From the Director General

In just 12 months, we have been successful in making the Department for Planning and Infrastructure more cohesive and vital. But this required far more than a completely new structure. It needed fresh, forward thinking that was innovative and enterprising and new corporate values that could be embraced by everyone who works here.

I am proud to say that we have achieved all this and remarkable progress has been made. Performing our normal business at the highest level while going through a massive process of change reflects great credit on all our staff and I thank them for their outstanding efforts.

The new-look Department now fully integrates the planning and policy functions of transport and land use. It provides a strong foundation on which we can proceed with renewed emphasis to meet with confidence the exacting challenges of the future. We have also been successful in paving the way for a more external focus and enhanced partnerships with our service delivery portfolio partners.

We are doing it well and will continue to do so.

Ours is a "big business" agency. As a regulator, we collect more than $1 billion each year, and that amount of money clearly requires meticulous management and accountability. 

There is no doubt that the Department's financial management was in urgent need of attention. Consequently, we have spent a lot of time and effort this year getting our financial house in order.

The Auditor General qualified the Department’s 2001-02 financial statements because we failed to account properly for bank reconciliation matters during that year, and in preceding years. With about five million transactions being processed each year, this was a formidable challenge. We believe the large project effort involved has addressed the qualification and ensured the problem will not reoccur.

Good business management and corporate governance has been a primary focus. During the period of consolidation and rebuilding, we have completely overhauled and made major improvements to our financial and business practices. We have developed initiatives that make the notion of "open and accountable" a reality, with more stringent accounting procedures, redefined roles and responsibilities, and enhanced reporting structures. We have appointed a Chief Financial Officer who reports directly to me and is responsible for the overall financial management and effective governance of all aspects of our financial performance.

These initiatives have improved our business planning processes across the entire organisation and we are confident of being even more efficient and accountable in the coming year.

We have created a new Parliamentary and Ministerial Services unit to liaise directly with the Minister’s office and more effectively manage the Department’s business with the Minister. The result has been improved service for the Minister and greater efficiencies in dealing with Parliamentary business. The unit provides a single gateway to provide Government with integrated advice on transport and land use planning and skilled support on current and emerging issues. The changes will be reflected through improved quality of life outcomes for all Western Australians.

We are committed to giving all Western Australians opportunities to participate actively in policy development and decision-making, and to have their values and priorities taken into account at every stage of the planning process. During the year we held community forums, workshops and citizens’ juries throughout the State to make sure community perspectives on land use and transport planning policies and proposals are being considered and incorporated right from the start. Reflecting this approach, we have begun preparing for the biggest community consultation exercise of its type undertaken in the southern hemisphere – the ‘Dialogue with the City’ initiative which has the potential to change the face of our capital city.

An important achievement has been the development of strong corporate directions incorporating the new Department’s vision, mission and goals and providing every work unit with an inspiring single focus – to achieve creative and sustainable solutions for land, transport and infrastructure planning and delivery, for the benefit of the community.

Underpinning this is a new set of Values – a common standard of behaviour to govern interaction with our customers and colleagues alike. Apart from making the Department a better place to work, our Values make good business sense because they improve relationships with our very diverse customer base.

The start of the new financial year heralds expanded opportunities for the Department.

Land Administration Services staff from the Department of Land Administration will join our Department from 1 July 2003 and considerable work was undertaken during the year to ensure smooth integration. Our capacity to manage assets on behalf of the Government is now considerably enhanced. Crown lands represent 93 per cent of the State of Western Australia.

Additionally, from 1 July 2003, Transperth, the school bus unit and the public transport infrastructure unit will transfer to the new Public Transport Authority. They will join urban train services, regional bus services and country train and coach services in a single-focus agency with responsibility for delivering public transport across the entire State.

The new-look Department for Planning and Infrastructure now fully integrates land use, transport and infrastructure. It provides a strong foundation to now proceed with a clearer vision, renewed enthusiasm and sustained commitment.

My vision for the Department is that it will be a powerhouse agency, leading the portfolio in its thinking and its approach to building better, more sustainable communities.

Last year was about getting our house in order and embarking on some innovative ways of doing business. Our efforts and enthusiasm have paid off and I look forward to a new year and to making a real and lasting difference to the lives of Western Australians.

Greg Martin
Director General