Department of Housing Works 200809

8/9/2019 Department of Housing Works 200809

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Dartmnt o Housing

2008-09 Annual Rort


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2 Dpartmt Husig 2008-09 Aual Rprt

pReAceThe Department o Housing and Works has

been redesignated as the Department oHousing under section 35(1) Public SectorManagement Act 1994, eective rom 1

February 2009.

This annual report deals with the works

unctions (that is, the areas o public worksconstruction, property management,maintenance and building industrydevelopment) or the nancial year ending

30 June 2009.

Due to the Governments Works Reorm

Program, responsibility or the worksunctions o the Department o Housingand Works were transerred to theDepartment o Treasury and Finance (DTF),

eective rom the 1 February 2009.

For comparability purposes ull year Key

Perormance Indicator (KPI) (targetand actual results) and prior year results

have been reported. The operationscommentary is also provided or the ullyear in alignment with the KPI reporting.

All nancial activity within the Department

o Housing, or the nancial year ending30 June 2009, consists o 7 months or theWorks unctions transerred to DTF or the

period ending 31 January 2009. All assets

and liabilities reported as Department oHousing and Works have been transerredto 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.

Rrcs t th Dpartmt

Husig r Dpartmt i th

rprt t llw mas:

th Wrks ad Buildig Srics1.

th rmr Dpartmt

Husig ad Wrks, rm 1 Jul

2008 t 31 Jauar 2009; r

th Buildig Maagmt2.

ad Wrks busiss uit

Dpartmt Trasur ad

Fiac, rm 1 Fbruar 2009

t 30 Ju 2009.


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Dpartmt Husig 2008-09 Aual Rprt 3

ConTenTSoriw ............................................................... 4

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

Operational Structure .......................................5

Departmental Structure ................................................6Responsible Minister .......................................................7

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

Perormance Management Framework ..........8

Government Goals ...........................................................8

Agc Prrmac .......................................... 9

Audited Perormance Indicators ............................9

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

Sigicat Issus ad Trds ......................... 15

Disclsurs ad Lgal Cmpliac ........................16

Auditor Generals Opinion ........................................16

Certication Statement: Perormance

Indicators ..........................................................18

Financial Statements (including

certication) .....................................................19

Ministerial Directives ......................................52

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

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

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

Other Financial Disclosures ............................53

Pricing Policies..................................................................53

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

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

Stang Levels .............................................................54

Recruitment and Staf Development ................54Industrial Relations ...................................................55

Governance Disclosures ..................................55

Disclosure o Pecuniary Interest ............................55

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

Advertising .........................................................................55

Disability Access and Inclusion PlanOutcomes ..........................................................................55

Compliance with Public Sector Standards

and Ethical Codes .........................................................56Recordkeeping Plans....................................................56

Government Policy Requirements .................57

Corruption Prevention ................................................57

Substantive Equality .....................................................57Occupational Saety, Health and InjuryManagement ...................................................................58

Statmt Cmpliac

FOR THE YEAR ENDED 30 JUNE 2009

To the Hon Troy Buswell MLA Minister or

Housing and Works.

In accordance with Section 63 o the FinancialManagement Act 2006, I hereby submit or yourinormation and presentation to Parliament,the Report o the Department o Housing orthe nancial year ending 30 June 2009.

The Report has been prepared in accordancewith the provisions o the FinancialManagement Act 2006.

Grahame SearleDirector General


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oveRvIeWExecutive Summary

The Western Australian State Government announced a signicant reorm or the Department o Housingand Works in late 2008. The two portolios, Housing and Works, were separated into two distinct servicedelivery areas, eective as o 1 February 2009.

Works was transerred to the Department o Treasury and Finance as Building Management and Works, whilethe housingrelated unctions remained as the Housing Authority.

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

In the 200809 year, the Department delivered, managed and maintained nonresidential buildings acrossWestern Australia on behal o the Minister or Housing and Works. This is a major contribution to the creationo sustainable communities and strong metropolitan and regional development opportunities or the beneto all Western Australians.

These activities were undertaken against a backdrop o major uctuations in industry activity and

construction costs, and a highly dynamic commercial property market. These actors provided manychallenges or the Department, especially in the area o budget control, and will continue to do so.

The program turnover o building works was $647million, compared to $562million in 200708.

The Department managed a maintenance and minor works program worth $236million, compared to$206million in 200708.

The Department administered 440 leases or government tenancies in 186 privatelyowned buildings. Leasedofce space grew to a total o 369,821 square metres, an increase by approximately 5,000 square metrescompared to last year.

The Industry Training Program reached its target o more than 150 apprentices in place across WesternAustralia at one time.

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


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opratial StructurThe Department o Housing and Works has been redesignated as Department o Housing under section35(1) Public Sector Management Act 1994, eective rom 1 February 2009. The ollowing works unctions weretranserred to the Department o Treasury and Finance as o this date:

This annual report is concerned with these worksrelated unctions only.

The housingrelated unctions o the Housing Authority and the Country Housing Authority are detailed inthe individual annual reports or these statutory authorities.

Works andBuildingConstruction

Acts as the Governments lead agent in the planning, design and constructiono government buildings. Assists other government agencies with their assetplanning needs.

CommercialProperty

Provides oce accommodation that supports agencies outcomes and servicedelivery. Manages the Governments oce accommodation portolio toachieve government objectives.

Oce o StrategicProjects

Facilitates efective planning, development and delivery o key strategicinrastructure projects in Western Australia.

Maintenance andMinor Works

Provides building maintenance and minor works or government buildings.

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

Building IndustryDevelopment

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


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Departmental Structure

HoUSInGSeRvICeS

Deputy DirectorGeneral Housing

Steve Parry

CommunityHousing

Public Housing

HomeOwnership

Land andHousingDevelopment

AboriginalHousing andInrastructure

GovernmentRegional

OfcersHousing(GROH)

HousingServicesDelivery

HousingConstruction

WoRKS AnDBUILDInG

SeRvICeS*

Deputy DirectorGeneral Works

Steve Hackett

Works andBuildingConstruction

Commercial

Property

Maintenanceand MinorWorks

HousingConstruction

AboriginalCommunitiesConstructionServices

ProcurementStrategy andPolicy

BUSIneSSSeRvICeS

GeneralManager

Rochelle Bradley

People Services

FinancialServices

Securities andConveyancing

ManagementReview andAudit

InormationManagement

InormationServices

Contracts andServices

CoRPoRATeDeveLoPMenT

SeRvICeS

GeneralManager

Graeme Gammie

BusinessImprovement

Strategy and

Innovation

Legislation andLegal Services

ReviewImplementation

Special Projects

HoUSInGSTIMULUS

Social HousingCoordinatr

Shane Hamilton

HousingConstructionromgovernment

undingpackages

DIReCToRGeneRAL

Grahame SearleoFFICe oF THe DIReCToR GeneRALStratg ad Plic

Acting Executive Director

Tania Loosley-Smith

Communications and Marketing

*Transerred to DTF efective rom 1 February 2009. As o 1 February 2009, Building Management and Works becameoperational under DTF comprising o the Oce o Strategic Projects and the Works and Building Services portolio o the

Department o Housing and Works.


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Responsible Minister

The Department o Housing is responsible to the Hon Troy Buswell MLA, Treasurer; Minister or Commerce;Science and Innovation; Housing and Works.

Legislation Administered

Up to 10 February 2009, the Department o Housing and Works assisted the Minister or Housing and Works

in the administration o the ollowing Acts or provisions o 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 transerred these Acts to be administered by the Treasurer assistedby the Department o Treasury and Finance.


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Prrmac

Maagmt

Framwrk

Government Goals

The Department primarily contributes to theollowing Government goal:

Gal 1: Stat Buildig Majr Prjcts building inrastructure that will create jobs andunderpin Western Australias longterm economicdevelopment.

The Department enhances the quality o lie andwellbeing o all people throughout Western

Australia by helping to create sustainablecommunities and strong metropolitan and regionaldevelopment opportunities or the benet o all

Western Australians.

The Department contributed to Goal 1, by delivering,managing and maintaining nonresidential buildingsacross Western Australia on behal o the Minister orHousing and Works.

The ollowing diagram illustrates our key outcome

and perormance indicators or the community oWestern Australia.

GoALS

Stat Buildig - Majr Prjcts

Building strategic inrastructure thatwill create jobs and underpin Western

Australias long term economicdevelopment

Desired Housing Outcome orGovernment buildings and

accommodation delivered, managedand maintained at agreed standards

Measures oEfciency

Cost per milliondollars o valueo capitalworks projectsdelivered

Cost per million

dollars ogross rentalso buildingsand ofceaccommodationmanaged

Cost per milliondollars ovalue o minorworks andmaintenanceservices

delivered

Measures oEectiveness

The extent to whichthe Departmento Housing has

delivered, managedand maintained

government

buildings andaccommodation toagreed standards


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AGenCy PeRFoRMAnCeAudited Performance Indicators

The perormance indicators in this report help evaluate the Department o Housings perormance inachieving its outcomes. The key eectiveness indicators provide inormation on the extent to which theoutcome has been achieved through agreed outputs.

The efciency indicators relate services to the resources required to produce them. The outcome andperormance indicators were established in the 200304 nancial year.

The outcome and associated services were transerred to the Department o Treasury and Finance with eectrom 1 February 2009. Prior to this date responsibility rested with the Department o Housing and Works. Forcomparability purposes the ull year KPI (target and actual results) and prior year results have been reported.

outcm: Grmt buildigs ad accmmdati dlird, maagd ad maitaid at agrd

stadards.

The Department contributed to this outcome by delivering, managing and maintaining nonresidentialbuildings across Western Australia on behal o the Minister or Works. This, in turn, helped create sustainablecommunities and strong metropolitan and regional development opportunities or the benet o all WesternAustralians.

The Department provided a wide range o services to acilitate the State Governments capital works andmaintenance programs. These services included:

a coordinated and specialist approach to the planning and management o the State Governments nonresidential capital works and ofce accommodation requirements;

responsibility or 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 Governmentsnonresidential capital works program;

established and managed appropriate ofce and building standards or the State Governmentsaccommodation needs; and

the Department participated in partnerships with private sector service providers. Capital works and nonresidential projects were designed by private sector architects and constructed by commercial buildersunder contract to the Department, which also managed the projects.

Dtrmiig Custmr Satisacti

The customer satisaction surveys were based on the use o a sevenpoint Likert scale. Respondents wereasked to rate the Departments services ranging rom very satised to very dissatised. All not applicable ordont know responses were excluded rom the satisaction rating.

A satised respondent is dened as a person providing a response in the range o very satised to slightlysatised inclusive. The number o responses to a question alling in this range, divided by the total number ovalid responses to the question, is taken as a percentage and reported as the client satisaction rating.

The ollowing key perormance indicator measures the eectiveness o the Department in achieving theabove outcome.


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ectiss Idicatr

Th xtt t which th Dpartmt Husig has dlird, maagd ad maitaid

grmt buildigs ad accmmdati t agrd stadards.

The Department worked closely with its key client agencies to improve its services to the satisaction o

clients.

The Department has undertaken independent research among executive and senior level ofcers at

agencies. The research monitors the changes in attitudes and perceptions o these ofcers towards theDepartment. The agreed standards are benchmarks dened as per the requirements o the Department oTreasury and Finance and other agencies. The surveys have been conducted by an independent research

agency and are a measure o client satisaction.

There were 73 responses to the question rom a total o 89 surveyed, resulting in an 82 per cent response rateor this indicator. The survey achieved the required sampling accuracy at the 95 per cent condence level.

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

75% 67% 75% 62%

Some survey respondents identied potential or improved perormance in a number o areas includingproject management and timeliness.

These and other service delivery issues identied by Government and agencies will be addressed through theWorks Reorm program that commenced in June 2009.

efcic Idicatrs

Prjct dlir ad maagmt ad maitac grmt buildigs ad fc

accmmdati.

The Department provided management services involving construction o public buildings, inrastructureassets, the Governments ofce accommodation portolio, projects and the ongoing management ogovernment properties. Also included are policy development and advice to government with regard to its

building construction activities.

The Department measures its efciency in delivering these services to its clients at the lowest cost throughthe ollowing indicators.

Prjct Dlir

Cst pr milli dllars alu capital wrks prjcts dlird.

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

The efciency measure is a key actor in evaluating the cost o the service provided to client (government)agencies in relation to the value o works projects managed.


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

The gures reect the efcient delivery o Governments capital works projects where the associated servicecosts have been controlled against a capital works program that has consistently increased over recent years.

The 200809 actual gure versus the target gure particularly reects an underspend on the budget orassociated stafng costs due to difculties with attracting and retaining sta.


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Prprt Maagmt

cost r million dollars o gross rntals o buildings and of aommodation managd.

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

accommodation managed.

Within the cost or property management, the Department also provides management services or precincts

(places where ownership is unclear or transitional), properties or contiguous sites where several agencies mayhave an interest or presence.


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

The number o leases administered increased by 20 per cent in 200809 and the ofce accommodationmarket achieved record low vacancy rates with resulting high rental costs. However, the overall cost odelivering the program remained less than the target total.

Maintnan

cost r million dollars o valu o minor works and maintnan srvis dlivrd.

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

Included in the total costs are those associated with a call centre; contract development and management

or minor works; breakdown repairs; and maintenance.


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

The value o the maintenance program delivered was greater than anticipated, while the cost o deliveringthe service was less than the target total. In eect, the Department delivered a larger than expected programwithout an increase in costs.


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Report on Operations

Crati Buildig Maagmt ad Wrks

In December 2008, Cabinet endorsed the start o a Works Reorm Program, transerring the works unction

o the Department o Housing and Works (DHW) to the Department o Treasury and Finance (DTF). As o 1February 2009, the Building Management and Works (BMW) business became operational under the DTFcomprising o the Ofce o Strategic Projects (OSP) and the DHW Works and Building Services division.

On 28 April 2009, Cabinet approved a new lead role or BMW in the nonresidential building program,supported the growth in its project management capability and capacity, and approved a new model orunding the DTFs BMW business in implementing its new role.

The Works Reorm Program is ocussed on achieving signicant changes in the approach to capital worksplanning and delivery, and an improved availability o quality project management resources withingovernment. This will promote signicant improvements in the eectiveness o project delivery across thewhole o the capital works nonresidential building (government buildings) program.

It is expected that the Works Reorm Program will achieve signicant savings or Government as well as awide range o other benets to Government and key stakeholders.

Buildig th educati Rluti

The Building the Education Revolution (BER) initiative orms part o the Federal Governments economicstimulus package. The delivery o the BER program including procurement, project management andconstruction is being managed by the Department o Treasury and Finances Building Management andWorks business unit.

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

nw Grmt Buildigs

The Department delivers the Governments nonresidential building program across Western Australia.This includes leading the states strategic asset management planning as well as engaging consultants andcontractors to deliver the capital works program.

In 200809 the program turnover o building works was $647million, compared to $562million in 200708.Signicant projects have been delivered or a number o agencies, including the Department o Health andDepartment o Education and Training.

Sigicat Halth Prjcts

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).


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Schls Prjcts

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

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

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

Dalyellup College ($26.5million);

Gilmore College ($50.0million); and

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

othr Sigicat Prjcts

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 o the Leonora Police Station ($3.5million); and

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

Maitac ad Mir Wrks Grmt Buildigs

The Department arranges building improvements and maintenance or government agencies across theState, including schools, police stations and government ofces.

In 200809 the Department managed works worth $236million using more than 1,800 suppliers. In additionto building maintenance, the Department was involved in a number o strategic initiatives, including:

Digital educati Rluti (DeR)

In partnership with the Department o Education and Training, BMW is involved in the Digital EducationRevolution (DER) program. Through the DER program the ratio o computers to year 9 to 12 students willimprove rom one computer or every ve students to one computer or every two students by 2011. Thiswill urther improve to a computer or every year 9 to 12 student by 2013.

The contribution involves managing the delivery o $20million o Inormation Communication andTechnology (ICT ) installations and about $10million o associated electrical upgrades.

The ICT installations will be provided to schools through a managed contract arrangement that ensuresa consistent standard o product with extended warranty or the installations, reduces the repeatprocurement eort required or installations and provide value or money.

The BMW will also undertake power audits at school to ensure appropriate operational capacity exists to

meet the new ICT inrastructure requirements.

natial Slar Schls Prgram (nSSP)

In another partnered project with the Department o Education and Training, BMW will project manage

the installation o $6million o sustainable initiatives to about 120 schools or each year o the NationalSolar Schools Program (NSSP).

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

BMW have set up a ramework to reduce the administrative eort required by individual schools to gainunding or the project and improve the delivery o the program. This is a signicant step orward in termso how similar initiatives have been administered in the past.


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SIGnIFICAnT ISSUeS AnD TRenDS

Trasr th Wrks ucti t th Dpartmt Trasur ad Fiac

In December 2008, Cabinet endorsed the start o a Works Reorm Program, transerring the works unctiono the Department o Housing and Works (DHW) to the Department o Treasury and Finance (DTF). As o 1

February 2009, the Building Management and Works (BMW) business became operational under the DTFcomprising o the Ofce o Strategic Projects (OSP) and the DHW Works and Building Services division.

Wrks Rrm Prgram

On 28 April 2009, Cabinet approved a new lead role or BMW in the nonresidential building program,supported the growth in its project management capability and capacity, and approved a new model orunding the DTFs BMW business in implementing its new role.

The Works Reorm Program is ocussed on achieving signicant changes in the approach to capital worksplanning and delivery, and an improved availability o quality project management resources withingovernment. This will promote signicant improvements in the eectiveness o project delivery across the

whole o the capital works nonresidential building (government buildings) program.

It is expected that the Works Reorm Program will achieve signicant savings or Government as well as awide range o other benets to Government and key stakeholders.

Buildig th educati Rluti

The Building the Education Revolution (BER) initiative orms part o the Federal Governments economicstimulus package. The delivery o the BER program including procurement, project management andconstruction is being managed by the Department o Treasury and Finances Building Management andWorks business unit.


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DISCLoSUReS AnD LeGAL CoMPLIAnCeAuditor Generals Opinion


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Crticati Statmt: Prrmac IdicatrsCrticati Prrmac Idicatrs

I hereby certiy that the perormance indicators are based on proper records, are relevant and appropriate orassisting users to assess the perormance o the Department o Housing, and airly represent the perormanceo the Department o Housing or the nancial year ended 30 June 2009.

GRAHAME SEARLE

DIRECTOR GENERAL

ACCOUNTABLE AUTHORITY

31 July 2009


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Fiacial Statmts (icludig crticati)


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Miistrial DirctisNo ministerial directives were received during 200809.

Audit

Audit CommitteeThe audit committee was reconstituted in September 2008 and is now a ourmember advisory committeecomprised o members o the corporate executive. The committee was established to assist the AccountableAuthority (the Director General) discharge his responsibilities under Section 53 o the Financial Management

Act 2006.

The terms o reerence o the audit committee are included in a ormal charter, approved by the Accountable

Authority.

The committee met twice during the year.

Internal Audit Function

In accordance with the requirements o the Financial Management Act 2006, the Management Review andAudit Branch (which incorporates internal audit services) operates as an independent appraisal unit withinthe 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 theocus o 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 rameworks.

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

Authorisation Framework

The Department has a ormal ramework that species positions approved by the Minister or Housingand Works to authorise work applying to contracts awarded under the Public Works Act 1902. This includes

construction, maintenance, tout 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 o the Minister or Housing andWorks, are subject to normal public sector authorisations processes and the Financial Management Act 2006.


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othr Fiacial Disclsurs

Pricing Policies

The Department uses a cost recovery approach or some o its works unctions. These include:

Cstructi w grmt buildigs the Department provides services to governmentagencies to support the planning and delivery o their nonresidential building programs. Charges orproject management services or individual projects are a percentage o the cost o the project. Thepercentages are on a sliding scale inversely proportional to the value o the project and adjusted orlocality and project complexity. The total charges represent around two per cent o the annual works

Maitac ad mir wrks the Department charges or managing the planning and delivery omaintenance and minor works on behal o agencies. The charges are determined in order to achieve ullcost recovery, and are either xed or a percentage depending on the service provided;

Accmmdati the Department charges government agencies rent, based on market rates, or theuse o multitenanted government buildings owned by the Minister or Works; and

Frmatl Pris oers a range o tours to the public. Tour prices are reviewed annually, with price

increases maintained around the Consumer Price Index.

Major Capital Projects

Wrks i Prgrss

projt extd

comltion

Dat

estimatd

cost to

comlt

estimatd

Total cost

Perth Arena 2011 $338m $483m

The Perth Arena was a signicant Department o Housing and Works capital project. On 1February 2009, theworks unctions o the Department o Housing and Works were transerred to the BMW business unit o DTF.


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Employment and Industrial Relations

Stafg Lls

As o 1 February 2009 sta were transerred to the Department o Treasury and Finances BuildingManagement and Works business unit. The ull time equivalent (FTE) stafng numbers or BMW as at 30 June2009 are detailed in the table below:

2007-08 2008-09

Permanent Fulltime 223.50 264

Permanent Parttime 10.89 32.97

Contract Fulltime and Part time 35.93 41.5

Seconded In 6 6

Seconded Out 1 3

Total FTE 277.32 347.47

Rcruitmt ad Sta Dlpmt

Graduats ad Architctural Itrs

The Department works with the Royal Australian Institute o Architects and the Australian Council o BuiltEnvironment Design Proessions to manage the placement o architectural interns. Graduates spendapproximately six months gaining exposure to government processes and client requirements and;

Three nonarchitectural graduates are now completing their training or those new to the procurement

proession. A placement in works provides these graduates with a solid grounding in how thegovernment manages delivery o its capital works program.

Apprtics ad Traiships

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

attract and retain building and construction employees to the industry;

provide quality training and management o apprentices through to trade completion in StateGovernment construction and maintenance projects; and

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

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

Traiig i idticati Asbsts Ctaiig Matrials (ACM) i buildigs

Between May and October training was conducted in all country ofces in course BCGBC4023A Plan andundertake a site inspection and assessment o asbestos products and materials.

All regional sta at that time involved in managing building related projects attended the course andreceived accreditation.


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Idustrial Rlatis

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

Grac DisclsursDisclosure of Pecuniary InterestAt the date o reporting, other than normal contracts o employment o service, no Senior Ofcers, or rmso which Senior Ofcers are members, or entities in which Senior Ofcers have substantial interests had anyinterests in existing or proposed contracts with the Department.

othr Lgal Rquirmts

AdvertisingIn accordance with the disclosures required by section 175ZE o the Electoral Act 1907, the Authority hasincurred the ollowing expenditure in advertising, market research, polling, direct mail and media advertising:

Total expenditure or 200809 was $411,635*.1.

Expenditure was incurred in the ollowing areas:2.

Ara Ttal

expditur

Agc/orgaisati expditur

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 o Australian Governments CareCoordination Program, a partnership with the Department o Health. It aims to deliver public housing topeople with mental illness alongside clinical care and psychosocial support. The provision o clinical careand psychosocial support will be managed by the Department o Health to support people maintain theirtenancy.

The Department is committed to ensuring that its unctions, acilities and services are accessible and inclusiveor all members o the community, regardless o ability, disability, ethnicity, gender, age or other perceiveddierence.


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

the Department and Mental Health will orm a partnership under the WA Commonwealth o AustralianGovernment (COAG) Care Coordination Housing Initiative to deliver increased public housing or peoplewith mental illness with clinical and psychosocial support;

barriers to access are identied via eedback rom employees and then prioritised and reviewed on anongoing basis to ensure compliance with Building Codes, Australian Standards;

all Departmental inormation includes available in alternative ormat on request notation and toaccommodate low income earners texting has been introduced as an economical way to contact the

Departments Disability Services Coordinator or inormation on services; and

sta, contractors and agents will undergo compulsory training in access and inclusion as they provide adirect service to the public. Disability and Mental Health Awareness courses have now been combined todeliver a better understanding or sta on the challenges aced by people with disabilities.

Compliance with Public Sector Standards and Ethical Codes

Cmpliac with Public Sctr Stadards

Following last years internal audit o the Departments compliance with the public sector Recruitment,

Selection and Appointment Standard and the Redeployment Standard, new processes were introducedand subject to an external audit. This includes a Candidate Management System that provides or qualityassurance at all levels o the recruitment process.

In 200809, there were no successul breach claims involving the Recruitment, Selection and AppointmentStandard.

Cmpliac with Cds ethics ad Cds Cduct

Code o Conduct workshops were conducted across the State or all sta. The Department has developed

an online code o conduct package that will address the mandatory requirement or training with regard toEthical and Accountable decision making.

In line with the Premiers Circular 2008/01, a review o the Departments Code o Conduct is near completion.When nalised, this policy will be available to sta on the intranet and will be included in both theDepartments online induction and online Code o Conduct packages.

ofc Public Sctr Stadards Cmmissi Sur

The Department participated in this annual survey and results showed that in most areas the Departmentsperormance compares avourably with whole o Government outcomes. However, the Department

has committed to developing strategies aimed at improving its overall composite equity index includingachieving a higher representation o women at senior levels and a better matching o our workorce to theclient base.

Recordkeeping Plans

The Authority complies with the State Records Act 2000 and is committed to the principles and standardsprovided by the State Records Commission.

Rcrdkpig Traiig Prgram

The recordkeeping program comprises training products ocused on sta. All new sta members are enrolled

or the training within a month o commencing. Existing sta are enrolled in all new modules as they areimplemented.


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The Records and Inormation Management Accredited Training Plan was approved and utilises courses onoer in tertiary institutions and accredited Australian National Training Authority trainers. This plan is directedspecically to sta members in a record and inormation management practitioner role. The use o the Plan

commenced in April 2009.

The outcomes o the Department o Housing Recordkeeping and Inormation Management training suite orthis period are:

Curs Titl %erlld

%Startd

%Cmpltd

Recordkeeping Awareness Training 47 9 38

Recordkeeping Awareness Reresher Training 34 8 26

TRIM System Training 42 13 29

Business Classication 49 10 38

FOI and Inormation Requests 33 7 26

Future plans include:

Induction to Recordkeeping and Inormation Management in the Department o Housing

Security Classication o Inormation

Managing Vital Records

Record and Inormation Management Practitioner (Process) Training

Grmt Plic Rquirmts

Corruption PreventionA Fraud and Corruption Policy Reporting Framework was developed in August 2008 or the notication oraudulent activity.

Detection and prevention o raud, corruption and misconduct are addressed under specic businessunits risk management activities, with appropriate reporting procedures established. The Department hasappropriate risk management policies that incorporate strategies to minimise the risk o raud, misconductand corruption.

These policies and guidelines, in conjunction with audits o contractors, internal audit business reviews andstringent controls over nancial payments have helped the Department develop a culture o awareness

relating to potential raud, corruption and misconduct.

A Misconduct Project Ofce was established in September 2008 to undertake a review o the Departments

management o integrity and misconduct matters using the Corruption and Crime Commission rameworkMisconduct Resistance: An Integrated Governance Approach to Protecting Agency Integrity. To increase theawareness o integrity and ethical matters, the Department is developing an online training program to bereleased to all sta during 2009.

Substantive Equality

The Department is continuing to review its practices in line with the Governments Policy Framework or

Substantive Equalityand is committed to achieving substantive equality in the services provided to its diverseclient base. During 200809, the implementation o substantive equality continued primarily throughout thehousing arm o the Department.


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The Department is also continuing to implement the recommendations rom the Equal OpportunityCommissions Finding A Place report o 2004, which correspond with the principles o the substantive equalitypolicy. New policies and initiatives also undergo an assessment in line with this process to determine their

impact on people rom diverse ethnic backgrounds.

In 200809, a number o practices were developed or reviewed, with a ocus on ensuring equitable accessand understanding o the Departments services. Achievements in this area have included:

Cmmuicati

the quality o written communication is being revisited to ensure the tone, level oinormation and accessibility is easier or people with limited English literacy; and

Sta Kwldg a Multicultural Awareness Training Course, raising skills in crosscultural

communication and the understanding o issues aced by clients rom culturally diverse backgrounds hasbecome a mainstream training program or rontline sta.

Occupational Safety, Health and Injury Management

The Department has a clear commitment to the health and welare o its employees and this is reected inorganisational policy and practice. Initiatives include:

an external review o the Departments Occupational Saety and Health systems was conducted within

the last three years (2006);

an internal review has led to the development and implementation o a regional Occupational Saety andHealth model to more eectively identiy and manage potential workplace hazards;

extension o the voluntary health and liestyle program;

Statewide recruitment and training o elected Occupational Saety and Health representatives andmanagers;

development o a comprehensive training program or ront line sta;

continued unding and support or the Employee Assistance Program; and

the development o saety in the eld and protective equipment policies.

The Department continued its ocus on injury management in its approach to claims management, andcontinued to support ofcers returning to work rom extended absences due to ill health.

The Workers Compensation Policy outlines the Departments practices and procedures, with reerence to theWorkers Compensation and Injury Management Act 1981. It is available on the intranet.

Indiator 2008-09 Targt 2008-09

Number o atalities 0 0

Lost time injury incidence rate* 0.28 0.58

Lost Time Injury Severity Rate 0 0

Percentage o injured workers returned to work within28 weeks

-

Percentage o managers trained in occupationalsaety, health and injury management responsibilities

>25% >50%

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


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Documents

Department of Housing Works 200809