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Department of Public Works | Annual Report 2007–08 1

Department of

Public Works

Annual Report 2007–08

www.publicworks.qld.gov.au

http://www.publicworks.qld.gov.au/


31 October 2008

Level 7, 80 George StreetGPO Box 2457Brisbane Qld 4001 AustraliaTelephone: +61 7 3224 6507Fax: +61 7 3224 5616

The Honourable Robert Schwarten MPMinister for Public Works, Housing andInformation and Communication TechnologyLevel 7, 80 George StreetBrisbane Qld 4000

Dear Minister

I am pleased to present the Annual Report 2007–08 for the Department of Public Works.

I certify that this Annual Report meets the prescribed requirements of the Financial Administration and Audit Act 1977 (FAA Act) and the Financial Management Standard 1997 (FMS) particularly with regard to reporting this agency’s governance arrangements, objectives, functions and performance, as well as the agency’s additional reporting and tabling obligations for this report.

This report is prepared on the basis of the current administrative arrangements for this department applying for the whole of the 2007–08 financial year, that is, it reflects the structure, operations and performance of the department as it existed at 30 June 2008.

A checklist outlining the governance, performance, reporting and procedural obligations contained in the legislation can be accessed at http://www.publicworks.qld.gov.au/about/annual_report_07-08/checklist

Yours sincerely

Mal GriersonDirector-General


Communication objectives• To clearly show how the Department of Public Works supported the Queensland Government in delivering

its programs and services during the 2007–08 financial year.

• To demonstrate the department’s commitment to its staff and to address Queensland Government priorities.

• To give an account of the department’s activities and achievements during the financial year as required by the Financial Administration and Audit Act 1977.

Our vision

First class service.

Our mission

To provide first class service, products and policy options that ensure the delivery of successful government outcomes.

Our values

The Department of Public Works has seven values that REFLECT the attitude and behaviour sought from employees at all levels.

Respect – for each other, our clients, the diversity of skills in the workforce and the diversity of cultural backgrounds.

Efficiency – in the way business is conducted and in dealing with clients.

Flexibility – in working arrangements, dealing with clients and dealing with problems.

Leadership – that provides clear organisational strategic direction; encourages teamwork to achieve the strategic direction; is visible and consistent; leads by example; allows management and employees to be partners.

Encouragement – in career progression and personal development, and to think of innovative ways of doing business.

Communication – that is open, consistent and two-way.

Trust – between management and employees, and between the department and its clients.


ContentsFrom the Director-General 06

Section 01

Our organizationAbout the department 09

Section 02

Our performanceDepartmental outputs

Building procurement and asset management 12Procurement services 17Information and communication technology strategies 19Public records management and advisory services 23

Commercialised business unit outputs

QBuild 25Project Services 28QFleet 30CITEC 32Goprint 35SDS 37

Shared service output

Shared Service Agency 40

Section 03

Our corporate governanceCorporate governance 43Corporate Governance Board 46Executive Committee 49Governance committees 50


Section 04

Our peopleStaff numbers 55Employment initiatives 56Supporting diversity 57Reconciliation 58Women’s initiatives 59Leadership and management development 59Workplace health and safety 60Code of Conduct 61Voluntary early retirement 61

Section 05

Other reportingActs administered 63Statutory bodies, authorities and instrumentalities 63Costs and achievements of boards, committees 64Consultancies 66Whistleblowers 67Industrial relations 67Community engagement 67Waste management 70Carbon emissions 72Freedom of information 75Recordkeeping 76Shared Service Initiative 77Overseas Travel 79

Section 06

Our locationsLocations 85


From the Director-GeneralFor the Department of Public Works and staff, 2007–08 was a year of change and growth.

Following machinery-of-Government changes in September 2007, the Shared Service Agency (SSA) joined the department from Queensland Treasury, bringing more than 2000 staff members at the time and boosting the department’s staff numbers to approximately 7000. The SSA is the largest shared service provider in the Queensland Government and it delivers a suite of services to government agencies including financial, procurement, human resource, information technology support, and property and facilities management services.

The Department of Public Works provides many diverse services and to reflect this, I have listed just a few of the many highlights from another successful year:

Capital Works Program

During 2007–08, we managed, on behalf of the Queensland Government, a program of works in the order of $8.5 billion. One of the major projects was the construction of the $160 million Skilled Park Stadium at Robina on behalf of Stadiums Queensland.

Included within the Capital Works Program was the successful completion and delivery of facilities to approximately 530 state schools throughout Queensland, for the commencement of the Preparatory Year by the Department of Education, Training and the Arts in 2008.

ICT consolidation agenda

The department continued to implement a more integrated whole-of-Government approach to information and communication technology (ICT) governance including planning towards the consolidation of data centres, networks, infrastructure and ancillary services across government.

ICT Career Development Program

In early 2008, the ICT Career Graduate Development Program administered through the Queensland Government Chief Information Office placed 53 ICT graduates within agencies across the Queensland public sector and the Brisbane City Council.

New operating model for CITEC

CITEC developed a new operating model to support its future role as the government’s primary ICT services provider in the consolidated ICT environment.


State Procurement Policy

On 1 January 2008, a new State Procurement Policy, administered through the Queensland Government Chief Procurement Office, was released to drive improved procurement performance and efficiency across government. Improved sustainable procurement is one of the focus areas of the new policy.

Disaster management and response

During 2007–08, the State Disaster Management Plan was effectively activated on a number of occasions including after the severe flooding of Charleville, Emerald, Rockhampton, and Mackay in early 2008. The department helped communities recover and rebuild, providing essential services including: establishing community evacuation centres; restoring government buildings; reconnecting services; and undertaking damage assessment reports on residences eligible for structural assistance grants.

Environmental management and response

The department continued its commitment to reducing greenhouse gas emissions by improving energy reduction activities through administering the Government Energy Management Strategy, the Strategic Energy Efficiency Policy for Queensland Government buildings and the Carbon Reduction Strategy for Queensland Government office buildings.

Greening the government fleet

Continuing on the environmental agenda, QFleet introduced the Green Vehicle Guide Greenhouse Rating System to provide agencies with a more robust means of quantifying and assessing the environmental performance of vehicles when making vehicle selections. This system will assist the Queensland Government in achieving its targets for reducing and neutralising the government’s fleet carbon emissions by 2020.

Shared Service Agency

The Shared Service Agency (SSA) provides efficient human resource and financial services to more than 70 000 public sector employees across 29 government agencies. The SSA also provides specialist financial services such as Carepay.

Through this service, during 2007–08 the SSA processed more than 72 500 payment-related documents supporting the carers of over 6000 children on behalf of the Department of Child Safety.

Finally, I would like to congratulate the staff members of the Department of Public Works for their professionalism and expertise, for without their continued support, these and many other achievements would not have been possible.

Mal GriersonDirector-General


Our organizationSection 01


About the department The Department of Public Works is a Queensland Government department established under the Public Service Act 1996. The Department of Public Works has been an integral part of Queensland’s history since the state was formed in 1859. In 1862, the first major public building – the Governor’s residence – was completed and the Department of Land and Works was created. In 1866, the Department of Public Works became an individual department.

Over nearly 150 years, the department has evolved into its present organisational structure, which includes a number of commercialised business units providing services across government.

The department contributes significantly to the Queensland Government’s priority of delivering responsive government by providing vital services to other agencies across the state. While the department is best known for its role as leader of the Queensland Government’s capital works building program, its responsibilities extend much further. The department also has lead agency responsibility in the application of whole-of-Government information and communication (ICT) technology; in procurement; in the provision of support services such as fleet management; printing and office supplies; in recordkeeping in Queensland’s public sector; and in shared services.

The department exercises its responsibilities through the delivery of departmental outputs (building procurement and asset management, procurement services, ICT strategies and public records management and advisory services) and through its commercialised business units (Project Services, QBuild, QFleet, CITEC, Goprint and SDS) and the Shared Service Agency.

These outputs are supported through the strategic priorities outlined in the Department of Public Works Strategic Plan 2007–11. The strategic priorities are to:

• deliver the building capital works program on time and on budget

• improve building asset management outcomes across government

• enhance disaster management capability

• optimise whole-of-Government ICT investment

• deliver quality whole-of-Government support services

• enhance government procurement capability and performance

• manage, preserve and enable access to public records

• provide innovative and standardised shared services.

The diverse range of specialist services provided to other government agencies by the department are backed by an extensive bank of knowledge, expertise and service delivery skills built up over many years.

The department’s outputs and strategic priorities are achieved through the delivery of services within three major divisions – Works, Services, and Shared Service Agency.

Works Division consists of QBuild, Project Services, Technology and Development Division, Strategic Projects, Queensland Government Accommodation Office and Building Policy Unit.


Services Division consists of the Queensland Government Chief Procurement Office, the Queensland Government Chief Information Office, Queensland State Archives, CITEC, ICT Governance Initiative Implementation Office, QFleet, Goprint and SDS.

The Shared Service Agency provides high-quality, standardised corporate services and business solutions to Queensland Government agencies.

Corporate and Executive Services provides human resource management, financial services, legal services, contract services, information services, executive services, project governance, and planning and performance management.

External Relations provides media and communication expertise, manages Indigenous relations, market research and intergovernmental matters.

The department’s future direction as outlined in the Strategic Plan is to continue to provide first class service and seek to respond effectively to whole-of-Government expectations and requirements. In particular the department will:

• support the $80 billion, 20-year government building and infrastructure program

• deliver innovative service solutions to address environmental issues such as energy savings, reduced water consumption, sustainable design, asbestos management, use of e10 fuel and fuel-efficient government vehicles

• deliver innovative, cost-effective whole-of-Government ICT services which support the transformation of government service delivery

• implement a robust and comprehensive governance framework to underpin government’s ICT investment

• continue to foster positive industry relationships, particularly in the building and ICT industries

• develop initiatives which aim to improve the cost effectiveness of support services to agencies in the areas of accommodation, procurement, records management, vehicle management, print, warehousing and distribution

• continue to build organisational capacity through innovative and sustainable staff recruitment and retention strategies.


Our performanceSection 02


Departmental outputs

Building procurement and asset managementThe building procurement and asset management output assists building industry improvement and provides support and advice to the Queensland Government and its agencies on the delivery of services through the cost effective provision and management of building assets. This is achieved through the:

• introduction of major initiatives and programs to improve the environmental aspects of the built environment

• initiation and delivery of strategic building and urban precinct projects

• provision and management of government accommodation and special estates

• provision of building policy and advice as well as improved government and industry relationships.

The building procurement and asset management output is delivered by the Technology and Development Division, Strategic Projects, Queensland Government Accommodation Office and Building Policy Unit.

Highlights

During 2007–08, units supporting building procurement and asset management:

• revised the whole-of-Government Capital Works Management Framework (the government’s key policy for managing risks in the planning and delivery of government building projects) and Maintenance Management Framework (the government’s policy for the maintenance of Queensland Government buildings)

• approved a best practice Building Asset Performance Framework aimed at ensuring that departments have a systematic approach to managing the performance of their government buildings to meet service delivery requirements

• achieved agency-wide agreement that the Department of Public Works will implement a strategy to improve estimates for Queensland Government building projects and, in consultation with affected departments, undertake a centralised workload smoothing and program management role for governmentbuilding projects estimated to cost $500 000 to $20 million

• facilitated a new site for the RSPCA to relocate its operations from Fairfield to Wacol (former John Oxley Youth Detention Centre) and provided ongoing assistance and advice in relation to this work


• realised water use reductions of approximately 43% or 234 435 kilolitres per year across the department’s commercial office buildings that were using more than one megalitre per year (using 2004–05 water consumption as a baseline)

• led the development of the Queensland Disaster Management Act 2003 guideline ‘Mitigating the Adverse Impact of Cyclones – evacuation and shelter’ which was formally released at the Natural Disaster Summit held in Townsville on 22 April 2008 for use by local governments to identify their cyclone shelter needs, the safe locations for shelters and in community evacuation planning.

In addition:

• in December 2007, Executive Government endorsed the decentralisation of government office accommodation away from the Brisbane central business district (CBD). Decentralisation will be undertaken through the development of government office precincts in northern and southern metropolitan locations and in Ipswich to the west, with initial planning having been completed for a staged delivery targeted between 2011 and 2017

• in support of the ClimateSmart 2050 strategy and the government’s commitment to reducing greenhouse gas emissions, the department developed two whole-of-Government initiatives which were endorsed by Executive Government in December 2007:

• the Carbon Reduction Strategy for Government Office Buildings which established a target for all government-owned office buildings to become carbon neutral by 2020

• the Strategic Energy Efficiency Policy for Government Buildings which established minimum energy reduction targets of 5% by 2010 and 20% by 2015 for all departments.


Performance table

Measures 2007–08 Target 2007–08 Actual

Government Energy Management Strategy Savings of $20 million in government expenditure

on energy

Savings target achieved

Green energy purchase Green energy purchase in line with agreed

targets

Green energy purchase targets achieved

Government Buildings Water Conservation Program Complete an integrated Water Energy

Management Plan (WEMP) for the

remainder of the Department of Public

Works’ office buildings in accordance with the

level of water restriction

WEMP completed

Building Security Plans are developed and implemented for Department of Public Works-owned and occupied major buildings

Annually for each building

Plans reviewed and completed for key

departmental buildings

Number and value of major projects facilitated 14 > $2 billion 12 > $900 million

Area of office space managed 990 000 m2 990 862 m2

Number of government employee dwellings managed 1052 998

Vacancy rate for the portfolio

-Office

-Housing

<2.5%

<3.0%

0.18%

2.60%

Value of lease incentives $4 million $7.6 million

Percentage of defaults by prequalified building industry contractors on government building projects

<2% 0.5%

Average number of prequalified contractors registered on the Prequalification System available for selection by agencies

Not less than 350 Average target met

Average number of prequalified consultants registered on the Prequalification System available for selection by agencies

Not less than 283 Average target met

Development and implementation of a rolling program of accommodation strategies in the CBD, metropolitan and regional centres

4 4


Electricity consumption for office buildings greater than 9000 m2 (Net Lettable Area) in the owned office portfolio

<285kWh/m2/each year 280kWh/m2/each year

Satisfactory progress on various research programs as partner in Cooperative Research Centre for Construction Innovation

100% compliance with project timelines

and resourcing

100% completed

The departmentally managed asbestos removal program fully implemented and expended

100% 100% completed

Disaster management training provided for critical personnel All critical personnel trained

100% completed

Property management fees as a percentage of rental income for government-owned office buildings

<4% 3.6%

Percentage of office portfolio properties earning market rents 98% 98%

Return on investment for the commercial properties included in the office portfolio (inclusive of maintenance)

6.5% 6.8%


Performance review

The building procurement and asset management output successfully met its environmental initiatives measures relating to energy management, green energy purchases and water conservation.

The target figure provided for the number and value of projects facilitated included a number of projects external to the department on which Strategic Projects provided an advisory role only. The actual figure excluded those projects being managed external to the department resulting in the decrease.

The low office portfolio vacancy rate was due to a record low vacancy rate across the whole property sector, while the strong positive result in the value of lease incentives for 2007–08 was assisted by several extended negotiated lease periods.

Our future

In the future, the units supporting building procurement and asset management will:

• manage energy, water and waste in government-owned offices to achieve established targets and support the government’s environmental initiatives as part of the ClimateSmart 2050 strategy

• undertake reviews of rental charges and associated arrangements for all government employee housing, and a strategic assessment of the current stock of office buildings

• develop and implement the new Strategic Portfolio Plan

• achieve significant decentralisation of government office accommodation out of the Brisbane CBD through developing and implementing the Vision 2020 Strategy for the Brisbane CBD

• consolidate improved performance within strategic projects

• continue to develop and improve building capital works risk management and asset management policies and guidelines to address risk to the state and to respond to government priorities.


Procurement servicesThe Queensland Government spends about $6 billion annually on goods and services and $4.5 billion on capital assets/works. The Procurement services output, which is delivered by the Queensland Government Chief Procurement Office (QGCPO), focuses on achieving cost savings and benefits through effective procurement policy, practice and education. The QGCPO provides a policy framework for the whole-of-Government and is currently leading procurement reform through the implementation of the Service Delivery and Performance Commission’s Report on the Review of Purchasing and Logistics in the Queensland Government (SDPC Report). QGCPO provides the Queensland Government with expertise in procurement policy, practice and education.

Highlights

The QGCPO commenced a comprehensive program for actioning the Executive Government-endorsed recommendations of the SDPC report over the past financial year. During 2007–08, the QGCPO:

• launched a revised whole-of-Government State Procurement Policy that raised standards for improving agency procurement performance, introduced new sustainable procurement requirements and incorporated the recommendations of the SDPC Report

• developed the state-of-the-art whole-of-Government Travel Management System and implemented the pilot in the Department of Public Works. Rollout to other government departments commenced

• implemented a new whole-of-Government arrangement for desktop computers, portable computers and servers which achieved savings of approximately $17 million in 2007–08 and will achieve savings of $15 million a year until the expiry of the arrangement in 2010 (subject to possible extensions until 2013)

• commenced the full-scale rollout of a review of the procurement capability of all government departments in accordance with a comparative international benchmark with best-in-class public and private sector organisations.


Performance table


Savings on whole-of-Government spend under QGCPO managed arrangements

10% 10%

New whole-of-Government initiatives implemented by agencies 80% of agencies in accordance with

implementation plans

80% of agencies in accordance with

implementation plans

Customer satisfaction with QGCPO services as measured by independent survey

80% 92%

Performance review

During 2007–08, the QGCPO achieved its targeted savings of whole-of-Government expenditure under QGCPO-managed arrangements.

New whole-of-Government initiatives and arrangements were implemented by the targeted number of agencies.

In 2007, the QGCPO (then Queensland Purchasing) commissioned a survey by external researchers to determine the level of customer satisfaction with its services and products. The survey found that 92% of clients indicated overall satisfaction, which exceeded the key performance indicator target of 80%.

Our future

In the future, the QGCPO will:

• continue to focus on the realisation of savings and benefits to the Queensland Government by managing new and existing whole-of-Government standing offer arrangements

• facilitate more efficient management of common or multi-agency procurement expenditure that is the responsibility of other lead agencies

• facilitate greater mentoring of and support to agencies to improve their procurement capability

• provide whole-of-Government procurement systems and processes to reduce costs of procurement

• emphasise the use of green procurement and sustainability

• continue to develop skills in the procurement field.


Information and communication technology strategies The information and communication technology (ICT) strategies output is delivered by the Queensland Government Chief Information Office (QGCIO), in conjunction with the Queensland Government Chief Technology Office (QGCTO) and the ICT Governance Initiative (IGI) Implementation Office.

The QGCIO is central to managing the framework for prioritising the Queensland Government’s business needs, supported by investments in information and applications.

The QGCIO drives improved Queensland Government business outcomes through strategic leadership, support and advice in information management and ICT.

This is achieved through whole-of-Government portfolio analysis, the development of information management, telecommunications and ICT strategies and directions, further development of the information management layer of the Government Enterprise Architecture1 , industry liaison, and the development of methodologies and toolkits to strengthen the planning and project management capability of agencies.

The QGCTO, located within CITEC, provides a whole-of-Government focus and expertise for managing the technology elements of the framework. Refer to the section on CITEC on page 32 for further information on the activities of the QGCTO.

The IGI Implementation Office was established to oversee the implementation of the recommendations arising from the Service Delivery and Performance Commission’s Report on the Review on ICT Governance Across the Queensland Government (SDPC Report). The SDPC Report established the blueprint and agenda for government’s ICT reform, including the consolidation of a range of ICT services (data centres, networks, infrastructure, identity management, directory and email services); the establishment of the QGCIO; the establishment of the QGCTO; and the reorientation of CITEC.


Highlights

During 2007–08, the QGCIO:

• developed and released the whole-of-Government Program, Project and Benefits Management Methodologies, prescribed for ICT-related initiatives across government

• assessed the $2 million Procurement Review process and released a Policy Statement and Guide to Procedures for use by government agencies

• established the Flexible Workplaces trial, located in the Ipswich Courthouse, in partnership with the Environmental Protection Agency. Operational since June, this multi-agency telecentre opened to allow participating Brisbane central business district-based employees to significantly reduce their commuting time by working from this alternative office one or two days per week.

During 2007–08, the IGI Implementation Office oversaw the implementation of all recommendations arising from the SDPC Report with specific achievements including:

• the development and approval of the revised CITEC operating model which outlines an implementation roadmap for CITEC’s revised role as an internal-to-government ICT service provider

• the development and approval of a business case for the consolidation of data centres, networks and infrastructure across the government

• the development and approval of a business case for the deliery of identity management, directory and email services across the government

• the implementation of whole-of-Government Peer Review process to guide and align ICT investment by government agencies with the government’s direction for technology consolidation

• the commencement of the Technology Transformation Program which will establish the government’s consolidated technical platform and provide an application rationalisation methodology that will be trialled with selected government agencies to optimise their application portfolios.

1 The Government Enterprise Architecture provides the framework to support the development of better services for Queenslanders, more efficient and effective use of ICT in the government, and effective partnering with the private sector.


Performance table


Percentage of new initiatives where agencies are actively seeking QGCIO advice and support

60% 86%

ICT industry associations’ satisfaction rating with QGCIO services and collaboration

>90% 90%

Effective coordination of ICT Governance Initiative activities across government

Inter-program dependencies agreed, aligned and managed

Inter-program dependencies agreed, aligned and managed

Effective communications strategy delivered across the ICT Governance Initiative

90% stakeholder satisfaction

Communications strategy implemented

Effective operation of the peer review process 90% stakeholder satisfaction

No formal survey undertaken

Percentage of planned key deliverables listed in the Business Plan delivered within the scheduled timeframe

100% 100%

Deliver and implement the workforce and change management process for the ICT Governance Initiative

December 2007 Target impacted by delay to program commencement

Deliver and implement the benefits management process for the ICT Governance Initiative

December 2007 December 2007

Revised CITEC operating model including performance and service management framework developed

August 2007 September 2007

Deliver the Technology Consolidation Business Case (TCBC) for data centres, networks and infrastructure

September 2007 October 2007


Performance review

Throughout 2007–08, the IGI Implementation Office oversaw the ongoing implementation of the SDPC Report recommendations. Following approval of the revised CITEC operating model and the two whole-of-Government consolidation business cases, the focus is now on progressing implementation of these whole-of-Government ICT reforms to embed the new capability into operational areas.

Of the seven major initiatives undertaken by the QGCIO during 2007–08, agencies actively sought advice and assistance in six of them (ICT Planning, Project Methodologies, Program Methodologies, Broadband, Budget Review process and the $2 million Procurement Review process) representing the higher figure of 86% instead of the targeted 60%.

The effectiveness of the communications strategy was not formally tested, although feedback provided through governance committees and activities relating to these measures suggested performance was satisfactory.

No formal survey was undertaken to measure ongoing stakeholder satisfaction relating to the effective operation of the Peer Review process. However, 55 initiatives were reviewed by the Peer Review Panel, with no issues raised by stakeholders in relation to the outcomes of these reviews.

Our future

In the future, the QGCIO will:

• continue to develop the information management layer of the Government Enterprise Architecture

• establish a whole-of-Government Portfolio Analysis function to enable the identification and proactive prioritisation of investment opportunities facing government

• continue to address Queensland Government broadband requirements at the national level

• manage communication of the Queensland Government’s ICT direction to industry

• operationalise its whole-of-Government methodologies and frameworks throughout the Queensland public sector

• continue to address ICT skills shortages and workforce capacity through analysis of attraction and retention issues

• release the Smart Directions Statement for Information Management and ICT within the Queensland Government 2008–12.

In the future, the IGI Implementation Office will:

• continue to manage the peer review process to ensure agency ICT investment alignment with whole-of-Government direction

• progress the implementation of the Technology Transformation Program including the provisioning of connectivity for the Polaris Data Centre, a state-of-the-art data centre currently being constructed in South-East Queensland.


Public records management and advisory servicesQueensland State Archives is the custodian of the largest and most significant documentary heritage collection in Queensland. In addition, Queensland State Archives is the lead agency for the management of the public records of Queensland. The Public Records Act 2002 and the accompanying Information Standards enable Queensland State Archives to implement a comprehensive Recordkeeping Policy Framework to ensure a consistent approach to the creation, management, disposal, storage, preservation and retrieval of government information.

Highlights

During 2007–08, Queensland State Archives:

• provided recordkeeping advice and support to local governments as a result of machinery-of-Government changes and during the recent South-East Queensland water sector restructure

• expanded online access to Queensland’s archival public records

• provided guidance to public authorities through the Information Standard 40: Recordkeeping (IS40) compliance process.

Performance table


Number of public clients- Online- Walk-in

350 000 6 800

456 458 7 122

Advice from QSA on recordkeeping and information management issues to Queensland public authorities

500 responses to enquiries

1 235 responses to enquiries

Number of policies, guidelines, tools, schedules, and briefs developed or reviewed

10 41

Public authorities demonstrating working towards compliance with IS40

200 132

Level of client satisfaction with QSA services 95% 95%

Performance review


Queensland State Archives’ improved collection management system has increased the accessibility of the collection online and has resulted in an increase of online users.

A high proportion of the recordkeeping enquiries received were for advice on sentencing records and on compliance with Information Standard 40: Recordkeeping (IS40).

The local government elections in March 2008 saw an increase in enquiries relating to Retention and Disposal Schedules.

The local government reform process reduced the number of local governments from 157 to 73. This impacted on the IS40 implementation process, resulting in a lower than expected number of public authorities working towards compliance in 2007–08.

Our future

In the future, Queensland State Archives will:

• articulate and influence the implementation of best practice recordkeeping and relevant information management, legislation, policy and standards

• collect, preserve, manage and provide access to permanent public records, thereby meeting client needs

• play a key role in the 150th anniversary celebrations of Queensland in 2009 by developing and implementing a program of exhibitions and events

• open the recently completed expansion project at Runcorn and implement a program of accelerated transfers of public records from public authorities

• develop and implement an Online Services Plan to meet the different research needs of its various client groups

• conduct a National Information Skills Summit in October 2008 to address the skills shortage for government in this area.


Commercialised business unit outputs

QBuildQBuild is responsible for delivering building maintenance and construction services to Queensland Government agencies. Additionally, QBuild provides a wide variety of services in support of relief from natural disasters and major incidents and provides other services in the areas of building security, cleaning, horticulture and the management of Brisbane’s Roma Street Parkland.

QBuild has a workforce of about 2700 people based in more than 20 regional and district offices throughout Queensland. QBuild is also responsible for delivering Community Service Obligations on behalf of the government including apprentice training and the sponsorship of Indigenous apprenticeships.

Highlights

During 2007–08, QBuild:

• completed the Asbestos Roof Replacement Program at Queensland state schools for the Department of Education, Training and the Arts

• delivered planned and responsive maintenance works to dwellings located within 34 discrete Indigenous communities in remote areas of Queensland

• contributed resources for the government’s increased focus on improving and upgrading security to all facilities in the Torres Strait and Gulf regions

• delivered heritage-related building projects in Brisbane including the $2.4 million restoration of the ANZAC Square Shrine of Remembrance, the redevelopment of the Lady Bowen precinct and the restoration of stonework at Parliament House

• provided disaster response assistance in the Gold Coast, Innisfail, Aramac, Muttaburra, Emerald, Charleville, Townsville, Mackay, Rockhampton, Cunnamulla and Maryborough areas after major flooding or severe weather events

• gained accreditation to AS/NZS 4801 Occupational Health and Safety Management System in June 2007. A compliance audit was undertaken by the National Safety Council of Australia in December 2007 with QBuild successful in maintaining accreditation.


Performance table


Gross profit as percentage of sales 10.50% 10.49%

Workplace Health and Safety – accreditation under AS/NZS 4801 Accreditation maintained Accreditation maintained

Workplace Health and Safety – working days lost 1620 1617

Partnering arrangements with all major agencies established and met Established and met Established and met

Required number of apprentices engaged annually 100 100

Percentage of apprentices indentured outside the metropolitan region 60% 68%

Percentage of apprentices successfully completing training 80% 80%

Number of Community Councils assisted by host employing Indigenous apprentices

2 2

Performance review

During 2007–08, QBuild generated sales revenue of $695 million, comprising of: construction revenue $188 million; maintenance revenue $445 million; and building services revenue $62 million. Other income included community service obligations $9.2 million; other grants and contributions $700 000 and other revenue $1.9 million. Approximately 68% of the sales revenue was delivered by the private sector under contract to QBuild throughout Queensland regions.

QBuild maintained third party accreditation of Workplace Health and Safety, Quality Management and Environmental systems in the past year.

QBuild assessed the efficiency, effectiveness and economy of its operations by setting measurable key performance indicators (KPIs), which aligned with the QBuild Business Plan and the Department of Public Works’ Strategic Plan.

QBuild carried out annual benchmarking of its charge-out rates for labour through an independent consulting firm to ensure that rates used were in line with current market conditions. Throughout the year sales volumes, margins and net profit were monitored to provide feedback on QBuild’s financial performance.


Our future

In the future, QBuild will:

• develop an improved technical capability including relevant policies, processes, procedures and resourcing to enhance QBuild’s ability to support the government’s environmental initiatives as part of the ClimateSmart 2050 strategy

• develop and introduce an improved business system (Ellipse) into QBuild which will enhance service delivery to all clients

• continue the delivery of services in support of the Queensland community for natural disasters, the government’s apprentice training program and the continuation of the Indigenous Employment Program.


Project ServicesProject Services provides multi-disciplinary building and property consultancy services to the Queensland Government. Project Services assists its clients in the delivery of building capital works programs and projects within the government’s capital works framework, minimising risk and assisting in meeting the reporting obligations of the government. Project Services provides a full suite of consultancy services including:

• program, project, procurement, risk and asset management

• professional building design (architecture, landscape architecture, interior design, and engineering – civil, structural, mechanical, electrical, geotechnical, environmental, fire and specialist)

• quantity surveying, superintendency, contract management and administration, building surveying, property and corporate real estate services and town planning.

Project Services partners with Queensland Government agencies to identify and provide the products and services they need to deliver the government’s outcomes.

Highlights

During 2007–08, Project Services:

• completed project and contract management of Skilled Park at Robina on behalf of Stadiums Queensland, on time and within budget

• finalised the delivery of the Preparatory Year of Schooling Program, which ran over two-and-a-half years, to approximately 530 state schools throughout Queensland

• completed the Queensland State Archives extension project on time, within budget and incorporating innovative, ecologically sustainable design principles

• recognised the rapidly developing sustainability agenda across the public sector and the industry at large and acknowledged the importance of upskilling staff. Project Services has 66 Accredited Green Star Professionals, one of the largest trained groups in Queensland.

Performance table


Gross profit as a percentage of total sales 40% 25%

Project competency – on time 90% 85%

Project competency – on budget 90% 94%


Performance review

During 2007–08, in a period of high activity in the Queensland construction industry, Project Services continued to assist its clients to deliver the building Capital Works Program through the provision of design, documentation, project management and contract management services.

A significant increase in the Capital Works Program meant Project Services had to outsource a large amount of work to external consultants, leading to higher than anticipated consultants’ fees. This reduced the gross profit as a percentage of sales to 25% instead of the targeted 40%.

Eighty-five percent of projects were delivered on time, while the other projects did not meet agreed deadlines due to a diverse number of issues including resourcing difficulties for contractors and adverse weather conditions.

At 30 June 2008, the program of current capital works and services under management by Project Services was in the order of $8.5 billion. The organisation continued to respond to the challenges of the overheated construction market including the extreme competition for skilled staff, through workforce planning and other initiatives.

Project Services has continued to deliver quality services to its clients efficiently with its profit targets exceeded due to increased turnover, while containing operating expenses.

Our future

In the future, Project Services will:

• maintain an influential, sustainable and recognised position with its clients through partnering agreements with all core clients and by further developing strategic relationships with its clients, other core government departments and industry

• manage its workforce profile and level to sustain its business viability and provide value to its clients and to government

• enhance business systems to deliver integrated project management, design services and contract administration for the Queensland Government’s building Capital Works Program

• maintain positive relationships with the building and construction industry to ensure its capacity to deliver projects on behalf of the Queensland Government

• continue to support the Queensland Government’s ClimateSmart 2050 strategy by including sustainability initiatives across the state’s building capital works programs. Project Services will further enhance its green initiatives by adopting the Green Star and the National Australian Built Environment Rating System processes on a number of projects targeting environmental rating tool outcomes and will increase sustainability awareness across the unit, the department and client agencies.


QFleetQFleet is the Queensland Government’s centralised fleet owner and manager. QFleet’s role and value to government is based on its capacity to aggregate the Queensland Government fleet, enabling economies of scale and providing a central pool of expertise in fleet management. In 2007–08, QFleet managed approximately 14 000 vehicles on behalf of the Queensland Government.

QFleet’s key services are vehicle procurement; fleet leasing, management and advisory services; vehicle servicing and repairs; used vehicle sales; whole-of-Government fleet reporting; and the development and management of whole-of-Government fleet policy.

Highlights

During 2007–08, QFleet:

• changed the vehicle fleet mix in favour of smaller, more environmentally friendly vehicles. Between April 2005 and June 2008 the number of six cylinder passenger vehicles in the fleet dropped from 39% to 16%, while the number of eight cylinder passenger vehicles dropped by 100%

• introduced the QFleet ClimateSmart Action Plan (approved by Executive Government on 10 December 2007) which focuses the fleet on achieving CO2 emissions targets (15% by the end of 2010, 25% by the end of 2012 and 50% by the end of 2017) and carbon offset targets (50% by 31 December 2010 and 100% by 31 December 2020)

• commenced implementation of the Service Delivery and Performance Commission’s Report on the Review of QFleet (SDPC Report).

Performance table


Financial performance measures

Current ratio

Gearing level

Return on net assets

1.56:1

84%

6.3%

1.2:1

82%

7.4%

Vehicle stocks on hand awaiting sale as a percentage of total fleet <10% 5.45%


Performance review

QFleet had a successful year, achieving a positive trading position while continuing to meet the needs of the government through best practice fleet management. The operating result was a profit of $6.2 million after tax, which was $3.8 million above budget, mainly due to improved net profits on sale of vehicles of $3.7 million.

QFleet made a significant achievement in being the first Australian government fleet manager to develop and implement a comprehensive vehicle emissions reduction target for its fleet. This policy continued earlier achievements in reducing the number of large passenger vehicles and moving to smaller, more fuel-efficient vehicles, resulting in significant savings to the government.

Further, QFleet sales strategies consistently maintained a low volume of stock on hand while performing well in used vehicle sales.

Our future

The 2008–09 planning period will be a transition year for QFleet, as it strengthens its role as the government’s fleet owner and manager. In the future, QFleet will:

• deliver enhanced fleet management services to improve efficiencies and generate savings at a whole-of-Government level

• develop an improved vehicle procurement program

• establish an effective pooling and parking arrangement in collaboration with the Shared Service Agency

• establish a governance framework for whole-of-Government fleet policies

• implement improved whole-of-Government performance reporting

• implement a revised comprehensive fleet safety program to deliver vehicle and driver safety education

• continue the implementation of the SDPC Report

• continue the implementation of the QFleet ClimateSmart Action Plan and other environmental initiatives.


CITECCITEC is the Queensland Government’s primary technology service provider delivering whole-of-Government and agency-specific information and communication technology (ICT) services. CITEC’s core business is to deliver data centre, network and infrastructure services at a whole-of-Government level and provide solutions integration capability services. CITEC also delivers information brokerage services through CITEC Confirm.

As recommended by the Service Delivery and Performance Commission’s Report on the Review of ICT Governance Across the Queensland Government (SDPC Report), the Queensland Government Chief Technology Office (QGCTO) is established within CITEC and provides leadership, collaboration, management and direction on whole-of-Government ICT issues to government and agencies. Working closely with the Queensland Government Chief Information Office (QGCIO), the ICT Governance Initiative Implementation Office and the Queensland Government Chief Procurement Office (QGCPO), the QGCTO ensures the whole-of-Government investment in technology and applications is optimised to meet information management and integrated service delivery outcomes.


Highlights

During 2007–08, CITEC:

• commenced implementation of the revised CITEC operating model, including the:

• development of the Service Catalogue and Price Book Framework

• development of a client engagement model

• engagement with industry through cooperative models developed with the QGCIO, QGCTO, ICT Governance Initiative Implementation Office and QGCPO

• progressed the development of a consolidated whole-of-Government internet access service

• commenced the implementation of the Identity, Directory and Email Services (IDES) Program following approval of the business case

• continued its commitment to increasing direct student pathways to the ICT industry

• continued its commitment to ongoing security management by commencing the implementation of an Enterprise Security Management Framework to align to the international security standard ISO 27701

• maintained its active participation with the local IT Service Management Forum

• achieved 5% revenue growth for its CITEC Confirm service.

In addition, as part of the 10-year Queensland Government Data Centre Strategy, the Department of Public Works entered into a pre-commitment lease arrangement for approximately 2400 square metres in the Polaris Data Centre. When operational in early 2009, CITEC will manage this data centre which will become the government’s second primary data centre site and will provide greater service delivery capacity in terms of security and service resilience through enhanced back-up and disaster recovery capability.

During 2007–08, the QGCTO commenced the preparation of position papers for the Government Enterprise Architecture in collaboration with the QGCIO. In addition, the QGCTO developed the technical specifications for the government’s requirements in the new Polaris Data Centre.

Performance table


Financial performance measuresEarnings Before Interest and Tax (EBIT) ($’000)Current ratioGearing levelReturn on net assets

7121.65:18.1%2.6%

9101.59:1

03.7%

Number of information technology graduates, trainees and cooperative students employed each year

10 32

Performance review


During 2007–08, CITEC continued its reorientation to become the Queensland Government’s primary ICT service provider by commencing the implementation of the revised CITEC operating model.

As a direct result of CITEC’s dedicated focus to whole-of-Government and agency-specific outcomes, CITEC’s overall revenue base increased by 15% based on a 33% growth in Queensland Government revenue. Commercial revenue decreased by 4% which further reflected this reorientation. CITEC Confirm revenue exceeded $60 million for the first time which represented a 5% growth from the previous year. CITEC did not report any net debt as at 30 June 2008, which is why the gearing level was nil.

The intake of graduates was higher than expected due to an unprecedented demand for resources to deliver additional business requirements coupled with CITEC’s commitment to increasing pathways into the ICT industry through school-based traineeships and Queensland Government-sponsored graduate development programs.

Our future

In the future, CITEC will:

• consolidate its role as the Queensland Government’s primary ICT services provider

• continue to advance many of the initiatives commenced in 2007–08 such as the implementation of the revised operating model, consolidation of email services through the IDES Program and the whole-of-Government internet service provision

• undertake activities and work with government departments in preparation for consolidation of the government’s ICT data centres, networks, infrastructure and ancillary services as recommended by the SDPC Report

• participate in the Foundation Infrastructure Project, as overseen by the Technology Transformation Program, and commission the Polaris Data Centre.

In the future, the QGCTO will:

• undertake the detailed technical architecture design and procurement activities for the Foundation Infrastructure Project before the implementation is rolled out in mid 2009. These projects will build the base infrastructure, connectivity and data centre capabilities for a consolidated whole-of-Government ICT environment.


GoprintGoprint is a commercial business unit of the Department of Public Works with a primary responsibility to print the Queensland Government’s Reserved Services documents. These highly sensitive documents are produced under strict security and generally within very tight, mandatory timeframes.

To offset the cost of capital and labour required to produce Reserved Services, Goprint also provides a range of commercial printing and copying services for government agencies and other organisations in receipt of government funding.

These commercial services encompass concept development, research, design and production across a wide range of media.

Highlights

During 2007–08, Goprint:

• continued its unblemished record of service to the Queensland Parliament and Executive Government, producing confidential materials in a secure and timely manner

• commissioned a modern six-colour press, computer-to-plate technology (which replaced the outmoded film process) and modern binding equipment

• continued the printing apprentice program. Goprint now has six apprentices in the program

• printed Queensland ballot papers for the federal election and the Queensland local government elections.

Performance table


Spoilage as a percentage of sales 0.1% 0.2%

On time deliveries 100% 97%

Utilisation of core equipment and resources 80% 82%

Service level agreements established with agencies 80% 0%


Performance summary

During 2007–08, Goprint continued its unblemished record of producing Queensland’s electoral ballots on time which was a significant achievement given the complexity of the March 2008 local government elections. Goprint also produced the 2008–09 State Budget papers on time while meeting the strict security requirement, continuing the high standard of the past 140 years.

Continued focus on streamlining production processes allowed for a reduced reliance on external service providers resulting in improved utilisation of core equipment.

The service level agreements target was not met with agencies due to the Service Delivery and Performance Commission’s Report on Review of Goprint in the Department of Public Works (SDPC Report). This did not affect Goprint’s annual revenue.

Our future

Goprint’s operating model is currently under review following release of the Service Delivery and Performance Commission’s Report on Review of Goprint in the Department of Public Works.

Goprint is currently working through the process to gain compliance with Environmental Certification AS/NZS ISO 14001. Goprint’s environmental initiatives are in line with the Queensland Government’s priority of protecting the environment for a sustainable future.


SDSSDS provides supply solutions to agencies through three distinct service streams – SDS Distribution, SDS Publications and SDS Logistics.

SDS Distribution is an online retail and distribution business trading educational, office, furniture and other agency-specific products to schools and government agencies throughout Queensland. SDS Publications is an online retail and distribution business which manages electronic and printed publications on behalf of government agencies. SDS Logistics provides cost-effective warehousing and distribution services to government agencies.

Highlights

During 2007–08, SDS:

• completed the delivery of furniture kits and curriculum resource requirements to schools across Queensland under the Department of Education, Training and the Arts’ Preparatory Year Program

• implemented SDS’ online e-commerce technologies for all current service streams

• provided support for the state’s disaster-management effort through rapid response to the recent floods in Central Queensland

• assisted with the transportation of vehicles and the supply of refrigeration equipment and office supplies to the Department of Primary Industries for use in the management of the equine influenza outbreak in late 2007.


Performance table



Overhead costs as a percentage of cost of goods sold (SDS Distribution and SDS Publications)

Gross profit as a percentage of sales

36.06%

26.1%

41.22%

29.97%

Preparatory Year orders delivered in full and on time >95% >95%

Brendale warehouse asset utilisation >90% >90%

Percentage of Queensland Government publications migrated to the SDS Publications Distribution Centre

>80% >80%


Overhead costs as a percentage of cost of goods sold (SDS Distribution and SDS Publications)

Gross profit as a percentage of sales

36.06%

26.1%

41.22%

29.97%

Performance review

During 2007–08, SDS continued to offer schools and government agencies significant discounts on commonly used office and curriculum products.

The overhead costs as a percentage of sales increased due to higher than anticipated indirect costs for SDS in 2007–08.

The improved gross profit margin is primarily associated with the higher than anticipated returns on the Publications and Logistics business streams.

SDS expanded the use of the Publications Distribution Centre for government agencies and facilitated the move of the Emergency Services Warehouse to its Brendale facility.


Our future

In the future, SDS will:

• continue to focus on enhancing its trading performance over the next few years

• concentrate its efforts on improving the performance of the SDS Distribution business in particular. In this context, SDS will seek to expand sales in the education sector, both state and independent, and will leverage its partnering capabilities to pursue other supply partnership opportunities. At the same time, SDS will seek to drive internal efficiencies to improve productivity and reduce costs

• provide input to the proposed whole-of-Government reforms to be undertaken by the Queensland Government Chief Procurement Office in the areas of warehousing and logistics and the supply of products in the event of an emergency, which were recommended by the Service Delivery and Performance Commission’s Report on Review of Purchasing and Logistics in the Queensland Government.


Shared service output

Shared Service AgencyThe Shared Service Agency (SSA) is the largest shared service provider in the Queensland Government. In 2007–08, SSA staff delivered a suite of services that included financial, procurement, human resource, documents and records management, information technology support, and property and facilities management services to more than 70 000 customers in 29 departments and agencies. On 21 September 2007, the functions and resources of the SSA were transferred through a machinery-of-Government change from Queensland Treasury to the Department of Public Works.

Highlights

During 2007–08, the SSA:

• reorganised as a single organisation and implemented a new, more responsive business model based on the three key streams of operations, process owner and business strategy

• moved to interim single human resource and finance systems for staff and progressively consolidated the SSA intranet

• worked with clients to produce a common operating level agreement (OLA) with standardised performance measures

• developed a robust management assurance framework that will underpin a consistent, repeatable standard of service and lead to increased client confidence in its services

• reorganised a number of regional outlets and relocated teams in the Brisbane central business district to further refine the business operations

• developed a comprehensive skills enhancement framework for SSA staff, implemented a new corporate induction program and delivered a second round of leadership development to a further 100 staff at all levels across the SSA.

Performance table


Number of full-time equivalent employees in SSA 2199 1849

Percentage of operating level agreements signed 100% 96%


Performance review

During 2007–08, there was a decrease from the target figure for SSA full-time equivalent employees due to the transfer of functions of the Shared Service Initiative Policy and Program Office to Queensland Treasury on 1 July 2007 and the administrative realignment of corporate support to QBuild and the Department of Education, Training and the Arts.

As at 30 June 2008, 26 of the 27 operating level agreements SSA has with its clients had been signed.

Our future

In the future, the SSA will:

• continue to support Queensland Government service delivery by providing innovative, standardised shared services

• refine the SSA’s service catalogue due to the return of some services to client agencies

• implement business process improvement and standardisation for targeted services

• develop and implement improved customer contact mechanisms including a customer contact centre

• provide further development opportunities to SSA staff including technical skills training and customer service workshops.


Our corporate governanceSection 03


Corporate governanceThe Department of Public Works has established an effective corporate governance framework with practices to ensure that strategic objectives are achieved and resources are allocated appropriately to maximise the delivery of services.

Our governance arrangements are continually reviewed and support our commitment to maintaining a high standard of transparency, accountability and probity in all our business activities as well as complying with legislative requirements.

The core elements of the department’s governance arrangements are:

• effective governance structures and accountability mechanisms

• risk management

• compliance and assurance systems (Internal Audit)

• strategic planning, performance monitoring and evaluation.

Effective governance and accountability

The department has established a corporate governance board and committee structure that effectively supports the strategic management of the department and the achievement of organisational objectives. The Corporate Governance Board is the department’s principal policy-setting and decision-making authority and it supports the Director-General in his role as the department’s accountable officer.

The membership of the Corporate Governance Board comprises the department’s most senior executive leaders and the competencies of these members provide an effective stewardship over performance reporting, delegations, asset management, resources and relationships within assigned responsibilities and authorities.

The following governance committees have also been established to support the decision-making process and provide a forum for shared responsibility:

• Audit Committee

• Contracts Committee

• Finance Committee

• Human Resource Committee

• Information Steering Committee

• Workplace Health and Safety Committee.

Each governance committee has approved terms of reference and undertakes an annual self-evaluation assessment on the overall performance of the committee and its membership.


Risk management

The department is committed to a comprehensive and systematic approach to the effective management of risk. During 2007–08, the department focused on the development and implementation of an Integrated Planning, Performance and Risk Management Framework.

This framework embedded the links between the strategic and business objectives of the department and the risks associated with the achievement of these objectives. This framework strengthened the department’s management of strategic and business risk, supported improved decision making and the cost-effective use of resources throughout the department.

The department has a number of policies and processes in place to manage the many types of risks it faces such as workplace health and safety policy and plans, business continuity plans and security plans.

Compliance and assurance (Internal Audit)

Internal Audit operates as an independent function within the Department of Public Works, reporting directly to the Director-General.

The Audit Committee observes the terms of its charter and has due regard to Queensland Treasury’s Audit Committee Guidelines and acts as an advisory body to the Director-General and has no line authority.

Internal Audit checks and advises on:

• adequacy and accuracy of accounting and computing systems

• legislative and statutory compliances

• operational cost effectiveness and efficiency

• reliability of financial and related management information

• use of public funds and assets under the department’s control.

Internal Audit also:

• conducts investigations as requested by the Director-General, the Crime and Misconduct Commission (CMC) Liaison Officer and others

• examines controls identified as a result of the investigations and provides recommendations to strengthen the control environment

• liaises with, and provides assistance to, the Integrity Services Unit (ISU) in its investigations

• performs agency or department-wide operational reviews to assess the extent of weaknesses in existing processes

• provides an advisory function with respect to business improvement processes and systems of internal controls

• reviews actions taken by business units in relation to control issues identified through previous investigations undertaken by Internal Audit, External Audit or the CMC.

In 2007–08, 100% of audit recommendations were accepted by management. Internal Audit findings during the period confirmed that a satisfactory internal control environment appeared to exist within the department.


Strategic planning, performance monitoring and evaluation

In response to a whole-of-Government focus on improving performance management, the Department of Public Works is undertaking an integrated approach to strategic and business planning, risk management, performance management and reporting processes and practices.

The implementation of the department’s Integrated Planning, Performance and Risk Management Framework provides a systematic approach through which the department achieves its strategic objectives and meets government accountability requirements for the delivery of outputs and services. The framework establishes linkages between strategic objectives and line management accountability, and ensures the provision of timely and accurate information to support strategic analysis, policy development and decision making.


Corporate Governance Board

Director-General

Mal GriersonBEcon, MPubAdmin, FACS

Mal was appointed Director-General, Department of Public Works in October 1998.

During his career, Mal has had an extensive involvement with the private sector in the areas of building construction and information technology (IT). He has held a number of senior positions within government including Deputy Director-General, Government Services, Administrative Services Department; and Executive Director of CITEC. He has overseen many major policy reform initiatives and is currently leading the IT reforms within the Queensland Government.

Mal is a member of the Institute of Public Administration and a Fellow of the Australian Computer Society.

Deputy Director-General (Works)

Max SmithBTech, FIE(Aust), CP Eng, FAICD, FAIB

Max was appointed to the role of Deputy Director-General (Works) in February 2005.

The majority of Max’s career has been in the management of public works including roles as the General Manager of QBuild and Project Services. He has also held senior positions in the Australian Government including Construction Manager for the Brisbane International Airport and Deputy Commissioner-General of the Australian Pavilion at Expo 88.

Max is a Civil Engineer and a Fellow of the Institution of Engineers – Australia. He is also a Registered Practising Engineer in Queensland, a Fellow of the Australian Institute of Company Directors and a Fellow of the Australian Institute of Building.


Deputy Director-General (Services)

Tony WatersBA, FAICD

Tony began in the role of Deputy Director-General in October 2003, having spent the previous seven years as General Manager of QBuild. Prior to that, he had more than 10 years’ experience in a range of executive management roles relating to the provision of public housing services.

He brings to the position extensive experience in public sector service delivery.

In his current role, as well as supporting the Director-General in the running of the department, Tony is actively involved in the pursuit of improved service delivery outcomes through the adoption of a stronger whole-of-Government approach to service delivery.

Executive Director, Corporate and Executive Services

Robyn TurbitBCom, BEcon, MIIA

Robyn has been in the position of Executive Director, Corporate and Executive Services since May 2007. Robyn had held the position of Director, Governance and Review since November 2004 and prior to that was Manager, Internal Audit from 2001.

In her current position, Robyn is responsible for human resource management, financial services, legal services, contract services, information services, executive services, project governance and planning and performance management.

She has extensive private and public sector experience in financial management and auditing including five years in financial management consulting.

Robyn is a member of the Institute of Internal Auditors.

Director, Finance

Warren PashenBComm, FCPA, ACIS

Warren has performed this role since March 2007.

He has 17 years’ experience in the Queensland public sector and a wealth of private sector experience including roles as Finance Manager for a private company and Financial Accountant for a leading newspaper company.

Warren is responsible for strategic financial planning, budget management, financial policy and statutory reporting across the department.


Director, Human Resources

Stephen LongBA

Stephen has performed this role since October 2002.

He has more than 20 years’ experience in human resource management and has held senior positions in the Australian and Queensland public sectors.

Stephen is responsible for the department’s human resource management, industrial relations, organisational development and change management functions.

Chief Information Officer

Tony WoodwardBBus (Accountancy), MFinPlan, FCPA

Malcolm has held senior executive positions in different agencies of the Queensland public sector. He joined the Queensland public sector in 1971.

He heads the department’s corporate marketing communication, international business, market research, community engagement, intergovernmental relations and Indigenous affairs initiatives.

*Malcolm McMillan was on the SES rotation/mobility program until 19 September 2007 and then on extended leave from 30 April 2008.


Managing Director, Shared Service Agency

Mike BurnheimBA, MSocSC

Mike was appointed to the position of Managing Director of the Shared Service Agency in 2006, having led the Queensland Government’s Shared Service Implementation Office since March 2003.

He has more than 29 years’ experience in the public sector with more than 20 years in a corporate services environment.

Mike is responsible for the Shared Service Agency which services 29 departments and agencies across the Queensland Government in the provision of financial, payroll, human resources and other support services.

Executive Committee

The Executive Committee provides a forum for information sharing and discussion of strategic departmental and whole-of-Government issues. The Executive Committee, which meets on a monthly basis, is chaired by the Director-General and membership comprises the members of the Corporate Governance Board and their senior managers.


Governance committeesGovernance committees report directly to the Corporate Governance Board.

Audit CommitteeChair: Director-General

The Audit Committee assists the Director-General in discharging financial management responsibilities imposed under the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997 by giving advice on audit-related matters.

The Audit Committee has observed the terms of its charter and has shown due regard to Queensland Treasury’s Audit Committee Guidelines.

Achievements

During 2007–08, the Audit Committee:

• reviewed and endorsed the risk-based 2007–08 Internal Audit Plan

• monitored Internal Audit performance against the approved 2007–08 Plan targets

• checked the resolution of prior-period Queensland Audit Office issues

• reviewed audit reports (moderate and high-risk findings) with action to address these findings

• monitored the management implementation of audit recommendations.


Contracts CommitteeChair: Deputy Director-General (Works)

The Contracts Committee oversees the department’s role in the review, development and application of building procurement strategies and practices, and ensures government objectives are being met through the adoption of delivery methods that are consistent with the objectives of the Capital Works Management Framework and the State Procurement Policy.

Achievements

During 2007–08, the Contracts Committee:

• reviewed procurement strategies of significant capital works projects for compliance with capital works policy requirements and best value-for-money outcomes. Projects reviewed included the Nambour General Hospital New Ward Block, Robina Hospital Expansion and the Cairns Government Office Building

• consulted with industry in respect of changes to tender evaluation methodology and amendments to generic construction contracts

• reviewed and endorsed tendering strategies for significant major projects including hospitals, correctional centres and education projects.

Finance CommitteeChair: Director, Finance

The Finance Committee provides advice and reports to the Corporate Governance Board on the financial strategies and practices required to achieve sound financial corporate governance within egislative requirements.

Achievements

During 2007–08, the Finance Committee:

• monitored issues arising from Internal Audit and Queensland Audit Office audit reports

• monitored the department’s progress on significant finance-related issues such as preparing annual financial statements and the annual and mid-year budget processes

• reviewed the financial performance of the department’s business areas and provided advice to the Corporate Governance Board and to the Director-General

• evaluated and began implementation of a new business intelligence system for preparation of the department’s consolidated financial statements, internal reporting and budget management.


Information Steering CommitteeChair: Executive Director, Corporate and Executive Services

The Information Steering Committee ensures that information and communication (ICT) services and capability employed by the department support the efficient achievement of whole-of-Government objectives, departmental objectives and business unit objectives.

Achievements

During 2007–08, the Information Steering Committee:

• developed a new ICT Governance Framework for the department

• commenced consolidation of the department’s infrastructure to CITEC in accordance with the Service Delivery and Performance Commission’s Report on the Review of ICT Governance in the Queensland Government recommendations

• provided strategic governance over significant ICT-related projects

• commenced an ICT service transformation program to improve service delivery

• adopted a set of PRINCE2 Project Management principles

• instigated a Proof of Concept for a whole-of-department Electronic Document and Records Management System

• reviewed a whole-of-department Application Technology Roadmap.


Workplace Health and Safety Peak CommitteeChair: Deputy Director-General (Works)

The Workplace Health and Safety Committee is responsible for driving change, critically reviewing performance and providing strategic direction to the department in the management of workplace health and safety.

Achievements

During 2007–08, the Workplace Health and Safety Committee:

• continued to develop the Safety, Health and Environment (SHE) software system which enables the electronic lodgement and management of workplace hazards and incidents. Training was provided for all QBuild supervisors and managers in Queensland in system upgrades

• continued to manage the Early Intervention Centre to support injured or ill workers. As at 30 June 2008, 80 of a total of 136 referrals have been resolved and closed off

• maintained accreditation to the AS/NZS 4801 Occupational Health and Safety Management System for the QBuild business unit

• further developed the department’s Pathways to Better Health Program and associated risk mitigation initiatives.


Our peopleSection 04


Staff numbers *MOHRI FTE as at 30 June 2008

Outputs

Building procurement and asset management 183

Procurement services 75

Information and communication technology (ICT) strategies 77

Public records management and advisory services 53

Total outputs 388

Business units

QBuild 2713

Project Services 701

QFleet 127

CITEC 643

Goprint 95

SDS (Sales and Distribution Services) 143

Total business units 4422

Shared Service Initiative 1849

Corporate services (recovered from business units, Department of Housing and outputs) 237

Total 6896

Note: MOHRI FTE stands for Minimum Obligatory Human Resources Information Full Time Equivalent


Employment initiativesDuring 2007–08, the Department of Public Works employed 49 new graduates under specific graduate employment programs, within areas as diverse as accountancy, procurement, information and communication technology (ICT), project management, engineering, architecture and quantity surveying. As at 30 June 2008, there were a total of 62 graduate employees working within the department.

Administration trainees

During the period from 1 July 1998 to 30 June 2008, the Department of Public Works provided training opportunities to 385 new trainee employees, under Queensland Government-funded employment initiatives such as Skilling Queenslanders, Breaking the Unemployment Cycle, and other equivalent initiatives. The department employed 33 new administration trainees during 2007–08.

Apprentices and field trainees

As at 30 June 2008, the department employed 329 apprentices and field trainees, comprising 315 apprentices employed within QBuild, eight construction worker trainees within QBuild, and six apprentices within Goprint. In addition, QFleet provided training for 10 group scheme apprentices.

As part of the department’s commitment to providing ongoing training and employment opportunities to the Queensland community, in early 2008 QBuild employed 100 new apprentices and field trainees incorporating:

• 72 new full-time apprentices

• six new full-time Indigenous apprentices

• seven continuing school-based apprentices who converted to full-time apprenticeships

• seven new school-based apprentices

• three new Indigenous school-based apprentices

• five new Indigenous construction worker trainees.


Supporting diversityDuring 2007–08, the Department of Public Works continued to support diversity through the implementation of the following plans:

• Equity and Diversity Management Plan 2006–11

• Disability Service Plan 2007–08

• Multicultural Action Plan 2007–08

• Reconciliation Management Plan 2007–10.

As part of the Aboriginal and Torres Strait Islander Employment and Development Strategy, the department sponsored:

• seven students on the Education-to-Employment Scheme

• seven cadets on the National Indigenous Cadetship Project

• two employees on the Indigenous Advancement Program.

The department now has 116 Indigenous staff working throughout Queensland as apprentices, tradespeople, supervisors and managers.

People with a disability were supported through the activities of the Network Supporting People with a Disability. International Day for People with a Disability and Disability Action Week were celebrated and promoted with a number of activities occurring. The department also sponsored a Disability Action Week Award held during Disability Action Week.

Multiculturalism was supported with Harmony Day celebrations, participation in the Migrant Work Experience Program and the promotion of the Multilingual Staff Network.

Equity targets as at 30 June 2008


Women in senior management (SES/SO positions) 25% by end 2009 22.0%

Women in management (AO6 level positions and above) 30% by end 2011 33.1%

Aboriginal and Torres Strait Islanders 3% by end 2011 1.7%

People from non-English-speaking background 13.5% by end 2011 9.3%

People with a disability 10% by end 2011 7.4%


ReconciliationIn 2007–08, the Department of Public Works recommitted to reconciliation through the development of a Reconciliation Management Plan 2007–10, Working towards Reconciliation.

The Reconciliation Management Plan:

• supports the Queensland Government’s agenda for reconciliation

• reflects the department’s ongoing commitment to reconciliation

• demonstrates the department’s willingness to actively participate in the reconciliation process and build on the achievements of previous years

• provides a framework for the provision of better infrastructure, services and employment to Aboriginal and Torres Strait Islander people

• clearly outlines the department’s reconciliation goals and strategies, and clarifies its responsibilities.

Key achievements

Working towards reconciliation, in 2007–08 the department:

• introduced the Indigenous Support Network to share knowledge and facilitate better communication channels between Indigenous and non-Indigenous staff

• was a major sponsor of the Queensland Government’s 2008 Reconciliation Awards for Business

• delivered cultural awareness training to staff in Brisbane and regional offices

• incorporated cultural awareness sessions into all departmental and business unit inductions

• saw an increase in the representation of Indigenous persons in the annual apprenticeship intake from 10% to 14%

• recognised achievements in the reconciliation process at the department’s Recognition of Excellence Awards

• celebrated National Reconciliation Week with a special screening of ‘The Apology’ documentary produced for Reconciliation Australia by Indigenous Film Services

• provided financial support for a whole-of-Government sponsorship of NAIDOC activities

• promoted NAIDOC Week throughout the department with a wide range of activities in all regions of Queensland

• worked with local Indigenous Palm Islanders to incorporate their artwork into the new government office building being constructed on the island

• provided the infrastructure required to ensure that additional services could be delivered to the Indigenous community of Woorabinda.

To ensure that the department continues to achieve its objectives, the department’s Reconciliation Management Plan includes performance indicators that set goals that allow the department to gauge the progress of its reconciliation agenda and make a difference to Indigenous people.


Women’s initiativesThe Department of Public Works is committed to positively contributing to the achievement of goals in the Women in the Smart State Directions Statement 2003–08.

The department actively encourages work policies that promote the balance of work and family responsibilities such as flexible working hours and leave arrangements, telecommuting and job share arrangements.

A fully equipped Carer’s Room is available in Brisbane where staff can work and care for a child or dependant.

The department’s Women in Works Committee and Corporate Human Resources arranged two Springboard Career Development Programs in 2007–08 aimed at women from AO2 (administration officer) to AO5 level.

Seventeen women at AO6 level and above attended the Building Leaders Program, a 12 month program designed to develop future leaders.

As at 30 June, there were 2763 women working in the department. Of these, 416 were at AO6 to AO8 (or equivalent) levels and there were 29 women in senior officer (SO) and senior executive service (SES) positions.

A number of Information and Communication Technology (ICT) Career Graduate Development Programs are also available in the department. While none are specifically targeted at women, there are a number of women participating in these programs.

Leadership and management developmentThe Department of Public Works recommitted to its focus on leadership and management development through programs such as the Building Leaders Program identified through the Department’s Strategic Succession Management and Development Capability Framework.

The department continued its involvement in the Senior Executive Mobility Program, the Australia New Zealand School of Government (ANZSOG) Executive Masters Program and the Public Sector Management Program.

Learning and development initiatives were undertaken throughout the department, targeting all levels from professional, technical and management/administrative, and all diversity groups.


Workplace health and safetyThe Department of Public Works sharpened its focus on workplace health and safety and made progress with a series of initiatives under the Pathways to Better Health and Safety Program during 2007–08. These initiatives included:

Pathways to Better Health and Safety Program

The Pathways to Better Health and Safety Program is a whole-of-department employee health program which has been running since 2001. In 2007–08 every employee was offered an influenza vaccination, with 1832 employees vaccinated.

Safety Health and Environment

The Safety Health and Environment (SHE) software program is an online reporting system for injuries and hazards. In operation since 2006, the SHE system uses an email-based workflow process to address incidents and hazards which are logged into the system. In 2007–08, training of all QBuild supervisors and managers in investigating hazards and incidents was completed.

Early Intervention Centre

The Early Intervention Centre (EIC) commenced in December 2006 and provides early assistance and support to workers who have reported an injury or illness in order to facilitate their swift recovery and return to work. The EIC offers support to the injured or ill worker themselves and to their managers to assist them in dealing with the worker and to co-workers who may be affected by the situation.

As at 30 June 2008, there had been 136 referrals, 80 of which had been closed.

To mitigate injuries associated with poor workstation set-up, 55 departmental employees across Queensland were trained to conduct basic ergonomic workstation assessments for employees without existing injuries.

AS/NZS 4801 Accreditation for QBuild

QBuild achieved accreditation to AS/NZS 4801 Occupational Health and Safety Management System in June 2007. A compliance audit was undertaken by the National Safety Council of Australia in December 2007 and QBuild was successful in maintaining accreditation.


Awards

The Department of Public Works was recognised for its outstanding efforts in workplace health and safety initiatives during 2007–08, winning the following awards:

• National Safety Council of Australia – Member of the Year

• John Holland Occupational Health and Safety Construction Industry Award

• NSCA/Skilled Group Award for Excellence in Occupational Health and Safety

• National Safe Work Australia Award – Public Sector Leadership Award for Injury Prevention and Management.

Code of Conduct(Public Sector Ethics Act 1994)

To ensure that the Department of Public Works is meeting its obligations under Section 23 of the Public Sector Ethics Act 1994 the department has in place a Code of Conduct which outlines the ethics, principles and conduct obligations that apply to its employees.

During 2007–08, all new employees received comprehensive Code of Conduct training covering:

• the Public Sector Ethics Act 1994, including the five ethics principles

• the standards of conduct expected of employees as outlined in the code

• the rights and obligations of public officials in relation to contraventions of the code.

This complemented the training undertaken by all staff during 2006–07.

The department’s revised Code of Conduct is available in hardcopy and on the department’s intranet. Members of the public can request a copy of the code at the department’s head office at 80 George Street, Brisbane, and at each regional office.

Administrative procedures and management practices within the department are consistent with the ethics principles and the obligations of public officials as set out within the Code of Conduct.

Voluntary early retirementDuring 2007–08, the Department of Public Works approved six voluntary early retirements (VERs) for staff members who had been identified as surplus to operational requirements. The total cost of severance payments was $465 905.


Other reportingSection 05


Acts administered• Architects Act 2002

• Professional Engineers Act 2002

• Public Records Act 2002

• State Buildings Protective Security Act 1983

Statutory bodies, authorities and instrumentalitiesBoard of Architects of Queensland

The Board of Architects of Queensland is responsible under the Architects Act 2002 (the Act) for the registration of individuals as architects in Queensland. The key functions of the board are to:

• maintain a register of architects and list certain architectural corporations which have given notice to the board in relation to the provision of architectural services

• protect the public by ensuring architectural services of an architect are provided in a professional and competent way

• maintain public confidence in the standard of services provided by architects

• uphold the standard of practice of architects

• investigate complaints against architects and institute proceedings before the Commercial and Consumer Tribunal

• investigate complaints against persons for compliance with the Act and instigate legal proceedings in the Magistrates Court.


Board of Architects of Queensland

The Board of Professional Engineers of Queensland is responsible under the Professional Engineers Act 2002 (the Act) for the registration of professional engineers in Queensland. The key functions of the board are to:

• maintain a register of registered professional engineers

• assess applications made under the Act, register persons who are eligible for registration and issue certificates of registration

• conduct or authorise investigations about the professional conduct of registered professional engineers and contraventions of the Act

• assist with achieving the main objectives of the Act which are to:

• protect the public by ensuring that professional engineering services are provided by a registered professional engineer in a professional and competent way

• maintain public confidence in the standard of services provided by registered professional engineers

• uphold the standards of practice of registered professional engineers.

Public Records Review Committee

The Public Records Review Committee was established under the Public Records Act 2002 (the Act). The key functions of the committee are to:

• advise the Minister and the State Archivist about issues affecting the administration and enforcement of the Act

• resolve disputes between the State Archivist and a public authority regarding restricted access notices applicable to certain public records

• review disposal decisions made by the State Archivist when a public authority applies for such a review.

Costs and achievements of boards, committeesCosts of boards

Board of Architects of Queensland The costs and achievements of this board can be found in its 2007–08 annual report

Board of Architects of Queensland

Board of Professional Engineers of Queensland The costs and achievements of this board can be found in its 2007–08 annual report

Board of Professional Engineers of Queensland


Public Records Review CommitteeAchievements

During 2007–08, the committee addressed and advised on a wide range of information management issues, including:

• status of recordkeeping among Queensland public authorities

• recordkeeping impacts of major machinery-of-Government initiatives such as the local government reforms and the restructure of SEQ Water

• review of the Freedom of Information Act 1992

• expanded archival facility

• electronic records management issues

• planning for Queensland’s 150th anniversary in 2009

• improvements in online service delivery.

Members in 2007–2008

Mr Brian Herd (Chair)Mr Chris GorryDr Jennifer HarrisonMs Kay RyanMs Leonie ShortProf. Malcolm ThomisMr Ken ToogoodMr Peter Wood *Mr Brian CarrolMr Chris Rose **

* Mr Wood’s membership expired in March 2008

** Mr Rose was appointed to the Public Record Review Committee in March 2008


Costs 2007–2008

Meeting fees $3391.45

Special assignment fees $ 326.00

Travel and accommodation $2578.66

Catering and venue $2689.20

Total $8985.31

Consultancies

Type of consultancy $ ExpenditureManagement 295 020

Finance/accounting 31 631

Legal 36 305

Professional technical/non-technical 206 838

Human resources 225 852

Total $795 646


Whistleblowers(Whistleblowers Protection Act 1994)

The primary objective of the Whistleblowers Protection Act 1994 (the Act) is to promote the public interest by protecting persons who make disclosures about unlawful, negligent or improper public sector conduct or danger to public health or safety or the environment.

Section 30 of the Act requires public sector agencies to report the number of public interest disclosures or purported public interest disclosures received by it or referred to it and the number of disclosures substantially verified during the reporting period.

In the 2007–08 financial year, 70 public interest disclosures or purported public interest disclosures were received by, or referred to, the Department of Public Works.

Each of these disclosures was madeby a public officer under section 15 of the Act.

During the 2007–08 financial year, 14 public interest disclosures, each made by a public officer under section 15 of the Act, were substantially verified.

Industrial relationsDuring 2007–08, the Department of Public Works maintained its strong relationships with all unions. This was facilitated through a proactive approach to conflict management at industrial and workplace levels and resulted in minimal disputation.

Community engagementThroughout 2007–08, the department was proactive in engaging communities in the government decision-making process through a number of projects and services helping to deliver better outcomes for communities in line with the government’s priorities.

Boggo Road Urban Village

The Boggo Road Urban Village Project is redeveloping the Boggo Road Gaol site at Dutton Park into an inner-city urban village.

Throughout 2007–08, the project sought engagement with the community through newsletters; meetings with the community reference group and site neighbours; a project website; a telephone hotline; and construction bulletins. The purpose of the community engagement was to explain the content of the planning application, receive feedback and advise of project progress and any specific community impacts.


Tennyson Riverside Development/State Tennis Centre

The Tennyson Riverside Development comprises an international standard State Tennis Centre, which will be the first purpose-built facility in Australia with all three ‘Grand Slam’ surfaces – grass, clay and acrylic hard courts. The associated development includes approximately 390 residential apartments and will incorporate a riverfront park which will provide public access to the Brisbane River through pedestrian and bicycle paths.

The community and key stakeholders were engaged in a number of consultative processes during 2007–08 to keep them informed of progress and community issues. This included meetings, advertisements in community newspapers, newsletters and information flyers; and covered issues such as site activities of noise and dust, on-street parking by building workers, and the Brisbane International Event Traffic Management Plan.

Queensland State Archives

As the custodian of the State’s largest documentary heritage collection, Queensland State Archives is committed to helping the people of Queensland access the collection.

As well as providing public access to 31 000 records for 7122 clients in the Public Search Room at Runcorn during 2007–08, Queensland State Archives also provided a number of outreach services. These services included seminars on collections and services in regional and remote areas including Boonah, Hervey Bay, Bribie Island and Cooroy; a Small Archives Seminar in Townsville to support local heritage collecting institutions; stalls at a variety of festivals and fairs; and organised tours of the Queensland State Archives facilities to groups, schools, public authorities, community organisations and the general public.

Tank Street Bridge

Tank Street Bridge will link Brisbane city to the new Millennium Arts Precinct at the Queensland Cultural Centre, completing a pedestrian and cycle loop between the city and South Bank via the Goodwill Bridge.

This project involved targeted consultation with stakeholder groups and community members in the vicinity of Tank Street and beyond. This consultation process was undertaken to engage residents, business owners and interest groups to gather feedback on the proposed Tank Street Bridge ensuring key issues, questions and concerns were addressed by the project team. An important aspect of the consultation process was to raise awareness of the draft Voluntary Impact Assessment Study and the display of the preferred concept design for the bridge on the Department of Public Works website, provision of the model displayed in the foyer of the Executive Building and targeted presentations.


The Smart and Sustainable Homes Program

The Smart and Sustainable Homes Program is a joint initiative between the Queensland Government, local government, industry and the community. It aims to design and build demonstration homes throughout Queensland which respond to the local climate and use the Smart and Sustainable Homes Design Objectives as the minimum criteria.

The program engaged with the community through the provision of technical and guidance material for the design of sustainable homes; the coordination of the design and construction of display homes throughout Queensland; as well as presentations and trade stalls at industry and community forums.

Roma Street Precinct Redevelopment Project

The Roma Street Precinct Redevelopment Project is intended to integrate and coordinate with other completed or committed state initiatives to achieve project objectives relating to improving connectivity within, through and around the precinct, reinforcing the precinct as a transport hub, and improving amenity of the precinct through built form and public realm.

After the announcement by the Premier in November 2007, public comment was sought on the Draft Strategic Plan and Report and this was in the form of two static displays and the Department of Public Works’ website. Meetings were also held with the residents of the residential units adjoining the Roma Street Parkland as well as representatives from bicycle and pedestrian groups.

This community engagement has informed a review of the Strategic Plan as well as the framework for future implementation.

Palm Island government offices precinct

The Department of Public Works is project-managing the construction of more than 1000 square metres of government offices on Palm Island which will provide improved services to the island as well as training and employment opportunities.

To ensure that Palm Island culture and traditions were identified and displayed, local artists have been engaged to provide artwork integrated into the buildings’ carpets, furniture and window panels; to provide artwork on the buildings’ façade; and to provide paintings.


Waste managementIn accordance with the Queensland Government’s Environmental Protection (Waste Management) Policy 2000, the Department of Public Works is committed to promoting resource conservation and reducing the generation of waste and its negative impact on the environment.

The department increased its commitment to reducing office waste through simple but effective measures such as the recycling of toner cartridges, the use of recycling bins, minimising the use of non-recycled paper, and encouraging double-sided printing.

A number of waste management activities occurred in the department including the following:

• The Queensland Government Accommodation Office reduced its consumption of energy in office buildings owned by the department by initiating a series of energy performance contracts that use identified future energy savings to fund significant upgrades of plant and equipment with more energy-efficient components:

• These contracts commenced during 2007–08 and will be progressively rolled out across 20 of the department’s owned office buildings at an estimated capital outlay of $17.8 million.

• Energy savings in the order of 17 gigawatt-hours, representing a cost saving of $1.5 million a year were identified.

• It is anticipated that the combined energy reductions achieved through the use of energy performance contracts and other smaller capital funded projects will realise savings of approximately 23% by 2015.

• The Technology and Development Division commenced revising the department’s Waste Management Strategic Plan and has responsibility for ensuring that commitments and targets as documented in the updated plan are to be met.

• Goprint achieved:

• recycling rates of 100% for toner cartridges and aluminium plates, and 80% for clean paper and cardboard

• a reduction of more than 50% in its total waste tonnage for the months of April and May 2008 from its average tonnage for the same period in the previous four years.

• QFleet:

• met all workshop waste collection, disposal and recycling standards for oil, tyres, solvents and batteries, and ensured that waste metal was redirected to recycling rather than landfill

• used ‘waterless’ car washing products to clean vehicles resulting in an estimated saving of 500 kilolitres of water in 2007–08

• initiated its ClimateSmart Action Plan 2007–10, which came into effect on 1 January 2008, with the objective of a 15% reduction in carbon dioxide emissions by 31 December 2010 compared with 30 June 2007 emissions.

• CITEC:


• established an internal Environmental and Sustainability Committee to integrate environmental and sustainability concepts into its policies, programs and procedures, and to raise employee awareness

• participated in the mobile phone industry’s recycling program ‘mobilemuster’

• continued its participation in the Green Partnership between Ricoh and Close the Loop, a program dedicated to recycling printer and toner cartridges.

• QBuild investigated opportunities for recycling of building construction waste, and is planning to introduce sustainability criteria into its procurement processes for timber and ultimately other relevant construction materials.

• Project Services enhanced specifications to promote the use of recycled building materials such as timber.

Measures2007–08

Target2007–08

Actual

Women in senior management (SES/SO positions) 25% by end 2009

22.0%

Women in management (AO6 level positions and above) 30% by end 2011

33.1%

Aboriginal and Torres Strait Islanders 3% by end 2011

1.7%

People from non-English-speaking background 13.5% by end 2011

9.3%

People with a disability 10% by end 2011

7.4%


Carbon emissionsThe Department of Public Works is committed to the Queensland Government’s strategies of Environmental Protection (Waste Management) Policy 2000 and ClimateSmart 2050 which aim to reduce the government’s carbon footprint. Six gases have been identified under the Kyoto Protocol as the main gases that need to be accounted for. These gases are carbon dioxide, hydrofluorocarbons, methane, nitrous oxides, perfluorocarbons and sulphur hexafluoride. As part of standard emission accounting practices these gases are reported as carbon dioxide equivalent emissions (CO2-e).

The Queensland Government is developing whole-of-Government systems to standardise reporting on carbon emissions (measured in CO2 equivalents). The basis for this reporting is consistent with national and international standards including definitions outlined in the AS Standard ISO 14064 and the Australian Government’s National Greenhouse Accounts Factors workbook, as detailed below:

Scope 1

Scope 1 emissions are emissions that occur from sources that are owned or controlled by the company (e.g. emissions from departmental controlled vehicles, diesel generators, gas boilers, etc.)

Scope 2

Scope 2 emissions are classed as indirect emissions solely from the generation and consumption of purchased electricity or steam or heating/cooling. Scope 2 emissions are physically produced by the burning of fuels (coal, natural gas, etc.) at the power station or facilities not controlled by the organisation.

Scope 3

Scope 3 emissions are the result of actions of a company, but occur from sources not owned or controlled by the company. Their inclusion should be based on their relevance to the operations of the organisation.

More broadly, scope 3 emissions can include:

• employee business travel (in vehicles or aircraft not owned or owned by the reporting organisation)

• employees commuting to and from work

• extraction, production and transport of purchased fuels consumed

• extraction, production and transport of other purchased materials or goods

• generation of electricity that is consumed in a transport and delivery system (reported by end user)

• outsourced activities

• transportation of products, materials and waste.


In 2007–08, all Queensland Government agencies are reporting on the carbon emissions from:

• vehicles

• purchased electricity

• domestic and international air travel on commercial airlines.

The Queensland Government is committed to continuing to improve data collection methods and reporting carbon emissions in line with national and international standards. While the best available data has been used, in some instances, estimates have been reported due to the limitation of data collection systems, for example in government-owned buildings where there are multiple tenants and the electricity usage cannot be attributed to a single agency, the Department of Public Works calculates the electricity usage by tenanted agencies based on the square metres leased.

The following table outlines the Department of Public Works’ carbon emissions during 2007–08.

Category Notes Carbon emissions (Tonnes of CO2)

Scope 1

Fleet vehicles (QFleet and/or agency-owned) 1 6740

Scope 2

Purchased electricity for major workplaces

- Government-owned premises 2a 35 462

- Premises leased from the private sector 2b 2760

Scope 3

Domestic air travel on commercial airlines 3 646

International travel on commercial airlines 3 4

Notes:

1. The 2007–08 vehicle CO2 emissions figure represents the estimated cumulative emissions for the period 1 July 2007 to 30 June 2008. It takes into account progressive changes in the size and composition of the fleet during the 12 months, including vehicle replacement. The figure is derived for each fleet vehicle leased using:

a. the lease package details (time and kilometres)

b. CO2 emissions data from testing in accordance with Australian Design Rules for emissions and fuel consumption labelling.

Data provided by QFleet reflect CO2 emissions and not CO2 equivalent, and these calculations also exclude


any secondary or indirect emissions.

2a. Electricity – government-owned premises

These figures are based on actuals from current available records of electricity accounts received by the Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008.

All electricity consumption has been converted to carbon emissions using a combined Scope 2 and Scope 3 conversion factor of 1.04 kg CO2-e/kWh as recommended in the Australian Government’s National Greenhouse Accounts Factors workbook.

2b. Electricity – premises leased from the private sector

These figures are based on actuals from current available records of electricity accounts received by the Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008 on full year leases. Where full year records were not available, data has been apportioned/extrapolated to provide an estimate of full year usage. Where leases are less than 12 months old the data relates to the actual period the lease was in place.

Based on historical data, tenant energy consumption equates to approximately 55% of total building energy use. The remaining 45% used to air-condition the building and light the common areas of a building forms part of the carbon emissions for individual tenants. This 45% has been added to known electricity consumption for private sector-leased accommodation.

3. Air travel includes all recorded air travel booked under arrangements managed by the Queensland Government Chief Procurement Office (QGCPO) for:

a. international travel on all airlines

b. domestic air travel on both the mainline ‘trunk’ carriers (Qantas and Virgin Blue)

c. travel on smaller, regional carriers for the period 1 July 2007 to 30 June 2008.

The QGCPO calculates the number of passengers per sector for domestic (Qantas, Qantaslink, Jetstar and Virgin Blue) for the period 10 December 2007 to 30 June 2008. This information is then passed on to the respective airline for calculation of carbon emissions.

For regional and international air travel for 2007–08 and domestic air travel as defined above for the period 1 July 2007 to 9 December 2007 the following methodology is used:

From data provided by each airline, agency or travel management company the QGCPO calculates the kilometres flown. The kilometre figure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per passenger per 100 km. A factor of 5 has been used for regional, international and domestic travel.


Freedom of Information

2006–07 2007–08

Applications for access

Received 13 33

Completed 5 25

Withdrawn 3 5

Personal 0 0

Non-personal 13 33

Documents

Documents considered 350 1255

Access granted in full 350 1027

One or more exemptions invoked (approx.) 0 9

Decisions (by documents)

Full access 350 798

Partial access 0 0

Access denied 0 228

Review applications

Internal 0 1

External 0 1


RecordkeepingAll business areas within the Department of Public Works are required to comply with the principles of Information Standard 40: Recordkeeping as required by the Public Records Act 2002.

The department has:

• an approved Strategic Recordkeeping Implementation Plan

• an approved Operational Recordkeeping Implementation Plan

• a Business Classification Scheme

• a Core Business Retention and Disposal Schedule

• a whole-of-department Recordkeeping Policy

• assigned recordkeeping roles and responsibilities

• an induction program

• training for basic recordkeeping knowledge and awareness

• an internal monitoring regime (via Internal Audit)

• documented recordkeeping procedures.

During 2007–08, the department reviewed:

• the Business Classification Scheme

• the Core Business Retention and Disposal Schedule

• the overarching Recordkeeping Policy

• the assigned recordkeeping roles and responsibilities

• the induction content

• its training products

• its strategic approach and improvement strategies.

A strategic recordkeeping roadmap has been developed to ensure an environment of continuous improvement in recordkeeping within the Department of Public Works. To this end, a strategic recordkeeping user group has been established with representatives from each of the department’s business areas meeting monthly to progress improvement initiatives, consistent performance and continuous improvement.

In addition, a proof-of-concept Electronic Document and Records Management System project is currently under way to ascertain the effectiveness and appropriateness for a whole-of-department solution.


Shared Service InitiativeThe Shared Service Initiative is a whole-of-Government approach to corporate service delivery. The vision is partnering in corporate services to support and connect government. Shared services are underpinned by standardising business processes, consolidating technology and pooling resources and expertise.

In 2007–08, Queensland Treasury led the refinement of the whole-of-Government model for shared service delivery and provided policy and program management for the Shared Service Initiative.

From 21 September 2007, the Shared Service Agency (SSA) was transferred from Queensland Treasury to the Department of Public Works through a machinery-of-Government change. The SSA now services 29 departments, agencies and other entities across Government. For more information on the SSA refer to page 38 of this annual report.

Shared Service Providers for Queensland Health (Queensland Health Shared Service Partner) and the Department of Education, Training and the Arts (Corporate and Professional Services and the Corporate Administration Agency) and Parliamentary Service continue to operate under their existing hosts.

The SSA provides financial, procurement, human resource, documents and records management, information technology support, and property and facilities management services to 29 client agencies. During 2007–08, the SSA became a business unit of the Department of Public Works.

The SSA’s vision is supported and connected government. The mission is to support Queensland Government service delivery by providing innovative, standardised shared services.

The SSA Senior Management Team is the peak decision-making body for the SSA and is supported by three

sub-committees: Finance Sub-Committee, People Sub-Committee, and Information Sub-Committee.

The SSA provided corporate services to its client agencies with an expenditure budget of $218.24 million.

During the 2007-–08 financial year, 1849 full time equivalent staff delivered these services.

The SSA’s five organisational objectives are:

• have the right people that are skilled, motivated, effectively led and supported to provide quality services

• standardise and provide efficient services, processes and systems that support business needs

• be acknowledged as delivering quality corporate services that support agency business needs

• identify and create business opportunities

• meet the targets set for the SSA by government.

Over the next three years the SSA will implement a range of transformational strategies in business consolidation, building strategic alliances and developing a performance culture to take its operations to the next level of service responsiveness.

During the second year of operation, the SSA:

• developed and transitioned to a revised business model to achieve a single, integrated approach to service delivery for customers and staff

• consolidated its technology platforms through transition to a single information and communication technology network, single intranet and internet sites and interim single finance


and human resource systems

• developed a comprehensive skills enhancement framework for SSA staff, including the implementation of a new corporate induction program and delivery of a second round of leadership development to a further 100 staff at all levels across the SSA

• implemented, in partnership with client agencies and CorpTech, the new whole-of-Government finance business solution in four government agencies

• completed a review of client relationship management and launched a customer charter

• delivered services to clients in accordance with operating level agreements.


Overseas travel

Officer and position: Robert GilesProgram Director (Contracts Management)Major Capital Works

Date: 16/07/07 – 20/07/07

Destination: New Zealand

Reason for travel: To investigate the quality premium tender assessment methodology in the selection of contractors, consultants and suppliers presently being used by the New Zealand Government.

Agency cost: $3354.70

Contribution from other agencies or sources: $0.00

Officer and position: Tony Waters Deputy Director-General (Services)

Peter GrantQueensland Government Chief Information Officer

Date: 10/09/07 – 15/09/07Destination: Japan

Reason for travel: To attend an Executive Technology Briefing at Hitachi Data Systems which provided an opportunity to:

• meet with a select group of Senior IT Executives (both public and private sector) and share information on a range of ICT matters

• develop an understanding of a range of technology issues and applications

• obtain an insight into the development of new and innovative technologies and how these impact the workplace.




Officer and position: Stephen Ryles and Shaun FrancisSenior Architecture ConsultantsCITEC

Date: 10/09/07 – 16/09/07Destination: USAReason for travel: To attend VMworld 2007 Conference and Vendor Briefings in San

Francisco. The conference brought together a number of key virtualisation industry experts who presented forums on international best practice, industry trends and the potential business benefits that can be achieved through the application of these technologies when attempting a major infrastructure consolidation program. The Department of Public Works is currently managing the consolidation of the Queensland Government ICT environment and the knowledge gained through attending the conference and vendor briefings will assist in achieving a successful consolidation.



Officer and position: Alan ChapmanA/Queensland Government Chief Information OfficerQueensland Government Chief Information Office

Date: 18/09/07 – 21/09/07

Destination: New ZealandReason for travel: To represent the Queensland Government’s interests in the work program of

the Cross-jurisdictional Chief Information Officers’ Committee (CJCIOC). Opportunities were also given to communicate the pressing concerns for the Queensland Government to the other jurisdictions and obtain members’ support for Queensland Government initiatives.




Officer and position: Robert GilesProgram Director (Contracts Management)Major Capital Works

Date: 16/07/07 – 20/07/07


Reason for travel: To investigate the quality premium tender assessment methodology in the selection of contractors, consultants and suppliers presently being used by the New Zealand Government.



Officer and position: Max SmithDeputy Director-General (Works)

Date: 24/9/07 – 05/10/07

Destination: Thailand and Vietnam

Reason for travel: To pursue future potential collaborative activities with the Thai Ministry for Social Development and Human Security and its agencies and share information with the National Housing Authority in Thailand in relation to property and tenancy management for social housing.

To assist the Vietnamese Government on safety issues, by providing information on Queensland mitigation strategies.




Officer and position: Dr Teresa CarterMental Health Capital Works Program

David PagendamSenior ArchitectProject Services

Date: 31/10/07 – 02/11/07


Reason for travel: To attend the mental health facility building design conference/forum and visit mental health facilities in Auckland. Knowledge gained during this visit can be applied to the current mental health building program.



Officer and position: Michael AnsteeDirectorProject Services

Date: 04/02/08 – 18/02/08

Destination: Hong Kong, U.K. and U.S.A.

Reason for travel: To inspect first hand and benchmark the current Queensland Police Academy Masterplan against the world’s leading operational police training facilities and learning environments.




Officer and position: Alan ChauPrincipal Fire Services EngineerProject Services

Date: 15/04/08 – 19/04/08


Reason for travel: To attend the Seventh International Conference on Performance-Based Codes and Fire Safety Design Methods. The conference showcased the future developments in the next generation of performance-based building codes in the area of Designing Theoretical Fires, Human Behavioural Characteristics and Acceptance Criteria.



Officer and position: Karen Lyon ReidExecutive DirectorQueensland Government Accommodation Office

Date: 23/05/08 – 31/05/08

Destination: Sweden

Reason for travel: To attend the 2008 Workplace Network (TWN) Conference held in Stockholm. Through this conference, further knowledge of international experiences and best practices was gained in the areas of public sector asset management customer service, building information modelling, sustainable public building design, strategic planning and heritage building redevelopment.




Our locationsSection 06


LocationsHead Office

80 George StreetGPO Box 2457Brisbane Qld 4001

Phone: (07) 3227 7111Fax: (07) 3224 5710

Email: [email protected]: www.publicworks.qld.gov.au

CITEC

Brisbane headquarters317 Edward StGPO Box 279Brisbane Qld 4001

Phone: (07) 3222 2164Fax: (07) 3222 2249

Email: [email protected]: www.citec.com.au

SydneyLevel 12, 60 Margaret StGPO Box 541Sydney NSW 2001

Phone: (02) 9201 0988Fax: (02) 9201 0989

Email: [email protected]

MelbourneLevel 9, 256 Queen StGPO Box 5097BBMelbourne Vic 3001

Phone: (03) 9638 8100Fax: (03) 9638 8109



Goprint

371 Vulture StreetWoolloongabba Qld Locked Bag 500Coorparoo DC Qld 4151

Phone: (07) 3008 6800Fax: (07) 3008 6804

Email: [email protected]: www.goprint.qld.gov.au

Mineral House Copy CentreGround Floor Mineral House41 George StreetBrisbane Qld 4000

Phone: (07) 3224 7796Fax: (07) 3224 2472

Queensland Government Chief Information Office

Levels 8 and 9, 111 George StreetGPO Box 2457Brisbane Qld 4001

Phone: (07) 3405 6222Fax: (07) 3406 2134

Email: [email protected] Internet: www.qgcio.qld.gov.au

Project Services

BrisbaneLevel 4B, 80 George Street GPO Box 2906Brisbane Qld 4001

Phone: (07) 3224 4991Fax: (07) 3224 6185

Email: [email protected]: www.projectservices.qld.gov.au

http://www.projectservices.qld.gov.au/


Gold CoastLevel 3, Robina Eastside232 Robina Town Centre DriveRobinaPO Box 5017Robina Post ShopRobina Town Centre Qld 4230

Phone: (07) 5583 1260Fax: (07) 5583 1272

Sunshine CoastLevel 6, 26 Duporth AvenuePO Box 491Maroochydore Qld 4558

Phone: (07) 5470 8004Fax: (07) 5470 8020

Toowoomba120–124 Mort StreetPO Box 1409Toowoomba Qld 4350

Phone: (07) 4615 3573Fax: (07) 4615 3602

Rockhampton149 Bolsover StreetPO Box 247Rockhampton Qld 4700

Phone: (07) 4938 4533Fax: (07) 4938 4974

Townsville9–15 Langton StreetGarbutt PO Box 561Townsville Qld 4810

Phone: (07) 4799 5502Fax: (07) 4779 2003

CairnsLevel 11, Cairns Corporate Tower15 Lake StreetPO Box 7230Cairns Qld 4870

Phone: (07) 4039 8411Fax: (07) 4039 8331


QBuild

Head OfficeLevels 12 and 13, 295 Ann StreetGPO Box 2937Brisbane Qld 4001

Phone: (07) 3224 6077Fax: (07) 3224 6316

Email: [email protected]: www.qbuild.qld.gov.au

Brisbane City30 Cribb StreetPO Box 1423Milton Qld 4064

Phone: (07) 3235 9830Fax: (07) 3235 9820

Brisbane Metropolitan45 Barrack RoadPO Box 626Cannon Hill Qld 4170

Phone: (07) 3906 1700Fax: (07) 3906 1722

State Government Security ServiceGround Floor Mineral House41 George StreetPO Box 15464 City East Brisbane Qld 4002

Phone: (07) 3224 6961Fax: (07) 3224 4288

Roma Street Parkland1 Parkland BoulevardPO Box 13146 George Street Brisbane Qld 4003

Phone: (07) 3006 4525Fax: (07) 3006 4546


Burdekin9–15 Langton StreetGarbutt PO Box 561 Townsville Qld 4810

Phone: (07) 4799 5400Fax: (07) 4799 5401

Cape York31 Grove StreetPO Box 812Cairns Qld 4870

Phone: (07) 4039 8699Fax: (07) 4031 2560

Capricornia 149 Bolsover StreetPO Box 247Rockhampton Qld 4700

Phone: (07) 4938 4500Fax: (07) 4938 4831

Darling Downs120–124 Mort StreetPO Box 666Toowoomba Qld 4350

Phone: (07) 4615 3500Fax: (07) 4615 3509

Far West5 Traders Way, SunsetPO Box 1659Mt Isa Qld 4825

Phone: (07) 4747 2766Fax: (07) 4747 2777

South CoastLevel 3 , 232 Robina Town Centre DriveRobina Town CentrePO Box 3156Robina Town Centre Qld 4230

Phone: (07) 5583 1900Fax: (07) 5583 1943


Sunshine Coast14–28 Lee StreetPO Box 1680Caboolture Qld 4510

Phone: (07) 5420 2000Fax: (07) 5420 2050

Whitsunday36 Tennyson StreetPO Box 86Mackay Qld 4740

Phone: (07) 4967 1050Fax: (07) 4957 2718

Wide Bay/Burnett44 Ariadne StreetPO Box 299Maryborough Qld 4650

Phone: (07) 4121 1999Fax: (07) 4121 1948

District OfficesBarcaldine Bundaberg Charleville Emerald GladstoneHemmant – QBuild Industries Palm Island Roma Thursday Island

DepotsAtherton Ayr Bamaga Barcaldine Beaudesert Beenleigh Biloela BorallonBowen BundabergCaboolture Camp Hill Charters Towers


Chinchilla Cloncurry Cunnamulla Doomadgee Gatton Gayndah GladstoneGumdale Gympie Hervey BayInala Ingham Innisfail Kingaroy Kowanyama Kunda ParkLongreach Mareeba MoranbahMornington Island Mt Isa Noosa Normanton Northgate Palm IslandRedcliffe Richlands Rocklea Southport St George WarwickWeipa Wolston Correctional Centre Depot – Wacol

QFleet

Head OfficeLevel 16, Mineral House41 George StreetGPO Box 293Brisbane Qld 4001

Phone: (07) 3224 4292Fax: (07) 3224 6242

Email: [email protected]: www.qfleet.qld.gov.au

http://www.qfleet.qld.gov.au/


QFleet Vehicle Hire ServiceLevel 2B, 80 George StreetBrisbane Qld 4000

Phone: (07) 3224 4180Fax: (07) 3224 4012

QFleet Service Centre131 Colchester StreetSouth Brisbane Qld 4101

Phone: (07) 3405 6857Fax: (07) 3405 6858

QFleet Workshop72 Pineapple StreetZillmere Qld 4034

Phone: (07) 3406 6900Fax: (07) 3406 6946

Queensland Government Chief Procurement Office

Level 15, Mineral House41 George StGPO Box 123Brisbane Qld 4001

Phone: (07) 3235 4333Fax: (07) 3224 7921

Email: [email protected]: www.qgm.qld.gov.au

Queensland State Archives

435 Compton RoadRuncornPO Box 1397Sunnybank Hills Qld 4109

Phone: (07) 3131 7777Fax: (07) 3131 7764

Email: [email protected]: www.archives.qld.gov.au


SDS

Distribution WarehouseCambewarra StreetZillmere Qld 4034

Phone: (07) 3866 0200Fax: (07) 3866 0270

Email: [email protected]: www.sdsonline.qld.gov.au

Brendale Logistics10 Deakin StreetBrendale Qld 4500

Phone: (07) 3866 0200Fax: (07) 3866 0270

Email: [email protected]: www.sdslogistics.qld.gov.au

Publications371 Vulture StreetWoolloongabba Qld 4102

Phone: (07) 3246 3399Fax: (07) 3246 3534

Email: [email protected]: www.sdspublications.qld.gov.au

SDS Express incorporating The Government Bookshop (Retail Outlet)41 George StreetBrisbane Qld 4000

Phone: (07) 3224 7150


Shared Service Agency

Level 5, Forestry House160 Mary StreetGPO Box 1435Brisbane Qld 4000

Phone: 1300 SHARED

Internet: www.ssa.qld.gov.au

http://www.ssa.qld.gov.au/


Department of Public Works

ISSN 1443-5365

Head Office

80 George Street, Brisbane Qld

Postal Address

GPO Box 2457, Brisbane Qld 4001

Internet

www.publicworks.qld.gov.au

Email

[email protected]

Further copies of this report are available from ExternalRelations, Department of Public Works.

Phone: (07) 3222 2652Fax: (07) 3227 6413

http://www.publicworks.qld.gov.au