Governance Disclosures

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 1893, 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 the Department of Treasury. The 2018/19 schedule of fees for all land registration services increased within CPI of 1.5%.

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 1.75%.

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 compliance 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 Program

Total expenditure for the year ended 30 June 2019 was as follows:

 Capital
expenditure
($’000)
Estimated cost
to complete
($’000)
Total11,92823
Location infrastructure2,440-
Products and services--
Asset replacement1,20616
Business reform initiatives8,2827

 

All projects closed out in 2018/19 Financial Year within budget. Immaterial committed expenditure remains due to minor invoice adjustments being finalised in July 2019.

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.

Products and services

Historically this program covered the research, development and delivery of new products and services. In 2018/19 the focus of capital investment has been on improving the delivery of core services rather than creating new offerings, and as such there has been minimal investment in this area.

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 can 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 COAG to deliver a uniform and seamless national approach to electronic conveyancing.

Employees

Number of employees by division

Business unitNumber of employees
2018/19
Number of employees
2017/18
Office of the Chief Executive515
Strategy, Customers & Culture10799
Valuations & Property Analytics143130
Location Data Services & Business Enablement166153
SPUR & Location Intelligence7786

 

Number of employees by employment status

Employee by employment statusNumber of employees
2018/19
Number of employees
2017/18
Full time440432
Part time5851
Casual00
Permanent445445
Fixed-term contract5338

 

Staff learning and development

Landgate continued to improve the capabilities of its workforce during 2018/19 through staff learning and development to meet changing business needs. Programs such as the Discover, Explore 2.0, Beyond and ‘Path to Leaders’ program were designed and delivered in-house to ensure the continued development of our people. 294 participants completed these various programs, which will support the development of business acumen, business efficiency and the ‘Way of Working’ cultural reform.

During this financial year and beyond, leadership and management development will continue to be a focus, with several programs aimed at upskilling our leaders 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 employees had completed a plan.

Governance Disclosures

Act of Grace payments

Under the Land Information Authority Act 2006, Landgate may make an Act of Grace payment at discretion. Such payments are made in circumstances where it would be morally correct but not a specific legal requirement for Landgate to rectify the loss through financial compensation.

Purchasing card expenditure

Six Landgate cardholders have inadvertently used the corporate purchasing card for personal use during the financial year 2018/19. These transactions were immediately acknowledged voluntarily by the card holders concerned and moneys have been refunded.

Number of instances the WA Government Purchasing card has been used for personal purpose7
Total value of personal expenditure for 2018/19$156.09
How much owing but not due$0
How much was repaid before the due date$156.09
How much was repaid after the due date$0
How much was still owing at 30 June 2019$0
Number of referrals for disciplinary action instigated during the reporting periodNil

 

Government Policy Requirements

Substantive equality and diversity outcomes

Diversity progress report – representation

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

Landgate’s women in management

Women in managementLandgate representation
(%) 2018/19
Landgate representation
(%) 2017/18
Management tier 2 & 3 combined5856
Distribution (equity index)9086
Management tier 10100
Management tier 22025
Management tier 38662

The following information represents 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
(%) 2018/19
Landgate representation
(%) 2017/18
Equity Index 2018/19Equity Index 2017/18
People from culturally diverse backgrounds18188181
Indigenous Australians21.63647
People with disability33.57458
Youth (<25)312828

 

Compliance with Occupational Safety, Health 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 healthy environments for workers and visitors through development and implementation of effective safety, wellness and injury management systems.

This assurance is articulated in relevant policies and these are available via Landgate’s internal intranet.

Landgate demonstrates commitment to OSH and injury management by:

  • accepting shared responsibility for safety and health of anyone affected by Landgate’s activities
  • continuous improvement of workplace safety, health conditions and OSH culture
  • ensuring people are not exposed to hazards and encouraging employees to immediately report health and safety concerns
  • promoting a consultative environment to resolve issues while improving OSH systems in the workplace
  • provision of appropriate resourcing for OSH activities to support 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 reports from other employees • report issues to the OSH Committee and Corporate Executive
  • resolve OSH issues.

 

OSH officer details and availability are displayed via our intranet, newsletter and intranet articles promote recruitment roles for new representatives.

The Landgate OSH Committee meets every six weeks, or as required. It provides a forum for discussion and development of safety programs. Minutes from committee meetings are available to all employees via Landgate’s intranet. Continuous monitoring is ensured by producing the Landgate Quarterly OSH Performance Report. It contains the following performance indicators and trend analysis:

  • engagement – number of OSH representatives and visits to OSH intranet material
  • 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
  • summary of incidents – description of all recent incident investigations, corrective actions and outcomes.

 

Performance reports are made available to all employees via the intranet, after formal reviews by Landgate’s Board, Corporate Executive and OSH committee.

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.

Workplace-based injury management service at Landgate is available to all employees who suffer a work-related injury or illness, and employees who suffer a non-work-related injury or illness that may impact on work output. 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 the Landgate 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.

The next external audit on Landgate’s Occupational Safety and Health processes is planned in 2019/20.

The following table shows our OSH performance in 2018/19.

Measure2017/18*2018/192018/19
Target
Comment on Result
Number of fatalities000Landgate achieved its goal in 2018/19 with only two claims during this period. Neither claim was rated as severe and no time was lost.
Lost time injury and/or disease incidence rate0.42000.178
Lost time injury and/or disease severity rate50%0%0
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 responsibilities32%82.4%>= 80%OSH Managers training has increased significantly in 2018/19 with a view to 95% completion rate in 19/20

*Note: actual results are three-year trends, with the third year being the end of 2017/18 (for comparative) and 2018/19 (for current year).

 

Board and Committee Remuneration

 

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 in parliament Landgate’s annual report and any directions given to the Authority 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 (SCI), which must be agreed to 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 via the Audit and Risk Committee
  • 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 no fewer than four and no 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 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 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 determine its strategic direction. The board meets at Landgate’s Midland office on the fourth Wednesday of the month. Meeting dates and arrangements are subject to change to address special requirements.

The Audit and Risk Committee (ARC) is a subcommittee of the Landgate Board, comprising two Board members. In charter alignment, the committee may invite other participants to quarterly meetings. The primary function of the committee is to assist the Board and Chief Executive to fulfil corporate governance responsibilities.

Landgate Board

PositionNameType of RemunerationPeriod of MembershipGross/actual remuneration
ChairCaroline de Mori*Annual1/08/15-31/07/20$46,403.00
Deputy ChairAnne Arnold*^Annual1/01/13-31/12/20$37,122.00
MemberClaire Poll^Annual22/02/12-31/12/19$27,842.00
MemberMonish PaulAnnual13/11/17-31/12/19$27,842.00
MemberIan Callahan*N/A30/07/18-31/12/19$0.00
Chief Executive memberGraeme Gammie^N/AEx officio,
05/03/19-04/03/24
N/A

*Also a member
^Also a member of the Special Projects Committee

 

Other committee remuneration

The Geographic Names Committee (GNC) was established by the Minister for Lands in 1936 to advise the Minister on geographical naming issues. The Minister for Lands approves appointments to the GNC to represent diverse 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, provided by Landgate. The GNC is responsible for provision of advice regarding nomenclature needs for geographical features, administrative boundaries, localities and roads. Delegated authority from the Minister enables Landgate to administer formal application processes and maintain 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 official register for all approved named geographic features, administrative boundaries, road names and their positions and extent.

Geographic Names Committee

PositionNameType of RemunerationPeriod of MembershipGross/actual remuneration
MemberCathrin CassarchisN/A1/7/18-30/6/19$0.00
MemberPatricia MobiliaN/A1/7/18-5/3/19$0.00
MemberJon LeeN/A1/7/18-5/3/19$0.00
MemberDamien MartinN/A5/3/18-30/6/19$0.00
MemberPaul McCluskeyN/A1/7/18-30/6/19$0.00
MemberRon TollidayN/A1/7/18-30/6/19$0.00
MemberShaun ColdicuttN/A1/7/18-30/6/19$0.00
MemberTanya ButlerN/A1/7/18-5/3/19$0.00
MemberCliff WinfieldAnnual1/7/18-30/6/19$320.00
MemberBrooke O’DonnellAnnual1/7/18-30/6/19$160.00
MemberAllison HailesN/A1/7/18-5/3/19$0.00
MemberLogan HowlettAnnual1/7/18-30/6/19$160.00
MemberJohn NicholasN/A1/7/18-30/6/19$0.00
MemberChris GreenN/A5/3/18-30/6/19$0.00
MemberRichard BrooksN/A5/3/18-30/6/19$0.00
MemberTom StephensAnnual5/3/18-30/6/19$160.00

Audit and Risk Committee (ARC)

Board subcommittee – Audit and Risk Committee (ARC)

The Audit and Risk Committee (ARC) is a subcommittee of the Board established under section 29(1) of the Land Information Authority Act 2006.

The primary objective of the committee is to assist the Board and Chief Executive to fulfil their corporate governance responsibility. This is achieved by providing oversight of the following key areas of responsibility:

  • the processes relating to the Authority’s risk and control environment • financial reporting
  • the Authority’s compliance framework
  • the internal and external audit functions.

 

ARC financial reporting

The committee reviews annual financial statements and key performance indicators before submitting recommendations to the Board for approval.

The committee also considers financial reports and financial matters as required throughout the year including:

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

 

ARC risk management (including business continuity)

Over the course of the year the committee:

  • reviews Landgate’s risk management policies and frameworks, which includes risk management, business continuity, fraud, misconduct and corruption and corporate insurance
  • monitors the progress of risk management improvement projects including the implementation of the Enterprise Risk Management System
  • contributes to the establishment of Landgate’s risk appetite and risk tolerances
  • monitors Landgate’s strategic (material) risk exposures
  • provides oversight of operational and project risk management and responses to plans for 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 set within the scope of its remit.

 

ARC 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 legislative changes, standards and other forms of regulation to determine the impact on Landgate’s activities
  • confirms the Annual Compliance Certification, 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

While ensuring the independence of internal audit activities, the Committee:

  • endorses the risk-based three year rolling Strategic Internal Audit Plan and the Annual Internal Audit Plan
  • monitors progress of the Annual Internal Audit Plan and approves any changes required to the plan
  • has oversight of outcomes and recommendations from internal audits
  • provides advice and guidance in relation to contemporary audit methodology including the application of audit data analytics
  • oversees the annual Office of Auditor General (OAG) Audit Plan and subsequent reports
  • monitors follow-up action in response to internal audit and external audit recommendations
  • reviews and approve the Internal Audit Charter on a two-year cycle.

 

Audit and Risk Management Branch (ARB)

The ARB forms part of Landgate’s Strategy, Customers and Culture Division. While it reports administratively through SCC it does have direct access to the Audit and Risk Committee, thereby ensuring independence. Activities of the branch include development and delivery of the three- year rolling Strategic Internal Audit Plan and the Annual Internal Audit Plan and development and oversight of the risk management, business continuity, compliance and corporate insurance frameworks. The ARB is guided by accepted best practice under relevant Australian and international standards including the Institute of Internal Auditors’ International Standards for the Professional Practice of Internal Auditing, Treasurer’s Instructions and relevant regulatory Guidelines.

Landgate has an established risk management framework that incorporates strategic, operational and project risks. The Board reviews its appetite for risk annually in conjunction with the strategic planning processes. The Authority’s strategic risks are identified in the annual review of the Strategic Development Plan and are monitored on a quarterly basis. Operational risk registers are in place for all key business units and are reviewed on a continuous basis with support from the Audit and Risk Branch. The status of strategic and significant operational risks is reported quarterly to the Board, ARC and Corporate Executive.

Project risks identified for each key project throughout its life cycle 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 and simulations. Scenario testing of IT and business plans is conducted regularly.

Other Legal Requirements

Sponsorships

International Women’s Day

Landgate proudly supported and celebrated the social, economic, cultural and political achievement of women within its community through an annual breakfast for International Women’s Day. Landgate held an event with special guests Ingrid Cumming and Len Collard, providing employees and members of the community with opportunities to network and enjoy a keynote speech.

The theme was #BalanceforBetter – a call-to-action for driving gender balance across the world. The total value of the sponsorship was $2,000, donated to Indigo Junction.

Real Estate Institute of Western Australia (REIWA)

REIWA is the peak industry body for real estate professionals in WA. They aim to create the best possible business environment for its members to promote professionalism within the industry. Landgate had the opportunity to increase brand awareness through editorials and networking. The total value of sponsorship for the REIWA Connect Conference was $3,487.25.

Master Builders Association WA (MBA WA)

The MBA WA is a member-based association that services home builders, commercial builders, subcontractors, suppliers and consultants in both commercial and residential sectors across Perth and WA.

A sponsorship arrangement with MBA WA helped Landgate promote products and services to an engaged audience in the property development industry. The total value of the sponsorship was $1,211.82.

Start-up Weekend

Start-up Weekend was held from April 5-7 organised by Landgate, through SPUR, and helped to provide great brand awareness and exposure to new entrepreneurs with great business ideas. Teams at the event spent time trying to turn their great ideas into a validated business.

Data expertise was provided by Landgate throughout the event as in-kind sponsorship. This event provided an opportunity to promote the start-up support services provided through SPUR and Landgate’s role in making location data more accessible to the community.

Western Australian Institution of Surveyors (WAIS)

WAIS advocates for the Land, Engineering and Mine Surveyors of Western Australia. WAIS helps to advocate to government and industry on issues relating to land, its planning and development and other survey and land tenure issues that are constantly evolving with technology.

The partnership included networking opportunities through events, as well as promotion through editorials. The total value of the sponsorship was $4,000.

Expenditure on advertising, market research, polling and direct mail

Advertising and Market Research Expenditure

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:

Advertising$4,422
Captivate Global$1,014
Initiative Media Australia$1,669
Koori Mail$904
National Indigenous Times$230
Quickmail$605

Market Research$47,605
Painted Dog Research$47,310
Survey Monkey$295

Direct MailNil

Media Advertising Providers$133,378
Adcorp$10,851
Carat Australia Media Services$65,305
Facebook$769
Fuel Creative$9,645
Google$1,216
GradAustralia Pty Ltd$6,350
Identity Perth$37,743
State Law Publisher$1,499

PollingNil

Total expenditure for 2018/19 was$185,405

Purchasing card expenditure

Four Landgate cardholders have inadvertently used the corporate purchasing card for personal use during the financial year 2017/18. These transactions were immediately acknowledged voluntarily by the card holders concerned and moneys have been refunded.

Number of instances the WA Government Purchasing card has been used for personal purpose5
Total value of personal expenditure for 2017/18$268.56
How much owing but not due$0
How much was repaid before the due date$268.56
How much was repaid after the due date$0
How much was still owing at 30 June 2018$0
Number of referrals for disciplinary action instigated during the reporting periodNil

Sponsorship

Disability Access and Inclusion Plan outcomes

Requirement under section 29 of the Disability Services Act 1993

Our Disability Access and Inclusion Plan (DAIP) ensures that people with disability, their families and carers can 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. Landgate report progress to the Disability Services Commission annually and present this information to employees and the Board. Landgate is updating our plan in 2019/20 and will seek public feedback on any changes.

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

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 employees 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 employees have the knowledge and skills to provide quality services for people with disability.
  • provide information and guidance to management and employees 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 employees with a disability (3.5%) 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.

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 2018/19 Overview

Landgate works within the Public Sector Accountability, Integrity and Ethics Framework. We ensure compliance with the:

  • Landgate Code of Conduct
  • Public Sector Standards in Human Resource Management • WA Public Sector Code of Ethics
  • Relevant awards, agreements and policies.

 

The Landgate Code of Conduct was developed as part of our commitment to the Public Sector Code of Ethics and the Public Sector Management Act 1994. The Code of Conduct illustrates the values our employees consider fundamentally important to operations and our way of working.

Actions are taken to ensure all employees are familiar with the Code of Ethics and Code of Conduct, accessible during the induction process and are required to complete an online training module. Ongoing compliance is ensured with employees undertaking accountable and ethical decision-making training; 95% of employees have completed the training.

Actions to ensure compliance

Managers and employees are informed of, and required compliance with, the Public Sector Standards in Human Resource Management. Monitoring actions and ensuring compliance with public sector standards include:

  • employees are aware of the public sector standards, available on Landgate’s intranet and embedded in relevant policies and procedures
  • recruitment selection and appointment standard is followed during recruitment processes, ensuring reviewable decisions are fair and equitable and properly recorded
  • employees are advised and encouraged to report noncompliance to the Public Information Disclosure Officer
  • ensuring our People and Culture team is kept current with changes and regulations to Public Sector Standards, Commissioner’s Instructions, and Public Sector Management Act 1994.

Recordkeeping plans

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

The efficiency and effectiveness of the organisations recordkeeping systems is evaluated not less than once every five years

Landgate’s current Recordkeeping Plan (RKP) 2015 – 2020, was approved by the State Records office in August 2015. Our RKP demonstrates that Landgate is in compliance with the evaluation of the efficiency and effectiveness of Landgate’s information and ICT resources, at least once every five years. In addition, the State Records Act 2000 allows for the creation and storage of Government information in a digital domain, and this is enabling Landgate to work towards its own digital information transformation. Work has begun on a new RKP due in 2020, which will demonstrate Landgate’s digitisation progress in line with the WA Government expectations by 2022.

The organisation conducts a recordkeeping training program

Landgate uses an electronic document and records management system (eDRMS) that provides for ‘super-users’ within business areas. These employees are comprehensively trained in using the corporate records management system and the eDRMS. All other employees are normally provided continuous training on our record management system, or as required by each area. Landgate successfully upgraded the eDRMS in December 2019, to take advantage of enhanced features and integration with its corporate applications, and to promote the use of a web-based version. Training in the new version included end user classroom training and the introduction of an online training module.

The efficiency and effectiveness of the recordkeeping training program is reviewed from time to time

Landgate’s Information Strategy works towards a digital future, and this has highlighted the need to improve our recordkeeping training program. Landgate’s Information Strategy works towards a digital future, and this has highlighted the need to improve our recordkeeping training program. During the upgrade of the eDRMS system over 170 employees attended End User, or Administrator, classroom training. An online training module was made available in June 2019; this will be complemented with targeted online training modules during 2019/20.

The organisation’s induction program addresses employee roles and responsibilities in regard to their compliance with the organisation’s recordkeeping plan

Landgate ensures all employees regularly undertake training for responsible recordkeeping.
On induction, employees undertake mandatory Records Awareness Training. This training addresses employees roles and responsibilities concerning compliance with our RKP. Employees are informed of the importance in keeping records and provided with a demonstration of the recordkeeping system.

In line with the upgrade of the eDRMS, Content Manager Webclient Training has been developed. This training addresses the technical use of the eDRMS.

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 accessible 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 2018/19

This year, Landgate received 11 applications under Freedom of Information (FOI) legislation. 14 were finalised this year, (with 3 requests that continued into the 2018/19 financial year).

Statistics for 2018/19 reported for inclusion in the Information Commissioner’s Annual Report are available at www.foi.wa.gov.au.

Feedback management

As a Government Statutory Authority, Landgate must have a complaints management process as required by the WA Ombudsman. Landgate is certified to the ISO-9001:2015, which is the international standard that specifies requirements for a Quality Management System (QMS).

Landgate understands that complaints and feedback are an essential part of continuous improvement. We acknowledge that our customers, people and community are within their rights to complain and/or provide feedback about a product or service. This information is invaluable and provides the authority with the opportunity to identify service improvements, increase customer satisfaction, strengthen customer input into our services and acknowledge areas of excellence.

In line with Landgate’s Customer Feedback and Complaints Policy and the Customer Service Charter, provision of feedback is received in person, writing, telephone, online and through comments via surveys and focus groups. Complaints are logged into a Customer Relationship Management system, where it is assigned to a staff member to respond to the issue(s) and monitored and managed by the Compliance and Quality Assurance Officer at Landgate.

The Compliance and Quality Assurance Officer will endeavour to resolve all complaints within ten working days of acknowledgement. If this is not possible, the complainant will be informed of an estimated resolution date. A monthly summary report of all incidents is produced and published on the Landgate intranet.

Complaints received

The nature of the most common complaints relate to the lodgement of documents, Landgate products and services and team services.

The introduction of Verification of Identity through Australia Post from 12 February 2018 has generated additional enquiries, along with survivorship process and fees payable in relation to all types of document lodgement.

Complaints about services such as MapViewer, Electronic Advice of Sales (EAS) and MyLandgate revolve around application navigation, server time outs and the inability to print at scale. In most instances, mitigation of complaints was reduced by providing additional training, and rolling out Identity and Access Management.

Team Service complaints generally relate to transfer wait times and the inconsistency of information. The integration of a customer relationship management system has provided a way to better manage our communications and resolve queries more efficiently. Additionally, the upskilling of customer service employees to respond to a wider range of customer queries has helped to ensure they are resolved at the first point of contact.

Suggestions received

Suggestions received by Landgate revolve around improvements to existing products and services, engagement with external agencies for information sharing purposes, customer privacy, general process improvements and interactions through customer service avenues. Suggestions are recorded through the quality management system and if enough information is provided on an issue, it can be used to guide and prioritise the change process.

Compliments received

The majority of compliments generally relate to praise for customer service representatives who have assisted with lodging documentation, ease of doing business with Landgate, quality and useability of products, and clarity and relevancy of advice provided, to assisting with making informed decisions. All praise is recorded, measured and relayed to the relevant area. This financial year, the number of compliments outweighed complaints, indicative of Landgate’s values that the customer is at the heart of everything we do.

Feedback numbers