Disclosures and other legal requirements

Ministerial directives

Landgate received no Ministerial Directives under section 65(3) of the Land Information Authority Act 2006 in 2015/16.

Pricing policies

Landgate charges for goods and services rendered. Under section 13(i) of Treasurer’s Instruction 903, Landgate advises Treasury of the policies underlying the pricing of its goods and services.

The pricing of all goods and services are determined in accordance with the authority’s Pricing Framework. This framework includes processes and procedures to ensure prices are set in a transparent, methodical and accountable way and takes reference from Costing and Pricing Government Services: Guidelines for Use by Agencies in the Western Australian Public Sector published by Treasury.

The authority’s charges for its goods and services must also comply with relevant legislation. The legislation applicable to each category of goods and services are detailed in the following sections:

Land registrations

The setting of fees for land transaction documents, memorial registrations and survey plan lodgements complies with 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 fees take into account the Department of Treasury’s (DOT) ‘Costing and Pricing Government Services: Guidelines for Use by Agencies in the Western Australian Public Sector’ and also commitments associated with the Land Legislation Amendment (Taxing) Act 2015 that limit fee increases to no more than DOT’s estimated CPI. For 2015/16 the increase was 2.5%.

Land searches

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

Land valuations

Pricing for valuations and valuation consulting services complies with the Valuation of Land Act 1978 and the Land Information Authority Act 2006.

Other goods and services

In addition, Landgate charges for other goods and services, including but not limited to:

  • mapping and aerial photography services
  • aerial, terrestrial and remote sensing satellite imagery
  • property interest, value and sales information
  • location information and services.

Prices for non-regulatory goods and services must comply with section 16 of the Land Information Authority Act 2006.

Capital works

Capital expenditure for the year ended 30 June 2016 was as follows:

Capital worksCapital expenditure
($'000)
Estimated cost to complete
($'000)
Location infrastructure5,542245
Products and services20911
Asset replacement2,50299
Business reform initiatives14,84989
Total23,102444

Minor delays were experienced across all programs causing work to be carried over into the early stages of 2016/17. The total of $0.444m is committed expenditure as at 30 June 2016.

Landgate’s capital works consist of four continuing programs detailed in the following sections:

Location infrastructure

Location information forms the basis of Landgate’s operations. This information about land ownership, land boundaries and geographic features is crucial to the operations of government, industry and the wider community. The Location Infrastructure Program ensures the location data meets the quality and currency requirements of users. The program also supports the state’s Location Information Strategy (LIS) and funds the authority’s innovation program.

Led by Landgate, the LIS provides a whole-of-government framework for the collection, use and management of location information.

Products and services

Landgate’s research, development and delivery of new products and services is accomplished through its Products and Services Program. The program continually improves online business initiatives to meet government and community needs.

The primary activities of this program involve 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 manages the maintenance and replacement of facilities, physical infrastructure and information technology systems.

Business reform initiatives

This program is designed to meet the increased demand for integrated services and technological change. Through a program of process automation and redesign, Landgate is able to supply a range of new commercial services and integrated or bundled solutions.

The major project under this program is the redevelopment of our land registration process (conveyancing) and the underlying software platforms. It builds on the National Electronic Conveyancing System, which was established by the Council of Australian Governments (COAG) to deliver a uniform and seamless national approach to electronic conveyancing.

Employment and industrial relations – staff profile

Number of employees by division 
Business unitNumber of employees 2015/16Number of employees 2014/15
Office of the Chief Executive1313
Strategy, People and Performance3043
Operations385459
Finance Information and Legal Services109144
SPUR3437
Sales, Marketing and Customer Service90105
Number of employees by employment status
Employee by employment statusNumber of employees 2015/16Number of employees 2014/15
Full time575658
Part time86124
Casual00
Permanent621737
Fixed term contract4052

Staff learning and development

Landgate continued to improve the capabilities and performance of its workforce during 2015/16 through staff learning and development to meet changing business needs.

During this financial year, leadership and management development was a focus, with a 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 per cent of staff had completed a plan and 95 per cent of these employees completed reviews during the year.

Unauthorised use of credit cards

Employees of the authority hold corporate credit cards where their functions warrant the use of this facility. One employee inadvertently used the corporate credit card for personal use and promptly advised the authority. The Chief Finance Officer noted prompt advice and settlement of the personal use amount, and the nature of the expenditure was immaterial.

 2015/16
Aggregate amount of personal use expenditure for the reporting period$12
Aggregate amount of personal use expenditure settled by the due date (nine working days)$12

Act of grace payments

Landgate made Act of Grace payments during the financial year reimbursing printing costs ($356) and overpaid registration fees ($1,444).

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 Act 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 apply to Landgate’s commercial operations. The Financial Management Act 2006, the 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 practising 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.

Minister

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.

Board

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
  • recommending as soon as practicable after the end of the financial year 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 Authority overview section.

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 subcommittee – Audit and Risk Management Committee

The Audit and Risk Management Committee (ARMC) is a subcommittee 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 to 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, and other experts and advisers 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 they may impact 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 considers 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 Office of Auditor General (OAG) Audit Plan, which highlights proposed audits, timing and costs
  • oversee 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 that incorporates strategic risk, operational risk and project risk. The authority’s strategic risks are identified in the annual review of the Strategic Development Plan 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 (ARMB). 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, ARMC and Corporate Executive.

Project risks are identified for each key project throughout its life cycle 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 quarterly, with an increase in demand at each test.

Audit and Risk Management Branch (ARMB)

The ARMB was established in 2008. Its activities include internal audit, risk management, insurance, compliance and business continuity. All work is guided by best practice under Australian and 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 subcommittee – Special Projects Committee

The Special Projects Committee (SPC) is a subcommittee 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 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. Meeting dates and arrangements may be subject to change to address special requirements.

The ARMC is a subcommittee 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 committee is to assist the Board and Chief Executive to fulfil their corporate governance responsibilities. The ARMC meets quarterly.

The SPC is also a subcommittee 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 Hickannual1/07/15- 31/07/15$5,515
ChairCaroline de Moriannual1/08/15-30/06/16$42,519
Deputy ChairmanRoger Hussey*annual1/07/15-30/06/16$38,427
MemberKaren Gadsby*annual1/07/15-04/03/16$21,540
MemberPaul White*^annual1/07/15-30/06/16$28,820
MemberClaire Poll^annual1/07/15-30/06/16$28,820
MemberAnne Arnold*^annual1/07/15-30/06/16$29,582
MemberIan Macliver*annual14/03/16-30/06/16$8,433
Chief Executive, memberMike Bradford^annualex officioN/A
   Total$203,656

* Also a member of the ARMC

^ Also a member of the Special Projects Committee

Other committee remuneration

The Geographic Names Committee (GNC) was appointed to the Minister for Lands in 1936 to advise 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 roads. Landgate, through delegated authority from the Minister, administers the formal application process and maintains the state’s nomenclature database, known as GEONOMA (geo = geographic, noma = Latin for names).

GEONOMA is recognised by the Western Australian State 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 extent.

Geographic Names Committee

PositionNameType of remunerationPeriod of membershipGross/actual remuneration
MemberCathrin CassarchisNil1/7/2015-30/6/2016$0.00
MemberPatricia MobiliaNil1/7/2015-30/6/2016$0.00
MemberJon LeeNil1/7/2015-30/6/2016$0.00
MemberDamien MartinNil1/7/2015-30/6/2016$0.00
MemberPaul McCluskeyNil1/7/2015-30/6/2016$0.00
MemberRon TollidayNil1/7/2015-30/6/2016$0.00
MemberShaun ColdicuttNil1/7/2015-30/6/2016$0.00
MemberTanya ButlerNil1/7/2015-30/6/2016$0.00
   Total$0.00

Advertising

Requirement under 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.

Expenditure typeExpenditure ($)
Advertising$37,685
90 Seconds Australia4,310
Aviary Digital Marketing9,330
Captivate Global2,028
Crazy Domains97
Channel H Pty Ltd1,200
Proton Promotional900
Fiverr.com332
The League Agency Pty Ltd11,964
Trilogy Advertising & Marketing Pty Ltd7,524
Market Research$179,264
Painted Dog Research Pty Ltd178,964
Survey Monkey300
Direct mail$6,042
Webcentral2,001
Campaign Monitor4,041
Media advertising providers$76,797
Adcorp9,763
Big Head Digital4,761
Carat Australia Media Services Pty Ltd34,115
Facebook Ads4,087
Google Adwords24,000
Envato19
State Law Publisher52
Polling NIL

Total expenditure for 2015/16 was $299,788

Sponsorship

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.

Bursary

Landgate annually provides a scholarship for one Curtin University Spatial Sciences student to enhance opportunities for education and employment in the field of spatial sciences. This year’s winner of the scholarship was Kaitlyn Dyer for displaying high levels of engagement, enthusiasm and academic performance in her field. The amount of the scholarship was $3,500.

GovHack 2015

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 a prize for the Most Innovative Use of Location Information which was awarded to Synergising Synergies for Sitizens for its solar power project.

GovCamp 2015

GovCamp was a video-linked conversation that included people in Adelaide, Brisbane, Melbourne, Sydney and Canberra. Landgate continued its support for GovCamp 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.

Just Start It and HackED

Just Start IT is an entrepreneurship outreach program supported by Curtin University, Datacom, Microsoft and others, including Landgate. The program works with teams of high school students from schools across WA, and more recently New South Wales, and develops entrepreneurial skills by assisting teams to explore ideas for innovative new businesses. Just Start IT and Landgate’s HackED program are complementary and this collaboration has helped grow and develop both programs in order to reach more students.

Disability Access and Inclusion Plan outcomes

Requirement under section 29 of the Disability Services Act 1993.

Our current Disability Access and Inclusion Plan (DAIP) ensures that people with disability, their families and carers are able to access our services and facilities, providing them with the same opportunities, rights and responsibilities enjoyed by others.

Our plan outlines a suite of strategies against its seven outcomes. We report our progress to the Disability Services Commission annually and present this information to staff and the Board.

The Landgate DAIP is available on the authority’s website.

Strategies to improve access and inclusion

The authority’s actions for each of the outcomes are listed below.

Outcome 1

People with disability have the same opportunities as other people to access the services of, and any events organised by, the authority.

  • Ensure that all events and activities organised by Landgate are accessible to people with disability.
  • Ensure all employees who provide services to the general public are aware of their responsibilities relating to DAIP.
  • Incorporate DAIP objectives into relevant strategies and plans.

Outcome 2

People with disability have the same opportunities as other people to access the buildings and other facilities of the authority.

  • Ensure that the authority’s client contact areas are accessible and welcoming to people with disability.
  • Ensure Landgate facilities are accessible to people with disability (eg ramps, automatic door openers, toilets, lift access, front counters, parking bays).
  • Procedures are in place to ensure the safety of people with disability at all times in the event of a fire or emergency.

Landgate acquires funds from the federal government for workplace modifications to ensure employees with disability have equal opportunity to access its facilities and services.

Outcome 3

People with disability receive information from the authority in a format that will enable them to access the information as readily as other people are able to access it.

  • Ensure Landgate publications for public access are readily available and provided in alternative formats on request such as audio conversion, large font or braille where practicable.
  • Increase use of interpreters to improve the availability of services/information to people with hearing impairment.
  • Ensure signs are well lit, have clear symbols and directions with good contrast of colours and textures.

Outcome 4

People with disability receive the same level and quality of service from the staff of the authority as other people receive from the staff of the authority.

  • Ensure all staff have the knowledge and skills to provide quality services for people with disability, through awareness of DAIP in Landgate’s induction program.
  • Provide information and guidance to management and staff on policies, codes of conduct and strategies that prohibit discrimination, harassment and victimisation of people with disability.

Outcome 5

People with disability have the same opportunities as other people to make complaints to a public authority.

  • Ensure our existing complaints and feedback mechanisms are accessible for people with disability.
  • Monitor and address complaints received about disability access.

Outcome 6

People with disability have the same opportunities as other people to participate in any public consultation by the authority.

  • Ensure that public consultations are held in an accessible manner and inclusive of people with disability.
  • Provide interpreters and an appropriate level of support to people with disability who are directly involved in any consultation process.
  • Actively seek views of people with disability to ensure inclusive participation in discussions relevant to disability issues.
  • Ensure appropriate protocols to support community consultation are established and implemented to ensure accessibility for people with disability.
  • Regularly update the consultation policy to ensure that the needs of people with different communication needs are met by consultation strategies.

Outcome 7

People with disability have the same opportunities as other people to obtain and maintain employment with the authority.

  • Ensure staff with disability get the support they require in order to be successful in their job (eg Auslan interpreters, workplace literacy and language support programs).
  • Ensure staff recruitment activities are inclusive in design and accessible to people with disability.
  • Ensure people with disability are provided with appropriate development opportunities to meet long-term plans for career development.
  • Consider enhancement of the employment of people with disability such as job design, working from home and other innovative and flexible employment practices.

Equal opportunity outcomes

Diversity progress report – representation

Landgate demonstrates commitment to equal opportunity principles according to the Equal Opportunities Act 1984, and recognises that all people, regardless of age, gender, disability and cultural background, have skills, qualifications, experience and attitudes valuable to our authority.

Landgate’s women in management 2015/16
Women in managementLandgate representation 
(%) 2015/16
Landgate representation 
(%) 2014/15
Distribution (equity index)9999
Management tier 100
Management tier 24040
Management tier 35050
Management tier 2 & 3 combined5047.7

The following information shows the diversity of Landgate employees against other state sectors. The equity index measures the extent to which members of the main diversity groups are distributed across salary levels. An ideal measure is 100. Under-participation of any group or clustering of a diversity group in lower salary ranges will result in a measure of less than 100. Over-representation or clustering of a diversity group in higher salary ranges will result in a measure of more than 100.

Landgate’s workforce diversity 2015/16 
Diversity groupLandgate representation
(%) 2015/16
Landgate representation
(%) 2014/15
Equity index
2015/16
Equity index
2014/15
People from culturally diverse backgrounds18108775
Indigenous Australians1.01.03126.9
People with disability3.03.27263
Youth (<25)3.03.03226 

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

Compliance with Public Sector Standards and Ethical Codes

Requirement under Public Sector Management Act 1994, section 31(1)

Human Resource Management Standards, Public Sector Standards and Ethical

Codes Compliance Statement for 2015/16 overview

Landgate works within all the public sector’s accountability, ethical and integrity guidelines and policies.

We ensure compliance with the:

  • WA Public Sector Code of Ethics
  • Landgate’s Code of Conduct
  • Public Sector Standards in Human Resource Management.

Landgate developed a Code of Conduct as part of our commitment to the Public Sector Code of Ethics and the Public Sector Management Act 1994. The Code of Conduct sets out the values that are fundamental to the way we work and operate.

Actions are taken to ensure all staff are made aware of the Code of Ethics and the Code of Conduct, and where to access them, during the induction process. They also complete an online training module. To ensure ongoing compliance, staff undertake accountable and ethical decision-making training. 95 per cent of staff have completed the training.

Managers and staff are informed of, and required to comply with, the Public Sector Standards in Human Resource Management including the Commissioner’s Instructions, the Regulations and other guiding principles. Actions to monitor and ensure compliance with these standards include:

  • staff are aware of the public sector standards, which are available on Landgate’s intranet and are embedded in relevant policies and procedures
  • ensuring recruitment processes and decisions are transparent, well documented, capable of review and free from bias, nepotism and patronage
  • staff are advised of, and encouraged to report noncompliance, to the Public Information Disclosure Officer
  • the authority’s People and Culture team ensures the business is kept current with changes to the Public Sector Standards, Commissioner’s Instructions, and any changes to the Public Sector Management Act 1994 and regulations.

Mike Bradford signature

Mike Bradford
Chief Executive

Recordkeeping plans

Requirement under State Records Act 2000 and State Records Commission Standard 2, Principle 6 – Compliance.

The State Records Commission (SRC) approved the 2015 Landgate Recordkeeping Plan on 7 August 2015 noting it ‘demonstrates progress towards better practice recordkeeping and compliance with the minimum requirements of SRC Standard 2: Recordkeeping Plans and SRC Standard 6: Outsourcing’.

The Landgate Recordkeeping Plan provides for the safe storage, management and proper disposal of Landgate’s physical and electronic records. It also ensures all staff are made aware of their important role in keeping records.

Staff are regularly trained in their recordkeeping responsibilities and are provided with a demonstration of the recordkeeping system. Landgate has an electronic document and records management system (eDRMS) that provides for ‘super-users’ within business areas. These super-users are comprehensively trained in using the records management system and the eDRMS with training continuing to be provided as required.

The recordkeeping induction program addresses staff roles and responsibilities in regard to compliance with our Recordkeeping Plan. All people new to Landgate, including people working for Landgate’s contracted service providers, must complete their recordkeeping induction within 30 days of enrolment. 76 people were enrolled during the year with 75 participants successfully completing their recordkeeping induction by 30 June 2016.

In recent times, the efficiency and effectiveness of Landgate’s recordkeeping systems has not been evaluated. As part of a proposed business improvement initiative in the 2016/17 financial year, Landgate’s recordkeeping processes and systems will be evaluated in order to identify future efficiencies that will benefit the organisation. This evaluation will include an assessment of Landgate’s recordkeeping training program.

Information statement

The WA Freedom of Information Act 1992 requires agencies to publish certain information about their operations, policies and practices. To meet the requirements of Part 5 of the Act, Landgate publishes an Information Statement that can be found on our website: www.landgate.wa.gov.au. Arrangements can be made to inspect and/or obtain a copy by calling Customer Service on +61 (0)8 9273 7373.

Occupational safety, health (OSH) and injury management

Required by Public Sector Commissioner’s Circular 2012-05 – Code of Practice: Occupational Safety and Health in the Western Australian Public Sector.

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

This commitment is articulated in our OSH policy statement. The statement was formulated in consultation with staff representative groups, endorsed by the Corporate Executive and signed by the Chief Executive in 2016. It is displayed in prominent locations throughout Landgate facilities.

Landgate has demonstrated our commitment to OSH and injury management by:

  • continuing to improve workplace safety, health conditions and driving an OSH culture
  • accepting shared responsibility for the safety and health of all people who may be affected by Landgate’s activities
  • encouraging employees to report health and safety concerns immediately
  • promoting a consultative environment to resolve issues while improving OSH systems in the workplace
  • ensuring as far as practicable that people are not exposed to hazards
  • ensuring OSH activities are properly resourced
  • supporting OSH performance-based objectives and targets to eliminate work-related illness and injury.

Landgate also offers an online training program which all people new to a supervisory or managerial role must complete. Their skills are refreshed and assessed for competency every third year.

Landgate has four OSH representatives. These officers:

  • conduct workplace inspections to assess risks and hazards
  • provide a central point for collecting issues reports from other employees
  • reports issues to the OHS committee and Corporate Executive Group
  • resolve OHS issues.

Representatives’ details and availability are provided via posters displayed throughout the workplace. Newsletter and intranet articles promote the role for recruiting new representatives.

Landgate’s OSH committee meets every six weeks, or as required. It provides a forum for discussion and development of safety and wellness programs. Minutes from committee meetings are available to all employees via the intranet. To ensure continued monitoring, Landgate’s Quarterly OSH and Wellness Performance Reports contain the following 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 timeliness of OSH training 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 use and 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 – description of all recent incident investigations, corrective actions and outcomes.

Performance reports, after formal reviews by Landgate’s Board, Corporate Executive and OSH committee, are made available to all staff via the intranet. Staff are also encouraged to review the performance reports in team meetings.

Landgate complies with an Injury Management Policy developed in accordance with the Workers’ Compensation and Injury Management Act 1981 and WorkCover WA guidelines. The policy documents the authority’s approach to work-related and non-work-related illness and injury.

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 affected by 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 Injury Management Policy.

Ongoing workplace inspections and systems auditing form an integral part of Landgate’s effort to support health and safety expectations.

Six-monthly workplace hazard inspections are conducted in conjunction with 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 May 2016 an external audit of our safety management system was conducted in alignment with the Worksafe Plan audit tool. This audit identified twelve potential actions which would result in safety improvement across four focus areas. Four (33 per cent) of these actions have been completed since the audit took place in May with the remainder planned in the next financial year.

 Actual results Results against target 
Measure2014/15*2015/162015/16 TargetComment on result
Number of fatalities000 
Lost time injury and/or disease incidence rate0.120.3020.16Over the 2015/16 period only one employee suffered a lost time injury of only two days
Lost time injury and/or disease severity rateN/AN/AN/A 
Percentage of injured workers returned to work:    
(i) within 13 weeks100%100%≥80% 
(ii) within 26 weeks100%100%≥80% 
Percentage of managers trained in OSH and injury management responsibilities93%56%≥80%The percentage of managers trained in their OSH responsibilities declined significantly in the final months of the period due to organisational transformation

Note: Actual results are three-year trends, with the third year being the end of 2014/15 (for comparative) and 2015/16 (for current year).

This page was last updated on: 28 Jul 2018