❓ Mr. Wyatt questions the Treasurer regarding low value-for-money satisfaction scores from client agencies on building projects and office accommodation, and why budget targets remain unchanged despite this dissatisfaction. The Treasurer attributes the low scores to the early stages of the Works Reform program and sets aspirational targets.
AnsweredQoN 3317Legislative Assembly
QuestionView source ↗
Page 130 of 2010–2011 State Budget Paper No. 2 presents the following key effectiveness indicators: the extent to which client agencies agree that planning and delivery of new buildings achieved value-for-money; the extent to which client agencies agree that planning and delivery of building maintenance achieved value-for-money; and, the extent to which client agencies agree that their office accommodation has achieved value-for-money. The estimated actual figures for 2009–2010 in the three surveys are approximately half of the budgeted target. I ask:
(a) what were the reasons for the estimated actual figures being below the budgeted figure;
(b) from page 131, why is value-for-money not perceived as being achieved by agency Chief Executive Officers and asset leaders; and
(c) why has the budget target for 2010–2011 not changed for each of these key effectiveness indicators?
(a) what were the reasons for the estimated actual figures being below the budgeted figure;
(b) from page 131, why is value-for-money not perceived as being achieved by agency Chief Executive Officers and asset leaders; and
(c) why has the budget target for 2010–2011 not changed for each of these key effectiveness indicators?
AnswerView source ↗
Answered
10 August 2010
Response time
48 days
(a) Government's Works Reform program is an initiative to improve the delivery, maintenance and management of its non-residential buildings. The survey scores published in the Department of Treasury and Finance's (DTF) 2010-2011 Budget Papers indicate the level of satisfaction in December 2009 - after six months of the four-year reform program. They therefore represent a baseline for improvement.
On the seven-point survey response scale, 35% of Chief Executive Officers and asset leaders were satisfied with the value-for-money achieved by Building Management and Works (BMW), with 42% neutral and 23% negative.
(b) As outlined in (a) above, negative responses were received from 23% of the respondent group.
The survey collected reasons for dissatisfaction for each of the works service categories. Reasons include cost and time overruns, concerns about project management, and service delivery in the country regions. These concerns, and others, will be addressed under the Works Reform program.
The Works Reform Implementation Plan, available on the DTF website, outlines how BMW will implement, evaluate and report on the Works Reform program over the next four years. It gives details of how benefits will be realised and outlines the governance framework to oversee the program.
(c) Rather than set intermediate, progressive targets, the strategy is to lead with the desired end-state result. The budget targets for 2010-2011 are aspirational and indicative of the satisfaction scores expected at the end of the Works Reform program. It is likely to take several years to achieve this outcome.
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On the seven-point survey response scale, 35% of Chief Executive Officers and asset leaders were satisfied with the value-for-money achieved by Building Management and Works (BMW), with 42% neutral and 23% negative.
(b) As outlined in (a) above, negative responses were received from 23% of the respondent group.
The survey collected reasons for dissatisfaction for each of the works service categories. Reasons include cost and time overruns, concerns about project management, and service delivery in the country regions. These concerns, and others, will be addressed under the Works Reform program.
The Works Reform Implementation Plan, available on the DTF website, outlines how BMW will implement, evaluate and report on the Works Reform program over the next four years. It gives details of how benefits will be realised and outlines the governance framework to oversee the program.
(c) Rather than set intermediate, progressive targets, the strategy is to lead with the desired end-state result. The budget targets for 2010-2011 are aspirational and indicative of the satisfaction scores expected at the end of the Works Reform program. It is likely to take several years to achieve this outcome.
Notice: This document is created or edited using unregistered or evaluation copy of rtLib valid for testing or development purposes only. To use it for productive or any other purposes please register it. You may purchase the license on
http://www.rtlib.com
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