Other financial disclosures

Ministerial directives

Under section 65(3) of the Land Information Authority Act 2006, Landgate is required to include in its Annual Report the text of a written direction given to it by the Minister, relating to the performance of Landgate’s functions. There were no directions given during 2014/15.

Pricing policies

Under the Treasurer’s Instruction 903, section 13(i), Landgate is required to advise the Department of Treasury (Treasury) of the policies underlying the pricing of its goods and services and, where appropriate provide references to relevant public documents that contain pricing information. For the major categories of goods and services provided by Landgate, the following pricing policies apply:

Land registrations

The setting of fees for land transaction documents, memorial registrations and survey plan lodgements are made pursuant to section 181 of the Transfer of Land Act 1893; section 130 of the Strata Titles Act 1985; and section 22 of the Registration of Deeds Act 1856. The basis for determining the cost of these services is in accordance with the guidelines set out in ‘Costing and Pricing Government Services’ published by Treasury. The 2014/15 schedule of fees for all land registration services services remained unchanged from the existing fee.

Land searches

Similarly, the schedule of fees for inspecting and copying (searching) land registration information, including Certificates of Title, survey plans and documents were also unchanged.

Land valuations

Pricing for valuations and valuation consulting services are made under the powers contained within the Valuation of Land Act 1978 and the Land Information Authority Act 2006.

Other goods and services

These goods and services cover a broad range of stakeholder and customer driven endeavours and include:

  • maps and aerial photography
  • remote sensing satellite imagery
  • native Title mapping
  • geospatial data sales
  • property value and sales information
  • land information enterprises
  • land and property market.

Prices of non-regulatory goods and services produced and delivered by Landgate are determined in accordance with Landgate’s Pricing Framework.

This framework ensures that the authority complies with the State Government’s requirements for the pricing of land information and for the costing and pricing of goods and services, as detailed in section 16 of the Land Information Authority Act 2006. The framework includes processes and procedures to ensure prices are set in a transparent, methodical and accountable way.

Capital works

Capital expenditure for the year ended 30 June 2015 was as follows:

Capital worksCapital expenditure
Estimated cost to complete
Location infrastructure6,364125
Products and services8675
Asset replacement2,738240
Business reform initiatives9,92028

Minor delays were experienced across all programs causing work to be carried over for completion in the early stages of 2015/16. The $0.398m is committed expenditure as at 30 June 2015.

Landgate’s capital works consists of four ongoing programs:

Location infrastructure

This program supports improvements in the collection and maintenance of location information that is the basis of Landgate’s operations and crucial to the operations of government, industry and the wider community. This program ensures the data meets the quality requirements of users and is designed to modernise systems and processes associated with producing location products. The program also provides for the support of the implementation of the LIS and funding for Landgate’s Innovation program.

The LIS provides a framework and strategic direction for the collection, use and management of location information. This will be supported by a number of strategic enablers led by Landgate, including the redevelopment of SLIP and a better coordinated whole-of-government approach to acquiring and managing location information.

Products and services

This program provides for the research, development and delivery of new products and services and the continual improvement of online business initiatives to meet government and community needs.

The primary activities of this program include developing web-enabled products, improving service delivery of key business solutions and extending mapping products to the commercial, private and government sectors.

Asset replacement

The asset replacement program provides for ongoing asset management through replacement and maintenance of facilities, physical infrastructure and information technology assets up to current standards.

Business reform initiatives

This program provides for the development of core functions and data to meet an increased demand for integrated services and technological change. It will deliver operational efficiencies through process automation and redesign. Landgate will be able to supply a range of new commercial, best practice services and integrated or bundled solutions. Currently the major project within this program is the redevelopment of our land registration process and the underlying software platforms. This builds on the National Electronic Conveyancing System, which was established by the Council of Australian Governments to deliver a uniform and seamless national approach to electronic conveyancing.

Employment and industrial relations – staff profile

Number of employees represented by division 
Business unitNumber of employees 2014/15Number of employees 2013/14
Office of the Chief Executive1312
Strategy and Reform4351
Finance Information and Legal Services144161
Business Development3730
Sales, Marketing and Customer Service105119
Number of employees represented by employment status
Employee by employee statusNumber of employees 2014/15Number of employees 2013/14
Full time678707
Part time124130
Fixed term contract6552

Staff learning and development

Landgate continued to work towards improving the capabilities and performance of its reducing workforce during 2014/15, by supporting staff development through training to improve the skills required to meet changing business needs.

During this financial year leadership and management development was a focus, with a pilot program aimed at upskilling our managers rolled out across the business.

Landgate’s Growth Performance and Satisfaction (GPS) system continues to be the driving force behind performance management, with managers and employees continuing to align their objectives with corporate outcomes. At the end of this financial year 92% of staff had completed a plan and 95% of these employees completed reviews during the year.

Governance disclosures

Enabling legislation

The Land Information Authority Act 2006 is the governing legislation which establishes the Western Australian Land Information Authority (the authority) as a statutory authority with commercial powers. The authority operates under the business name of Landgate.

The Land Information Authority Act 2006 prescribes the powers Landgate has to perform its functions and links to other acts.

Administered legislation

Landgate is responsible for administering legislation in relation to the registration of land transactions and the regulation of land surveyors. The Transfer of Land Act 1893, Strata Titles Act 1985 and Valuation of Land Act 1978 are the principal acts regulating the registration of land transactions. The Licensed Surveyors Act 1909 provides for the registration, licensing practice of land surveyors, the making of authorised surveys and establishment of the Land Surveyors Licensing Board.

Landgate’s operations are affected by more than 100 acts. The Fair Trading Act 2010 which applies the Australian Consumer Law set out in Schedule 2 of the Competition and Consumer Act 2010 (Commonwealth) and Part IV of the Competition and Consumer Act 2010 both apply to Landgate’s commercial operations. The Financial Management Act 2006, Auditor General Act 2006 and State Supply Commission Act 1991 regulate finances, accounts and procurements.

Governance arrangements

Since Landgate commenced operating as a statutory authority in 2007, the Landgate Board has been committed to establishing and practicing effective governance arrangements to oversee the direction and operations of Landgate.

The corporate governance structure of Landgate enables the authority’s objectives to be pursued and achieved. The structure encompasses the systems and processes required to make and manage business decisions.


The Minister for Lands has responsibility for Landgate and is administratively responsible for the Land Information Authority Act 2006. The Minister approves Landgate’s budget, strategic direction, strategic initiatives and financial decisions. The Minister tables Landgate’s annual report and any directions given to the authority in parliament and is accountable to parliament for Landgate’s performance.


The Board is accountable to the Minister for the performance and the efficient and effective financial management of the authority. The role and functions of the Board are set out in the Land Information Authority Act 2006 and the Board is subject to the provisions within the Statutory Corporations (Liability of Directors) Act 1996.

The Board is responsible for:

  • setting the broad strategic direction of Landgate and objectives, plans and performance targets through the annual development of a five year Strategic Development Plan and one year Statement of Corporate Intent which must be agreed by the Minister
  • approving the budget and capital submissions to government (under the Financial Management Act 2006)
  • reporting to the Minister on the operational and financial performance of Landgate
  • making a recommendation as soon as practicable after the end of the financial year on whether a dividend is to be paid to the consolidated account and, if so, the amount to be paid
  • monitoring financial and operational performance of Landgate (against agreed goals/targets)
  • providing risk management oversight
  • consulting and communicating with the Minister
  • monitoring and approving major business transactions
  • reviewing the internal financial and operational control environments
  • determining the scope (and any relevant limits) of authority delegated to the Chief Executive
  • overseeing the management of the authority by the Chief Executive to ensure it is operating effectively and has a culture of compliance and best practice business performance in financial, human resource, risk and asset management. 

Board structure

The Minister appoints the members of the Board, which is to comprise not less than four and not more than six persons in addition to the Chief Executive (ex officio member) in accordance with the Land Information Authority Act 2006.

Board members are required to have relevant knowledge and experience to enable Landgate’s functions under the Land Information Authority Act 2006 to be performed and a range of skills and expertise is required including commercial acumen, information technology, strategy development and financial management. The skills and experience of the current Board members are set out in the agency overview section of this annual report.

Members are appointed for fixed terms of up to three years and can be reappointed. The Minister designates appointed members to the roles of Chair and Deputy Chair.

Board sub-committee - Audit and Risk Management Committee (ARMC)

The Audit and Risk Management Committee is a sub-committee of the Board established under Section 29 (1) of the Land Information Authority Act 2006.

The primary objective and responsibility of the committee is to assist the Board fulfill and discharge its responsibilities in relation to Landgate’s accounting policies, financial reporting practices, financial and internal control systems, internal audit function, and risk management framework by providing an objective and robust opinion on the effectiveness and efficiency of these activities.

The Board has authorised the committee to:

  • select, engage, terminate and approve the fees and other terms and conditions of the engagement of special or independent counsel, accountants, other experts and other advisors as it deems necessary to carry out its duties
  • have unrestricted access to management, employees and information it considers relevant to its responsibilities
  • meet individually with the Auditor General and/or their representative, the Chief Executive Officer, the Chief Finance Officer and the Manager, Audit and Risk Management without any other members of management being present, at least once a year or whenever it is deemed appropriate by the Chair of the Committee
  • consult with and be consulted by management on the appointment and performance of the Manager, Audit and Risk Management.

ARMC financial reporting

The committee reviews the annual financial statements and key performance indicators before recommending a submission to the Board for approval.

The committee also reviews other financial issues and reports throughout the year, including:

  • any significant or unusual accounting issues or new transactions
  • new or changes to accounting standards and how that may impact on Landgate’s financial management
  • the appropriateness of Landgate’s accounting policies and practices.

ARMC risk management (including business continuity)

During the year the committee:

  • reviews Landgate’s risk management policies and frameworks, which include risk management, business continuity, insurance and other related areas
  • monitors Landgate’s actual strategic (material) risk exposures
  • provides oversight of the management of operational and project risks and responses to plans for the reduction of unacceptably high risks (Treatment Action Plans).

ARMC legal and regulatory obligations (compliance)

In the area of compliance the committee:

  • reviews Landgate’s approach to achieving compliance with statutory and regulatory obligations through the Compliance Policy and Compliance Framework
  • monitors changes in legislation, standards and other forms of regulation to determine the impact on Landgate’s activities
  • confirms the Annual Compliance Certification which is completed by each General Manager as part of the annual reporting process
  • monitors any high risk legal or compliance matters through to conclusion. 

Internal and external audit functions

Ensuring the independence of audit activities, the committee will consider the following:

  • approval of the Annual Audit Plan, ensuring adequate coverage of high risk areas, through a risk assessment of auditable areas within the Audit Universe
  • monitor the progress of the internal audit plan and approve any changes required to the planned scope
  • oversee the annual Officer of Auditor General (OAG) Audit Plan which highlights proposed audits, timing and costs
  • have oversight of audit reports issued by the OAG
  • monitor follow up action in response to internal audit and external audit recommendations
  • review and approve the Internal Audit Charter on a two year cycle.

Risk management

Landgate has an established risk management framework which incorporates strategic risk, operational risk and project risk. Landgate’s strategic risks are identified as part of the Strategic Development Plan annual review process and are monitored on no less than a quarterly basis. Operational risk registers are in place for all key business units and are fully reviewed every year with support from the Audit and Risk Management Branch. Interim monitoring and review takes place in areas of higher risk or where change has occurred. The status of strategic and significant operational risks is reported quarterly to the Board, Audit and Risk Management Committee and Corporate Executive.

Project risks are identified for each key project throughout its lifecycle and are monitored and reported in line with the PRINCE2 project management methodology. Landgate also has a structured Business Continuity Program incorporating business and IT disaster recovery protocols. Scenario testing of the business plans is conducted quarterly. IT disaster recovery simulations are also conducted on a quarterly basis, with an increase in demand at each test.

Audit and Risk Management branch

The Audit and Risk Management branch (ARMB) was established in 2008. Activities include internal audit, risk management, insurance, compliance and business continuity. All work is guided by best practice under Australian / international standards, internal audit standards, Treasurer’s Instructions and relevant regulatory guidelines.

The ARMB reports directly to the Audit and Risk Management Committee, establishing independence of the internal audit function. It is part of the Office of the Chief Executive, which ensures it remains independent from the business.

The annual audit planning process applies a risk-based approach, along with consultation across the business units, to determine the annual audit plan.

Board sub-committee – Special Projects Committee (SPC)

The Special Projects Committee (SPC) is a sub-committee of the Board established under Section 29 (1) of the Land Information Authority Act 2006. The primary function of the SPC is to provide support and assistance to the Board on matters referred to it by the Board, consistent with achieving the goals and objectives in the current Strategic Development Plan.

The Board has authorised the SPC to:

  • seek independent professional advice when necessary
  • make decisions on behalf of the Board through delegated authority
  • inform the Board of relevant items at the committee’s discretion
  • require the attendance of any employee at its meetings.

Board remuneration

The Landgate Board is established under the Land Information Authority Act 2006. The Board is responsible for the performance of the authority’s statutory functions and determines its strategic direction. The Board meets on the fourth Wednesday of the month at various locations, including Midland, Perth and Floreat. Meeting dates and arrangements may be subject to change to address special requirements.

The Audit and Risk Management Committee (ARMC) is a sub-committee of the Landgate Board and comprises two Board members. In line with its charter, the committee may invite other participants to its meetings. The primary function of the ARMC is to assist the Board and Chief Executive to fulfill their corporate governance responsibilities. The ARMC meets on a quarterly basis.

The Special Projects Committee (SPC) is also a sub-committee of the Landgate Board and comprises four Board members, one of whom is the Chief Executive. The primary function of the SPC is to assist the Board on matters relevant to achieving the goals and objectives in the current Strategic Development Plan. The SPC meets as required.

Landgate Board

PositionNameType of remuneration*Period of membershipGross/actual remuneration
ChairmanGeoffrey Hickannual1/07/14-30/06/15$46,403
Deputy ChairmanRoger Hussey*annual1/07/14-30/06/15$37,122
MemberKaren Gadsby*annual1/07/14-30/06/15$30,206
MemberPaul White^annual1/07/14-30/06/15$27,842
MemberClaire Poll^annual1/07/14-30/06/15$27,842
MemberAnne Arnold^annual1/07/14-30/06/15$27,842
Chief Executive, memberMike Bradford^annualex officioN/A


* Also a member of the Audit and Risk Management Committee

^ Also a member of the Special Projects Committee

Other committee remuneration

The Geographic Names Committee (GNC) was appointed as an advisory committee to the Minister for Lands in 1936 to provide advice to the Minister on geographical naming issues. Appointments to the GNC are made by the Minister for Lands to represent many different points of view, from local communities to professional institutions and government agencies within Western Australia.

The GNC is served by a Chairman, Executive Officer and a Secretariat, all of which are provided by Landgate. The GNC is responsible for providing advice regarding the nomenclature needs for geographical features, administrative boundaries, localities and road. Landgate, through delegated authority from the Minister, administers the formal application process and maintains the states nomenclature database, known as GEONOMA (geo = geographic, noma = Latin for ‘names’).

GEONOMA is recognised by the Western Australian government as the single source of truth and the official register for all approved named geographic features, administrative boundaries and road names and their positions and/or extents.

Geographic Names Committee

PositionNameType of remuneration*Period of membershipGross/actual remuneration
MemberJenny Cartersitting1/07/14-30/06/15$640
MemberKevin Trentsitting1/07/14-30/06/15$640


Other legal requirements


In accordance with section 175ZE of the Electoral Act 1907, the Western Australian Land Information Authority incurred the following expenditure in advertising, market research, polling, direct mail and media advertising. Total expenditure for 2014/15 was $685,721.38 and incurred in the following areas:

Expenditure typeExpenditure ($)
Advertising agencies$299,857.91
Big Head Digital20,320.00
Carat Australia Media Services220,554.68
GateCrasher Advertising Pty Ltd7,810.00
Direct mail$5,562.97
Market research$343,372.50
Painted Dog Research Pty Ltd343,372.50
Media advertising providers$36,928.00
Captivate Global2,028.00
90 Seconds Australia13,900.00
Google Adwords21,000.00
Polling NIL 


Curtin University Partnership Spatial Sciences Studio 

The Curtin Alliance Memorandum of Understanding between Curtin University and Landgate was renewed for a period of three years in 2013. The agreement continues to encourage Landgate and Curtin University (School of Spatial Sciences) to work in partnership to develop and promote education and research in location information and improve education and employment opportunities for students in the spatial sciences field.


Landgate annually funds a student bursary in Spatial Sciences for final year or Honours students enrolled in a Bachelor of Science (GIS) at Curtin University.

The award promotes excellence and innovation in spatial sciences. This year’s winner was a student with strong interests in remote sensing and environmental and natural resource management.

GovHack 2014

GovHack events bring together ideas, people, technical expertise, developers and government data for a short high intensity competition. In addition, GovHack harnesses creativity and innovation to create new solutions to the problems and challenges facing government today. Landgate sponsored the Landgate Location Innovation Prize which was awarded to the team demonstrating the most innovative use of data through SLIP. The Landgate prize was won by team ClueGO with a cloud-based interactive and educational mobile app to encourage active discovery of Perth city.

GovCamp 2014

GovCamp was a nationally video-linked conversation which included Adelaide, Brisbane, Melbourne, Sydney and Canberra. GovCamp was an occasion to inspire and shape new opportunities around innovation for public purpose. It was an opportunity for a mix of people – from inside and outside government, from the worlds of technology and policy, community and universities – to share ideas about public-purpose innovation and ways that support real-world transformation of government.

Disability Access and Inclusion Plan outcomes

(Disability Services Act 1993 S29)

Landgate is proud of its efforts to ensure that it is an inclusive and accessible place for its staff, customers and members of the public with disability.

Landgate’s 2012-2017 Disability Access and Inclusion Plan (DAIP) furnishes a structure to identify physical and systemic areas of our business where services to people with disability can be enhanced. It also informs the development of strategies to facilitate the design and implementation of projects in response to the outcomes identified in the plan. An annual progress report is provided to the Disability Services Commission in July of each year ensuring that Landgate’s five year plan and the service requirements identified in it continue to comply with the Disability Services Act 1993.

1. People with disability have the same opportunities as other people to access the services of, and any events organised by, a public authority
Our planning for events and activities includes ensuring people with disability are able to attend and participate. Landgate’s services are accessible by all members of the community including people with disability. People with disability, who have access or inclusion requirements are encouraged to contact us. 

2. People with disability have the same opportunities as other people to access the buildings and other facilities of a public authority
All Landgate buildings are equipped with:

  • ramps
  • strategically placed automatic door openers throughout the building to improve access for staff and customers with disabilities
  • a disability access toilet for public use and
  • wheelchair and hearing impaired assistance services at the Midland Customer Centre.

Landgate acquires funds from the Federal Government for workplace modifications to ensure people with disability have equal opportunity to access its facilities and services.

3. People with disability receive information from a public authority in a format that will enable them to access the information as readily as other people are able to access it 
Information about Landgate services is readily accessible via various means including:

  • face to face contact
  • telephone
  • teletypewriter (TTY)
  • internet, Facebook and Twitter
  • email
  • alternative formats on request and the redesigned corporate website.

Landgate’s redeveloped corporate website went live on 19 March 2015. The website redevelopment addressed a number of accessibility issues and is progressing to full compliance with the Web Content Accessibility Guidelines version 2.0.

Improvements include:

  • a new content management system that meets accessibility guidelines
  • a responsive web design that presents the website to fit the device used
  • ability to change text size
  • all website videos captioned
  • eight website content authors have been trained in website accessibility and how to create accessible documents.

4. People with disability receive the same level and quality of service from the staff of a public authority as other people receive from the staff of that public authority
Landgate is proud of the quality of service it provides to its customers and the community and ensures that service levels are high for all sectors of its clients including people with disability. Landgate maintains and promotes policies, codes of conduct and strategies that prohibit discrimination, harassment and victimisation of people with disability.

5. People with disability have the same opportunities as other people to make complaints to a public authority
Landgate’s complaints management system and its feedback mechanisms are accessible to all customers and are available through a number of appropriate mechanisms to ensure equal access.

6. People with disability have the same opportunities as other people to participate in any public consultation by a public authority
People with disability can participate in public consultation by accessing Landgate’s services through a number of means detailed in outcome 3. Interpreters and specialist providers are engaged on request to ensure full inclusion of all during consultation.

7. People with disability have the same opportunities as other people to obtain and maintain employment with a public authority
Three per cent of Landgate’s staff identify as having a disability. Landgate continues to refine its strategies to attract, recruit and retain employees to ensure a diverse workforce. Landgate’s Workforce and Diversity Plan and Disability Access and Inclusion Plan identify gaps in policy, service provision and operational processes, improving opportunities for staff diversity.

Landgate provides Auslan interpreters for employees who have a hearing impairment to ensure access to information, training, interviews and succession opportunities.

Employees with disability are provided with support to carry out their employment responsibilities, career development and succession opportunities through the Workplace Literacy/Language Support Program.

Enriching the employment of people with disability via job redesign and other innovative and flexible work practices on a case by case basis is an ongoing priority.

Equal opportunity outcomes

Diversity progress report – representation

Landgate’s women in management 2014/15 
Women in managementLandgate representation 
(%) 2014/15
Landgate representation 
(%) 2013/14
Distribution (equity index)9999
Management tier 100
Management tier 24033.3
Management tier 350.037.5
Management tier 2 & 3 combined47.736.6 
Landgate’s workforce diversity 2014/15 
Diversity groupLandgate representation
(%) 2014/15
Landgate representation
(%) 2013/14
Equity index
Equity index
People from culturally
diverse backgrounds
Indigenous Australians1.01.026.928
People with disability3.23.06364
Youth (<25)3.03.03126 

This information shows the diversity of Landgate employees against other state sectors. The equity index compares the distribution of a diversity group in the workforce to the distribution of the workforce as a whole. If the group has a similar distribution across all ranges as the total workforce the equity index is 100. An equity index of less than 100 indicates compression of the group at the lower salary ranges. An equity index of more than 100 indicates compression of the group at the higher salary ranges.

Note: as the responses rely on voluntary self-nomination (other than for Youth), it is likely that the data under represents these diversity groups at Landgate.

Compliance with Public Sector Standards and Ethical Codes

Public Sector Management Act 1994, S31 (1)

Human Resource Management Standards, Public Sector Standards and Ethical Codes Compliance Statement for 2014/15 Overview

Landgate is committed to upholding the Public Sector Standards in Human Resource Management, the Western Australian Public Sector Code of Ethics and Landgate’s Code of Conduct.

Public Sector Standards

The standards are available on Landgate’s intranet and are embedded in relevant policies and procedures.

  • Landgate welcomes open communication and integrity including compliance with the standards and ensuring reviewable decisions are fair and equitable and properly recorded.
  • Landgate’s People and Culture team ensures the business is kept upto- date with changes to the Public Sector Standards, Commissioner’s Instructions, and any changes to the Public Sector Management Act1994 and regulations.

Public Sector Code of Ethics and Landgate’s Code of Conduct

  • the Code of Ethics and Code of Conduct are available on Landgate’s intranet
  • the Code of Ethics and Code of Conduct are brought to the attention of new Landgate employees
  • employees are informed of important ethical and behavioural topics via the intranet, the promotion of new or revised policies, courses, seminars and workshops
  • ninety-five per cent of Landgate staff have completed Accountable and Ethical Decision Making courses. New employees undertake accountable and ethical decision-making learning via an online learning module.

Mike Bradford signature 

Mike Bradford
Chief Executive

Recordkeeping plans

The following information is provided as required by State Records Commission Standard 2, Principle 6 – Compliance.

Landgate has been implementing an electronic document and records management system (eDRMS). The eDRMS rollout includes establishing ‘Records Super-users’ within business areas who are comprehensively trained in using the corporate records management system and the eDRMS. Training in using the corporate records management system and the eDRMS continues to be provided as required.

Recordkeeping awareness training forms part of Landgate’s induction processes. All people new to Landgate are required to complete this training within 30 days of enrolment, including people working for Landgate’s contracted service providers.

Training content was reviewed in 2015. It continues to provide an awareness of Landgate’s recordkeeping policies, processes and principles, and describes what is required to comply with Landgate’s Recordkeeping Plan. Over 100 people were enrolled during the year with 99% of participants successfully completing their recordkeeping induction.

Information statement

The Western Australian Freedom of Information Act 1992 provides a legal right of access to documents held by all state and local government agencies. The Landgate Annual Report serves the purpose as Landgate’s Information Statement to meet the requirements of Part 5 of the Freedom of Information Act 1992.

Freedom of Information Applications for 2014/15

Three valid applications were received for the year, two to access nonpersonal information and one to access personal information. Two external reviews were lodged for an application processed the previous financial year. Statistics for 2014/15 reported for inclusion in the Information Commissioner’s Annual Report at www.foi.wa.gov.au.

Information enquiries

The public has ready access to many Landgate information collections. Requests to access Landgate information are first directed to Customer Service Officers where a formal FOI application is required if the information sought is not readily available through the products and services delivered by Landgate.

Receipt of FOI applications

FOI applications, payments, correspondence and general enquiries should be directed to:

FOI Coordinator
PO Box 2222
Midland WA 6936
Telephone +61 (0)8 9273 7565
Facsimile +61 (0)8 9273 7666.

FOI application forms are available from the Landgate website at landgate.wa.gov.au or from the FOI Coordinator.

Fees and charges

The rate of fees and charges are set under the FOI Act.

  • Application fee for non-personal information is $30.00. There are no fees for applications for personal information about the applicant.
  • Charges for dealing with the application are set at a standard rate of $30.00 per hour, or pro rata for a part of an hour.
  • Charges for supervising inspection of documents are set at a standard rate of $30.00 per hour, or pro rata for a part of an hour.
  • Charges for photocopying are $30.00 per hour for staff time and 20¢ per copy.
  • Charges for time taken by staff transcribing information from a tape or other device are set at a standard rate of $30.00 per hour, or pro rata for a part of an hour.
  • Charges for duplicating a tape, film or computer information will be the actual cost.
  • Charges for delivery, packaging and postage will be the actual cost.

Processing applications

The coordination and assessment of FOI applications are centralised, with decentralised decision-making. Initial decisions are generally made by the relevant business manager / information owner due to their knowledge of the activities and information involved. The internal review process is conducted by Landgate’s Legal Services team.

Notice of decision

Applicants are provided with written notice of Landgate’s decision, including the:

  • date of the decision
  • name and designation of the decision-maker
  • reasons for deleting any matter
  • reasons for deferring access
  • arrangements for giving access
  • reasons for refusing access to any matter
  • amount and basis for any charges levied
  • rights of review and procedures to be followed.

Review rights

If an applicant or third party is aggrieved with a decision they have the right to submit a written request for a review. The request for a review must be lodged within 30 days of notice of the original decision. The review is conducted by a person other than the person who made the original decision, is not subordinate to that person, and is usually a person from Landgate’s Legal Services team.

The authority must respond with a written notice of decision within 15 days of receiving a request for a review. There is no lodgement fee payable for internal reviews. If the applicant or third party is still aggrieved they may lodge a written complaint to the Office of the Information Commissioner within 60 days following the internal review decision (30 days for third parties). The Commissioner’s decision is final, unless an appeal is made to the Supreme Court on a question of law.

Occupational safety, health (OSH) and injury management

Landgate is dedicated to providing and maintaining safe and healthy environments for workers and visitors through the development and implementation of effective and integrated safety, wellness and injury management systems.

Landgate’s commitment to safety, health and wellness is articulated within our OSH Policy Statement. The statement is formulated in consultation with representative groups, endorsed by the Corporate Executive and signed by the Chief Executive. It is proudly displayed in prominent locations throughout Landgate.

Landgate is committed to ensuring a safe and healthy workplace for all workers and visitors by:

  • nurturing the continuous improvement of workplace safety, health conditions and culture
  • acknowledging and accepting a shared responsibility for the safety and health of all persons who may be affected by Landgate’s activities
  • promoting a consultative environment that will resolve issues while proactively developing and improving OSH systems in the workplace
  • providing and maintaining workplaces and systems of work so, as far as practical people are not exposed to hazards
  • providing appropriate financial, physical and human resources to ensure effective implementation, maintenance and improvement of OSH systems
  • supporting OSH performance based objectives and targets to continuously improve and eliminate work-related illness and injury.

OSH representatives are available to consult and provide representation on safety and health matters. Representatives’ details are provided via a poster, which is displayed throughout the workplace and is available on the staff intranet. Newsletter and intranet articles serve to promote the role, recruit new representatives, convey their identity and availability.

Landgate’s OSH Committee meets on a six weekly basis or as required. It provides a forum for discussion and development of safety and wellness programs. Initiatives developed and recommended by the committee are referred to business unit managers and the Corporate Executive. Minutes from OSH committee meetings are available to all employees via the staff intranet.

It is through effective, timely monitoring of safety conditions that Landgate is able to respond to any concerns or opportunities for improvement. Landgate’s Quarterly OSH and Wellness Performance Reports contain an extensive range of performance indicators and trend analysis.

  • Engagement – number of OSH representatives and visits to OSH intranet material.
  • Workers compensation and Injury management – number of claims, actual and future estimated costs.
  • OSH and injury management training – percentage of managers trained and the timeliness of OSH training being completed.
  • Incidents, first aid treatments and ergonomic assessments – number of reported incidents, treatments by a First Aid Officer and assessments performed by Landgate’s internal assessors.
  • Employee assistance program – overall utilisation and the ratio of work related use, benchmarked against the wider public service.
  • Wellness program – participation in a range of leisure and lifestyle program activities and memberships.
  • Summary of incidents – a description of all recent incidents investigations, corrective actions and outcomes.

Performance reports are made available via the staff intranet. They are formally reviewed by Landgate’s Board, Corporate Executive and OSH Committees. Managers, employees and their representative groups are alerted to their presence by email and encouraged to review within team meetings.

Landgate’s Injury Management Policy is developed in accordance with the Workers’ Compensation and Injury Management Act 1981 and WorkCover WA guidelines for injury management. It documents the authority’s approach to work related and non-work related illness and injury and is available via the staff intranet.

Landgate’s workplace-based injury management service is available to any employee who suffers a work-related injury or illness as well as those who suffer a non-work related injury or illness that may be impacted by or upon their work. Where required, return to work and injury management plans are developed and monitored in accordance with the requirements of the Workers’ Compensation and Injury Management Act 1981 and Landgate’s Policy.

Landgate recognises the benefits of continuous improvement based upon best practice standards. An integral part of Landgate’s approach is a comprehensive ongoing workplace inspection and systems auditing process.

This includes six monthly workplace hazard inspections in conjunction to those periodically performed by OSH Representatives, annual legislative and procedural compliance audits and five yearly safety management system audits, conducted in accordance with the code of practice for OSH in the Western Australian public sector and AS4801:2000.

In late 2010 Landgate engaged an external audit of its safety management system. The audit scope was aligned to Western Australia’s WorkSafe Plan, WorkSafe Victoria’s SafetyMap and ComCare’s National Audit tools. A review conducted in May 2014 found 100% of the 27 recommendations; spanning nine focus areas had been fully addressed.

Throughout 2014/15 Landgate has continued to act on opportunities for improvement by:

  • refining and enhancing OSH aspects of its organisational risk register
  • completing a review of asbestos management, implementing new guidance material, reporting and inspection systems and educating industry stakeholders on the risks associated with this hazardous material in Landgate installations
  • developing and reviewing an expanded set of OSH guidance in order to document OSH and injury management systems and the management of key OSH risks.

Landgate looks forward to identifying further opportunities for improvement through a repeat assessment of OSH management systems in late 2015.

Actual results
Results against target
Measure2013/142014/152014/15 TargetComment on result
Number of fatalities000
Lost time injury and/or
disease incidence rate has continued to perform well, in the prevention and management of workplace injury.
Lost time injury and/or
disease severity rate
Percentage of injured
workers returned to work:
100%100%N/AOnly two lost time incidents occurred in the 2014/15 period, five within the past four years.
(i) within 13 weeks100%100%≥80%
(ii) within 26 weeks93%86%≥80%
Percentage of managers
trained in occupational
safety, health and
injury management
87%93%≥80%Competency based electronic training and refreshers has been well received and highly effective. 

*Note: figures provided are based upon three year trends

This page was last updated on: 28 Jul 2018