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27 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Significant Issues and Trends The Government’s unprecedented Capital Works program has seen another big increase in the number of projects worth more than $10 million; with the Department managing 64 such projects in 2006-07, compared to 41 in 2005-06, and 30 in 2004-05. The tight construction market continues to provide a challenging environment for the delivery of the Capital Works program. Rents for government-tenanted Perth CBD office accommodation increased by 53 per cent in 2006, and are forecast to increase by an additional 31 per cent in 2007, and 15 per cent in 2008. • • • The Department is reviewing building maintenance needs and how they are determined, planned and project managed. The review will have implications for the Government and its agencies, as it will better connect the Department’s service delivery to other agencies’ strategic maintenance plans. A review of Fremantle Prison’s Conservation Management Plan is being undertaken. In recognition of its convict history, Fremantle Prison is one of 11 sites throughout Australia being submitted for World Heritage Listing. • • • Fremantle Prison Review and Rebuild A departmental review was initiated in September 2006. Consistent with the Guidelines for Public Sector Reviews and Evaluations (2005), the review is considering the most appropriate roles, responsibilities, organisational structures and funding models to ensure effective delivery of the Department’s services and outcomes. The Review and Rebuild branch was established to undertake a staged program of reviews across the Department’s business units, which are expected to be completed in 2007-08. It is expected that the benefits of the review will be a departmental structure that will better deliver the housing services and works and building services required by Government. Together with promoting best practice procurement processes, the review is expected to improve: housing outcomes for the community; service delivery through better alignment of products and services with customers’ needs; financial and people management; and partnerships with our colleagues in government and business and the broader community. A Review Steering Committee has been established including executives from our Department; Stuart Hicks (an independent reviewer); and senior executives Michelle Reynolds (Assistant Director General) and Anthony Kannis (Executive Director, Agency Resources), representing the Department of the Premier and Cabinet and the Department of Treasury and Finance. The committee meets regularly to oversee progress of the review and endorse recommended strategies for the Department to play its part in building better communities. • • • • Further details on Review and Rebuild projects can be found on the Department’s website at: http://www.dhw.wa.gov.au/585_120.asp 28 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Price Street Units, Subiaco Coolangah Park Meve Land Sales 29 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Disclosures and Legal Compliance Audit and Risk Management Audit Committee Our Audit Committee is a four-member advisory committee established to assist the Accountable Authority (the Director General) discharge his responsibilities under Section 53 of the Financial Management Act 2006. The Committee met four times during the year. Internal Audit Function In accordance with the requirements of the Financial Management Act 2006, the Management Review and Audit Branch (which incorporates internal audit services) operates as an independent appraisal activity. The branch aims to ensure that all activities are carried out effectively and efficiently in accordance with sound business practices and all legal requirements. Comprehensive audit plans are developed annually that address the key business risks of the agency. Authorisation Framework The Department has established a framework, specifying the positions approved by the Minister for Housing and Works, to authorise work applying to contracts awarded under the Public Works Act 1902. This includes construction, maintenance, fit-out and associated consultancy contracts. These authorisations are always subject to ministerial budget and program approval (and other requirements). Public works projects managed by the Department, carried out in the name of the Minister for Housing and Works, are also subject to normal public sector authorisations processes and the Financial Management Act 2006. 0 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Risk Management Function The Department has in place an appropriate risk management framework supported by arrangements to identify, analyse, evaluate and formulate treatment plans to manage risk. In July 2006, the Department undertook to collaborate with RiskCover (a business division of the Insurance Commission of Western Australia) to provide ongoing risk management training throughout the agency and to utilise the RiskCover RiskBase Risk Register. The Department created a corporate and environmental risk position in December 2006 to manage this function, which is supported by the internal audit function, which provides guidance and support in implementing risk management strategies. The agency also undertook a special risk project this year to develop comprehensive business continuity plans to address any possible influenza pandemic affecting the State. Such a pandemic could seriously affect the ability of the agency, through depleted staff resources, to continue to deliver its critical business services. This culminated in the Department successfully taking part in the Department of Premier and Cabinet’s Pandemic Influenza Desktop Exercise held at the Perth Convention Centre in December 2006. Ministerial Directives No Ministerial directives were received during 2006-07. Other Financial Disclosures Staffing Levels The Department of Housing and Works had 298 staff at 30 June 2007. The following table indicates staff numbers: Further details on staffing policies, recruitment, development and equal employment outcomes can be found on Pages 32-37 of this annual report. Employees 2005-06 2006-07 Permanent Full-time 195 219 Part-time 35 42 Contract Full-time 24 25 Part-time 14 10 Casual 1 1 Trainee 2 0 Other 0 1 Total 271 298 1 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Occupational Safety and Health Employee safety and welfare is a high priority for us with steps being taken to promote Occupational Safety and Health across the workforce. A number of employees work in remote areas. A sub-group of the Safety Committee was formed to review the work practices and procedures affecting these employees. Other initiatives included calling a tender for an online induction training system; the introduction of safety and health and injury management training for all supervisory roles; and the review of emergency evacuation procedures in all offices. The Department continued its focus on injury management and rehabilitation in its approach to claims management, and continued to support officers returning to work from extended absences due to ill-health. Industrial Relations There were no industrial matters during this year leading employees to stop work. Pricing Policies of Services Provided The Department charges for its goods and services on a full or partial cost recovery basis. These include: The Department’s Building and Works Construction directorate provides services to government agencies to support the planning and delivery of its non-residential building programs. A service charge is levied to achieve full cost recovery, including the direct costs of providing the services and the indirect departmental overheads. Asset planning advice and program management services are charged on a time basis. Rates charged reflect the total costs of personnel delivering the service. Charges for project management services for individual projects are a percentage of the cost of the project. The percentages are on a sliding scale inversely proportional to the value of the project and adjusted for locality and project complexity. The total charges represent about two per cent of the value of the works managed. The Department charges for managing maintenance and minor works on behalf of agencies. Charges are determined in order to achieve full cost recovery, and are either fixed or a percentage depending on the service provided. Fremantle Prison offers a range of tours to the public. Tour prices are reviewed annually, with price increases maintained around the Consumer Price Index. Governance Disclosures Disclosure of Pecuniary Interest Senior officers of the Department do not have an interest in any existing or proposed contracts made with the Department. • • • 2 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Progress in meeting Equity Targets Date: 30/06/07 Organisation Code: 137 Agency: Department of Housing and Works % Actual Representation Equity Index 2007 Objective set by agency % Above or below objective Women’s Management Tiers 2 and 3 33.3 53 35.1 -1.8 People from culturally diverse backgrounds 10.5 59 9.7 0.8 Indigenous Australians 7.1 62 7.5 -0.4 People with disabilities 4.2 24 4.4 -0.2 Youth 6 n/a 6.6 -0.6 (A meaningful equity index can not be calculated for a diversity group with less than 10 individuals) Other Legal Requirements Employment and Industrial Relations Staffing Policies, Recruitment, Development and Equal Employment Outcomes Workforce Development The Department’s ongoing commitment to workforce development saw progress in a number of areas: Equity and Diversity The Department continued to build on its commitment to diversity and equity practices through the development of the Equal Opportunity Management Plan that was endorsed and registered with the Office of Equal Employment Opportunity. General awareness sessions were presented across the metropolitan and regional areas including two specific sessions for line managers on Managing EEO Complaints. A recruitment drive for Equal Employment Opportunity contact officers resulted in the appointment of an additional eight contact officers who received preliminary training. A network of 16 fully trained EEO contact officers is now in place, including six in regional areas. • Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 What was the initiative? Reference in current plan What was achieved? What difference has it made to the agency? How was the initiative evaluated? Provide support for staff seeking information or assistance with EEO issues by providing a quarterly newsletter and effective Contact Officer network. 1. Strategy 2.C in 2006–09 EEO Management Plan (recently upgraded to 2007–10 plan and registered with the OEEO July 2007). EEO Contact Officer recruitment drive resulted in Contact Officers doubling from eight to 16 and a two-day comprehensive training course was completed in May 2007. New HR newsletter includes an EEO section and is posted on the InfoNET every two months. This includes an up-to-date Contact Officer list and a new link has been installed on the InfoNET. Higher profile of Contact Officers and raised awareness of expected behaviours. HR information is more easily accessible with up-to-date information being regularly circulated to all staff. Feedback from participants in the form of workshop evaluation forms. There is a raised level of awareness particularly in regional offices. All Contact Officers are identifiable by EEO Contact Officer name badges. Nil formal complaints in the past 12 months. All issues have been resolved at the local level in consultation with HR Consultant EEO. More indigenous Accommodation Managers to be recruited. 2. Strategy 4B.2 2006–09 EEO Management Plan. Seventeen applications were received for the job advertisement for indigenous Accommodation Managers. Three applicants were successful. Increased level of indigenous staff at customer contact level. The increased number of indigenous front line staff in regional offices brings a better understanding of customers’ needs. Aboriginal Cultural Awareness Training. 3. Strategy 2.A1 in 2006-09 Plan, Strategy 3.2 in the current EEO plan and reference in additional information on Page 3 of the EEO Management Plan. This training is region specific with local presenters, so it is more relevant to our clients. Priority training has been given to staff with the most direct contact with our indigenous clients. Evaluation forms indicate the course had created a great deal of awareness and comprehension, highlighted where the process of ill feeling comes from, and most respondents said they had learnt a lot about Aboriginal peoples’ history that they weren’t aware of previously. Key EEO initiatives implemented in 2006-07 4 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 The Department has implemented training needs analyses for both metropolitan and regional staff. The results of these will help formulate a strategic training plan. The Department also recognises training needs in the areas of mental health and cultural awareness, and will continue to issue staff with monthly EEO updates. Indigenous Employment The proposed Aboriginal Employment Strategy 2007-12 (AES) will help ensure the Department is seen as a role model in the employment and retention of Aboriginal people. The aim of the strategy is to have more Aboriginal employees across all levels. This five-year strategy incorporates the existing and successful Aboriginal Traineeship program. The program is currently being enhanced to provide ongoing employment opportunities for up to 30 per cent of completing trainees in each annual intake. The reviewed program also provides for extended training and career development activities to assist trainees in progressing their careers within the Department, or throughout the public sector. This year, 13 opportunities were identified for trainees throughout the metropolitan area and regional branches. On completion of their traineeships, the majority of these trainees were retained in either substantive or fixed term positions with the Department. • Trained mentors provide ongoing workplace support, encouragement and guidance to program participants. Indigenous employees comprise 7.1 per cent of the total departmental workforce. Graduate Development Program The Department endorsed a pilot Graduate Development Program for accounting/finance graduates. The program has been reviewed and expanded, along with an initial commitment for two graduate project officers within the Land and Housing Development area. The two-year comprehensive development program, with a third year return-of-service commitment, is a strategic investment towards the retention of essential corporate knowledge and experience. Learning and Development The Department also continued to build upon previous initiatives in the development of its workforce through enhancements to its Learning and Development, Graduate Development and Change Management programs. • • We have developed an Aboriginal Employment Strategy to increase work opportunities for indigenous people. Indigenous employees now comprise 7.1 per cent of our total workforce. Sharna Mamid from Aboriginal Housing 5 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 A competency profile was developed based on the Department’s Values and Leadership statements and Statement of Strategic Intent. This was mainly developed to inform and underpin a learning needs survey conducted with the Works and Building Services and Business Services portfolios. Further work will be done next year on staff performance measurement and capacity building. In addition to the specific strategic focus on competencies and building a learning and development framework, the Department maintained a program of general training and learning and development courses including: job application and interview training to support those affected by the major organisational change program being undertaken; a tailored program for Construction Services and Land and Housing Development staff to further develop their project management skills; access to training by the Green Building Council of Australia (Green Star Accredited Professional) to support the use of the Green Star environmental rating tool in the construction and design of commercial buildings; staff selection skills training to support a new streamlined approach to recruitment; safety awareness training (the mandatory Worksafe ‘Blue Card’) for those required to regularly visit construction sites; continued commitment to our mandatory equal opportunity and substantive equality training program; and a scholarship program involving 39 staff in disciplines such as commerce, finance, project management, building, and public housing policy. - - - - - - - Change Management Program A new initiative during 2006 was the establishment of the Change Management unit to provide advice and support services to the Review and Rebuild program in relation to people issues. The unit’s charter is to work with employees at all levels to deliver change awareness sessions, individual counselling and coaching services. The unit is also responsible for the proactive management and placement of displaced employees. Apprentice Program During 2006-07, our Industry Training program entered its second year of operation. This year saw expansion of the Perth metropolitan scheme in line with its four-year plan, and extension of the program into regional Western Australia. The Department now has 65 metropolitan- based apprentices and trainees and 27 in regional areas in the six trades of carpentry and joinery, painting and decorating, glazing and bevelling, plumbing and gas fitting, air-conditioning and refrigeration, and electrical. These apprentices are primarily working on government construction and maintenance projects. • Our Apprenticeship Scheme expanded to take on 25 new apprentices in the metropolitan area. The Department now has over 60 apprentices in the metropolitan area working and acquiring skills in six trades. 6 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Last year, apprentices were placed primarily in works maintenance, and this year they are increasingly being placed in public works construction. This means that our apprentices are being placed with contractors and sub- contractors who undertake to supervise and provide quality on-the-job training while building public works and infrastructure. The aim of the Apprentice Program is to produce high-quality tradespersons for the WA building and construction industry. In regional Western Australia, the Department established trade training programs in Halls Creek and Hedland, and is currently developing a program for Fitzroy Crossing. In Halls Creek, eight trainees in general construction and three apprentices are engaged on the construction of housing, urban renewal projects, and refurbishment of the Halls Creek Hostel. In Hedland,10 trainees in general construction have been engaged on the South Hedland New Living project. Our Apprentice Program has added approximately 90 additional trade training positions in WA and has received strong endorsement from industry, contractors, and from apprentices and their families. Through this program, the Department is making an effective contribution to the sustainability of the building and construction industry by fulfilling its obligations to promote careers, support and manage apprentices to trade completion, and help reduce skills shortages. Advertising In accordance with the disclosures required section 175ZE of the Electoral Act 1907, the Department has incurred the following expenditure on advertising and market research organisations: Advertising and Market Research Value ($) Advertising Agencies - 303 Advertising Pty Ltd 10,837.16 Market Research Organisations Nil Polling Organisations Nil Direct Mail Organisations Nil Mail Advertising Organisations - Marketforce Productions 262,716.79 - Media Decisions 263,608.40 Total $57,162.5 Compliance with Public Sector Standards and Ethical Codes The Department complies with the Public Sector Management Act 1994, S31 (1). Information on the revised Public Sector Code of Ethics has been made available to all employees via the Department’s InfoNET system. Information on the code is provided to new employees via the Department’s induction program. Carpenter/Joiner Apprentice: Peter Rowles Electrical Apprentice: Sharron Page 7 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Procedures have been put in place to comply with the Public Sector Standards in Human Resources Management, the Western Australian Public Sector Code of Ethics, and the Department of Housing and Works’ Code of Conduct. The applications made for breach of standards review and the corresponding outcomes for the reporting period are detailed in the table below: Compliance issues Significant action taken to monitor and ensure compliance Public Sector Standards (PSS) Information about standards is included on InfoNET. Raising awareness of the standards is included in the Department’s induction program. Materials are provided to all participants. Awareness raising articles on the standards are a regular feature in the bi-monthly HR newsletter. Awareness raising workshops on the standards were conducted in November- December 2006. Transactions revised by external auditor as a quality assurance process. A review of the recruitment, selection and appointment process commenced. Ongoing training in the recruitment, selection and appointment process was provided to panel members to ensure compliance with relevant standards. Ongoing training was provided to contact officers to ensure compliance with relevant standards. Six breach claims were lodged, of which five are pending review. One breach claim was dismissed. • • • • • • • • • WA Code of Ethics An article to raise awareness was published in the HR newsletter to advise employees of the revised Public Sector Code of Ethics. A presentation on the Public Sector Code of Ethics was included in the Department’s induction program. Materials were provided to all participants. An ethics training course was piloted for managers and supervisors. The agency released its values and leadership principles, embodying the Public Sector Code of Ethics, to all employees. Values and Leadership requirements are being added to all JDFs. A requirement to act ethically is included in all JDFs. Nil reports of non compliance with the WA Code of Ethics. • • • • • • • Agency Code of Conduct The agency’s Code of Conduct is accessible on InfoNET and hard copies have been circulated to all new employees. The existing Code of Conduct is listed on InfoNET under ‘Policies’ for easy access by all staff. The DHW Code of Conduct is currently being revised and when completed, a hard copy will be provided to each staff member. Enquiries were held into suspected breaches of the Department’s Code of Conduct as required. • • • • 8 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Recordkeeping Plans/ Information Management The Department complies with the State Records Act 2000. A review of Information Management resulted in a new structure to manage the transition to an electronic environment and improved service delivery. There are a number of activities being undertaken in the Information Management area including: preparations to commence the rollout of an electronic document management system into the Department; development of a recordkeeping training plan; upgrading to the new version of the recordkeeping system (TRIM); development of an application to manage the capture of digital photographs into the recordkeeping system; and development of the process to scan incoming mail. In early 2006, the Department acquired the online Recordkeeping Awareness Training program, a recordkeeping induction program mandatory for all staff. This was successfully rolled out in September 2006. A total of 1,482 staff (encompassing our total workforce, which includes Housing Authority and Country Housing Authority) are enrolled in the program: 968 staff have completed the training, 90 more staff have started, and 424 staff members have yet to commence. • • • • • Government Policy Requirements Corruption Prevention Detection and prevention of fraud, corruption and misconduct are addressed under specific business units’ risk management activities, with appropriate reporting procedures established. The Department has appropriate risk management policies in place that incorporate strategies to minimise the risk of fraud, misconduct and corruption. These include policies and guidelines for: information access; information security – access controls; corrupt and improper conduct; official hospitality; conflict of interest; privacy and confidentiality; staff induction; gifts and benefits; and segregation of duties in relation to payments and other internal controls. These – in conjunction with audits of contractors, internal audit reviews and stringent controls on financial payments – have helped develop a culture of awareness relating to potential fraud, corruption and misconduct. • • • • • • • • • 9 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Sustainability Green Building Standards The Department has been a member of the Green Building Council of Australia since 2005. The Department is currently investigating the feasibility of contributing funds to help develop another Green Star rating tool for public buildings. We are also working with the Sustainable Energy Development Office (SEDO) as part of a steering committee to implement the National Australian Built Environment Rating System (NABERS) nationally. The steering committee is led by the NSW Department of Environment and Climate Change. We are considering opportunities to apply the NABERS tool in public buildings in partnership with other relevant government agencies. Government offices Office Accommodation Policies The Department is promoting the whole-of- government Office Accommodation Policies released in August 2004. Many agencies have already assessed their tenancies, and modified buildings, equipment, and staff behaviour to increase their Australian Building Greenhouse Rating (ABGR). Since the policy requirement for Australian Building Greenhouse Ratings was introduced, 70 per cent of the 113 State government tenancies surveyed have achieved ratings of best practice or above. • The Department’s current policy, Policy 14 – Sustainability and Government Accommodation, is being reviewed to ensure compliance with best national practice. 140 William St, Perth Sustainability criteria have been incorporated into the development of the site at 140 William Street. The aim is to demonstrate development excellence according to the principles of sustainability. This includes a commitment that the office component meets the requirements for a 5 Star rating under the Green Building Council of Australia’s Green Star Office tool. A 5 Star Green Star rating signifies ‘Australian excellence’ in environmental building design. The office component will also meet the requirements for an Australian Building Greenhouse Rating of 4.5 stars for the base building and fit-out, which represents an excellent energy efficiency design. Public buildings Sustainable non-residential government buildings policy and guidelines The Department is currently developing a second-generation approach to delivering sustainable non-residential buildings. The new Sustainable Non-residential Government Buildings Policy will result in the existing clauses in tenders relating to energy efficiency being replaced with specific sustainability benchmarks for each project. The aim of the new policy is to promote best practice sustainability standards for non-residential buildings, using existing tools such as Green Star and ABGR. • • Since the policy requirement for Australian Building Greenhouse Ratings was introduced, 70 per cent of the 113 State government tenancies surveyed have achieved ratings of best practice or above. 40 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Pinnacles Interpretative Centre The Pinnacles Interpretative Centre has been designed using environmentally sustainable principles. The interpretative centre, a visitors’ services building and a ticket booth and support building have been sensitively sited just over the hill from the iconic Pinnacles, near Cervantes. In addition to proper orientation, the buildings use internal limestone walls to create a large thermal mass to control temperatures. The project is designed to be self-sufficient by collecting rainwater and using power generated from photovoltaic cells. Wastewater is treated onsite using a largely passive biological treatment system. Fiona Stanley Hospital The proposed Fiona Stanley Hospital (FSH) represents an opportunity to develop a world- class facility that will be a leader in clinical care, research and education. The hospital is designed to be a landmark project demonstrating excellence in architecture, urban design and sustainability. Environmentally sustainable principles will be incorporated into its design, construction, and operation. A high-quality indoor environment will be provided with respect to daylight, views, air quality, thermal comfort and connectivity to outdoors. The hospital precinct will also feature commercial areas, retail spaces, food and beverage venues, a gym, and community and childcare facilities. The Fiona Stanley Hospital site master planning, conceptual design and ancillary services will aim to achieve a minimum 4.5 Green Star (Healthcare) rating under the Green Building Council of Australia (pilot) scheme. • • Office of the Government Architect Wungong Urban Water The Wungong Urban Water project is an innovative and sustainable residential development being undertaken by the Armadale Redevelopment Authority in the south-eastern corridor of Perth. The Office of the Government Architect was commissioned to prepare the Wungong Urban Water Built Form Report and guidelines. The objective is to improve the configuration of development sites and buildings to achieve a quality built form and sustainability. Ningaloo design competition The Government Architect and the Gascoyne Development Commission have initiated and part-funded an architectural competition to investigate environmentally sustainable options for tourism developments in the Cape Range National Park near Exmouth. The area has been identified as an eco-lodge tourism area within the Ningaloo Coast Regional Strategy. Entrants in the competition will be asked to design culturally relevant, high-quality environmentally sustainable designs for a hypothetical eco-resort on a selected site. The proposals are expected to provide a benchmark for future tourism developments in remote areas of Australia. Perth Arena The Government Architect and design consultants are investigating the possibility of integrating photovoltaic panels into the roof of the Perth Arena project. The PV cells will support the energy requirements of the building and generate electricity to be fed back into the grid. Its location and visibility mean the installation of a photovoltaic array will make the Perth Arena an ideal demonstration project for the incorporation of solar technology into public buildings. • • • Perth Arena 41 Department of Housing and Works 2 0 0 6 - 0 7 A n n u a l R e p o r t © Department of Housing and Works 2007 Sustainability Action Plan Waste The Department has carried out a waste management audit that has made recommendations on waste avoidance, waste reduction, recycling, and education and training. The largest sources of recoverable waste identified were office paper, readily biodegradable material and recoverable paper. The Department has taken a pragmatic approach to this issue and actively recycles waste office paper, office machine cartridges, and – where practical – aluminium cans. The appointment of waste wardens is being considered to improve awareness and waste management practices. Energy The Department monitors and reports on its energy consumption against the government benchmarks established by the Energy Smart Government Program. Modifications to its office buildings – including upgrades to lifts, air conditioning, lighting and sub-metering – have been done this year. Water The Department has located and repaired water leaks, and is installing dual-flush toilets this year to reduce water consumption at the Department’s head office building at 99 Plain Street, East Perth. Major government buildings managed by the Department, including Dumas House in West Perth and 189 Royal Street in East Perth, are being retro-fitted with water-saving features such as dual-flush toilets. The NABERS tool is now available for landlords and building owners to self-assess existing office buildings for water use, and the Department is currently reviewing its policies to mandate minimum water efficiency standards for government offices. • • • Vehicles and Travel Under the Department’s Motor Vehicle Allocation policy, all new metropolitan government vehicles are four-cylinder cars. In regional locations, the allocation of four- cylinder vehicles is determined according to needs and distance travelled. TravelSmart We are participating in the State Government’s TravelSmart Workplace Program, and developed a Green Transport Plan in 2006 with input from staff. The TravelSmart committee is now progressing and implementing actions in the plan, which includes promoting healthy, active and environmentally friendly travel options for staff. A major action identified in the Green Transport Plan was improving shower and change-room facilities for staff cycling, jogging or walking to work. The upgrading of these facilities has now been completed. The Green Transport Plan is scheduled for review at the end of 2007. • • A major action identified in the Green Transport Plan was improving shower and change-room facilities for staff cycling, jogging or walking to work
