Other legal requirements
As required under section 175ZE of the Electoral Act 1907, the following statement relates to advertising expenditure, which includes creative development, media placement, and direct mail.
|The Brand Agency||Advertising agency||$3,500.00|
|Gatecrasher Advertising||Advertising agency||$13,123.00|
|Adcorp Australia Limited||Media advertising - non-campaign||$728.53|
|Initiative Media Australia Pty Ltd||Media advertising - non-campaign||$20,807.30|
|Media advertising - non-campaign||$2,128.00|
|Market Research||Media advertising - campaign||Nil|
|Polling||Media advertising - campaign||Nil|
|Direct mail - Campaign Monitor||Media advertisting - campaign||$11.00|
- The Brand Agency costs relate to the development of a campaign to promote PlatesWA. PlatesWA generates revenue for the State Government.
- Gatecrasher Advertising costs relate to development and media placement of a campaign to raise community awareness and understanding of the on-demand transport reforms.
Disability Access and Inclusion Plan
DoT is committed to providing WAís diverse community, including people with disability, their families and carers, with access to its facilities, information and services in a fair and non-discriminatory manner.
This commitment is demonstrated in DoTís Disability Access and Inclusion Plan (DAIP) 2017-22 which identifies key strategies to improve access and inclusion for all Western Australians. A number of actions and initiatives outlined in the DAIP were progressed in 2018-19.
DoT completed disability access audits of the principal pedestrian entrances at all metropolitan Driver and Vehicle Services centres, and completed a review of disability access and signage at all of its metropolitan offices to compare the physical environments with current disability legislation, codes and technical standards, to identify and evaluate any potential barriers for people with disability. DoT is working with the Department of Financeís Building Management and Works to implement the recommendations of the review.
To ensure appropriate signage is in place to meet the needs of people with disability, DoT continued to undertake regular site inspections of maritime facilities in consultation with relevant project delivery and asset management teams as well as external stakeholders. DoT also ensured its maritime facilities provide adequate disability parking bays that are line marked where the parking surface is bituminised through its annual maintenance program delivered by Portfolio partner Main Roads. In line with this, works were undertaken at the Batavia Coast Marina in Geraldton to add a disability parking bay and concrete wheel stops to ensure cars do not overshoot the carpark and restrict access to the pathway or the universal access fishing platform.
DoT assessed the impact of speed bumps in an offline section of Perthís shared path network to ensure they are suitable for the use of wheelchairs and mobility scooters as well as vision impaired pedestrians ahead of the launch of trial of speed bumps in high-traffic areas.
DoT continued to ensure and improve access to interpreter services for people with disability by completing a review of its Language Service Policy and Procedures and providing feedback to the external service provider, ONCALL Interpreters & Translators. DoT continued to monitor complaints received to identify areas for improving accessibility for people with different needs. Further, DoT reviewed its Complaint Management Policy and Procedures to ensure they consider those with different needs and raised employee awareness of the importance of this.
Employee awareness of the need to ensure documents are produced in an accessible format for people with disability was also raised through educational workshops and guiding materials available for employees on the intranet.
DoT continued to review Departmental events to ensure they are inclusive and accessible to people with disability. This included ensuring invitations to workshops and other events provide attendees with the opportunity to advise if they need special assistance.
To create additional employment pathways for people with disability, DoT developed relationships with disability employment services providers Edge Employment Solutions and VisAbility and continues to notify these providers of all external recruitment opportunities, including fixed term contracts.
DoT continued to consider the personal circumstances of its employees with disability or those who care for someone with disability and provide flexible work practices where practicable.
In 2018-19 DoT partnered with Job Access to further improve HR practices, determine additional learning and development strategies, and provide increased support for employees with disability.
People and Organisational Development team will be partnering with Job Access to improve HR practices for employees with disability, including awareness raising and support.
Image: The use of a mobility scooter being assessed on speed bumps in an offline section of the Principal Shared Path network.
Reconciliation Action Plan
DoT is committed to increasing opportunities for Aboriginal and Torres Strait Islander peoples to participate in the Stateís economy.
This commitment is demonstrated in DoTís Reconciliation Action Plan (RAP) 2017-19 which outlines strategies focusing on promoting awareness, strengthening relationships and providing employment and business opportunities for Aboriginal and Torres Strait Islander peoples.
A number of successes were achieved in 2018-19.
In early 2019 DoT participated in Reconciliation Australiaís evaluation of their RAP program which has now been in operation for 12 years. DoT was one of 36 organisations from across Australia to participate in the evaluation, which included a small group interview with five of DoTís leaders and Yarning Sessions with metropolitan and regional employees.
The discussions were facilitated by Ernst and Young in collaboration with the Wollotuka Institute and findings will be presented to Reconciliation Australia and assist DoT in developing future RAPs.
DoT continued to raise employee awareness and understanding of reconciliation through its induction program, regular intranet content and the celebration of events such as National Reconciliation Week and NAIDOC week.
Culturally diverse DoT employees participated in DoTís Customer Experience Working Group and other process improvement committees, offering varied perspectives to benefit our diverse community. For example, Aboriginal trainees provided valuable input to improve the way in which services are delivered to Aboriginal communities in regional WA.
DoT continued to improve access to services and break down barriers associated with the driver licensing system in remote communities through the ongoing success of its Remote Services program.
In 2018-19 DoT officers conducted more than 180 visits to more than 60 remote locations. Through these visits:
Driver's licences were issued, reissued or transferred.
Theory tests and 377 Practical Driving Assessments were conducted.
Learner's permits were issued or reissued.
Through program partnerships, private industry, not for profit organisations, Aboriginal corporations and WA Police Force continued to deliver learnerís permit theory testing, providing an alternate service delivery channel to ensure learner drivers have a full understanding of the road rules prior to getting behind the wheel. To date, more than 7,000 learner drivers have successfully completed the theory test through these partnerships.
In February 2019, DoT entered a partnership with the Department of Justice which allows Remote Services Officers to access the Department of Justiceís Integrated Courts Management System. This gives Officers the ability to lift Licence Suspension Orders in real time, streamlining this process and addressing barriers to obtaining a driverís licence for remote customers.
In recognition of some customers in remote communities being unable to provide birth certificates when applying for a driverís licence or WA Photo Card, DoT continued to partner with the Registry of Births, Deaths and Marriages to pilot a program allowing both agencies to verify birth details in the Goldfields. Given its success, DoT will expand the pilot program to include the Pilbara, Mid-West and Kimberley regions in 2019-20.
While still primarily focused on driver and vehicle licensing, Remote Services has broadened its scope of work to include other regional and remote transport issues.
DoT participated in the Clontarf Aboriginal College ID Forum and provided an information session on the process of obtaining a driverís licence to Aboriginal students from the college and other identified high schools. As a result, DoT issued learnerís permits and learner log books to those who had completed the Keys4Life pre-driver program.
DoT worked in consultation with the Whadjuck Working Party to facilitate the installation of artwork by local Aboriginal artist Wendy Hayden at the Perth Stadium Jetty.
DoT continued to support Aboriginal businesses such as Kulbardi for the supply of office stationery and supplies. Further, DoT investigated the use of an Aboriginal business to provide temporary personnel and cultural awareness training. To allow for the direct engagement of Aboriginal businesses, DoT updated its procurement policies and raised staff awareness through its intranet.
In another demonstration of its investment in Aboriginal economic participation, DoT engaged Indigenous Management Services, a registered Aboriginal company, as its sole supplier of temporary employees.
In February 2019 DoTís Access and Inclusion Committee formed a working group to develop its next RAP for 2019-21. Both the Access and Inclusion Committee and the RAP working group include Aboriginal and Torres Strait Islander representatives.
DoTís new RAP, expected to be finalised in October 2019, will outline strategies to improve services, opportunities and outcomes for Aboriginal and Torres Strait Islander peoples.
Image: Wendy Hayden at the Perth Stadium Jetty with her Aboriginal art installation.
Compliance with Public Sector Standards and ethical codes
DoT is committed to promoting and sustaining the highest standard of ethical behaviour in the workplace by all its employees. DoT has a number of initiatives, policies, processes and systems in place to ensure that the highest standard of ethical behaviour is adopted at all times.
During 2018-19, DoTís activities to achieve compliance with public sector standards and ethical codes included:
- conducting a pulse survey to gather feedback from employees to understand areas that affect organisational performance and culture;
- acting on employee feedback and other insights to evolve human resource management policies and procedures to provide an enhanced employee and customer experience;
- updating DoTís Code of Conduct;
- business units introducing targeted People Plans, incorporating desired values and behaviours;
- ongoing requirement for all employees to undertake the Accountable and Ethical Decision Making training online, with a 99% completion rate as at June 2019;
- ongoing Equal Employment Opportunity training to enable a workplace free of discrimination and harassment; and
- addressing allegations of misconduct in a timely and responsible way.
One Breach of Standard claims relating to the Employment Standard was received in 2018-19. The claim was considered and dismissed by the Public Sector Commissioner.
In 2018-19, 13 cases of non-compliance with the Code of Ethics/Code of Conduct were reported. Eleven cases resulted in disciplinary investigations.
DoT is committed to continuously improving its recordkeeping culture, tools and practices to ensure compliance with the State Records Act 2000 (the Act) and best business outcomes for the department. The following information is provided in accordance with the State Records Commission Standard 2, Principle 6.
Efficiency and effectiveness of DoTís recordkeeping systems
DoTís corporate Electronic Document and Records Management System (EDRMS) is Objective. All DoT staff have access to Objective, enabling them to capture and manage records in line with agency policies and procedures.
In 2018-19 DoT commenced a project to upgrade Objective to ensure ongoing version currency and enhance its functionality and usability.
In addition to Objective, business-specific systems are in place across DoT to capture both digital and hard copy records, enabling efficient and compliant recordkeeping throughout. DoTís Information Management Services (IMS) Branch works closely with business areas to provide advice and review process to ensure a fully digital recordkeeping environment.
In 2019-20, DoT will focus on implementing an information classification process to provide clear guidelines around the handling of DoT information according to sensitivity and the sharing of this information to support multi-agency service delivery.
Recordkeeping training and induction programs
DoTís online Recordkeeping Awareness Training (RAT) is mandatory for all staff and contractors and covers their obligations to comply with both internal recordkeeping policies and procedures and the Act.
All new employees, including contractors, are automatically enrolled in the course as part of DoTís on-boarding process. As at 30 June 2019, 95% of those enrolled have completed the course.
Assessment of the course is integrated into the online module and feedback provided is monitored and reviewed. Course content is regularly assessed to ensure it continues to encompass prevailing operational and administrative practices and processes.
DoTís employee induction program also includes information on recordkeeping responsibilities and the use of Objective. This assists employees in understanding how to create, manage, maintain and use government records in line with DoT policies and procedures.
An Objective online training program is available to all staff and is complemented by face-to-face training sessions for individuals and groups where required.
The effectiveness of DoTís recordkeeping training is reflected in the use of Objective across all parts of the department. This is evidenced by the increasing number of corporate documents stored and managed in Objective and reinforced by positive feedback provided by employees.