{ "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_global_initiatives_structured": false, "n_global_initiatives": 0, "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": "" }, "global_initiatives": 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" ] }, { "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" ] }, { "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 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