PUBLIC SECTOR COMMISSIONPUBLIC SECTOR ENTITY SURVEY 2017

CHIEF EXECUTIVE CERTIFICATION

To the best of my knowledge, this survey accurately reflects our activities over the nine-month period between 1 July 2016 and 31 March 2017 (unless otherwise stated).

I recognise that our responses may be audited by the Commission. We have kept copies of any evidence used to complete the survey.

Name of entity:........................................................................................................................................................

Name of chief executive:.........................................................................................................................................

Signature:............................................................

Date: ...................................................................

1. Integrity and conduct

Part A – Code of conduct

A1. When are your staff required to read and sign a declaration of commitment to your code of conduct? (select all that apply)

1 Pre-employment/induction2 Promotion/transfer/acting/new contract3 Performance meetings/discussions with managers4 Breaches of ethical codes5 New/updated code of conduct6 Regularly (e.g. annually, bi-monthly, quarterly)7 Ad hoc/infrequently 8 Never

A2. Does your Accountable and ethical decision making (AEDM) training curriculum align with the themes of your code of conduct?

1 Yes2 No 3 One or both currently under review (not completed)4 Not applicable – no code of conduct or AEDM training

A3. When did you last complete a formal review of your code of conduct?

1 In 2016/172 In 2015/163 More than two years ago4 Currently under review (not completed)5 Not applicable – no code of conduct

- 1 -

Part B – Values, leadership and culture

B1. Have you established a distinct set of corporate values in addition to any code of conduct?

1 Yes 2 No (skip to B4)3 Currently being developed (skip to B4)4 Not applicable – contained within code of conduct (skip to B4)

B2. What are your corporate values in brief?____________________(limit characters)_______________

B3. Do you currently assess alignment of a candidate’s personal values with your corporate values during the recruitment and selection process?

1 Yes2 No

B4. Are integrity and conduct-related matters a standing item on your corporate executive agenda?

1 Yes2 No

B5. Is building public trust in the conduct and ethical decision making capacity of the public sector part of your CEO’s performance agreement?

1 Yes (specify any measures)_________(limit characters)____________2 No

B6. Are integrity and conduct-related matters discussed as part of your formal performance management process between the CEO and the entity’s Tier 2 employees?

1 Yes2 No

B7. Where does oversight of your integrity and conduct-related matters lie?

1 With the chief executive2 With the conduct and standards branch (or equivalent)3 With the Chief human resource officer/HR manager4 Other (please specify)_____________________________________________________

Part C – Other tools to guide behaviour

C1. How many public sector employees did you have at 31 March 2017 (on a headcount basis)?

- 2 -

___________________________

C2. How many of these employees (headcount) have participated in AEDM training in the last five years?(please count employees only once even if they have participated several times)

…………………………………… Information not available

C3. Which of the following employment checks do you use for positions of trust? (for further information, please refer to https://publicsector.wa.gov.au/sites/default/files/documents/more_than_a_matter_of_trust.pdf) (select all that apply)

1 Integrity and conduct checks through your own information management system (i.e. whether candidates have previously been dismissed or resigned prior to likely dismissal from your entity for misconduct)

2 Integrity and conduct checks through applicant referees/previous managers (i.e. whether candidates have previously been dismissed or resigned prior to likely dismissal from other entities for misconduct)

3 Police clearances/conviction history/working with children check4 Drug tests5 Qualifications/professional membership confirmation6 Financial services check (e.g. banned and disqualified persons)7 100-point identification checks8 Not applicable

- 3 -

Part D – Reporting behaviour

D1. How do you advise contractors, clients and suppliers about how to report unethical behaviour?(select all that apply)

1 Induction2 Feedback surveys/interviews3 Posters/noticeboards in public areas4 External facing website (internet)5 Contracts/tenders/service agreements6 Ad hoc/word of mouth7 Other (please specify)__________________________________________________

D2. Are most reports of unethical behaviour by your staff investigated by your own employees?

1 Yes (specify why and how internal investigators are chosen) ______________2 No – most are investigated by external parties (including previous employees)3 Not applicable – you have not received any allegations recently (skip to Part E)

D3. In investigating the most recent report of suspected misconduct, at what stage did you first notify the Public Sector Commission or Corruption and Crime Commission?

1 Prior to investigation and as soon as the report was made2 Prior to investigation and during or after a preliminary assessment of the report3 Prior to decision and during or after investigation4 After decision and investigation5 No notification was made6 Other (please specify)__________________________________________________7 Not applicable – you have not investigated any misconduct reports recently

D4. How do you ensure employees who report unethical behaviour are treated appropriately afterwards?(select all that apply)

1 Reporting employees are advised of counselling/assistance services2 Reporting employees are surveyed/interviewed several months after the process has ended3 Any changes in the position/classification/contract of reporting employees are tracked4 Any changes in the use of leave entitlements of reporting employees are tracked5 Other (please specify)__________________________________________________6 Not applicable – there is no follow up on reporting employees

Part E – Public interest disclosures (PID)

E1. How often do you actively remind staff about reporting public interest information? (e.g. staff emails, information sessions, newsletters, case studies)

- 4 -

1 Monthly/quarterly2 Biannually3 Annually4 Ad hoc/infrequently5 Never

E2. Do you have the following requirements in place?(select all that apply)

1 At least one PID officer assigned to receive disclosures2 Published procedures on how you manage any public interest disclosures

E3. What are the two main ways of selecting PID officers? (select TWO only)

1 Self-nomination2 Nomination by managers3 The chief executive or delegate selects from staff working in high risk line areas

(e.g. access to public facilities, equipment or supplies) 4 The chief executive or delegate selects from staff with particular knowledge, skills and

qualifications (e.g. investigator or auditor training)

5 The chief executive or delegate selects from staff working in positions of trust (e.g. chief finance officers, legal counsel)

6 The chief executive or delegate selects from staff reporting directly to the chief executive and/or governing body

7 Random selection from all employees8 Other (please specify)______________________________________________________9 Not applicable – no PID officer has been selected

- 5 -

E4. a. How many disclosures were received between

1 July 2016 and 31 March 2017? (If none, put 0)

b. How many were assessed as appropriate under the PID Act?

c. For those NOT appropriate, please tell us why that decision was made?

____ ____ ____

NOTE: For all appropriate disclosures under the PID Act, please download this form:

http://surveys.publicsector.wa.gov.au/Documents/PID_Register.xlsm

Complete one for each disclosure and send to confidential.pids@psc.wa.gov.au by 16 June 2017.

Information entered into this form is password protected.

E5. Between 1 July 2016 and 31 March 2017, did you receive any allegations of non-compliance with:

PID Act PID officers’ code of conduct and integrity?

1 Yes to one or both (please specify)___________________________________________2 No to both

E6. The Commission has the following record of your PID officers. Please advise changes only to survey@psc.wa.gov.au.

___________________________________________________________________________________

- 6 -

Part F – Discipline breaches

F1. Did you discontinue any disciplinary processes for your staff between 1 July 2016 and 31 March 2017? (if an employee resigned to avoid a disciplinary process, note that here)

1 Yes (specify how many and why discontinued) ______________________________2 No

F2. Did you complete any discipline processes for your staff in between 1 July 2016 and 31 March 2017?

1 Yes (specify how many in total)____________________________________________2 No (skip to Section 2)

F3. What was the average length of time taken to complete discipline processes?

1 Information not available2 Within 3 months3 Between 3 and 6 months4 Between 6 and 12 months5 More than 12 months

F4. Did you find any breaches?(select all that apply)

1 Yes – breaches of your code of conduct/Code of Ethics(please specify number or leave blank if not available)___________________

2 Yes – other types of breaches (please specify number or leave blank if not available)___________________

3 No (skip to Section 2)4 Information not available (skip to Section 2)

- 7 -

F5. What types of unethical conduct were considered?(count processes in each relevant category – one process may have more than one category)

1 Not applicable – your discipline processes were not related to unethical conduct2 Information not available

Type of unethical conduct i. Number of processes

ii. Number of processes with breach found

a. Offensive or inappropriate personal behaviour (e.g. threatening or abusive language/conduct) ____ ____

b. Repeated unreasonable or inappropriate behaviour directed towards a worker, or group of workers, that creates a risk to health and safety (e.g. bullying)

____ ____

c. Failure to manage conflict of interest (public role vs personal interests) ____ ____

d. Inappropriate acceptance/provision of gift/benefit ____ ____

e. Corrupt behaviour (e.g. misusing position for benefit for self/detriment to others) ____ ____

f. Misuse of computer/internet/email (e.g. illegal content) ____ ____

g. Discrimination, harassment. Sexual assault or other discriminatory/indecent behaviour ____ ____

h. Illicit drug use/alcohol intoxication ____ ____

i. Inappropriate physical behaviour (e.g. assault) ____ ____

j. Inappropriate access/use/disclosure of information ____ ____

k. Workplace bribes/theft (e.g. cash/workplace equipment) ____ ____

l. Misuse of public resources (e.g. vehicles, credit card) ____ ____

m. Fraudulent behaviour/falsification of information/records ____ ____

n. Neglect of duty (e.g. careless or negligent behaviour in performance of duties) ____ ____

o. Criminal behaviour outside work ____ ____

p. Unauthorised secondary employment outside work ____ ____

q. Disobeying or disregarding a direction or lawful order ____ ____

r. Failing to act with integrity (e.g. intentionally failing to perform or acting in a dishonest way) ____ ____

s. Others (please specify) ___________________________ ____ ____

- 8 -

F6. What were the outcomes for any breaches found? (count outcomes in each relevant category)

1 Not applicable – no breaches were found2 Information not available

Type of outcome Number

a. No sanction(e.g. due to resignation/abandonment of employment) ____

b. Training, counselling or improvement action(e.g. reprimands, performance management, formal warnings/notices) ____

c. Termination(e.g. no renewal of contract) ____

d. Other(e.g. transfer, reduction in classification, change of duties, reduction in salary/fine) ____

- 9 -

2. Workforce management

G1. How many breach of public sector standard claims did you resolve (and not refer to the Commission) between 1 July 2016 and 31 March 2017? (enter 0 if none)

i. Number of breach claims

ii. Information not available

a. Employment ____ 1

b. Grievance resolution ____ 1

c. Performance management ____ 1

d. Redeployment ____ 1

e. Termination ____ 1

G2. How many employees had a documented performance meeting/discussion with their line manager in between 1 July 2016 and 31 March 2017?

0–19% 20–39% 40–59% 60–79% 80–100% Information not available

Estimated percentage of employees 1 2 3 4 5 6

G3. How many employees are/were subject to a substandard performance process that started between 1 July 2016 and 31 March 2017?

i. Number of staff ii. Information not available

____ 1

G4. How many grievance cases did you formally address and complete between 1 July 2016 and 31 March 2017?

…………………………………… 1 Information not available

- 10 -

G5. What types of grievances were addressed and completed? (select all that apply)

1 Not applicable – none completed2 Information not available3 Disagreement with decisions 4 Disagreement with policies/procedures5 Unfair treatment6 Disagreement with performance feedback/assessment7 Inability to access leave or other conditions of employment8 Disagreement with recruitment processes and actions9 Interpersonal conflict10 Bullying11 Discrimination12 Other inappropriate personal behaviour in the workplace 13 Disagreement with workplace change (e.g. changes in duties)14 Others (please specify)_______________________________________________

G6. Do you have a talent identification/management strategy?

1 Yes – it is a formal, documented strategy2 Yes – but it is not formalised or documented3 No (skip to A8)

G7. What are the two main purposes of your talent identification/management strategy in terms of end goals? (select TWO only)

1 Identifying high potential/high performing employees2 Developing high potential/high performing employees3 Retaining high potential/high performing employees4 Building leadership ‘bench strength’5 Building capability for critical roles

G8. How are employees selected to be part of leadership development programs?

___________________________________________________________________________

___________________________________________________________________________

- 11 -

G9. Do you run a formal graduate program?

1 Yes2 No (skip to section 3)

G10. How many people were part of your last graduate program intake?_____________________

G11. How long does/did the graduate program run for (in months)?_________________________

G12. What broad disciplines did the participants study at university?______________________

G13. How many graduates have you retained from the last intake?_________________________

- 12 -

3. Diversity and inclusion

H1. Which of the following plans do you have and in what year were they last updated?(select all that apply)

1 Integrated workforce and diversity plan, last updated________________________________2 Stand-alone equal employment opportunity management plan, last updated______________3 Stand-alone workforce plan, last updated_________________________________________4 Not applicable – we do not have any workforce plans

H2. Have you set and achieved documented targets to increase workforce representation of the following diversity groups?

No, not set Yes, set but not achieved

Yes, set and achieved

a. Women 1 2 3

b. People from culturally and linguistically diverse backgrounds

1 2 3

c. Aboriginal Australians 1 2 3

d. People with disability 1 2 3

e. People aged 24 years and under (youth) 1 2 3

f. People aged 45 years and over (mature) 1 2 3

H3. What has impacted on setting or achieving diversity targets?(select all that apply)

1 We get few or no job applications from people from diverse backgrounds2 Our recruitment practices are not well suited to recruiting people from diverse backgrounds3 Our selection criteria and job descriptions are too complex for people from diverse

backgrounds4 Unconscious bias and the role it plays in recruitment is not well understood in our

organisation 5 The benefits of having a diverse and representative workforce is not well understood in our

organisation6 We did not advertise many jobs over the last 12 months7 All diversity groups are already well represented in our organisation8 Other (please specify)____________________________________________

- 13 -

H4. Do you use these strategies to contribute to the employment of Aboriginal Australians?

Yes–fully Yes–partially

Being developed

No

a. Our organisation’s Aboriginal employment approach is informed by Attract, appoint and advance: An employment strategy for Aboriginal people

1 2 3 4

b. We encourage Aboriginal employees to disclose their diversity status during workforce data collection

1 2 3 4

c. We include cultural awareness training/information in all training materials or programs

1 2 3 4

d. We promote flexible work practices to assist Aboriginal employees to balance work and cultural issues

1 2 3 4

e. We have implemented culturally appropriate recruitment and selection practices, including proactive approaches to seeking Aboriginal applicants

1 2 3 4

f. We have strategies in place to provide leadership, development and advancement opportunities for Aboriginal employees

1 2 3 4

g. We have peer support networks, partnerships and/or programs in place for Aboriginal employees

1 2 3 4

h. Others (please specify)______________ 1 2 3 4

The Director of Equal Opportunity in Public Employment and the Public Sector Commission are assisting the Regional Services Reform Unit (Department of Regional Development) in its efforts to increase employment of local Aboriginal people in the public sector in regional and remote WA. For more information about the Regional Services Reform Unit’s work, contact regionalservicesreform@drd.wa.gov.au.

H5. Are you aware of the Resilient Families, Strong Communities: A roadmap for regional and remote Aboriginal communities reform project?

1 Yes

2 No

H6. Are you aware of the Aboriginal Regional Employment Package that commits to employing more local Aboriginal people in the public sector?

1 Yes

2 No (skip to question A9)

- 14 -

H7. Have you considered the Aboriginal Regional Employment Package’s region-specific Aboriginal employment targets in your workforce planning efforts?

1 Yes

2 No (skip to A9)3 Does not apply to us (skip to A9)

H8. Are you currently implementing strategies to achieve these targets in 2017/18?

1 Yes

2 No

H9. Do you use these strategies to contribute to the employment of people with disability?

Yes–fully

Yes–partially

Being developed

No

a. Our organisation’s disability employment approach is informed by See my abilities: An employment strategy for people with disability

1 2 3 4

b. We encourage employees with disability to disclose their diversity status during workforce data collection 1 2 3 4

c. We include disability diversity and inclusion content in all training materials or programs 1 2 3 4

d. We practise flexible and innovative approaches in recruiting and employing people with disability (e.g. accessible formats)

1 2 3 4

e. We provide information about working with our organisation in a variety of accessible formats (e.g. recruitment packages)

1 2 3 4

f. Our managers are educated about support options available for employees with disability (e.g. work modifications)

1 2 3 4

g. Our ‘Disability access and inclusion plan’ provides an overview of inclusive employment strategies 1 2 3 4

h. We have strategies in place to provide leadership, development and advancement opportunities for employees with disability

1 2 3 4

i. We encourage employees with disability to participate in mentoring programs or other formal support networks 1 2 3 4

j. Others (please specify)…………………………………… 1 2 3 4

- 15 -

H10. Which of the following strategies have you used to reduce the effects of unconscious bias in human resource practices?(select all that apply)

1 Ensuring selection criteria, JDFs and other recruitment documentation are non-discriminatory

2 Ensuring human resource processes are equitable

3 Developing human resource policies that consider diversity and inclusion

4 Ensuring selection panels are diverse (e.g. different genders, ages and cultural backgrounds are represented)

5 Ensuring senior leaders, who are aware of the role unconscious bias plays in the workplace, have oversight of human resource decisions

6 Recruitment panels are trained in reducing unconscious bias

7 All staff are made aware of the role unconscious bias plays in workplace

8 All staff receive diversity and awareness training, which includes advice on unconscious bias

9 Other (please specify)_______________________________________________________

H11. Please briefly describe your experiences in achieving gender equality at all classification levels.

_____________________________________________________________________________________

H12. Are your employees able to identify as a gender other than male or female in providing their diversity status to you?

1 Yes

2 No

H13. Do you have policies and/or strategies to build LGBTI (Lesbian, gay, bisexual, transgender and intersex) inclusion, visibility and equality?

1 Yes (please specify)_________________________________________________________

2 No

Comment box – please provide any additional comments you would like to make about this survey.…………………………………………………………………………………………………………………………….

Thank you for completing this survey

- 16 -