Office of the Public Sector Standards Commissioner

Good Governance

Accountability Map

By operational element

Principle 1: Government and public sector relationship

The organisation's relationship with the government is clear.

Operational element Mandatory requirements Guidelines and Resources

1.1 A document defines responsibilities and accountabilities between the chief executive officer and the minister

  

1.2 Processes exist to manage communication and other interaction between ministers and other parliamentary representatives and the organisation

  

1.3 Communication and other interaction are recorded and monitored

  

Reporting

Return to top

Principle 2: Management and oversight

The organisation's management and oversight is accountable and has clearly defined responsibilities.

Operational element Mandatory requirements Guidelines and Resources

2.1 A document defines roles, responsibilities and accountability for all relevant levels of management (e.g. those involved in setting the organisation’s key strategic goals and outcomes and monitoring organisational performance)

2.2 Where boards and committees exist, the relationship between the parties must be clearly defined

  

2.3 A strategic plan outlines the organisation’s key strategic goals and outcomes and outputs

2.4 Operational plans and programmes of work exist that define critical success factors and outline how key strategic goals and outcomes will be accomplished at all levels of the organisation

2.5 A delegations framework defines authority levels

2.6 Performance measures are defined and monitored for the organisation’s strategic goals

Reporting

Return to top

Principle 3: Organisational structure

The organisation's structure serves its operations.

Operational element Mandatory requirements Guidelines and Resources

3.1 Policies ensure that the organisation’s structure serves its key strategic goals and outcomes
  • Public Sector Management Act 1994 (external website) Sections 7(b) to (f) (general principles of public administration and management), 8 (general principles of human resource management) and 29(1)(c) to (f) (functions of chief executive officers and chief employees)

3.2 Processes exist to manage structural change and the relationships between business units

3.3 Performance measures identify how well the structure delivers against strategic plans

Reporting

Return to top

Principle 4: Operations

The organisation plans its operations to achieve its goals.

Operational element Mandatory requirements Guidelines and Resources

4.1 Policies enable operations to deliver against the organisation’s key strategic goals and outcomes

    

4.2 The organisation’s operational plans and programmes of work support the organisation’s key strategic goals and outcomes and are regularly adjusted to changes in strategic and environmental imperatives

4.3 Infrastructure is in place to enable the organisation to implement its operational plans

  

4.4 A proper and adequate record is maintained of the performance of the organisation’s

operations as aligned with its key strategic goals and outcomes

  

4.5 Business process and outcome specific key performance indicators track the organisation’s performance against its strategic and operational plans

4.6 Performance evaluation and audits are conducted

Reporting

Return to top

Principle 5: Ethics and Integrity

Ethics and integrity are embedded in the organisation's values and operations.

Operational element Mandatory requirements Guidelines and Resources

5.1 The organisation’s values and code of conduct reflect the WA Code of Ethics and define the standards of official conduct and professional behaviour expected of all employees

5.2 The organisation’s ethics and integrity risks are identified and policies and operational processes address them (e.g. procurement, conflict of interest)

5.3 The people management frameworks define the response to non-ethical behaviours

5.4 Processes are in place to provide supervision and assistance and enable follow up of non-compliance (e.g. through public interest disclosure)

5.5 A structured process is in place to monitor official conduct and professional behaviour (e.g. compliance audit, performance management)

    

Reporting

Return to top

Principle 6: People

The organisation's leadership in people management contributes to individual and organisational achievements.

Operational element Mandatory requirements Guidelines and Resources

6.1 Policies enable the attraction, retention and management of people

6.2 Plans ensure that processes, decisions and actions are based on the principles of fairness, equity and diversity, and are consistent, transparent, impartial and open for review

6.3 People management frameworks cover the whole employment continuum

6.4 Structured procedures are in place to monitor adherence to human resource policies and processes

  

6.5 Feedback processes identify issues in people management practices

Reporting

Return to top

Principle 7: Finance

The organisation safeguards financial integrity and accountability

Operational element Mandatory requirements Guidelines and Resources

7.1 Finance policies define the key strategic goals and outcomes for which the organisation’s finances must be employed

7.2 A formal audit charter specifies roles and responsibilities, composition and structure of all audit functions

7.3 Processes ensure the proper recording of financial transactions consistent with applicable accounting standards

7.4 Financial operations contribute towards the organisation’s key strategic goals and outcomes and uphold the highest level of integrity

  

7.5 Structured procedures are in place to monitor and audit financial performance against budget and key strategic goals, both at executive level as well as by an independent audit committee

  

Reporting

Return to top

Principle 8: Communication

The organisation safeguards financial integrity and accountability

Operational element Mandatory requirements Guidelines and Resources

8.1 Communication policies ensure the organisation’s communication is open, accessible and responsive

 

8.2 Policies ensure information is disseminated through correct channels, in a timely manner and to the right target group

8.3 Processes ensure proactive, transparent and responsive internal and external communication

8.4 Processes assist in complying with legislation on record keeping, public interest disclosure and freedom of information, in safeguarding the confidentiality and integrity of information, and in preventing unauthorised, false or premature disclosure

Reporting

Return to top

Principle 9: Risk management

The organisation identifies and manages its risks.

Operational element Mandatory requirements Guidelines and Resources

9.1 Policies exist for the governance and management of material risks (e.g. reputational, financial or physical, including occupational safety and health)

9.2 The organisation’s risk exposure is evaluated and remediation plans are implemented

9.3 Preventive measures for key risk categories are in place

9.4 Procedures are in place to monitor incidents from the identified risk categories (data analysis)

Reporting

Return to top

Having trouble opening PDF documents?

To view a document in Adobe PDF format, you may first need to download a free copy of the Adobe Acrobat reader (external website).
Text size a A

Key resources


Disclaimer

OPSSC is providing the Good Governance Guide and the related Maturity Model free of charge to the WA public sector and the wider community. OPSSC, on behalf of the State of Western Australia, retains all intellectual property rights. OPSSC must be properly acknowledged whenever reference is made to the Good Governance Guide, the Maturity Model, other products of the Good Governance Guide or parts thereof. None of these products or parts thereof may be used for the purpose of generating profit for yourself, your organization or a third party.

Page last updated: September 29 2009