Progress

State of the NSW Public Sector Report 2017

This year’s State of the NSW Public Sector Report tells a story of continued and significant progress in key aspects of the transformation of workforce management across the sector. The challenge now is to  keep building on this progress to ensure that the people of NSW have the best possible public sector supporting their lives.

At a glance

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Who we are and where we are

  • At a glance, data collected by the PSC provides insight into long term changes across the public sector workforce. There has been a small decline in the overall size of the NSW public sector, reflecting the privatisation of electricity companies and the transition of ageing and disability services from the public sector, and the reduction in headcount in some occupations, and a decrease in employee expenditure as a percentage of total government expenditure. However, the number of teachers, nurses and police continues to climb. The gender pay gap has decreased to $252 annually.

    Read more in Chapter One

  • The full benefit of reforms to the way the public sector recruits and promotes its workforce is yet to emerge; and the process remains compliance-focused. However, employees and agencies are actively engaging in performance management.

    Read more in Chapter Two

  • Workforce culture is changing, as measured by employee engagement, embedding our values in processes to induct new employees, and a steady decline in reports of employees experiencing bullying.

    Read more in Chapter Three

  • Structural reform of the Public Service leadership is now complete, and executive arrangements in the Health and Transport services and Police Force were harmonised by 31 October. However, the fundamental changes to executive structures and the resulting influx of people with different perspectives has not yet made an impact on employee perceptions.

    Read more in Chapter Four

  • There is good progress towards targets to raise the representation of Aboriginal and Torres Strait Islander people across all salary bands, and towards the Premier’s Priority to drive diversity in government sector leadership. Significantly less positive is the sector’s performance in respect of people with a disability.

    Read more in Chapter Five

  • Flexible working and strategic workforce planning provide the ability for agencies to adapt their business models to improve service delivery and citizen outcomes, and respond effectively to a changing workforce and technological requirements.

    Read more in Chapter Six

  • Last year’s report noted that the sector was becoming better at collaboration and customer service, while change management and data acumen were underdeveloped. This year, sector leaders report that as maturity grows in all of these areas, so too does the appreciation of how much more there is to learn; the capability required becomes both broader and deeper.

    Read more in Chapter Seven

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