❓ Hon Ray Halligan asks about the government's implementation of recommendations from a 2001 Auditor General's report on Western Property arrangements. The Minister for Housing and Works (DHW) provides responses indicating actions taken to address each recommendation.
AnsweredQoN 3775Legislative Council
QuestionView source ↗
I refer to the Auditor General’s Report No 7 of August 2001, and ask -
What action has the Government taken to implement the Auditor General’s recommendations?
What action has the Government taken to implement the Auditor General’s recommendations?
AnswerView source ↗
Answered
12 September 2006
Responded by
Parliamentary Secretary representing the Minister for Housing and Works
Response time
21 days
Recommendation 1 CAMS and affected agencies to the new Western Property arrangements should ensure that the roles and responsibilities of all parties are fully documented in the client service agreements as well as the contracts. DHW Response The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
CAMS and affected agencies to the new Western Property arrangements should ensure that the roles and responsibilities of all parties are fully documented in the client service agreements as well as the contracts. DHW Response The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
CAMS and affected agencies to the new Western Property arrangements should ensure that the roles and responsibilities of all parties are fully documented in the client service agreements as well as the contracts. DHW Response The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
The Western Property service arranger contracts established in July 2002 incorporated agency specific requirements and clearly stated the responsibilities of the contractor, Agency and DHW as the contract manager in meeting those responsibilities. Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 2 Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Agencies considering continuing with FMs under the Western Property arrangement should clarify responsibility in the contract for improving value for money from monitoring industry trends and new technology. DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
The new service arranger contracts incorporated payment mechanisms which encouraged contractors to incorporate industry trends and new technology through the use of consultants. Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 3 Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Agencies when contemplating moving to or from an FM arrangement should undertake comprehensive financial and risk analysis. DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
A comprehensive financial and risk assessment was undertaken as part of the process of establishing each new service arranger contracts. Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 4 CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
CAMS should improve their reporting of FM performance against PIs to client agencies. DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Performance Indicators were established for each contract and are monitored at regular contract management meetings. Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Recommendation 5 CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
CAMS and agencies should fully consider the potential for improving contractor performance by including incentives and penalties in future contracts. DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
DHW Response Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
Before establishing each service arranger contract, DHW worked with Agencies to establish incentives to generate innovation within the contracts. Two contracts were established with performance incentives.
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