Agency in focus

Profile of the Commission

Our vision

By working together to achieve our priorities and continuing to build relationships with our stakeholders, we can achieve our vision of 'a high performing public sector'.

Our purpose

To enhance the integrity, effectiveness and efficiency of public administration and management.

Achieving our priorities

Our strategic priorities

  • Increase efficiency, flexibility and integrity
  • Provide and support governance and leadership
  • Build an accountable, knowledgeable and diverse workforce
  • Promote openness and transparency in evaluation and reporting.

Through our strategic priorities, we assist the Government to achieve its broad goal of a greater focus on achieving results in key service areas for the benefit of all Western Australians.

We will know we are achieving our priorities when:

  • our advice and assistance is sought and valued
  • our function and purpose is understood and respected
  • our employees are engaged in what they do and developed professionally.

Our values

We commit to being:

  • responsive and professional in our service delivery
  • accountable in what we do
  • forward thinking in our delivery
  • collaborative in our relationships.

Our stakeholders

We build relationships and work collaboratively with our key stakeholders including the Government of the day, the Minister for Public Sector Management, Parliament, public sector agencies, public sector boards and committees, local governments, public universities and government trading enterprises (GTEs).

Enabling and administered legislation

The Public Sector Commissioner (the Commissioner) is an independent statutory officer established under the Public Sector Management Act 1994 (PSM Act). He is supported in his functions by the Commission, a department established under the PSM Act.

On behalf of the Commissioner, the Commission administers the:

  • PSM Act
  • Public Interest Disclosure Act 2003 (PID Act).

Additionally, the Office of the Director of Equal Opportunity in Public Employment (DEOPE) resides within the Commission and administers Part IX of the Equal Opportunity Act 1984 (EO Act). The Commissioner reports directly to the Parliament of Western Australia on matters within the director's jurisdiction.

On 1 July 2015, the Commissioner will assume responsibility for the oversight of minor misconduct and the misconduct prevention and education functions under the

Corruption, Crime and Misconduct Act 2003.

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 (SAT) as determined by the Treasurer, is 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.

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Organisational structure

As at 30 June 2015

The Public Sector Commissioner is in charge of the following divisions: Centre for Public Sector Excellence, Conduct and Standards, Finance, Human Resources, Integrity Promotion, Management Consultancy, Organisational Governance, Public Sector REnewal, Transition, Workforce Performance. The Salaries and Allowances Tribunal is an affiliated body.

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Corporate Executive

Members of the Corporate ExecutiveMembers of the Corporate Executive, from left: Mr Alan Barrett, Mr Dan Volaric, Ms Rachel Mayhew, Ms Fiona Roche , Mr Mal Wauchope, Mr Andrew Dores, Ms Amanda Alderson, Ms Rebecca Harris, Mr Lindsay Warner. Absent: Mr Vince Hughes

Mal Wauchope, Public Sector Commissioner

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

Fiona Roche, Deputy Commissioner, Integrity and Promotion

Fiona is responsible for managing the Commissioner's statutory responsibilities in relation to the education and prevention of minor misconduct. This includes promoting integrity and building capacity of public authorities.

Dan Volaric, Deputy Commissioner, Conduct and Standards

Dan is responsible for managing the Commissioner's statutory responsibilities in relation to conduct and standards, review and investigations. On 1 July 2015, this will include receiving and assessing minor misconduct notifications.

Rebecca Harris, Director, Organisational Governance

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

Andrew Dores, Director, Workforce Performance

Andrew is responsible for providing high level advice and support to ministerial offices, CEOs and agency staff on public administration, management and workplace performance matters.

Alan Barrett, Director, Transition

Alan is responsible for leading the transition unit, engaging directly with the Corruption and Crime Commission (CCC) to ensure the transfer of the minor misconduct function is both efficient and effective.

Lindsay Warner, Director, Public Sector Renewal

Lindsay is responsible for managing the Commissioner's statutory responsibilities in relation to policy, public sector reform and reporting to Parliament.

Vince Hughes, Executive Director, Centre for Public Sector Excellence

Vince is responsible for leading the Centre for Public Sector Excellence (the Centre) in developing the capability and capacity of public sector leaders and practitioners.

Rachel Mayhew, Manager HR Strategy and Support

Rachel is responsible for delivering organisational and employee relations advice to management and employees across the Commission.

Amanda Alderson, Chief Finance Officer

Amanda is responsible for providing costing, financial and management reporting services across the Commission.

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Workforce profile

As at the 30 June 2015, the Commission employed 176 officers (headcount), or 124.5 full-time equivalents (FTE). While the Department of Treasury requires public sector entities to meet a salaries cap rather than an FTE ceiling, we still report on FTE to the Department of Treasury. The Commission's previous FTE ceiling was 146.

The following figures summarise the Commission's 2014/15 workforce profile.

Permanent staff 66% (116), Fixed-term 8% (15), Trainees 26% (45). Male 41%, Female 59%. Full time 86% (152), Part time 14% (24)

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Our diverse workforce

The Commission believes flexibility is important for an inclusive and diverse workforce and provides opportunities for 24 officers to work part-time. We take pride in the fact that our workforce is highly diverse and representative of the wider WA community.

Diverse groups

2014/15 (%)

2013/14 (%)

Public sector average (%)

Aboriginal and Torres Strait Islander




Women in Senior Executive Service




Culturally diverse background








People with disability




Disability access and inclusion plan outcome

Through our Disability access and inclusion plan (DAIP) 2010–2015, the Commission demonstrated its commitment to implementing a range of strategies that aim to promote an accessible and inclusive environment for people with disability.

During the year, we developed a new DAIP for a further five year period, following an internal and external consultation process. It outlines how the Commission will continue to provide people with disability equitable and inclusive access to its services, facilities and information.

Our employees have also been provided with the opportunity to increase their understanding of diversity awareness through ongoing professional learning.

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People development

Building and developing our workforce

The Commission maintains an effective performance management process to enhance individual and organisational performance. Informal and formal processes help managers and staff work together to identify and meet both organisational goals, and individual work and career development needs.

This year, 67 per cent of our staff participated in a formal performance management process, which is an improvement from last year.

Professional development

Over the year, the Commission implemented 'Our Workplace Learning (OWL) program', which aims to improve our organisation's understanding and knowledge of key public administration and management matters, and the full range of the Commissioner's functions and responsibilities.

To prepare for the transfer of the minor misconduct and misconduct prevention and education functions from the CCC, we delivered a series of workshops to assist our staff to better understand the minor misconduct notification process and the local government and public university contexts.

The Commission also continued to build the capacity of its people to undertake workplace investigations by providing the Certificate IV in Government (Investigations), to a range of staff.

Graduates, our future leaders

At the start of 2015, we welcomed two university graduates on a 12 month graduate development program. Graduate officers are exposed to a diverse range of experiences while working on a number of key strategic and challenging projects across the Commission. A central component of the program is the graduate officers' participation in the 'Graduate future leaders' program.

Trainees, focusing on our youth

The Commission values the contribution trainees make in the workplace and wherever possible, offer a transition into permanent employment after their completion of recognised training programs. This year, we have employed two school-based trainees, and currently have five permanent employees who commenced their public sector career through the school-based traineeship program.

As part of the Aboriginal Employment Strategy 2011–15, the Commission employed 61 full-time Aboriginal trainees in the last financial year, who were placed in public sector agencies across the sector.

Commission graduatesCommission graduates Ms Taya Elphick and Mr Cameron McKay with Commissioner Mal Wauchope

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Performance management framework

Outcome-based management framework

The Commission delivers services to improve the efficiency, effectiveness and integrity of the public sector. In doing this, we contribute to a range of state government objectives related to the government goal of 'Results-based service delivery'. This demands a greater focus on achieving results in key service delivery areas for the benefit of all Western Australians.

The following table outlines the Commission's outcome-based management structure and illustrates the relationship between its services and desired outcomes, and the government goal to which we contribute.

Public Sector Commission outcome-based management structure

Government goal

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

Agency desired outcome

An efficient and effective public sector that operates with integrity


Public sector leadership

This service is responsible for the identification and development of legislative changes, policy and strategic initiatives that position the public sector to meet future challenges.

Assistance and support

This service builds the capacity and develops the public sector workforce by providing advice, assistance and professional development to public authorities.

Oversight and reporting

This service provides independent oversight to monitor and report to Parliament and ministers on compliance with the

PSM Act and the PID Act.

How the Commission measures its performance

The Commission's three services are linked to Key Performance Indicators (KPIs) comprised of effectiveness and efficiency indicators which analyse the extent to which the Commission has achieved its desired outcomes, as illustrated below:

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 core clients who indicate that assistance provided by the Commission has helped them to meet their statutory obligations under the

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

Public sector leadership

  • Average cost per leadership development product, program or training hour.
  • Average cost per workforce development program, product or training hour.

Assistance and support

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

Oversight and reporting

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

Note: Core clients comprise:

  • Departments created under section 35 of the PSM Act
  • Ministerial offices
  • Senior executive service (SES) organisations specifies in column two of Schedule 2 of the PSM Act
  • Non-SES organisations including government boards and committees that have undertaken the Commission's good governance and ethical decision making professional development within the financial year.

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Page last updated 24 September 2015