Premier's Awards Profiles 2006 - Public Sector Commission - The ...

2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
06
F O R E X C E L L E N C E I N P U B L I C S E C T O R M A N A G E M E N T
2006 PREMIER’S AWARDS

FOREWORD
I am very pleased
to present the
finalists for the 2006
Premier’s Awards for
Excellence in Public
Sector Management.
Now in its
eleventh year, the
Premier’s Awards
are attracting a
high calibre of
submissions. We received a total of 68 submissions
for the five categories from Government
departments, statutory authorities, local
governments and hospitals.
The level of interest by agencies nominating
their initiatives remains solid and the diversity
and quality of submissions compared with other
years has certainly been maintained.
The aim of the Awards is to motivate and inspire
agencies to strive for sustainable excellence,
innovation and creativity in meeting the
community’s needs. They also serve as a primary
vehicle to recognise and celebrate world-class
achievements by those involved in the delivery
of public services.
Thank you to all agencies that submitted projects
and programs for this year’s Awards. I trust the
process of developing the submission was a
valuable experience, providing individuals and work
teams with an opportunity to undertake assessment
and reflection on the outcomes of these initiatives.
I also extend a special thank you to the Peak
Judging Panel that comprised eminent persons
from academia, industry, the private sector and
the Western Australian community.
Throughout this publication there are many
examples of responsive management, leadership
and collaboration that have resulted in better
services to the community of Western Australia.
I highly recommend all Directors General and Chief
Executive Officers circulate these finalist profiles
amongst their staff as a testament to agency
enterprise and innovation.
I congratulate all agencies and work teams
recognised for their outstanding contributions to
the 2006 Premier’s Awards for Excellence in Public
Sector Management.
ALAN CARPENTER MLA
PREMIER; MINISTER FOR PUBLIC SECTOR MANAGEMENT
OVERALL WINNER
2006 PREMIER’S AWARD FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
Department of Fisheries
Recovery of Shark Bay’s Inner Gulf Pink Snapper Populations 1995-2006
The Peak Judging Panel’s role of selecting an overall winner for such a prominent award is certainly a challenging
one. Nevertheless, rigorous evaluation produced clear and unanimous agreement that the Department of Fisheries’
Recovery of Shark Bay’s Inner Gulf Pink Snapper Populations 1995-2006 was the most outstanding and deserving
submission of this high accolade.
Three unique and vulnerable pink snapper populations located in the Shark Bay inner gulfs would have been
devastated if the Department of Fisheries had not developed and implemented an innovative and engaging research
and management program spanning the last decade - a world first for the management of finfish fisheries where
recreational fishing dominates.
In response to community concern, research was undertaken in 1995 that indicated that better coastal access and
advanced fishing technology had led to coastal fish stocks across the remote northern regions being exposed to
unprecedented levels of pressure from recreational fishers.
To combat the over-exploitation committed planning, strategies, operations and the use of effective communication,
innovation, monitoring and measurement were coordinated by the Department of Fisheries. This integrated approach
resulted in enthusiastic and dedicated stakeholder support that has helped to turn around the decline of the pink
snapper fishery in the region and place this popular fish species firmly back on a sustainable footing.
Panel consensus indicated that the Recovery of Shark Bay’s Inner Gulf Pink Snapper Populations 1995-2006 project
impressively addressed all Award category criteria, particularly, modelling the way through community partnership
and collaboration, agency goal achievement through high innovation and sustainability, and the enhancement of
the Western Australian lifestyle through the protection and conservation of our natural and built environment.
The ten year journey of discovery has made a significant contribution to many of the key issues associated with
managing human impacts on wild fish populations for the benefit of the local community, fishing and tourism
industries, the Western Australian economy and broader global environment. Signs are encouraging that this world
heritage area, and other marine conservation areas, can co-exist with recreational fishing if good information,
good science, good regulation and good collaboration are in place to support sustainable fishing.
The Department of Fisheries is to be congratulated for its leadership in this groundbreaking long-term recovery
project, which has ensured the long term viability of one of Western Australia’s valuable social, environmental
and economic resources.
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2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
BETTER SERVICES - LARGE ORGANISATIONS
CATEGORY WINNER – State Library of Western Australia
Better Beginnings Family Literacy Program
Early years research shows that learning to read is the
single most important factor in school success and that
an early exposure to books and stories substantially
contributes to success in early literacy.
Despite this compelling evidence, there has not
previously been a comprehensive program in Western
Australia to target early literacy. In response to this, the
State Library of Western Australia has taken the lead and
developed Better Beginnings, an early intervention family
literacy program that targets children aged 0 to 3 years.
Better Beginnings recognises this early years research
and best practice and focuses on working in partnership
with families and communities to support children’s early
literacy and learning.
Funding from the State Government, the Rio Tinto WA
Future Fund and Western Australian local governments
provides a strong sustainable program. It takes advantage
of the window of opportunity that presents itself in a
child’s first three years to develop the necessary pre-literacy
skills to ensure that they begin school ready to learn.
Better Beginnings has already reached almost 45,000
families, from Kununurra to Esperance and almost
everywhere in between. Seventy local governments
will take part in 2006/07 e.g. 50 regional and remote
communities including Halls Creek, Coolgardie, Karratha,
Albany, Bunbury, Collie, Merredin and Kondinin, along
with 22 communities throughout the metropolitan area.
The program has been designed using a strong
collaborative approach, capitalising on the shared goals
of health and library professionals, in reaching and
communicating with families of young children. Through
Better Beginnings, the State Library partners with public
libraries to provide a hub for early literacy activities that
support families and develop links with early literacy
professionals to reach out to their communities.
Better Beginnings activities resonate with the fun and
satisfaction that comes from parents bonding with their
babies when they share books. The program has shown
itself to be a comprehensive, practical and effective
family literacy model that builds relationships between
families and literacy resources in the community to open
the door to a lifetime of literacy and learning for young
Western Australians.
FINALISTS
Department of Corrective Services
- High Commendation
Better Services, Safer Communities
- Re-Entry Programs for Prisoners
The Department of Corrective Services’ community reentry
programs are achieving outstanding success in
reducing prisoner re-offending.
They are a different solution to a very complex problem
that has been raising community concern for years.
Re-entry Link began in March 2004 and the Transitional
Accommodation Support Service (TASS) began in
July 2003. They are delivered through a network of
contracted community providers, which act as case
management coordinators, linking with Government and
non-government providers to deliver services. They come
together through an innovative web-based information
and management system, developed by the Department
of Corrective Services.
These services are producing excellent results. Latest
statistics show Re-entry Link clients have an indicative
return-to-prison-rate of only 20 percent (in the first
12 months), compared with the underlying current
official return-to-prison-rate of 40.6 percent (measured
after a two-year period). Also, in stark contrast to
many programs of this nature, the participation rate
by Aboriginal clients has increased to more than
50 percent. This is a major achievement for such a
challenging service where participation is voluntary.
Of the 81 participants in the TASS program in the last
12 month period, the return-to-prison rate is just 27.2
percent overall and 18.8 percent for Aboriginal males.
These are particularly impressive results for a program
with limited places made available only to offenders
at a high risk of returning to prison. The low return-toprison
rate for Aboriginal males is particularly impressive
given the participation rate for this group has peaked
at 50 percent.
A web-based reporting framework, established in early 2004,
provides continuous monitoring and reporting so that the
Department of Corrective Services can measure the program’s
success. This framework is supported by strong governance
arrangements, which effectively engage both the front line
service providers and the many agency groups who make up the
service network.
These services have demonstrated major innovation in ‘joinedup’
service design and the results signal a major change in
re-offending, which addresses one of the most difficult and
intractable issues in the correctional system.
Main Roads Western Australia
The Development and Implementation of
Main Roads’ Customer Contact Centre
An Australian first is providing Western Australian road users
with extensive assistance and support as they travel the 17,800
kilometre road network each day.
Main Roads is responsible for the State’s $19 billion classified road
network including traffic regulation and access for freight vehicles
on local and State roads.
In 2004, a new Commissioner brought a vision for excellence
in customer service to Main Roads, commencing a journey to
achieve this vision with the development and implementation
of the Customer Service Strategy, “Excellence Inroads”.
A major review of communication channels undertaken as part of
the development of the strategy recommended the centralisation
of services into a “one stop shop” Customer Contact Centre
(CCC). It identified that a CCC would provide a better service to
the community, substantial financial, economic and environmental
benefit to Main Roads and the WA community, and contribute to
a safer and more sustainable road network.
The Main Roads CCC, the first of its kind for an Australian
State road authority, commenced business hours operation in
March 2005, and went on to 24 hour a day, seven day a week
operations in July that same year. The key deliverables and
objectives for the CCC revolved around gaining efficiencies
through process improvement, providing a better level of service
to the community, and using customer feedback and input to
drive business improvement.
In July 2006, Main Roads commissioned an external auditor to
determine the actual savings derived from the establishment of
the CCC. It found that almost all of the tangible benefits have
been realised, confirming that the CCC is a value for money
investment by Main Roads that will continue to be self-sustaining
well into the future.
Department of Health
(South Metropolitan Area Health Service)
Kaleeya Hospital Maternity Unit
In December 2005, the Minister for Health announced that the
iconic Woodside Maternity Hospital in East Fremantle would
close, with services transferred to a new maternity unit to be
established at the nearby Kaleeya Hospital.
Closing a hospital at any time is a difficult task. For this project, the
job was made more difficult by an extremely challenging operating
environment that included an active opposition lobby group, a
highly sensitive political climate, stretched internal resources, and an
extremely tight timeframe of only three months.
To achieve success, the project team planned and implemented
a first-class logistical program that encompassed a massive scope
of work – from building and construction, human resource
management and communications, to clinical services planning
and financial management.
An innovative working party structure was developed to ensure the
service delivery and facilities at the new unit would be first-class and
would encompass the views of a wide range of stakeholders.
A personal, hands-on approach facilitated the smooth transition
of staff and antenatal clients, and was backed by a comprehensive
communications program for the local community and wider
industry sector.
The result was nothing short of remarkable. After a previously
unsuccessful attempt, the Minister for Health was able to close
Woodside with significant support and very little public backlash.
The new maternity unit at Kaleeya - which opened as planned
in April 2006 - offers modern, custom-built facilities coupled
with a service delivery that is second-to-none.
This project demonstrated absolute excellence in its planning,
delivery and results - and is an outstanding example of the
delivery of better health services for all Western Australians.
Department for Planning and Infrastructure
The Introduction of the Recreational Skipper’s
Ticket for Western Australia
The Recreational Skipper’s Ticket (RST) is an outstanding example
of the creation of better, high-quality services which provide real
benefits for the Western Australian community.
Last year six lives were lost in WA and just less than 300 marine
search and rescues were undertaken as a result of boating incidents.
The aim of the RST is to minimise deaths and injuries on the
water as well as reduce the number of very costly marine rescues
by ensuring recreational boat operators have the appropriate
knowledge and skills to safely skipper their vessel and enjoy the
State’s waters.
For the first time, recreational skippers must demonstrate they are
competent in a minimum standard of safety theory and practice
before they are authorised to operate a registered vessel on
WA waters.
Despite having more than two years to comply, more than 20,000
skippers have applied for the RST since its launch in February
2006. An estimated 160,000 will have completed the training
and assessment process by the time it becomes enforceable on
1 April 2008 (or 1 April 2007 for under 25s).
Marine safety officers from within the Department worked for
more than two years with the boating industry, training providers,
marine safety experts and recreational boaters to develop the RST.
The resulting scheme is workable, cost-effective, efficient and it is
also well supported.
The RST represents the development and delivery of new and
improved services, which will play a valuable role in saving lives
on WA waters.
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2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
BETTER SERVICES - SMALL ORGANISATIONS
CATEGORY WINNER – Dampier Port Authority
Port Security – Lending a Helping Hand
The Dampier Port Authority (DPA) has broken new
ground with its innovative and professional approach
to the introduction of the new Maritime Security
Identification Card (MSIC) - a Federal Government
initiative to improve Australia’s maritime security.
Despite being a regional port - faced with the challenges
of working in a remote area - the quality of the services,
technology and processes the DPA has developed in
establishing its MSIC Office have been extremely high
- so much so that they have served as examples to the
Commonwealth Department of Transport and Regional
Services and other ports around Australia.
The software developed by the small team at the
DPA - with input from the Fremantle Port Authority -
to implement and manage the MSIC has proven so
effective and far superior to anything else developed,
it has been provided at no cost to regional ports around
Western Australia.
The DPA has also made available its website module,
hard copy application and correspondence to all other
WA regional ports. This has not only saved considerable
development costs for those ports and the State, it has
greatly assisted them in making the difficult and complex
decision as to whether to become an issuing body in
their region or not.
The DPA’s mobile service for processing and issuing the
MSIC, developed in consultation with Pilbara industry,
is an excellent example of the authority’s collaborative
approach to management and its ongoing commitment
to improving services for port users, ultimately promoting
the continued growth and expansion of the port.
The willingness to share information, advice and serve
as a point-of-contact for other ports are further
examples of the DPA’s outstanding performance and
how it has forged the way for the introduction of the
MSIC - increasing safety and security not only at the Port
of Dampier, but State-wide.
FINALISTS
Law Reform Commission of Western
Australia - High Commendation
Aboriginal Customary Laws Project:
The Interaction of Western Australian
Law with Aboriginal law and culture
In December 2000 the Law Reform Commission of
Western Australia (‘the Commission’) was presented
with wide-ranging terms of reference to investigate
whether there was a need for the Western Australian
legal system to recognise the existence of Aboriginal
customary laws.
During its six-year inquiry the Commission consulted
widely with representatives of the Aboriginal community
and sought advice on the best way to proceed with
a project of this sensitive nature and magnitude.
On the basis of this advice the Commission implemented
a culturally appropriate phased project structure.
The effectiveness of the Commission’s collaboration
with Aboriginal people is demonstrated by the fact
that the Commission significantly extended the range
of its project in response to concerns expressed by
Aboriginal people in its consultations. The ongoing
input from Aboriginal people has been vital to the
success of the project.
The project has a wide ambit: the Commission was
required to investigate the interaction between
Aboriginal people and a number of government
agencies. This investigation required consultation with
those agencies and the Commission’s discussion paper
made proposals directed to improving their policies
and practices. The Commission has demonstrated a
commitment to ‘joined-up’ government services both in
the way that it has conducted this project and also in its
lead recommendation which proposes the adoption of a
genuine whole-of-government approach to the design,
development and delivery of services and programs to Aboriginal
people in Western Australia.
In August 2006 the project entered its closing phase as the
Commission prepared to publish its final report. Throughout
each stage of this project the Commission has provided excellent
service to the Government of Western Australia through its
carefully planned methodology, thorough research and extensive
collaboration with the Aboriginal community. The Commission
recognised that the topics it needed to address in order to
properly advise government about the recognition of Aboriginal
customary law would require the adaptation of the traditional
law reform model. The result is a unique project in law reform in
Australia and a significant contribution to the advancement of
Aboriginal people in this state.
Office for Children and Youth
Cadets WA
Over the last 10 years, Cadets WA has emerged as the largest,
most successful State Government-funded youth development
program in Western Australia.
Cadets WA has provided thousands of young people all over the
State with leadership and development opportunities in a range
of different fields from humanitarian to environmental.
Cadets WA is about learning useful skills while having fun.
Cadets learn valuable life skills, such as communication,
leadership, independence and responsibility.
The nine different cadet types give young people the opportunity
to learn a range of practical skills such as bush survival, first aid,
seamanship, flying, swimming, fire safety and much more.
Cadets WA brings out the best in its members, inspiring
confidence, encouraging self discipline and improving social skills.
All over the State, cadets work on various projects, train for
upcoming events and learn new skills to assist them achieve their
current and future goals. Schools hosting a cadet unit also gain
enormous benefit from participation.
The cadet unit often becomes the central point for leadership
activities within the school, encouraging students to become
active in local events and give back to their communities.
Now in the tenth year of development, Cadets WA has a fresh,
new image and modern approach to encourage more young
people to become involved.
With 6,389 Cadets and 742 adult volunteers participating in one of
197 units across the State, Cadets WA is ‘Better than you imagine’.
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2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
JOBS AND ECONOMIC DEVELOPMENT
CATEGORY WINNER – Tourism Western Australia
Online Marketing Campaigns
The internet is fast becoming the best source of
information for travellers and its use for purchasing
tourism products is also growing rapidly. Figures show
that 48 percent of international visitors to Western
Australia are researching or planning their trip on the
internet, with government tourism sites a key resource
for this audience.
With this in mind, Tourism Western Australia is
increasingly engaging in Online Marketing Campaigns,
as the internet offers targeted and cost-effective
communication with a much broader reach than
traditional marketing approaches.
Tourism Western Australia’s websites are key marketing
tools for Western Australia, with its main consumer
website westernaustralia.com motivating and inspiring
consumers from around the world to visit Western
Australia. This online gateway is also a comprehensive
resource for consumers planning their visit to the State.
In the last financial year, unique visitors to the site
increased by a record 61.5 percent, to 1.5 million unique
users, and page impressions also broke records, with
approximately 11.5 million impressions generated.
The agency’s main Online Marketing Campaigns of
2005/06 targeted the interstate, New Zealand and
United Kingdom markets. Supporting data during this
period shows the strategic campaigns helped increase
visitation. Building on this success, Tourism Western
Australia also launched Chinese, Japanese and Korean
language websites and was the first ever Australian
tourism body to conduct online campaigns of this kind
in these markets. The online campaigns in each of these
local markets were a great success, attracting 58,000
unique visitors collectively.
Post-campaign surveys (conducted by an independent
agency) show an increased interest in visiting WA as a
direct result of online marketing campaign activity.
From March to June 2006, 79 percent of respondents said
the interstate online campaign made them more interested
in visiting WA, and 75 percent of respondents said the
United Kingdom online marketing campaign from January
to April 2006 made them more interested in visiting WA.
The online campaigns also helped grow regional tourism
through several methods, including encouraging users
to explore all featured content on websites, giving small
regional operators qualified leads through the agency’s
customer database of more than 220,000 people and
free advertising of local monthly operator specials such as
accommodation and tours on westernaustralia.com.
These fantastic results from award winning campaigns
help build long term awareness, interest and ultimately
desire among consumers to visit Western Australia in an
incredibly competitive global market. A higher level of
desire boosts the local economy and creates more jobs
over the long term.
FINALISTS
Department of Corrective Services
Prisoners Fill Labour Skills Shortages
While many employers are looking overseas to fill
unprecedented vacancies in the skilled labour market, an
innovative program is creating a ready labour force right
here in Western Australia - with excellent results.
The Labour Market Skills program, developed by the
Department of Corrective Services, taps into an under
utilised labour pool - prisoners - and trains them
specifically in industries where there are skills shortages.
These industries - including construction, hospitality and
agriculture - are then approached by the Department of
Corrective Services to secure employment for prisoners
upon release.
The results are outstanding and provide considerable
economic gain for the community.
Based on the 100 prisoners placed in employment
under the program in the first six months of 2006, the
estimated savings to the community (in productivity and
imprisonment) will be approximately $1.5 million per
annum if each continues in employment and doesn’t
return to prison.
A recent survey of prisoners who completed traineeships in
2004/05 and who have since been released from custody shows
that an impressive 71 percent were employed in the community,
with 80 percent being employed in the industry in which they
received training.
These people, traditionally from disadvantaged backgrounds, are
being given an opportunity for a much improved quality of life.
Many have not previously been employed at all and often not
where their skills and contribution were valued and sought
after by industry.
As well as providing a steady income, these jobs play an
important role in keeping ex-prisoners from re-offending.
International research has identified not having a job as one
of the most important factors in re-offending, reducing the
rate from between a third to a half.
Under the program, approximately 6,500 prisoners undertook
training in 2005/06, providing much needed labour resources
for the community on release from prison.
Western Australia Police
International Police Recruiting
At a time when the economy of the State is at an all time
high and the labour market is under tremendous pressure, the
Western Australia Police faced the significant risk of not being
able to maintain approved staffing levels, let alone delivering
on the Government’s commitment to increase the number of
uniform officers by 350.
The current world security crisis has brought pressure to policing
across Australia. Highly skilled and professional police officers
from Australian jurisdictions have been sought after by Federal
agencies and overseas organisations to fill a variety of roles and
responsibilities.
The health of the economy has translated into opportunities
for people to leave policing and to move into a variety of
employment areas across the public and private sector.
All of these issues coming together made it obvious that ‘the way
we always do things’ was not going to address the employment
risk facing the Western Australia Police. In September 2005 the
Police Academy developed an overseas recruiting campaign that
was innovative, effective and went on to deliver proven results.
The International Police Recruiting program has achieved
outcomes consistent with organisational goals and government
directions. In the recent Corruption and Crime Commission
document ‘Two Years Out – A report of the First Two Years of the
Western Australia Police Reform Program’ it was noted that the
Academy has adopted “innovative recruitment strategies”.
Through negotiation with the Department of Immigration and
Multicultural Affairs, the Western Australian Agent General in
London, the State Government, and numerous private sector
organisations the Western Australia Police has successfully
employed 63 International Police Recruiting Program officers and
made offers of employment to a further 166 officers.
9

2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
LIFESTYLE AND THE ENVIRONMENT
CATEGORY WINNER – Department of Fisheries
Recovery of Shark Bay’s Inner Gulf Pink Snapper Populations 1995-2006
Pink snapper: it’s the first choice for many people visiting
the fish and chip shop, or buying fresh at the fishmonger.
It’s also a very popular quarry for the recreational angler
– many of whom are drawn to Shark Bay each year to
fish for this popular species.
In the inner gulfs of Shark Bay, pink snapper populations
are unique with three distinct populations that do not
interbreed. The species is slow-growing and long-lived
and hence is vulnerable to over-exploitation and
environmental change.
In winter, Shark Bay snapper form large schools or
“aggregations” to spawn - the very time that weather
conditions in the sheltered inner gulfs are ideal for
recreational boating. Many anglers head to the area
for a spot of sunshine and to throw in a line. Helped
by faster boats, technology and sealed roads leading to
boat ramps and fishing spots, the fishers’ haul increased
dramatically between 1983 (2,500 pink snapper caught)
and 1995 (over 11,000).
Concerns from the local community led to an initiative to
save the pink snapper population from collapse.
The Department of Fisheries embarked on an innovative
management and research program – in reality a
ten year journey of discovery, engaging the support
and involvement of numerous individuals and groups
from the community and government.
This journey was more than an effort to restore fish
stocks; it was an exploration into the scientific and social
issues associated with managing human impacts on
wild fish populations, and ultimately safeguarding the
sustainability and biodiversity of these valuable social
and economic resources.
Ten years on, following an innovative management and
research program, snapper stocks in the three areas -
Denham Sound, the Eastern Gulf and the Freycinet Estuary
- have recovered, or are well on the road to recovery.
The recovery of the Shark Bay’s inner gulf pink snapper
populations employed a series of successful strategies
based on the principles of adaptive management.
It involved the building of community support, and
ultimately the establishment of a clear set of achievable,
measurable, outcome focused objectives based firmly on
the biological and ecological characteristics of the fish
populations under pressure.
FINALISTS
Department for Planning and Infrastructure
- High Commendation
Perth Bicycle Network.
The Perth Bicycle Network (PBN) has established
750 kilometres of cycle and shared paths at a cost
of $53 million.
The program aims to place a bicycle facility within 750
metres of every Perth household and is establishing
cycling facilities at three levels:
• Principal Shared Paths that run adjacent to railway
lines and freeways and link a range of facilities,
including bus and train stations;
• Recreational Shared Paths that skirt river foreshores,
the coastline and public open space corridors; and
• Local Bicycle Routes that are a mixture of cycle
friendly suburban streets and local shared paths that,
where possible, link to major shared paths.
The innovative design and construction techniques for
cycling infrastructure used have become benchmarks for
other States and Territories. Queensland has adopted Perth’s
PBN model for its urban cycling system and the Austroads
National Standards for cycling infrastructure were developed
directly from standards set originally in Perth.
The Metropolitan Transport Strategy, produced in 1995,
set targets of a 35 percent reduction in car-as-driver trips
over the next 25 years and for cycling levels to increase
to eight percent of trips in Perth by 2010 and then to
11.5 percent by 2029.
The desire for an increased emphasis on cycling is
reflected in the Network City Community Planning
Strategy for Perth and Peel.
Western Australia is currently achieving the largest growth
in cycling in Australia and cycle use across all surveyed
PBN sites has increased by 159 percent from 1998 to
2006 - an average annual increase of 20 percent.
A range of sustainable environmental, economic, social
and health benefits are flowing directly from the program,
which is also satisfying the principles of a quality transport
system – safety, efficiency, effectiveness, environmental
responsibility, social responsibility and robustness.
The program is being delivered through extensive
collaboration between State and local government,
the community and bicycle user groups.
Department of Treasury and Finance
Greening the WA Government’s Vehicle Fleet
Global climate change, or global warming, is arguably the most
important environmental issue of our day with real potential
to impact adversely on the economy, society and environment.
It respects no border, and its influence is being felt as much
in Western Australia as it is globally. At the heart of this
phenomenon are greenhouse gas emissions.
State Fleet WA, which is responsible for the majority of the WA
Government’s passenger and light commercial vehicles, has put in
place an integrated program that firstly reduces the greenhouse
gas emissions from its fleet of 10,000 vehicles, and secondly
offsets the emissions that do occur.
Under the banner of Greening the WA Government Vehicle Fleet,
the program integrates three facets:
• Large-scale replacement of six-cylinder vehicles with
four-cylinder alternatives;
• Requirement that a proportion of six-cylinder vehicles
be LPG-powered; and
• Environmental programs including revegetation and tree
planting to offset the CO2 emission made by the vehicle fleet.
The revegetation and tree-planting programs have a number
of tangible environmental and community benefits in addition
to the CO2 offset.
The drive to more efficient and environmentally friendly
four-cylinder vehicles and also LPG powered vehicles has been
promoted through persistent targeted policy and education
over several years. The carbon-offset program, by contrast, is a
relatively new initiative. Following Cabinet approval, State Fleet
and the then Department of Environment, worked closely in
shaping a vehicle emission carbon-offset program that became
effective this year.
As the single largest fleet owner in Western Australia, State Fleet
has provided leadership by example in a sensible and affordable way
by promoting responsible environmental strategies. The integrated
program not only provides these benefits but also achieves
substantial savings in vehicle fleet costs, in the order of $2.25 million
annually. The savings are expected to grow to over $4 million in the
next year or so.
City of Mandurah
Bushland Protection Strategy
In a Western Australian first the fastest growing regional city in
the nation, the City of Mandurah, made a historical decision to
purchase privately owned bushland, with the aim of saving it
from development and protecting it now and into the future.
Mandurah has experienced phenomenal growth with census
information reflecting a growth surge of 1,500 percent from
its 1971 resident population of 2,700 to an estimated 63,000
in June 2006.
In line with the sea change movement around Australia,
Mandurah has seen a ‘sea rush’, transforming the holiday shack
landscape into a vibrant and modern regional city centre as
many flocked to the city for an alternative and permanent
lifestyle choice. However, the impact of significant population
shifts has rapidly resulted in major land development acceleration
and bustling building activity.
As the population swelled and large parcels of land were
cleared to accommodate the basic needs of this rapidly growing
community, including homes, commercial sites, schools, medical
and recreation facilities, issues surrounding the clearing of
bushland become increasingly emotive.
In a bold and savvy move, the City of Mandurah responded to
its community’s desire to protect bushland by preparing and
implementing the Bushland Protection Strategy.
The Strategy achieves “Planet Objectives” of the Community
Charter and Strategic Plan and reflects the community’s
expectations for biodiversity conservation by setting a goal
“to protect 150 hectares of privately owned bushland that
will otherwise be developed”.
In January 2006 the City celebrated with its community the first
natural bushland purchase and negotiations are now underway
to secure the second land parcel acquisition.
These positive outcomes demonstrate how, through a united
approach, communities can accept and confront the challenge
of balancing significant growth trends with the conservation
of natural bushland and, move on to develop and implement
sustainable solutions for its community, and its sustainable future.
Rottnest Island Authority
Rottnest Island Marine Management Strategy
The Rottnest Island Marine Management Strategy has been a real
achievement, developed over a period of two and a half years to
draft stage. Its objectives are to enhance the lifestyle of Western
Australians and other visitors to Rottnest Island, and to protect
and conserve biodiversity in marine habitats identified as having
high value.
Its specific objectives are to provide:
• Undisturbed areas of representative habitat for marine
biodiversity conservation;
• Marine education and nature appreciation opportunities;
• Quality recreational fishing opportunities;
• Scientific reference areas and the opportunity for marine
scientific research; and
• Appropriate and compatible commercial and private
recreational water sports and activities.
Recommendations in the draft Strategy are a “best fit”
compromise between divergent opinions and expert views.
Volunteers contributed 533 hours to its development, with
participation from relevant stakeholders representing marine
scientists, conservationists, recreational fishers, commercial
operators, relevant government agencies, and the Rottnest Island
Authority, (whose responsibility it is to protect the flora and fauna
of the Marine Reserve, and provide recreational experiences for all
Western Australians and other visitors). They include:
• Department of Fisheries
• Outdoors Western Australia
• WA Dive Tourism Association
• Department of Conservation and Land Management
• Charter Boat Owners Association
• CSIRO
• Conservation Council of Western Australia
• RecFishWest
• Rottnest Island Environmental Advisory Committee
• Western Australia Museum
• Rottnest Island Marine Issues Advisory Committee
• Murdoch University
The process for developing the draft Strategy has been described
as approaching world best practice in the development of
conservation areas by: first identifying and mapping conservation
values; second, preparing candidate areas for reservation and
zoning; third, considering stakeholder issues and costs, and
adjusting boundaries and zonings to minimize stakeholder
issues while meeting the biodiversity objectives; and fourth,
implementing management strategies and monitoring systems.
11

2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
REGIONAL DEVELOPMENT
CATEGORY WINNER – Department of Education and Training
Follow the Dream - A Secondary School ‘Aspirations’ Strategy
for Aboriginal Students
Follow the Dream is the most significant secondary
school retention program for Aboriginal students ever to
be implemented in Western Australia.
It supports the Gordon Inquiry’s call for agency responses
resulting in enhanced retention of Aboriginal students
to Year 12 and it supports the Department of Education
and Training’s Aboriginal Education and Training
Operational Plan 2005-2008.
The program is currently being delivered to more than 600
students in 10 metropolitan and 15 regional centres and
is producing dozens of inspiring success stories among
young Australians in regional locations across the State.
It is on track to reach its goal of achieving a tenfold
increase by 2008 in the number of Aboriginal students
staying in secondary school and gaining entry to university.
The program is managed by the Department of Education
and Training, through the Indigenous Participation and
Achievement Standards Directorate, in partnership with
the Graham (Polly) Farmer Foundation and in collaboration
with government, industry and community partners.
Follow the Dream targets successful Aboriginal secondary
school students and provides them with a supportive
learning environment to enable them to complete school
and go on to university.
The program is based on extensive local community
consultation and is delivered by local people at the local
level, with a strong focus on building the capacity of
regional communities.
It is attracting significant financial support from corporate
partners in regional areas, in support of their own
community investment aims.
Follow the Dream has its roots in the highly successful
Gumala Mirnuwarni project which was supported by the
Graham (Polly) Farmer Foundation in the north-west of
the State.
It draws on established success strategies and is
underpinned by ground breaking research which
is expected to make a major contribution to our
understanding of effective Aboriginal education.
FINALISTS
Department of Water - High Commendation
Rural Water Plan
Since the beginning of agricultural development in
Western Australia, water shortages have been common
in dryland farming districts.
Halfway through one of the driest years on record,
farmland rural communities are facing the likelihood of
water shortages during summer. That the situation is not
more severe is in part testament to the success of the
Department of Water’s Rural Water Plan in tackling the
dual problem of lack of water and poor quality water.
The Rural Water Plan (originally the Farm Water Plan)
was released in 1995. It provides the framework for an
organised and coordinated approach to the planning
and implementation of farmland and community water
supply improvements in dryland agricultural areas. Its key
focus is to help broadacre farming businesses prepare
more effectively for extended periods of low rainfall.
Importantly, the Plan also recognises the relatively high
risk faced by broadacre farmers in those districts not
connected to piped water services and makes available
services and incentives which offer the opportunity
to lessen the impact of those risks and encourage
sustainable land use.
The Rural Water Plan comprises several program
initiatives that are designed to address serious water
deficiency by encouraging the development of reliable
and good quality farmland water supplies.
The achievements made possible since the Plan’s
inception have been impressive: almost $24 million in
grants to nearly 3,000 farmers by June 2006, and grants
amounting to $27 million allocated to 77 farmland
community water supply projects. The contributions
made by individual farmers and communities and total
investment is almost $108 million.
While noticeable improvements have been achieved,
there are still areas that remain susceptible to serious
water deficiency. Emerging climate change and predicted trends
for drier and warmer conditions have ensured the Rural Water
Plan remains one of the key mechanisms for addressing serious
water deficiencies in regional Western Australia.
City of Albany
Great Southern Engineering Cadetship Program
The Great Southern Civil Engineering Cadetship Program, which
commenced in January 2006, is an innovative regional response
to the nationwide civil engineering skills shortage crisis.
The City of Albany has taken a long-term approach to this problem
and has devised a local solution, which has been implemented
in partnership with the Shire of Plantagenet, Water Corporation,
Main Roads Western Australia, Wood and Grieve Engineers, Opus
International Consultants and Great Southern TAFE.
In its first year of operation the program partners have employed
a total of nine cadets who are being sponsored to attend Great
Southern TAFE where they study part-time. The remainder of
the time they are mentored by experienced engineers and other
technical staff in the workplace.
Over a three year period the cadets will complete the newly
created Certificate IV Civil Engineering and Diploma of
Engineering (Civil/Structural).
This initiative has required the cultivation of high levels of
collaboration between the partners and is already providing
extensive support to the development of this region which is
experiencing previously unheard of levels of investment.
This program is an excellent example of leadership, innovation,
collaboration and long-term investment for the benefit of the
regional communities of the Lower Great Region.
Fire and Emergency Services
Authority of Western Australia
Safer Country – Community Centred
Emergency Risk Management Program
The Fire and Emergency Services Authority (FESA) is providing
better emergency management services to Western Australia’s
remote Indigenous communities through the innovative ‘Safer
Country - Community Centered Emergency Risk Management
Program’. The program enhances the capacity of Indigenous
people to identify, evaluate and treat risks to prevent or reduce
the impact of emergencies in their own communities.
Safer Country was developed by FESA’s Indigenous Programs
Unit. The program forms part of an ongoing initiative to
continuously improve the safety of Indigenous communities
within Western Australia.
Emergency risk management builds the capacity of communities
to identify, analyse, evaluate and treat emergency risks for
themselves. Emergency risk management forms an integral part
of the emergency management framework recently formalised
by the Emergency Management Act 2005.
The program has enabled FESA, along with other service
providers, to work together with communities to address risk.
It has been operating in the following high risk communities:
• Bardi/Ardyaloon, Beagle Bay, Lombadina, Djarindjin, and
Bidyadanga in the West Kimberley;
• Jingalong and Kiwirrkurra in the East Pilbara;
• Warburton, Warakurna and Blacksone in Ngaanyatjarraku; and
• Oombulgurri and Halls Creek in the East Kimberley.
It has been successful in achieving government collaboration
and community partnerships to engage those in remote areas to
meet their safety responsibilities. Remote Indigenous communities
have begun implementing risk treatment strategies, based on risk
reduction principles, to deliver better emergency management
activities and community safety outcomes.
Department of Health (WA Country Health Service)
CaterWise
Obesity in children is recognised as a significant public health
problem. Recent figures show 23 percent of boys and 30 percent
of girls in Western Australia are overweight or obese. It is also
known that the school environment has a powerful influence on
students’ eating habits. School food services like canteens are
an important way to shape children’s eating habits, but what if
there is no school canteen on site? In WA, 400 schools must rely
on a local shop or roadhouse to access school lunches for their
students, presenting a major concern with the majority of items
sold at these venues being deep fried food and soft drinks.
CaterWise targets schools that do not have a canteen on site.
It aims to increase the school community’s nutrition knowledge
and menu planning skills, thus improving the nutritional content
of the school lunch menu.
CaterWise is a comprehensive and unique school-based program
that delivers workshops (facilitated by dietitians and nutritionists)
to parents, staff and school caterers to educate them about menu
planning and healthy eating. It is an action-focussed program
that encourages participants to actively plan and develop a school
catering policy. Surveys are conducted with school communities to
assess their needs and views in relation to healthy eating at school
and the school lunch menu. A simple menu assessment tool
allows objective assessment of school lunch menus, as a
well as identification of key areas for improvement.
CaterWise addresses the need to provide nutrition education and
healthier school menus for schools without canteens. Ten schools
in the rural Wheatbelt participated in a five-month workshop
program, which resulted in several of them making significant
changes to their school lunch menus and introducing nutrition
policies. Over 76 percent of participants reported higher levels of
knowledge in all areas covered by the workshops.
The future of the program is to promote a shared vision of
improved nutritional health of school aged children through
engaging more rural schools throughout Western Australia.
13

2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
GOVERNANCE AND PUBLIC
SECTOR IMPROVEMENT
CATEGORY WINNER – Department of Corrective Services
Working Smarter - Community and Juvenile Justice
Strategic Management System
The Department of Corrective Services Community and
Juvenile Justice Division’s Strategic Management System
(SMS) has revolutionised decision making relating to
the sensitive business of managing offenders in the
community.
It provides unprecedented accuracy, certainty and
timeliness in information provided to senior managers
and allows integrated decision making which in turn
increases accountability, responsiveness and transparency.
The first of its kind in the Western Australian public
sector, the SMS is an integrated, strategic management
modelling system with three main components - longterm
strategic business planning, annual budgeting
and monthly monitoring and reporting.
It centralises data within a software program that allows
quick and easy financial monitoring and reporting as well
as scenario modelling which means managers can
“test drive” shifts in policy or resourcing.
The system delivers senior management with accurate and
easily accessible information so they are able to monitor
performance and make sound decisions about budgeting
and how best to meet demand, including resource
allocation across the division and the Department.
Accurately matching staff to demand, making decisions
based on accurate and easily accessible information and
forecasting the impact of policy or resourcing decisions
were previously much more difficult.
The ground-breaking modelling approach has resulted in
better business planning, resource forecasting, budgeting,
monitoring and reporting by allowing the user to alter
variables and view the anticipated results. It has provided,
for the first time, a verifiable, transparent budgeting model
that can be rigorously tested, measured and trusted.
The system is easily adaptable, and could be adopted
across any number of Government agencies and tailored
to better inform management.
FINALISTS
Department of Treasury and Finance
- High Commendation
Get the People Right and
Procurement Delivers
Three years ago the Western Australian Government
embarked upon a program of procurement reform with
the Department of Treasury and Finance (DTF) overseeing
the implementation of programs directed at achieving
cost savings and better procurement outcomes across
the sector.
DTF believes that skilled people who are happy in their
employment achieve significantly greater benefits for
themselves, their customers and ultimately the people
of Western Australia. The ‘Get the People Right and
Procurement Delivers’ philosophy has been a guiding
principle in implementing initiatives that assist agencies
achieve greater value for money in their procurement
activities.
The people dimension of the program saw the
establishment of a government-wide team of
procurement specialists to enhance the skills and
professionalism of practitioners throughout the State
public sector. Some of these undertakings included:
• The transfer of 130 positions from the former
Department of Industry and Technology
to establish a Procurement Unit in DTF;
• Rebadging of over 100 positions from 23 government
agencies to create a single service centre; and
• Teambuilding and professional development programs.
The introduction of a government-wide team has
delivered significant improvements to the way
procurement is governed in Western Australia, including:
• Significant cost savings of $47 million in 2004/05;
• Faster procurement through new ‘pick and buy contracts’
• Improved policies and processes;
• Standardised contract documentation and new terms
and conditions;
• More effective contract development and management
supported by a new whole-of-government technology
platform;
• Strengthened implementation of the ‘buy local’ policy
through the establishment of Regional Buying
Centres; and
• Richer market and business intelligence.
DTF’s commitment to the program has enhanced benefits and
outcomes enabling substantial improvements to the delivery of
procurement services to government agencies, with flow-on
benefits to the State and people of Western Australia.
Department of Housing and Works
Fremantle Prison – A Living Legacy
Faced with an unacceptable maintenance backlog and
unsustainable business management model for Fremantle Prison
(its leading heritage site), the Department of Housing and Works
reviewed how the site was managed. This has resulted in radical
changes that have not only protected the prison as a heritage icon,
but turned it into a thriving tourism operation with a bright future.
Prior to 2002, the site had been leased by private operators.
However, at the end of the contract, the Department decided to
take back the tourism operations under a new framework which
would allow for the protection and conservation of the physical
buildings as well as the sustainable business operation that would
make the site self-funding.
The Department undertook a master-planning project which
involved extensive consultation with stakeholders, experts and
the community to develop a new way of managing the site.
The resulting integrated framework set realistic priorities for the
future of the prison including conservation, tourism, commercial
enterprise and ongoing maintenance.
The process has become a leading example of best practice
in governance and public sector management that is now
recommended by the Commonwealth Department of
Environment and Heritage to other heritage operations.
The results achieved by the Department have been impressive.
Fremantle Prison is now at a stage where it is generating sufficient
funding to substantially meet operating costs, including spending
on regular maintenance, marketing and public programs.
Visitor numbers have grown by 50 percent with on-site
employment almost trebling as a result. The level of income
allocated to conservation and environmental maintenance has
increased from $70,000 to $300,000 in just four years.
The Department has shown how government can successfully
operate profit activities within a transparent and accountable
framework. The new governance arrangements have achieved
outstanding results and made the project a role model across all
levels of Government, State and Commonwealth.
Department of Local Government
and Regional Development
Indigenous Governance and Leadership Program
The abolition of the Aboriginal and Torres Straight Islander
Commission (ATSIC) in 2003 has significantly increased the need
for a new approach to Indigenous affairs.
This new approach will be underpinned by a State and
Commonwealth Government bilateral negotiation on Indigenous
affairs. One anticipated outcome from the negotiation is a focus
on policy provision, which will enable Indigenous communities
and local governments to be better positioned and resourced to
negotiate and deliver standardised services directly to Indigenous
communities at the local and regional level.
Anticipating and responding to these changes, the Department
of Local Government and Regional Development has developed
a range of programs that initiate cultural change within the
public sector and through partnerships at the local level between
Indigenous communities and local government.
The Department identifies local government as a key stakeholder
in Indigenous development in the regions. The critical difference
between this approach and others is that the Department
positions local Indigenous leaders and their communities
as partners within the negotiation and policy development
process. Capacity building is based on the willingness of local
governments to provide a service and the capacity of Indigenous
communities to determine future arrangements through informed
consent and mainstream opportunities.
To this end, the Department has recognised the need for specialised
programs to encourage a more representative local government. In
the last three years it has developed a range of specialised, culturally
appropriate programs in the areas of governance, leadership and
electoral support. The programs develop the capacity of existing
local governments to adapt to new opportunities and to provide
individual councillors with support and training programs.
The results have been real and immediate, with positive feedback
from participants in remote and regional Western Australia, and
the rate of Indigenous representation in local government rising
substantially.
Department of Environment and
Conservation and Western Australia Police
Regulatory Training Program
The former Department of Environment (now Department of Environment
and Conservation) together with the Western Australia
Police have developed a competency-based training program for
environmental enforcement and investigating officers.
The Regulatory Training Program was tailored to meet the needs
of environmental officers and to ensure the Department meets
the increasing demands and heightened government focus on
preserving and protecting the State’s environment.
A memorandum of understanding between the Department of Environment
and Conservation and the WA Police Academy was signed
in 2005 which cemented the agreement to work collaboratively to
provide investigator training for environmental investigation officers
across the State.
The program gives participants an understanding and knowledge
of applying public sector standards and legislation, identifying and
securing incident scenes, preserving and recording evidence, and
conducting lines of enquiry, witness interviews and statements to
the standard required by the courts.
Lectures are delivered by subject matter experts from the Department’s
Environmental Enforcement Unit and Pollution Response
Unit as well as specialist investigative areas from the Academy.
The training program has been structured to be flexible and
adaptive to legislative changes.
Since November 2005, two courses have run at Joondalup Police
Academy and 35 environmental investigation officers have successfully
completed the training. They now have the critical skills and
knowledge to perform their regulatory role to a high standard.
The training and networking opportunities have led to increased
staff awareness of the Department’s roles and responsibilities and
greater acceptance of regulation as an integral part of officers’ roles.
Broader benefits have also accrued in terms of delivering the
missions of both agencies. These refer primarily to preserving the
health and wellbeing of the State’s environment and that of the
people of Western Australia.
15

2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
APPLYING ORGANISATIONS
Canning Division of General
Practitioners
City of Albany
City of Mandurah
City of Wanneroo
Dampier Port Authority
Department for Community
Development
Department for Planning and
Infrastructure
Department of Consumer and
Employment Protection
Department of Corrective Services
Department of Education and Training
Department of Environment and
Conservation
Department of Fisheries
Department of Health
Department of Housing and Works
Department of Indigenous Affairs
Department of Industry and Resources
Department of Land Information
Department of Local Government and
Regional Development
Department of the Registrar, WA
Industrial Relations Commission
Department of Treasury and Finance
Department of Water
Disability Services Commission
Drug and Alcohol Office
Fire and Emergency Services Authority
of Western Australia
Great Southern TAFE
Law Reform Commission of
Western Australia
Main Roads Western Australia
Office for Children and Youth
PathWest
Perth and Hills Division of
General Practitioners
Rottnest Island Authority
Royal Perth Hospital
South Metro Health Service
State Library of Western Australia
Swan TAFE
Tourism Western Australia
WA Country Health Service
WA Primary Principals’ Association
Western Australia Police
Western Australian Planning
Commission
THE JUDGES
THE PEAK JUDGING PANEL
Mr Greg Wall
Chief Executive Officer, State West Credit Society
Professor Barry Marshall
2005 Winner Nobel Prize in Medicine
Professor Philip Jennings
President, Conservation Council of WA Inc.
Ms Rae Walter
President, Western Australian Council of Social Service Inc.
Ms Maria Saraceni
President, Law Society of Western Australia
Emeritus Professor Lesley Parker AM FTSE (Chair)
Planning Director, Carrick Institute for Learning and Teaching in Higher Education
Ms Shirley McPherson
Chairperson, Indigenous Land Corporation
EVALUATORS
Ms Josie Brown
Ms Ann Lindsay Miller
Dr Susan Moore
Mr Wayne Muller
17

2006 PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
GOALS AND OBJECTIVES
PREMIER’S AWARDS FOR EXCELLENCE IN PUBLIC SECTOR MANAGEMENT
The key aim of the Awards is to motivate and inspire
agencies to strive for sustainable excellence, innovation
and creativity in meeting the community’s needs.
They also serve as a primary vehicle to recognise and
celebrate world-class achievements by those involved
in the delivery of public services. The objectives of
the Awards are to :
• Recognise and reward best practice excellence
• Inspire innovation and creativity within the sector
AWARD CATEGORIES
• Encourage active participation by the Public Sector
in celebrating and acknowledging success
• Showcase outstanding achievements
• Foster role modelling of exemplary practice
• Inform and educate the sector and the WA public
about our State’s first-rate initiatives
The overall Premier’s Award for Excellence in Public Sector Management is presented to the most
outstanding finalist from the five award categories. The Awards focus on exceptional performance
and service delivery by agencies, work teams or individuals in the following categories:
PREVIOUS WINNERS
2005 - LandCorp and Department of Industry and Resources
Australian Marine Complex – Common User Facility
2004 - Joint Winners
- Water Corporation
Busselton Environmental Improvement Initiative
- Department of Agriculture
Indigenous Management Support Project
2003 - Department of Conservation and Land Management
CALM’s Mentored Aboriginal Training and Employment Scheme
2002 - Department of Indigenous Affairs
My Body Belongs to Me – An Awareness Video for Aboriginal Communities
Better Services*
The Better Services category recognises outstanding performance and achievement
in the delivery of quality and accessible services to Western Australians.
* Two Awards are presented in this category: one for large organisations (more than 100 employees)
and one for small organisations (less than 100 employees).
Jobs and Economic Development
The Jobs and Economic Development category recognises outstanding performance
and achievement in growing employment and the economy.
Lifestyle and The Environment
The Lifestyle and The Environment category recognises outstanding performance
and achievement in protecting and enhancing Western Australia’s unique lifestyle
and environment.
Regional Development
The Regional Development category recognises outstanding performance and
achievement in enhancing development in regional Western Australia.
Governance and Public Sector Improvement
The Governance and Public Sector Improvement category recognises outstanding
performance and achievement in governance and in leading management
improvements within the Western Australian public sector.
2001 - Department of Agriculture
Australian Plague Locust Incident 2000/2001
2000 - The Government of Western Australia’s European Office
and the Department of Commerce and Trade
Western Australia – Land of Plenty
1999 - Women’s Policy Office
Freedom from Fear Campaign
1998 - Fisheries Western Australia
Volunteer Fisheries Liaison Officer Program
1997 - Western Australia Police Service
Laverton Police Station
1996 - Education Department of Western Australia
Gwynne Park Primary School
19

2006 PREMIER’S AWARDS
F O R E X C E L L E N C E I N P U B L I C S E C T O R M A N A G E M E N T
Department of the Premier and Cabinet
197 St George’s Terrace, Perth WA 6000
Telephone: (08) 9222 8741 Fax: (08) 9222 8770
Email: premiersawards@dpc.wa.gov.au
www.premiersawards.dpc.wa.gov.au
ISBN: 0 7307 0154 9