Profile of the Commission

The Public Sector Commission brings leadership and expertise to enhance public sector integrity, effectiveness and efficiency. To work towards achieving this objective, the Commission has identified the following four strategic priorities drawn from our current Strategic Plan 2011-2014:

  • positioning the Commission as an independent authority, balancing its policy, assistance and oversight roles
  • driving public sector reform to increase efficiency, flexibility and integrity
  • leading and assisting the public sector to build a skilled, ethical, diverse and knowledgeable workforce
  • broadening and enhancing our evaluation and reporting of public sector management and administration.

Enabling and administering legislation

The Commissioner is an independent statutory officer established under the PSM Act. He is supported in his functions by the Commission, a department established under the PSM Act. The Commissioner is responsible for setting and monitoring public sector standards and codes of ethics, as well as oversight matters of effectiveness and efficiency within the public sector.

In addition to the PSM Act, the Commission administers the PID Act. Part IX of the Equal Opportunity Act 1984 (EO Act) is administered by the Office of the Director of Equal Opportunity in Public Employment, which resides within the Commission. The Commissioner reports directly to the Parliament of Western Australia on matters within his jurisdiction.

Responsible minister

The responsible minister is the Hon. Colin Barnett MEc MLA, Premier; Minister for State Development; Science.

Government affiliated bodies

The Salaries and Allowances Tribunal has been determined by the Treasurer to be an affiliated body of the Commission in accordance with section 60(1)(b) of the Financial Management Act 2006. The Tribunal’s report appears immediately following the Commission’s report.

Corporate executive

Mal Wauchope, Public Sector Commissioner

Mal leads and positions the Commission as an independent statutory authority, balancing his policy, assistance and oversight roles.

Fiona Roche, Deputy Commissioner, Accountability, Policy and Performance

Fiona is responsible for managing the Commissioner’s statutory responsibilities in relation to reviews and investigations, policy and reform and reporting to Parliament.

Dan Volaric, Deputy Commissioner, Agency Support

Dan provides high level advice and support to ministerial offices, chief executive officers and agency staff on a range of public sector administration and management matters.

Kim Schofield, Deputy Commissioner, Capability and Development

Kim develops the capability and capacity of public sector leaders and practitioners through a range of programs and professional development opportunities.

Rebecca Harris, Director, Office of the Commissioner

Rebecca is responsible for delivering the Commissioner’s strategic initiatives in relation to statutory responsibilities and priorities.

Ruth Young, Director, Corporate Services

Ruth provides direction and support to the Commission’s corporate, communications and information technology services across the Commission.

Amanda Alderson, Chief Finance Officer

Amanda provides costing, financial and management reporting services across the Commission.

Rachel Mayhew, A/Manager, Human Resource Strategy and Support

Rachel delivers organisational and employee relations advice to management and employees across the Commission.

Carissa Griffiths, Manager, Human Resource Strategy and Support

Carissa delivered organisational and employee relations advice to management and employees across the Commission prior to commencing leave in June 2013.

Organisational structure as at 30 June 2013

Organisational structure as at 30 June 2013Organisational structure as at 30 June 2013

What our clients say about us

‘The Commission continues to demonstrate excellent customer service in relation to difficult and sensitive queries in a timely manner.’

‘The depth of experience of the advisory and other staff members is invaluable.’

‘The Commission’s spotlight on the regions is greatly appreciated.’

‘The Commission provides high quality and accessible information. Staff are always courteous, professional and willing to assist.’

Staff profile

As at 30 June 2013, the Commission comprised 177 employees (headcount) which equals 134 full-time equivalents (FTE). For 2012/13, our FTE ceiling was revised from 151 to 146.

The increase in headcount from the previous year can be attributed to the engagement of 35 Aboriginal trainees during the year as part of our commitment to the Aboriginal employment strategy 2011-2015.

We support flexible working arrangements where possible, providing opportunities for 36 officers to work part-time in addition to working from home arrangements.

Employment status (by headcount)




















Employment status (permanent/fixed-term)












Full-time equivalents (and ceiling)

134 (146)

144 (151)

136 (153)

Gender (by headcount)












Workforce and diversity plan

Our Workforce and diversity plan 2012-14 outlines initiatives to attract and retain a capable, efficient and effective workforce with the capacity to deliver high quality services.

Since the development of the plan, our focus has been on implementing its initiatives to optimise workforce and diversity outcomes.

The Commission’s diversity profile as at 30 June 2013 was:

Diversity group


Women in tier 2 and 3 combined


Indigenous Australians


People from culturally diverse backgrounds


People with disabilities




Substantive equality

Substantive equality seeks to eliminate systemic direct and indirect discrimination in the delivery of public sector services to ethnic and Aboriginal communities, and to promote understanding and sensitivity to the needs of these client groups. We are committed to substantive equality and this commitment is reflected in our service delivery

Public Sector Commission staffPublic Sector Commission staff

Employee assistance program

The Commission recognises the central role and importance of its officers in the overall achievement of our goals and objectives. It is essential our staff are motivated and satisfied at work, which at times may be impacted by work-related concerns or personal problems.

The ‘Employee assistance program’ is available to help officers identify, explore and resolve work or personal problems that may adversely affect wellbeing, including anxiety, depression, relationship worries, conflict with others, coping with change and communication breakdowns.

We ensure free, confidential counselling is readily available to staff through a number of providers.

Graduate program

Three university graduates joined us in January 2013 to undertake a 12-month placement. Through rotations in each area of the Commission, our graduates were exposed to a range of experiences while working on strategic projects. Each graduate was provided with professional development opportunities, including undertaking the ‘Graduate future leaders program’. They were also encouraged to network with their counterparts from other agencies through cross-agency projects.

In addition, an Integrity Coordinating Group (ICG) graduate commenced a 24-month placement with the Commission in January 2013. During this period, the graduate will rotate through each of the five independent agencies that comprise the ICG. These rotations provide opportunities to strengthen knowledge of oversight and accountability within the public sector, and to work on projects that have implications for the sector.

Public Sector Commission staffPublic Sector Commissioner Mal Wauchope and ICG graduate David Klup


We value the contribution trainees make in the workplace and provide opportunities for both full-time and part-time trainees across the Commission. This includes, wherever possible, the prospect to transition into permanent positions either during or after their recognised training program (Certificate I, II and III in Government). This year, two school-based trainees commenced their rotations with us.

In addition, as part of the Aboriginal employment strategy 2011-15, we have facilitated the recruitment and secondment of 55 Aboriginal full-time trainees in 2012/13.


In the past year, we engaged one intern from the University of Western Australia, who undertook a review of rewards and recognition within the public sector. This project is now in the consultation phase and will be considered more broadly by key stakeholders.

Personal and professional development

Professional development is a priority for our staff who are encouraged to participate in development opportunities, as well as those workshops and accredited programs provided by the Commission for the sector.

Over the last year we delivered training in first aid, resuscitation and defibrillator use, mental health first aid, cultural awareness, AEDM, grievance officer training, and PID. We also conducted ‘CEO perspectives’ sessions, a monthly information session for all Commission staff featuring CEOs and other leaders in the public sector.

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Performance management framework

Outcome-based management framework

Broad Government goals are supported at agency level by specific outcomes. Agencies deliver services to achieve these outcomes. The following table illustrates the relationship between our services and desired outcome, and the Government goal to which we contribute.

Government goal

Desired outcome


Greater focus on achieving results in key service delivery areas for the benefit of all Western Australians.

An efficient and effective public sector that operates with integrity.

  • Public sector leadership
  • Assistance and support
  • Oversight and reporting

The key effectiveness indicators measure the extent of impact of the delivery of services on the achievement of desired outcomes. The key efficiency indictors monitor the relationship between the service delivered and the resources used to produce the service.

Desired outcomes

  • Effectiveness indicators

Services provided

  • Efficiency indicators

An efficient and effective public sector that operates with integrity

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

Public sector leadership

  • Average cost per hour addressing legislative and policy development.

Assistance and support

  • Average cost per hour of assistance and support provided.
  • Average cost per workforce and diversity program, product or training hour.
  • Average cost per public administration, standards and integrity program, product or training hour.
  • Average cost per leadership development product, program and training hour.

Oversight and reporting

  • Average cost per hour of performance and oversight activity.
  • Percentage of oversight actions completed within target timeframes.

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Page last updated 4 November 2015