerging leaders as they progress through our leadership programs. It also supports the Commission to report on the leadership capability profile.

A key feature of the system is the development hub, which facilitates communication between leadership program coordinators and participants, and is used to provide course material and professional development links. The hub is used by the Commission’s alumni groups to network and to promote leadership initiatives. In 2012/13, more than 600 leaders were invited to participate in the system.

Commemorative events

The Commission also hosted collaborative and commemorative events, outlined below.

Excellence in public sector management

In 2012/13, the Premier’s Awards for Excellence in Public Sector Management celebrated its 18th year of recognising exceptional performance and outstanding service delivery to the Western Australian community.

The Commission collaborates with the Office of the Premier and acts on the Premier’s behalf in the promotion, coordination and management of the Premier’s Awards program.

This year, the 71 nominations received for the Premier’s Awards illustrated the level of commitment to public service delivery and excellence in public sector management by State government agencies, local government authorities and public universities across all seven Premier’s Awards categories.

The Department of Training and Workforce Development won the 2012 Premier’s Awards, for the ‘Joining the Dots: Aboriginal workforce development centres’ project. As part of this project, Aboriginal workforce development centres were opened in Perth, Broome, Bunbury, Geraldton and Kalgoorlie-Boulder, thereby supporting the Government’s initiative to increase levels of Aboriginal employment and workforce participation.

Left to right: Mr Keith Spence, Chair State Training Board and Chair Joint Steering Committee, Ms Sue Lapham, Executive Director Service Delivery, the Premier, the Honourable Colin Barnett, Dr Ruth Shean, Director General, Department of Training and Workforce Development,
Dr Susan Gordon, Joint Steering Committee, and Ms Karen Ho, Director Service Delivery StrategyLeft to right: Mr Keith Spence, Chair State Training Board and Chair Joint Steering Committee, Ms Sue Lapham, Executive Director Service Delivery, the Premier, the Honourable Colin Barnett, Dr Ruth Shean, Director General, Department of Training and Workforce Development, Dr Susan Gordon, Joint Steering Committee, and Ms Karen Ho, Director Service Delivery Strategy

A new award category: Western Australia in Asia

In 2013, the Premier announced the introduction of a seventh Premier’s Awards category, ‘Western Australia in Asia’. This category recognises the greater international opportunities for partnerships in Asia that promote Western Australia within the region.

The ‘Western Australia in Asia’ category is an Australian first and highlights the importance of our State’s involvement with Asia across a broad range of economic and cultural endeavours. In its first year, the ‘Western Australia in Asia’ category has received a great deal of interest with six nominations in its field.

The category will be judged by Professor Ming-Hao Zheng, from the University of Western Australia, who formed part of the Governor’s delegation on his recent visit to China, and Debbie Hsu, an Australia and New Zealand School of Government graduate from the Department of Health.

Excellence and innovation in the Western Australian public sector

Excellence and innovation in the public sector was recognised and celebrated at the Excellence and Innovation conference hosted by the Commission in December 2013.

The 2012 Premier’s Awards winners, finalists and agencies featured in the State of the sector 2012 report shared highlights and ‘lessons learnt’ from a range of innovative initiatives. The conference successfully demonstrated that despite how diverse, innovative and creative the public sector is, the issues and challenges we face are strikingly similar.

National Commissioner’s Conference

The Commission also hosted the national Public Service Commissioner’s conference in November 2012.

Discussion centred upon relevant issues and challenges faced by all jurisdictions, such as: performance management; the application of codes of conduct to national bodies; collecting and analysing workforce information; and reviews of the senior executive service.

The conference also included a visit to the Botanic Gardens and Parks Authority and a presentation from Government Skills Australia. General discussion occurred around standing interest items of equity and diversity, sustainability of workforce and key organisational changes.

International delegation

The Commissioner facilitated an ethics and integrity session with delegates from the Hong Kong Education Bureau.

The Hong Kong Education Bureau is conducting a pilot project to assist schools in Hong Kong to establish school-based mechanisms for handling complaints, through a review of the processes used in Australian jurisdictions. Western Australia and Victoria were identified as the two jurisdictions with the most robust complaint mechanisms in place.

International Women’s Day

The Commissioner recognised International Women’s Day on 7 March 2013 with a luncheon for public sector female CEOs including those from local government and public universities.

The key note address was delivered by Ms Sharyn O’Neill, Director General, Department of Education. Ms O’Neill shared her career journey and discussed the successes and challenges she experienced.

Sharyn O’Neill shares her insights as part of International Women’s DaySharyn O’Neill shares her insights as part of International Women’s Day

Workforce and diversity planning

Workforce planning continues to be underpinned by the implementation of Strategic directions for the public sector workforce 2009-2014. During 2012/13, a mid-point review was undertaken. The review identified that 1078 new workforce initiatives had been established across 78 agencies. In 2012/13, the Commission also committed to be the lead agency for priority actions identified in the Department of Training and Workforce Development’s Skilling WA, as well as regional workforce development plans. Significant progress in these areas was achieved.

Public Sector Commissioner’s Circular 2011-02: Workforce planning and diversity in the public sector encouraged agencies to develop and commence implementing a workforce plan by 30 June 2012. This was achieved by agencies, with 99 per cent of the public sector workforce now being covered by a documented workforce plan, individually endorsed by agency CEOs. Agencies were also provided with support to develop equal opportunity management plans in order to meet the statutory obligations of the EO Act. During 2012/13, 100 per cent compliance was achieved.

In 2012/13, we adjusted our focus to support agencies to implement their plans. This was achieved by:

  • providing advice and consultation to agencies on a range of workforce matters
  • delivering a range of workshops to public sector agencies
  • chairing a cross-sector Workforce Planning Consultative Group
  • supporting agencies to improve the quality of their workforce data
  • making resources available to agencies to encourage cross-sector sharing, and to minimise duplication of effort
  • consulting with corporate executives from key public sector agencies.

Recruiting and skilling the public sector workforce

Promoting public sector employment and government skills

The Commission promotes public sector employment to prospective employees and advances the development of career skills.

We also promoted the ‘Investing in experience - skills recognition and training’ initiative across the sector by providing an advice and consultation service to agencies. This is a new Commonwealth Government initiative to support mature age workers (50 years and over) to undertake a skills assessment and complete any required gap training to attain a nationally recognised qualification (Certificate III to Advanced Diploma level from a nationally endorsed training package) that is relevant to their current or future employment.

Entry level employment program (ELEP)

We coordinate the ELEP which provides agencies with access to job seekers who are interested in entry level public administration. Agencies sourced candidates from the program for Level 1 or 2 administrative positions on a fixed-term or permanent basis. In 2012/13, the Commission coordinated 42 placements across the public sector.

Traineeships

The ‘Government traineeship program’ is an employment-based training initiative for young people (aged 25 years and under) to develop entry level employment skills while earning a wage and completing a Certificate II, III or IV in Government.

This program prepares young people for a career in the public sector, specifically focusing on the ethical and legislative aspects of public sector employment. Candidates for the program are able to self-elect their diversity status as an Aboriginal or Torres Strait Islander or a person with disability to assist agencies to address specific workforce planning initiatives. During 2012/13, the program was expanded into all nine regional areas of Western Australia, and the Commission placed 55 full-time trainees into 25 agencies, with five of those being in regionally-based locations.

Working in partnership with the Swan Education Industry Training Association, we continued to facilitate the ‘School-based traineeship program’. This initiative provides year 11 and 12 students with employment in a public sector agency for two days per week as part of their school program. In 2012/13, 23 school-based traineeships were offered.

Aboriginal employment

The ‘Aboriginal traineeship program’ (ATP) is an integrated employment, training and mentoring support service that is centrally coordinated and funded by the Commission, as part of the Aboriginal employment strategy 2011-2015. The ATP provides young Aboriginal and Torres Strait Islander people (aged 25 years and under) with an opportunity to develop public administration skills and competencies through a Government traineeship. Qualifications have been introduced at Certificate II and III in Government.

In 2012/13, three metropolitan intakes placed 40 young Aboriginal people in the public sector to undertake a 12-month traineeship, with the possibility of ongoing employment at the successful completion of the program. The ATP has been expanded into regional Western Australia with placements in the Kimberley, Pilbara, Wheatbelt, South West and the Goldfields-Esperance regions.

We also redeveloped the ‘Supervising talent program’ to up-skill supervisors of metropolitan-based Aboriginal trainees. This program includes three units of competency from the Certificate IV Training and Assessment qualification. The program was offered to all supervisors of trainees through the ATP with the view of increasing completion and retention rates of our Aboriginal trainees across the Western Australian public sector.

In this reporting period, we facilitated three short-term secondments into Aboriginal organisations for non-Aboriginal participants through the Jawun Indigenous Corporate Partnerships. This program was based in the East Kimberley region and provided participants with valuable insights into living and working in Aboriginal communities.

In conjunction with an Aboriginal reference group, we developed the ‘Sharing culture’ online module. Designed to complement ‘Diverse WA’ – an online training module developed by the Office of Multicultural Interests that focuses on developing a multicultural awareness and acceptance of community group diversity within Western Australia – the ‘Sharing culture’ online module focuses on Aboriginal and Torres Strait Islander peoples and their culture. Together with our professional development programs, the online module assists public sector employees to develop a greater knowledge, awareness and acceptance of Aboriginal and Torres Strait Islanders in the workplace.

Partnering with academic providers

Study assistance scheme

The four Western Australian public universities provide public sector employees with savings on the cost of a government-related qualification. The scheme allows public sector employees to receive a 10 per cent discount on courses for a range of postgraduate and masters programs.

As at 30 June 2013, there are more than 110 eligible courses across a range of disciplines. We are currently researching the study intentions of public sector employees with a view to further expanding the scheme. During 2012/13, 122 study assistance applications were endorsed by the Commission.

Internship program

The ‘Internship program’ raises the profile of the public sector among university students and increases awareness of the diversity of career opportunities available. In 2012/13, 46 tertiary students were placed in agencies for one day per week over the course of one semester. Students were engaged on an unpaid basis to complete a project for the agency under the guidance of an agency supervisor.

Supervising talent program

During 2012/13 we continued the ‘Supervising talent program’, a professional development opportunity for supervisors of trainees within public sector agencies that develops the supervision, mentoring and training capabilities. This program was further enhanced to provide a specialisation for supervisors of Aboriginal trainees.

Seventeen participants received a nationally recognised skill set from the Certificate IV in Training and Assessment.

Developing public sector employees

Human resource practitioners

We have continued to deliver quarterly forums for human resource practitioners as part of our commitment to develop human resource knowledge and skills across the sector. These sessions received more than 700 registrations, and covered a range of topics such as managing structural change, workplace behaviour and machinery of government changes.

Our ‘Foundations of government human resources’ (FoGHR) program continues to be highly valued by public sector human resource practitioners. The program is designed to keep pace with contemporary human resource theory and practice within the government context.

In 2012/13, 110 practitioners from 57 agencies participated in the FoGHR program. Sixty-five participants from the first three intakes graduated with a Certificate IV in Government, representing a 91.5 per cent completion rate.

The program’s success is reinforced by the support from the sector with experienced human resource professionals contributing as content experts, presenters, guest speakers and mentors to participants.

Foundations of government human resources graduates from intake 2

Policy practitioners

We launched a Policy capability framework and self-assessment tool to provide a common basis on which to build the policy capability across the sector.

The development of the framework was a collaborative effort, incorporating a wide range of perspectives and needs from senior policy practitioners, senior executives, directors general and CEOs across the sector.

A policy capability framework reference group has been established to assist in identifying future training and capability development initiatives for policy practitioners and provide feedback and valuable expert support on the development of various elements of program curriculum and assessment tools to ensure they meet the sector’s expectations. Some initiatives under development include an online ‘community of practice’ and a trial of an inter-agency mentoring program for policy officers.

return to top

Other services

Australian Honours System

The Australian Honours System was established in 1975. It represents the highest level of recognition accorded by the nation for outstanding achievement and service by Australians who have contributed to our country in a way that encourages and reinforces the highest community values and enhances national identity. The Commissioner is Western Australia’s representative on the Council for the Order of Australia, and the Chair of the State selection panel for the Public Service Medal.

There were 92 Western Australian recipients in the Australia Day Honour List and Queen’s Birthday Honours List for 2013, including six Western Australian public sector employees who received the award of a Public Service Medal. The medal recognises outstanding contribution to the public service.

Lobbyist Register

The Commission is responsible for the administration of the register of lobbyists. As at 30 June 2013, the public register contained 93 lobbying businesses. Registered lobbyists and public sector employees are required to adhere to the Contact with lobbyists code.

Website redevelopment

The Commission continued work on the website redevelopment project that commenced in 2011/12.

The new ICG website was launched in February 2013 with a new look design and increased focus on news from member agencies.

The redeveloped InterSector website was announced in June 2013 and is due to go live in July 2013. The new website will bring increased focus to public sector news; include an events calendar outlining seminars and courses relevant to public sector employees; and provide discussion forums for public sector employees to share information and network online with their colleagues from across the sector.

The Commission is also redeveloping the jobs.wa.gov.au home page to improve the design, content and compliance with the website governance framework and related policies. While the launch date is yet to be determined, the Commission will coordinate with the RAMS provider to ensure the redeveloped home page and search systems are consistent and user-friendly for job seekers.

return to top

 


Page last updated 4 November 2015