Commissioner’s foreword I am pleased to deliver the Public Sector Commission Annual Report 2017/18 to the Parliament of Western Australia. While my appointment to the office of the Public Sector Commissioner commenced after the end of the reporting period, it is my pleasure to present the achievements and efforts of Commission staff for 2017/18 following the retirement of Mr Mal Wauchope AO, inaugural Public Sector Commissioner. On 1 July 2017, the Machinery of Government changes came into effect which saw a reduction in departments by 40 per cent. To ensure strong and effective leadership, the Commission undertook a streamlined recruitment and selection process to secure the Offices of Directors General for nine of the newly amalgamated departments. Their leadership has been critical in reshaping these agencies following the Machinery of Government amalgamations, as well as preparing the sector for further reform. To realise the efficiencies of these amalgamations, as well as help deliver budget repair, the Government launched a number of workforce reform measures including reducing the Senior Executive Service (SES) and offering the Voluntary Targeted Separation Scheme (VTSS) to public sector employees. The Commission worked with both the Government and public sector agencies during the reporting period to implement these measures. As at 30 June 2018, agencies achieved the 20 per cent SES reduction target, with a further 2314 employees from across the sector receiving voluntary separations through the VTSS. It is anticipated that impending changes to arrangements for SES right of return and the way SES compensation payments are calculated will also help drive efficiencies, both within agencies and across the public sector. The last 12 months have been eventful for both the Commission and the sector. I look forward to working with Commission staff to refresh our approach to the work we do, and our contribution to the future of public services in Western Australia. SHARYN O’NEILL PUBLIC SECTOR COMMISSIONER 3 September 2018
Our Corporate Executive As at 30 June 2018 Mr Lindsay Warner - Acting Public Sector Commissioner Lindsay Warner acted as Public Sector Commissioner from April 2018. He joined the Corporate Executive in March 2015. He has an extensive background in public sector reform, including legislative and policy reform, and has held senior roles focused on implementing change within the public sector to improve efficiency, effectiveness and integrity. Ms Kristabel Rosario - Acting Director of Equal Opportunity in Public Employment Kristabel Rosario joined the Corporate Executive in March 2018 following her statutory appointment as Acting Director of Equal Opportunity in Public Employment. She has a background in government policy, legislation and strategic projects, and experience in Australia (at State and Commonwealth levels) and the United Kingdom. Mr Dan Volaric - Deputy Commissioner Dan Volaric re-joined the Corporate Executive in April 2018 following his return to the Commission from external engagements. As Deputy Commissioner since 2010, Dan has led a number of the Commission’s functions including conduct and compliance, internal governance and agency support. Through these roles, he has strategically supported the Commissioner to meet legislative obligations under several pieces of legislation. Mr Alan Barrett - Acting Executive Director, Strategy, Policy and Reform Alan Barrett joined the Corporate Executive in January 2015. He has held senior policy and governance roles in the Arts portfolio, Office of the Public Sector Standards Commissioner, Department of the Premier and Cabinet, and Commission. In recent years, he guided the transfer of minor misconduct functions to the Commission, supported Machinery of Government changes, and directed misconduct oversight and reporting functions for the Commissioner.
Supporting diversity This year, we implemented our ‘Reflect’ Reconciliation Action Plan. The plan marked our commitment to furthering advancement and equality for our Aboriginal and Torres Strait Islander employees through understanding, acknowledgement, recognition, respect and inclusion. Optimising opportunities for people with disability to engage in public sector employment was also a key priority. We continued to use provisions in the EO Act to achieve equality and inclusivity through targeted recruitment for people with disability and Aboriginal traineeships. As an ‘ALLY’ organisation, during the year we identified opportunities to promote diversity and inclusion, and increase visibility and awareness of lesbian, gay, bisexual, transgender and intersex (LGBTI) people. We recognised and celebrated International Day Against Homophobia, Transphobia and Biphobia (IDAHOBIT). Other strategies we employed during the reporting period to provide equitable and inclusive access are detailed under the ‘Other legal and policy requirements’ section. Developing our talent Performance management During the year, 71 per cent of staff were actively engaged in performance development discussions. They helped define expectations, provided feedback on performance, and identified relevant development opportunities for staff. Professional development To build the capability of our workforce, we facilitated a targeted behavioural based training session for 18 senior leaders. This training session uncovered unconscious motivators, behavioural patterns and triggers that may impact/influence decision making. We continued supporting and advising staff on health and wellness. A Mental Health First Aid refresher training session was delivered to 14 staff and we facilitated Family Domestic Violence Contact Officer training for seven staff. We also delivered Accountable and Ethical Decision Making training and refresher training to staff. Graduate development program Two university graduates were recruited as part of our annual graduate development program, providing them with structured learning to develop core capabilities to work in the public sector. As at 30 June 2018 we had nine permanent staff who commenced their careers through the graduate program. Traineeships In 2017/18, four trainees undertook placements at the Commission including one school-based trainee with disability, one school-based Aboriginal trainee and two trainees. On successful completion of their traineeships, they receive nationally recognised qualifications. As at 30 June 2018 we had three permanent staff who commenced their careers through one of our traineeship programs. time
Performance summary Actual results versus budget targets Financial targets Category Target (1) 2017/18 $000 Actual 2017/18 $000 Variance (2) $000 Total cost of services (expense limit) 27 118 24 952 (2166) (a) Net cost of services 26 725 24 670 (2055) (a) Total equity 12 186 13 116 930 Net increase/(decrease) in cash held (187) (1722) 1535 (b) Approved salary expense level 17 882 16 690 (1192) (c) (1) As specified in the Budget Statements. (2) Further explanations are in Note 31 'Explanatory statement' to the financial statements. (a) The variation is mainly due to a reduction in costs from implementing public sector reform initiatives, reduced number of external training courses delivered and a decrease in the notional cost of resources received free of charge. (b) The variation is mainly due to the return of surplus cash to the Consolidated Account as per the Cash Management Policy offset by a reduction in the cost of services. (c) The variation is mainly due to the effect of implementing public sector initiatives such as SES reduction, public sector wages policy and Voluntary Targeted Separation Scheme. Working cash targets Category Agreed limit 2017/18 $000 Target (1) / actual (2) 2017/18 $000 Variance $000 Agreed working cash limit (at Budget) 1339 1339 N/A Agreed working cash limit (at Actuals) 1256 5642 4386 (a) (1) As specified in the Budget Statements. (2) Explanations for the variations between target and actual results are in Note 31 ‘Explanatory statement’ to the financial statements. (a) The variation is mainly due to a reduction in expenditure such as salaries and wages, and supplies and services..
Summary of key performance indicators For a more detailed explanation of the indicators and reasons for variances, please refer to the audited ‘Key performance indicators’ section of this report. Summary of key effectiveness indicators Key effectiveness indicator Target 2017/18 Actual 2017/18 Variance The portion of core clients who indicate that the Commission has delivered policy, assistance and oversight that has helped enhance integrity within their organisations. 75.0% 86.0% 11.0% The portion of core clients who indicate that the Commission has delivered policy, assistance and oversight that has helped them to enhance the effectiveness and efficiency of their organisations. 75.0% 71.0% (4.0%) The portion of core clients who indicate that the Commission has delivered policy, assistance and oversight that has helped them to enhance diversity and inclusion within their organisations. 75.0% 53.3% (21.7%)
qualification in the reporting period, with the rest still in progress. Our focus Safe spaces In October 2017, in collaboration with the Minister for Family and Domestic Violence, we launched . It supported the and the Department of Mines, Industry Regulation and Safety’s . This guide outlined key areas for policy development and practice, alongside leave entitlements to provide holistic workplace support for employees affected by family and domestic violence. We partnered with Lifeline WA to deliver family and domestic violence awareness raising workshops to staff in public sector agencies. Customised for public sector agencies, they included strategies covered in the circular, guide and guidelines. They built the knowledge and skills required to recognise the signs of domestic and family violence, respond with appropriate care, and refer employees to support services and resources. In 2018, we held 24 workshops across the public sector. Feedback was positive, with employees reporting a better understanding of family and domestic violence, more confidence in recognising and responding appropriately, and a better understanding of the requirements for safety planning and policy development. Did you know? Safe spaces provides advice around five areas of support including: flexible workplace arrangements and modification confidentiality and privacy counselling safety planning building supportive cultures.
Supporting CEOs CEO appointments and reappointments In 2017/18, we facilitated 20 appointments and one reappointment to CEO positions (several of these were concurrent appointments). During the reporting period, we also assisted in the appointment of three statutory office holders. Appendix B has further detail. Acting CEO arrangements In 2017/18, the Commissioner directed 36 people to act in CEO offices to ensure that all CEO offices had a person in the role, whether substantive or acting, at all times (several of these were concurrent acting appointments). This included nine people who acted in CEO offices established through Machinery of Government reforms prior to the appointment of substantive CEOs. We also facilitated arrangements for five people to act in five statutory offices. CEO performance agreements In 2017/18, a simplified CEO performance agreement process was implemented in recognition of the Machinery of Government changes and the anticipated outcomes arising from the Service Priority Review. Did you know? In 2017/18 the Commissioner appointed or assisted in the appointment of: 9 people to 2 CEO offices not impacted by Machinery of Government 2 people to 18 CEO offices established through Machinery of Government reforms 3 statutory office holders In 2017/18 the Commissioner reappointed: person to 1 CEO office In 2017/18 the Commissioner directed or facilitated arrangements for: 9 people to act in 18 CEO offices established through Machinery of Government reforms 27 people to act in 21 CEO offices not impacted by Machinery of Government 5 people to act in 5 statutory offices
Integrity promotion The Commission continued to offer training, information and advisory services to assist public authorities to understand their obligations under the PSM Act, CCM Act and PID Act, and to build ethical cultures. Capacity building sessions In 2017/18, as part of our integrity promotion role, we hosted 84 integrity promotion sessions attended by 1964 participants from across the sectors. We developed and launched two new workshops in response to identified risks within the sector: Integrity in recruitment – a workshop that takes a risk based approach to integrity in a recruitment process by looking at both sides of the process: the integrity of decision making of the selection panel and the integrity of the applicant. Understanding the influences underpinning conflicts of interest – a workshop that provides managers, supervisors and employees with guidance and practical advice to effectively manage a conflict of interest. Total of 84 integrity promotion sessions delivered to 1964 participants 49 sessions on integrity and misconduct delivered to 1171 participants 11 awareness raising sessions on public interest disclosure delivered to 112 participants 21 sessions on local government-specific content delivered to 625 participants 3 sessions on the breach of standard claims process delivered to 56 participants 49 sessions on integrity and misconduct delivered to 1171 participants Did you know? We delivered 3 public sector induction seminars to 169 public sector employees across 28 agencies, providing them with an understanding of the WA public sector and its accountability, integrity and ethics framework.
Evaluations We conducted evaluations under the Commissioner’s prevention and education functions to help mitigate integrity risks and ensure public authorities understand how to comply with their legislative requirements. Our findings helped to advise and inform authorities on increasing their capability to prevent misconduct. In 2017/18, evaluations were completed on: arrangements to manage misconduct and notify minor misconduct prevention and management of bullying (the Commission engaged KPMG to conduct this evaluation) integrity checking in misconduct oversight areas managing secondary employment risks in public authorities. Findings from three of these evaluations were in the State of the sectors 2017 report. In total, the above evaluations involved 27 public authorities. By selecting samples comprising different types of authorities with a variety of workforce compositions, we sought to assure that integrity risks were being monitored and managed across all sectors. Stakeholder engagement In 2017/18, we undertook engagement activities with peak bodies, community organisations, senior citizen and community learning centres including the Armadale Community and Family Centre, WA Council of Social Services and Linkwest. We focused on strengthening our relationship with the local government sector through forums, meetings and information sessions. Additionally, the Commissioner met with peak local government sector bodies. We engaged with public universities and government trading enterprises to assist them in understanding their obligations under the CCM Act and PID Act through information sessions, peer reviews of their internal policies and other consultations. We worked with regional employees to enhance their understanding of ethics and integrity through our integrity promotion program, with a total of 18 visits to regional areas across Western Australia. This included a joint Commissioners' forum delivered in Kalgoorlie by the Commissioner and the Corruption and Crime Commissioner in September 2017. Our visits to regional areas often included multiple sessions delivered to a variety of public authorities and trips to multiple towns within each region. Our regional visits in 2017/18 (Total visits 18) Kimberley 2 Pilbara 3 Gascoyne - Mid West 3 Goldfields-Esperance 3 Wheatbelt 3 Peel 2 South West 2 Great Southern - Did you know? We hosted delegations from the Philippines, Argentina/Paraguay, Sri Lanka and Mongolia where we shared, among other things, our approach to integrity, accountability and ethics in the Western Australian public sector.
Action When we received a matter, we carried out an initial assessment to determine the most appropriate course of action. On average, we handled minor misconduct matters in 32 days. This included the time taken to assess the matter, determine and carry out any relevant action, and review action taken on matters by public authorities where appropriate. This did not include the time taken by authorities to investigate matters. In 2017/18, of the 599 matters received, we took no action in relation to 172 matters as they did not meet the definition of minor misconduct, or had otherwise been dealt with appropriately at the time of receipt. Of the 599 minor misconduct matters received by the Commission: 186 were referred to the authority with a request to advise of the outcome of the matter (31.1%) 68 were referred to an appropriate third party (59 to the CCC and 9 to another appropriate third party) (11.4%) 60 were referred to the appropriate authority with a request to provide a report on the action taken to be reviewed by the Commission (10.0%) 93 were referred to the appropriate authority with no obligation to provide any further information to the Commission about the matter (15.5%) 20 are ongoing pending assessment or further preliminary inquiry into the matter (3.3%) 172 did not meet the definition of minor misconduct, or had otherwise been dealt with appropriately at the time of receipt (28.7%) Outcome In 2017/18, we finalised 584 matters containing 1097 allegations. These matters were received both during 2017/18 and 2016/17. Of the 1097 allegations finalised, 278 were substantiated. The graphic provides a breakdown of the outcomes in relation to these substantiated allegations. 278 allegations were substantiated which led to: training, counselling or improvement (37.8%) termination of employment (26.3%) other sanctions applied (33.8%) no action applied (2.2%)
Human resources minimum obligatory information requirement (HRMOIR) On a quarterly basis, we collected and reported HRMOIR workforce data from public sector entities. The data included demographic information of employees such as age, gender, diversity status and occupation. HRMOIR data was used to derive public sector FTE levels; answer Parliamentary Questions, media enquiries and ad hoc data requests; support evidence-based policy formation; and other workforce related issues. Public sector FTE levels were published in the Quarterly workforce report while the State of the sectors statistical bulletin gave key HRMOIR workforce statistics at entity and sector-wide levels. Equal employment opportunity survey The Equal employment opportunity (EEO) survey was administered on behalf of the Director of Equal Opportunity in Public Employment (DEOPE) and collected workforce information from public authorities that did not participate in the HRMOIR collection. These included local governments, public universities and GTEs. This year’s survey, conducted in March 2018, had a greater emphasis on understanding the barriers authorities faced in taking real action on diversity and inclusion, and what structural and cultural barriers may still be present. More information was sought on authorities’ inclusive practices to retain and maximise diversity. Aggregate data will be published in the 2018 State of the Sectors report. Requests for data We managed a number of ad hoc requests for data including requests from the Department of Treasury and Department of Finance. We also continued to respond to requests from the Government and Parliament. Subject to confidentiality provisions and in accordance with government policy to improve transparency, de-identified data is also available at www.data.gov.au. Did you know Our ongoing participation on the Workforce Data and Analytics Committee is vital in addressing common data issues and challenges. We are working with other jurisdictions to identify best practices in survey design, data collection and reporting. Using data collected across jurisdictions, the Committee is also looking into workforce issues common across all jurisdictions such as diversity in the workplace, the ‘shadow’ workforce, and the aging population.
Schedule of assets and liabilities by service As at 30 June 2018 Service 1 Public sector leadership Service 2 Assistance and support Service 3 Oversight and reporting Total 2018 $000 2017 $000 2018 $000 2017 $000 2018 $000 2017 $000 2018 $000 2017 $000 Assets Current assets 2200 2496 5105 4442 4519 7122 11 824 14 060 Non-current assets 1337 1184 2912 2196 2859 3835 7108 7215 Total assets 3537 3680 8017 6638 7378 10 957 18 932 21 275 Liabilities Current liabilities 954 940 2182 2652 2149 2364 5285 5956 Non-current liabilities 132 168 188 309 211 263 531 740 Total liabilities 1086 1108 2370 2961 2360 2627 5816 6696 Net assets 2451 2572 5647 3677 5018 8330 13 116 14 579 The 'Schedule of Assets and Liabilities by Service' should be read in conjunction with the accompanying notes.
Amortisation for intangible assets with finite useful lives is calculated for the period of the expected benefit (estimated useful life which is reviewed annually) on the straight line basis. All intangible assets controlled by the Commission have a finite useful life and zero residual value. The expected useful lives for each class of intangible asset are: Software (a) - 3 years Licences - 3 years. (a) Software that is not integral to the operation of any related hardware. Note 8 Accommodation expenses 2018 $000 2017 $000 Lease rentals 2468 2401 Total accommodation expenses 2468 2401 Accommodation expenses Operating lease payments are recognised on a straight line basis over the lease term, except where another systematic basis is more representative of the time pattern of the benefits derived from the use of the leased asset. [AASB 117.33] The Commission holds operating leases for its office accommodation. Operating lease payments are expensed on a straight line basis over the lease term as this represents the pattern of benefits derived from the leased property. Repairs, maintenance and cleaning costs are recognised as expenses as incurred. Note 9 Grants and subsidies 2018 $000 2017 $000 Government agency grants 355 220 Scholarships 10 27 External grants 677 643 Total grants expense 1042 890 2018 $000 2017 $000 Grants to government agencies - (refer also to Note 12 'Related party transactions') Department of the Premier and Cabinet 303 1 Department of Education 11 1 Department of Health of WA 6 12 Department of Transport 6 11 Department of Communities 5 - Western Australia Police 4 4 WA Country Health Service 4 2 South Metropolitan TAFE 3 7 WA Country Health Service - Kimberley 3 5 Department of Jobs, Tourism, Science and Innovations 3 5 Workcover WA 2 2 Department of Primary Industries and Regional Development 2 6
Note 13 User charges and fees 2018 $000 2017 $000 Fees 96 137 Total charges and fees 96 137 Revenue is recognised and measured at the fair value of consideration received or receivable. Revenue is recognised for the major business activities as follows: Revenue is recognised by reference to the stage of completion of the transaction. Net Appropriation Determination The Treasurer may make a determination providing for prescribed receipts to be retained for services under the control of the Commission. In accordance with the most recent determination, as quantified in the 2017-18 Budget Statements, the Commission retained $895 000 ($898 000 in 2017) from the following: Proceeds from fees and charges GST Input Credits GST Receipts on Sales Other Receipts. Note 14 Other revenue 2018 $000 2017 $000 Recoups 36 68 Contributions by senior officers to the Government Vehicle Scheme 20 28 Australian Apprenticeships Incentive Program 113 197 Other miscellaneous revenue 17 38 Total other revenue 186 331 Grants and other non-reciprocal contributions Revenue is recognised at fair value when the Commission obtains control over the assets comprising the contributions, usually when cash is received. Other non-reciprocal contributions that are not contributions by owners are recognised at their fair value. Contributions of services are only recognised when a fair value can be reliably determined and the services would be purchased, if not donated.
Note 17 Receivables 2018 $000 2017 $000 Current Receivables 453 626 GST receivable 68 34 521 660 Other debtors 48 186 Allowance for impairment of receivables (4) (15) 44 171 Total current 565 831 The Commission does not hold any collateral or other credit enhancements as security for receivables. Receivables are recognised at original invoice amount less an allowance for any uncollectible amounts (i.e. impairment). The carrying amount is equivalent to fair value as it is due for settlement within 30 days. Movement of the allowance for impairment of receivables Reconciliation of changes in the allowance for impairment of receivables Balance at start of period 15 17 Doubtful debts expense - 2 Amounts written off during the period (11) (4) Impairment losses reversed during the period - - Balance at end of period 4 15 The collectability of receivables is reviewed on an ongoing basis and any receivables identified as uncollectible are written-off against the allowance account. The allowance for uncollectible amounts (doubtful debts) is raised when there is objective evidence that the Commission will not be able to collect the debts. Note 18 Amounts receivable for services (holding account) 2018 $000 2017 $000 Current 104 138 Non-current 6879 6890 Balance at end of period 6983 7028 Amount receivables for services represents the non-cash component of service appropriations. It is restricted in that it can only be used for asset replacement or payment of leave liability. The Commission receives funding on an accrual basis. The appropriations are paid partly in cash and partly as an asset (holding account receivable). The accrued amount receivable is accessible on the emergence of the cash funding requirement to cover leave entitlements and asset replacement.
Note 19 Other assets 2018 $000 2017 $000 Current Prepayments 228 381 Total current 228 381 Non-Current Prepayments - 58 Total non-current - 58 Balance at end of period 228 439 Other non-financial assets include prepayments which represent payments in advance of receipt of goods or services or that part of expenditure made in one accounting period covering a term extending beyond that period. Note 20 Property, plant and equipment 2018 $000 2017 $000 Computer hardware At cost 29 29 Accumulated depreciation (29) (27) - 2 Office equipment At cost 161 177 Accumulated depreciation (120) (123) 41 54 Leasehold improvement At cost 31 181 Accumulated depreciation (11) (72) 20 109 Furniture and fittings At cost 57 46 Accumulated depreciation (12) (6) 45 40 Total property, plant and equipment 106 205 2018 $000 2017 $000 Reconciliation - Computer hardware Carrying amount at start of period 2 4 Additions - - Depreciation (2) (2) Carrying amount at end of period - 2 Reconciliation - Office equipment Carrying amount at start of period 54 73 Additions 9 12 Other disposals - (1) Depreciation (22) (30) Carrying amount at end of period 41 54
Overview of key performance indicators The Commission is responsible for assisting Government through the delivery of services to achieve the broad goal to ‘grow and diversify the economy, create jobs and support skill development’. To realise this goal the Commission provides services to public sector entities to achieve our agency-level Government-desired outcome of an efficient and effective public sector that operates with integrity. The Commission’s service delivery areas are: public sector leadership assistance and support oversight and reporting. Measurement of agency level outcomes Key effectiveness indicators The Commission’s key effectiveness indicators (KEIs) measure the extent to which our activities are achieving, or are progressing towards our agency-level outcome. To measure how we are performing against our KEIs, an annual Client perception survey (CPS) is issued to the Commission’s core clients. In 2017, the Under Treasurer approved changes to the Commission’s Outcome Based Management (OBM) framework, including changes to the Commission’s core clients and KEIs. As a result the 2017/18 KEIs are not comparable to previous years. In total, the 2017/18 CPS was distributed to 263 core clients, comprised of: 24 Departments created under section 35 of the Public Sector Management Act 1994 17 Ministerial offices 29 SES organisations specified in Schedule 2, Column 2, of the Public Sector Management Act 1994 29 non-SES organisations 146 local governments, including 9 Regional Councils 4 Public Universities 14 Government Trading Enterprises (GTEs). The 2017/18 CPS asked our core clients to rate how the advice and guidance offered by the Commission assisted them with the promotion of integrity, effectiveness and efficiency, and diversity and inclusion within their organisation. The survey offered a five-step rating from strongly agree to strongly disagree, with an additional ‘did not interact with the Commission in this way’ option. The Commission received a 43 per cent response rate to the survey, a decline of 11 percentage points on last year’s response. Due to the updated OBM framework, the number of core clients more than doubled in 2017/18. Given the new composition of core clients and their differing levels of interaction they have with the Commission, and that the CPS is not a compulsory survey, a decrease in the response rate was anticipated.
Other legal and policy requirements Disability access and inclusion plan Through our Disability access and inclusion plan 2015-2020 we continued to provide equitable and inclusive access for people with disability to our services, facilities and information by: consulting with and promoting vacancies through the National Disability Recruitment Coordinator (NDRC) coordinating and funding a pilot adult people with disability (sector-wide) traineeship program (with recruitment and selection undertaken in collaboration with the NDRC) developing a targeted “Managing unconscious bias” video briefing for selection panel members to identify and manage conscious and unconscious biases, and how these can impact on recruitment decisions providing mental health first aid and disability awareness training for our employees. In accordance with the Disability Service Act 1993, a progress report was submitted to the Disability Services Commission outlining progress against strategies in the plan. Substantive equality We recognised the diversity of our employees and our stakeholders, and were committed to achieving equitable service opportunities and outcomes to meet their needs. Our commitment to the Government’s Policy Framework for Substantive Equality was reflected in our Code of Conduct and embedded into our human resource policies, procedures and guidelines. Our workforce and diversity plan and Disability access and inclusion plan 2015-2020 reflected our commitment to providing a fair and equitable working environment. Both plans were reviewed to ensure they reflected our requirements. The principles of the policy framework formed part of our business practices and service delivery to client groups, and were embedded in our human resource policies, procedures and guidelines. Record keeping plan Our record keeping plan recognised that record keeping services were provided through a bureau service arrangement with the Department of the Premier and Cabinet. Accordingly, we shared common records management procedures and a controlled vocabulary with the Department, which were reviewed during the year. We provided online awareness training to staff as part of our induction program. Electoral Act 1907 Section 175ZE In accordance with Section 175ZE of the Electoral Act 1907, the Commission incurred the following expenditure in media advertising. We did not incur expenditure in relation to advertising, market research, polling and direct mail. Applications Expenditure 2017/18 Media advertising organisations Adcorp Australia Limited $56 102 Total expenditure $56 102
Appointments to CEO offices not impacted by Machinery of Government Position and agency Appointee Commissioner, Department of Fire and Emergency Services Mr Darren Klemm AFSM Director General, Department of the Premier and Cabinet Mr Darren Foster Reappointments Position and agency Appointee Director, Art Gallery of Western Australia (Reappointment effective 22 July 2018 following approval by the Governor on 8 May 2018) Dr Stefano Carboni In 2017/18 we also assisted in the recruitment and appointment of the following statutory office holders: Ms Caroline Spencer, Auditor General Mr David Caddy, Chair, Western Australian Planning Commission Mr Chris Dawson APM, Commissioner of Police.
People 45 years old and over A term applied to the diversity group commonly referred to as ‘mature-aged’. People from culturally and linguistically diverse backgrounds A term applied to people born in countries other than those below, which have been categorised by the Australian Bureau of Statistics as mainly English speaking countries: Australia, Canada, England, Ireland, New Zealand, Northern Ireland, Scotland, South Africa, United States of America, Wales. People with disability A term applied to people with ongoing disability who have an employment restriction that requires any of the following: modified hours of work or time schedules; adaptions to the workplace or work area; specialised equipment; extra time for mobility or for some tasks; ongoing assistance or supervision to carry out their duties. Public authority For the purposes of this report, the term generally includes all State Government agencies, local governments, public universities, GTEs and many government boards and committees. The term public authority has specific legislative meaning in the PID Act, EO Act and CCM Act. Public officer For the purposes of this report, the term refers to all people in public employment. Public sector Refers collectively to departments, SES organisations, non-SES organisations and ministerial offices. Senior Executive Service (SES) Generally comprises positions classified at Public Service and Government Officers CSA General Agreement 2017 equivalent Level 9 and above, with specific management or policy responsibilities. Non-SES organisation An organisation listed in Schedule 2 of the PSM Act. Voluntary Targeted Separation Scheme A scheme announced by Government as part of the 2017/18 State Budget to assist with public sector reform and budget repair. The separations are on a voluntary basis and focus on reducing duplication of effort within public sector agencies. Women in management For the purposes of this report, women in management refers to the representation of women in management tiers 2 and 3 Shortened forms Term Definition ANZSOG Australia and New Zealand School of Government CaLD Culturally and linguistically diverse CCC Corruption and Crime Commission CCM Act Corruption, Crime and Misconduct Act 2003 CEO Chief executive officer Commission Public Sector Commission