Ministerial directives

Landgate received no Ministerial Directives under section 65(3) of the Land Information Authority Act 2006 in 2017/18.


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 Treasury. The 2017/18 schedule of fees for all land registration services increased within Treasury’s CPI reference rate of 1.75%, with fees rounded to the nearest ten cents.

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 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

Total expenditure for the year ended 30 June 2018 was as follows:

Estimated cost
to complete
Location infrastructure2,66435
Products and services722-
Asset replacement1,220-
Business reform initiatives13,362-


Landgate’s capital works consist of four continuing programs detailed in the sections below. Minor delays were experienced in a few of the projects under the Innovation Program that caused work to be carried over into the early stages of 2018/19. A total of $35,040 is committed expenditure as at 30 June 2018.

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 funds the authority’s Innovation Program and supports the State’s Location Information Strategy (LIS).

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.

Asset replacement

The asset replacement program manages the maintenance and replacement of facilities, physical infrastructure and information technology systems.

Business reform initiatives

Technology is a key enabler to Landgate’s strategy both in core delivery and innovative commercial solutions, both of which are converging. Landgate has adopted a cloud first strategy to support our service delivery and meet the needs of our customers today and into the future.
Our key projects in Business Reform cover the development of a New Land Registry Platform for Plans, e-Conveyancing and further development of digital lodgement of titling documents. Landgate’s Enterprise Services Reform is reviewing all business and customer support systems and infrastructure.

Employment and industrial relations – staff profile

Number of employees by division

Business unit2017/182016/17
Office of the Chief Executive1214
Strategy, People and Performance2932
Business Enablement (Previously Finance Information and Legal Services)4088
SPUR (including Sales, Marketing and Customer Service)116119


Number of employees by employment status

Employee by employment status2017/182016/17
Full time432494
Part time5177
Fixed-term contract3846


Staff learning and development

Landgate continued to improve the capabilities and performance of our workforce during 2017/18 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, 76% of staff had completed a plan and 56% 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.



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.



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 SDP and one-year SCI 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 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 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 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 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.

The Special Projects Committee (SPC) is also a subcommittee of the Landgate Board comprising four Board members, including the Chief Executive, meeting as required. The primary function of the SPC is to assist the Board on matters relevant to achieving goals and objectives in the current SDP.

Landgate Board

PositionNameType of RemunerationPeriod of MembershipGross/actual remuneration
ChairCaroline de Moriannual1/07/17-30/06/18$46,254.78
Deputy ChairAnne Arnold*^annual1/07/17-30/06/18$34,458.02
MemberClaire Poll^annual1/07/17-30/06/18$27,752.92
MemberMonish Paul*annual31/11/17-30/06/18$17,505.69
Chief Executive memberJodi Cant^n/aEx officio, 19/12/16-30/06/18
Previous MemberPaul White*^annual1/07/17-31/12/17$13,983.20
Previous MemberIan Macliver*annual1/07/17-16/02/18$17,719.17


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. 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 WA.

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 WA 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 CassarchisNil1/7/17-30/6/18$0.00
MemberPatricia MobiliaNil1/7/17-30/6/18$0.00
MemberJon LeeNil1/7/17-30/6/18$0.00
MemberDamien MartinNil1/7/17-30/6/18$0.00
MemberPaul McCluskeyNil1/7/17-30/6/18$0.00
MemberRon TollidayNil1/7/17-30/6/18$0.00
MemberShaun ColdicuttNil1/7/17-30/6/18$0.00
MemberTanya ButlerNil1/7/17-30/6/18$0.00
MemberCliff WinfieldNil1/7/17-30/6/18$0.00
MemberBrooke O’DonnellNil1/7/17-30/6/18$0.00
MemberAllison HailesNil1/7/17-30/6/18$0.00
MemberLogan HowlettNil1/7/17-30/6/18$0.00
MemberJohn NicholasNil1/7/17-30/6/18$0.00

*Audit and Risk was previously known as Audit and Risk Management

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:

  • Accounting policies and financial reporting practices.
  • Internal and external audit functions.
  • Compliance and risk management framework.


The Board has authorised the committee to:

  • engage, select, terminate and approve fees and other terms and conditions of engagement of special or independent counsel, accountants, and suitable experts and advisers as deemed necessary to carry out duties
  • have unrestricted access to employees, information and management, considered relevant to responsibilities
  • individually meet with the Auditor General and/ or representative, Chief Executive Officer, Chief Finance Officer and Manager, Audit and Risk without other members of management present, at minimum annually or whenever deemed appropriate by the Chair of the Committee
  • cross consultation with management on the appointment and performance of Manager, Audit and Risk
  • approve policies arising as the Board may delegate from time to time.


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 the 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 practicess.


ARC risk management (including business continuity)

Over the course of the year the committee:

  • reviews Landgate’s risk management policies and frameworks which include risk management, business continuity, fraud, misconduct, corruption and corporate insurance
  • 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

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

  • approves the Annual Audit Plan, ensuring adequate coverage of high-risk areas, through risk assessment of auditable areas within the audit universe
  • monitors progress of the internal audit plan and approves any changes required to the planned scope
  • has oversight of outcomes and recommendations from internal audits
  • 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 the Office of the Chief Executive and was established in 2008. It reports directly to the ARC, thereby establishing independence of the internal audit function. Activities of the branch include development and delivery of the internal audit plan and development and oversight of the risk management, business continuity, compliance and corporate insurance frameworks. All work is guided by accepted best practice under relevant Australian and international standards, 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 (SDP) and are monitored on a quarterly basis. Operational risk registers are in place for all key business units and are reviewed annually with support from the ARB. Interim monitoring and review is undertaken in areas of higher risk or where a significant change has occurred. 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, with an increase in demand at each test. Scenario testing of IT and business plans is conducted quarterly.

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 assistance and support to the Board on matters referred to it by the Board, consistent with achieving goals and objectives in the current SDP.

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
  • permit attendance of any employee at its meetings.


This committee has not met over the course of the 2017/18 financial year.

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:

90 Seconds Australia14,212
Channel H Pty Ltd1,898
Crazy Domain121

Market Research$82,328.00
Painted Dog Research81,680
Survey Monkey648

Direct Mail$2,105.00
Campaign Monitor2,105

Media Advertising Providers$130,700.63
Big Head Digital19,833
Optimum Media Decisions30,628
Quick Mail1,584
State Law Publisher3,668


Total expenditure for 2017/18$241,078

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

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 for Landgate to rectify the loss through financial compensation.

Landgate made an act of grace payment of $5,427.46 to compensate five incidents relating to changes of road names, and one occurrence relating to a confidential deed of settlement.


International Women’s Day

Landgate proudly supports and celebrates the social, economic, cultural and political achievement of women within its community through an annual breakfast to celebrate International Women’s Day. Lands Minister Hon Rita Saffioti MLA was the keynote speaker at Landgate’s 21st International Women’s Day event held at Mandoon Estate on 8 March 2018.

The breakfast was sponsored by the City of Swan and Mandoon Estate, had 131 attendees and had a budget of $9,600. A donation of $1,000 was made to the Rise Community Network in accordance with Landgate’s values of being engaged and promoting community involvement.

Planning Institute of Australia (PIA)

The Planning Institute of Australia (PIA) is the peak national body representing the urban and regional planning profession with the aim of delivering great planning outcomes for communities. Through sponsorship of $3,800 Landgate was provided the opportunity to reach target audiences in relation to strata title reform and Landgate products and services.


HackED is an annual event that encourages students to develop their enterprise skills; critical thinking, creativity, public speaking/ presenting and digital literacy; while learning how location information can be used to solve real world challenges. The event had support from City of Swan, Metropolitan Redevelopment Authority (MRA), Bankwest and numerous other organisations, including Western Australian Police and Watercorp who provided challenges, data and mentors on the day. Landgate organised and ran HackED at the Midland Railway Workshops and the event had a budget of $22,800. This successful community event received positive media coverage and was attended by 197 students, from years seven to twelve.

Real Estate Institute of Western Australia (REIWA)

REIWA is the peak industry body for real estate professionals in Western Australia. REIWA aims to create the best possible business environment for its members and to promote professionalism within the industry.

Through a sponsorship agreement with REIWA, Landgate was provided an opportunity to increase brand awareness for Landgate and SPUR to real estate professionals and the general public through events, speaking opportunities, editorials and networking. Two of our start-up connections, Landguide and, were invited to join our booth for part of the REIWA CONNECT conference.

Both start-ups provided feedback that they gained genuine value from the connections and business opportunities they sourced on the day. Total value of sponsorship was $22,850.

Master Builders Association WA (MBA WA)

The Master Builders Association of Western Australia is a member-based association that services home builders, commercial builders, subcontractors, suppliers and consultants in both commercial and residential sectors across Perth and Western Australia.

A sponsorship arrangement with MBA WA allowed Landgate to promote products and services to a captive audience in the property development industry. It also provided an opportunity to educate their membership base on changes in the environment including strata title reform and changes to the Sale of Land Act 1970.

Sponsorship included speaking opportunities, editorial and promotional opportunities. Total value of the sponsorship was $7,192.

Startup Weekend – Social Innovation Perth

Startup Weekend was held in Perth from 29 June to 1 July 2018 with a focus on solving issues with a social impact such as enabling disadvantaged groups.

Landgate sponsored this event as part of its Disability Access and Inclusion Plan and commitment to championing equality and diversity. Event sponsorship of $2,500 was provided along with Landgate data expertise throughout the duration of the event.

It 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.

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 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. Landgate is updating our plan in 2018 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 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 (3.5%) 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.

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.

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.

Women in management

Women in managementLandgate representation (%) 2017/18Landgate representation (%) 2016/17
Distribution (equity index)8689
Management tier 1100100
Management tier 22533
Management tier 36254
Management tier 2 & 3 combined5650


Workforce diversity

Diversity GroupLandgate representation (%) 2017/18Landgate representation (%) 2016/17Equity Index 2017/18Equity Index 2016/17
People from culturally diverse backgrounds1817.38179
Indigenous Australians1.60.94758
People with disability3.5335872
Youth (<25)10.92876

Note: as the responses (other than for Youth) rely on voluntary self-nomination, it is likely 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 2017/18 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


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 staff consider fundamentally important to operations and our way of working.

Actions are taken to ensure all staff 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 staff undertaking accountable and ethical decision- making training. 82% of staff have completed the training.

Actions to ensure compliance

Managers and staff 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:

  • Staff awareness 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
  • Staff 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.


Jodi Cant

Chief Executive

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

Human Resource Management Standards, Public Sector Standards and Ethical Codes Compliance Statement for 2017/18 Overview

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 our OSH Policy Statement, formulated in consultation with staff representative groups. Endorsed by the Corporate Executive and signed by the Chief Executive in 2015, it is displayed in prominent locations throughout Landgate facilities.

Landgate demonstrates commitment to OSH and injury management by:

  • accepting shared responsibility for safety and health of anyone possibly affected by Landgate’s activities
  • continuous improvement of workplace safety, health conditions and OSH culture
  • ensuring people are not exposed to hazards and encouraging staff 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 six OSH representatives. These officers:

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


The Landgate 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 staff via Landgate’s intranet and are formally reported to the Corporate Executive on a periodic basis. Continuous monitoring is ensured by producing the Landgate Quarterly OSH and Wellness Performance Report. Performance reports are made available to all staff via the intranet, after formal reviews by Landgate’s Board, Corporate Executive and OSH committee. Staff are encouraged to review 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.

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.

In May 2016 an external audit of our safety management system was conducted in alignment with the Worksafe Plan audit tool. The outcomes of this audit identified improvements required in four areas, which Landgate has worked towards developing in the last financial year. Our annual internal audit on the efficiency and effectiveness of our OSH processes, conducted in August 2017, identified that 100% of the findings listed below, have been reviewed and rectified:

  • Landgate’s governance structure for OSH and the composition of the OSH Committee has been reviewed to ensure it is fit for purpose;
  • Our OSH Guidance documentation has been reviewed and updated where necessary to reflect the changes in governance structure and the respective responsibilities for OSH and clearly communicated to relevant parties;
  • Training requirements for OSH representatives have been assessed under the new structure and that Human Resources Information System has the capabilities to record OSH related training; and
  • OSH operational risk control monitoring which is undertaken periodically see the evidence recorded within the Landgate’s Operational Risk Register.


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 2017/18.

Actual ResultsResults against Target
Measure2016/17*2017/182017/18 TargetComment on Result
Number of fatalities000With only 2 claims through the financial year, this meant that our percentages can be greatly affected by one claim. 2 claims and one was severe means the percentages are worse.
Lost time injury and/or disease incidence rate0.5610.4200.178
Lost time injury and/or disease severity rate33%50%0
Percentage of injured workers returned to work:Both claims
returned to work
within 13 weeks
(i) within 13 weeks66%100%80%
(ii within 26 weeks)66%100%80%
Percentage of managers trained in OSH and injury management responsibilities37.76%32%80%With the implementation of a new Learning Management System (LMS), the percentage of managers trained has dropped.

Note: Actual results are three-year trends, with the third year being the end of 2016/17 (for comparative) and 2017/18 (for current year).

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 we are 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. Our next RKP review in 2020 will demonstrate Landgate’s digitisation progress and how it plans to meet 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 staff are comprehensively trained in using the corporate records management system and the eDRMS. All other staff are provided periodic training on our record management system. Landgate will upgrade its eDRMS in 2018/19 to a version which enhances information efficiency and integration across applications. Landgate has therefore, limited the training effort in 2017/18 to focus on the upgrade in 2018/19.

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. The review will look at providing training via different mechanisms and will be complemented with indicators to measure the efficiency and effectiveness of Landgate’s available training programs. This is to be undertaken in line with the roll-out of an upgraded eDRMS, with a targeted completion date of December 2018.

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

Landgate ensures all staff regularly undertake training for responsible recordkeeping via its induction program. The induction program addresses staff roles and responsibilities concerning compliance with our RKP. Staff are informed of the importance in keeping records and provided with a demonstration of the recordkeeping system.

As Landgate plans to upgrade its current eDRMS, limited application-specific training was conducted in 2017/18. The roll-out of the new eDRMS by December 2018, will include a mandatory Landgate-wide training program for all staff and contractors, in addition to forming part of the induction 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 accessible on our website:

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 2017/18

This year, Landgate received 24 applications under Freedom of Information (FOI) legislation. 20 were finalised this year, along with two that were received towards the end of last financial year. The remaining applications will be completed in 2018/19, in line with the WA Freedom of Information Act 1992 requirements.

Statistics for 2017/18 reported for inclusion in the Information Commissioner’s Annual Report are available at

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