Annual Report
Contents
Introduction and Overview
1
Purpose of the Report ...1
Letter to the Minister ...2
Chief Executive’s Message ...3
Departmental Overview ...4
The Territory Context ...6
Organisational Chart...7
Corporate Governance
8
Three Year Corporate Plan ...8Executive Team ...9
Management Board ...10
Senior Leadership Forum ...11
Business Planning ...12
Boards and Committees ...13
Audits and Reviews ...13
Legislation and Statutory Boards and Authorities ...14
Access to Information ...15
Information and Business Systems ...16
Legal Services ...16
Procurement Services ...17
Financial Services ...18
Corporate Communications
19
Community Consultation and Feedback...19Corporate Communications Services ...20
Our People
22
Overview...22Our Staff in Profile ...23
Staff Diversity ...23
Indigenous Employment and Training Unit ...24
Workforce Development ...24
Employment Programs ...26
Staff and Project Recognition ...29
Reporting Against Employment Instructions ...30
Occupational Health and Safety ...32
Performance Reporting
34
Regional Highlights...34Construction Division ...39
Housing ...42
Infrastructure and Major Projects Division ...43
Financial Statements
46
Department of Construction and Infrastructure ...46Introduction and Overview
Purpose of the Report
This annual report provides a record of the activities and achievements of the Department of Construction and Infrastructure and its Government Business Division for 2009–10.
The report aims to inform the Legislative Assembly, Territorians and other stakeholders of:
the primary functions and responsibilities of the department
•
significant activities undertaken during the year highlighting specific •
achievements against budgeted outputs
The department’s fiscal management and performance. •
The Hon Gerry McCarthy MLA Minister for Construction Parliament House DARWIN NT 0800
Dear Minister
I am pleased to present you with the annual report of the Department of Construction and Infrastructure for the year ended 30 June 2010. The report describes the
performance and key achievements of each of the department’s output groups, as required by section 28 of the Public Sector Employment and Management Act.
I advise, to the best of my knowledge and belief, that:
a) Proper records of all transactions affecting the department are kept and employees under my control observe the provisions of the Financial Management Act, its regulations and applicable Treasurer’s Directions.
b) Procedures within the department afford proper internal control and a current description of such procedures is recorded in the accounting and property manual, which has been prepared in accordance with the requirements of the Financial Management Act.
c) No indication of fraud, malpractice, major breach of legislation or delegation, major error in, or omission from, the accounts and records exists.
d) In accordance with section 15 of the Financial Management Act, I advise that as at 30 June 2010, the department had adequate internal audit capacity and the results of all internal audit matters have been reported to me.
e) The financial statements included in the annual report have been prepared from
proper accounts and records and in accordance with Treasurer’s Directions. f) All Employment Instructions issued by the Commissioner for Public Employment
have been satisfied.
Yours sincerely
ALAN WAGNER
Chief Executive Officer
Chief Executive’s Message
This has been a year of major change, with the creation of the new Department of Construction and Infrastructure in December 2009. The new department recognises the value of work provided by the Construction Division, formerly within the Department of Planning and Infrastructure, and emphasises
the continued and growing role in delivering infrastructure projects for the Northern Territory.
Since the formation of the department, much work has taken place to establish a corporate identity and strategic directions. That work has culminated in the
development of the Corporate Plan 2010–13, which was drafted in May 2010. The plan will guide our work over the coming three years and ensure that we continue to work effectively to deliver on Northern Territory Government priorities. It will also underpin the divisional plans that are currently being developed.
The new department has already achieved much of which we can be proud. The
number and dollar value of the projects we have delivered is significant: almost 1000
contracts, to the value of over $600 million, were awarded in 2009–10 - the largest capital works program ever.
We have introduced new contract delivery models including Early Contractor
Involvement (ECI), which was used during the Tiger Brennan Drive project. ECI allows and encourages contractors’ input through the design phase, which can create cost
efficiencies. The department has also started using staged works contracts, which
allows commencement of site early works prior to detailed design completion and approval thereby accelerating delivery.
The department’s work in 2009–10 took place within a context of significant change
as the Australian and Northern Territory governments responded to global and local issues.
Some of the major initiatives to which we are contributing are outlined in the Departmental Overview in the next section of this report.
Professional development, industry relationships and industry training and employment have, by necessity and by design, been a major focus in 2009–10. This will continue in 2010–11 as we deliver on government priorities throughout the Northern Territory. I thank all staff for their hard work and dedication during 2009–10.
ALAN WAGNER
Departmental Overview
The Department of Construction and Infrastructure was created in December 2009, comprising the Construction Division and Infrastructure planning elements of the former
Department of Planning and Infrastructure. This significant change meant that much
of the reporting period was a time of transition, consolidation and setting strategic
directions. The appointment of a new Chief Executive Officer was pending at end of
2009–10.
The National Context
In response to the global financial crisis, the Australian Government introduced its
Economic Stimulus Plan, which involves funding projects across the nation to boost local infrastructure and support jobs.
The department has a key role in delivering these projects throughout the Northern Territory. More detail is provided below.
Building the Education Revolution
The Building the Education Revolution has three elements: Primary Schools for the 21
1. st Century (P21) for all Australian primary schools to build facilities such as libraries, multipurpose halls or classrooms or to upgrade existing facilities. In the Territory, the total P21 package is $173.05 million, including 134 schools.
Science and Language Centres for 21
2. st Century Secondary Schools for the
construction of new science laboratories or language learning centres. In the Territory, $15.76 million is being spent to deliver these centres for 8 schools. National School Pride program to fund minor capital works and maintenance 3.
projects in government and non-government schools in Australia. In the Territory, most of the Pride projects are being delivered by individual schools. The
Construction Division is helping the Department of Education and Training deliver these projects on request.
Overall there are 159 projects across 142 schools being delivered in the Northern Territory.
The project planning process involved a good level of consultation with both urban and remote school communities, to ensure projects meet the needs of the school community. Design consultants have completed documentation on most projects, using design templates where possible to progress design.
To date, 132 construction contracts have been let to the value of $146.9 million. Around
$12 million has been committed to 113 consultancies covering design, certification,
engineering, cost planning, project management, probity and contract surveillance. The Northern Territory has successfully used a different construction contract methodology to other jurisdictions. No managing contractors are involved.
Existing Northern Territory Government procurement processes, based on ensuring value for money, have been used for awarding contracts. External building cost
consultants (or quantity surveyors) provide an additional check to ensure the offer from the preferred tenderer is in line with market rates.
More than 500 local companies have received benefit from the DET Stimulus program,
and 24 schools are now using their new buildings.
At the request of the Australian Government, which asked that we defer some projects to 2011–12, a total of seven projects with a budget of around $10 million will be held over to lengthen the stimulus effect. Most of these projects are now being designed and documented.
Stimulus Housing Initiative
The Social Housing Initiative covers 3 programs: Repairs and Maintenance program
1.
In 2008–09 and 2009–10, a total of $4.11 million was spent on repairs and
maintenance of 292 separate dwellings in Darwin and regional areas of the Territory. The program was completed in May 2010.
New Construction – Stage 1 projects 2.
The design and construction of four four-bedroom houses, with one house in Darwin, two houses in Alice Springs and one house in Tenant Creek were completed in January 2010 for a cost of $1.94 million (covering construction, design, documentation and project management).
A total of 18 duplex units were designed and constructed in Millner, Malak, Bakewell and Humpty Doo. The project cost was $5.67 million (covering construction, design, documentation and project management).
New Construction - Stage 2 projects 3.
A total of four projects were approved for non-government organisations in the Northern Territory and construction has commenced:
Design and construction of eight new independent units of accommodation
•
supporting the homeless and disadvantaged at Goyder Street, Alice Springs, for the Salvation Army (NT) Property Trust, for a contracted cost of $1.43 million.
Design and construction of a new residence to accommodate 12 single bedrooms
•
as independent living units supporting the homeless and disadvantaged at Henry Street, Stuart Park, for the Salvation Army (NT) Property Trust, for a contracted cost of $1.617 million.
The design, documentation and construction of 10 x two bedroom duplexes totalling
•
20 units of accommodation for the homeless and disadvantaged at 107 Dick Ward Drive for the Saint Vincent de Paul (NT) Inc for a contracted cost of $5.83 million. The design, documentation and refurbishment of an existing three storey building
•
in Alice Springs referred to as the ‘Lodge’ owned by the Synod of the Diocese (NT) Inc for an estimated cost of $3.83 million. The refurbishment is designed to accommodate 35 people requiring renal dialysis treatment.
The department is also involved in delivering five social housing developments
sponsored by Department of Housing, Local Government and Regional Services (DHLG&RS). The projects commenced in May 2010 and are due for completion in December 2010. They are:
a) Patterson Street, Alice Springs – construction of transitional housing comprising eight units with manager’s residence and communal support areas for a contracted cost of $2.1 million.
b) Crerar Road, Berrimah – construction of transitional housing comprising 18 units with manager’s residence and communal support areas for a contracted cost of $5.7 million.
c) Percy Court, Alice Springs – construction of transitional housing comprising 28 units with manager’s residence and communal support areas for a contracted cost of $6.4 million.
d) Willshire Street, The Gap, Alice Springs – construction of four social housing units for a contracted cost of $1 million.
e) Duplexes at Bellamack – construction of four duplexes, totalling eight units on four separate allotments, for a contracted cost of $2.1 million.
Planners were consulted extensively to ensure a smooth approval process in obtaining planning approvals for the projects in March and April 2010.
The final Stimulus Housing package is the Wirrina Affordable Housing complex
comprising 45 units at an estimated cost of $13.5 million. Territory construction company Sitzler was announced as the successful contractor in June 2010.
The Territory Context
Territory 2030
The Northern Territory Government’s 20-year strategic plan, Territory 2030, sets priorities for the future in six core areas: Education; Health and Wellbeing; Society; The Environment; Economic Sustainability; and Knowledge, Creativity and Innovation. As the NT Government’s major deliverer of public infrastructure, the department helps achieve the outcomes of Territory 2030. Over the past 12 months some of the key projects delivered or commenced included:
Government Employee Housing Housing the Territory
Palmerston Super Clinic Healthy Territory
Rosebery Schools A Smart Territory
Tiger Brennan Drive Stage 2 Growing the Territory
Palmerston Boat Ramp Great Territory Lifestyle
Alan Walker Radiation Oncology Centre Healthy Territory
Remote Police Stations A Safe Territory
Victoria Highway Upgrade Growing the Territory
Tanami Road Upgrade Growing the Territory
Various projects at Alice Springs Hospital Healthy Territory
In the coming year, the department will continue to work on delivering public
infrastructure projects and contributing to Territory 2030 targets, including involvement in the 20 Growth Towns project under the Working Future strategy.
Organisational Chart
Roads and Civil
Executive Director Corporate Services Chief Executive of DCI Construction Division General Manager Construction Division Buildings Building Assets Corporate Services Division Financial Services Human Resources and Organisational Development Information and Business Systems Procurement Services Corporate Communications Legal Services Audit / Probity and Risk Management Katherine Region Nhulunbuy Region Tennant Creek Region Alice Springs Region Infrastructure and Major Projects Division Deputy Chief Executive Officer Infrastructure Services Stimulus Services Delivery Coordination Unit Major Projects and Design Business Support
Corporate Governance
Three Year Corporate Plan
A Corporate Plan 2010–13 was developed by senior management across the department in May 2010. It articulates a clear vision, mission and key objectives.
Vision
To be recognised as the expert in government, achieving best practice infrastructure programming, procurement and construction, while maximising the use of Territory business and resources.
Mission
Government infrastructure delivered on time and within budget.
Major objectives
Deliver quality government infrastructure 1.
Total asset management 2.
The building industry has the capacity to respond effectively to government’s needs 3.
in the regions
A professional, agile and high performing organisation. 4.
The corporate governance arrangements outlined in this section were developed in December 2009 as an interim measure to support the new departmental structure. The arrangements will be fully implemented in 2010–11 now that a permanent Chief Executive has been appointed.
Executive Team
The Executive Team leads the department by setting the strategic direction, and reviewing and approving initiatives that align with government direction and priorities. Its role is to ensure that the department drives government priorities including Territory 2030, 20 Growth Towns, Indigenous Employment; Election Commitments and Key Projects.
The Executive Team meets fortnightly, with the capacity to consider urgent matters out-of-session. Its members are:
Chief Executive (Chair)
•
Deputy Chief Executive Officer •
General Manager, Construction Division
•
Executive Director, Corporate Services.
•
Progress of key initiatives is reported to the Management Board and communicated through the monthly departmental newsletter.
Executive Team Profiles
Chief Executive Alan Wagner
Alan Wagner joined the department in July 2010. He is a former Deputy Director
General of Queensland’s Department of Education and Training and has qualifications
in electrical engineering, project management, business administration and strategic asset management. Alan also has an enviable record of public works provision in regional and remote areas of Queensland, including programs delivering employment opportunities for Indigenous people.
Deputy Chief Executive Mike Chiodo
Mike Chiodo joined the department in January 2008, having worked as senior executive with a number of organisations including Coles Myer, Thakral Property Holdings, the City of Sydney and Sydney Harbour Foreshore Authority. Before joining the department Mike developed a successful consulting business providing services including corporate strategic planning, business planning, major project management, asset management, property management and construction program delivery.
General Manager, Construction Division Fiona Williams
Fiona Williams has extensive experience in senior roles in the Northern Territory Public Sector. She has worked with the former departments of Planning and Infrastructure, and Business, Economic and Regional Development. Fiona has a Bachelor of Commerce and has worked interstate in roles focusing on project management,
financial management, audit and quality management with organisations such as
IP Australia, Department of Defence, the Health Insurance Commission and the Department of Industry, Tourism and Resources.
Executive Director, Corporate Services Lisa Watson
Lisa Watson has been with the Construction Division for 14 years, eight of which were in Alice Springs. This gives her a strong appreciation for the regional environment
and related issues. Lisa has extensive experience in project administration and
business and commercial management. She holds a Bachelor of Business, majoring in management, and has also completed the Professional Management Program.
Management Board
The Management Board provides input and makes decisions that align with government priorities and direction with respect to departmental strategic and governance matters. Its role is to:
ensure the department drives government priorities
•
consider issues that will impact on the department
•
ensure consistency with the department’s strategic direction and governance
•
framework
review business proposals and policies
•
make decisions and recommendations as required.
•
The Management Board meets monthly, with the capacity to consider urgent matters out-of-session. Its members are:
Chief Executive
•
Deputy CEO
•
General Manager, Construction Division
•
Executive Director Corporate Services
•
Director Civil Construction
•
Director Building Assets
•
Director Building
•
Director Major Projects
•
Senior Director lnfrastructure Services
•
Director Financial Services
•
Director Human Resources and Organisational Development
•
Chief Information Officer •
Solicitor
•
Regional representative.
•
Records of the Management Board Meetings and progress of key initiatives are communicated as appropriate through the monthly departmental newsletter.
Senior Leadership Forum
The Senior Leadership Forum fosters a collaborative leadership team to inspire and communicate change within the department and allow for networking in relation to current projects and future directions. Its role is to:
provide updates on key priorities of government and ensure they are driven
•
throughout the department
provide regional networking opportunities
•
provide regional and business unit updates
•
present key initiatives and projects to other members.
•
The Senior Leaders Forum is held quarterly in different locations throughout the Territory. Each forum comprises senior leaders from across the department who have been nominated by Executive and Senior Management.
Records of the Senior Leaders Forum are reported to the Executive Team and communicated as appropriate through the monthly newsletter
Business Planning
Executive Managementdevelop 3 Year Corporate Plan
The three year Corporate Plan is presented to the Management Board and the
Divisional Plans are developed
The Divisional Plans are presented to relevant staff,
and Business Plans are developed
Managers conduct PDPs with staff incorporating their
respective Business Plan
Progress on plans is reported quarterly and updates are made available
on the Intranet. Completed actions are highlighted in the
newsletter
Timeframes Plans
3 Year Corporate Plan
Divisional Plans
• Infrastructure Services Division • Corporate Services Division • Construction Division Business Plans Personnel Development Plans (PDPs) May 2010 August 2010 September 2010 October / November 2010
Quarterly updates due: • September 2010 • December 2010 • March 2011 • June 2011
Process
The Corporate Plan 2010–13 will form the basis of divisional plans for Construction Division, Infrastructure Services Division and Corporate Services Division. The groups started developing their plans at the end of 2009–10, to align with the overall plan and provide direction at a more operational level.
After completion of divisional plans, unit business plans will be developed to guide staff in the coming 12 months and assist in the personal development plans process. Progress against plans will be reported quarterly.
Boards and Committees
In 2009–10 preliminary planning work took place to establish an Information
Management Committee, Organisational Development Committee and Audit and Risk Committee. The committees will meet regularly throughout 2010–11 and further details will be included in the 2010–11 annual report.
OH&S Committee
The Workplace Occupational Health and Safety Committee was formed in December 2009 through the election process detailed in the Workplace Health and Safety Act.
The OH&S Committee meets quarterly and comprises representatives from Highway House with regional representation to be implemented.
External Boards and Committees
Our people represent the department and the Northern Territory on a range of external boards and committees. They include:
Joint Australasian Procurement and Construction Council and Australian
•
Construction Industry Forum (Lisa Watson, Fiona Williams)
Interdepartmental working group – Building our Strengths, a Framework For Action
•
for Women in the Territory 2008–2010 (Fiona Williams and Lisa Watson) COAG Infrastructure Working Group (Cate Lawrence)
•
COAG Critical Infrastructure Working Group (Cate Lawrence)
•
Audits and Reviews
Auditing is a key component of the department’s governance framework, in line with legislation and Treasurer’s Directions.
Prior to December 2009, this agency was part of the former Department of Planning and Infrastructure’s governance framework and as such, participated in their Risk Management and Audit Committee.
The new department has embarked on a review of current internal audit and risk practices to ensure progress towards compliance with the Institute of Internal Auditors Australia’s International Professional Practices Framework (IPPF).
Specialised independent review consultants are assisting with the integration of enterprise wide risk management and risk based internal audit activities.
In January 2010 the department employed a consultant to act as the Chief Audit
Executive and the Probity Manager who currently works closely with the Audit and Risk Advisor.
Internal Audit continued to work across all divisions in 2009–10 with the primary role of assuring executive management that:
systems and operations comply with appropriate, accepted and documented
•
governance policies, standards and procedures, and legislative and other regulatory requirements
systems and business processes are conducted in an efficient and effective manner •
management of business information is high quality
•
controls over the technological environment are operational and effective
•
physical security over assets and personnel is of an acceptable standard.
•
Internal Audits
The department conducted a range of internal audits including: Seven Control Self Assessments
•
Eight Probity Audits
•
Fifteen Compliance Audits
•
One Efficiency/Effectiveness Review •
Two Post Construction Reviews
•
External Audits
Compliance Audit – Office of the Australian Building and Construction Commissioner
National Code of Practice for the Construction Industry (National Code) Tiger
•
Brennan Drive Extension – Stage 2. Completed
National Code of Practice for the Construction Industry (National Code) Royal
•
Darwin Hospital Radiation Oncology Unit. Completed
National Code of Practice for the Construction Industry (National Code) Project Not
•
Confirmed. Commencement Prior June 2010. Audit conducted by the Auditor-General
A compliance audit was conducted by the authorised auditors of the Auditor-General’s
office in 2009–10 to ascertain whether the department has implemented and
maintained proper internal procedures that assist in complying with the requirements set out in the Financial Management Act, Treasurers Directions, Procurement Act and other applicable legislation and regulations.
The following audits were conducted and finalised by the Auditor-General’s office
during the year.
Financial and Compliance Audits – Northern Territory Office of the Auditor-General •
Financial Statements Audit: Construction Division Financial Statement Audit 2008–09
•
Financial Statements Audit: Construction Division Interim Financial Statements
•
Audit 2009–10
Compliance Audit: End of Year Department (DPI) 2009
•
All responses were considered satisfactory by the auditors and will be reviewed in the
Auditor-General audit. All findings will be monitored by the new Audit Committee.
Legislation and Statutory Boards and Authorities
The department is not responsible for administering any legislation, statutory boards or authorities.
Access to Information
Information Act
Under Section 11 of the Information Act 2010, the agency is required to annually prepare a report detailing:
Its structure and functions;
•
The kinds of government information it usually holds and whether that information
•
may be accessed;
Its procedures for providing access under Part 3 (Access and Correction Rights) to
•
government information it holds; and
Its procedures for correcting under Part 3 personal information it holds.
•
The information on the department’s website lists all the information held by the Department of Construction and Infrastructure and is available to assist persons interested in making application under the Act.
Within the department, the Construction Division is a recognised Government Business Division and is subject to the Act for personal information only under Part 1 Section 5 (4).
Accessing Information
The agency has policies and procedures to enable people to access information and to request corrections to personal information. The policies and procedures are available at www.nt.gov.au/infrastructure/foi
Applications must be in writing and identify the name of the applicant; provide sufficient
details to identify the information sought or the information to be corrected; specify an address to which correspondence regarding the application may be sent and where applicable include the application fee of $30.00
-Information Officer
Department of Construction and Infrastructure Information & Business Systems
GPO Box 61
PALMERSTON NT 0831 Tel: (08) 8999 4645 Fax: (08) 8999 4633
Applications can be lodged via post, facsimile or email: foi.dci@nt.gov.au Request for Access to Information in 2009-10
Information Act Requests 2009-10
Applications carried over from previous year 0
Applications to access personal information 1
Applications to access government information 3
Responses completed within 30 day period 0
Responses completed exceeding 30 day period 1
Applications on hand as at 30 June 0
Records and Archives Management
Pursuant to Part 9 of the Act, the department has been actively pursuing improvements in records management practices, procedures and policies to improve compliance with the requirements of Records Management Standards of the NT Government and the
Act.
Types of Government Information Held by the Agency
The Agency’s Information Management strategy centres on ensuring compliance with Part 9 of the Act that take place within the Strategic Records Unit, in line with advice and standards provided by the Northern Territory Archives Service. The agency is developing processes and procedures to ensure all types of records are captured accurately. A comprehensive list of the agency’s publications is available on the internet.
Information and Business Systems
Achievements 2009/2010
Transition of Information Technology, Information Management and Business
•
Systems services to DCI.
Priorities for 2010/2011
Establishment of an agency Information Management Committee to govern
•
information management for the agency through developing policies, setting ICT strategic directions and reviewing and endorsing ICT initiatives to ensure alignment with the agency’s ICT architecture and business objectives.
Development of an agency’s ICT Strategic Plan which will include the technology
•
and systems to support the business requirements for the agency.
Implementation of video conferencing services to all DCI sites to enhance client
•
and customer relations, increase communications across the Territory and to reduce travel costs and carbon footprint.
Legal Services
The department has a lawyer who is employed by the Solicitor for the Northern Territory and based at Highway House. The lawyer manages the delivery of legal services including providing legal advice and representation, drafting and reviewing legal documentation, participating in negotiations, referring matters to the Department
of Justice central office or to private law firms where specific expertise or services are required and managing private firms engaged to perform legal services. The lawyer
is a member of, and reports to, the Management Board on legal matters affecting the department.
Key achievements in 2009–10
Development of standard conditions of tender, contract and response schedule
•
inserts for contracts requiring National Code of Practice compliance and Occupational Health and Safety Accreditation.
Delivery of legal training to divisions and officers. •
Negotiation and award of high value design and construct contracts for the Building
•
the Education Revolution Stimulus initiative.
Priorities for 2010-11
Visit and provide legal information sessions to all divisions of the department,
•
starting with presentations in Katherine and Alice Springs
Review the rules and clauses regarding site inspections with a view to ensuring
•
clarity for tenderers and departmental project officers
Develop standard special conditions for use with design and construction tenders
•
Facilitate legal training sessions on contract and procurement.
•
Procurement Services
The department is the largest single purchaser of works, goods and services in the Northern Territory, representing around 45% of the government’s procurement for Tiers 3 to 5, measured by value.
This means the department has a key role in implementing a number of NT and Australian government policies, including Buy Territory, Apprentices and Trainees, Indigenous Employment and Training on construction and maintenance contracts, and the National Code of Practice for the Construction Industry.
This year, a new procurement projects function was created to take over corporate procurement functions for the new department, including maintenance of the Agency Procurement Management Plan, and to provide a dedicated capacity for the department to be represented in the development of construction procurement processes by the Department of Business and Employment.
Key achievements in 2009–10
Review of procurement templates.
•
Regional visits to ensure that local procurement issues are identified and addressed. •
Developing and rolling out contracts training.
•
Identifying, prioritising and developing a number of improvements to the tender
•
evaluation processes of the department, to bring efficiencies and ensure consistent
and defensible procurement outcomes.
Assisting local Indigenous people to gain employment and training with department
•
contractors.
Assisting non-government companies winning Construction Division contracts to
•
provide meaningful employment and training opportunities for local Indigenous people.
Developing the department’s strategy for Indigenous employment and training.
Implementing and coordinating the provisions of the Australian Government’s
•
National Code of Practice for the Construction Industry in tender and contract documents.
Promoting awareness of the Model Client Framework as a structure to ensure good
•
occupational health and safety for Construction Division projects.
Priorities for 2010–11
Continue to strengthen the rigour of a range of processes including evaluation,
•
due diligence, business paper development, contractor performance reporting and
debriefing.
Review request for quote and request for tender documents for all tiers and, if
•
necessary, develop new documentation to support increased rigour of procurement process.
Redevelop procurement forms to include guidance notes.
•
Update internal procurement website to include information on when, why and how
•
to work through procurement requirements.
Develop a framework for engaging consultants performing the duties of staff
•
members in the organisation.
Look at ways to identify opportunities for ‘smarter’ procurement that meets agency
•
needs.
Financial Services
The unit provides financial services to the department’s Executive management and operational divisions to facilitate responsible financial management, a standard approach to financial issues and good corporate governance practices. Areas within
Finance include; accounting, budget, facilities, property management and departmental Occupational Health and Safety services across the regions.
Key Achievements in 2009-10:
Establishment of a financial structure for the new department as a result of the restructure •
Management of internal workshops within the department to support ledger integrity •
Priorities for 2010-11:
Development of a Financial Management Plan •
Implementation of a Greening the Fleet Replacement Strategy •
Property Management support for the Highway House fit out •
Transition to the NT Government Electronic Invoice Management System (EIMS) •
Corporate Communications
Community Consultation and Feedback
The Department of Construction and Infrastructure delivers a broad range of projects on behalf of other Northern Territory Government departments. Generally, the
consultation phase of a project is managed by the client agency however, in the
2009-10 year, DCI sought input and feedback from the community and specific stakeholder
groups on several projects to inform the decision-making around planned design and construction including:
Palmerston Boat Ramp design
•
Tiger Brennan Drive Stage 2
•
reconstruction of Yarralin Airstrip
•
upgrades to utilities at Nitmiluk National Park
•
Katherine Terrace Streetscape Works
•
Katherine Regional Cultural Precinct
•
relocation of Lajamanu Airstrip.
Corporate Communications Services
The Department of Construction and Infrastructure’s Corporate Communications Unit provides a range of communication services to support staff across the Territory in delivering information to the public, stakeholder groups and other government departments. Services include:
planning and implementing of communication strategies
•
advertising management
•
stakeholder consultation and communication
•
media management and coaching
•
ministerial liaison on media and marketing and communications issues
•
coordination across government
• sponsorship management • industry liaison • event management •
Internet and intranet development and maintenance
•
publication production
•
writing services
•
coordinating of merchandise and collateral.
•
associated reporting.
•
Key Achievements in 2009-10
Throughout the year, the unit has been involved in a broad range of projects in all regions. Some highlights include:
External:
Tiger Brennan Drive Stage 2 – managing ongoing communications and media.
•
Palmerston Boat Ramp – coordinating advice to the public seeking input on the
•
planned design.
McMinn Street Duplication – progress reports to residents and the community on
•
progress of the project.
Construction Industry forums held in Darwin and Alice Springs to share information
•
and seek feedback from the construction industry – event management and associated marketing and communications activity.
Civil Contractors’ Federation Award submissions – writing and preparing award
•
submissions for staff entering the annual Training Awards.
Rosebery School – management of media and communications requirements.
•
Ongoing industry liaison with key groups such as Civil Contractors’ Federation NT,
•
Institute of Architects, Engineers Australia and the Australian Institute of Project Management.
Managing the annual sponsorship commitments of the department including
•
attendance at industry events and optimising the benefits on offer in return for our
Internal:
Participation in Program Steering Group meetings with NT Government client
•
agencies – providing media advice and identifying opportunities to promote projects.
Producing a monthly internal staff newsletter to highlight personal achievements,
•
progress on DCI projects and corporate initiatives and to let the Executive Team report back to staff on a range of issues.
Redeveloping the intranet site in line with NT Government branding with a new
•
corporate colour and style.
Preparing communication plans for internal projects such as the transition from
•
Construction Division to Department of Construction and Infrastructure, end of
financial year changes to procurement processes.
Coordinating the reporting and distribution of all email corporate messages to
•
ensure consistency and relevance.
Producing monthly noticeboard displays within Highway House to promote
•
achievements focused around our core areas of ‘Our Business’, ‘Our People’, ‘Our Services’ and ‘Our Relationships’.
Maintaining links with whole-of-government marketing and communications
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strategies and direction.
Generating positive news stories for the staff intranet site.
•
Priorities for 2010-11
Continue to provide strategic marketing and communications, media and web
•
advice and services in support of Capital Works and Minor New Works projects being delivered Territory-wide.
Continue to produce a monthly internal newsletter to highlight personal
•
achievements and progress on DCI projects.
Develop an annual Media Training Program for DCI staff across all regions.
•
Continue to conduct Web Editor Training for DCI staff.
•
Develop a Secretariat Education Program for Executive Assistants across the
•
department.
Manage the department’s Industry Forums in Darwin and Alice Springs
•
including event management and associated marketing and communications activities.
Develop a process for recording the department’s Industry Liaison activities.
•
Continue to participate in client Program Steering Group meetings with staff of
•
Our People
Overview
This was a year of major change with the announcement of the agency restructure and the creation of the Department of Construction and Infrastructure. This new department recognises the value of work provided by the Construction Division (formerly within the Department of Planning and Infrastructure) and emphasises the continued and growing role in delivering infrastructure projects for the Northern Territory.
The Northern Territory Government’s increased infrastructure program has resulted
in increased staffing levels in the Construction Division to enable the delivery of
significant major project and infrastructure programs in the Northern Territory. The work
of the Construction Division is complemented by that of the Infrastructure Services and Corporate Services Groups.
The department’s achievements are made possible only through its people. Our people are the foundation for building and maintaining the professional relationships in the department and achieving organisational outcomes.
When the department was formed in December 2009, work began to establish a
corporate identity. In April 2010, key executives and senior officers took part in a
Our Staff in Profile
As at 30 June 2010, the department’s staff profile included:
435 full-time equivalent employees
• 467 actual staff • 102 regional staff • 38% female staff • 1.7% Indigenous employees •
an average age of 42 years.
•
Figure 1: Departmental Staff Profile
Departmental Staff Profile 2009–10
Number of full-time equivalent staff 435
Total number of staff employed (including casuals) 467
Female staff 38%
Average age of staff 42
Number of Indigenous staff 8
Indigenous staff 1.7%
Separation – permanent staff 9.2%
Separation – permanent and temporary staff 19.4%
Staff Diversity
The department has a diverse workforce and is committed to recognising and supporting its employees. It strives to maintain an environment that is free from bullying, harassment and discriminatory practices and has developed a policy, toolkit and training program to support this.
A total of 29 per cent of staff have recorded their Equal Employment Opportunity (EEO) details in the Personal Integrated Pay System (PIPS). This data is recorded to help develop workforce strategies to support equity and diversity in the workplace.
Figure 2: Department Classification Streams by Gender at 30 June 2010
Stream Male Female
Executive 28 14
Administration 29 135
Graduate 3 2
Indigenous Cadet Scholarship 3
-Professional 34 7
Technical 185 21
Works Integrated Learning Scholarship (WILS) 6
Figure 3: Department Staffing by Age and Gender
Number of Staff Members
Age Group 500 450 400 350 300 250 200 150 100 50 0 16-20 Female 11 28 25 28 23 21 19 11 6 7 0 179 Male 14 21 21 15 16 28 40 47 41 35 10 288 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 66-70 Total
The department’s age profile shows an ageing workforce with 21% of staff over the age of 55. This reflects the nature of work and the demographics of the construction industry.
Indigenous Employment
Indigenous employment is being enhanced through employment programs such as the Cadetship Program and Technical Traineeships. In 2010, the department had four
people in the Cadetship Program, which provides local Indigenous students financial
assistance with course fees, book costs and living expenses. Students also undertake work experience during university holidays. The department recently employed two Indigenous Technical Trainees.
Indigenous Employment and Training Unit
The department is committed to increasing Indigenous employment within the construction industry. The Indigenous Employment and Training Unit has been established to work with Indigenous people and the construction industry. The unit assists local Indigenous people gain employment with Construction Division contractors as well as helping non-government companies win Construction Division contracts and provide meaningful employment and training opportunities for local Indigenous people.
Workforce Development
The department focused on change management in 2009–10. The changes centred
on the agency restructure and finalising the organisational structure to best facilitate
the government infrastructure program. The department has undertaken a range of activities to enhance and build the skills and experience of individuals in order to develop our organisational capability.
Personal Development Plans (PDPs)
The PDPs are a mechanism for staff and their supervisors to establish a shared understanding of work unit objects and identify personal professional development needs each year. The completion of a personal development plan encourages personal responsibility for learning and development needs and outcomes.
Workforce and Organisational Development
In 2009–10 staff of the Construction Division sat on a whole-of-department Workforce Development Committee (under the former Department of Planning and Infrastructure). In 2010–11 an Organisational Development Committee will be established in the
Department of Construction and Infrastructure to provide strategic direction to the department on a range of issues ranging from graduate employment, trainees and scholarships to leadership development.
Training and Development
In 2009–10, the department invested $1 536 695 in training and development activities. These included:
Studies Assistance
The department continues to provide studies assistance for staff wanting to gain
qualifications ranging from Certificate to Post Graduate Degree level. The department
strongly supports employees gaining relevant professional, technical and other skills through tertiary study, which is part of efforts to build the capability of the department’s workforce.
The department currently provides 13 employees with studies assistance to gain
qualifications in the following fields: Certificate IV Project Management •
Certificate IV Occupational Health & Safety •
Certificate IV Business Administration •
Certificate IV Training and Assessment •
Associate Degree in Building Surveying
•
Diploma Building Certification •
Engineering Degree
•
Masters in Engineering Management
•
Degree in Commerce
•
Bachelor in Social Science.
•
Professional Management Program
The department has supported two employees to attend the Professional Management Program run by the University of Adelaide. This program has been designed to
Public Sector Management Program
The department has supported one staff member to take part in the Public Sector
Management Program (PSMP) coordinated by the Office of the Commissioner for
Public Employment. The PSMP is a joint venture between Commonwealth, State and Territory governments and is a national strategy to deliver high quality public sector management training.
Women in Leadership and Management
The department continues to support development programs such as Discovery and Springboard. The department has supported three women to attend the Discovery
program, which is designed to build skills and confidence in women with the potential
and desire to progress to managerial and leadership roles.
Lookrukin Indigenous Women’s Leadership Development Program
The department encourages the representation of Indigenous women in senior positions and actively supports the pilot program designed to provide a high level learning experience for Aboriginal and Torres Strait Islander women. The department has nominated one staff member to take part in the pilot program.
Learning and Professional Development
The department encourages the professional development of staff to ensure they are adequately equipped to carry out their responsibilities. Staff development in 2009–10 was supported through employee attendance at conferences, seminars and workshops in addition to formal study.
Technical Conference
The TechTalk conference was held from 13 to 15 April 2010 at the Medina Vibe Hotel. A total of 94 participants from the buildings and civil sections attended the three-day event, which was a mix of presentations and workshops. The main focus was on being eco-friendly; including the Northern Territory Government climate change policy,
environmental issues, renewable energy, energy efficiency and the department’s
response to this. Presenters from industry and the department discussed new products, techniques and the department’s role in the delivery of future projects.
Occupational Health and Safety White Card Training
The department identified and provided White Card Training to 161 employees in
2009–10 at a cost of $9660. The department will continue to identify current and new employees to undertake training.
Employment Programs
The department recognises our workforce is ageing and has been strengthening our future workforce by supporting graduate, apprentice and technical traineeships as part of succession planning and recruitment strategies.
Early Career Programs
The department has established a wide range of employment programs across the various tertiary education levels as a long-term strategy to support and build a pool of
applicants who have the skills and qualifications required to start a career in the public
The programs offered include:
Graduate Development Program
The department has four graduates on the program at present with qualifications
including architecture, environmental science and civil engineering. The program comprises of multiple six-month placements in various divisions along with formal training and development in the processes of government.
Work Integrated Learning Scholarships (WILS)
The Works Integrated Learning Scholarship (WILS) program is an ongoing initiative by the Northern Territory Government and Charles Darwin University designed to encourage student participation at the university while addressing NT skill shortages and providing a link to employment in the Northern Territory Public Sector. In 2010, the department supports seven WILS, all of whom are studying engineering. The WILS program is open to everyone who has been accepted to study an engineering degree through Charles Darwin University.
National Indigenous Cadetship Program
The department supported four Indigenous students studying engineering. The
program provides students with financial assistance and the opportunity to do paid
work experience during university holidays.
Civil Traineeships
The department offers a range of Technical Traineeships whereby employees are
provided on the job training and a qualification in: Certificate IV in Civil Construction (Supervision) •
Certificate IV in Civil Construction (Design) •
Diploma Civil in Construction (Management)
•
Engineering Co-Op Scholarships
The Co-Op program is designed to encourage student participation at Charles Darwin University and the Territory workforce. The program incorporates full-time tertiary education with work placements during semester breaks and a 6 month placement
during their third year of study. The program also provides students with financial
assistance.
Support for a Professor of Structural Engineering
The department continues to provide financial support to the Charles Darwin University
for the employment of a Professor of Structural Engineering. The department receives
a direct benefit from this partnership whereby the professor liaises closely with the
department’s structural engineers on current projects and can provide expert technical advice on construction projects; alternatives and complementary methodologies; mutual professional development through the sharing of differential skills and knowledge on project work.
Apprenticeships
This program emphasises providing Territorians the opportunity to gain a qualification
through structured employment and training in the NT Public Sector. In 2010, the
Figure 5: Employment Program Participants
Program Number of participants 2009–10
Graduate 4
Work Integrated Learning Scholarships 6
National Indigenous Cadet Program 4
Technical Traineeships 22
Engineering Co-Op Scholarships 11
Apprenticeships 3
These early career programs have been implemented to build on the technical and engineering capacity in the department.
Careers Expos
The department continues to support Careers Expos to source people for careers in the department and the Northern Territory Public Sector. The department was represented at high school careers expos around the Northern Territory and also at the Charles Darwin University’s Graduate Recruitment Fair.
Induction
An induction program has been developed to provide new employees with a snapshot of the agency including its strategic directions, its core business and outcomes.
This program provides employees with information about conditions of service, the Code of Conduct, probation, employee entitlements, occupational health and safety and information on accessing information on the staff intranet site. Guest speakers attend the induction program and provide valuable information on topics such as procurement and marketing and communications.
Work-life Balance
The department continues to recognise the importance of employees’ commitment and interests outside the workplace that contribute to their general health and wellbeing. In response to the needs of our staff the department supports providing, where appropriate, opportunities for staff to gain a better work-life balance.
The department currently manages work-life balance arrangements on a case-by-case basis, ensuring they suit individual employees as well as the workplace. Applications for work-life balance mainly cater for family responsibilities, such as children and
elderly parents. Some of the flexible work practices in place include:
part-time work
•
extended leave options for staff with carer or other family responsibilities
•
women on maternity leave returning to work part-time
•
flexible working hours •
flexible work arrangements such as working from home •
supporting purchased annual leave and leave at half-pay where possible
•
transition to retirement.
•
The department established a Health and Wellbeing Committee in late 2009, with representatives from across the department. Construction Division staff took part in the National Walk to Work Day in 2009, followed by a healthy breakfast provided by the department. The event was so popular that it resulted in a regular walking group. The ‘Happy Steppers’ meet each Friday morning and go for a half hour walk around Palmerston before work. The committee is considering a number of ideas for 2010–11.
Staff and Project Recognition
The department celebrated some significant industry awards in 2009-10 acknowledging individuals and group efforts to deliver projects and programs to the benefit of
Territorians.
Construction Division (now DCI) Quarterly Staff Recognition Award
Staff are asked to nominate individuals they feel are worthy of recognition. The
Executive Team judges the awards and provides a small prize. A certificate is
presented to the staff member by the CEO or another member of the Executive Team. In 2010 this expanded to include recognition of teams as well as individuals. Quarterly winners are automatically entered into the Annual DCI Awards in the same category.
Annual Construction Division Awards
These annual awards give staff a chance to nominate teams, individuals or projects for recognition. One category is made up of the four Staff Recognition Award winners from throughout the year. Staff vote to decide the overall annual winner. Other categories include the Construction Division Project Award and the Recruitment and Training Award. These awards will become the Annual DCI Awards in 2010.
Civil Contractors Federation NT 2009 Annual Earth Awards
The Barkly Highway Repairs Project, managed by the department’s Tennant Creek
office, was named the winner of the $1 million to $5 million category. The project was
automatically nominated in the national awards held in October 2009 and received a commendation.
Civil Contractors Federation NT 2010 Annual Training Awards
Six of our staff were nominated, with Tiani Sampson and Antonios Mastoros receiving a highly commended in the Indigenous Training and Employment and Mature Age Achiever categories respectively.
Australian Institute of Project Management Awards 2010
The Casuarina Police Station project was nominated in the Construction/Engineering under $100 million category and Robert Foote was nominated for Individual Program Manager.
Engineering Excellence Awards 2010
Reporting Against Employment Instructions
Employment Instruction and AgencyRequirements Department’s Action in 2009–10
Number 1 – Recruitment
Agency to develop procedures on recruitment and selection for internal use.
Chief Executive required to report annually on the number of employees in each designation and variations since last report.
The department has established procedures for use by managers and selection panels. Agency staff are trained on recruitment procedures when required.
Number 2 – Probation
Chief Executive is to develop a probationary process for their Agency and convey details of the probationary process to employees within their
first week of reporting for duty.
Information about the probation process is available on the department’s intranet and discussed during their induction.
Number 3 – Natural Justice
The rules of natural justice to be observed in all dealings with employees.
The principles of natural justice are observed in all dealings with employees.
Number 4 – Performance Management
Chief Executive to report annually on management training and staff development programs.
Chief Executive to develop and implement performance management systems for their Agency.
Staff participated in Personal Development Plans as a mechanism for each employee to seek constructive feedback. This involves employees discussing with their manager skill gaps, career plans, mentoring or training to meet individual and work unit goals.
Number 5 – Medical Incapacity
No Agency action or reporting requirements.
Advice is provided to managers as required by Human Resources staff.
Number 6 – Inability to Discharge Duties
Chief Executive to provide the Office of
the Commissioner for Public Employment with information on the extent to which this Employment Instruction has been used by the Agency.
Chief Executive may establish procedures regarding this Employment Instruction within their Agency.
Section 44 Inability to Discharge Duties action was not undertaken against any employees.
Number 7 – Discipline
Chief Executive to provide the Office of
the Commissioner for Public Employment with information on the extent to which this Employment Instruction has been used by the Agency.
Chief Executive may establish procedures regarding Discipline within their Agency.
The Discipline Policy and information are on the intranet.
No investigations were undertaken in relation to Section 49 Discipline.
Number 8 – Management of Grievances Chief Executive to establish written grievance setting procedures for the Agency that should be available to employees and outline steps for dealing with grievances.
The Grievance Policy and information are on the intranet.
Number 9 – Incorporated in Employment Instruction 1.
Number 10 – Employee Records
Agencies are required to maintain appropriate employee records and implement procedures for maintaining and accessing these records.
All personnel files are securely maintained by
the Department of Business and Employment on behalf of the agency.
Any personnel files that are held within the agency
are securely maintained. Number 11 – Equal Employment Opportunity
Management Programs
Chief Executive to devise and implement programs to ensure equal employment opportunities and outcomes are achieved. Chief Executive to report annually on programs and initiatives the Agency has developed.
Report should also include details on specific
action in relation to Aboriginal Employment and Career Development, and also measures to enable employees to balance work and family responsibilities.
Equal employment policies are on the intranet.
Number 12 – Occupational Health and Safety Programs
Chief Executive to develop programs to ensure employees are consulted in developing and implementing Occupational Health and Safety programs.
Chief Executive to report annually on Occupational Health and Safety programs. Records must be kept on risk assessment, maintenance control and information, instruction and training provided to employees.
The Occupational Health and Safety policy and procedures information are on the intranet.
Number 13 - Code of Conduct
Chief Executive may issue guidelines regarding
acceptance of gifts and benefits to employees. Chief Executive may issue an Agency specific
Code of Conduct.
Staff are provided with a copy of the Code of Conduct booklet as part of their induction. Staff have access to the electronic version of the Code of Conduct booklet via the NT Government intranet.
Number 14 – Part-Time Employment Chief Executive to provide information on the number of part-time employees by salary stream, as requested by the Commissioner for Public Employment.
The agency supports part-time working
arrangements and other flexible arrangements.
There are 14 part-time employees working for the department.
Occupational Health and Safety
Employee Assistance Program
An Employee Assistance Program provides a range of professional, confidential
counselling services independent of the public sector. This service is available to all
employees and their immediate family members free for the first five visits. Figure 6: Employee Assistance Program usage
2009–10
Total $19 000
Total number of people accessing services 58
Total sessions 120
0
Jul to Sep 2009 Oct to Dec 2009 Jan to Mar 2010 Apr to Jun 2010 5 10 15 20 25 30 35 40 45 50 Clients 11 10 17 20 Sessions 20 26 31 48
Flu Vaccinations
The department continued to provide staff with flu vaccinations over the flu season. Given the global spread of the human influenza virus in 2010, the department will offer flu vaccinations in 2010–11 as part of its business continuity efforts.
Figure 7: Employee Uptake of Flu Vaccinations and Hepatitis A and B Vaccinations
2009–10
Flu vaccinations 133
Percentage of staff vaccinated 28.9%
Key priorities for Human Resources in 2010–11 are:
develop and implement a wellness strategy for the department
•
develop and implement a leadership program
•
refine and enhance the department’s performance management systems through •
updating and modernising policies and documentation
optimise the use of technology to increase efficiencies •
develop and implement an appropriate workplace behaviours policy, toolkit and
•
training package
implement a workforce and organisational development committee.
Performance Reporting
Government Business DivisionSummary of Outcomes and Outputs Expenditure by Output Group
Regional Highlights
The Department of Construction and Infrastructure manages a broad range of Capital Works, Minor New Works and Repairs and Maintenance projects Territory wide. Some
of the highlights for the 2009-10 financial year are included on the map.
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East Arnhem Region
Yirrkala School upgrade
Location East Arnhem Region community of Yirrkala
Project Manager Kris McConnell
Value (excluding GST) $1.81M
Scope of work The Yirrkala School upgrade involved the demolition of three existing asbestos lined classrooms, internal upgrades to the existing administration area and construction of a new four classroom building including toilets, teachers prep and storerooms.
Client Department of Education and Training
Contractors Deltareef Pty Ltd
Commentary This was a project delivered as part of the Federal
and Northern Territory Government’s Closing the Gap initiative.
Katherine Region
Jilkminggan Health Centre
Location Jilkminggan community, Katherine
Project Manager Greg Quill
Value (excluding GST) $569 744.00
Scope of work Relocate transportable building. Extensions and
renovations to existing Health Centre.
Client Department of Health and Families
Contractors Atkin Building Co Pty Ltd
Commentary This project delivered improved health facilities for residents of the community.
Tennant Creek Region
Tennant Creek High School Science Centre
Location Tennant Creek
Project Manager Ash Beechey
Value (excluding GST) $1.970m
Scope of work The Science and Language Centres (SLC) for the 21st
Century Secondary Schools component of Building the Education Revolution (BER) provided funding for the construction of new or refurbishment of existing science laboratories or language centres in Secondary Schools by June 2010.
Unlike the Primary Schools of the 21st Century (P21) funding was allocated to schools on a competitive basis. The Territory was successful in receiving funding for eight Territory Secondary schools through the SLC. Tennant Creek High School was successful in receiving funding for the construction of a Science Centre.
Client Department of Education and Training
Contractors Probuild (NT) Pty Ltd
Commentary This was a project delivered as part of the Australian Government’s Building the Education Revolution
program.
Alice Springs Region
Tanami Road upgrade and seal and Plenty Highway widen
formation, gravel resheet and upgrade floodways
Location Tanami Road and Plenty Highway (Alice Springs Region)
Project Manager Henry Szczypiorski
Value (excluding GST) $11M
Scope o
