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QBCC ANNUAL REPORT 2016-2017 | 61

This section provides an overview of how the QBCC manages its most important assets – its staff – and the various governance structures in place.

1 Equal Employment Opportunity (EEO)

MANAGEMENT ANDACCOUNTABILITY

WORKFORCE PROFILEAs at 30 June 2017, the QBCC employed 402.74 FTE (full-time equivalent) staff across professional, technical and administrative roles against a target of 406 FTE, with 67 per cent of our staff providing frontline services.

WORKPLACE PROFILE AS AT 30 JUNE 2017

EEO1 Target Groups 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017

Women 174 193 221 225 235

Aboriginal & Torres Strait Islander 6 6 6 6 5

People with a disability 27 23 22 20 16

Non-English speaking background 40 36 35 39 32

TABLE 23

WORKFORCE DIVERSITY AS AT 30 JUNE 2017 (BASED ON SUBSTANTIVE POSITION)

Level Male Female Total EEO Target groups

Administrative A01-A03 25 59 84 14

Administrative A04-A05 51 121 172 24

Middle Management A06-A08 107 49 156 37

Executive Management S0-SES 6 6 12 1

% of total staff 44�57% 55�43% 424 17�92%

TABLE 24

62 | QBCC ANNUAL REPORT 2016-2017

ATTRACTING AND RETAINING OUR WORKFORCE In 2016-2017, the QBCC continued its commitment to attract and retain a skilled and capable workforce by:

• having all employees undergo performance planning and personal development through developing individual business plans

• encouraging staff to use QBCC’s learning and development system to upgrade their skills and record their learning achievements, including rolling out the 7 Habits of Highly Effective People Foundations to staff

• developing and implementing a formal talent management framework for future leaders and identifying emerging leaders for the organisation

• having our Executive Leadership Team complete a Leadership Onboarding Course in August 2016

• making financial support for further study and professional development available

• developing strategies to promote diversity and innovation in the organisation. This includes launching the QBCC’s Respect, Equity, Diversity and Inclusion (REDI) Squad in May 2017, which supports staff and provides

advice to QBCC’s leadership team and incorporates diversity and inclusion throughout the organisation.

HELPING STAFF ACHIEVE WORK, LIFE AND FAMILY BALANCE Staff at the QBCC are encouraged to have a balance between work and family responsibilities. To do so, a range of options are available such as variable working hours and part-time opportunities.

KEEPING OUR STAFF SAFE AND HEALTHY The QBCC is committed to ensuring the safety and wellbeing of its staff, contractors and visitors. To demonstrate our commitment to health and safety in 2016-2017, the QBCC ensured that:

• the Work Health and Safety Committee was committed to adequately training all members

• Work Health and Safety issues were recorded, investigated and actioned appropriately

• staff completed Workplace Bullying and Harassment training sessions

• Toolbox Talks covering a variety of short safety topics were held

• risk management activities were implemented, including health and safety hazard inspections across all office locations

• adequate first aid officers were available in all office locations

• each office location had adequately trained emergency control members

• staff had access to rehabilitation for work and non-work related injuries or illnesses

• staff had access to the Employee Assistance Program which provides confidential counselling and wellbeing support to all employees and their immediate family members

• flu vaccinations and hepatitis injections were made available to QBCC staff

• staff had access to variable working hours.

In 2016-2017, the QBCC also conducted an audit of the effectiveness of the occupational health and safety management system, and has identified a number of opportunities to improve its performance in this area. Steps have been taken to ensure these opportunities are implemented in the QBCC.

VA

LUIN

G

OU

R S

TAFF

In 2016-2017, the QBCC embarked on its Employee Value Proposition project. It seeks to ensure that the QBCC remains a contemporary and high-performing organisation where its policies and human resources frameworks are kept up-to-date, and staff expectations are met.

LEAVE

FLEXIBLE WORK

As part of this project, the following

HR policies and procedures, in

consultation with staff, were reviewed:


PERFORMANCE MANAGEMENT SYSTEM AND STAFF RECOGNITION The QBCC maintains a performance management system to ensure the achievement of organisational strategies, unit business plans and performance outcomes of work teams and individual employees. Performance is reviewed on a regular basis.

PROFESSIONAL DEVELOPMENT AND CAREER PATHS The QBCC is committed to encouraging lifelong learning. This is demonstrated through its Study and Research Assistance Scheme (SARAS). It provides support for QBCC employees seeking to gain qualifications to support their work and careers.

Through SARAS, the QBCC supports employees who wish to undertake degree or doctorate programs, professional qualifications or other nationally approved vocational qualifications that are related to their area of work. Individual modules must be credit-bearing, and lead to a full qualification.

Employees who are required to complete compulsory professional development, including lawyers, accountants and certifiers, are also given support in their continued professional development.

CORPORATE SOCIAL RESPONSIBILITIES The QBCC recognises its corporate social responsibilities associated with reservists by being a supportive employer with the Defence Reserves Support Council (DRSC). The DRSC promotes the benefits of the Army and Defence Force Reserve Service. Since the QBCC became a supportive employer with the DRSC, the QBCC has supported a total of four employees to undertake reserve service. This included three employees in the 2015-2016 period, and one in the 2016-2017 period.

INDUSTRIAL AND EMPLOYEE RELATIONS The QBCC has an ongoing positive relationship with the Together Union. Agency Consultative Committee meetings are held every six weeks and attended by Together Union and the QBCC’s management representatives.

The QBCC also reviewed all Human Resources policies to reflect current industrial instruments and consistency with the Industrial Relations Act 2016.

EARLY RETIREMENT, REDUNDANCY AND RETRENCHMENT During the period, two employees received redundancy packages at a cost of $88,034. Employees who did not accept an offer of a redundancy were offered case management for a set period of time, where reasonable attempts were made to find alternative employment placements.

HOURS OF DUTY

SOCIAL

MEDIA

WORK HEALTH

AND SAFETY

STUDY AND

RESEARCH

ASSISTANCE

SCHEME

REHABILITATION

AND REASONABLE

ADJUSTMENT


ROLE AND RESPONSIBILITIES OF THE BOARD The Board consists of seven independent, non-executive members who were appointed by the Governor-in-Council on 1 December 2016 under the QBCC Act for a three-year term. The appointments for the previous Board members expired on 30 November 2016.

At the highest level of governance, the Board carries out its duties in accordance with:

• the Queensland Building and Construction Commission Act 1991

• the Queensland Building and Construction Board Charter

• the Queensland Cabinet Handbook

• the highest levels of ethics and corporate governance.

Under Section 11 of the QBCC Act, the Board is responsible for the following functions:

• deciding the strategies and the operational, administrative and financial policies to be followed by the QBCC

• ensuring the QBCC performs its functions and exercises its powers in a proper, effective and efficient way

• making and reviewing policies governing the administration of the QBCC Act

• providing guidance and leadership to the Commissioner

• providing guidance and leadership to the Service Trades Council, other than in relation to its function of conferring on national policy development and implementation for the trade under the Plumbing and Drainage Act 2002

• advising the Minister on issues affecting the building industry, consumers, the administration of the QBCC Act and the administration of the QBCC

• advising the Minister about unfair and unconscionable trading practices affecting the security of payments to contractors and subcontractors

• consulting with the building industry and its consumers and advancing their interests, consistent with the objects of the QBCC Act.

BOARD MEETINGS Ordinary meetings of the Board are scheduled monthly. Recognising the need to be flexible and adapt to changing environments and

circumstances, the Board is able to consider routine matters out of session by flying minute or by way of an extraordinary Board meeting where the matter is complex or requires fulsome discussion.

A summary of attendance of Board members at ordinary and extraordinary Board meetings is set out in the table on page 65.

COMMITTEE MEETINGS To facilitate its efficient operation, the Board has five committees:

• Stakeholder Advisory Committee

• Finance, Audit and Risk Committee

• Insurance Committee

• People and Culture Committee

• Regulatory and Resolution Committee.

Each committee operates to a charter which outlines its purpose, duties, responsibilities, membership, authority and meeting requirements.

CORPORATE GOVERNANCE


BOARD MEMBER ATTENDANCE AND REMUNERATION 2016-2017

Queensland Building and Construction Board

Act or instrument Queensland Building and Construction Commission Act 1991

Functions Governing body of the Queensland Building and Construction Commission

Achievements• endorsed and supported internal redesign efforts to achieve meaningful improvements

in service delivery and culture, including the functional realignment of the QBCC

• provided oversight of the performance and operations of the QBCC.

Financial reporting Transactions of the entity are accounted for in the financial statements

REMUNERATION

Position NameMeetings/sessions

attendance

Approved annual,

sessional or daily fee 1

Approved sub-committee fees

if applicable

Actual fees received 2

Chair R. L. (Dick) Williams 14 $50,000 pa N/A $32,000

Deputy Chair Jennifer Robertson* 18 $25,000 pa N/A $27,000

Member Lesley Anderson 10 $25,000 pa N/A $16,000

Member Leeanne Bond 8 $25,000 pa N/A $16,000

Member Michelle James 7 $25,000 pa N/A $16,000

Member Brett Schimming 9 $25,000 pa N/A $16,000

Member Robert Schwarten 8 $25,000 pa N/A $16,000

Former Chair Phil Kesby 13 $50,000 pa N/A $24,000

Former Member Chris Cunnington 6 $25,000 pa N/A $11,000

Former Member Robin Fardoulys 9 $25,000 pa N/A $11,000

Former Member Rob Hutchinson 7 $25,000 pa N/A $11,000

Former Member Martin Lee 6 $25,000 pa N/A $11,000

Former Member Len Scanlan 8 $25,000 pa N/A $11,000

No. scheduled meetings/sessions 30

Total out of pocket expenses $95,869 in on-costs including travel, professional development and associated expenses

TABLE 25

* Jennifer Robertson was a member of the former Board and is a member of the current Board.

1 Approved fees do not include superannuation amounts.

2 Actual fees include superannuation amounts.


STAKEHOLDER ADVISORY COMMITTEE The Stakeholder Advisory Committee was established to enhance the operational efficiency of the QBCC by obtaining stakeholder feedback and making recommendations to the Board so that feedback can be addressed in a timely and appropriate manner. The committee comprises Robert Schwarten (Committee Chair), Leeanne Bond, and R. L. (Dick) Williams, and over 20 key external stakeholders. The committee fulfils the following functions:

• providing a forum where views about the conduct of operational matters can be aired, examined, debated and recommendations developed

• encouraging stakeholder feedback, whether negative or positive, to allow for a timely organisational response that respects confidentiality and addresses the issue to the satisfaction of the committee

• identifying and developing a clear channel of communication that offers committee members the opportunity to bring forward issues to relevant officers of the QBCC in-between meeting dates

• welcoming new ideas and initiatives that will enhance the operational efficiency of the QBCC and strengthen the service delivery of the organisation.

In 2016-2017, the committee held its inaugural meeting in June 2017.

FINANCE, AUDIT AND RISK COMMITTEE The Finance, Audit and Risk Committee provides independent comment, advice and counsel to the Board on the suitability of the QBCC’s accountability and control framework, including audit and audit-related findings, financial planning and reporting, and the risk management framework and associated policies. The committee comprises Lesley Anderson (Committee Chair), Jennifer Robertson, Brett Schimming and R. L. (Dick) Williams. The committee

observed the terms of its charter and had due regard to Queensland Treasury’s Audit Committee Guidelines. The committee’s core duties are to:

• provide independent advice to the Board on the adequacy, timeliness and reliability of the QBCC’s operations and systems, including audit planning processes, corporate governance, internal audit, and compliance with legislation and statutory obligations, and ethical conduct and probity

• consider matters related to the QBCC’s financial affairs

• review and evaluate the QBCC’s risk management framework and procedures, including contingency planning.

In 2016-2017, the committee met five times and conducted the following activities:

• reviewed and monitored the QBCC’s internal, quality assurance and external audit activities

• reviewed and monitored the monthly financial results and variations in the budget

• ensured the financial report was completed within legislated timeframes

• reviewed and monitored the preparation of the 2017-2018 annual budget.

INSURANCE COMMITTEE The Insurance Committee provides advice to the Board on the performance and issues relating to the Home Warranty Insurance scheme (Scheme). The committee is made up of Leeanne Bond (Committee Chair), Lesley Anderson and R. L. (Dick) Williams. The committee’s duties and responsibilities include:

• monitoring and reporting to the Board on the performance of the Scheme

• reviewing the Scheme in the context of the economic and environmental climate conditions

• ensuring substantial compliance with the Australian Prudential Regulation Authority standards in accordance with the QBCC’s Risk Appetite Statement

• ensuring that the QBCC is effective in responding to insolvency events in the domestic building sector

• monitoring the QBCC’s claims administration to ensure that efficient results are being achieved

• monitoring underwriting principles to make sure the Scheme achieves sound results

• collaborating with re-insurers in the performance of the Scheme and monitoring re-insurance agreements

• monitoring and reporting to the Board with regards to the actuarial assessment of the Scheme on any action required to ensure that the Scheme remains viable and effective.

The committee met four times in 2016-2017.

PEOPLE AND CULTURE COMMITTEE The People and Culture Committee ensures that the QBCC establishes appropriate people and culture strategies and policies consistent with business requirements. The committee also embeds a culture of accountability, participation, customers and community, creativity, delivering value and safety. The committee comprises Michelle James (Committee Chair), Brett Schimming, and R. L. (Dick) Williams. The committee is charged with advisory and decision-making functions and duties in the following areas:

• nominations and appointments for Board and senior leadership roles

• remuneration and evaluation

• succession plans

• organisation structure

• organisation change.

In 2016-2017, the committee met four times.


REGULATORY AND RESOLUTION COMMITTEE The Regulatory and Resolution Committee supports the Board by overseeing and advising on the QBCC’s licensing regulatory framework and systems. The committee is made up of Jennifer Robertson (Committee Chair), Michelle James, Robert Schwarten, and R. L. (Dick) Williams. The committee is responsible for providing support to the Board by overseeing and providing advice on issues relating to:

• ensuring that the licensing regulatory framework continues to meet the needs of the industry and practices in the training industry

• ensuring that the licensing regulatory framework adds value to the building industry and continues to protect consumers and industry

• ensuring that appropriate resolution systems are in place to handle disputes fairly and equitably

• ensuring that appropriate mechanisms are in place to educate contractors on their legal rights and responsibilities

• providing advice to the Board on the dispute resolution, compliance mechanisms, contractual and security of payment issues.

In 2016-2017, the committee met four times.

SERVICE TRADES COUNCIL The STC is made up of members appointed by the Governor-in-Council for a four-year term. The main purpose of the STC is to act as a voice for the service trades industry, and also to provide advice about the industry to the Minister, and the QBCC Commissioner.

Under Section 6 of the PDA, the STC has the following functions:

• conferring on national policy development and implementation for the trade2

• reporting to the Minister on any issue relating to the trade2 the

Minister refers to it or any issue relating to the trade2 the STC considers the Minister should know about

• making recommendations to the QBCC Commissioner about the performance of the Commissioner’s functions under the PDA

• establishing a panel of the STC to assist the QBCC Commissioner to effectively and efficiently perform the Commissioner’s functions as relevant to the STC

• establishing other panels to assist the STC to effectively and efficiently perform its functions

• reviewing decisions of the QBCC Commissioner

• performing other functions relating to the trade2 given to the STC under an Act.

2 The term “trade”, as defined in the PDA, means the trade of plumbing and draining.



SERVICE TRADES COUNCIL MEMBER ATTENDANCE AND REMUNERATION 2016-2017

Service Trades Council

Act or instrument Plumbing and Drainage Act 2002

Functions Advisory body

Achievements

• establishing a Complex Licensing Panel to review and make recommendations about complex licence applications, including applications from overseas-trained practitioners

• implementing a Regional Outreach Program, involving holding all regular meetings from October 2016 to June 2017 in regional locations, accompanied by an industry forum to allow licensees and contractors to get updates on important industry matters

• endorsing the reinstatement of a regular newsletter, published by the QBCC, for licensees in the plumbing, drainage and fire protection industries

• acting as the internal review mechanism for licensees who have received disciplinary action under the Plumbing and Drainage Act 2002

• reporting to the Minister for Housing and Public Works and Minister for Sport, and making recommendations to the Commissioner of the QBCC about matters relevant to the trade.

Financial reporting Transactions of the entity are accounted for in the financial statements

REMUNERATION

Position NameMeetings/sessions

attendance

Approved annual, sessional or

daily fee

Approved sub-committee fees

if applicableActual fees received*

Chair Penny Cornah 8 $390 N/A $0

Deputy Chair Janet Cumming 8 N/A N/A $0

Deputy member William Watson 1 $300 N/A $0

Member Sharon Simmers 6 N/A N/A $0

Deputy member Christopher McKenzie 2 N/A N/A $0

Deputy member Greg Jackson 1 N/A N/A $0

Member Graham Mackrill 7 $300 N/A $0

Member Linda Bradley 7 N/A N/A $0

Member Andrew Hickman 6 $300 N/A $0

Deputy member Wayne Smith 2 $300 N/A $0

Member Catherine McCahon 8 N/A N/A $0

Deputy member Lindsay Walker 1 N/A N/A $0

Member Bradley Hodgkinson 8 N/A N/A $0

Deputy member Allan Hazell 1 N/A N/A $0

Member Gary O’Halloran 3 $300 N/A $0

Deputy member Michael Wiech 4 $300 N/A $0

Member Ray Smith 6 N/A N/A $0

Deputy member Eddie Denman 3 N/A N/A $0

Deputy member Stephen Jennison 1 N/A N/A $0

Deputy member Tracy Barkham 1 $300 N/A $0

Member Esther Blest 8 N/A N/A $0

No. scheduled meetings/sessions 8

Total out of pocket expenses $0

TABLE 26

* Fees have not been paid as some organisations do not let individual employees receive benefits, including remunerations, for being on boards, and have requested that fees be paid directly to the organisation. The Department of Housing and Public Works is considering these issues.


SENIOR LEADERSHIP TEAMLed by the Commissioner, the QBCC’s Senior Leadership Team is responsible for implementing our strategy and the day-to-day operations of the QBCC.

The responsibilities of the Senior Leadership Team include:

• undertaking strategic planning in conjunction with the Board

• overall management of the QBCC

• ensuring the QBCC performs its functions and exercises its powers in a proper, effective and efficient way.

The Senior Leadership Team met regularly in 2016-2017 to discuss and approve a range of strategic and operational matters with the purpose of achieving the objectives set out in our strategic and business plans.

Executive remuneration has been determined in accordance with the level of responsibility and accountability of each executive and to ensure that highly skilled and experienced executives have been attracted and retained to these positions. Performance agreements are in place for all executives to ensure a high-performing Senior Leadership Team and QBCC.

Please see Note F1 on page 121.

QUEENSLAND BUILDING AND CONSTRUCTION PRODUCT COMMITTEE

The Queensland Building and Construction Product Committee was established by the QBCC with the aim of protecting home owners and industry members from non-compliant3 and non-conforming4 products. The committee is comprised of the QBCC, the Queensland Office of Fair Trading, Queensland Electrical Safety Office, the Department of Natural Resources and Mines, the Queensland Fire and Emergency

Services, the Australian Competition and Consumer Commission, the Department of Housing and Public Works, and Workplace Health and Safety Queensland.

The committee met five times in 2016-2017 and discussed a range of issues that considered non-compliant and non-conforming building products.

FIRE PROTECTION WORKING GROUP The Fire Protection Working Group (FPWG) is a consultative group established to provide an opportunity for collaboration across the fire protection industry on issues affecting the industry. The FPWG provides feedback to the QBCC and the Service Trades Council on issues relating to policy and legislative reform, licensing, regulatory compliance, consumer education and awareness, contractor education and training, and the performance of the QBCC in undertaking its administrative and regulatory functions.

Membership of the FPWG includes representatives of the QBCC, the Australian Institute of Building Surveyors, Master Plumbers’ Association of Queensland, the National Fire Industry Association, Queensland Fire and Emergency Services, the Insurance Council of Australia, the Fire Protection Association of Australia, the Association of Wall and Ceiling Industries and the Plumbers Union Queensland.

The FPWG met five times in 2016-2017, and discussed a range of issues that included:

• requirements for completion and submission of forms, including Form 16 and Form 72

• standards of work and licensing of fire certifiers

• commissioning and certifying fire

hydrant systems

• licence class review

• the proposed Queensland Building Plan

• QBCC compliance activities in relation to fire protection.

RISK MANAGEMENT The Board (through the Finance, Audit and Risk Committee) is responsible for the oversight of risk by ensuring risks are managed, and internal controls are effective in reducing the impact on the QBCC.

Our Risk Management strategy and framework is compliant with the AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines. They provide visibility of risks to the Commissioner, the Senior Leadership Team, the Board, and the Finance, Audit and Risk Committee through the:

• escalation of high and extreme risks, emerging risks and critical issues

• management of the risks and issues within QBCC’s Risk Appetite

• identification of opportunities.

Our risk approach enables the achievement of organisational goals, compliance with relevant legal and regulatory requirements, facilitates risk-based planning and decision making, promotes and supports a risk-focussed culture and improves organisational resilience.

We are continually embedding risk into our culture and building capability so that we rapidly adapt and respond to dynamic changes, demands, opportunities and threats. This aims to safeguard the sustainability and reputation of the QBCC.

3 Non-compliant building products and materials are those that are used in situations where they do not comply with the requirements of the National Construction Code (NCC). 4 Non-conforming building products and materials are those that do not meet the required standards for the use in which they are intended. An example of a non-conforming product would be a threaded cyclone rod that does not have the required level of corrosion protection, but is marketed and sold as a “cyclone rod”. A building product can be both non-conforming and non-compliant.


PUBLIC SECTOR ETHICS ACT 1994 AND THE CODE OF CONDUCT In 2017, the QBCC consulted with staff on a proposal to adopt the Public Service Commission’s Code of Conduct which is used across the Queensland Public Service. This would align the QBCC with whole-of-government requirements. The Minister, the Board, employees and the Together Union are supportive of this approach. The QBCC will continue to progress this initiative.

The QBCC follows the principles and values of the Public Sector Ethics Act 1994 as well as the QBCC’s corporate values. Board members and employees are expected to maintain the highest ethical standards in discharging their responsibilities and duties. The QBCC made the Queensland Ombudsman training, focussing on Public Sector Ethics and Good Decisions under the Public Sector Ethics Act 1994, available to staff in 2016-2017. All QBCC staff undertook the Corrupt Conduct and Public Interest Disclosure Awareness training in 2016.

ETHICAL STANDARDS AND DISCLOSURES The QBCC maintains a Conflict of Interest policy that applies to all employees, external contractors and Board members. The purpose of the policy is to raise awareness and provide a consistent framework for the identification, management and reporting of all conflicts of interest and potential conflicts of interest with the QBCC.

The policy details employee obligations and declares perceived or actual conflicts of interest and where and when they can occur. The Commissioner is responsible for managing this policy.

OFFICIAL MISCONDUCT AND PUBLIC INTEREST DISCLOSURES The QBCC maintains a policy that establishes procedures for the effective reporting of official misconduct and the effective administration of public interest disclosures.

The Commissioner has a duty to refer all complaints to the Crime and Corruption Commission (CCC) where the Commissioner suspects official misconduct. The QBCC has no power to deal with matters unless they are referred back to the QBCC from the CCC for action. Outcomes of any investigations are reviewed and monitored.

The QBCC reports immediately to the Public Service Commission on all disclosures received.

All QBCC staff undertook Corrupt Conduct and Public Interest Disclosure Awareness training in 2016.

COMPLIANCE AND ENFORCEMENT POLICY 2014The QBCC continued applying its Compliance and Enforcement Policy 2014 in 2016-2017. The objective of the policy is to promote high compliance with the laws that the QBCC administers. The focus is not on enforcement alone, but rather on a full range of activities and powers to encourage and enforce compliance with the laws the QBCC is responsible for administering.

The QBCC has adopted a risk-based and outcome-focussed approach to compliance enforcement, adhering to a set of principles that drive how compliance and enforcement decisions are made.

To make the best use of resources and to maximise the public benefit, compliance and enforcement activities are targeted to areas of strategic priority, and where there is evidence or likelihood of consumer detriment. A range of other tools are available to the QBCC that may be used as an alternative to prosecution.

ACTING ETHICALLY AND RESPONSIBLY



CUSTOMER FEEDBACK MANAGEMENT POLICYThe QBCC continued refining its Customer Feedback Management Policy in 2016-2017. The feedback framework captures and manages service complaints in line with the Queensland Government’s policy under the provisions of the Public Service Act 2008 and the recommendations of the Office of the Queensland Ombudsman.

Feedback from our customers is an integral part of delivering high-quality customer service and provides valuable insight into business improvement opportunities.

The QBCC has adopted an approach to managing negative customer feedback where investigations will be conducted in an unbiased, transparent and accountable manner.

Customer feedback can be lodged via an online form on the ‘Contact Us’ page of the QBCC’s website. Feedback is also accepted via email, social media, face to face, over the phone, facsimile or through mail. Survey response comments are also captured as feedback cases. Staff are encouraged to capture all feedback, including service complaints, compliments and suggestions.

The QBCC has made it easy for customers to lodge feedback, and has been focussing on staff education about the value of capturing feedback. The substantial increase in feedback cases reflects the success of the initiative.

Prompt action has been taken in relation to all contacts received. All service complaints were investigated where possible and appropriate steps taken to improve communications and address complainants’ concerns in accordance with the QBCC’s Customer Feedback Management Policy.

CUSTOMER FEEDBACK STATISTICS OVER THE PAST THREE YEARS

2014-2015

2015-2016

2016-2017

Percentage increase over the previous year

Suggestions 58 259 544 110%

Compliments 109 191 275 43.9%

Service complaints 285 749 1,505 101%

TABLE 27


SERVICE AND ADMINISTRATIVE PROCESS COMPLAINTS Service and administrative complaints about the conduct of QBCC employees are referred to the Staff Conduct Committee. This committee received 18 complaints of which all were reviewed and two were sent to independent agencies or investigators. The average time to complete an investigation was 46 days with outcomes from the investigations ranging from no allegations being supported to disciplinary action being taken.

INTERNAL AND EXTERNAL AUDITS Internal audit is an independent function within the QBCC to assist the Commissioner in the discharge of responsibilities under the Financial Accountability Act 2009 and to provide an independent review of internal system controls.

Ernst & Young performed the internal audit function for the QBCC in accordance with the 2016-2017 internal audit plan. The Finance, Audit and Risk Committee acted as a forum for internal audit and oversaw its planning, monitoring and reporting processes. This forms part of the governance processes that ensure the QBCC’s internal audit function operates effectively, efficiently and economically. The internal audit is also performed independently of management and authorised auditors. Internal audit has fulfilled its function in accordance with the above requirements to safeguard the QBCC’s integrity in relation to corporate reporting, and has had due regard to the Audit Committee Guidelines.

In 2016-2017, the internal audit plan was approved by management. A total of four internal audit engagements were undertaken, including Procurement & Delegations, Contract & Contractor Management, Program Management Office, IS Roadmap & Infrastructure and a follow-up audit of prior audit recommendations. A further

Statement of Work was approved in December 2016 to review the Enterprise Risk Management Framework and the Fraud Framework, as well as conduct a review of assurance processes validating the close out of prior audit recommendations, and the provision of program assurance and support through the establishment of the Portfolio Governance Board, including a framework of governance for the Portfolio Governance Board.

The QBCC’s Quality Assurance Audit unit undertook a total of five audits, involving the auditing of compliance with policies, procedures and delegations. These included audits on Regional Compliance Investigations, the Internal Review function, the Customer Feedback framework and the Right to Information/Information Privacy process.

The Queensland Audit Office is the QBCC’s external auditor under the terms of the Financial Accountability Act 2009.

PRUDENT INVESTMENT MANAGEMENT The Finance, Audit and Risk Committee is responsible for monitoring the performance of its fund managers, Queensland Investment Corporation and Queensland Treasury Corporation. The committee monitors performance through advice from the QBCC’s fund managers, QBCC’s Senior Leadership Team and economic information from other relevant sources.

The QBCC’s Investment Policy will be reviewed as required in the light of prevailing trends in the investment market. As a minimum, the policy will be reviewed annually.

The QBCC’s investment powers are limited by the Statutory Bodies Financial Arrangements Act 1982. Accordingly, Queensland Investment Corporation and Queensland Treasury Corporation will also continue to manage the funds.

RIGHT TO INFORMATION AND INFORMATION PRIVACY The QBCC is committed to providing the community with greater access to information through supporting the proactive disclosure of information unless on balance it is contrary to public interest.

The QBCC also recognises the importance of protecting the personal information of individuals in accordance with the Information Privacy Principles, ensuring the collection of personal information is done fairly and lawfully, and that all reasonable steps are taken to safeguard the information collected in regard to storage, use and disclosure.

The QBCC is committed to following the objects of the Right to Information Act 2009 (RTI Act) and Information Privacy Act 2009 (IP Act), with 89,336 folios being processed from RTI and IP applications, administrative access and government requests in 2016-2017. Approximately 82 per cent of these folios were released in full. These statistics do not include documents released under ‘Administrative Access’ by other operational areas, or under proactively released documents such as fact sheets, media releases and publications.

Chapter 5 of the IP Act provides for an individual to make a complaint about an agency’s breach of the privacy principles within 12 months of the alleged breach. A privacy complaint form is available on the QBCC’s website. One formal privacy complaint was received by the QBCC in the reporting period.


RTI AND IP APPLICATIONS AND REVIEWS RECEIVED OR ON HAND IN 2016-2017

Application type Application No� %

Administrative access 167 44.00

Information Privacy 83 22.00

Right to Information 116 30.50

Consultations from other agencies 4 1.00

Requests from Government agencies relating to law enforcement 8 2.00

Privacy complaints 2 0.50

Total 380 100

Withdrawn 40

Internal reviews RTI & IP 10

External review RTI & IP 15

TABLE 28

Finalised No� of pages %

Full access 73,179 82

Partial access 5,222 6

Full exemption 10,935 12

Total 89,336 100

OPEN DATA The QBCC meets its requirements to publish information through the Queensland Government’s Open Data portal at https://data.qld.gov.au. Information published includes:

• Consultancies

• Overseas travel

• Queensland Language Service Policy.

INFORMATION SYSTEMS AND SECURITY In 2016-2017, the QBCC continued to enhance the management and security of its information assets as part of the QBCC Information Service Roadmap. Some of the key initiatives were the implementation of a new mobile device management system for improved security and support of mobile devices. The QBCC also continued working to implement Office 365 and to move towards a cloud environment in the future.

The QBCC conducts regular external security testing of the technology environment and continuously works

on improving the resilience of its systems to unexpected events such as natural disasters. The QBCC has processes and systems in place for the ongoing detection of and protection against external security threats to IT services, including virus attacks, hacking, access control breaches and physical environment control failures.

RECORDS MANAGEMENT During the reporting period, the QBCC’s electronic document and records management system (eDRMS) reached the end of vendor support. The QBCC recognised the risks associated with the current eDRMS and has initiated a project to implement a suitable replacement.

In the reporting period, a review of the QBCC records management policy was also performed and a new policy drafted. The policy articulates at a high level how recordkeeping is implemented across the QBCC with regards to key roles and responsibilities,

business systems and delegations. In addition, records management planning and risk monitoring was further enhanced as part of whole-of-organisation business planning and risk reporting practices.

The QBCC’s disposal program was internally suspended in this reporting period while all policies and procedures and process steps, delegations and disposal documentation as well as systems limitations were reviewed. This meant that no formal destruction took place. Only those records regarded as transitory and short-term records were destroyed as they were not subject to formal destruction documentation.

The QBCC continues to sentence QBCC records according to its two specific retention and disposal schedules:

• QBCC Retention and Disposal Schedule (QDAN185 Version 2)

• Building Construction Industry Payments Agency (BCIPA) (QDAN673 Version 1).

https://data.qld.gov.au


Documents

MANAGEMENT AND ACCOUNTABILITY - qbcc.qld.gov.au · qbcc annual report 2016-2017 | 61 ... management and accountability workforce profile as at 30 june 2017, ... (saras). it provides