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Disclosures and legal compliance

Good governance

Integrity Strategy for WA Public Authorities 2020–2023

To meet the Public Sector Commission’s requirement to implement the Integrity Strategy for WA Public Authorities 2020–2023, Corporate Executive and managers reflected on the office’s policies, procedures and processes. Integrity is one of the Commissioner’s eight values, which are Respect, Honesty, Inclusivity, Creativity, Positivity, Determination, Independence and Integrity.

Integrity and conduct are standing items at all Corporate Executive, leadership and staff meeting agendas. 

Integrity and the Code of Conduct form part of the induction process.

Internal Audit Committee

In responding to the Public Sector Commission’s key actions of promoting integrity and helping prevent misconduct and corruption, the Commissioner has an Internal Audit Committee. In 2023 a new Internal Audit Committee Chair was onboarded, and the Internal Audit Charter and Audit plans will be updated in the 2023/24 year.

Risk management

A formal review of any identified corporate risks (for example, human resources, integrity and conduct, ICT governance including cyber security and child safety) is  incorporated into the monthly Corporate Executive meeting agenda and in all templates for project management. The Corporate Risk Register is reviewed by Corporate  Executive as a standing item on the agenda each quarter.

Financial management

A monthly financial management report is provided for endorsement at Corporate Executive meetings. The Financial Management Manual is reviewed and updated by  the Commissioner’s Chief Finance Officer to ensure currency with legislative and policy changes.

Policies and procedures

The Commissioner’s policies and procedures are reviewed, updated and new policies are added to the Corporate Governance Framework once endorsed by Corporate Executive.

Ministerial directives

Except under Section 26 of the Commissioner for Children and Young People Act 2006 (the Act), the Commissioner is not subject to direction by a Minister or any other person in the performance of her functions. 

There were no directions under Section 26 of the Act in 2022−23.

Other financial disclosures

Board and committee remuneration

The Commissioner does not have any State Boards or Committees as defined in the Premier’s Circular 2022/02 – State Government Boards and Committees.

Workers' compensation

There were zero workers' compensation claims in 2022–23, and zero work-related injuries. The Commissioner’s office complies with the Workers Compensation and  Injury Management Act 1981 and the Public Sector Commissioner’s Circular 2012/05 and would ensure that, should there be any work-related injuries, they would be  managed and reported in accordance with these requirements.

Other legal requirements


Section 175ZE of the Electoral Act 1907 requires public agencies to report details of expenditure to organisations providing services in relation to advertising, market research, polling, direct mail and media advertising. The agency has not incurred expenditure of this nature.

Credit cards

Staff in the office of the Commissioner for Children and Young People are allocated corporate purchasing (credit) cards where their functions demonstrate a need for  this facility.

During the 2022-23 financial year, there were three instances of personal use and the Chief Finance Officer was informed immediately they occurred. The nature of the expenditure was immaterial and characteristic of an honest mistake. A reimbursement was promptly made on each occasion and the total for the  three instances was $147.66.

Disability access and inclusion plan

The Commissioner’s Disability Access and Inclusion Plan (DAIP) 2022-2026 aims to demonstrate best practice and ensure that children and young people with disability have equitable access to facilities and services provided by this organisation. The Youth Disability Advocacy Network of WA (YDAN) have assisted in reviewing the  current plan. 

Recruitment templates have been updated to increase accessibility, and a program of updating corporate information and templates to AA standard (WACAG 2.0) was commenced in 2022/23 and will continue as a standard practice. All published documents meet the Accessible Word documents guidelines, and all of our publications  are available in alternative formats on request. 

Further, in accordance with our Plan, the Commissioner’s projects and policies consider and outline any specific requirements of children and young people with a  disability. Staff and contractors are made aware of our DAIP and supporting policies and strategies. 

Throughout the year, the Commissioner has paid particular attention to consultation strategies that consider the needs of children and young people with a disability and requirements to support their participation.

Compliance with Public Sector Standards and ethical codes

The Commissioner expects and is committed to high standards of monitoring and ensuring compliance with the Public Sector Standards, the Western Australian Public Sector Code of Ethics and the office Code of Conduct. The Corporate Executive leads and promotes these standards. 

The Commissioner’s policies, procedures and processes support the application of:

  • the WA Public Sector Code of Ethics
  • the WA Public Sector Standards in Human Resources Management
  • the Commissioner’s Code of Conduct and Management of Conflict of Interest Policy
  • ethical and accountable decision-making
  • a family-friendly workplace.

Throughout 2022–23, the Commissioner held regular staff meetings where any matters relevant to Public Sector Standards could be raised and discussed. Integrity and risk are standing agenda items in Corporate Executive Leadership and Staff meetings.

The Commissioner has established procedures to ensure compliance with s31(1) of the Public Sector Management Act 1994.

No Breach of Standard Claims was lodged in the current reporting period.

There have been no breaches of the Public Sector Code of Ethics or the Commissioner for Children and Young People Code of Conduct. Nor were there any public  interest disclosures regarding the activities of the Commissioner’s office.

Recordkeeping plan

The Recordkeeping Plan for the Commissioner’s office was approved by the State Records Commission in August 2019. Recordkeeping forms part of the induction process for new staff members and staff are regularly updated and reminded about their recordkeeping responsibilities by email. 

The corporate record keeping system was upgraded to maintain the integrity of records, including refresher training to all staff in June 2023. The Recordkeeping Plan is due to be updated and submitted to the State Records Office by May 2024.

Government policy requirements

WA Multicultural Policy Framework

The Commissioner supports an inclusive and harmonious society where everyone, especially children and young people, has a strong sense of belonging, can participate and contribute fully in all aspects of life, and can achieve their goals.

The Commissioner has a legislative requirement to give priority to, and have a special regard for, the interests and needs of Aboriginal and Torres Strait Islander  children and young people, and children and young people who are vulnerable or disadvantaged for any reason.

The Commissioner’s Multicultural Plan 2021-2026 outlines the commitment and actions of the office to ensure that all WA children and young people, including those  from culturally and linguistically diverse backgrounds, have the opportunity to participate equitably in every aspect of civic, social and economic environments. The  Commissioner’s own policies, projects, research and consultations each aim to be culturally responsive and inclusive.

The Multicultural Plan is aligned with the WA Multicultural Policy Framework and the three policy priority areas along with the Commissioner’s corresponding strategies  and actions for each, which include: 

Harmonious and inclusive communities:

  • Promote the benefits of cultural and linguistic diversity and celebrate the achievements of people from culturally and  linguistically diverse (CaLD) backgrounds.
  • Address racism and discrimination at both an individual and institutional/systemic level, including implementing the Policy Framework for Substantive Equality.
  • Develop workplace cultures that are welcoming and inclusive of all Western Australians.

Culturally responsive policies, programs and services: 

  • Provide language services to ensure language is not a barrier to equitable access to information and services, including complaints processes. 
  • Collect and analyse cultural and linguistic data to contribute to the identification of client needs, the development of policies and programs, and evaluation of outcomes.
  • Enable culturally diverse communities to have meaningful input into policies, programs and systems through co-design and planning, co-delivery and implementation,  and evaluation processes. 
  • Implement recruitment and selection processes that facilitate workforce diversity, and provide opportunities for the development of cultural competencies across the  workforce.

Economic, social, cultural, civic and political participation: 

  • Implement recruitment and career development processes that support employment and progression of staff from CaLD backgrounds. 
  • Achieve equitable representation of people from culturally and linguistically diverse backgrounds at all levels and in decision making. 
  • Identify, develop and promote initiatives that support the development of businesses and the entrepreneurial potential of Western Australia’s culturally and linguistically diverse community.
  • Identify, develop and implement initiatives that encourage social, cultural, civic and political participation by members of Western Australia’s culturally and linguistically  diverse community. 
  • Develop and strengthen global connections through partnerships with Western Australia’s culturally and linguistically diverse communities and businesses.
  • Implement recruitment and career development processes that support employment and progression of staff from CaLD backgrounds.
  • Achieve equitable representation of people from culturally and linguistically diverse backgrounds at all levels and in decision making.

This year, the Commissioner and her staff engaged in a Cultural Safety Workshop led by Marilyn Morgan from Kambarang Services. The workshop focussed on racism,  anti-racism strategies and mapping out future steps to advance the cause of anti-racism.

The Commissioner’s listening tours prioritised metropolitan schools with a significant population of culturally and linguistically diverse children and young people. These  tours aimed to actively engage with and understand the unique needs and perspectives of these communities.

Staff turnover, in the past year, has presented the Commissioner with an opportunity to adopt a more diverse workforce, intentionally including individuals with English as an additional language and Aboriginal staff members. Recognising the value of diverse perspectives and experiences, the Commissioner actively seeks to create a team that reflects the multicultural and indigenous communities they serve.

Substantive equality

Substantive equality aims to achieve equitable outcomes for all Western Australians as far as possible. The Commissioner represents and advocates on behalf of children and young people under the age of 18 years in WA. The Commissioner is required to have special regard for the needs of Aboriginal and Torres Strait Islander  children and young people, and other vulnerable children and young people. The work of the office supports substantive equality.


All work undertaken by the Commissioner is underpinned by the legislative requirement to have special regard for Aboriginal and Torres Strait Islander children and young people.

  • An Acknowledgement of Country is made in all speeches and meetings as well as in the banner of all Commissioner’s office related emails. 
  • In planning regional visits, the Commissioner respects cultural authority and requests permission from Elders to visit communities and engage with their young people. 
  • All submissions to the Corporate Executive are reviewed to consider and identify any implications for Aboriginal and Torres Strait Islander children and young people.
  • Any consultations conducted by, or on behalf of, the Commissioner for Children and Young People must include young Aboriginal people or their representatives where  appropriate.
  • All staff participated in an Aboriginal cultural awareness workshop held in May 2023 and completed the online Aboriginal and Torres Strait Islander cultural awareness  training which is mandatory for all public sector employees. 
  • The representation of Aboriginal people in the team has significantly increased and recruitment activities seek to continue this trend.

National Principles for Child Safe Organisations and Child Friendly Complaints Mechanisms

The Commissioner has comprehensive child safe strategies in place, including a structured approach to risk management to clearly identify, analyse, evaluate and implement mechanisms to eliminate or mitigate identified risks to the safety and wellbeing of children and young people in all work, consultations, advisory committees and in the community.

National Principle Six details the implementation of child friendly complaints processes. The Commissioner has readily accessible mechanisms for children and young  people and their families or advocates to provide feedback and to make complaints that meet the expectations of this principle. 

In 2022–23, feedback from children and young people was proactively sought in consultation activities. No complaints were made by children and young people or adults about the Commissioner’s projects, activities or office.

Occupational safety, health and injury management

Active and continuous improvement in safety management practices at the Commissioner’s office demonstrates dedication to this aspect of office life by the Commissioner and her staff. 

Occupational safety and health is a standing item on the monthly Corporate Executive meeting agenda, fortnightly leadership agenda, and on the monthly staff meeting agenda. This enables any staff member to raise concerns or requests.

All workstations have been provided with a sit-stand desk attachment.

Workplace assessments are undertaken by request of a staff member and recommendations are actioned in a timely manner.

There have been no critical incidents to report for the 2022–23 year.


Explore the 2022-23 Annual Report