In August 2001, the incoming Chief Executive recognised the importance of good internal and external communications for the Agency by devoting more dedicated resources, at an appropriate level. The Communications Manager now works solely on communications issues, and attends all Senior Management Board meeting and a range of other strategic Groups and Project Boards. Profile, the in-house magazine, has been reshaped, and now carries regular features and contributions from all parts of the Agency. It is now professionally designed and printed with photographs in full colour.
The Agency further demonstrated its value of openness with staff during 2001/02 by inviting Observers to the Senior Management Board, the Audit Committee and the Investors in People Steering Group. Our Greening plan has taken shape this year, with a team of coordinators throughout each of the Agency’s larger offices being set up. The coordinators have ensured that our Greening focus, towards reduction of waste, water and energy consumption is practically implemented throughout the Agency for maximum effect. click here: Enact Conveyancing Sydney
Our target to reduce recorded water consumption to 11m3 per employee has been hampered by a lack of metered sites for monitoring purposes. However, our target was comfortably met in those sites that had a water meter with actual usage being 10.2 m3 per employee. As a result, where possible, we are now installing water-meters at each office that is refurbished. Awareness training has also resulted in a change of behaviour regarding the use of water. Reports to the Estate’s Team on poor water-managing utilities have led to swift maintenance and subsequent reduction in water use. Our target to reduce waste has been more productive. Following a service-wide exercise to gather baseline data on our use of paper and other waste material, an action plan for reduction was prepared for each area office. The estate rationalisation plan has resulted in a reduction in offices used for operational service delivery from 72 to 53. The refurbishment and refit programme that runs in conjunction with the acquisition of new leased premises involved 16 properties in 2001/02.
The Agency spent more than £2m in the last financial year on refurbishments and refits, bringing your stock into line with at least the minimum standards expected within a modern work environment. The estates strategy considers all aspects of the Agency’s strategic plan, such as, team-working, usage of modern ICT equipment and staff welfare, whilst considering the impact against DTLR objectives, such as sustainable development.