{
  "entity_id": "S-WA-050",
  "folder": "Public-Sector-Commission",
  "name": "Public Sector Commission",
  "type": "Statutory Authority",
  "jurisdiction": "WA",
  "portfolio": "Premier",
  "website": "https://www.wa.gov.au/organisation/public-sector-commission",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": false,
    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 12,
    "n_legislation": 0,
    "n_artifacts": 8,
    "n_kpi_targets": 6,
    "n_kpi_results": 6,
    "n_outcomes": 1,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "We do this by shaping, building and regulating the public sector so it can tackle the public policy challenges of both today and tomorrow. [AR p. 9]",
    "official_site_url": "https://www.wa.gov.au/organisation/public-sector-commission",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Public Sector Commission Annual Report 2024-25 (PDF, 7.57MB)",
        "url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "Leading with Impact: Strategic Plan for the Public Sector Commission 2023-26 (PDF, 2.51MB)",
        "url": "https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf",
        "period": "2023",
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "We do this by shaping, building and regulating the public sector so it can tackle the public policy challenges of both today and tomorrow. [AR p. 9]",
      "source_url": "",
      "source_page": 9,
      "source_deep_url": ""
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Priority 1: High impact leadership",
        "description": "Priority 1: High impact leadership",
        "source_url": "",
        "source_page": 21,
        "source_deep_url": ""
      },
      {
        "title": "Priority 2: Effective workforce management",
        "description": "Priority 2: Effective workforce management",
        "source_url": "",
        "source_page": 30,
        "source_deep_url": ""
      },
      {
        "title": "Priority 3: Strong agency and individual capability",
        "description": "Priority 3: Strong agency and individual capability",
        "source_url": "",
        "source_page": 29,
        "source_deep_url": ""
      },
      {
        "title": "Priority 4: Embedded integrity",
        "description": "Priority 4: Embedded integrity",
        "source_url": "",
        "source_page": 24,
        "source_deep_url": ""
      },
      {
        "title": "Priority 5: Trusted and capable Commission",
        "description": "Priority 5: Trusted and capable Commission",
        "source_url": "",
        "source_page": 50,
        "source_deep_url": ""
      }
    ],
    "values": [
      {
        "name": "integrity",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "capability",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "leadership",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "diversity and inclusion",
        "description": "",
        "source_url": "",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome: An efficient and effective public sector that operates with integrity",
        "description": "The Commission’s service delivery areas are: 1. public sector leadership 2. assistance and support 3. oversight and reporting.",
        "activities": [
          "develops and supports current and future leaders",
          "builds the capacity of the public sector workforce"
        ],
        "source_url": "",
        "source_page": 114,
        "source_deep_url": ""
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "Average cost per leadership development program, product or training hour",
        "target": "$119",
        "latest_result": "$130",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 116,
        "result_source_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "result_source_page": 116
      },
      {
        "code": "CCE02",
        "measure": "Average cost per workforce development program, product or training hour",
        "target": "$131",
        "latest_result": "$129",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 116,
        "result_source_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "result_source_page": 116
      },
      {
        "code": "CCE03",
        "measure": "Average cost per hour of assistance and support provided",
        "target": "$106",
        "latest_result": "$129",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 116,
        "result_source_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "result_source_page": 116
      },
      {
        "code": "CCE04",
        "measure": "Average cost per public administration, standards and integrity program, product or training hour",
        "target": "$158",
        "latest_result": "$121",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 116,
        "result_source_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "result_source_page": 116
      },
      {
        "code": "CCE05",
        "measure": "Average cost per hour addressing legislative and policy development",
        "target": "$115",
        "latest_result": "$116",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 117,
        "result_source_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "result_source_page": 117
      },
      {
        "code": "CCE06",
        "measure": "Average cost per hour of performance and oversight activity",
        "target": "$99",
        "latest_result": "$104",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 117,
        "result_source_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
        "result_source_page": 117
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "We do this by shaping, building and regulating the public sector so it can tackle the public policy challenges of both today and tomorrow. [AR p. 9]",
        "Priority 1: High impact leadership",
        "Priority 2: Effective workforce management",
        "Priority 3: Strong agency and individual capability",
        "Priority 4: Embedded integrity",
        "Priority 5: Trusted and capable Commission"
      ],
      "watch_terms": [
        "Average cost per leadership development program, product or training hour",
        "Average cost per workforce development program, product or training hour",
        "Average cost per hour of assistance and support provided",
        "Average cost per public administration, standards and integrity program, product or training hour",
        "Average cost per hour addressing legislative and policy development",
        "Average cost per hour of performance and oversight activity"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Public Sector Commission — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)\n\n## Our purpose / purposes\n\n> We do this by shaping, building and regulating the public sector so it can tackle the public policy challenges of both today and tomorrow. [AR p.9](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=9) [CP p.9]\n\n## How we deliver\n\n> We foster positive leadership behaviours and mindsets, build our own capability, and set expectations on how we deliver our work – individually and as an agency. [AR p.2](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=2) [CP p.2]\n\n## Government priorities for this department\n\n- Priority 1: High impact leadership [CP p.21]\n- Priority 2: Effective workforce management [CP p.30]\n- Priority 3: Strong agency and individual capability [CP p.29]\n- Priority 4: Embedded integrity [CP p.24]\n- Priority 5: Trusted and capable Commission [CP p.50]\n\n## Outcomes\n\n### Outcome: An efficient and effective public sector that operates with integrity\nThe Commission’s service delivery areas are: 1. public sector leadership 2. assistance and support 3. oversight and reporting. [CP p.114]\n\n**Key activities:**\n- develops and supports current and future leaders\n- builds the capacity of the public sector workforce\n\n## Values and principles\n\n- integrity\n- capability\n- leadership\n- diversity and inclusion\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Average cost per leadership development program, product or training hour | $119 | CP p.116 |\n| CCE02 | Average cost per workforce development program, product or training hour | $131 | CP p.116 |\n| CCE03 | Average cost per hour of assistance and support provided | $106 | CP p.116 |\n| CCE04 | Average cost per public administration, standards and integrity program, product or training hour | $158 | CP p.116 |\n| CCE05 | Average cost per hour addressing legislative and policy development | $115 | CP p.117 |\n| CCE06 | Average cost per hour of performance and oversight activity | $99 | CP p.117 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Average cost per leadership development program, product or training hour | $130 | Achieved | [AR p.116](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116)(https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116) |\n| CCE02 | Average cost per workforce development program, product or training hour | $129 | Achieved | [AR p.116](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116)(https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116) |\n| CCE03 | Average cost per hour of assistance and support provided | $129 | Achieved | [AR p.116](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116)(https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116) |\n| CCE04 | Average cost per public administration, standards and integrity program, product or training hour | $121 | Achieved | [AR p.116](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116)(https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=116) |\n| CCE05 | Average cost per hour addressing legislative and policy development | $116 | Achieved | [AR p.117](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=117)(https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=117) |\n| CCE06 | Average cost per hour of performance and oversight activity | $104 | Achieved | [AR p.117](https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=117)(https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf#page=117) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Public Sector Commission - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:53:35.233192+00:00\n**Entity ID**: S-WA-050\n**Entity type**: Statutory Authority\n**Jurisdiction**: WA\n**Portfolio**: Premier\n**Website**: https://www.wa.gov.au/organisation/public-sector-commission\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| other-pdfs | 5 |\n| pages | 32 |\n| reviews | 1 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 96]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 5.1: Receivables\n2025 2024\n$000 $000\nCurrent\nReceivables 681 522\nGST receivable 248 230\n929 752\nOther debtors 148 28\nAllowance for impairment of receivables (8) (19)\n140 9\nTotal current 1,069 761\nNon-current\nAccrued salaries account(a) 505 445\nTotal non-current 505 445\nTotal receivables at end of the period 1,574 1,206\n(a) Funds transferred to the Department of Treasury for the purpose of meeting the 27th pay in a reporting period that\ngenerally occurs every 11 years.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Note 6.3: Cash and cash equivalents\n2025 2024\n$000 $000\nCash and cash equivalents 15,831 14,717\nBalance at end of period 15,831 14,717\nFor the purpose of the Statement of cash flows, cash and cash equivalent assets comprise cash at bank.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 115]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOutcome: An efficient and effective public sector that operates with integrity\nTarget Actual Variance Actual Actual\nKey effectiveness indicator\n2024-25 2024 25 2023-24(c) 2022-23(c)\nThe portion of core clients who indicate\nthat the Commission has delivered\npolicy, assistance and oversight that 90% 96% 6%(a) 91% 94%\nhas helped them to enhance integrity\nwithin their organisations.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- 5.2 Develop the critical thinking and\n4.2 Set more robust expectations for analysis capabilities of staff to think,\npublic sector agencies in the solve and deliver in a collaborative\nmanagement and education of their way.\nemployees to enhance trust in the\n5.3 Strengthen a culture of performance\nsector.\nexcellence and integrity to assist the\n4.3 Maintain a visible and leading Commission deliver on its remit and\npresence in integrity education and purpose.\npromotion across public sector\n5.4 Support government priorities and\nagencies and other authorities.\nreforms, providing timely and high\n4.4 Assist government boards and quality advice and reviews to the\ncommittees to improve integrity in Premier and Ministers.\ntheir contexts.\n  Source: `strategies/strategicplan.pdf (https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf)`\n\n### Role and Functions\n\n- Effective workforce\nPriority 2\nmanagement\nStrong agency and\nPriority 3\nindividual capability\nSHARYN O’NEILL PSM\nPriority 4 Embedded integrity PUBLIC SECTOR COMMISSIONER\n(ACCOUNTABLE AUTHORITY)\n18 September 2025\nTrusted and capable\nPriority 5\nCommission\nPriorities 1 to 4 focus on our work across the\npublic sector and, where applicable under our\nlegislative responsibilities, the wider government\nsector (see About us).\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 8: Safety, health and injury management performance reporting\nIndicator 2022-23 2023-24 2024-25 Target\nNumber of fatalities 0 0 0 0\nLost time injury/disease 0 or 10% improvement\n0 0.7% 0\nincidence rate on previous 3 years\nLost time injury/disease 0 or 10% improvement\n0 100% 0\nseverity rate on previous 3 years\nPercentage of injured workers (i) N/A (i) N/A Greater than or equal to\nreturned to work within (i) 13 0 80% return to work within\nweeks and (ii) 26 weeks (ii) N/A (ii) N/A 26 weeks\nPercentage of managers and\nsupervisors trained in work Greater than or equal\n81% 88% 80%\nhealth and safety and injury to 80%\nmanagement responsibilities\n66 Public Sector Commission I Annual Report 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 118]\nAppendix 1: Overview of Public Sector\nReform 2025\nPriority: A more resilient economy\nName Previous name Responsibilities Responsibilities\nmoved elsewhere added\nDepartment of Department of Jobs, Defence including Energy Policy WA\nEnergy and Economic Tourism, Science and Defence West, Defence\nDiversification Innovation Industries and Veterans\nTourism WA and\ntourism investment\ndevelopment\nCoordinator General\nDepartment of Department of Local Local Government Tourism WA and tourism\nCreative Industries, Government, Sport and investment development\nRacing, Gaming\nTourism and Sport Cultural Industries\nand Liquor including\nsupport for Gaming\nand Wagering\nCommission\nDepartment of Department of Energy, Energy Policy WA None\nMines, Petroleum and Mines, Industry\nExploration Regulation and Safety\nDepartment of Local Local Government\nGovernment, Industry\nRacing, Gaming and\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Under\n• Public Sector Management Act 1994\nthe PID Act we both monitor and assist public\n(PSM Act)\nauthorities in their compliance to support\n• Public Interest Disclosure Act 2003 (PID Act)\nspeaking up.\n• Applicable sections of the Corruption,\nAdministration of the Lobbyists Act includes\nCrime and Misconduct Act 2003 (CCM Act)\na publicly available register of lobbyists, a\n• Integrity (Lobbyists) Act 2016 (Lobbyists Act)\ncode of conduct that registered lobbyists must\nThe Commission’s remit and responsibilities comply with when dealing with government\ndiffer across the government sector. representatives, and a set of obligations for\nThrough the Commission, the Commissioner government representatives when dealing with\nhas responsibility under the PSM Act for registrants and lobbyists.\nstrengthening the efficiency, effectiveness\nAdditionally, the Office of the Director of Equal\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [pages 29,30,31,32]\ndecisions on identifying and reshaped departments ready to operate\ntransitioning corporate services staff and\nfunctions in the second half of 2025.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 119]\nPriority: A better way to build\nName Previous name Responsibilities Responsibilities\nmoved elsewhere added\nDepartment of Department of Transport None Office of Major\nTransport and Infrastructure Delivery\nMajor Infrastructure established with:\n• Office of Major\nTransport Infrastructure\nDelivery\n• Major Projects\n• Office of Major Health\nInfrastructure Delivery\n• Westport\n• METRONET\nDepartment of Health No change Office of Major Health None\nInfrastructure Delivery\nDepartment of Department of Finance State Revenue Housing Authority\nHousing and Works\nProcurement policy Social housing works and\ntenancy management\nMajor Projects\nGovernment Regional\nOfficer Housing\nDepartment of No change Housing Authority None\nCommunities\nSocial housing\nworks and tenancy\nmanagement\nGovernment Regional\nOfficer Housing\nDepartment of Treasury Department None State Revenue\nand Finance of Treasury\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n\n### Strategic Priorities\n\n- [Page 4]\nStrategic priorities\nPriority 1 Priority 2 Priority 3\nHigh impact Effective workforce Strong agency and\nleadership management individual capability\n1.1 Lead the strategic direction for the 2.1 Lead a focus on public sector 3.1 Identify gaps, trends and best\npublic sector to inform planning, workforce planning based on practices in agency capability to\nleadership, capability and delivery. contemporary data and employee deliver ongoing improvement across\nexperiences, and consideration of the public sector.\n  Source: `strategies/strategicplan.pdf (https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf)`\n- [Page 5]\nStrategic priorities\n(continued)\nPriority 4 Priority 5\nEmbedded integrity Trusted and capable\nCommission\n4.1 Support public sector agencies and 5.1 Build the impact of staff to add\nother authorities to embed planning, greatest value to the Commission’s\nmanagement, controls, governance work in shaping, building and\nand culture that enhance integrity regulating the public sector.\nand prevent fraud and corruption.\n  Source: `strategies/strategicplan.pdf (https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf)`\n- [pages 21,22,23]\nents indicators\nPriority 1\nHigh impact leadership\nWe drive high impact leadership across the WA public sector\nwhich means we lead the strategic direction for the sector to\ninform planning, leadership, capability and delivery.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Effective workforce\nPriority 2\nmanagement\nStrong agency and\nPriority 3\nindividual capability\nSHARYN O’NEILL PSM\nPriority 4 Embedded integrity PUBLIC SECTOR COMMISSIONER\n(ACCOUNTABLE AUTHORITY)\n18 September 2025\nTrusted and capable\nPriority 5\nCommission\nPriorities 1 to 4 focus on our work across the\npublic sector and, where applicable under our\nlegislative responsibilities, the wider government\nsector (see About us).\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 4]\nContents\nIntroduction\nFrom the Commissioner 6\nAbout us 8\nYear in review 10\nOur performance 12\nOur structure 15\nOur executive 17\nReport on operations\nPriority 1: High impact leadership 21\nPriority 2: Effective workforce management 30\nPriority 3: Strong agency and individual capability 40\nPriority 4: Embedded integrity 44\nPriority 5: Trusted and capable Commission 50\nLegal, financial and key performance indicators\nOther legal and policy requirements 62\nFinancial statements 68\nKey performance indicators 112\nAppendix 1: Overview of Public Sector Reform 2025 118\nAppendix 2: Chief executive officer appointments,\nre-appointments, transfers and directions to act 120\nAppendix 3: Direction to undertake special inquiry\ninto 2025 state election 122\nPublic Sector Commission I Annual Report 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 118]\nAppendix 1: Overview of Public Sector\nReform 2025\nPriority: A more resilient economy\nName Previous name Responsibilities Responsibilities\nmoved elsewhere added\nDepartment of Department of Jobs, Defence including Energy Policy WA\nEnergy and Economic Tourism, Science and Defence West, Defence\nDiversification Innovation Industries and Veterans\nTourism WA and\ntourism investment\ndevelopment\nCoordinator General\nDepartment of Department of Local Local Government Tourism WA and tourism\nCreative Industries, Government, Sport and investment development\nRacing, Gaming\nTourism and Sport Cultural Industries\nand Liquor including\nsupport for Gaming\nand Wagering\nCommission\nDepartment of Department of Energy, Energy Policy WA None\nMines, Petroleum and Mines, Industry\nExploration Regulation and Safety\nDepartment of Local Local Government\nGovernment, Industry\nRacing, Gaming and\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- 5.2 Develop the critical thinking and\n4.2 Set more robust expectations for analysis capabilities of staff to think,\npublic sector agencies in the solve and deliver in a collaborative\nmanagement and education of their way.\nemployees to enhance trust in the\n5.3 Strengthen a culture of performance\nsector.\nexcellence and integrity to assist the\n4.3 Maintain a visible and leading Commission deliver on its remit and\npresence in integrity education and purpose.\npromotion across public sector\n5.4 Support government priorities and\nagencies and other authorities.\nreforms, providing timely and high\n4.4 Assist government boards and quality advice and reviews to the\ncommittees to improve integrity in Premier and Ministers.\ntheir contexts.\n  Source: `strategies/strategicplan.pdf (https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf)`\n- [Page 21]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nPriority 1\nHigh impact leadership\nWe drive high impact leadership across the WA public sector\nwhich means we lead the strategic direction for the sector to\ninform planning, leadership, capability and delivery.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Work in this reporting period built on\n(see Priority 4: Embedded integrity), and new a pilot run in 2022-23 and a proof of concept\nand changed questions were included on the run in 2023-24 which showed that de-identified\nequity index focusing on target setting as well agency workforce data could be directly\nas activities and barriers to conducting pay accessed by using automated data pipelines and\ngap audits. cloud infrastructure.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- It includes the audited\nFinancial Management Act 2006,\nfinancial statements and key performance\nI hereby submit for your information\nindicators for the year ended 30 June 2025.\nand presentation to the Parliament of\nWe have structured the report on operations Western Australia the annual report for\naround the 5 priorities in Leading with Impact: the Public Sector Commission for the\nStrategic Plan 2023-26: reporting period ended 30 June 2025.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- The portion of core clients who indicate\nthat the Commission has delivered\npolicy, assistance and oversight that 87% 95% 8%(b) 81% 85%\nhas helped them to enhance diversity\nand inclusion within their organisations.\n(a) The variance between the actuals (96%) and target (90%) is likely a result of:\n1. maintained strong performance\n2. a contemporised survey methodology which provided a simplified rating scale, implemented for the first time\nin 2024-25\n3. the release of sectorwide integrity resources such as Embedding Integrity: Integrity Strategy for WA Public\nAuthorities 2024-28.\n(b) The variance between the actuals (95%) and budget (87%) is likely a result of a contemporised survey methodology\nwhich provided a simplified rating scale, implemented for the first time in 2024-25.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and inclusion events\nCommission through to the Commission recognised by Commission staff\nthe Public Sector from the McCusker\nVacation Program Centre for Citizenship \nHarmony Week\nfor Aboriginal and program\nTorres Strait Islander\nuniversity students\n\nNAIDOC Week\n National\nReconciliation Week\n1  4 \n\nstaff member graduates Lunar New Year\nappointed as the rotated through\nCommission’s Women different work areas\nInternational Day\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 1: Target versus actual financial performance 2024-25\n2024-25 2024-25\nVariance(b)\nTarget(a) Actual\n$000\n$000 $000\nTotal cost of services (expense limit) 33,824 33,136 (688)\nNet cost of services 33,716 33,107 (609)\nTotal equity 17,159 17,261 102\nNet increase/(decrease) in cash held - 1,114 1,114\nApproved salary expense level 20,047 20,436 389\n(a) As specified in Budget Statements.\n(b) Further explanations in Note 9: Explanatory statements in Financial statements.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 2: Agreed working cash limits and targets 2024-25\n2024-25 2024-25\nVariance\nAgreed limit Target/Actual\n$000\n$000 $000\nAgreed working cash limit (at budget) 1,596 1,596 -\nAgreed working cash limit (at actuals) 1,648 1,532 (116)\nTable 2 shows the agreed working cash limit and target for the year.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 3: Achievements against key effectiveness indicators 2024-25\n2024-25 2024-25\nVariance\nTarget Actual\nThe portion of core clients who indicate that the\nCommission has delivered policy, assistance and\n90% 96% 6%\noversight that has helped them to enhance integrity\nwithin their organisations.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 4: Achievements against key efficiency indicators 2024-25\n2024-25 2024-25\nVariance\nTarget Actual\nService 1: Public sector leadership\nThis service develops and supports current and future leaders and builds the capacity of the public sector\nworkforce through the delivery of leadership and workforce development products, programs and training.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Average cost per hour addressing legislative and\n$115 $116 $1\npolicy development\nAverage cost per hour of performance and\n$99 $104 $5\noversight activity\nPercentage of oversight actions completed within\n90% 93% 3%\ntarget timeframes\n14 Public Sector Commission I Annual Report 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 8: Safety, health and injury management performance reporting\nIndicator 2022-23 2023-24 2024-25 Target\nNumber of fatalities 0 0 0 0\nLost time injury/disease 0 or 10% improvement\n0 0.7% 0\nincidence rate on previous 3 years\nLost time injury/disease 0 or 10% improvement\n0 100% 0\nseverity rate on previous 3 years\nPercentage of injured workers (i) N/A (i) N/A Greater than or equal to\nreturned to work within (i) 13 0 80% return to work within\nweeks and (ii) 26 weeks (ii) N/A (ii) N/A 26 weeks\nPercentage of managers and\nsupervisors trained in work Greater than or equal\n81% 88% 80%\nhealth and safety and injury to 80%\nmanagement responsibilities\n66 Public Sector Commission I Annual Report 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 98]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 5.4: Payables\n2025 2024\n$000 $000\nCurrent\nPayables 1,514 614\nAccrued salaries 592 477\nAccrued expenses 1,243 793\nTotal payables at end of period 3,349 1,884\nPayables are recognised at the amounts payable when the Commission becomes obliged to make\nfuture payments as a result of a purchase of assets or services.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 115]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOutcome: An efficient and effective public sector that operates with integrity\nTarget Actual Variance Actual Actual\nKey effectiveness indicator\n2024-25 2024 25 2023-24(c) 2022-23(c)\nThe portion of core clients who indicate\nthat the Commission has delivered\npolicy, assistance and oversight that 90% 96% 6%(a) 91% 94%\nhas helped them to enhance integrity\nwithin their organisations.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Target Actual Variance Actual Actual\nKey efficiency indicator\n2024-25 2024 25 2023-24 2022-23\nAverage cost per leadership\ndevelopment program, product $119 $130 $11(d) $115 $123\nor training hour.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Average cost per workforce\ndevelopment program, product or $131 $129 ($2) $122 $128\ntraining hour.\n(d) The variance between the actuals ($130) and target ($119) is likely attributable to the following factors:\n1.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Target Actual Variance Actual Actual\nKey efficiency indicator\n2024-25 2024 25 2023-24 2022-23\nAverage cost per hour of assistance\n$106 $129 $23(e) $108 $116\nand support provided.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Average cost per public administration,\nstandards and integrity program, $158 $121 ($37)(f) $104 $118\nproduct or training hour.\n(e) The variance between the actuals ($129) and target ($106) is likely attributable to the following factors:\n1.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $2.064 million, 2.064 million | Service appropriation is $2.064 million (7.2%) higher than the previous year, mainly reflecting the\nGovernment’s Wages Policy and Streamline Budget Incentive Funding provided in 2024-25. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000\n, $000 | Table 1: Target versus actual financial performance 2024-25\n2024-25 2024-25\nVariance(b)\nTarget(a) Actual\n$000\n$000 $000\nTotal cost of services (expense limit) 33,824 33,136 (688)\nNet cost of services 33,716 33,107 (609)\nTotal equity 17,159 17,261 102\nNet increase/(decrease) in cash held - 1,114 1,114\nApproved salary expense level 20,047 20,436 389\n(a) As specified in Budget Statements.\n(b) Further explanations in Note 9: Explanatory statements in | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | [Page 90]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nSummary of consolidated account appropriations\nFor the year ended 30 June 2025\n2025 2025 2025 2025 2025 2025\nBudget Section 25 Additional Revised Actual Variance\n$000 transfers funding* budget $000 $000\n$000 $000 $000\nDelivery of Services\nItem 7 – Net amount\nappropriated to deliver 29,549 587 - 30,136 30,136 -\nservices\nA | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | [Page 98]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 5.4: Payables\n2025 2024\n$000 $000\nCurrent\nPayables 1,514 614\nAccrued salaries 592 477\nAccrued expenses 1,243 793\nTotal payables at end of period 3,349 1,884\nPayables are recognised at the amounts payable when the Commission becomes obliged to make\nfuture payments as a result of a purchase of assets or services. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $1.054 million, 1.054 million | Supplies and services is $1.054 million (12.2%) lower than the original budget, mainly due to the\ndeferment of the SES Talent Initiative, lower than projected agency capability review expenses,\nand lower than budgeted expense of resources from the Department of Finance related to\nfit‑out depreciation. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $587,000 | Service appropriation is $587,000 (2.0%) higher than the original budget, primarily reflecting the\ntransfer of appropriation from the Provision for Government Wages Policy administered by the\nDepartment of Treasury following settlement of the Public Sector CSA Agreement. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $2.3 billion, $1.5 billion, 2.3 billion, 1.5 billion | The agency’s budget for 2025-26 is $2.3 billion which includes $1.5 billion for\nCorrective Services. | `other-pdfs/acr_executive_summary_department_of_justice.pdf (https://www.wa.gov.au/system/files/2025-12/acr_executive_summary_department_of_justice.pdf)` |\n| $434,000 | Other current assets is $434,000 (110.7%) higher than the original budget, due to the\nprepayment of the Recruitment Advertising Management System service costs for 2025-26,\nwhich were not forecast in the original budget. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | [Page 76]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nStatement of comprehensive income\nFor the year ended 30 June 2025\n2025 2024\nNotes\n$000 $000\nCost of services\nExpenses\nEmployee benefits expenses 2.1(a) 22,780 20,953\nSupplies and services 2.3 7,603 6,683\nDepreciation and amortisation expenses 4.1 / 4.2 / 4.3 138 150\nFinance costs 6.2 7 3\nAccommodation expenses 2.4 2,497 | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | [Page 79]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nStatement of cash flows\nFor the year ended 30 June 2025\n2025 2024\nNotes\n$000 $000\nCash flows from the State Government\nService appropriation 30,525 28,517\nCapital appropriation 23 25\nFunds from other public sector entities 1,197 934\nHolding account drawdown 109 109\nRoyalties for Regions Fund - 3\nNet cash provided by the | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | [Page 86]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 2.2: Grants and subsidies\n2025 2024\n$000 $000\nSponsorships 24 18\nTotal grants and subsidies 24 18\nTransactions in which the Commission provides goods, services, assets (or extinguishes a liability)\nor labour to another party without receiving approximately equal value in return are categorised as\n‘Grant or subsidy e | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 | [Page 94]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 4.3: Intangible assets\nWestern Australian Executive Total\nYear ended 30 June 2025 Classification Methodology $000\n$000\n1 July 2024\nGross carrying amount 211 211\nAccumulated amortisation (20) (20)\nCarrying amount at start of period 191 191\nAdditions 36 36\nAmortisation expense (14) (14)\nCarrying amount at end of perio | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | [Page 106]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 9.1.1: Statement of comprehensive income variances\nVariance Estimate(1) Actual Actual Variance Variance\nnotes 2025 2025 2024 between between\n$000 $000 $000 actual and actual\nestimate results for\n$000 2025 and\n2024\n$000\nExpenses\nEmployee benefits expenses A 22,451 22,780 20,953 329 1,827\nSupplies and services 1, B 8 | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000\n, $000 | Table 2: Agreed working cash limits and targets 2024-25\n2024-25 2024-25\nVariance\nAgreed limit Target/Actual\n$000\n$000 $000\nAgreed working cash limit (at budget) 1,596 1,596 -\nAgreed working cash limit (at actuals) 1,648 1,532 (116)\nTable 2 shows the agreed working cash limit and target for the year. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| 152 staff | [Page 51]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOur people In our ambition to improve diversity, during\nthe year we:\nAs a people organisation, around 70% of our\n2024-25 budget went towards salaries and • used Commissioner’s Instruction 39 to\nother employee benefits. directly appoint 2 Aboriginal and Torres Strait\nIslander staff\nAt 30 June we had 152 staff or 145.8 ful | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | 2025 2024\n$000 $000\nEmployment on-costs provision\nCarrying amount at start of period 26 30\nAdditional/(reversals of) provisions recognised 2 (4)\nCarrying amount at end of period 28 26\nKey sources of estimation uncertainty – long service leave\nKey estimates and assumptions concerning the future are based on historical experience and\nvarious other factors that have a significant risk of causing a material adjustment to the carrying\namount of assets | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000 , $000 | Note 6.3: Cash and cash equivalents\n2025 2024\n$000 $000\nCash and cash equivalents 15,831 14,717\nBalance at end of period 15,831 14,717\nFor the purpose of the Statement of cash flows, cash and cash equivalent assets comprise cash at bank. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $643,000 | Income from other public sector entities is $643,000 (34.8%) lower than the original budget,\nmainly due to the deferment of the SES Talent Initiative and lower than projected agency\ncapability review revenue. | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| 152 staff | [Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and i | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n| $000\n, $000 | Table 1: Target versus actual financial performance 2024-25\n2024-25 2024-25\nVariance(b)\nTarget(a) Actual\n$000\n$000 $000\nTotal cost of services (expense limit) 33,824 33,136 (688)\nNet cost of services 33,716 33,107 (609)\nTotal equity 17,159 17,261 102\nNet increase/(decrease) in cash held - 1,114 1,114\nApproved salary expense level 20,047 20,436 389\n(a) As specified in Budget Statements.\n(b) Further explanations in Note 9: Explanatory statements in | `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)` |\n\n## Key Achievements\n\n- Table 3: Achievements against key effectiveness indicators 2024-25\n2024-25 2024-25\nVariance\nTarget Actual\nThe portion of core clients who indicate that the\nCommission has delivered policy, assistance and\n90% 96% 6%\noversight that has helped them to enhance integrity\nwithin their organisations.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- The portion of core clients who indicate\nthat the Commission has delivered\npolicy, assistance and oversight that 87% 95% 8%(b) 81% 85%\nhas helped them to enhance diversity\nand inclusion within their organisations.\n(a) The variance between the actuals (96%) and target (90%) is likely a result of:\n1. maintained strong performance\n2. a contemporised survey methodology which provided a simplified rating scale, implemented for the first time\nin 2024-25\n3. the release of sectorwide integrity resources such as Embedding Integrity: Integrity Strategy for WA Public\nAuthorities 2024-28.\n(b) The variance between the actuals (95%) and budget (87%) is likely a result of a contemporised survey methodology\nwhich provided a simplified rating scale, implemented for the first time in 2024-25.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Table 4: Achievements against key efficiency indicators 2024-25\n2024-25 2024-25\nVariance\nTarget Actual\nService 1: Public sector leadership\nThis service develops and supports current and future leaders and builds the capacity of the public sector\nworkforce through the delivery of leadership and workforce development products, programs and training.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Average cost per hour addressing legislative and\n$115 $116 $1\npolicy development\nAverage cost per hour of performance and\n$99 $104 $5\noversight activity\nPercentage of oversight actions completed within\n90% 93% 3%\ntarget timeframes\n14 Public Sector Commission I Annual Report 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 115]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOutcome: An efficient and effective public sector that operates with integrity\nTarget Actual Variance Actual Actual\nKey effectiveness indicator\n2024-25 2024 25 2023-24(c) 2022-23(c)\nThe portion of core clients who indicate\nthat the Commission has delivered\npolicy, assistance and oversight that 90% 96% 6%(a) 91% 94%\nhas helped them to enhance integrity\nwithin their organisations.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Target Actual Variance Actual Actual\nKey efficiency indicator\n2024-25 2024 25 2023-24 2022-23\nAverage cost per hour addressing\n$115 $116 $1 $90 $114\nlegislative and policy development\nAverage cost per hour of performance\n$99 $104 $5 $94 $100\nand oversight activity\nPercentage of oversight actions\n90% 93% 3% 100% 90%\ncompleted within target timeframes\nAnnual Report 2024-25 I Public Sector Commission 117\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 7]\nAgency Capability Review Program | Reviewing capability to drive performance improvement in the public sector | January 2026\nSummary of the review process\n1 2 3\nPlanning and Agency Discovery\ndesktop research self assessment and analysis\nNotification of review Agency self assessment Stakeholder interviews\nSchedule of review Senior executive Analysis of evidence\nteam reflection to date\nLead and senior reviewers\nStaff opportunity to Moderation\nExecutive discussion provide input to review\nLines of inquiry developed\nDesktop research\nand analysis Progress update briefing\n4 5 6\nDetailed Reporting Cabinet consideration,\nexploration and commitment decision and close out\nInterviews/focus Draft report Report provided to the\ngroups with key staff chief executive officer\nand stakeholders Moderation and relevant minister/s\n(specific to lines of inquiry)\nAgency review of Report considered\n  Source: `reviews/agency_capability_review_prospectus.pdf (https://www.wa.gov.au/system/files/2026-02/agency_capability_review_prospectus.pdf)`\n- [pages 5,6,7]\n, research and collection of information:\n• A comprehensive review was undertaken of a large number of published and\nunpublished documents.\n• 58 stakeholders were consulted and 17 written submissions received.\n• 56 interviews and focus groups were conducted with staff, and individual\ninterviews were conducted with each corporate executive member.\n• Corporate executive members completed self assessments against the Agency\nCapability Framework.\n• 2 half day corporate executive workshops and several briefings and meetings\nwere conducted with the Director General and executive team.\n• A comprehensive capability questionnaire gauged staff perception of the\nagency’s capabilities.\n• ‘Have Your Say’ invited staff to share what the agency does well, what can be\nimproved and ideas for improvement.\n  Source: `other-pdfs/acr_executive_summary_department_of_justice.pdf (https://www.wa.gov.au/system/files/2025-12/acr_executive_summary_department_of_justice.pdf)`\n- [pages 5,6,7]\nwas conducted over 6 months and included exploration, research and\ncollection of information:\n• A comprehensive review was undertaken of a large number of published and\nunpublished documents.\n• 57 stakeholders were consulted.\n• Strategic corporate executive members completed self assessments against the\nAgency Capability Framework.\n• Two half day strategic corporate executive workshops and several briefings and\nmeetings were conducted with the Director General and strategic corporate\nexecutive.\n• Individual interviews were conducted with each strategic corporate executive\nmember.\n• A comprehensive capability questionnaire gauged staff perceptions of the\nagency’s capabilities.\n• ‘Have Your Say’ invited staff to share what the agency does well, what can be\nimproved and ideas for improvement.\n  Source: `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pdf (https://www.wa.gov.au/system/files/2025-12/acr_executive_summary_department_of_energy_and_economic_diversification.pdf)`\n- The process involved 6 months of exploration, research and collection of information:\n• A comprehensive review was undertaken of a large number of published and\nunpublished documents.\n• 58 stakeholders were consulted and 17 written submissions received.\n• 56 interviews and focus groups were conducted with staff, and individual\ninterviews were conducted with each corporate executive member.\n• Corporate executive members completed self assessments against the Agency\nCapability Framework.\n• 2 half day corporate executive workshops and several briefings and meetings\nwere conducted with the Director General and executive team.\n• A comprehensive capability questionnaire gauged staff perception of the\nagency’s capabilities.\n• ‘Have Your Say’ invited staff to share what the agency does well, what can be\nimproved and ideas for improvement.\n  Source: `other-pdfs/acr_executive_summary_department_of_justice.pdf (https://www.wa.gov.au/system/files/2025-12/acr_executive_summary_department_of_justice.pdf)`\n- Of those who completed an evaluation,\n88% relevant to their current or\nfuture roles 93% agreed the learning covered in this series\nwould help build their capability.\nindicated the learning would help\n85%\nbuild their capability\nSource: Feedback from participants who\nresponded to surveys for each program\nAnnual Report 2024-25 I Public Sector Commission 25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Public Sector Census\nProgress was made across the sector in\nFollowing the success of the 2021 pilot and 2023 moving towards the aspirational targets for the\ntrial of the Public Sector Census, during the year employment representation that was set for 5\nwe explored a number of options for instituting of the 6 diversity groups in the strategy.\na regular census cycle to provide information\nThis year we expanded the diversity and\nabout sectorwide staff demographics, job\ninclusion online hub with new resources to\ntypes and tenures, diversity and inclusion,\nsupport inclusive recruitment and workplace\nand education to inform workforce and other\npractices.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 15]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOur structure\nAt 30 June 2025\nPublic Sector Commissioner\nSalaries and\nCommission\nAllowances\nSupport\nTribunal\nHuman\nResources Legal\nCapability\nAgency Organisational Strategic\nData Analytics Integrity Strategy and Workforce Policy\nCapability and Governance and Leadership and\nand Technology and Risk Communications and Diversity\nImprovement Development Talent\nAgency Integrity\nData Analytics Corporate Leadership Public Sector Policy and\nCapability Promotion\nand Reporting Services Services Learning Unit Workforce\nReview and Review\nProgram Referrals,\nExecutive Leadership Strategic Workforce Policy\nManagement Data Reform Notifications and\nServices and Talent Communications and Practice\nand Improvement Assessments\nRisk, Assurance Workforce\nStrategic ICT Sector Strategy\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- During Project Governance Committee\nthe year Corporate Executive met 12 times, 2024-25\nsetting and monitoring the annual budget;\n10\napproving policies, procedures and frameworks;\noverseeing performance; and monitoring risk.\ncommittee meetings held\nKey decisions on sector initiatives approved\nby Corporate Executive included Embedding\n10\nIntegrity: Integrity Strategy for WA Public\nAuthorities 2024-28, Building Leadership Impact\nnew project plans endorsed\nmaturity model, and establishment of the\nsectorwide HR Partnership Group.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 59]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nAudit and Risk Committee In December a revised terms of reference for\nThe Audit and Risk Committee provides the committee (required to be updated every\nindependent advice to the Commissioner on 2 years) was endorsed by Corporate Executive.\nthe effectiveness of the Commission’s system\nJoint Consultative Committee\nof risk oversight, management, governance\nThe Joint Consultative Committee met\nframeworks and external accountability\n3 times over the reporting period as a forum\nobligations.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- 2025 2024\n$000 $000\nEmployment on-costs provision\nCarrying amount at start of period 26 30\nAdditional/(reversals of) provisions recognised 2 (4)\nCarrying amount at end of period 28 26\nKey sources of estimation uncertainty – long service leave\nKey estimates and assumptions concerning the future are based on historical experience and\nvarious other factors that have a significant risk of causing a material adjustment to the carrying\namount of assets and liabilities within the next reporting period.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Key actions included endorsing the scope\nSector CSA General Agreement 2024, structural\nof the 3 audits on the Commission’s annual audit\nchanges at the Commission, and learning\nplan (see Internal audit and risk management)\nand development opportunities for staff.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [pages 85,86,87,88,89]\nleave\nKey estimates and assumptions concerning the future are based on historical experience and\nvarious other factors that have a significant risk of causing a material adjustment to the carrying\namount of assets and liabilities within the next reporting period.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 18]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nVivian Molan Darian Ferguson\nExecutive Director Agency Capability Executive Director Integrity and Risk\nand Improvement\nDarian Ferguson was appointed to this position\nVivian Molan was appointed to this position in April 2023 after commencing in October\nin June 2025 after commencing in November 2022 in an acting capacity.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- 246,112\n67.6% increase\nTo support stronger collaboration, a Public\nSector Program Coordinator Network was website visits in 2024-25 from over\nestablished as a forum for agencies to share\n73,000\nindividuals\ninsights and resources; and to encourage\na sectorwide approach to addressing\ncommon issues that agencies experience in 170\ngraduates recruited\ngraduate recruitment.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 65]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nInternal audit and risk management operational effectiveness of our general\nfinancial controls in accordance with applicable\nIn line with the Global Internal Audit Standards,\nlegislation and internal policies.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Instead they consider the current state of agencies and how well they are placed to deal\nwith the challenges in front of them now and into the medium term future.\n“The Agency Capability Review Program\nsupports each agency’s own approach to\nperformance improvement.”\n1 2 3 4 5 6\nPlanning and Agency Discovery Detailed Reporting Cabinet consideration,\ndesktop research self assessment and analysis exploration and commitment decision and close out\n3\n  Source: `reviews/agency_capability_review_prospectus.pdf (https://www.wa.gov.au/system/files/2026-02/agency_capability_review_prospectus.pdf)`\n- Effective workforce\nPriority 2\nmanagement\nStrong agency and\nPriority 3\nindividual capability\nSHARYN O’NEILL PSM\nPriority 4 Embedded integrity PUBLIC SECTOR COMMISSIONER\n(ACCOUNTABLE AUTHORITY)\n18 September 2025\nTrusted and capable\nPriority 5\nCommission\nPriorities 1 to 4 focus on our work across the\npublic sector and, where applicable under our\nlegislative responsibilities, the wider government\nsector (see About us).\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 4]\nContents\nIntroduction\nFrom the Commissioner 6\nAbout us 8\nYear in review 10\nOur performance 12\nOur structure 15\nOur executive 17\nReport on operations\nPriority 1: High impact leadership 21\nPriority 2: Effective workforce management 30\nPriority 3: Strong agency and individual capability 40\nPriority 4: Embedded integrity 44\nPriority 5: Trusted and capable Commission 50\nLegal, financial and key performance indicators\nOther legal and policy requirements 62\nFinancial statements 68\nKey performance indicators 112\nAppendix 1: Overview of Public Sector Reform 2025 118\nAppendix 2: Chief executive officer appointments,\nre-appointments, transfers and directions to act 120\nAppendix 3: Direction to undertake special inquiry\ninto 2025 state election 122\nPublic Sector Commission I Annual Report 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 10]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nYear in review\nFor the sector\n3,000 15  1 \n\npublic sector staff prepared to new public new integrity\noperate across 10 reshaped sector CEOs strategy released for\n\ndepartments from 1 July 2025 as recruited all public authorities\npart of Public Sector Reform 2025\n41  3 5 \npublic sector chief finance public sector public sector agency capability\nofficers started the new CFO agency capability reviews started in the previous\nleadership capability modules reviews commenced reporting period finalised\n37 41\n \ngraduate and cadetship programs Solid Futures trainees\nlisted on WA.gov.au across 26 participating commenced in 2025, 11 in the regions\npublic sector agencies for ‘A place of\nopportunity’\n183  523  1,311\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and inclusion events\nCommission through to the Commission recognised by Commission staff\nthe Public Sector from the McCusker\nVacation Program Centre for Citizenship \nHarmony Week\nfor Aboriginal and program\nTorres Strait Islander\nuniversity students\n\nNAIDOC Week\n National\nReconciliation Week\n1  4 \n\nstaff member graduates Lunar New Year\nappointed as the rotated through\nCommission’s Women different work areas\nInternational Day\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n\n## Corporate Values and Operating Culture\n\n- 86% reported the program as positive\nSES Development Series\n1 Leading and Influencing for Change:\nPropel\nIdentifying ways to build a high\nperformance culture to lead, influence\n93% indicated having an overall and achieve change\npositive learning experience\n2 Using Policy to Shape WA:\nUnderstanding the interactions between\nagreed the learning would\n94% government, policy and a citizen centric\nhelp build their capability\nenvironment in the WA context\n3 Walking in 2 Worlds Together:\nDiscovering how to foster a leadership\nElev8 approach and workplace environment\nthat are inclusive of First Nations\ncultures, traditions, values and beliefs\nreported an overall positive\n100%\nlearning experience\nagreed their leadership had Created in the previous reporting period,\n83%\nimproved for the better\n3 standalone courses were released as the\nSES Development Series in October to grow\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 10]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nYear in review\nFor the sector\n3,000 15  1 \n\npublic sector staff prepared to new public new integrity\noperate across 10 reshaped sector CEOs strategy released for\n\ndepartments from 1 July 2025 as recruited all public authorities\npart of Public Sector Reform 2025\n41  3 5 \npublic sector chief finance public sector public sector agency capability\nofficers started the new CFO agency capability reviews started in the previous\nleadership capability modules reviews commenced reporting period finalised\n37 41\n \ngraduate and cadetship programs Solid Futures trainees\nlisted on WA.gov.au across 26 participating commenced in 2025, 11 in the regions\npublic sector agencies for ‘A place of\nopportunity’\n183  523  1,311\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 5]\nStrategic priorities\n(continued)\nPriority 4 Priority 5\nEmbedded integrity Trusted and capable\nCommission\n4.1 Support public sector agencies and 5.1 Build the impact of staff to add\nother authorities to embed planning, greatest value to the Commission’s\nmanagement, controls, governance work in shaping, building and\nand culture that enhance integrity regulating the public sector.\nand prevent fraud and corruption.\n  Source: `strategies/strategicplan.pdf (https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf)`\n- Western Australian government sector\nPublic sector Other government entities\nPublic service\nDepartments and Entities not covered by the\nSES organisations Public Sector Management Act 1994\nNon-public service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Average cost per leadership development program,\n$119 $130 $11\nproduct or training hour\nAverage cost per workforce development program,\n$131 $129 ($2)\nproduct or training hour\nService 2: Assistance and support\nThis service provides advice, assistance and support to public sector bodies and employees on a range\nof administration, management, integrity and governance matters.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- Average cost per hour of assistance and\n$106 $129 $23\nsupport provided\nAverage cost per public administration, standards\n$158 $121 ($37)\nand integrity program, product or training hour\nService 3: Oversight and reporting\nThis service progresses changes to legislation and develops policies to improve public administration and\nmanagement, and provides independent oversight to monitor and report to the Parliament and Ministers\non compliance with the PSM Act, CCM Act, PID Act and Part IX of the EO Act.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [pages 25,26,27]\nall positive\n100%\nlearning experience\nagreed their leadership had Created in the previous reporting period,\n83%\nimproved for the better\n3 standalone courses were released as the\nSES Development Series in October to grow\ncapability, connection, collaboration and\naccountability through identified areas of\nLeadership Conversations\ndevelopment.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n- [Page 84]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 2.1 (b): Employee related provisions\n2025 2024\n$000 $000\nCurrent\nEmployee benefits provisions\nAnnual leave 1,766 1,821\nLong service leave 2,211 2,191\nDeferred salary scheme - 68\n3,977 4,080\nOther provisions\nEmployment on-costs 25 24\nTotal current employee related provisions 4,002 4,104\nNon-current\nEmployee benefits provisions\nLong service leave 708 532\nOther provisions\nEmployment on-costs 3 2\nTotal non-current employee related provisions 711 534\nTotal employee related provisions 4,713 4,638\nProvision is made for benefits accruing to employees in respect of annual leave and long service\nleave for services rendered up to the reporting date and recorded as an expense during the period\nthe services are delivered.\n  Source: `annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf\n- `strategies/strategicplan.pdf` - strategies - https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf\n- `reviews/agency_capability_review_prospectus.pdf` - reviews - https://www.wa.gov.au/system/files/2026-02/agency_capability_review_prospectus.pdf\n- `pages/about.html` - pages - https://www.wa.gov.au/service/business-support/business-registration-and-licensing/about-the-register-of-lobbyists\n- `pages/announcements-index.html` - pages - https://www.wa.gov.au/government/announcements\n- `pages/announcements-index__18.html` - pages - https://www.wa.gov.au/government/announcements\n- `pages/announcements-index__19.html` - pages - https://www.wa.gov.au/government/media-statements\n- `pages/annual-reports-index.html` - pages - https://www.wa.gov.au/government/publications/public-sector-commission-annual-report-2024-25-0\n- `pages/annual-reports-index__00.html` - pages - https://www.wa.gov.au/government/publications/public-sector-commission-annual-report-2024-25-0\n- `pages/annual-reports-index__01.html` - pages - https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.wa.gov.au/have-question-or-want-report-problem?agency=Public%20Sector%20Commission&url=/government/publications/public-sector-commission-annual-report-2024-25-0\n- `pages/contact.html` - pages - https://www.wa.gov.au/contact-us\n- `pages/homepage.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission\n- `pages/inquiries-index.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission/agency-capability-review-program\n- `pages/inquiries-index__07.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission/agency-capability-review-program\n- `pages/inquiries-index__08.html` - pages - https://www.wa.gov.au/government/publications/agency-capability-review-program-0\n- `pages/inquiries-index__09.html` - pages - https://www.wa.gov.au/government/document-collections/agency-capability-review-executive-summaries\n- `pages/inquiries-index__10.html` - pages - https://www.wa.gov.au/government/document-collections/agency-capability-review-reports\n- `pages/inquiries-index__11.html` - pages - https://www.wa.gov.au/have-question-or-want-report-problem?agency=Public%20Sector%20Commission&url=/organisation/public-sector-commission/agency-capability-review-program\n- `pages/leadership.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission/building-leadership-impact\n- `pages/ministers.html` - pages - https://www.wa.gov.au/government/premier-and-cabinet-ministers\n- `pages/publications-index.html` - pages - https://www.wa.gov.au/government/publications\n- `pages/reforms-index.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission/public-sector-reform-march-2025\n- `pages/reforms-index__12.html` - pages - https://www.wa.gov.au/government/publications/public-sector-reform-march-2025\n- `pages/reforms-index__13.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission/public-sector-reform-march-2025\n- `pages/reforms-index__14.html` - pages - https://www.wa.gov.au/system/files/2025-07/2025_public_sector_reform.pdf\n- `pages/reforms-index__15.html` - pages - https://www.wa.gov.au/system/files/2025-06/public_sector_reform_march_2025_table_format.docx\n- `pages/reforms-index__16.html` - pages - https://www.wa.gov.au/system/files/2025-09/public_sector_reform_qanda_8sep_1.docx\n- `pages/reforms-index__17.html` - pages - https://www.wa.gov.au/have-question-or-want-report-problem?agency=Public%20Sector%20Commission&url=/government/publications/public-sector-reform-march-2025\n- `pages/strategies-index.html` - pages - https://www.wa.gov.au/government/publications/leading-impact-strategic-plan-2023-26-the-public-sector-commission\n- `pages/strategies-index__03.html` - pages - https://www.wa.gov.au/government/publications/leading-impact-strategic-plan-2023-26-the-public-sector-commission\n- `pages/strategies-index__04.html` - pages - https://www.wa.gov.au/service/aboriginal-affairs/aboriginal-reconciliation\n- `pages/strategies-index__05.html` - pages - https://www.wa.gov.au/system/files/2023-05/strategicplan.pdf\n- `pages/strategies-index__06.html` - pages - https://www.wa.gov.au/have-question-or-want-report-problem?agency=Public%20Sector%20Commission&url=/government/publications/leading-impact-strategic-plan-2023-26-the-public-sector-commission\n- `pages/structure.html` - pages - https://www.wa.gov.au/organisation/public-sector-commission\n- `other-pdfs/Cook-20Labor-20Government.pdf` - other-pdfs - https://dpcmedia.azureedge.net/pdfs/Cook%20Labor%20Government.pdf\n- `other-pdfs/building_leadership_impact.pdf` - other-pdfs - https://www.wa.gov.au/system/files/2023-10/building_leadership_impact.pdf\n- `other-pdfs/2025_public_sector_reform.pdf` - other-pdfs - https://www.wa.gov.au/system/files/2025-07/2025_public_sector_reform.pdf\n- `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pdf` - other-pdfs - https://www.wa.gov.au/system/files/2025-12/acr_executive_summary_department_of_energy_and_economic_diversification.pdf\n- `other-pdfs/acr_executive_summary_department_of_justice.pdf` - other-pdfs - https://www.wa.gov.au/system/files/2025-12/acr_executive_summary_department_of_justice.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# Public Sector Commission - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:39:12.450592+00:00\n**Entity ID**: S-WA-050\n**Jurisdiction**: Western Australia\n**Portfolio**: Premier\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 40\n- Unique legislation references found: 22\n\n| Type | Count |\n|---|---:|\n| Act | 21 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.wa.gov.au/search?query=Financial+Management+Act+2006\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 24-25.\nHon Roger Cook MLA,\nThis report sets out our performance and\nPremier\nservices during the year to inform Parliament on\nthe work we have undertaken in pursuit of our\nIn accordance with Section 63 of the\nremit and responsibilities. It includes the audited\nFinancial Management Act 2006,\nfinancial statements and key performance\nI hereby submit for your information\nindicators for the year ended 30 June 2025.\nand presentation to the Parliament of\nWe have structured the report on operations Western Australia the annual report for\naround the 5 p\n  Source: `annual-reports/2024-25.pages.jsonl`\n- eport for\naround the 5 priorities in Leading with Impact: the Public Sector Commission for the\nStrategic Plan 2023-26: reporting period ended 30 June 2025.\nThe report has been prepared in\naccordance with the provisions of the\nPriority 1 High impact leadership\nFinancial Management Act 2006.\nEffective workforce\nPriority 2\nmanagement\nStrong agency and\nPriority 3\nindividual capability\nSHARYN O’NEILL PSM\nPriority 4 Embedded integrity PUBLIC SECTOR COMMISSIONER\n(ACCOUNTABLE AUTHORITY)\n18 September 2025\nTrusted and capable\nPriority 5\nCommission\nPrior\n  Source: `annual-reports/2024-25.pages.jsonl`\n- at the Salaries\nfor the people of Western Australia. We do\nand Allowances Tribunal is an affiliated body\nthis by shaping, building and regulating the\nof the Commission in accordance with section\npublic sector so it can tackle the public policy\n60(1)(b) of the Financial Management Act 2006.\nchallenges of both today and tomorrow.\nShaping is about setting values, standards\nand expectations. Building is about helping our\npeople do their best work and working with\nagencies to be the best they can be. Regulating\nis about providing assurance, oversig\n  Source: `annual-reports/2024-25.pages.jsonl`\n- c Sector Commission I Annual Report 2024-25\n\n[page 63]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nAct of grace payments\nThere were no act of grace payments made under section 80 of the Financial Management Act\n2006 in accordance with Treasurer’s Instruction 8 (3.2) during the reporting period.\nCredit cards\nWe regularly reminded staff of their obligations under our Purchasing Card Policy. In 2024-25, one\nemployee inadvertently used a corporate purchasing card for persona\n  Source: `annual-reports/2024-25.pages.jsonl`\n- ies and Allowances Tribunal is an\nindependent statutory body established under\nSection 5 of the Salaries and Allowances Act\n1975. The Treasurer has determined that the\ntribunal is an affiliated body of the Commission\nin accordance with Section 60(1)(b) of the\nFinancial Management Act 2006.\nAs an affiliated body, the tribunal’s statutory\noperational independence is recognised.\nThis independence is also recognised by the\ntribunal’s separate Parliamentary budget\nappropriation and resource agreement between\nthe Premier and Treasurer.\nUnder these f\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Management Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.wa.gov.au/search?query=Public+Sector+Management+Act+1994\n\n**Sources**:\n- `pages/homepage.html`\n- `pages/structure.html`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/building_leadership_impact.pages.jsonl`\n\n**Evidence contexts**:\n- lence.\nBrowse more announcements\nRegister as a lobbyist\nStructure of the WA government sector\nFind a job in the WA government\nPublic Service Medal\nCommission events\nPublic Sector Reform March 2025\nWhat we do\nOur role is described in legislation, including the\nPublic Sector Management Act 1994\n, as strengthening the efficiency, effectiveness and capability of the public sector to meet existing and emerging needs; and deliver high quality services.\nBuilding Leadership Impact\nA comprehensive approach to strengthening the leadership behaviours of all\n  Source: `pages/homepage.html`\n- lence.\nBrowse more announcements\nRegister as a lobbyist\nStructure of the WA government sector\nFind a job in the WA government\nPublic Service Medal\nCommission events\nPublic Sector Reform March 2025\nWhat we do\nOur role is described in legislation, including the\nPublic Sector Management Act 1994\n, as strengthening the efficiency, effectiveness and capability of the public sector to meet existing and emerging needs; and deliver high quality services.\nBuilding Leadership Impact\nA comprehensive approach to strengthening the leadership behaviours of all\n  Source: `pages/structure.html`\n- eporting period.\nAnnual Report 2024-25 I Public Sector Commission 7\n\n[page 8]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nAbout us\nThe Public Sector Commission was established under the Public\nSector Management Act 1994 in November 2008. The Public Sector\nCommissioner became an independent statutory officer in 2010.\nThe responsible minister is the Hon Roger Cook We also have an integrity leadership role across\nMLA, Premier of Western Australia. the government sector. Under t\n  Source: `annual-reports/2024-25.pages.jsonl`\n- es and other government entities\nOn behalf of the Commissioner, the Commission (collectively referred to as public authorities) are\nadministers the following legislation: appropriately dealing with minor misconduct\nand to help them prevent misconduct. Under\n• Public Sector Management Act 1994\nthe PID Act we both monitor and assist public\n(PSM Act)\nauthorities in their compliance to support\n• Public Interest Disclosure Act 2003 (PID Act)\nspeaking up.\n• Applicable sections of the Corruption,\nAdministration of the Lobbyists Act includes\nCrime and Mis\n  Source: `annual-reports/2024-25.pages.jsonl`\n- Commission. These priorities recognise\nthe critical role of our staff in achieving our\npurpose and remit.\nWestern Australian government sector\nPublic sector Other government entities\nPublic service\nDepartments and Entities not covered by the\nSES organisations Public Sector Management Act 1994\nNon-public service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Interest Disclosure Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.wa.gov.au/search?query=Public+Interest+Disclosure+Act+2003\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- inisters the following legislation: appropriately dealing with minor misconduct\nand to help them prevent misconduct. Under\n• Public Sector Management Act 1994\nthe PID Act we both monitor and assist public\n(PSM Act)\nauthorities in their compliance to support\n• Public Interest Disclosure Act 2003 (PID Act)\nspeaking up.\n• Applicable sections of the Corruption,\nAdministration of the Lobbyists Act includes\nCrime and Misconduct Act 2003 (CCM Act)\na publicly available register of lobbyists, a\n• Integrity (Lobbyists) Act 2016 (Lobbyists Act)\ncode of conduct\n  Source: `annual-reports/2024-25.pages.jsonl`\n- ole of our staff in achieving our\npurpose and remit.\nWestern Australian government sector\nPublic sector Other government entities\nPublic service\nDepartments and Entities not covered by the\nSES organisations Public Sector Management Act 1994\nNon-public service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integ\n  Source: `annual-reports/2024-25.pages.jsonl`\n- the\nSES organisations Public Sector Management Act 1994\nNon-public service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n\n[page 10]\nReport Other legal and Financial Key performance\nIntroduction\non o\n  Source: `annual-reports/2024-25.pages.jsonl`\n- nd develops policies to improve public administration and\nmanagement, and provides independent oversight to monitor and report to the Parliament and Ministers\non compliance with the Public Sector Management Act 1994, Corruption, Crime and Misconduct Act\n2003, Public Interest Disclosure Act 2003 and Part IX of the Equal Opportunity Act 1984.\nTarget Actual Variance Actual Actual\nKey efficiency indicator\n2024-25 2024 25 2023-24 2022-23\nAverage cost per hour addressing\n$115 $116 $1 $90 $114\nlegislative and policy development\nAverage cost per hour of per\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Integrity (Lobbyists) Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Integrity+%28Lobbyists%29+Act+2016\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ce to support\n• Public Interest Disclosure Act 2003 (PID Act)\nspeaking up.\n• Applicable sections of the Corruption,\nAdministration of the Lobbyists Act includes\nCrime and Misconduct Act 2003 (CCM Act)\na publicly available register of lobbyists, a\n• Integrity (Lobbyists) Act 2016 (Lobbyists Act)\ncode of conduct that registered lobbyists must\nThe Commission’s remit and responsibilities comply with when dealing with government\ndiffer across the government sector. representatives, and a set of obligations for\nThrough the Commission, the\n  Source: `annual-reports/2024-25.pages.jsonl`\n- ES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n\n[page 10]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nYear in review\nFor the sector\n3,000 15  1 \n\np\n  Source: `annual-reports/2024-25.pages.jsonl`\n- l offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n\n[page 10]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nYear in review\nFor the sector\n3,000 15  1 \n\npublic sector staff prepared to\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Management (Breaches of Public Sector Standards) Regulations 2005\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.wa.gov.au/search?query=Public+Sector+Management+%28Breaches+of+Public+Sector+Standards%29+Regulations+2005\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- C) general jurisdiction.\nthe WA public sector\nUnder the changes the Commission continues to\nset the minimum standards of merit, equity and\nprobity required throughout the public sector.\nWe finalised preparations for amendments\nto the Public Sector Management (Breaches\nof Public Sector Standards) Regulations\n2005 to come into force on 1 July 2025. These\namendments related to providing public\nsector employees with access to the WAIRC\nfor alleged breaches of specified public\nsector standards and strengthening employer\nobligations for claims against breaches of\nstandards\n  Source: `annual-reports/2024-25.pages.jsonl`\n- o upskill staff in running more\ninclusive meetings we provided guidance on Notification of the right to lodge breach of\nusing live captions and Sign Language View standards claims was provided as required by\nin MS Teams meetings. the Public Sector Management (Breaches of\nPublic Sector Standards) Regulations 2005.\nThere were no applications lodged for breaches\nPublic sector standards and\nof standards in 2024-25.\nethical codes\nWe complied with the Public Sector Standards Record keeping\nin Human Resource Management and Public\nOur record keeping services continued to be\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Corruption, Public Sector Management Act 1994\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Corruption%2C+Public+Sector+Management+Act+1994\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- government entities\nPublic service\nDepartments and Entities not covered by the\nSES organisations Public Sector Management Act 1994\nNon-public service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n\n[page 10]\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Corruption, Crime and Misconduct Act 2003\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.wa.gov.au/search?query=Corruption%2C+Crime+and+Misconduct+Act+2003\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- lic service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n\n[page 10]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nYear in review\nFo\n  Source: `annual-reports/2024-25.pages.jsonl`\n- service progresses changes to legislation and develops policies to improve public administration and\nmanagement, and provides independent oversight to monitor and report to the Parliament and Ministers\non compliance with the Public Sector Management Act 1994, Corruption, Crime and Misconduct Act\n2003, Public Interest Disclosure Act 2003 and Part IX of the Equal Opportunity Act 1984.\nTarget Actual Variance Actual Actual\nKey efficiency indicator\n2024-25 2024 25 2023-24 2022-23\nAverage cost per hour addressing\n$115 $116 $1 $90 $114\nlegislative and policy dev\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Crime and Misconduct Act 2003\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.wa.gov.au/search?query=Crime+and+Misconduct+Act+2003\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ment Act 1994\nthe PID Act we both monitor and assist public\n(PSM Act)\nauthorities in their compliance to support\n• Public Interest Disclosure Act 2003 (PID Act)\nspeaking up.\n• Applicable sections of the Corruption,\nAdministration of the Lobbyists Act includes\nCrime and Misconduct Act 2003 (CCM Act)\na publicly available register of lobbyists, a\n• Integrity (Lobbyists) Act 2016 (Lobbyists Act)\ncode of conduct that registered lobbyists must\nThe Commission’s remit and responsibilities comply with when dealing with government\ndiffer across the gove\n  Source: `annual-reports/2024-25.pages.jsonl`\n- s and Entities not covered by the\nSES organisations Public Sector Management Act 1994\nNon-public service\nPublic Interest Disclosure Act 2003\nNon-SES organisations\nand ministerial offices\nApplicable sections of the Corruption,\nPublic Sector Management Act 1994\nCrime and Misconduct Act 2003\nPublic Interest Disclosure Act 2003\nApplicable sections of the Corruption,\nCrime and Misconduct Act 2003 Integrity (Lobbyists) Act 2016\nIntegrity (Lobbyists) Act 2016\nAnnual Report 2024-25 I Public Sector Commission 9\n\n[page 10]\nReport Other legal and Financi\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Salaries and Allowances Act 1975\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.wa.gov.au/search?query=Salaries+and+Allowances+Act+1975\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 67]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nSalaries and Allowances Tribunal\nThe Salaries and Allowances Tribunal is an\nindependent statutory body established under\nSection 5 of the Salaries and Allowances Act\n1975. The Treasurer has determined that the\ntribunal is an affiliated body of the Commission\nin accordance with Section 60(1)(b) of the\nFinancial Management Act 2006.\nAs an affiliated body, the tribunal’s statutory\noperational independence is recognised.\nThis inde\n  Source: `annual-reports/2024-25.pages.jsonl`\n- nificant related party transactions to\nbe separately disclosed.\nNote 8.5: Related bodies\nThe Commission has no related bodies during the financial year.\nNote 8.6: Affiliated bodies\nSalaries and Allowances Tribunal\nThe Tribunal, established by section 5 of the Salaries and Allowances Act 1975, is a government\naffiliated body that received administrative support from, but is not subject to operational control by,\nthe Commission. It is funded by a Parliamentary appropriation of $1,122,000 (2024: $1,074,000).\nNote 8.7: Remuneration of auditors\nRemune\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Criminal Law (Mental Impairment) Act 2023\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Criminal+Law+%28Mental+Impairment%29+Act+2023\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n**Evidence contexts**:\n- s Review Board of Western Australia: Established under the Sentence\nAdministration Act 2003 (WA), the board considers and determines whether a\nprisoner is suitable for release to parole.\n• Mental Impairment Review Tribunal: Established under the Criminal Law (Mental\nImpairment) Act 2023 (WA), the tribunal is concerned with people who have\nbeen found unfit to stand trial and placed on a court ordered disposition at the\nconclusion of Special Proceedings.\n• Supervised Release Review Board: Established under the Young Offenders Act\n1994 (WA), th\n  Source: `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n### Disability Discrimination Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Disability+Discrimination+Act+1992\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- person and remotely.\nJanuary 2025\nIn January we commissioned an independent\nIndependent accessibility audit\naccessibility audit of one of our office buildings,\nWe commissioned an audit\nHale House, against the requirements of the\nof Hale House to identify any\nDisability Discrimination Act 1992. The audit set\nobstructions to accessibility for\nout to identify any obstructions to accessibility\npeople with disability.\nfor people with disability, and ensure the building\nand facilities did not discriminate against people\nMay 2025\nwith disability or preve\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Electricity Industry Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Electricity+Industry+Act+2004\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl`\n\n**Evidence contexts**:\n- provides\nfinancial management and administrative support to the Western Australian\nElectricity Review Board.\nThe board hears appeals against regulatory decisions made by the Economic\nRegulation Authority, Minister for Energy and other market bodies under the\nElectricity Industry Act 2004 including determinations relating to the conduct of\nmarket participants in the Wholesale Electricity Market.\nFuture operating environment\nWA is experiencing a period of significant change as global trends in\ndecarbonisation, technology, geopolitics and trade\n  Source: `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl`\n\n### Energy Arbitration and Review Act 1998\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Energy+Arbitration+and+Review+Act+1998\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl`\n\n**Evidence contexts**:\n- r for Energy and Decarbonisation;\nManufacturing; Skills and TAFE; Pilbara\n\n[page 4]\nBoards and committees\nThe agency provides administrative support to the Western Australian Energy\nDisputes Arbitrator, an independent statutory authority established under the Energy\nArbitration and Review Act 1998. The Arbitrator is responsible for resolving disputes\nrelated to access to regulated electricity and gas infrastructure, and provides\nfinancial management and administrative support to the Western Australian\nElectricity Review Board.\nThe board hears appeals a\n  Source: `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl`\n\n### Energy Coordination Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Energy+Coordination+Act+1994\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl`\n\n**Evidence contexts**:\n- guiding the strategic\ndirection of the energy system so it is secure, affordable and increasingly renewable by\nintegrating new technologies, enabling infrastructure investment, and refining regulatory\nand market settings. The Coordinator of Energy, under the Energy Coordination Act\n1994, advises government, drives regulatory reform and ensures system reliability\nduring the transition.\nThe agency’s budget for 2025-26 is $490 million of which more than half is allocated to\nindustry investment through grants and subsidy programs for energy tran\n  Source: `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl`\n\n### Equal Opportunity Act 1984\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Equal+Opportunity+Act+1984\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- he Office of the Director of Equal\nand capability of the public sector; driving\nOpportunity in Public Employment resides in\nperformance excellence; and maintaining and\nthe Commission and administers Part IX of the\nadvocating for professionalism and integrity.\nEqual Opportunity Act 1984 (EO Act).\nOur job is to develop a future fit public sector\nThe Treasurer has determined that the Salaries\nfor the people of Western Australia. We do\nand Allowances Tribunal is an affiliated body\nthis by shaping, building and regulating the\nof the Commission i\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Freedom of Information Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Freedom+of+Information+Act+1992\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- delivered internal assurance, audit sector officers and chief executive officers\nand risk management services; and assisted the of government trading enterprises. It was\nCommission meet its requirements under the supported by a small team of Commission staff.\nFreedom of Information Act 1992.\nOrganisational Governance\nand Development\nThe division led and managed the Commission’s\ncorporate and executive services to enable and\nsupport the work of the other divisions; and was\nresponsible for strategy and governance for the\nCommission to sustain its\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Part IX of the Equal Opportunity Act 1984\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Part+IX+of+the+Equal+Opportunity+Act+1984\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- dministration and\nmanagement, and provides independent oversight to monitor and report to the Parliament and Ministers\non compliance with the Public Sector Management Act 1994, Corruption, Crime and Misconduct Act\n2003, Public Interest Disclosure Act 2003 and Part IX of the Equal Opportunity Act 1984.\nTarget Actual Variance Actual Actual\nKey efficiency indicator\n2024-25 2024 25 2023-24 2022-23\nAverage cost per hour addressing\n$115 $116 $1 $90 $114\nlegislative and policy development\nAverage cost per hour of performance\n$99 $104 $5 $94 $100\nand oversight ac\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Privacy and Responsible Information Customer Service Charter, and Feedback Sharing Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Privacy+and+Responsible+Information+Customer+Service+Charter%2C+and+Feedback+Sharing+Act+2024\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- tor agencies guide. on how to improve the workplace. A new internal\npolicy will be released in the next reporting period.\nInternal policy and procedure reviews Privacy and responsible information sharing\nand updates We progressed preparations for when the\nnew Privacy and Responsible Information\nCustomer Service Charter, and Feedback Sharing Act 2024 (PRIS Act) comes into effect\nand Compliance Procedures in July 2026. Activities included reviewing our\ncurrent information assets, developing an\nDeveloping and Managing External Policy\ninformation assets register and drafting policies\nInstruments Policy and P\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Restraining Orders Act 1997\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Restraining+Orders+Act+1997\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n**Evidence contexts**:\n- ent’s extensive legislative reform agenda continues to be progressed\nby the agency. Key reforms include legislation targeting the glorification of illegal and\ndangerous acts on social media, parole reform, establishing a Judicial Commission\nand reforms to the Restraining Orders Act 1997.\nMonitoring and responding to emerging demands under the Family Violence\nLegislation Reform Bill 2024, the agency supports the Government’s commitment to\nend family and domestic violence through legislative reform, victim survivor support\nservices, advocacy a\n  Source: `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n### Sentence Administration Act 2003\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Sentence+Administration+Act+2003\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n**Evidence contexts**:\n- ia MLA, Minister for Emergency Services; Corrective Services;\nDefence Industries; Veterans; Racing and Gaming.\n2\n\n[page 4]\nBoards and committees\nThe agency supports 3 justice related boards:\n• Prisoners Review Board of Western Australia: Established under the Sentence\nAdministration Act 2003 (WA), the board considers and determines whether a\nprisoner is suitable for release to parole.\n• Mental Impairment Review Tribunal: Established under the Criminal Law (Mental\nImpairment) Act 2023 (WA), the tribunal is concerned with people who have\nbeen found\n  Source: `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n### Western Australian Act 1979\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Western+Australian+Act+1979\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ered through the Jobs Board and Talent 6 Improve fairness in severance\nMarketplace, were also planned to be integrated payment calculations\nwith this work.\n7 Expand rights of appeal for affected\nSeparately, changes to the Industrial Relations employees to the Western Australian\nAct 1979 in November saw breaches of specified Industrial Relations Commission\npublic sector standard claims transferred to\n8 Amend the definition of continuous\nthe Western Australian Industrial Relations\nservice to only recognise service in\nCommission’s (WAIRC) gener\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Young Offenders Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Young+Offenders+Act+1994\n\n**Sources**:\n- `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n**Evidence contexts**:\n- Law (Mental\nImpairment) Act 2023 (WA), the tribunal is concerned with people who have\nbeen found unfit to stand trial and placed on a court ordered disposition at the\nconclusion of Special Proceedings.\n• Supervised Release Review Board: Established under the Young Offenders Act\n1994 (WA), the board determines the suitability of juvenile offenders for release\nfrom detention into the community on a Supervised Release Order and imposes\nthe conditions of that order.\nThe agency engages with the following committees and entities:\n• Aboriginal\n  Source: `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__18.html` (page)\n- `pages/announcements-index__19.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/inquiries-index.html` (page)\n- `pages/inquiries-index__07.html` (page)\n- `pages/inquiries-index__08.html` (page)\n- `pages/inquiries-index__09.html` (page)\n- `pages/inquiries-index__10.html` (page)\n- `pages/inquiries-index__11.html` (page)\n- `pages/leadership.html` (page)\n- `pages/ministers.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/reforms-index.html` (page)\n- `pages/reforms-index__12.html` (page)\n- `pages/reforms-index__13.html` (page)\n- `pages/reforms-index__14.html` (page)\n- `pages/reforms-index__15.html` (page)\n- `pages/reforms-index__16.html` (page)\n- `pages/reforms-index__17.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `pages/strategies-index__05.html` (page)\n- `pages/strategies-index__06.html` (page)\n- `pages/structure.html` (page)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/2025_public_sector_reform.pages.jsonl` (pdf_pages)\n- `other-pdfs/acr_executive_summary_department_of_energy_and_economic_diversification.pages.jsonl` (pdf_pages)\n- `other-pdfs/acr_executive_summary_department_of_justice.pages.jsonl` (pdf_pages)\n- `other-pdfs/building_leadership_impact.pages.jsonl` (pdf_pages)\n- `other-pdfs/Cook-20Labor-20Government.pages.jsonl` (pdf_pages)\n- `reviews/agency_capability_review_prospectus.pages.jsonl` (pdf_pages)\n- `strategies/strategicplan.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "We do this by shaping, building and regulating the public sector so it can tackle the public policy challenges of both today and tomorrow. [AR p. 9]",
    "purposes_source_page": 9,
    "how_we_deliver": "We foster positive leadership behaviours and mindsets, build our own capability, and set expectations on how we deliver our work – individually and as an agency. [AR p. 2]",
    "how_we_deliver_source_page": 2,
    "government_priorities": [
      {
        "text": "Priority 1: High impact leadership",
        "source_page": 21
      },
      {
        "text": "Priority 2: Effective workforce management",
        "source_page": 30
      },
      {
        "text": "Priority 3: Strong agency and individual capability",
        "source_page": 29
      },
      {
        "text": "Priority 4: Embedded integrity",
        "source_page": 24
      },
      {
        "text": "Priority 5: Trusted and capable Commission",
        "source_page": 50
      }
    ],
    "outcomes": [
      {
        "name": "Outcome: An efficient and effective public sector that operates with integrity",
        "description": "The Commission’s service delivery areas are: 1. public sector leadership 2. assistance and support 3. oversight and reporting.",
        "key_activities": [
          "develops and supports current and future leaders",
          "builds the capacity of the public sector workforce"
        ],
        "source_page": 114
      }
    ],
    "values": [
      "integrity",
      "capability",
      "leadership",
      "diversity and inclusion"
    ],
    "values_framework_name": null,
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "Average cost per leadership development program, product or training hour",
        "target": "$119",
        "source_page": 116
      },
      {
        "code": "CCE02",
        "measure": "Average cost per workforce development program, product or training hour",
        "target": "$131",
        "source_page": 116
      },
      {
        "code": "CCE03",
        "measure": "Average cost per hour of assistance and support provided",
        "target": "$106",
        "source_page": 116
      },
      {
        "code": "CCE04",
        "measure": "Average cost per public administration, standards and integrity program, product or training hour",
        "target": "$158",
        "source_page": 116
      },
      {
        "code": "CCE05",
        "measure": "Average cost per hour addressing legislative and policy development",
        "target": "$115",
        "source_page": 117
      },
      {
        "code": "CCE06",
        "measure": "Average cost per hour of performance and oversight activity",
        "target": "$99",
        "source_page": 117
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
        "measure": "Average cost per leadership development program, product or training hour",
        "result": "$130",
        "status": "Achieved",
        "source_page": 116
      },
      {
        "code": "CCE02",
        "measure": "Average cost per workforce development program, product or training hour",
        "result": "$129",
        "status": "Achieved",
        "source_page": 116
      },
      {
        "code": "CCE03",
        "measure": "Average cost per hour of assistance and support provided",
        "result": "$129",
        "status": "Achieved",
        "source_page": 116
      },
      {
        "code": "CCE04",
        "measure": "Average cost per public administration, standards and integrity program, product or training hour",
        "result": "$121",
        "status": "Achieved",
        "source_page": 116
      },
      {
        "code": "CCE05",
        "measure": "Average cost per hour addressing legislative and policy development",
        "result": "$116",
        "status": "Achieved",
        "source_page": 117
      },
      {
        "code": "CCE06",
        "measure": "Average cost per hour of performance and oversight activity",
        "result": "$104",
        "status": "Achieved",
        "source_page": 117
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Staff Productivity",
      "scale": "small",
      "title": "Reusable briefing and summary assistant for internal documents",
      "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.",
      "quote": "[Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and inclusion events\nCommission through to the Commission recognised by Commission staff\nthe Public Sector from the McCusker\nVacation Program Centre for Citizenship \nHarmony Week\nfor Aboriginal and program\nTorres Strait Islander\nuniversity students\n\nNAIDOC Week\n National\nReconciliation Week\n1  4 \n\nstaff member graduates Lunar New Year\nappointed as the rotated through\nCommission’s Women different work areas\nInternational Day",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Staff Productivity",
      "scale": "large",
      "title": "Department-wide knowledge and briefing platform",
      "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.",
      "quote": "[Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and inclusion events\nCommission through to the Commission recognised by Commission staff\nthe Public Sector from the McCusker\nVacation Program Centre for Citizenship \nHarmony Week\nfor Aboriginal and program\nTorres Strait Islander\nuniversity students\n\nNAIDOC Week\n National\nReconciliation Week\n1  4 \n\nstaff member graduates Lunar New Year\nappointed as the rotated through\nCommission’s Women different work areas\nInternational Day",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "[Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and inclusion events\nCommission through to the Commission recognised by Commission staff\nthe Public Sector from the McCusker\nVacation Program Centre for Citizenship \nHarmony Week\nfor Aboriginal and program\nTorres Strait Islander\nuniversity students\n\nNAIDOC Week\n National\nReconciliation Week\n1  4 \n\nstaff member graduates Lunar New Year\nappointed as the rotated through\nCommission’s Women different work areas\nInternational Day",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "[Page 11]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nIn the Commission\n152 staff\n88.9 9.2 2.6\n% % %\ntarget 50% target 5.8% target 5%\nWomen in the SES Youth staff Staff with disability\n19.1 6.6\n% %\ntarget 15.5% target 3.7%\nCulturally and linguistically Aboriginal and Torres Strait\ndiverse staff Islander staff\n4  2  6\nstudents joined the interns contributed diversity and inclusion events\nCommission through to the Commission recognised by Commission staff\nthe Public Sector from the McCusker\nVacation Program Centre for Citizenship \nHarmony Week\nfor Aboriginal and program\nTorres Strait Islander\nuniversity students\n\nNAIDOC Week\n National\nReconciliation Week\n1  4 \n\nstaff member graduates Lunar New Year\nappointed as the rotated through\nCommission’s Women different work areas\nInternational Day",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "[Page 59]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nAudit and Risk Committee In December a revised terms of reference for\nThe Audit and Risk Committee provides the committee (required to be updated every\nindependent advice to the Commissioner on 2 years) was endorsed by Corporate Executive.\nthe effectiveness of the Commission’s system\nJoint Consultative Committee\nof risk oversight, management, governance\nThe Joint Consultative Committee met\nframeworks and external accountability\n3 times over the reporting period as a forum\nobligations.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "[Page 59]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nAudit and Risk Committee In December a revised terms of reference for\nThe Audit and Risk Committee provides the committee (required to be updated every\nindependent advice to the Commissioner on 2 years) was endorsed by Corporate Executive.\nthe effectiveness of the Commission’s system\nJoint Consultative Committee\nof risk oversight, management, governance\nThe Joint Consultative Committee met\nframeworks and external accountability\n3 times over the reporting period as a forum\nobligations.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "[Page 15]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOur structure\nAt 30 June 2025\nPublic Sector Commissioner\nSalaries and\nCommission\nAllowances\nSupport\nTribunal\nHuman\nResources Legal\nCapability\nAgency Organisational Strategic\nData Analytics Integrity Strategy and Workforce Policy\nCapability and Governance and Leadership and\nand Technology and Risk Communications and Diversity\nImprovement Development Talent\nAgency Integrity\nData Analytics Corporate Leadership Public Sector Policy and\nCapability Promotion\nand Reporting Services Services Learning Unit Workforce\nReview and Review\nProgram Referrals,\nExecutive Leadership Strategic Workforce Policy\nManagement Data Reform Notifications and\nServices and Talent Communications and Practice\nand Improvement Assessments\nRisk, Assurance Workforce\nStrategic ICT Sector Strategy",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "[Page 15]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nOur structure\nAt 30 June 2025\nPublic Sector Commissioner\nSalaries and\nCommission\nAllowances\nSupport\nTribunal\nHuman\nResources Legal\nCapability\nAgency Organisational Strategic\nData Analytics Integrity Strategy and Workforce Policy\nCapability and Governance and Leadership and\nand Technology and Risk Communications and Diversity\nImprovement Development Talent\nAgency Integrity\nData Analytics Corporate Leadership Public Sector Policy and\nCapability Promotion\nand Reporting Services Services Learning Unit Workforce\nReview and Review\nProgram Referrals,\nExecutive Leadership Strategic Workforce Policy\nManagement Data Reform Notifications and\nServices and Talent Communications and Practice\nand Improvement Assessments\nRisk, Assurance Workforce\nStrategic ICT Sector Strategy",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Citizen Services",
      "scale": "small",
      "title": "Plain-language service pages and proactive status updates",
      "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.",
      "quote": "[Page 84]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 2.1 (b): Employee related provisions\n2025 2024\n$000 $000\nCurrent\nEmployee benefits provisions\nAnnual leave 1,766 1,821\nLong service leave 2,211 2,191\nDeferred salary scheme - 68\n3,977 4,080\nOther provisions\nEmployment on-costs 25 24\nTotal current employee related provisions 4,002 4,104\nNon-current\nEmployee benefits provisions\nLong service leave 708 532\nOther provisions\nEmployment on-costs 3 2\nTotal non-current employee related provisions 711 534\nTotal employee related provisions 4,713 4,638\nProvision is made for benefits accruing to employees in respect of annual leave and long service\nleave for services rendered up to the reporting date and recorded as an expense during the period\nthe services are delivered.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
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      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Citizen Services",
      "scale": "large",
      "title": "Single front door for life-event based services",
      "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.",
      "quote": "[Page 84]\nReport Other legal and Financial Key performance\nIntroduction\non operations policy requirements statements indicators\nNote 2.1 (b): Employee related provisions\n2025 2024\n$000 $000\nCurrent\nEmployee benefits provisions\nAnnual leave 1,766 1,821\nLong service leave 2,211 2,191\nDeferred salary scheme - 68\n3,977 4,080\nOther provisions\nEmployment on-costs 25 24\nTotal current employee related provisions 4,002 4,104\nNon-current\nEmployee benefits provisions\nLong service leave 708 532\nOther provisions\nEmployment on-costs 3 2\nTotal non-current employee related provisions 711 534\nTotal employee related provisions 4,713 4,638\nProvision is made for benefits accruing to employees in respect of annual leave and long service\nleave for services rendered up to the reporting date and recorded as an expense during the period\nthe services are delivered.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
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      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Procurement & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "[Page 119]\nPriority: A better way to build\nName Previous name Responsibilities Responsibilities\nmoved elsewhere added\nDepartment of Department of Transport None Office of Major\nTransport and Infrastructure Delivery\nMajor Infrastructure established with:\n• Office of Major\nTransport Infrastructure\nDelivery\n• Major Projects\n• Office of Major Health\nInfrastructure Delivery\n• Westport\n• METRONET\nDepartment of Health No change Office of Major Health None\nInfrastructure Delivery\nDepartment of Department of Finance State Revenue Housing Authority\nHousing and Works\nProcurement policy Social housing works and\ntenancy management\nMajor Projects\nGovernment Regional\nOfficer Housing\nDepartment of No change Housing Authority None\nCommunities\nSocial housing\nworks and tenancy\nmanagement\nGovernment Regional\nOfficer Housing\nDepartment of Treasury Department None State Revenue\nand Finance of Treasury",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-WA-050",
      "entity_name": "Public Sector Commission",
      "folder_name": "Public-Sector-Commission",
      "category": "Procurement & Delivery",
      "scale": "large",
      "title": "Portfolio delivery office for major investments",
      "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "[Page 119]\nPriority: A better way to build\nName Previous name Responsibilities Responsibilities\nmoved elsewhere added\nDepartment of Department of Transport None Office of Major\nTransport and Infrastructure Delivery\nMajor Infrastructure established with:\n• Office of Major\nTransport Infrastructure\nDelivery\n• Major Projects\n• Office of Major Health\nInfrastructure Delivery\n• Westport\n• METRONET\nDepartment of Health No change Office of Major Health None\nInfrastructure Delivery\nDepartment of Department of Finance State Revenue Housing Authority\nHousing and Works\nProcurement policy Social housing works and\ntenancy management\nMajor Projects\nGovernment Regional\nOfficer Housing\nDepartment of No change Housing Authority None\nCommunities\nSocial housing\nworks and tenancy\nmanagement\nGovernment Regional\nOfficer Housing\nDepartment of Treasury Department None State Revenue\nand Finance of Treasury",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "annual-reports/2024-25.pdf (https://www.wa.gov.au/system/files/2025-09/public_sector_commission_annual_report_2024-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    }
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