department of housing 2008-09 annual report€¦ · · 2011-11-254 department of housing 2008-09...

Department of Housing 2008-09 Annual Report

2 Department of Housing 2008-09 Annual Report

pRefAceThe Department of Housing and Works has been redesignated as the Department of Housing under section 35(1) Public Sector Management Act 1994, effective from 1 February 2009.

This annual report deals with the “works” functions (that is, the areas of public works construction, property management, maintenance and building industry development) for the financial year ending 30 June 2009.

Due to the Government’s Works Reform Program, responsibility for the “works” functions of the Department of Housing and Works were transferred to the Department of Treasury and Finance (DTF), effective from the 1 February 2009.

For comparability purposes full year Key Performance Indicator (KPI) - (target and actual results) and prior year results have been reported. The operations commentary is also provided for the full year in alignment with the KPI reporting.

All financial activity within the Department of Housing, for the financial year ending 30 June 2009, consists of 7 months for the “Works” functions transferred to DTF for the period ending 31 January 2009. All assets and liabilities reported as Department of Housing and Works have been transferred to the new business unit within DTF.

Note: The housing-related functions of the Department are detailed in separate annual reports put out by the

Housing Authority and the Country Housing Authority.

References to the Department of Housing or “Department” in the report to follow means:

the Works and Building Services 1. of the former Department of Housing and Works, from 1 July 2008 to 31 January 2009; or

the Building Management 2. and Works business unit of Department of Treasury and Finance, from 1 February 2009 to 30 June 2009.

Department of Housing 2008-09 Annual Report 3

ConTenTSoverview ............................................................... 4

Executive Summary .........................................................4

Operational Structure .......................................5Departmental Structure ................................................6

Responsible Minister .......................................................7

Legislation Administered ..............................................7

Performance Management Framework ..........8Government Goals ...........................................................8

Agency Performance .......................................... 9Audited Performance Indicators ............................9

Report on Operations ..................................................12

Significant Issues and Trends ......................... 15

Disclosures and Legal Compliance ........................16Auditor General’s Opinion ........................................16

Certification Statement: Performance Indicators ..........................................................18Financial Statements (including certification) .....................................................19Ministerial Directives ......................................52Audit ..................................................................52

Audit Committee ............................................................52

Internal Audit Function ...............................................52

Authorisation Framework .........................................52

Other Financial Disclosures ............................53Pricing Policies ..................................................................53

Major Capital Projects .................................................53

Employment and Industrial Relations ...............54

Staffing Levels .............................................................54

Recruitment and Staff Development ................54

Industrial Relations ...................................................55

Governance Disclosures ..................................55Disclosure of Pecuniary Interest ............................55

Other Legal Requirements ..............................55Advertising .........................................................................55

Disability Access and Inclusion Plan Outcomes ..........................................................................55

Compliance with Public Sector Standards and Ethical Codes .........................................................56

Recordkeeping Plans....................................................56

Government Policy Requirements .................57Corruption Prevention ................................................57

Substantive Equality .....................................................57

Occupational Safety, Health and Injury Management ...................................................................58

Statement of Compliance

FOR THE YEAR ENDED 30 JUNE 2009

To the Hon Troy Buswell MLA Minister for Housing and Works.

In accordance with Section 63 of the Financial Management Act 2006, I hereby submit for your information and presentation to Parliament, the Report of the Department of Housing for the financial year ending 30 June 2009.

The Report has been prepared in accordance with the provisions of the Financial Management Act 2006.

Grahame Searle Director General


oveRvIeWExecutive SummaryThe Western Australian State Government announced a significant reform for the Department of Housing and Works in late 2008. The two portfolios, Housing and Works, were separated into two distinct service delivery areas, effective as of 1 February 2009.

Works was transferred to the Department of Treasury and Finance as Building Management and Works, while the housing-related functions remained as the Housing Authority.

This is major step for the portfolio, and one that is expected to deliver positive results in years to come.

In the 2008-09 year, the Department delivered, managed and maintained non-residential buildings across Western Australia on behalf of the Minister for Housing and Works. This is a major contribution to the creation of sustainable communities and strong metropolitan and regional development opportunities for the benefit of all Western Australians.

These activities were undertaken against a backdrop of major fluctuations in industry activity and construction costs, and a highly dynamic commercial property market. These factors provided many challenges for the Department, especially in the area of budget control, and will continue to do so.

The program turnover of building works was $647million, compared to $562million in 2007-08.

The Department managed a maintenance and minor works program worth $236million, compared to $206million in 2007-08.

The Department administered 440 leases for government tenancies in 186 privately-owned buildings. Leased office space grew to a total of 369,821 square metres, an increase by approximately 5,000 square metres compared to last year.

The Industry Training Program reached its target of more than 150 apprentices in place across Western Australia at one time.

The Department continued to work closely with its key client agencies to improve its services to the satisfaction of those clients, and was compliant with the relevant Public Sector Standards and Ethical Codes.


operational StructureThe Department of Housing and Works has been redesignated as Department of Housing under section 35(1) Public Sector Management Act 1994, effective from 1 February 2009. The following works functions were transferred to the Department of Treasury and Finance as of this date:

This annual report is concerned with these works-related functions only.

The housing-related functions of the Housing Authority and the Country Housing Authority are detailed in the individual annual reports for these statutory authorities.

Works and Building Construction

Acts as the Government’s lead agent in the planning, design and construction of government buildings. Assists other government agencies with their asset planning needs.

Commercial Property

Provides office accommodation that supports agencies’ outcomes and service delivery. Manages the Government’s office accommodation portfolio to achieve government objectives.

Office of Strategic Projects

Facilitates effective planning, development and delivery of key strategic infrastructure projects in Western Australia.

Maintenance and Minor Works

Provides building maintenance and minor works for government buildings.

Fremantle Prison Manages the conservation of this heritage icon and the tourism activities.

Building Industry Development

Provides policy advice to the Minister, the Director General and the Department on building and construction industry matters.


Departmental Structure

HoUSInG SeRvICeS

Deputy Director General Housing

Steve Parry

Community •Housing

Public Housing•

Home •Ownership

Land and •Housing Development

Aboriginal •Housing and Infrastructure

Government •Regional Officers’ Housing (GROH)

Housing •Services Delivery

Housing •Construction

WoRKS AnD BUILDInG SeRvICeS*

Deputy Director General Works

Steve Hackett

Works and •Building Construction

Commercial •Property

Maintenance •and Minor Works

Housing •Construction

Aboriginal •Communities Construction Services

Procurement •Strategy and Policy

BUSIneSS SeRvICeS

General Manager

Rochelle Bradley

People Services•

Financial •Services

Securities and •Conveyancing

Management •Review and Audit

Information •Management

Information •Services

Contracts and •Services

CoRPoRATe

DeveLoPMenT SeRvICeS

General Manager

Graeme Gammie

Business •Improvement

Strategy and •Innovation

Legislation and •Legal Services

Review •Implementation

Special Projects•

HoUSInG STIMULUS

Social Housing Coordinator

Shane Hamilton

Housing •Construction from government funding packages

DIReCToR GeneRAL

Grahame Searle oFFICe oF THe DIReCToR GeneRAL

Strategy and Policy

Acting Executive DirectorTania Loosley-Smith

Communications and Marketing•

*Transferred to DTF effective from 1 February 2009. As of 1 February 2009, Building Management and Works became operational under DTF comprising of the Office of Strategic Projects and the Works and Building Services portfolio of the Department of Housing and Works.


Responsible MinisterThe Department of Housing is responsible to the Hon Troy Buswell MLA, Treasurer; Minister for Commerce; Science and Innovation; Housing and Works.

Legislation AdministeredUp to 10 February 2009, the Department of Housing and Works assisted the Minister for Housing and Works in the administration of the following Acts or provisions of Acts:

Architects Act 2004•

Construction Contracts Act 2004•

Country Housing Act 1998•

Dividing Fences Act 1961•

Local Government (Miscellaneous Provisions) Act 1960 (Parts VIII and XV)•

Public Works Act 1902•

From 10 February 2009, Executive Council transferred these Acts to be administered by the Treasurer assisted by the Department of Treasury and Finance.


Performance Management FrameworkGovernment Goals

The Department primarily contributes to the following Government goal:

Goal 1: State Building – Major Projects • – building infrastructure that will create jobs and underpin Western Australia’s long-term economic development.

The Department enhances the quality of life and well-being of all people throughout Western Australia by helping to create sustainable communities and strong metropolitan and regional development opportunities for the benefit of all Western Australians.

The Department contributed to Goal 1, by delivering, managing and maintaining non-residential buildings across Western Australia on behalf of the Minister for Housing and Works.

The following diagram illustrates our key outcome and performance indicators for the community of Western Australia.

GoALS

State Building - Major Projects

Building strategic infrastructure that will create jobs and underpin Western

Australia’s long term economic development

Desired Housing Outcome for Government buildings and

accommodation delivered, managed and maintained at agreed standards

Measures of Efficiency

Cost per million •dollars of value of capital works projects delivered

Cost per million •dollars of gross rentals of buildings and office accommodation managed

Cost per million •dollars of value of minor works and maintenance services delivered

Measures of Effectiveness

The extent to which the Department of Housing has

delivered, managed and maintained

government buildings and

accommodation to agreed standards


AGenCy PeRFoRMAnCeAudited Performance Indicators The performance indicators in this report help evaluate the Department of Housing’s performance in achieving its outcomes. The key effectiveness indicators provide information on the extent to which the outcome has been achieved through agreed outputs.

The efficiency indicators relate services to the resources required to produce them. The outcome and performance indicators were established in the 2003-04 financial year.

The outcome and associated services were transferred to the Department of Treasury and Finance with effect from 1 February 2009. Prior to this date responsibility rested with the Department of Housing and Works. For comparability purposes the full year KPI (target and actual results) and prior year results have been reported.

outcome: Government buildings and accommodation delivered, managed and maintained at agreed standards.

The Department contributed to this outcome by delivering, managing and maintaining non-residential buildings across Western Australia on behalf of the Minister for Works. This, in turn, helped create sustainable communities and strong metropolitan and regional development opportunities for the benefit of all Western Australians.

The Department provided a wide range of services to facilitate the State Government’s capital works and maintenance programs. These services included:

a coordinated and specialist approach to the planning and management of the State Government’s non-•residential capital works and office accommodation requirements;

responsibility for managing the Governments’ exposure to building and construction risks and dealing •with commercial interests in the architecture and building industries where appropriate;

maintained the appropriate contracting and building standards to help deliver the State Government’s •non-residential capital works program;

established and managed appropriate office and building standards for the State Government’s •accommodation needs; and

the Department participated in partnerships with private sector service providers. Capital works and non-•residential projects were designed by private sector architects and constructed by commercial builders under contract to the Department, which also managed the projects.

Determining Customer Satisfaction

The customer satisfaction surveys were based on the use of a seven-point Likert scale. Respondents were asked to rate the Department’s services ranging from ‘very satisfied’ to ‘very dissatisfied’. All ‘not applicable’ or ‘don’t know’ responses were excluded from the satisfaction rating.

A satisfied respondent is defined as a person providing a response in the range of ‘very satisfied’ to ‘slightly satisfied’ inclusive. The number of responses to a question falling in this range, divided by the total number of valid responses to the question, is taken as a percentage and reported as the client satisfaction rating.

The following key performance indicator measures the effectiveness of the Department in achieving the above outcome.


effectiveness Indicator

The extent to which the Department of Housing has delivered, managed and maintained government buildings and accommodation to agreed standards.

The Department worked closely with its key client agencies to improve its services to the satisfaction of clients.

The Department has undertaken independent research among executive and senior level officers at agencies. The research monitors the changes in attitudes and perceptions of these officers towards the Department. The agreed standards are benchmarks defined as per the requirements of the Department of Treasury and Finance and other agencies. The surveys have been conducted by an independent research agency and are a measure of client satisfaction.

There were 73 responses to the question from a total of 89 surveyed, resulting in an 82 per cent response rate for this indicator. The survey achieved the required sampling accuracy at the 95 per cent confidence level.

2006-07 Actual 2007-08 Actual 2008-09 Target 2008-09 Actual

75% 67% 75% 62%

Some survey respondents identified potential for improved performance in a number of areas including project management and timeliness.

These and other service delivery issues identified by Government and agencies will be addressed through the Works Reform program that commenced in June 2009.

efficiency Indicators

Project delivery and management and maintenance of government buildings and office accommodation.

The Department provided management services involving construction of public buildings, infrastructure assets, the Government’s office accommodation portfolio, projects and the ongoing management of government properties. Also included are policy development and advice to government with regard to its building construction activities.

The Department measures its efficiency in delivering these services to its clients at the lowest cost through the following indicators.

Project Delivery

Cost per million dollars of value of capital works projects delivered.

The cost for project delivery includes the total costs allocated to this service, including overheads. The total cost is taken as a proportion of the value, in millions of dollars, of works delivered by the Department.

The efficiency measure is a key factor in evaluating the cost of the service provided to client (government) agencies in relation to the value of works projects managed.


$22,727 $19,828 $23,620 $20,853

The figures reflect the efficient delivery of Government’s capital works projects where the associated service costs have been controlled against a capital works program that has consistently increased over recent years.

The 2008-09 actual figure versus the target figure particularly reflects an underspend on the budget for associated staffing costs due to difficulties with attracting and retaining staff.


Property Management

cost per million dollars of gross rentals of buildings and office accommodation managed.

The cost for property management includes the total costs allocated to this service, including all overheads. The total cost is taken as a proportion of the gross rental payments, in millions of dollars, of buildings and accommodation managed.

Within the cost for property management, the Department also provides management services for precincts (places where ownership is unclear or transitional), properties or contiguous sites where several agencies may have an interest or presence.


$272,141 $100,899 $141,814 $107,038

The number of leases administered increased by 20 per cent in 2008-09 and the office accommodation market achieved record low vacancy rates with resulting high rental costs. However, the overall cost of delivering the program remained less than the target total.

Maintenance

cost per million dollars of value of minor works and maintenance services delivered.

The cost for maintenance includes the total costs allocated to this service, including all overheads. The total cost is taken as a proportion of the value, in millions of dollars, of minor works and maintenance delivered by the Department.

Included in the total costs are those associated with a call centre; contract development and management for minor works; breakdown repairs; and maintenance.


$85,785 $84,810 $91,379 $84,165

The value of the maintenance program delivered was greater than anticipated, while the cost of delivering the service was less than the target total. In effect, the Department delivered a larger than expected program without an increase in costs.


Report on OperationsCreation of Building Management and Works

In December 2008, Cabinet endorsed the start of a Works Reform Program, transferring the “works” function of the Department of Housing and Works (DHW) to the Department of Treasury and Finance (DTF). As of 1 February 2009, the “Building Management and Works” (BMW) business became operational under the DTF comprising of the Office of Strategic Projects (OSP) and the DHW Works and Building Services division.

On 28 April 2009, Cabinet approved a new lead role for BMW in the non-residential building program, supported the growth in its project management capability and capacity, and approved a new model for funding the DTF’s BMW business in implementing its new role.

The Works Reform Program is focussed on achieving significant changes in the approach to capital works planning and delivery, and an improved availability of quality project management resources within government. This will promote significant improvements in the effectiveness of project delivery across the whole of the capital works non-residential building (government buildings) program.

It is expected that the Works Reform Program will achieve significant savings for Government as well as a wide range of other benefits to Government and key stakeholders.

Building the education Revolution

The ‘Building the Education Revolution’ (BER) initiative forms part of the Federal Government’s economic stimulus package. The delivery of the BER program - including procurement, project management and construction - is being managed by the Department of Treasury and Finance’s Building Management and Works business unit.

The BER program will see over $1billion invested in maintenance and new capital works for nearly 800 Western Australian Government schools within the next two years.

new Government Buildings

The Department delivers the Government’s non-residential building program across Western Australia. This includes leading the state’s strategic asset management planning as well as engaging consultants and contractors to deliver the capital works program.

In 2008-09 the program turnover of building works was $647million, compared to $562million in 2007-08. Significant projects have been delivered for a number of agencies, including the Department of Health and Department of Education and Training.

Significant Health Projects

Hedland Regional Resource Centre: Replacement Stage 2 ($132.2million);•

Rockingham Kwinana Hospital – Redevelopment ($106.6million);•

QEII Medical Centre: PathWest Laboratories ($67.5million);•

SCGH: Cancer Centre Stage 2 ($58.5million);•

Broome Regional Resource Centre Redevelopment ($38.5million); and•

Denmark Hospital ($20.3million).•


Schools Projects

There were 181 active capital works projects under way, with a total expenditure of $245.1million at 30 •June 2009;

Five new high schools opened at the start of the 2009 school year;•

Four new primary schools opened at the start of the 2009 school year;•

Dalyellup College ($26.5million);•

Gilmore College ($50.0million); and•

Atwell College – Stage 1 ($37.5million), Stage 2 about to begin.•

other Significant Projects

New Athletics Stadium – AK Reserve ($32.2million);•

Kimberley District Police Complex - New Police Complex in Broome ($11.0million);•

Perth Zoo - Elephant Exhibit Stage 2 ($4.6million);•

Construction of the Leonora Police Station ($3.5million); and•

Fire and Emergency Services Authority Volunteer Fire Station in Carnarvon ($1.8million).•

Maintenance and Minor Works of Government Buildings

The Department arranges building improvements and maintenance for government agencies across the State, including schools, police stations and government offices.

In 2008-09 the Department managed works worth $236million using more than 1,800 suppliers. In addition to building maintenance, the Department was involved in a number of strategic initiatives, including:

Digital education Revolution (DeR)

In partnership with the Department of Education and Training, BMW is involved in the Digital Education Revolution (DER) program. Through the DER program the ratio of computers to year 9 to 12 students will improve from one computer for every five students to one computer for every two students by 2011. This will further improve to a computer for every year 9 to 12 student by 2013.

The contribution involves managing the delivery of $20million of Information Communication and Technology (ICT) installations and about $10million of associated electrical upgrades.

The ICT installations will be provided to schools through a managed contract arrangement that ensures a consistent standard of product with extended warranty for the installations, reduces the repeat procurement effort required for installations and provide value for money.

The BMW will also undertake power audits at school to ensure appropriate operational capacity exists to meet the new ICT infrastructure requirements.

national Solar Schools Program (nSSP)

In another partnered project with the Department of Education and Training, BMW will project manage the installation of $6million of sustainable initiatives to about 120 schools for each year of the National Solar Schools Program (NSSP).

The NSSP will enable public schools to install energy efficiency initiatives such as solar panels, water tanks, window treatments and lighting that will develop knowledge, skills and values that promote action and behaviour in support of a sustainable future.

BMW have set up a framework to reduce the administrative effort required by individual schools to gain funding for the project and improve the delivery of the program. This is a significant step forward in terms of how similar initiatives have been administered in the past.


Regional Programs Division

The Regional Programs Division within BMW has been established to provide greater focus on regional programs. The division integrates the building management and works with the goods and services Regional Buying Centres from the DTF’s Government Procurement business unit.

The aim is to run more capital programs from within the regions rather than from Perth. More decisions on capital spending will be made locally. An expanded regional presence will also inject further funding into local communities.

This change will see goods and services and works procurement become more streamlined. A renewed emphasis on regional programs will also see better outcomes for government asset management in the regions.

Government office Accommodation

The Department is committed to more effective planning and delivery of government office accommodation and responsibilities include:

procurement and administration of leased office space; •

delivery of office fit out services to government agencies; •

management of government-owned multi-tenanted office accommodation;•

strategic planning for the government’s office accommodation portfolio; and•

overseeing the government’s office accommodation polices.•

In 2008-09 the Department administered 440 leases for government tenancies in 186 privately-owned buildings. Leased office space grew by approximately 5,000 square metres over the period to a total of 369,821 square metres.

The Department also managed about 90,000 square metres of government-owned office space in 20 multi tenanted buildings controlled by the Minister for Housing and Works.

A range of capital works has been undertaken to the government owned office portfolio with particular emphasis on sustainability initiatives. This has resulted in substantial energy savings across the portfolio, particularly within the major Central Business District buildings.


SIGnIFICAnT ISSUeS AnD TRenDS Transfer of the Works function to the Department of Treasury and Finance

In December 2008, Cabinet endorsed the start of a Works Reform Program, transferring the “works” function of the Department of Housing and Works (DHW) to the Department of Treasury and Finance (DTF). As of 1 February 2009, the “Building Management and Works” (BMW) business became operational under the DTF comprising of the Office of Strategic Projects (OSP) and the DHW Works and Building Services division.

Works Reform Program

On 28 April 2009, Cabinet approved a new lead role for BMW in the non-residential building program, supported the growth in its project management capability and capacity, and approved a new model for funding the DTF’s BMW business in implementing its new role.

The Works Reform Program is focussed on achieving significant changes in the approach to capital works planning and delivery, and an improved availability of quality project management resources within government. This will promote significant improvements in the effectiveness of project delivery across the whole of the capital works non-residential building (government buildings) program.

It is expected that the Works Reform Program will achieve significant savings for Government as well as a wide range of other benefits to Government and key stakeholders.

Building the education Revolution

The ‘Building the Education Revolution’ (BER) initiative forms part of the Federal Government’s economic stimulus package. The delivery of the BER program - including procurement, project management and construction - is being managed by the Department of Treasury and Finance’s Building Management and Works business unit.


DISCLoSUReS AnD LeGAL CoMPLIAnCeAuditor General’s Opinion


Certification Statement: Performance IndicatorsCertification of Performance Indicators

I hereby certify that the performance indicators are based on proper records, are relevant and appropriate for assisting users to assess the performance of the Department of Housing, and fairly represent the performance of the Department of Housing for the financial year ended 30 June 2009.

GRAHAME SEARLEDIRECTOR GENERALACCOUNTABLE AUTHORITY

31 July 2009


Financial Statements (including certification)


Ministerial Directives No ministerial directives were received during 2008-09.

AuditAudit CommitteeThe audit committee was reconstituted in September 2008 and is now a four-member advisory committee comprised of members of the corporate executive. The committee was established to assist the Accountable Authority (the Director General) discharge his responsibilities under Section 53 of the Financial Management Act 2006.

The terms of reference of the audit committee are included in a formal charter, approved by the Accountable Authority.

The committee met twice during the year.

Internal Audit FunctionIn accordance with the requirements of the Financial Management Act 2006, the Management Review and Audit Branch (which incorporates internal audit services) operates as an independent appraisal unit within the Department.

The branch, as well as having a mandate to provide internal audit services, also has an extended role and scope to undertake management review processes as permitted under the Act, which has broadened the focus of internal audit to include strategic and operational risks as well as business improvement.

Comprehensive audit plans are developed annually that address key business risk areas and help achieve departmental strategies by providing advice on business activities and corporate frameworks.

The branch has a charter that defines its independence, role, responsibilities, scope of activities and authority.

Authorisation FrameworkThe Department has a formal framework that specifies positions approved by the Minister for Housing and Works to authorise work applying to contracts awarded under the Public Works Act 1902. This includes construction, maintenance, fit-out and associated consultancy contracts.

These authorisations are subject to budget and program approval (and other requirements).

Public works projects managed by the Department, carried out in the name of the Minister for Housing and Works, are subject to normal public sector authorisations processes and the Financial Management Act 2006.


other Financial DisclosuresPricing PoliciesThe Department uses a cost recovery approach for some of its works functions. These include:

Construction of new government buildings• - the Department provides services to government agencies to support the planning and delivery of their non-residential building programs. Charges for project management services for individual projects are a percentage of the cost of the project. The percentages are on a sliding scale inversely proportional to the value of the project and adjusted for locality and project complexity. The total charges represent around two per cent of the annual works

Maintenance and minor works• - the Department charges for managing the planning and delivery of maintenance and minor works on behalf of agencies. The charges are determined in order to achieve full cost recovery, and are either fixed or a percentage depending on the service provided;

Accommodation• - the Department charges government agencies rent, based on market rates, for the use of multi-tenanted government buildings owned by the Minister for Works; and

Fremantle Prison• - offers a range of tours to the public. Tour prices are reviewed annually, with price increases maintained around the Consumer Price Index.

Major Capital Projects

Works in Progress

project expected completion

Date

estimated cost to

complete

estimated Total cost

Perth Arena 2011 $338m $483m

The Perth Arena was a significant Department of Housing and Works capital project. On 1February 2009, the “works” functions of the Department of Housing and Works were transferred to the BMW business unit of DTF.


Employment and Industrial Relations

Staffing Levels

As of 1 February 2009 staff were transferred to the Department of Treasury and Finance’s Building Management and Works business unit. The full time equivalent (FTE) staffing numbers for BMW as at 30 June 2009 are detailed in the table below:

2007-08 2008-09

Permanent Full-time 223.50 264

Permanent Part-time 10.89 32.97

Contract Full-time and Part -time 35.93 41.5

Seconded In 6 6

Seconded Out 1 3

Total FTE 277.32 347.47

Recruitment and Staff Development

Graduates and Architectural Interns

The Department works with the Royal Australian Institute of Architects and the Australian Council of Built •Environment Design Professions to manage the placement of architectural interns. Graduates spend approximately six months gaining exposure to government processes and client requirements and;

Three non-architectural graduates are now completing their training for those new to the procurement •profession. A placement in works provides these graduates with a solid grounding in how the government manages delivery of its capital works program.

Apprentices and Traineeships

The purpose of the Industry Training Program (ITP) is to:

attract and retain building and construction employees to the industry;•

provide quality training and management of apprentices through to trade completion in State •Government construction and maintenance projects; and

provide opportunities to those who may not normally be able to access an apprenticeship.•

The ITP reached its target of more than 150 apprentices in place at the one time.

Training in identification of Asbestos Containing Materials (ACM) in buildings

Between May and October training was conducted in all country offices in course “BCGBC4023A Plan and undertake a site inspection and assessment of asbestos products and materials”.

All regional staff at that time involved in managing building related projects attended the course and received accreditation.


Industrial Relations

Departmental staff are employed under the Public Service General Agreement 2008, with the exception of some staff employed at the Fremantle Prison, who are employed under the Government Services (Miscellaneous) General Agreement 2007.

Governance DisclosuresDisclosure of Pecuniary InterestAt the date of reporting, other than normal contracts of employment of service, no Senior Officers, or firms of which Senior Officers are members, or entities in which Senior Officers have substantial interests had any interests in existing or proposed contracts with the Department.

other Legal RequirementsAdvertisingIn accordance with the disclosures required by section 175ZE of the Electoral Act 1907, the Authority has incurred the following expenditure in advertising, market research, polling, direct mail and media advertising:

Total expenditure for 2008-09 was $411,635*.1.

Expenditure was incurred in the following areas:2.

Area Total expenditure

Agency/organisation expenditure

Advertising agencies $635 Think Creative $635

Market research organisations Nil

Polling organisations Nil

Direct mail organisations Nil

Media advertising organisations $411,000 Adcorp Marketing Communications $118,100

Media Decisions $292,900

*includes Fremantle Prison

Disability Access and Inclusion Plan Outcomes The Disability Access Inclusion Plan (DAIP) will deliver the WA Council of Australian Governments Care Coordination Program, a partnership with the Department of Health. It aims to deliver public housing to people with mental illness alongside clinical care and psychosocial support. The provision of clinical care and psychosocial support will be managed by the Department of Health to support people maintain their tenancy.

The Department is committed to ensuring that its functions, facilities and services are accessible and inclusive for all members of the community, regardless of ability, disability, ethnicity, gender, age or other perceived difference.


The Department reviewed the DAIP, and made a number of changes that will assist in its implementation. They include:

the Department and Mental Health will form a partnership under the WA Commonwealth of Australian •Government (COAG) Care Coordination Housing Initiative to deliver increased public housing for people with mental illness with clinical and psychosocial support;

barriers to access are identified via feedback from employees and then prioritised and reviewed on an •ongoing basis to ensure compliance with Building Codes, Australian Standards;

all Departmental information includes ‘available in alternative format on request’ notation and to •accommodate low income earners ‘texting’ has been introduced as an economical way to contact the Department’s Disability Services Coordinator for information on services; and

staff, contractors and agents will undergo compulsory training in access and inclusion as they provide a •direct service to the public. Disability and Mental Health Awareness courses have now been combined to deliver a better understanding for staff on the challenges faced by people with disabilities.

Compliance with Public Sector Standards and Ethical Codes Compliance with Public Sector Standards

Following last year’s internal audit of the Department’s compliance with the public sector Recruitment, Selection and Appointment Standard and the Redeployment Standard, new processes were introduced and subject to an external audit. This includes a Candidate Management System that provides for quality assurance at all levels of the recruitment process.

In 2008-09, there were no successful breach claims involving the Recruitment, Selection and Appointment Standard.

Compliance with Codes of ethics and Codes of Conduct

Code of Conduct workshops were conducted across the State for all staff. The Department has developed an on-line code of conduct package that will address the mandatory requirement for training with regard to Ethical and Accountable decision making.

In line with the Premier’s Circular 2008/01, a review of the Department’s Code of Conduct is near completion. When finalised, this policy will be available to staff on the intranet and will be included in both the Department’s online induction and on-line Code of Conduct packages.

office of Public Sector Standards Commission Survey

The Department participated in this annual survey and results showed that in most areas the Department’s performance compares favourably with whole of Government outcomes. However, the Department has committed to developing strategies aimed at improving its overall composite equity index including achieving a higher representation of women at senior levels and a better matching of our workforce to the client base.

Recordkeeping PlansThe Authority complies with the State Records Act 2000 and is committed to the principles and standards provided by the State Records Commission.

Recordkeeping Training Program

The recordkeeping program comprises training products focused on staff. All new staff members are enrolled for the training within a month of commencing. Existing staff are enrolled in all new modules as they are implemented.


The Records and Information Management Accredited Training Plan was approved and utilises courses on offer in tertiary institutions and accredited Australian National Training Authority trainers. This plan is directed specifically to staff members in a record and information management practitioner role. The use of the Plan commenced in April 2009.

The outcomes of the Department of Housing Recordkeeping and Information Management training suite for this period are:

Course Title %enrolled

% Started

%Completed

Recordkeeping Awareness Training 47 9 38

Recordkeeping Awareness Refresher Training 34 8 26

TRIM System Training 42 13 29

Business Classification 49 10 38

FOI and Information Requests 33 7 26

Future plans include:

Induction to Recordkeeping and Information Management in the Department of Housing•

Security Classification of Information•

Managing Vital Records•

Record and Information Management Practitioner (Process) Training•

Government Policy RequirementsCorruption PreventionA Fraud and Corruption Policy Reporting Framework was developed in August 2008 for the notification of fraudulent activity.

Detection and prevention of fraud, corruption and misconduct are addressed under specific business units’ risk management activities, with appropriate reporting procedures established. The Department has appropriate risk management policies that incorporate strategies to minimise the risk of fraud, misconduct and corruption.

These policies and guidelines, in conjunction with audits of contractors, internal audit business reviews and stringent controls over financial payments have helped the Department develop a culture of awareness relating to potential fraud, corruption and misconduct.

A Misconduct Project Office was established in September 2008 to undertake a review of the Department’s management of integrity and misconduct matters using the Corruption and Crime Commission framework Misconduct Resistance: An Integrated Governance Approach to Protecting Agency Integrity. To increase the awareness of integrity and ethical matters, the Department is developing an on-line training program to be released to all staff during 2009.

Substantive EqualityThe Department is continuing to review its practices in line with the Government’s Policy Framework for Substantive Equality and is committed to achieving substantive equality in the services provided to its diverse client base. During 2008-09, the implementation of substantive equality continued primarily throughout the housing arm of the Department.


The Department is also continuing to implement the recommendations from the Equal Opportunity Commission’s Finding A Place report of 2004, which correspond with the principles of the substantive equality policy. New policies and initiatives also undergo an assessment in line with this process to determine their impact on people from diverse ethnic backgrounds.

In 2008-09, a number of practices were developed or reviewed, with a focus on ensuring equitable access and understanding of the Department’s services. Achievements in this area have included:

Communication• - the quality of written communication is being revisited to ensure the tone, level of information and accessibility is easier for people with limited English literacy; and

Staff Knowledge• - a Multicultural Awareness Training Course, raising skills in cross-cultural communication and the understanding of issues faced by clients from culturally diverse backgrounds has become a mainstream training program for frontline staff.

Occupational Safety, Health and Injury Management The Department has a clear commitment to the health and welfare of its employees and this is reflected in organisational policy and practice. Initiatives include:

an external review of the Department’s Occupational Safety and Health systems was conducted within •the last three years (2006);

an internal review has led to the development and implementation of a regional Occupational Safety and •Health model to more effectively identify and manage potential workplace hazards;

extension of the voluntary health and lifestyle program;•

State-wide recruitment and training of elected Occupational Safety and Health representatives and •managers;

development of a comprehensive training program for front line staff;•

continued funding and support for the Employee Assistance Program; and•

the development of safety in the field and protective equipment policies.•

The Department continued its focus on injury management in its approach to claims management, and continued to support officers returning to work from extended absences due to ill health.

The Workers’ Compensation Policy outlines the Department’s practices and procedures, with reference to the Workers’ Compensation and Injury Management Act 1981. It is available on the intranet.

Indicator 2008-09 Target 2008-09

Number of fatalities 0 0

Lost time injury incidence rate* 0.28 0.58

Lost Time Injury Severity Rate 0 0

Percentage of injured workers returned to work within 28 weeks

- -

Percentage of managers trained in occupational safety, health and injury management responsibilities

>25% >50%

*Number of lost time injuries and diseases per one hundred workers employed

department of housing 2008-09 annual report€¦ · · 2011-11-254 department of housing 2008-09...

Documents