Disclosures and other legal requirements


Ministerial directives

Landgate received no Ministerial Directives under section 65(3) of the Land Information Authority Act 2006 in 2016/17.

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 following pricing policies apply to the major categories of the goods and services rendered:

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 893, section 130 of the Strata Titles Act 1985, and section 22 of the Registration of Deeds Act 1856.

The fees are determined in accordance with ‘Costing and Pricing Government Services: Guidelines for Use by Agencies in the Western Australian Public Sector’ published by Treasury. The 2016/17 schedule of fees for all land registration services increased within Treasury’s CPI reference rate of 1.1%, although some fees were increased or decreased to reflect actual currency denominations.

Land searches

The schedule of fees for inspecting and copying (searching) land registration information, including Certificates of Title, survey plans and documents, was increased within Treasury’s CPI reference rate of 1.1%.

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:

  • maps and aerial photography
  • remote sensing satellite imagery
  • native title mapping
  • geospatial data sales
  • property value and sales information
  • location information and services

Prices of non-regulatory goods and services are determined under the authority’s Pricing Framework.

This framework ensures that we comply with 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 2017 was as follows:

Capital expenditure ($’000)Estimated cost to complete ($'000)
Location infrastructure 2,681 83
Products and services 1,946 49
Asset replacement 232 64
Business reform initiatives 16,956 49
Total 21,816 245

Minor delays were experienced across all programs causing work to be carried over into the early stages of 2016/17. The total of $245,550 is committed expenditure as at 30 June 2017.

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 the products and services program. The program continuously 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 2016/17Number of employees 2015/16
Office of the Chief Executive 14 13
Strategy, People and Performance 32 30
Operations 318 385
Finance Information and Legal Services 88 109
SPUR 32 34
Sales, Marketing and Customer Service 87 90
Number of employees by employment status
Employee by employment statusNumber of employees 2016/17Number of employees 2015/16
Full time 494 575
Part time 77 86
Casual 0 0
Permanent 525 621
Fixed-term contract 46 40

Staff learning and development

Landgate continued to improve the capabilities and performance of its reducing workforce during 2016/17 through staff learning and development to meet changing business needs.

During this financial year, leadership and management development continued to be a focus, with several programs 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, 70% of staff had completed a plan and 50% of these employees completed reviews during the year.

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 of this 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 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 fulfil and discharge its responsibilities in relation to Landgate’s accounting policies, financial reporting practices, financial and internal control systems, internal audit function, compliance 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
  • approve such policies as the Board may delegate from time to time.

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 affect 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 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)
  • provides oversight of business continuity and IT disaster recovery activities
  • assists the Board to ensure appropriate corporate governance is in place within the scope of its remit.

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.

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 affect 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 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)
  • provides oversight of business continuity and IT disaster recovery activities
  • assists the Board to ensure appropriate Corporate Governance is in place within the scope of its remit.

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
  • have oversight of the outcomes and recommendations from internal audits
  • oversee the annual Officer 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 Board reviews its appetite for risk on an annual basis in conjunction with the strategic planning process. 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 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. 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 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 Landgate’s Midland office. 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 remunerationPeriod of membershipGross/actual remuneration
Chair Caroline de Mori annual 1/07/16-30/06/17 $46,255
Deputy Chairman Roger Hussey* annual 1/07/16-30/06/17 $37,003
Member Anne Arnold*^ annual 1/07/16-30/06/17 $30,110
Member Claire Poll^ annual 1/07/16-30/06/17 $27,753
Member Paul White*^ annual 1/07/16-30/06/17 $27,753
Member Ian Macliver* annual 1/07/16-30/06/17 $27,753
Chief Executive, member Mike Bradford^ N/A ex officio, 1/07/16-19/12/16 N/A
Chief Executive, member Jodi Cant^ N/A ex officio, 19/12/16-30/06/17 N/A
    Total: $196,627
* 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 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
Member Cathrin Cassarchis Nil 1/07/16-30/06/17 $0.00
Member Patricia Mobilia Nil 1/07/16-30/06/17 $0.00
Member Jon Lee Nil 1/07/16-30/06/17 $0.00
Member Damien Martin Nil 1/07/16-30/06/17 $0.00
Member Paul McCluskey Nil 1/07/16-30/06/17 $0.00
Member Ron Tolliday Nil 1/07/16-30/06/17 $0.00
Member Shaun Coldicutt Nil 1/07/16-30/06/17 $0.00
Member Tanya Butler Nil 1/07/16-30/06/17 $0.00
Member Cliff Winfield Nil 20/9/2016-30/6/2017 $0.00
Member Brooke O’Donnell Nil 20/9/2016-30/6/2017 $0.00
Member Allison Hailes Nil 20/9/2016-30/6/2017 $0.00
Member Logan Howlett Nil 20/9/2016-30/6/2017 $0.00
Member John Nicholas Nil 20/9/2016-30/6/2017 $0.00
    Total: $0.00

Advertising

The Western Australian Land Information Authority incurred the following expenditure in advertising, market research, polling, direct mail and media advertising:
Advertising$27,919.42
90 Seconds Australia 1,990
Channel H Pty Ltd 8,850
Crazy Domain 83.88
Trilogy 16,995.54
Market Research$143,130.73
Painted Dog Research Pty Ltd 142,510
Survey Monkey 620.73
Direct mail$3,004.82
Webcentral 200
Campaign Monitor 2,804.82
Media advertising providers$130,739.39
Adcorp 21,774.92
Big Head Digital 12,137
Carat Australia 12,906.66
Envato 118.20
Facebook 54,131.66
Google 12,181.84
Optimum Media Decisions 14,781.74
Quick Mail 1,594.56
State Law Publisher 1,112.81
Polling NIL
Total expenditure for 2016/17 was $304,794.36

Purchasing Card Expenditure

Six Landgate cardholders have inadvertently used the corporate purchasing card for personal use during the financial year 2016/17. These transactions were immediately acknowledged voluntarily by the card holders concerned and moneys have been refunded.

Personal Usage of Purchasing Cards 
Number of instances the WA Government Purchasing card has been used for personal purpose 6
Total value of personal expenditure for 2016/17 $522.63
How much was owing but not due $0
How much was repaid before the due date $522.63
How much was repaid after the due date $0
How much was still owing at 30 June 2017 $0
Number of referrals for disciplinary action instigated during the reporting period Nil

Act of grace payments

Landgate made an act of grace payment of $935 to reimburse the cost of an unnecessary land survey.

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.

GovHack 2016

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 three separate prizes at GovHack 2016, including the “Most Innovative Use of Location-based Information” prize which was awarded to team ‘WA Public Housing’ who aimed to develop an algorithm for determining where public housing should be built. Landgate invested $2,000 in the event, provided mentors and organised for government data to be accessible to attendees on data.wa.gov.au.

HackED 2016

HackED is an annual event that encourages the development of science, technology, engineering, maths and enterprise skills in high school students while demonstrating how geo-data can be used to solve real world challenges. The event has had ongoing support from City of Swan, ESRI Australia, Telstra, Bankwest and numerous other organisations. Landgate organised and ran HackED at the Midland Town Hall building and the event had a budget of $18,000.

International Women’s Day

Landgate annually hosts an International Women’s Day themed breakfast to celebrate the achievements of local women, to engage with the local business community and to raise funds for a nominated charity in accordance with Landgate’s values of being engaged and promoting community involvement. The 20th event hosted by Landgate engaged local digital disruption expert Jemma Green as keynote speaker, had 116 attendees and cost $7,543.

Disability Access and Inclusion Plan

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 all.

Our plan outlines a suite of strategies against the 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
  • Encourage people with disability, who have access or inclusion requirements, to contact us.

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 to people with disability
  • Ensure Landgate staff are aware of our facilities and resources available to people (employees and visitors) with disability (e.g. ramps, automatic door openers, toilets)
  • Provide 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.

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.

Continue to provide ready access to information about Landgate services via various means including face-to-face contact, telephone, teletypewriter (TTY), internet (website and social media) and alternative formats on request.

  • Continue to enhance website, improving compliance with the Web Content Accessibility Guidelines 2.0 Level AA
  • Continue to ensure that updates to the Landgate websites meet the needs of people with disability (e.g. video captions and ability to change text size) and incorporating new techniques as they become available
  • Ensure web content authors have the knowledge and skills in creating documents that are accessible to all members of the community.

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
  • 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, and that those systems are reviewed periodically.

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
  • Commit to ongoing monitoring of our DAIP to ensure implementation and satisfactory outcomes.

Outcome 7

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

  • Ensure staff with a disability (3%) get the support they require in order to be successful in their job (e.g. Auslan interpreters, workplace literacy and language support programs)
  • Continue to refine strategies to attract, recruit and retain employees to ensure a diverse workforce
  • Commit to ongoing monitoring of our DAIP to ensure implementation and satisfactory outcomes
  • Continue to enrich the employment of people with disability via job redesign and flexible work 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
Women in managementLandgate
representation
(%) 2016/17
Landgate
representation
(%) 2015/16
Distribution (equity index) 89 99
Management tier 1 100 0
Management tier 2 33 40
Management tier 3 54 50
Management tier 2 & 3 combined5050

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
Diversity groupLandgate
representation
(%) 2016/17
Landgate
representation
(%) 2015/16
Equity
index
2016/17
Equity
index
2015/16
People from culturally diverse backgrounds 17.3 18 79 87
Indigenous Australians 0.9 1.0 58 31
People with disability 3.3 3.0 72 72
Youth (<25) 0.9 3.0 76 32
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 2016/17 Overview

Landgate works to the Public Sector Accountability, Integrity and Ethics Framework.

We ensure compliance with the:

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

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 our staff have decided are fundamentally important 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. Almost 92% of staff have completed the training.

Actions to ensure compliance

Managers and staff are informed of, and required to comply with, the Public Sector Standards in Human Resource Management. Actions to monitor and ensure compliance with public sector 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
  • Recruitment Selection and Appointment Standard is followed during any recruitment process, ensuring reviewable decisions are fair and equitable and properly recorded
  • Staff are advised of, and encouraged to report noncompliance, to the Public Information Disclosure Officer
  • Our 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.

Recordkeeping plans

Requirement under State Records Act 2000 and State Records Commission

Standard 2, Principle 6 – Compliance.

Landgate ensures all staff are regularly trained in their recordkeeping responsibilities. The induction program addresses staff roles and responsibilities in regard to compliance with our Recordkeeping Plan. Staff are made aware of their important role in keeping records, as well as being provided with a demonstration of the recordkeeping system.

All people new to Landgate, including people working for Landgate’s contracted service providers, must complete this training within 30 days of enrolment. There were 88 people enrolled during the year with 94.3% of participants successfully completing their recordkeeping induction.

Landgate has an electronic document and records management system (eDRMS) that provides for ‘super-users’ within business areas. These staff are comprehensively trained in using the corporate records management system and the eDRMS. Training in using record management systems continues to be provided to staff, as required.

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.

Freedom of Information Applications for 2016/17

This year, Landgate received 10 applications under Freedom of Information (FOI) legislation. Nine were completed this year, along with one that was received but not completed the previous year. The remaining application will be completed early next year. Statistics for 2016/17 reported for inclusion in the Information Commissioner’s Annual Report are available at www.foi.wa.gov.au.

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 an OSH culture
  • accepting shared responsibility for the safety and health of all people who may be affected by Landgate’s activities
  • encouraging staff 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 has five OSH representatives. These officers:

  • conduct workplace inspections to assess risks and hazards
  • provide a central point for collecting issues reports from other staff
  • 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 staff 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.

Bi-annual 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. Ten of these actions have been completed (83.3%) with the information package for OSH Representatives and the OSH Policy manual currently being reviewed. The following table shows our OSH performance in 2016/17.

 Actual resultsResults against target
Measure2015/16*2016/172016/17 TargetComment on result
Number of fatalities000Over the 2016/17 period only one employee suffered a significant lost time injury.
Overall there were three claims with one being severe
Lost time injury and/or disease incidence rate0.3020.5610.178
Lost time injury and/or disease severity rateN/A33%0
Percentage of injured workers returned to work:    
(i) within 13 weeks100%66%≥ 80%
(ii) within 26 weeks100%66%≥ 80%
Percentage of managers trained in OSH and injury management responsibilities56%37.76%≥ 80%The percentage of managers trained in their OSH responsibilities declined significantly in the final months of the period due to organisational transformation. People and Culture are contacting managers to follow up on non-completion
*Note: Actual results are three-year trends, with the third year being the end of 2015/16 (for comparative) and 2016/17 (for current year).