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
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
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%)
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.
Overseeing minor misconduct Profile In 2017/18, we received 599 minor misconduct matters, comprising 1022 allegations. Of these, 98 matters were referred from the Corruption and Crime Commission (CCC). A breakdown of these matters is in the following graphic. Matters we received 2017/18 Source: 599 minor misconduct matters received 421 were notifications from public authorities (70.3%) 166 were reports from individuals (27.7%) 12 were pending at the of report preparation (2.0%) Type: 1022 total allegations received 104 related to fraudulent or corrupt behaviour (10.2%) 656 related to personal behaviour of public officers (64.2%) 39 related to use of public resources (3.8%) 46 related to use of information/record keeping (4.5%) 78 related to conflict of interest (7.6%) 5 related to inappropriate provision of gifts or hospitality (0.5%) 74 were defined not consistent with the CCM Act (7.2%) 20 were still pending assessment as at 30 June 2018 (2.0%)
Legislation and policy Legislative reform During the reporting period we led the development of the following legislative instruments. We also continued to provide advice on a range of other legislation and policy initiatives. Salaries and Allowances Amendment (Debt and Deficit Remediation) Act 2018 The Salaries and Allowances Amendment (Debt and Deficit Remediation) Act 2018 was passed by Parliament in February 2018 as a debt and deficit remediation measure. It amended the Salaries and Allowances Act 1975 to introduce a pay freeze for senior government offices, posts and positions which have their remuneration set by the Salaries and Allowances Tribunal (the Tribunal). Regulations made under the Salaries and Allowances Act 1975 We prepared Regulations under the Salaries and Allowances Act 1975 to exclude relevant kinds or classes of remuneration from the pay freeze mentioned above. Once made, the Regulations will provide the Tribunal with discretion to apply increases in remuneration under industrial agreements, legislation and other external instruments referenced in its determinations. We also worked with the Tribunal to draft Regulations to bring the CEOs of relevant government trading enterprises within their jurisdiction, pursuant to section 7C of the Salaries and Allowances Act 1975. Both sets of Regulations are expected to be made and published in 2018/19. Amendments to the Public Sector Management Act 1994 and Health Services Act 2016 We led the preparation of legislation to implement the Government’s policy to restrict the ‘right of return’ and compensation entitlements of senior executive officers and health executives appointed under the PSM Act and/or Health Services Act 2016. The Bill will be introduced to Parliament in 2018/19. Public Sector Management (Act Amendment) Regulations 2018 Following the abolition of the Independent Market Operator (IMO) on 30 April 2018, pursuant to the Electricity Industry (Independent Market Operator) Repeal Regulations 2018, we developed Regulations to remove the reference to the IMO from Schedule 1 of the PSM Act. Other policy initiatives Ministerial Review of the State Industrial Relations System We made written submissions in response to both the initial invitation from the Ministerial Review and to its interim report published on 20 March 2018. These focused significantly on the impact of possible changes to the operation of the PSM Act as it deals with public sector standards, and redeployment and redundancy arrangements. Public sector witnesses appearing before Parliamentary committees We consulted with relevant government agencies to progress a revised Public Sector Commissioner’s Circular: 2010-03 Policy for Public Sector Witnesses Appearing Before Parliamentary Committees, before consulting with external stakeholders.
Statement of comprehensive income For the year ended 30 June 2018 Note 2018 $000 2017 $000 Cost of services Expenses Employee benefits expense 4 18 223 18 607 Supplies and services 6 3044 4263 Depreciation and amortisation expense 7 46 60 Accommodation expenses 8 2468 2401 Grants and subsidies 9 1042 890 Loss on disposal of non-current assets 10 73 1 Other expenses 11 56 63 Total cost of services 24 952 26 285 Income Revenue User charges and fees 13 96 137 Other revenue 14 186 331 Total revenue 282 468 Total income other than income from State Government 282 468 Net cost of services 24 670 25 817 Income from State Government Service appropriation 25 063 26 636 Services received free of charge 1053 1244 Royalties for Regions Fund 22 35 Total income from State Government 15 26 138 27 915 Surplus/(deficit) for the period 1468 2098 Total comprehensive income for the period 1468 2098 See also the 'Schedule of Income and Expenses by Service'. The 'Statement of Comprehensive Income' should be read in conjunction with the accompanying notes. Statement of financial position As at 30 June 2018 Note 2018 $000 2017 $000 Assets Current assets Cash and cash equivalents 27 10 927 12 710 Receivables 17 565 831 Amounts receivable for services 18 104 138 Other current assets 19 228 381 Total current assets 11 824 14 060 Non-current assets Restricted cash and cash equivalents 16 123 62 Amounts receivable for services 18 6879 6890 Property, plant and equipment 20 106 205 Intangible assets 21 - - Other non-current assets 19 - 58 Total non-current assets 7108 7215 Total assets 18 932 21 275 Liabilities Current liabilities Payables 23 1017 1293 Employee related provisions 24 4154 4613 Other current liabilities 25 114 50 Total current liabilities 5285 5956 Non-current liabilities Employee related provisions 24 531 740 Total non-current liabilities 531 740 Total liabilities 5816 6696 Net assets 13 116 14 579 Equity Accumulated surplus/(deficit) 26 13 116 14 579 Total equity 13 116 14 579 See also the 'Schedule of Assets and Liabilities by Service'. The 'Statement of Financial Position' should be read in conjunction with the accompanying notes.
Statement of changes in equity For the year ended 30 June 2018 Note Contributed equity $000 Accumulated surplus/(deficit) $000 Total equity $000 Balance as at 1 July 2016 - 12 481 12 481 Surplus/(deficit) - 2098 2098 Total comprehensive income for the period - 2098 2098 Balance as at 30 June 2017 26 - 14 579 14 579 Balance as at 1 July 2017 - 14 579 14 579 Surplus/(deficit) - 1468 1468 Total comprehensive income for the period - 1468 1468 Transactions with owners in their capacity as owners: Distribution to owners - Transfer of surplus cash to the Consolidated Account - (2931) (2931) Total - (2931) (2931) Balance as at 30 June 2018 26 - 13 116 13 116 The 'Statement of Changes in Equity' should be read in conjunction with the accompanying notes. Statement of cash flows For the year ended 30 June 2018 Note 2018 $000 2017 $000 Cash flows from State Government Service appropriation 24 882 26 421 Holding account drawdown 226 173 Non-retained revenue distributed to owner (2931) - Royalties for Regions Fund 22 35 Net cash provided by State Government 22 199 26 629 Utilised as follows Cash flows from operating activities Payments Employee benefits (19 167) (18 653) Supplies and services (2278) (3350) Accommodation (2468) (2048) Grants and subsidies (609) (895) GST payments on purchases (503) (615) Receipts User charges and fees 93 110 GST receipts on sales 17 53 GST receipts from taxation authority 451 1062 Other receipts 552 331 Net cash provided by/(used in) operating activities 27 (23 912) (24 005) Cash flows from investing activities Payments Purchase of non-current assets (9) (43) Net cash provided by/(used in) investing activities (9) (43) Net increase/(decrease) in cash and cash equivalents (1722) 2581 Cash and cash equivalents at the beginning of period 12 772 10 191 Cash and cash equivalents at the end of period 27 11 050 12 772 The 'Statement of Cash Flows' should be read in conjunction with the accompanying notes.
Summary of consolidated account appropriations and income estimates For the year ended 30 June 2018 2018 Estimate $000 2018 Actual $000 Variance $000 2018 Actual $000 2017 Actual $000 Variance $000 Delivery of services Item 6 - Net amount appropriated to deliver services 24 360 24 272 88 24 272 25 730 (1458) Amount authorised by Other Statutes - Salaries and Allowances Act 1975 906 791 115 791 906 (115) Total appropriations provided to deliver services 25 266 25 063 203 25 063 26 636 (1573) Details of expenses by service Service 1 - Public sector leadership 6389 5623 766 5623 5957 (334) Service 2 - Assistance and support 8565 11 293 (2728) 11 293 9538 1755 Service 3 - Oversight and reporting 12 164 8036 4128 8036 10 790 (2754) Total cost of services 27 118 24 952 2166 24 952 26 285 (1333) Less total income (393) (282) (111) (282) (468) 186 Net cost of services 26 725 24 670 2055 24 670 25 817 (1147) Adjustments (1459) 393 (1852) 393 819 (426) Total appropriations provided to deliver services 25 266 25 063 203 25 063 26 636 (1573) Capital expenditure Purchase of non-current assets 138 9 129 9 43 (34) Adjustments for other funding sources (138) (9) (129) (9) (43) 34 Capital appropriations - - - - - - Adjustments comprise movements in cash balances and other accrual items such as receivables, payables and superannuation. Note 31 'Explanatory statement' provides details of any significant variations between estimates and actual results for 2018 and between actual results for 2018 and 2017.
Note 6 Supplies and services 2018 $000 2017 $000 Communications 36 39 Consultants and contractors 2051 2838 Consumables 232 324 Repair and maintenance 41 54 Travel 51 54 Insurance premiums 101 92 Licences, fees and registration 162 138 Operating lease, rental and hire cost 97 127 Non-staff training initiatives 208 503 Other 65 94 Total supplies and services 3044 4263 Supplies and services Supplies and services are recognised as an expense in the reporting period in which they are incurred. The carrying amounts of any materials held for distribution are expensed when the materials are distributed. The Commission holds operating leases for its motor vehicles. Operating lease payments are expensed on a straight line basis over the lease term as this represents the pattern of benefits derived from the vehicles. Note 7 Depreciation and amortisation expense 2018 $000 2017 $000 Depreciation Leasehold improvement 16 23 Computer hardware 2 2 Furniture and fittings 6 5 Office equipment 22 30 Total depreciation 46 60 Total depreciation and amortisation 46 60 Finite useful lives All non-current assets having a limited useful life are systematically depreciated over their estimated useful lives in a manner that reflects the consumption of their future economic benefits. Depreciation is calculated using the straight line method, using rates which are reviewed annually. Estimated useful lives for each class of depreciable asset are: Computer Hardware - 3 years Office Equipment - 5 years Leasehold Improvement - 5 to 10 years dependent on the life of the lease Furniture, Fixtures and Fittings - 10 years.
Note 33 Events occurring after the end of the reporting period There were no events occurring after the end of the reporting period that impact on the financial statements. Note 34 Affiliated bodies Salaries and Allowances Tribunal The Tribunal, established by section 5 of the Salaries and Allowances Act 1975, is a government affiliated body that received administrative support from, but is not subject to operational control by, the Commission. It is funded by a Parliamentary appropriation of $1 091 000 for 2017-18 ($906 000 for 2016-17). Note 35 Contingent liabilities and contingent assets Contingent liabilities The Commission has no contingent liabilities. Contaminated sites Under the Contaminated Sites Act 2003 the Commission is required to report known and suspected contaminated sites to the Department of Water and Environment Regulation (DWER). In accordance with the Act DWER classifies these sites on the basis of the risk to human health, the environment and environmental values. Where sites are classified as contaminated - remediation required or possibly contaminated - investigation required, the Commission may have a liability in respect of investigation or remediation expenses. During the year, the Commission has no known or suspected contaminated sites. Contingent assets The Commission has no contingent assets. Note 36 Supplementary financial information (a) Losses through theft, defaults and other causes 2018 $000 2017 $000 Losses of public money through default - salary overpayments deemed unrecoverable 11 4 11 4
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
Appendix A Leadership development programs Public Sector Commission programs Leadership essentials Designed for leaders at levels 7 to 9 and equivalent to support their development to be successful senior executives. The program involves four modules, coaching sessions and group work completed over nine months. The 51 participants that undertook the program in 2017/18 reflect cohorts from both the 2017 and 2018 intakes. Management essentials Aimed at mid-level managers across the public sector, the program is a series of modules delivered as individual workshops. The program empowers participants to make good decisions and lead from where they are. Graduate development program This program builds a whole-of-government perspective among new graduates and assists them in developing an appreciation of the complexity, importance and breadth of the public sector in WA. The 10-month program applies a blended learning approach through formal training, group and peer learning, on-the-job application of knowledge, agency visits and opportunities to attend presentations to connect with other individuals. The 112 participants that undertook the program in 2017/18 reflect cohorts from both the 2017 and 2018 intakes. Conversations with the sector Launched in 2018, the program involves a series of presentations by senior executives and practitioners about their knowledge, project experience and work learnings to current and past graduates of the graduate development program. The intended outcome is to provide participants with the opportunity to obtain a deep appreciation of the variety of work across the sector and establish strong connections with others, encouraging successful cross collaboration. Thought Leadership Series The Thought Leadership Series was a new program in 2018, that broadens the scope of speakers brought to public sector leadership audiences, recognising that experts are not limited to academics and experienced public servants but also come from the not for profit and private sectors. The program was developed from themes arising from the Service Priority Review and included speakers such as Dr Nicole Gillespie on the topic of Building and Sustaining Organisational Trust and Alastair Child, Professor Paul Flatau and David Ansell on Co-design: Unlocking the potential to think about, develop and implement good policy that’s accessible to the people closest to the issues.
Appendix B Appointments and reappointments of CEO offices 2017/18 Appointments to CEO offices established 1 July 2017 Position and agency Appointee Director General, Department of Biodiversity, Conservation and Attractions Concurrent appointment as CEO of Rottnest Island Authority, Zoological Parks Authority and Botanic Gardens and Parks Authority Mr Mark Webb PSM Director General, Department of Communities Concurrent appointment as CEO of Disability Services Commission, Housing Authority and Country Housing Authority Mr Grahame Searle Director General, Department of Jobs, Tourism, Science and Innovation Concurrent appointment as WA Tourism Commissioner Mr Stephen Wood Director General, Department of Justice Dr Adam Tomison Director General, Department of Local Government, Sport and Cultural Industries Concurrent appointment as General Manager, Perth Theatre Trust Mr Duncan Ord OAM Director General, Department of Mines, Industry Regulation and Safety Mr David Smith Director General, Department of Planning, Lands and Heritage Ms Gail McGowan Director General, Department of Primary Industries and Regional Development Concurrent appointment as CEO, Rural Business Development Corporation Mr Ralph Addis Director General, Department of Water and Environmental Regulation Mr Michael Rowe
Appendix C Integrity promotion sessions The following integrity promotion sessions were delivered in 2017/18 to assist public authorities to understand their obligations under the PSM Act, the CCM Act and the PID Act. Integrity and misconduct Sessions delivered Participants attended Accountable and ethical decision making (AEDM) 5 83 Integrity in recruitment 8 146 Navigating the new integrity landscape 1 30 Understanding the influences underpinning conflicts of interest 4 173 Whistling while they work 2: Integrity forum 2 121 Misconduct prevention: An introductory workshop for managers 26 533 Navigating integrity landscape and AEDM combined 1 35 Leader’s role in misconduct prevention as part of Leadership Essentials 1 25 Notification and reflection on the past year information session 1 25 Public interest disclosure Sessions delivered Participants attended Navigating the PID Act: Information for PID Officers 10 105 PID awareness raising session 1 7 Breach of Standards Claims process Sessions delivered Participants attended Managing breach of standards claims 3 56 Local government specific content Sessions delivered Participants attended Engagement with local government executives on misconduct reporting and AEDM 6 62 Local government newly elected member inductions and local government chief executive officer visits 9 76 WALGA (including State Council) and local government professionals sessions 4 319 Briefings to Office of the Auditor General in preparation for local government role 2 168
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