| In this section: | |
|
PROVISION OF MODERATE INCOME HOUSING CONSERVATION OF INDIGENOUS HERITAGE |
|
|
MODERATE INCOME HOUSING
PROVISION OF MODERATE INCOME HOUSING
Purpose
Landcom aims to provide affordable housing opportunities to households earning a moderate income of between $47,000 and $71,000 per year (2006 figures). The focus is to provide opportunities for moderate income earners to purchase their own home without significant subsidies.
Target
To deliver 7.5% of our total land and/or housing product as moderate income housing by 30 June 2008.
Results
During the reporting period, land prices considered affordable to families on moderate incomes ranged from $100,000 to $140,000. House and land packages considered affordable to moderate income families fell in the range of $220,000 to $260,000.
In 2005/2006, Landcom delivered 22 lots at Koala Bay in Port Stephens for between $120,000 and $140,000, which is considered affordable to moderate income households.
High land prices in Sydney have made it difficult to provide housing that is affordable to moderate income earners. As a result, Landcom has been investigating shared equity financing models for moderate income households, in partnership with the Commonwealth Bank of Australia. The feasibility of this model will depend on the finance product being fair and equitable to the moderate income homeowner, while also being attractive to the investment market.
While our results have been mixed, Landcom also continues to deliver diverse housing products that are more affordable than traditional house and land packages, including townhouses and accessory dwelling units.
 |
COMMUNITY DEVELOPMENT
COMMUNITY FACILITIES
This indicator is under review.
Purpose
This indicator provides information on community facilities included in Landcom projects, such as sporting fields, playgrounds and parks. Landcom aims to provide facilities that are appropriate for the communities it creates.
Target
At present, we report on the number of community facilities we provide in our projects, such as schools, community halls, sporting fields, children’s playgrounds and public parks. Specific targets have not been set for this indicator because the requirements for each project are largely determined by the needs of the particular locality and the requirements of the relevant council.
Results
Landcom delivered the following community facilities in 2005/2006:
- 8.7 ha of passive open space at our Woodlands, Lakeview and Charlestown projects.
- One multi-purpose sports court facility at Woodlands.
- One playground at our Waterford project and one at Woodlands.
WELCOME PROGRAMME
This indicator is under review.
Purpose
This indicator measures how effectively we deliver one of Landcom’s community development initiatives. Our Welcome Programme contributes to the social sustainability of new communities by fostering a sense of belonging for new residents, promoting a culture of welcome and hospitality, and by helping new residents settle in to the life of the local and broader community.
Target
Landcom aims to have a Welcome Programme in every estate with 200 or more dwellings by 30 June 2008. Our goal is to make the initial welcome visit within 2 weeks of new residents moving in. We also introduce Welcome Programmes within smaller estates wherever appropriate.
Results
During 2005/2006, 70% of our projects with 200 or more dwellings had a Welcome Programme in place.
Within these projects, 60% of households were welcomed within 2 weeks of moving in. Another 30% had a face-to-face visit in 2 to 4 weeks. For 10% of households, we were not able to make a face-to-face visit, despite several attempts by the Welcome Facilitators. In these cases, Facilitators left a Welcome Kit and a Letter of Introduction.
As well as making more than 500 visits, the Facilitators organised 123 community events and activities, attended by around 25,000 people. During 2005/2006, the programme was delivered by 3 partner agencies: North West Community Care; UnitingCare Narellan; and Spirited Communities.
In the north west of Sydney, we ran Welcome Programmes for all our projects regardless of size. During the year, these included our Forest Glade, Guardian Grove, Jacaranda Rise, Merriville Rise, The Glen, Newbury and Tallowood Hills estates.
From 2006/2007, we intend to introduce a Strategic Social Plan for all our projects that will include project-specific community development strategies. Strategic Social Plans will incorporate elements of our traditional Welcome Programme, as appropriate for the particular location and community.
 |
 |
URBAN DESIGN
INFLUENCING DESIGN
This Indicator is under review.
Purpose
This indicator measures how Landcom influences the quality and sustainability of project home designs where it has no direct control over the end product.
Target
Landcom’s aim is to put processes in place that influence builder designs on all projects where it does not directly control the built product.
Results
Projects
During 2005/2006, 75% of all relevant projects had design guidelines aimed at influencing builder product (i.e. a total of 3 out of 4 projects).
Design Guidelines
A total of 74% of lots within relevant projects were subject to design guidelines (i.e. a total of 124 lots out of 168 possible lots).
 |
HERITAGE
CONSERVATION OF INDIGENOUS HERITAGE
Purpose
Landcom aims to consult relevant indigenous communities about Landcom developments and conserve objects and places that have indigenous cultural significance.
Targets
- Always consult with relevant local indigenous groups on projects with indigenous heritage issues.
- Conserve all objects and places of significance in all Landcom projects as determined in consultation with local indigenous groups and the Department of Environment and Conservation.
- Establish Heritage Conservation Management Plans for all projects with significant indigenous heritage issues.
Results
Consultation
Of the projects masterplanned this year, 3 were identified as potentially having significant indigenous heritage values (Bagnalls Beach, Renwick and Edmondson Park). Consultation with local indigenous groups is ongoing for all 3 of these projects.
Conservation of Significant Objects
While a number of objects were identified within the Renwick and Edmondson Park projects during the year, the significance of these items has not yet been determined. Advice on the significance and conservation of these objects will be provided in future years.
No indigenous heritage objects were found on other projects.
Conservation of Significant Places
Bagnalls Beach is the only project with an area that may be identified as having indigenous heritage values. However, the significance of this area was undetermined by the end of the current reporting period. The area is likely to be retained in its natural state regardless of the outcome.
CONSERVATION OF NON-INDIGENOUS HERITAGE
Purpose
Landcom aims to conserve all significant non-indigenous cultural items and places in its developments.
Targets
- Conserve all significant non-indigenous heritage items and places found on Landcom projects.
- Establish Heritage Conservation Management Plans for all Landcom projects with non-indigenous heritage items or places.
Results
In 2005/2006, this indicator only applied to the Renwick and Green Square projects and detailed results for these projects are set out overleaf.
Non-indigenous heritage items were also identified on the Edmondson Park site.
However, further study of those items will be required to determine whether they will be preserved in situ. The outcome of this work will be reported when completed.
Conservation of Significant Items
Four items of non-indigenous heritage significance have been identified on the Renwick project. These items will be conserved and include Pine Trees along Bong Bong Road, Silo Buildings, Challoner Cottage and De Lauret Cottage.
Conservation of Significant Places
One place was identified for conservation on the Green Square Town Centre site, known as the former South Sydney Hospital site.
Heritage Conservation Management Plans
Heritage Conservation Management Plans have been prepared for all items and places identified as significant.
EMPLOYEES
EMPLOYEE SATISFACTION
Purpose
This indicator provides an assessment of the overall satisfaction of Landcom’s permanent and long-term contract employees. Landcom conducts regular staff surveys to measure the Corporation’s performance against a number of employee satisfaction indicators.
Target
Landcom aims to maintain a high level of employee satisfaction.
Results
In September 2005, Landcom participated in the Hewitts “Employer of Choice” Survey to understand its position in the external market with regard to its corporate objective “to become the first choice of quality employees seeking to build a reputation in the development industry”.
In total, 91 staff completed the survey and Landcom’s overall engagement score was 59%. The engagement score for all organisations participating in the 2005 survey was 54%, with the public sector achieving a 47% score and the property industry a 61% score.
In March 2006, Landcom conducted a Staff Attitude Survey. Overall, the results of the survey were very positive, with a substantial increase in satisfaction scores in the areas of customer service and career development. A total of 85% of all staff surveyed responded positively to the following statement: “Considering everything, Landcom is a good place to work”.
This result reflects Landcom’s commitment to the development of its people, having delivered a comprehensive training programme in 2005/2006, focusing on the areas of customer service, writing skills, leadership and coaching.
Landcom employee interests are represented by the Public Sector Association (PSA). All Landcom employees can choose to join the Public Sector Association. Approximately 26% of employees are currently members of the Public Sector Association.
 |
 |
EMPLOYEE RETENTION RATE
Purpose
This indicator measures the effectiveness of Landcom’s human resources management and employee relations by disclosing the Corporation’s annual employee retention rate.
Target
Landcom aims to perform better than the NSW public sector annual employee retention rate.
Results
Landcom’s employee retention rate for 2005/2006 was 90.3%, with 14 permanent staff resigning from a total of 144. This was similar to last year’s result of 92% and the 2003/2004 result of 90.4%. It is marginally lower than the NSW public sector retention rate of 90.9%.
TRAINING
Purpose
This indicator measures Landcom’s efforts in providing training for its staff and service providers, as well as raising awareness within our industry of issues such as better design, housing choice, sustainable development and affordable housing.
Target
A strategic priority for Landcom is to pursue a role as a national leader in innovation in the development industry. Landcom hosts training, seminars, courses and industry forums as an effective way of exchanging ideas and promoting issues and initiatives which have a high profile or are of strategic importance to the Government.
Results
Internal Training
| TRAINING/SEMINARS/FORUM | DATE HELD | AUDIENCE | PURPOSE |
|---|---|---|---|
| Finance for Non-finance People | July 2005 | All newly recruited staff members | To bring all staff members, particularly from the operational divisions, to a common understanding of general and Landcom-specific financial principles. |
| Presentation Skills | July 2005 and December 2005 |
Those staff members requiring development and confidence in making effective presentations | To equip prospective Landcom presenters with the skills and confidence to prepare and make persuasive and interactive presentations. |
| Performance Management Skills | August 2005 | All newly recruited staff members | To equip staff members/managers with the skills and confidence to prepare and negotiate performance management agreements. |
| Estate Master | August 2005 and November 2005 |
All staff required to use the Estate Master feasibility assessment tool | To ensure staff are competent in using the Estate Master feasibility software. |
| Negotiation and Conflict Management Skills | August 2005 and June 2006 |
Those staff required to negotiate and develop solutions with others | To develop confidence and capability in negotiating and relating to others. |
| Leadership Programme | August – October 2005 | Staff members who have direct reports | To develop and nurture leadership capability. |
| Managing Contractors, Consultants and Risk | August 2005 | All staff from the operational divisions | To ensure that staff are trained in contract management and compliance. |
| Contaminated Land Management | September 2005 | All staff from the operational divisions | To ensure staff are up to date with regard to legislative requirements and management of land contamination. |
| Ergonomics and Safety | November – December 2005 and March 2006 | All staff | To ensure staff are trained in correct work posture and health. |
| Writing Skills | November 2005 – April 2006 | All staff required to write technical documents | To enhance technical writing skills. |
| Energy Efficiency and Peak Demand Management | May 2006 | All staff | To present staff with findings from energy research study. |
| “The Landcom Way” | December 2005 | All newly recruited staff members | To introduce participants to the way Landcom does business. |
| Equal Employment Opportunity (EEO)/Ethnic Affairs Priority Statement (EAPS)/Fair Treatment at Work | March 2006 | All newly recruited staff members | To ensure all staff are aware of their responsibilities in EEO and fair treatment at work and to ensure staff and managers are aware of how to manage any incidents. |
Industry Forums
In November 2005, Landcom held the “Take Action: Make a Difference” corporate responsibility forum. Speakers included: Dickon Robinson, Managing Director of the Peabody Enterprises (part of the Peabody Group, UK); Alison Zillar, Executive Director of the Australia Street Company; and Dr Simon Longstaff, Executive Director of the St James Ethics Centre.
Landcom’s partners and stakeholders were invited to the forum, which covered issues ranging from environmental and social sustainability to governance and business ethics.
ABORIGINAL EMPLOYMENT OPPORTUNITIES
Purpose
This indicator monitors Landcom’s efforts in providing employment and training opportunities in favour of people of Aboriginal or Torres Strait Islander background.
Target
Landcom has, in the past, sought to establish a cadetship programme for tertiary students of Aboriginal or Torres Strait Islander background. The purpose of the cadetship is to support members of the Aboriginal or Torres Strait Islander communities by offering them a scholarship to finance their tertiary studies. The cadetship combines the skills gained from their studies with practical work experience offered by Landcom.
Results
To date, Landcom has been unsuccessful in recruiting an Aboriginal or Torres Strait Islander cadet.
Due to a realignment of resources following the Landcom Review, this position was placed on hold during 2005/2006. It is anticipated that recruitment for an Aboriginal or Torres Strait Islander cadet will recommence in 2007.