department of housing · 2019-11-15 · department of housing—final report 1 july 2008–26 march...

Final Report 1 July 2008 – 26 March 2009

Department of Housing

Director-General’s message 3

Contribution to Government ambitions 5

Our history 6

Achieving our goals and outputs 7

Performance summary 8

Goal: Delivering integrated social housing and housing services to low-income households for the duration of their need 9

Goal: Providing support for low-to-moderate income households in the private market 19

Goal: Helping build sustainable communities 21

Future direction 24

Organisational capability and governance 25

Client service management 26

Community engagement 33

Workforce management 35

Asset management 38

Information and communication management 40

Financial management 41

Environmental management: reducing our carbon footprint 43

Quality management 46

Leadership 48

Appendices 53

Glossary of acronyms used in this report 54

Statutory obligations and powers 54

Consultancies 56

Freedom of Information 57

Overseas travel 57

Recordkeeping 58

Shared Services Initiative 58

Structure of the department 58

Organisational structure 60

Office details 61

Office locations 64

Funded organisations 65

Financial Statements 67

Feedback Back cover

VisionImproving people’s lives through housing and community renewal.

ValuesOur commitment to our vision was underpinned by the values of integrity, diversity and respect. These values supported and guided our philosophy of client-focused service delivery.

ObjectivesThe main objectives of the department, as established by the Housing Act 2003, were to:

• improveaccesstosafe,secure,appropriateand affordable housing for Queenslanders

• helpcontributetobuildingsustainable communities.

These objectives were primarily achieved through the provision of Government or community-managed social housing or through products and services that supported Queenslanders in the private market.

FunctionsThe department operated principally under the Housing Act 2003. The Act recognises the Government’s role in providing direct housing assistance through flexible and innovative programs. The principal functions of the department, as mandated by the Act, were to:

• providesocialhousing

• providegrants,loansandotherassistanceto individuals in need of housing services and entities providing housing assistance

• develop,undertakeorsupportotherhousing programs and initiatives to:

– promote the development and sustainability of the housing sector

– improve the responsiveness of the housing sector to housing need, housing design and planning issues

– help the housing sector meet the demand for safe, secure, appropriate and affordable housing.

• conducthousing-relatedresearch

• providehousing-relatedinfrastructure.

Contents

Department of Housing — Final Report 1 July 2008 – 26 March 2009 1

The former Department of Housing played an important role in providing direct and indirect housing assistance, and in influencing the overall housing system within Queensland to improve people’s lives through housing and community renewal. The department worked closely with community and private organisations and other government agencies to deliver social housing, to assist Queenslanders in the private housing market, promote the supply of affordable housing, and build the capacity of local communities to respond to their own needs.

The department’s focus was on assisting households in housing need, for the duration of that need, who found it difficult or impossible to independently access and/or sustain appropriate housing. Primarily, assistance was provided to low-income households, people with complex needs, people with disabilities, people in crisis and Indigenous people.

The department delivered a range of housing assistance services which were provided through Government-owned and managed social housing and grant funding to registered providers of community and local government-managed social housing. It also worked to help people access and sustain housing in the private rental market through bond loans, rental grants, RentConnect, the National Rental Affordability Scheme and the Tenant Advice and Advocacy Service (Queensland).

By taking a responsive, integrated and flexible service approach in developing solutions to meet the housing needs of Queenslanders, the department improved people’s access to secure, affordable and appropriate housing, which contributed to individual, family, and community sustainability across the State.

Between 1 July 2008 and 31 March 2009, the former Department of Housing:

• Assistedalmost227,600 Queensland households by providing 74,544 households with social housing (including 6,675 households with crisis housing), and helped 153,048 households access or sustain private market tenure. This included more than 16,280 Indigenous households and 26,200 households with a person with a disability.

• Fundedormanaged66,077 social housing rental units, an increase of 582 rental units (or 0.9%) since 30 June 2008.

• Progressedtheimplementationofonesocialhousingsystem with the introduction of a new client intake and assessment process, to assess an applicant’s level of housing need and determine the most appropriate form of housing assistance from a range of housing products and services funded or subsidised by the department.

• Workedwithcommunityorganisationstoensurebetter integration of housing resources funded, subsidised or delivered by Government.

• Implementedatrialofaninnovativenewproduct,RentConnect, to reduce the demand for social housing by assisting eligible clients to secure a tenancy in the private rental market.

• ImplementedtheQueenslandcomponentoftheNationalRental Affordability Scheme, a joint Federal and State Government initiative to stimulate the supply of new affordable rental dwellings across the nation.

• Approved45 projects to improve communities within Community Renewal zones at a cost of $4.38 million.

About the department

Achievements

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Scope of this report

Following machinery-of-Government changes implemented on 26 March 2009, the Department of Housing was abolished, with its core functions transitioning to the Department of Communities (www.communities.qld.gov.au).

This report outlines the activities and achievements of the former Department of Housing, the structure and operations of the department as at 26 March 2009, and has been prepared in accordance with the Financial Administration and Audit Act 1977, the Financial Management Standard 1997, and guidelines produced by the Department of the Premier and Cabinet.

Unless otherwise specified, all performance reported in this document, with the exception of the financial statements, covers the period from 1 July 2008 to 31 March 2009 as a substantial amount of performance-related information is unable to be

captured by external partners on the specified date of the department’s abolishment.

The performance reported measures the former Department of Housing’s progress against its Strategic Plan 2008–2013 and Service Delivery Statement 2008–09, and highlights the department’s achievements, activities and financial position as at 26 March 2009.

This report will be of interest to members of Parliament, Government agencies, private and community housing organisations, universities, staff, clients and the general public. Students and prospective employees may also find it useful for research purposes.

Availability

A copy of this report can also be downloaded from http://www.housing.qld.gov.au/about/pub/corp/final_report_2008_09/index.htm. If you are unable to access an

electronic version please contact the Administrationand Support Officer by telephone on (07) 3227 6102,facsimile on (07) 3225 2260 or via email toannual.report@ communities.qld.gov.auand a copy will be made available for you.

To access an interpreter service

If you have any difficulty understanding this information, please contact the Department of Communities on the telephone number below and we will arrange an interpreter to assist you. Or if you require this information in other formats such as large print, please also contact the number below.

Telephone number to arrange an interpreter or details in other formats: (07) 3227 6102.

If you use a telephone typewriter or a computer with a modem, please call the National Relay Service on 13 36 77 and ask for the above number.


Director-General’s message

Natalie MacDonald Former Director-General Department of Housing

FromtheestablishmentoftheWorkers’DwellingsBranchin 1910 and the Queensland Housing Commission in 1945, through to the Department of Housing and Local Government in 1989, finally emerging as the Department of Housing in 2004, the State Government has made providing housing assistance to Queenslanders a priority. Throughout, the department has remained responsive to the housing needs of its clients, establishing in the past three years in particular, an integrated, responsive and client-focused social housing system for Queensland.

Recent machinery-of-Government changes implemented on 26 March 2009 abolished the Department of Housing as a legal entity, with its functions now forming a core part of the newDepartmentofCommunities.WeareveryproudoftheDepartment of Housing’s achievements and the assistance we have provided to our clients across Queensland.

Helping those in highest need

In January 2006, the department began introducing significant reforms to the social housing sector, bringing together all housing and housing service providers to create an integrated and responsive social housing system, providing a wide range of housing assistance for low-to-moderate income households and individuals. A key component of this system, a new client intake and assessment process, launched in September 2008 represented a significant shift from a wait-turn system. It allows the department to now prioritise applications for housing assistance based on the level of applicants’ need, and provide assistance to those in highest need first for the duration of their need.

The department continued to encourage and support community and local government-managed housing organisations to manage larger portfolios to achieve positive client outcomes and greater efficiencies in service delivery. From July 2008 to March 2009, the department:

• continuedtoworkwithorganisationsontheGoldCoast, the Sunshine Coast, Brisbane, Townsville and Cairns to progress the restructure of organisations to respond to the changing social housing environment

• establishedaBusinessDevelopmentandInnovationUnitin Brisbane in October 2008, dedicated to increasing the capability of not-for-profit housing providers to become major providers of social and affordable housing within one social housing system, to encourage and support innovation and continuous quality improvement by providers

• continuedtoworkwithhousingprovidersinhighneed areas across the State to establish housing companies which provide quality client outcomes and demonstrate organisational viability, strong governance, and capacity to operate at scale

• contributedtoresearchpaperssupportingtheestablishment and operation of a National Regulatory Framework for the not-for-profit sector, and in partnership with the State Governments of New SouthWalesandVictoria,continuedtooverseethe development of this framework

• continuedtoleadanationalreviewoftheNationalCommunity Housing Standards which aims to promote and encourage continuous improvement in community housing through a system of accreditation and facilitation of quality service provision.

Continuing to assist Indigenous Queenslanders

Through the Housing Improvement Program and the Rural and Remote Indigenous Housing Program, the department assisted Indigenous Councils to provide housing services in Indigenous communities across Queensland. Between July 2008 and March 2009, these two programs saw the department spend $48.73 million to:

• completetheconstructionof27 dwellings commenced in 2008–09 or previous years, including nine factory-built homes, replace 22 dwellings, and perform 191 upgrades to existing dwellings

• purchaseninedwellingsoutsideofIndigenouscommunities to provide eligible families in Indigenous communities with the opportunity to relocate off the communities

• maintainapproximately4,079 dwellings

• supportIndigenousCouncilsbyprovidingadvice,tools and training in asset and tenancy management.

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The department also developed capital investment proposals for Aurukun, Kowanyama, Palm Island, Mornington Island and Yarrabah, and commenced development of capital investment proposals for communities under the Northern Peninsula Area Regional Council and Torres Strait Island Regional Council.

New funding agreements

Progressing and implementing new funding agreements was a priority for the department. In November 2008, the Council of Australian Governments agreed to establish the National Affordable Housing Agreement which came into effect on 1 January 2009. This agreement provides the framework for state, territory, and federal governments to work together to improve housing affordability, reduce homelessness, and reduce Indigenous housing disadvantage across the nation. Funding of $1.21 billion over five years is allocated to Queensland through this agreement and replaces funding provided through the Commonwealth State Housing Agreement and the Supported Accommodation Assistance Program Agreement.

The department commenced implementing three national partnership agreements which, in unison, support the National Affordable Housing Agreement:

• undertheSocialHousingNationalPartnershipAgreement, Queensland will expend a total of $80.1 million over two years to provide:

– additional social housing through construction

– improved housing opportunities for Indigenous people

– accommodation options to assist people who are homeless or at risk of homelessness to transition to secure long-term accommodation.

• throughtheHomelessnessNationalPartnershipAgreement, Queensland will spend a total of $135.1 million over five years, including $35.7 million over five years for A Place to Call Home, to help people who are homeless or at risk of homelessness achieve sustainable housing and social inclusion

• undertheRemoteIndigenousHousingNationalPartnership Agreement, Queensland will expend $1.16 billion over ten years to improve housing amenity and reduce overcrowding for Indigenous people, particularly in remote areas and discrete communities. This agreement provides for the delivery of 1,141 new dwellings, 1,216 major upgrades to existing dwellings, a repairs and maintenance program, provision of tenancy management services, and housing-related infrastructure and employment outcomes.

Future directions

The announcement of the Federal Government’s $42 billion Nation Building and Jobs Plan (Economic Stimulus Package) on 3 February 2009 will see Queensland’s social housing stock portfolio increase by up to 4,000 dwellings. Through this plan, Queensland will receive an estimated $1.28 billion, consisting of:

• $138.6 million to accelerate planned capital works during 2008–09 and 2009–10

• $1.06 billion for new construction between 2009–10 to 2011–12

• $40.05 million in 2008–09 and a further $40.05 million in 2009–10 for repairs and maintenance of existing social housing stock to extend the life of older stock and increase the number of disability-modified dwellings.

The capital works will deliver an immediate boost to the building and construction sector, helping to save existing jobs and creating new jobs for Queenslanders.

Weareenteringintoanexcitingperiodthatpresentsopportunities to improve our overall capacity as we transition to the new Department of Communities, which will see us continue to provide excellent human services and further contribute to the social development of Queensland.

The pages that follow feature the activities and achievements of the former Department of Housing, its structure and operations as at 26 March 2009. I invite you to provide your feedback on this report by emailing the Department of Communities at [email protected].

Natalie MacDonald Former Director-General Department of Housing

Director-General’s message (continued)


The Queensland Government has framed its 2020 vision for Queensland around five ambitions that address current and future challenges. Each of these ambitions contain long-term targets that identify what the Government wants to achieve by 2020. The targets do not attempt to cover every area of Government activity or community need. Many important issues, such as Indigenous disadvantage, housing and disability services are recognised as being addressed separately through reforms at both a state and national level. Despite this, the former Department of Housing was recognised as making a contribution to all five of the Queensland Government ambitions to help deliver a stronger, greener, smarter, healthier and fairer Queensland.

The department’s five outputs contributed to the achievement of the Queensland Government ambitions, not only through the direct provision of housing assistance and services, but also by working with, and influencing, the broader housing system.

The department’s outputs, from 1 July 2008 to26 March 2009, were:

• SocialRentalHousing—providingsecureandaffordable rental housing for low-to-moderate income families and individuals, in particular, those who have difficulties in the private market.

• IndigenousCommunityHousing—providingappropriatehousing in regional and remote Indigenous communities.

• CrisisHousing—providingassistancetopeoplewhoare homeless or at risk of homelessness.

• PrivateMarketAssistance—providingproductsandservices to improve options for people with housing needs that can be met in the private rental and home purchase markets.

• CommunityRenewal—brokeringintegratedQueensland Government responses to complex and interrelated community issues in selected areas of the State.

The department’s goals, from 1 July 2008 to26 March 2009, were:

• wewilldeliverintegratedsocialhousingandhousingservices to low-income households for the duration of their need

• wewillprovidesupportforlow-to-moderateincomehouseholds in the private market

• wewillhelpbuildsustainablecommunities.

Contribution to Government ambitions

Queensland Government ambitions

Departmental goals

StrongCreating a diverse economy poweredby bright ideas

We will deliver integrated social housing and housing services to low-income households for the duration of their need

We will provide support for low-to-moderate households in the private market

GreenProtecting our lifestyle and environment

SmartDelivering world-class education and training

HealthyMaking Queenslanders Australia’s healthiest people

FairSupporting safe and caring communities

Social RentalHousing

IndigenousCommunity Housing

Crisis Housing Private Market Assistance

CommunityRenewal

Departmental outputs

We will help build sustainable communities

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The provision of housing assistance to Queenslanders in need has been a priority of the State Government for over one hundred years. From the introduction of the Workers’ Dwellings Act 1909andtheestablishmentoftheWorkers’Dwellings Branch in 1910 to the Housing Act 2003 and the major reforms to the social housing system, providing people with safe and appropriate housing has been integral to building a strong and productive State.

1909 The Queensland Government established the Workers’ Dwellings Act 1909 to provide subsidised housing for workers.

1910 TheWorkers’DwellingsBranchwasestablishedaspartoftheQueenslandGovernmentSavingsBanktolendmoneyandprovidehousingconstruction expertise to Queenslanders.

1945 The Commonwealth Housing Commission recommended an integrated national and state plan to address the post-war housing shortage, and housing subsequently became a priority. The first Commonwealth State Housing Agreement was signed and the State Housing Act 1945 was passed. The Queensland Housing Commission was established with an initial asset portfolio of 198 rental properties.

1947 Tomeetthepost-WorldWarIIdemandforhousing,theQueenslandHousingCommissionstartedbuildingtheState’sfirstrentalhomes.

1948 New houses were built to meet the growing housing demand. Ex-wartime barracks were converted into temporary accommodation and the asset portfolio of the Queensland Housing Commission had grown to 1,241 dwellings.

1950 There was a world-wide material shortage. As a result, Queensland was the first state to sign contracts to import European pre-fabricated houses made to Queensland designs.

1959 The Queensland Housing Commission had constructed nearly 23,000 houses across the State.

1981 In the prior three decades, the Queensland Housing Commission worked towards addressing the needs of a rapidly changing Queensland community. To meet this changing client demand, the Commission branched out from large estate developments to unit blocks and attached houses. In 1981, the Commission adapted its first house to address the needs of people with a disability.

1983 People who could not afford to pay a full bond to secure accommodation in the private rental market were offered financial assistance.

1984 Queensland received a Commonwealth Government funding boost to develop the community housing sector. Partnerships were developed with not-for-profit organisations and local governments to provide community-based housing assistance. The Crisis Accommodation Program was established, and the Australian Government initiated the Local Government and Community Housing Program to provide locally managed long-term rental housing for people on low incomes.

1989 TheDepartmentofHousingandLocalGovernmentwasformed.WhiletheCommissionwouldcontinuetoexistasalegalentityforalmostanother 15 years, the creation of the department saw the emergence of a new philosophy of service provision.

1991 The Boarding House Program and the Community Rent Scheme were established. The Housing Resource Service was introduced, later to be renamed the Tenant Advice and Advocacy Service (Queensland).

1992 The Department of Housing, Local Government and Planning was formed.

Responsibility for the Aboriginal Rental Housing Program transferred to the department.

1993 The department’s single service delivery point in Brisbane was decentralised with 17 area offices opened across the State. The Home Assist / Home Secure service was introduced.

1996 TheDepartmentofPublicWorksandHousingwasformed.

1998 The Department of Housing was created as a single department. The Smart Housing initiative was introduced, and the Community Renewal Program was established.

2001 The Brisbane Housing Company was created in a partnership through agreed funding arrangements between the department and the BrisbaneCityCouncil.ThedepartmentestablishedtheKelvinGroveUrbanVillageviaaDeedofCorporationbetweenthedepartmentandtheQueensland University of Technology.

2002 A Research House in Rockhampton was constructed to test and demonstrate sustainable design principles and contemporary technologies and building products.

2003 Parliament passed the Housing Act 2003, repealing the State Housing Act 1945.

2004 The Housing Act 2003 took effect, officially marking the end of the Queensland Housing Commission as an entity. From this date, the State of Queensland, through the Department of Housing, assumed the work and responsibilities of the Commission.

2005 The department assumed a leadership role for the Queensland Government’s four-year Responding to Homelessness initiative after earlier leading work aimed at improving cross-agency responses to homelessness.

2006 The department embarked on the most significant social housing reform seen in Queensland for 60 years with the phased implementation of a new strategic direction to realise one social housing system. This saw the department move away from a wait-turn system for social housing towards the integration of services across housing providers and allocating assistance based on the level of client need, for the duration of that need.

The Housing Improvement Program for Indigenous communities was introduced to increase supply and improve the standard of housing within the 34 Indigenous communities across the State.

2008 A major element of one social housing system, a new client intake and assessment process, was implemented. An applicant’s assessed level and nature of housing need determined when and how they were assisted. The system integrated the delivery of housing assistance and housing-related services across social housing providers from the community sector, local government and the department. The department commenced a trial of RentConnect, and also became the Queensland conduit for the National Rental Affordability Scheme, a joint Federal and State Government initiative to stimulate the supply of up to 50,000 new affordable rental dwellings across the nation.

2009 Following the State Election on 21 March 2009, the Department of Housing was abolished with the Department of Communities assuming responsibility for the Housing Act 2003.

Our history


Achieving our goals and outputsThe department continued to improve access to safe, secure, affordable and appropriate housing for Queenslanders in need, and worked with partners to deliver sustainable solutions addressing local community issues.

A c h i e v i n g o u r g o A l s A n d o u t p u t s

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Achieving our goals and outputs

Performance summaryKey performance measures from the Strategic Plan 2008–2013

Goals Key measures1 July 2007to 30 June 2008

1 July 2008to 31 March 2009

2008–09full year target

Delivering integrated social housing and housing services to low-income households for the duration of their need

Total number of households assisted with social housing 78,138 74,544 81,758

Total annual increase of social housing dwellings 1,013 (1.6%) 582 (0.9%) 1,260 (1.9%)

Percentage of social housing allocations to households in highest need * 60% N/A

Percentage of clients satisfied with social housing#

Aboriginal and Torres Strait Islander Housing: 74%

Public Rental Housing: 81%

Community Housing: 79%

# N/A

Percentage of dwellings without overcrowding 98.7% 98.8% N/A

Number and percentage of planned service reviews of registered providers conducted 3 (100%) 1 (9.1%)† N/A

Number and percentage of all eligible providers managing over 100 tenancies that have achieved accreditation 4 (27%) 1 (8.3%)§ N/A

* Not applicable. Performance measure was not used in 2007–08.

# Source: Report on Government Services 2008, based on results from the 2007 National Social Housing Survey results. No survey was undertaken between1 July 2008 and 31 March 2009.

† Eleven service reviews were scheduled for the full financial year of 2008–09, however a majority of these were deferred during the caretaker conventions in the lead up to the March 2009 State election. These reviews have been rescheduled to occur in either quarter four of 2008–09 or in 2009–10.

§ Of the 12 organisations that will manage over 100 tenancies following amalgamation processes, one has retained accreditation, two will be the result of amalgamations and will not complete the accreditation process until this is complete, four are being assessed for accreditation, and the remaining five are scheduled for evaluation by January 2010.

Providing support to low-to-moderate income households in the private market

Total number of households assisted to access or sustain private market tenure 180,649 153,048 173,313

Percentage of private housing assistance clients satisfied with the overall level of service

Home Loans: 92% (2006–07)**

Home Assist Secure: 85%

Bond Loans: 95%

Tenant Advice and Advocacy Service: 96% (2006–07)**

Home Loans: 96%

Home Assist Secure: 95 %

Bond Loans:**

Tenant Advice and Advocacy Service:##

N/A

** Surveys are conducted either biennially or triennially. The results indicate the findings from the latest available surveys, with the next Bond Loans satisfaction survey scheduled for 2009–10.

## No survey was undertaken as clients were interviewed as part of an extensive program evaluation during 2008–09. As a result of this evaluation, recommendations for improvements to the service will be implemented during 2009–10. A survey will be undertaken following implementation of these recommendations.

Helping build sustainable communities

Satisfaction with the Community Renewal zone as a place to live 87% 84% 85%

Percentage of funding contributed by partner agencies 58% 51% 55%

Percentage of Community Renewal projects with service integration outcomes †† 95% 50%

†† Not applicable. Performance measure was not used in 2007–08.


Goal: Delivering integrated social housing and housing services to low-income households for the duration of their need Social housing refers to housing funded or subsidised by the department to assist households who were unable to access or retain affordable or appropriate housing in the private housing market.

The department owned and managed accommodation for low and moderate income clients needing long-term housing. The department also provided grants to registered community and local government housing providers (including Indigenous Councils and housing companies) to construct, manage and lease accommodation for clients with a short, medium or long-term housing need. In addition, the department worked with funded housing providers to achieve greater efficiencies to improve the quality and scope of services provided to clients.

Households assisted through social housing

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008

1 July 2008 to 31 March 2009

New households assisted through social housing

Government-managed housing 4,774 4,572 3,289

Community-managed housing 12,157 10,879 8,318

Total 16,931* 15,451# 11,607

Total households assisted through social housing



Total 78,656† 78,138§ 74,544

* The Department of Housing’s 2007–08 Annual Report indicated a new households assisted figure of 16,819 in 2006–07, however this did not include assistance provided under the Housing Improvement Program or the Drug Court Residential Program pilot.

# The Department of Housing’s 2007–08 Annual Report indicated a new households assisted figure of 15,394 in 2007–08, however this did not include assistance provided under the Housing Improvement Program or the Rent Start pilot.

† The Department of Housing’s 2007–08 Annual Report indicated a total households assisted figure of 78,122 in 2006–07, however this did not include assistance provided under the Drug Court Residential Program pilot and now includes revised results for assistance under the Long Term Community Housing, Community-Managed Housing – Studio Unit and Same House Different Landlord programs.

§ The Department of Housing’s 2007–08 Annual Report indicated a total households assisted figure of 78,108 in 2007–08, however this did notinclude assistance provided under the Rent Start pilot.

Improving the delivery of social housing

Increasing the supply of social housing

Over recent years, the proportion of social housing in Queensland has remained relatively stable at around 4% of all residential dwellings. In many parts of Queensland, the private rental and home ownership markets are catering less to the needs of low-to-moderate income households. Queensland’s continued population growth, as well as increasing rents and the impact of the current economic climate, places increasing pressure on the housing market to maintain the supply of affordable housing.Withtheseeconomicpressuresimpactingonthe private market, the demand for social housing for low-to-moderate income households is increasing.

In response to this, the Queensland Government committed $500 million, over five years, in 2007–08 from the Queensland Future Growth Fund to expand Queensland’s social housing base. Between 1 July 2008 and 31 March 2009, the department increased its social housing portfolio to 66,077 rental units by expending $277.86 million (including $96.16 million from the Queensland Future Growth Fund) which included:

• investing$194.47 million in Government-managed social housing by:

– completing the construction of 331 dwellings

– commencing construction of 245 dwellings

– purchasing 187 dwellings, including nine dwellings to assist Indigenous households who wished to relocate outside of Indigenous communities

– purchasing land to facilitate future construction of approximately 274 dwellings.

• investing$83.39 million in community-managed social housing by providing grants to community organisations to provide and manage social housing to:

– complete the construction of 32 dwellings, including 18 dwellings in Indigenous communities

– commence the construction of 23 dwellings

– replace 22 dwellings and supply nine factory-built dwellings in Indigenous communities under the Housing Improvement Program

– enable community organisations to lease and manage 1,858 properties from the private rental market, including 65 properties for tenancies under the Rent Start pilot


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– increase social housing in Brisbane, the Gold Coast, the Sunshine Coast and the Mackay region by providing grants to housing companies to progress the construction of affordable housing dwellings including:

› $5.0 million to the Brisbane Housing Company to complete the construction of 111 dwellings, bringing its portfolio to 707 dwellings

› $4.91 million to Y-Care to continue construction of 52 units of accommodation on the Gold Coast, with completion expected in May 2009

› granting approval to the Gold Coast Housing Company to construct a minimum of 23 rental units at Palm Beach on departmentally-owned land on the Gold Coast, with development approval expected to be sought in July 2009. The land for this site, worth approximately $1.5 million, will be transferred to the organisation when development approval is provided by the Gold Coast City Council

› reaching agreement with the Gold Coast Housing Company, including development approval from the Gold Coast City Council, to construct nine dwellings at Southport on the Gold Coast

› $2.13 million to Churches of Christ Care to continue construction of 35 units of accommodation on the Sunshine Coast, with completion expected in July 2009

› $0.32milliontotheWhitsundayHousingCompany to commence construction of 30 units of accommodation in Airlie Beach, with completion expected in December 2009.

Dwellings owned or funded by the Department of Housing

As at

30 June 2007 30 June 2008 31 March 2009

Total social housing dwellings 64,482 65,495# 66,077

Increase from 30 June the previous year *

1,515(2.4% increase)

1,013(1.6% increase)

582(0.9% increase)

* Key measure from the department’s 2008–2013 Strategic Plan.

# The Department of Housing’s 2007–08 Annual Report indicated a total of 65,456 social housing dwellings, an increase of 974 from the previous year. These figures did not include social housing dwellings under the Rent Start or Queensland Indigenous Alcohol Diversion Program pilots.

In addition, in November 2008 the Council of Australian Governments agreed to establish a National Affordable Housing Agreement, which came into effect on 1 January 2009. The department progressed the implementation of this agreement which provides a framework for State, Territory and the Federal Governments to work together to improve housing affordability, reduce homelessness, and reduce Indigenous housing disadvantage across the nation. Funding through this agreement, with a total of $1.21 billion in Federal funding allocated to Queensland over a five-year period including $1.04 billion to the former Department of Housing, is replacing funding previously provided through the Commonwealth State Housing Agreement and the Supported Accommodation Assistance Program Agreement.


• undertheSocialHousingNationalPartnershipAgreement, Queensland will expend a total of $80.1 million in Federal funding over two years to provide:

– additional social housing through construction

– improved housing opportunities for Indigenous people

– accommodation options to assist people who are homeless or at risk of homelessness to transition to secure long-term accommodation.

• throughtheHomelessnessNationalPartnershipAgreement, Queensland will spend a total of $135.1 million in Federal funding over five years, including $35.7 million over five years for A Place to Call Home, to enable people who are homeless or at risk of homelessness to achieve sustainable housing and social inclusion

• undertheRemoteIndigenousHousingNationalPartnership Agreement, Queensland will expend $1.16 billion in Federal funding over 10 years to enable Indigenous people to have improved housing amenity and reduce overcrowding, particularly in remote areas and discrete Indigenous communities. This agreement provides for the delivery of 1,141 new dwellings, 1,216 major upgrades, a repairs and maintenance program, provision of tenancy management services and also provides for housing-related infrastructure and employment outcomes.


The department began to implement the Federal Government’s Nation Building and Jobs Plan (Economic Stimulus Package) announced on 3 February 2009, which will increase the nation’s social housing portfolio with up to 20,000 new dwellings, of which an estimated 4,000 will be in Queensland. Through this plan, Queensland will receive an estimated $1.28 billion in Federal funding consisting of:

• $138.6 million to accelerate planned capital works during 2008–09 and 2009–10

• $1.06 billion for new construction between 2009–10to 2011–12

• $40.05 million in 2008–09 and a further $40.05 million in 2009–10 for repairs and maintenance of existing social housing stock to extend the life of older stock and increase the number of disability-modified dwellings.

Improving the coordination of housing services under one social housing system

In January 2006, the department began introducing a series of significant reforms to the social housing sector to create one social housing system. A key component of the system is a new client intake and assessment process which was introduced in September 2008. As a result, applications for housing assistance are prioritised based on the level of need, and assistance provided to those in highest need, for the duration of their need.

One social housing system has now consolidated the delivery of housing assistance into a more integrated, effective and efficient system to achieve positive and fairer outcomes for households with housing need. The system integrates the delivery of housing assistance and housing-related services across the Government and non-Government sectors. There are now common points of entry for clients; a standardised housing needs assessment to identify the type of housing need; and a single Housing Register used by the department as well as all long-term and affordable housing community-based providers, replacing the large number of individual waitlists which existed previously.

The department commenced a review of the implementation of one social housing system, including a detailed appraisal of the client intake and assessment process, to:

• ensurethatprogramswereontrackandimplementedas planned

• identifyanyproblemsorbarriershinderingasmooth implementation

• identifywhatprocessesandarrangementscouldbe improved in the future implementation of major departmental initiatives.

Further development of one social housing system will continue through the implementation of new service delivery arrangements for housing providers funded under the Community Rent Scheme, Community-Managed Housing — Studio Units and Same House Different Landlord programs to align their service delivery with other service providers already operating under one social housing system. This will lead to total integration of delivery for housing assistance services across all social housing providers in the State.

Whenfullintegrationiscomplete,eligibleapplicantswho apply for assistance will be considered for programs and services available from the department or its funded providers including government-managed housing, community-managed housing, and a number of other products or services to access or maintain private rental accommodation or home ownership.


12

The department has also collaborated with the Federal Department of Families, Housing, Community Services and Indigenous Affairs to support the transition of Indigenous Community-managed Housing Organisations and associated housing assets from the Commonwealth into one social housing system to enable a single level of service delivery for Indigenous housing. These 81 organisations, which have been funded almost exclusively by the Federal Government for over 30 years, are located in both urban and regional centres across Queensland and provide housing services to Indigenous households, with some providing additional services such as health, employment and child care support. The department has met with a majority of these organisations to discuss options for them to transition into one social housing system. Some organisations have joined as a registered provider, merged with another registered provider, or transferred their assets to the department to own and manage. At 31 March 2009, 15 organisations had agreed to operate within one social housing system.

Improving housing assistance in Indigenous communities

Through the Housing Improvement Program and the Rural and Remote Indigenous Housing Program, the department assisted Indigenous Councils to provide housing services in Indigenous communities across Queensland. This assistance included the department assuming responsibility for asset management and tenancy management functions to enhance the quality and extend the lifecycle of the housing stock owned and managed by the Councils to improve housing outcomes for residents. These programs also included the provision of repairs and maintenance, upgrades, and construction or delivery of factory-built homes for use as Council rental properties.

The Housing Improvement Program implemented a number of initiatives, including:

• incentivesforCouncilstoimproverentcollection

• aconsistentmethodformaintenancedeliveryforall Councils

• amaintenanceCallCentrewheretenantscanaskfor,and receive, responsive maintenance information on properties via a direct dial phone located in the community

• aTenancyManagementPolicyFrameworkfordeliveryby Councils, to ensure appropriate services for tenants

• anoptionforCouncilstodivesttheirtenancymanagerrole to the department. At 31 March 2009, six of the 16 Councils had divested tenancy management functions, such as monitoring rent collection and arrears, investigating disputes, making allocation referrals to the Council and maintaining Council waitlists, to the department

• off-communityinvestment,wherefamiliesinIndigenous communities who are on the department’s Housing Register and who elect to relocate off an Indigenous community are provided with department-owned social housing in urban and regional areas outside of Indigenous communities to enable improved access to housing, health and education services and employment opportunities

• developmentofindividualHousingImprovementPlansfor each Indigenous community to use as a strategic housing asset and tenancy planning document for the development and implementation of various housing improvement strategies in each community. At 31 March 2009, of the Housing Improvement Plans for the 16 Councils:

– 13 plans had been developed and signed by both the department and the responsible Council

– one plan had been developed and is being reviewed by the responsible Council

– two plans were under development, in consultation with responsible Councils.

To complement the Housing Improvement Program, the Rural and Remote Indigenous Housing Program had the following priorities:

• increasetheoverallhousingstockthroughnew construction

• reduceovercrowdinginexistingproperties

• increasethediversityofhousingstockinIndigenous communities

• usefactory-builtproductswherepossible

• delivernewhousingcoordinatedbythedepartment.


Between 1 July 2008 and 31 March 2009, through the Housing Improvement Program and Rural and Remote Indigenous Housing Program, the department:

• expended$48.73 million to:

– complete construction of 27 dwellings commenced in 2008–09 or previous years, including nine factory-built homes, replace 22 dwellings, and perform 191 upgrades to existing dwellings

– purchase nine dwellings outside of Indigenous communities to allow eligible families in Indigenous communities with an opportunity to relocate off the communities

– maintain approximately 4,079 dwellings

– support Indigenous Councils by providing advice, tools and training in asset and tenancy management.

• developedcapitalinvestmentproposalsforAurukun, Kowanyama, Palm Island, Mornington Island and Yarrabah, and commenced development of capital investment proposals for Doomadgee and for communities under the Northern Peninsula Area Regional Council and Torres Strait Island Regional Council.

In addition, between 1 July 2008 and 31 March 2009, the department also:

• completedtheFixingHousesforBetterHealthprogramin Kowanyama and Pormpuraaw by undertaking health and safety repairs to 304 dwellings. The projects focused primarily on addressing health and safety issues around faulty power points, lights, ceiling fans, taps, toilets and ineffective removal of waste water

• advancedsimilarFixingHousesforBetterHealthprojects on Hammond Island and Boigu Island, by undertaking health and safety repairs to 101 dwellings

• completedconstructionofawomen’sshelterinKowanyama, commenced construction of a women’s shelter in Pormpuraaw, and entered negotiations to construct women’s shelters in Hopevale, Yarrabah and Cherbourg

• continuedtonegotiateoptionsfortheresolutionofissues relating to hostels divested from the former Department of Aboriginal and Torres Strait Islander Policy, including:

– demolishing the Aitkenvale hostel in Townsville as upgrading the hostel would not have been a cost effective response. The site has been handed back to the Bwgaman Aboriginal Land Trust and the department is using the funds previously allocated to upgrade the hostel to acquire alternate accommodation for Indigenous people in Townsville

– relinquishing ownership of the Alluna Hostel in Cairns to the Alluna Land Trust. Negotiations with the Trust over the future of the hostel are continuing

– continuing to provide hostel services to Indigenous peopleinBrisbaneattheJoyceWildingHostelinEight Mile Plains and the Bowman Johnson Hostel in South Brisbane with both hostels managed by Indigenous community organisations.

Assisting households with the highest need for the duration of their need

As a result of the implementation of the new client intake and assessment process in September 2008, applicants for housing assistance are now assessed on their level and nature of housing need, which determines how, and the priority with which, they are assisted.

Under the new process, the department can:

• identifythosehouseholdswhohaveahousingneed,and the nature of that need

• identifythemostappropriateproducttomeettheapplicant’s housing need

• prioritiseapplicantswhoarematchedtohousingassistance products

• placehouseholdsontheHousingRegister,whichreplaced the combined waitlist in September 2008, in accordance with their housing need.


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Number of applications on the Housing Register*

As at 31 March 2009

Number of applications on the Housing Register eligible for long-term social housing 19,698

Total number of applications on the Housing Register# 24,745

* Comparisons to previous years are not included as a review of applicants listed for housing assistance resulted in an overall reduction due to the removal of applicants considered to be adequately housed, had assets that exceeded new asset limits, or did not respond to requests to have their circumstances reviewed.

# Total number of applications on the Housing Register includes those that are eligible for long-term social housing and those that have applied for other assistance, for example, the National Rental Affordability Scheme.

Social housing allocations to clients since implementation of the new client intake and assessment process (September 2008 to March 2009)

Assessed need

Allocations to a social housing dwelling*

Number %

Veryhigh 1,369 60#

High 749 32

Other 173 8

Total 2,291 100

* Allocations to community-managed housing is unavailable. The result only pertains to allocations to Government-managed social housing.

# Key measure from the department’s 2008–2013 Strategic Plan.

Providing longer-term housing to assist households in highest need

Long-term social housing provides rental housing for people on low incomes who cannot find suitable accommodation in the private rental market. Longer-term assistance is provided to clients through:

• Government-managedhousing,including:

– Public Rental Housing

– Aboriginal and Torres Strait Islander Rental Housing.

• Community-managedhousing,including:

– Housing Improvement Program for Indigenous communities

– Long Term Community Housing

– Community-Managed Housing — Studio Units

– the Brisbane Housing Company.

Households assisted through long-term social housing

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008

1 July 2008 to31 March 2009

New households assisted through long-term social housing


Community-managed housing 1,314 1,006 980

Total 6,088 5,578 4,269

Total households assisted through long-term social housing



Total 65,854 66,097 64,916

Households assisted with long-term social housing

1 July 2006 to30 June 2007

New households assisted Total households assisted

6,088 5,5784,269

65,854 66,097 64,916

1 July 2007 to30 June 2008


70,000

60,000

50,000

40,000

30,000

20,000

10,000

0

Delivering transitional housing to assist people to stabilise their housing arrangements

Transitional social housing (short to medium-term) provides rental housing for people on low incomes with severe and immediate housing need. This assistance is provided though funding to community organisations where tenants are primarily accommodated in properties headleased from the private rental market.


This assistance is provided to clients on the Housing Register through the:

• CommunityRentScheme

• SameHouseDifferentLandlordProgram

• RentStartpilot.

Between 1 July 2008 and 31 March 2009, the department provided $15.27 million in grant funding to 25 providers to:

• manage1,853 properties under the Community Rent Scheme, comprising 244 department-owned and 1,609 privately headleased properties

• manage92 department-owned properties under the Same Housing Different Landlord program

• expandtheRentStartpilotinAugust2008 beyond the original locations of the Gold Coast and the Sunshine Coast, into the locations of Cairns and Townsville, providing rent subsidies to 65 households. Delivered by registered community housing providers, eligible clients are housed in properties headleased from the private rental market, providing them with the opportunity to achieve stability and independence in the private housing market.

Households assisted through transitional social housing options

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


New households assisted 1,145* 890# 701

Total households assisted 3,083* 3,058 2,953

* Does not include Rent Start as the pilot commenced in 2007–08.

# The Department of Housing’s 2007–08 Annual Report indicated a new households assisted figure of 860, however this did not include assistance provided under the Rent Start pilot.

Note: As a result of market conditions, tenants are remaining in transitional housing properties for longer periods. Fewer properties are able to be leased in the private market as a result of increased rent prices and limited availability of properties. The reduced availability of transitional housing properties resulted in a decline in the number of households assisted.

Funding crisis accommodation

Crisis accommodation (short-term) provides housing for people who are homeless, at risk of homelessness, in crisis or in need of transitional support as they move towards independent living. The department invests in crisis accommodation through the direct purchase, construction and upgrade of accommodation and by providing grant funding to community organisations to lease accommodation.

This assistance is provided to clients through the:

• CrisisAccommodationProgram

• DrugCourtResidentialProgram

• QueenslandIndigenousAlcoholDiversionProgram pilot.

Between 1 July 2008 and 31 March 2009, the department:

• invested$10.09 million to expand the Crisis Accommodation Program property portfolio by:


– commencing the construction of 12 dwellings

– purchasing 5 dwellings.

• provided$4.63 million in grant funding to 190 community organisations to:

– manage 1,154 department-owned units of accommodation and headlease an additional 153 units of accommodation from the private rental market through the Crisis Accommodation Program

– lease and manage an additional 23 units of accommodation located in South-East Queensland and North Queensland through the Drug Court Residential Program, a collaborative arrangement between Queensland Government agencies to address illicit drug use and break the cycle of drug addiction and crime by diverting offenders who are dependent on illicit drugs away from the criminal justice system and into treatment

– lease and manage up to 15 units of accommodation to continue the pilot of the Queensland Indigenous Alcohol Diversion Program, a collaborative arrangement between Queensland Government agencies to break the alcohol-crime cycle by involving eligible Indigenous people in treatment and case management programs to reduce Indigenous over-representation in the criminal justice system. The program is being piloted in:

> Cairns, including participants from Yarrabah

> Townsville, including participants from Palm Island

> Rockhampton, including participants fromWoorabinda.

• commencedinvestigations,withtheDepartmentof Justice and the Attorney-General, into options to expand the Drug Court Residential Program beyond the current target locations of North Queensland and South-East Queensland.


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Households assisted through crisis housing

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


Total households assisted 9,723* 9,011 6,675

* Does not include the Queensland Indigenous Alcohol Diversion Program as the pilot commenced in 2007–08.

Implementing whole-of-Government support mechanisms to deliver services for clients with complex or critical needs

As well as working with other Queensland Government agencies to deliver the Drug Court Residential Program and the Queensland Indigenous Alcohol Diversion Program pilot, the department also collaborated with other agencies to deliver a range of solutions for mutual clients with complex needs through initiatives such as:

• RespondingtoHomelessness,includingAPlacetoCall Home

• HousingandSupportProgram

• TransitionalRecoveryProgram

• IntensiveRehabilitationandRecoverySupportProgram

• SpinalCordInjuriesResponse.


• invested$8.95 million to:

– continue building works on Stage Two (refurbishment of 21 studio-style apartments) of the Lady Bowen Complex, and complete construction of Stage Three (a multi-storey studio apartment complex comprising 34 studio units for long-term accommodation)

– enhance Crisis Accommodation Program responses to support the Responding to Homelessness initiative, including funding to enable the continuation of an information and referral centre for homeless people in South Brisbane

– allow community organisations to assist with housing-related costs for people who are homeless, or at risk of homelessness, and who require financial assistance to access accommodation. This service is delivered through Homeless Service Hubs in Cairns, Townsville, the Gold Coast and Brisbane

– enhance the department’s Community Rent Scheme by allocating $1.42 million in Responding to Homelessness initiative funding to 16 housing providers to enable the provision of transitional housing for people displaced by closures of Level 1 and 2 private residential services

– strengthen existing services delivered through the Tenant Advice and Advocacy Service (Queensland) by allocating $0.81 million in Responding to Homelessness initiative funding to service providers to prevent homelessness and assist vulnerable people at risk of homelessness to maintain their accommodation through access to information, advice and advocacy services regarding their rights and responsibilities as tenants

– allocate $0.07 million in funding from the Responding to Homelessness initiative to community housing providers to facilitate the management of 21 properties in Brisbane and Townsville to meet the needs of clients leaving mental health facilities, with clinical support provided by Queensland Health.

• assisted183 clients at Roma House (Stage One of the Lady Bowen Complex in Spring Hill) under the Responding to Homelessness initiative. Roma House is property and tenancy managed by Mission Australia to provide short-term, intensive-supported accommodation for up to 37 chronically homeless clients at a time

• assisted16 families into social housing under A Place to Call Home, a joint Federal and State Government initiative over a five-year period, that commenced in July 2008, to:

– provide 143 new houses in Queensland, facilitating sustainable long-term housing for families who were homeless or at risk of homelessness

– provide tenancy management and other support services for up to 12 months in order to stabilise the tenants’ circumstances and ensure a long-term tenancy.

• completedanindependentevaluationofthedepartment’s contribution to the Responding to Homelessness initiative, with key conclusions finding the department’s programs were consistent with the goals of the Federal Government’s white paper The Road Home — A National Approach to Homelessness. The department’s capital works responses address the goal of “improving and expanding services” and the suite of coordinated programs contribute to the goal of “breaking the cycle”


• assisted142 clients to enter social housing through the Housing and Support Program, a recovery-oriented model to enable people with a psychiatric disability, who are homeless or at risk of homelessness, to transition from Queensland Health inpatient facilities or extended treatment mental health facilities into social housing to help them live successfully in the community

• invested$1.98 million to expand the social housing property portfolio of the Housing and Support Program by purchasing five existing dwellings

• leasedsixunitsofaccommodationtotheGoldCoast Housing Company under the Transitional Recovery Program, a pilot on the Gold Coast that aims to improve access to support services and accommodation in the community for clients in Queensland Health mental health inpatient facilities to free up hospital beds

• allocatedsixdwellingstosupporttheIntensiveRehabilitation and Recovery Support Program, a program in Cairns to provide social housing and support to mental health clients in intensive rehabilitation and recovery

• assistednineclientstransitionfromhospitalintosocial housing through the Spinal Cord Injuries Response, an initiative to provide housing and support to help patients with spinal injuries leave the Spinal Cord Injuries Unit at the Princess Alexandra Hospital in Brisbane when they no longer require hospital care, and assisted a further 38 households with essential home modifications to their privately owned properties. The department also invested $7.54 million to provide new housing solutions for clients with spinal cord injuries by:



– purchasing two existing dwellings

– purchasing one parcel of vacant land to facilitate future construction of approximately two dwellings.

Improving the performance and viability of social housing providers

Assisting Councils to improve tenancy and property management practices within Indigenous communities

As part of the Housing Improvement Program, the department contacted each of the 16 Indigenous Councils in Queensland in March 2006 to offer

tenancy management assistance. As a result, between 1 July 2008 and 31 March 2009, the department:

• continuedtenancymanagementresponsibilitiesonbehalfoftheLockhartRiver,WujalWujalandNapranum Aboriginal Shire Councils and the former Kubin Community Council. Rent collection rates in these communities continued to improve with the number of accounts in rent arrears greater than four weeks reducing in some areas from more than 63% when the department assumed tenancy management responsibility in November 2006 to slightly over 12% in March 2009

• commencedtenancymanagementresponsibilitiesonbehalfoftheHopeValeandDoomadgeeAboriginalShire Councils

• commencedtheprovisionoftenantawarenesskitsforresidents of communities where tenancy management services are delivered by the department. The kits included departmental fact sheets, information regarding repairs and maintenance and Call Centre contact details

• commencednegotiationswithYarrabahAboriginalShire Council to divest their tenancy management responsibilities to the department

• conductedaworkshopinFebruary2009 with 15 housing officers and housing managers from the Torres Strait Island Regional Council and the Northern Peninsula Area Regional Council on the department’s rent policy, rent collection and tenancy management model. This was done in preparation for the implementation of the tenancy management model in July 2009 which will allow these Councils to deliver direct tenancy management services, including rent reviews, arrears management, and any other action under the Residential Tenancies Act 1994 to tenants in these communities

• continuedtoofferassistanceandinstructiontotheKowanyama Aboriginal Shire Council on the development of property inspection processes and tools to ensure the Council is able to conduct independent inspections, building on the previous work undertaken through the Fixing Houses for Better Health program

• providedpropertymanagementservices,includingmaintenance and upgrades delivered through QBuild and detailed acquisition, maintenance, upgrade, asset review, redevelopment and disposal programs in the 34 Indigenous communities across the State.


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Assisting registered community housing providers to enhance the delivery of service to clients

The department acknowledges the important role that community housing providers play in one social housing system and is responsible for monitoring the compliance of 335 registered providers, funded to deliver direct and indirect housing assistance, to meet their obligations, which include:

• therelevantobligationscontainedintheHousing Act 2003, such as complying with the prescribed requirements in the Housing Regulation 2003

• theprescribedrequirementsinPart2 of the Housing Regulation 2003, which cover financial management and accountability, governance, service delivery, tenancy and property matters, and reporting

• theobligationssetoutinassistanceagreements,including leases, capital agreements and agreements for recurrent funding.

To assist community housing providers to meet these obligations, the department continued to develop and implement a Performance Management Framework to facilitate the continual improvement of community housing providers and monitor the compliance of providers registered under the Housing Act 2003. Between 1 July 2008 and 31 March 2009, the department commenced the implementation of the service review component of the framework, which will generate improved client outcomes over time and encourage a proactive approach to compliance by providers.

In addition, to further develop the skills of community housing providers, the department arranged training with the Australasian Institute of Housing in Advanced Communication and Interview Skills, targeted at people who interview and manage clients seeking housing assistance. Over the course of four workshops, 43 people from community housing providers attended this training.

Encouraging and supporting the consolidation of community-managed housing to ensure more efficient and effective service provision

The department is continuing to encourage community and local government-managed housing organisations to manage larger portfolios, to achieve more appropriate client outcomes and greater efficiencies in delivering their services within the housing system. The integration of community and local government-managed housing organisations into one social housing system has presented an opportunity for existing organisations to realise improvements in the quality and scope of their

services to clients, as well as achieve administrative and service delivery efficiencies.



• establishedaBusinessDevelopmentandInnovationUnit in Brisbane in October 2008, dedicated to increasing the capability of not-for-profit housing providers to become major providers of social and affordable housing within one social housing system, and to encourage and support innovation and continuous quality improvement by providers

• continuedtoworkwithhousingprovidersinhighneed areas across the State to establish housing companies which provide quality client outcomes and demonstrate organisational viability, strong governance and capacity to operate at scale

• contributedtoresearchpaperssupportingtheestablishment and operation of a National Regulatory Framework for the not-for-profit sector, and in partnership with the State Governments of New SouthWalesandVictoria,continuedtooverseethedevelopment of the framework

• continuedtoleadanationalreviewoftheNationalCommunity Housing Standards which aims to promote and encourage continuous quality improvement in community housing through a system of accreditation and facilitation of quality service provision.


Goal: Providing support for low-to-moderate income households in the private marketThe department assists low-to-moderate income households to access and sustain private rental accommodation and home ownership. It offers a range of loans and grants, including Bond Loans and Mortgage Relief, direct to the public and provides a range of products and services, including RentConnect, to broaden assistance options to low-income households in the private market.

Community organisations also receive funding from the department to provide:

• information,advocacyandadvicetotenants

• informationandreferralsforhomemaintenance,repairs, modifications and home security for people with a disability and for people 60 years and over

• homemodificationsforfrail-agedpeopleandpeoplewith a moderate or severe disability to prevent their premature entry into a hostel, nursing home or similar facility.

Percentage of private housing assistance clients satisfied with the overall level of service

Overall client satisfaction with the Home Assist Secure service increased to 95% from 85% in 2007–08.

Client satisfaction with the Home Purchase Assistance program reached 96% which was an increase from the previous result of 92% in 2006–07.

A client satisfaction survey was not conducted for clients of the Tenant Advice and Advocacy Service (Queensland) between 1 July 2008 and 31 March 2009. Similarly, there was no client satisfaction survey conducted for the Bond Loan program.

The following table provides a breakdown of households assisted over the past three years:

Households assisted to access or sustain private market accommodation*

Actual

1 July 2006 to30 June 2007††

1 July 2007 to30 June 2008††


Total households assisted* 176,865 180,649 153,048

New households assisted 142,322 147,997 123,298

Bond Loans 15,177 13,676 10,738

Rental Grants 1,116 1,218 872

Home Assist Secure 55,995 60,910 49,789

Home and Community Care Home Modification Service# 739 969 750

Tenant Advice and Advocacy Service (Queensland) 69,099 71,088 60,833

Caravan Parks† 167 112 54

RentConnect§ N/A N/A 214

National Rental Affordability Scheme** N/A N/A 6

Housing loans## 14 11 21

Mortgage Relief 15 13 21


# The number of households assisted with the Home and Community Care Home Modification Service is based on the number of completed home modifications, although a range of other services are provided.

† IncludesnewhouseholdsassistedwithaccommodationattheMonteCarloCaravanParkatCannonHill,WoombyeGardensCaravanParkatWoombye,andLazyAcres Caravan Park at Hervey Bay.

§ RentConnect commenced in September 2008 with a trial in Caboolture and Central Queensland.

** The National Rental Affordability Scheme commenced in December 2008.

## Includes recipients of the Queensland State Housing Loan, Queensland Housing Finances Loan, Pathways Shared Equity Loan and Home Adapt Loan. It also includes two recipients of housing loans who received deposit assistance grants.

†† Figures reported in the Department of Housing’s 2007–08 Annual Report for new and total households assisted in 2006–07 and 2007–08 have been updated to include revisions resulting from data verification.


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Assisting households to access the private rental market or home ownership

Providing financial assistance to help eligible households access home ownership or private rental accommodation

The department provides loans and grants to assist households to access or maintain accommodation in the private market. From 1 July 2008 to 31 March 2009, the department provided:

• 10,738 interest-free Bond Loans, at a cost of $10.45 million, to people who could not afford to pay a full bond to move into private rental accommodation

• 872 rental grants, at a cost of $0.35 million, as a once-only payment of two weeks rent to help meet some of the costs associated with moving into private rental accommodation. This product is offered to people exiting crisis accommodation, correctional centres, community-based rent schemes and mental health facilities, as well as people subjected to domestic violence

• 21 housing loans, comprising 18 loans, at a cost of $3.01 million, for new home owners who had difficulty obtaining finance from a bank, building society, or other financial institution to purchase a home, and three Home Adapt loans, at a cost of $0.02 million, to help home owners or household members with a disabilty to make home modifications which increase safety and independence.

At 31 March 2009, the department was managing a Bond Loan portfolio consisting of 25,468 accounts and a Home Loan portfolio comprising 2,099 accounts. This included a portfolio of 1,237 Rental Purchase Plan accounts. From 1 July 2008 to 31 March 2009, 243 housing loan accounts were paid out as a result of sales, refinance or natural payouts of accounts. The department renegotiated with 6 rental purchase plan clients to finance and purchase additional shares in their property at a cost of $0.30 million.

Delivering products to assist clients to access the private market, including those transitioning out of social housing

The department provided 51 social rental housing tenants with financial assistance through the Sales to Tenants program, enabling them to purchase the departmental property they were renting.

Between 1 July 2008 and 31 March 2009, the department invested $2.59 million in the Pathways Shared Equity

Loan product to provide 13 additional households with the opportunity to purchase a share of their social rental property. Under this loan, the prospective home buyer(s) can apply for a loan to purchase a share of their rental home and enter into a co-ownership agreement with the department, who retains the remaining share.

The department continued to support the identification and promotion of homes with access features for sale or rent in Brisbane. Real estate agents involved with the Home Access Information Trial were encouraged to advertise homes with access features, enabling older people and people with disabilities to be better informed about properties they wished to inspect.

Assisting households to maintain private rental accommodation or home ownership

Providing financial assistance to help households maintain home ownership

From 1 July 2008 to 31 March 2009, the department provided Mortgage Relief loans to 21 households who suffered an unexpected change in their circumstances, and as a result, were having difficulty in maintaining their regular mortgage repayments. Mortgage Relief loans are repayable over a 10-year term with no repayments required in the first 12 months.

Delivering products to assist clients to sustain private market tenure

RentConnect

RentConnect is a trial product that aims to reduce the demand for social housing by assisting eligible clients to secure a tenancy in the private rental market. This assistance is offered to clients with the ability to sustain a private market tenancy, who face non-financial barriers (such as lack of knowledge or limited rental history, poor presentation, any of which can create a lack of competitiveness with other applicants), and financial barriers.

RentConnect has three components:

• RentConnectAdvisoryService

• RentConnectLoan

• RentConnectTenancyGuarantee.

Additionally, ConnectPoint is a service provided to complement the RentConnect Advisory Service. It offers a new and innovative way to increase access to information for clients seeking to rent in the private market. ConnectPoint provides self-service computer workstations and printers in the foyer of area offices.


These workstations provide access to:

• websitesthatclientscansearchforarentalhomeinthe private market

• informationtoassistclientstolearnhowtomakean application and start a tenancy in the private rental market

• Governmentwebsiteswithinformationonrentinginthe private market and living as a tenant.

On 1 July 2008, RentConnect commenced with the release of nine fact sheets on the department’s website providing hints on accessing the private rental market. Following this, the RentConnect Advisory Service commenced operations in two pilot locations (Caboolture and Central Queensland) in September 2008.

As at 31 March 2009:

• 214 clients had been assisted through RentConnect interviews in the two pilot locations

• 70 of the 214 clients assisted were known to have secured private rental tenancies

• therehadbeenalmost14,000 downloads of the private rental facts sheets from the department’s website.

Delivering maintenance and modification services to assist people to remain in their own homes

To assist aged people and people with a disability to remain in their homes, from 1 July 2008 to 31 March 2009 the department funded community organisations to:

• assist49,789 households through Home Assist Secure services with free information and referrals relating to home maintenance, repairs, modifications and home security, at a cost of $14.39 million

• undertake750 modifications to homes under the Home and Community Care Home Modification Service to prevent premature entry into a hostel, nursing home or similar facility, at a cost of $5.8 million. This service provides information, assessment, project management and/or financial assistance with home modifications.

Funding advice and advocacy services to assist households in the residential rental market with information regarding their rights and responsibilities

The department granted $3.96 million to non-profit community organisations and local councils to operate Tenant Advice and Advocacy Services. These services provide tenants with access to information, advocacy and advice regarding their rights and responsibilities under the Residential Tenancies Act 1994 and the Residential

Services (Accommodation) Act 2002. The program also provides, where appropriate, information and referral to people in housing need to access safe, secure and affordable housing. These providers assisted 60,833 households from 1 July 2008 to 31 March 2009.

In addition to annual funding, a further $0.81 million was allocated to 22 of the 24 Tenant Advice and Advocacy Service (Queensland) registered providers to assist clients affected by closures of residential services facilities.

Goal: Helping build sustainable communities In addition to the activity that occurs under the previous two goals, which also contribute to this goal, the department helps to build sustainable communities by:

• workingwithGovernmentandtheprivatesectortodevelop innovative responses to ensure an adequate supply of affordable housing

• effectivelyusingexistingsocialandculturalresourcesin communities and building the capacity of residents to participate actively in community life, including community management and development.

Working with project partners in Community Renewal zones to deliver sustainable solutions to local issues and helping create stronger, well-developed communities where people want to live

Community Renewal is a whole-of-Government program coordinated by the Department of Housing, in partnership with other State Government agencies and local authorities, business, community organisations and residents to develop stronger, well-connected communities where people want to live. In July 2008, an independent evaluation determined that the program was performing in a “highly satisfactory” manner. The department also measured the performance of Community Renewal through the results of an annual survey, with recent results of resident satisfaction with their Community Renewal zone as a place to live shown below.

30 June 2007%

30 June 2008%

31 March 2009%

Resident satisfaction with Community Renewal zone as a place to live* 83 87 84



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Building the capacity of the community to respond to its future needs

The Community Renewal program actively engages residents from targeted communities to identify local issues and develop solutions which meet their specific community needs. By working closely with its Community Renewal partners, the department ensured efforts were coordinated and resources directed towards specific community-identified issues.


• engagedwithupto8,050 residents in the development and delivery of projects and activities

• approvedover$4.38 million in project funding across nine* Community Renewal zones and facilitated partner contributions of 51% of total project funds for 45 new projects targeting key result areas as follows:

Key result area

Number of projects#


Community capacity building 21

Community safety 10

Culture and identity 7

Economic development and access to jobs 4

Education and skills 11

Health and well-being 18

Infrastructure and amenities 4

Mobility, access and communications networks 7

Strengthening families 6

* WhilethePalmIslandRenewalZonewasnotionallyfinalisedinApril2008, reducing the number of active zones from ten to nine, approved commitments have continued to be met, along with monitoring of projects that were yet to be completed.

# Individual projects can target up to three separate key result areas.

The Community Renewal program has the flexibility to provide the solutions communities are most in need of ranging from health and well-being, economic development, community safety, and employment and training initiatives to arts and cultural development, sport and recreation, and neighbourhood amenity improvements. Examples of approved projects included:

• ConnectingIndigenousYouthProjectinLogan—facilitating the part-time employment of youth workers over a 36-week period to deliver a range of sporting, cultural and personal development opportunities to Indigenous youth, including those at risk of being involved in juvenile crime or volatile substance abuse

• GoodNeighboursVarsityLakesProjectontheGoldCoast — funding a part-time development officer, inpartnershipwiththeVarsityLakesCommunityResource Centre Inc, to support local resident groups to develop and deliver a range of initiatives that support volunteering and include social housing tenants in volunteering

• CommunityNightsSportsProjectinCaboolture— a crime prevention initiative, in partnership with the KYC Trust (Kids, Youth, Community), to provide opportunities for over 1,000 young people aged 12 to 18 years to participate in sporting activities and develop healthy networks with other young people

• PathwaystoAddressIndustryDemandProject–establishing and consolidating linkages between social housing applicants and tenants and a range of State and Federal employment initiatives

• SupportandStrengthening—acrimepreventionbasedsport program in the Townsville and Upper Ross region that offers activities to children and young people aged between nine and 14 who are displaying anti-social behaviour and are disengaged, or at significant risk of disengaging from mainstream schooling

• UpperRossEmploymentEnhancementProject— to provide support, training and equipment to assist 20 adults and 50 young people to gain employment

• FinancialLiteracyProject–enhancingthefinancialliteracy of social housing tenants in Caboolture, Deception Bay, Logan, Beenleigh, Eagleby and Carole Park

• GoodNeighbours:BuildingStrongLeadersProject— providing a range of training for 20 people from Cairns Westtodevelopskillsinleadership,eventsmanagement,community capacity building and problem solving

• YatalaEnterpriseAreaSkillsandLabourSupplyChain Project — linking the labour and skills of residents from the Beenleigh region into employment opportunities in the high-growth industrial area, which has so far assisted more than 1,000 people enter into employment

• SocialHousingTenantEmploymentprojects— enhancing the job readiness of social housing tenants, including Indigenous people relocating to Cairns and Townsville through off-community investment

• BeenleighNeighbourhoodCentreDevelopmentProject — designing and constructing a multi-functional community centre in Centenary Park, Beenleigh, in partnership with the Logan City Council.


Improving Government responsiveness and strengthening cross-Government collaboration in Community Renewal areas to streamline the delivery of services

The department continued to strengthen cross-Government collaboration with 33% of projects funded by the program involving multiple service providers working together to achieve an integrated response in communities. Between 1 July 2008 and 31 March 2009, 95% of all Community Renewal projects approved had service integration outcomes.

Partner contributions comprised 51% of total project funds, resulting in combined Community Renewal and partner agencies funding of over $8 million.

Percentage of total funds contributed by partner agencies*

1 July 2006 to30 June 2007

54.7%57.7%

51.0%

1 July 2007 to30 June 2008


70%

60%

50%

40%

30%

20%

10%

0%


The department’s commitment to sustainable cross-Government collaboration was also evident in activities such as:

• MitigatingtheImpactofStudentMobilityProject–developing policies, procedures and strategies within participating schools to address common problems of disengagement as a result of student movement between schools. The department contributed funding to establish the project with the Department of Education, Training and the Arts, an integral partner, supplying resources and a dedicated employee for this project within each participating school

• CommunityConneXions—providinganumberofinnovative community activities and educational resources designed to increase community safety, reduce the incidence of crime, and increase communitynetworksinWestTownsville.Thisprojectwas delivered in partnership with the Queensland Police Service and a range of other government and community-based organisations.

Promoting housing diversity to meet the needs of communities

Supporting improved choice and access in the general housing market to ensure housing meets the needs of the general community

In July 2008, the department commissioned an independent evaluation of the Home Access Information Trial, a joint initiative between the department and the Real Estate Institute of Queensland whereby the department works with real estate agents to promote homes equipped with access features for people with mobility impairment. The evaluation recommended refinements to the program, highlighted the benefits of a targeted marketing and communications campaign, increased industry collaboration, and will contribute to shaping the future of Home Access initiatives. At 31 March 2009, 73 real estate agents were registered as providing support to identify market accessible homes.

The department also continued its Relocatable Housing project which aims to improve access to affordable housing for low-income families in regional and remote communities,primarilyinWesternQueensland.Between1 July 2008 and 31 March 2009, the department increased the housing supply in these areas by relocating, or allocating:

• threehousestoFlindersShire

• threehousestoBullooShire

• twoduplexunitstoChinchillaShire

• onehousetoEtheridgeShireCouncil,giftedbyQueensland Health

• threehousestoBarcooShire.

The department continued to maintain contact with councilsinWesternQueenslandandinvestigateoptionsto relocate additional houses as opportunities arise.


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Encouraging housing diversity by providing housing advice on planning schemes, major developments and other major initiatives

The department provides policy advice and housing data and analysis on housing options to State agencies and local governments dealing with housing and residential development, including advice on affordable housing to meet the needs of the community. Between 1 July 2008 and 31 March 2009, the department:

• promotedhousingthatwasresponsivetocommunityneeds via input into 11 planning schemes, six planning instruments and five regional plans (South West,CentralWest,Maranoa,FarNorthQueenslandand South-East Queensland), primarily focusing on the promotion of housing diversity

• providedinputinto20 environmental impact statements for significant infrastructure projects in Queensland, mitigating the impact on households affected by these projects

• providedtechnicalinformation,adviceandadvocacyservices to inform:

– the Far North Queensland Regional Planning project, launched by the Deputy Premier and Minister for Infrastructure and Planning in February 2009

– the Mount Peter Master Plan which is aiming to achieve a sustainable, efficient, coordinated development to ensure supportive relationships between employment opportunities, transport infrastructure and population growth in an area south of Cairns

– the Northern Gold Coast Coordinated Social Infrastructure Strategy, in collaboration with the Department of Infrastructure and Planning, which is a project to plan for the timely provision of social infrastructure in appropriate locations along the northern Gold Coast corridor to meet the needs of the current and future population, and to enhance social infrastructure outcomes of participating agencies by coordinating infrastructure planning and delivery across departments and levels of government.

• participatedintheNeighbourhoodPlanningWorkshopfortheRichlandsWacolcorridor

• continuednegotiationswiththeBrisbaneCityCouncilregarding town planning amendments in the Acacia Ridge planning area, including Coopers Plains.

Maximising the supply of a diverse range of affordable housing

Between 1 July 2008 and 31 March 2009, the department contributed to the supply of a diverse range of affordable housing by:

• implementingtheQueenslandcomponentoftheNational Rental Affordability Scheme, a Federal Government initiative to stimulate the supply of up to 50,000 new affordable rental dwellings across Australia over the next ten years, with Queensland expected to benefit from around 10,000 of these dwellings by 2012. There have been two calls for submissions by developers/investors, with the first round resulting in seven successful proposals that will provide 663 new dwellings. As at 31 March 2009, this scheme had assisted six new households with rental accommodation in the private market following referral from the department

• facilitatingalignmentoftheStateAffordableHousingpolicy with the initiatives of the Urban Land Development Authority (ULDA) and by providing input to the ULDA on the interim land use plans and development schemes for three designated Urban Development Areas, namely Bowen Hills, Northshore-Hamilton and Fitzgibbon

• providinghousingmarketanalysistoinformtheaffordable housing component of a master plan for landatVarsityLakesontheGoldCoast,ownedbyQueensland Transport

• acquiringa17 hectare site in Gladstone in January 2009 to on-sell in the private market, conditional upon appropriate outcomes for affordable rental supply being able to be achieved. The department also commenced investigations into the purchase of excess GovernmentlandatBremerinIpswichandWynnumNorth for this same purpose.

Future directionWiththeabolishmentoftheDepartmentofHousingon26 March 2009 as a result of machinery-of-Government changes, the core functions of the former department have transitioned to the Department of Communities. The goals of the former department have been incorporated into the Department of Communities’ strategic direction and will be detailed in the 2008–09 Annual Report for the Department of Communities.


Organisational capability and governanceThe organisational capabilty of the department enabled it to better understand, and effectively integrate, re-align and apply its ability or capacity to achieve its goals. It also enabled the department to develop and provide innovative solutions that focused on the overall management of the department’s functions and activities.

o r g A n i s At i o n A l c A pA b i l i t y A n d g o v e r n A n c e

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Organisational capability and governance

The department’s system of governance provided the framework for the ‘way we worked’ to achieve the vision of improving peoples lives through housing and community renewal. This set of processes, policies, standards and practices guided our relationships with stakeholders and the achievement of our goals, as well as the overall administration of the department.

Leadership

Environmentmanagement

Financialmanagement

Information & communicationmanagement

Assetmanagement

Workforcemanagement

Quality management

Client service management

Community engagement

GovernanceFramework

Components of the department’s governance framework:

Client service managementThe department was committed to enhancing service delivery arrangements to meet the changing needs of its clients, expanding service delivery channels, and implementing whole-of-Government support mechanisms to deliver services for common clients with complex needs.

Developing service delivery options that will improve the way housing services are delivered to clients in the future

Clients expect to access services through a range of convenient methods at times and locations of their choice. The department actively pursued opportunities to meet those expectations by increasing service delivery options. Between 1 July 2008 and 31 March 2009, the department:

• commencednegotiationswithRomaRegionalCouncilto implement a rural housing service centre pilot in Roma, to operate as an access point to one social housing system for clients in that community

• implementedConnectPoint,aseriesofself-servicecomputer workstations and printers in the pilot locations of Caboolture and Central Queensland, which complement the RentConnect Advisory Service.

Supporting community providers to deliver quality service to clients

The department monitored the compliance of 335 registered providers, funded to deliver direct and indirect housing assistance to meet their obligations under the Housing Act 2003, the Housing Regulation 2003 and as set out in individual assistance agreements. To assist community housing providers to meet these obligations, the department continued to develop and implement a performance management framework to facilitate the continual improvement of community housing providers and monitor their compliance with the Housing Act 2003.

In addition, to further develop the skills of community housing providers, the department arranged training with the Australasian Institute of Housing in Advanced Communication and Interview Skills, targeted at people who interview and manage clients seeking housing assistance. Over the course of four workshops, 43 people from community housing providers attended.

Between 1 July 2008 and 31 March 2009, the department also:


• begandevelopingreferralandallocationproceduresfortransitional housing providers, consistent with those used in one social housing system. Twelve workshops were conducted with transitional housing providers throughout Queensland, with over 200 people attending to provide feedback towards the development and implementation of revised procedures

• establishedaBusinessDevelopmentandInnovationUnit in Brisbane in October 2008 to increase the capability of not-for-profit housing providers to become major providers of social and affordable housing within one social housing system, and to encourage and support innovation and continuous quality improvement

• continuedtoworkwithhousingprovidersinhighneed areas across the State to establish housing companies that can provide quality client outcomes, and demonstrate organisational viability, strong governance and capacity to operate at scale


• continuedtoleadanationalreviewoftheNationalCommunity Housing Standards which aims to promote and encourage continuous quality improvement in community housing through a system of accreditation and facilitation of quality service provision.

Participating in coordinated service delivery initiatives to ensure sustainable outcomes for clients

The department recognised that an increasing number of people seeking housing assistance have complex needs as a result of having both a low income and other personal circumstances that inhibit their ability to enter or sustain tenure in the private rental or home ownership markets. The department also recognised that these clients may benefit from Queensland Government cross-agency solutions to address issues beyond the need for housing. Between 1 July 2008 and 31 March 2009, the department continued to collaborate with other Queensland Government agencies to provide solutions to mutual clients with complex needs by:

• assisting183 clients at Roma House (stage one of the Lady Bowen Complex in Spring Hill) under the Responding to Homelessness initiative

• investing$8.95 million under the Responding to Homelessness initiative, including the continuation of building works on stage two of the Lady Bowen Complex and completion of stage three, funding to enable the continuation of an information and referral centre for homeless people in South Brisbane, funding to enable Homeless Service Hubs in Cairns, Townsville, the Gold Coast and Brisbane to provide assistance with housing-related costs for people who are homeless, or at risk of homelessness and who require financial assistance to access accommodation, and by providing funding to 16 Community Rent Scheme providers to enable the provision of transitional housing for people displaced by closures of Level 1 and 2 private residential services

• assisting16 families into social housing under A Place to Call Home. This joint Federal and State initiative over a five-year period, commenced in July 2008 to:

– provide 143 new houses in Queensland, facilitating sustainable long-term housing for families who were homeless or at risk of homelessness

– provide tenancy management and other support services for up to 12 months in order to stabilise the tenants’ circumstances and ensure a long-term stable tenancy.

• providing$0.21 million in grant funding to community organisations to lease and manage 23 units of accommodation under the Queensland Government’s Drug Court Residential Program, and commenced investigations, with the Department of Justice and the Attorney-General, into options to expand the program beyond the current pilot locations of North Queensland and South-East Queensland

• providing$0.16 million in grant funding to community organisations to lease and manage up to 15 units of accommodation to continue the pilot of the Queensland Indigenous Alcohol Diversion Program

• assisting132 clients with mental health issues to enter social housing through the Housing and Support Program and investing $1.98 million to expand the social housing property portfolio of the Housing and Support Program by purchasing five existing dwellings

• leasingsixunitsofaccommodationtotheGoldCoast Housing Company under the Transitional Recovery Program

• allocatingsixdwellingstosupporttheIntensiveRehabilitation and Recovery Support Program

• assistingnineclientstotransitionfromhospitalinto social housing through the Spinal Cord Injuries Response, assisting a further 38 households with essential home modifications to their privately owned properties, and investing $7.54 million to expand the social housing property portfolio of the Spinal Cord Injuries Response.


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Providing a responsive service that meets the diverse needs of clients

The biennial National Social Housing Surveys, which measure the satisfaction of clients with their treatment by staff, provided the department with the opportunity to gauge its success in responding to its various clients.

Percentage of social housing tenants satisfied with their treatment by staff*

2005%

2007%

Aboriginal and Torres Strait Islander Housing 79 84

Public Housing 78 79

Community Housing# 84 78

* Source: Report on Government Services 2008, based on results from the 2007 National Social Housing Survey results. No survey was undertaken between 1 July 2008 and 31 March 2009.

# Community Housing results are not comparable with results from previous years due to the adoption of a new survey methodology.

The department also gauged its ability to provide a responsive service through the number of appeals lodged by clients. An application for an appeal must have been made in writing within 28 days of the client becoming aware of the decision, although some appeals may have been considered outside this timeframe.

A total of 1,089 appeals were received between 1 July 2008 and 31 March 2009, representing a 320% increase on the 340 (of a total of 569) appeals received during the corresponding period in 2007–08 and is primarily as a result of the department’s move to a needs-based assessment process (the Client Intake and Assessment Process) where applicants were prioritised on their level of need.

Of the 366 legislative appeals received, 252 decisions wereoverturnedoramended.Whilethisrepresentsa substantial increase from previous years it is as a result of changes to clients circumstances after the decision regarding their eligibility was made, rather than incorrect decision making or policy application. Similarly, the increase of administrative appeals can also be attributed to the implementation of the Client Intake and Assessment Process.

Reviewable decisions and administrative appeals by clients

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


Part six of the Housing Act 2003

Number of decisions overturned or amended 53 (43%) 63 (32%) 252 (69%)

Number of decisions upheld 66 (53%) 88 (45%) 86 (23%)

Number of applications pending 5 (4%) 44 (23%) 28 (8%)

Total number of appeals under Part six of the Housing Act 2003 124 195 366

Administrative Appeals

Number of decisions overturned or amended 118 (38%) 99 (27%) 77 (11%)

Number of decisions upheld 180 (58%) 203 (54%) 627 (87%)

Number of applications pending 10 (3%) 72 (19%) 19 (2%)

Total number of administrative appeals 308 374 723

Specific client groups

Indigenous people

The department acknowledges Aboriginal and Torres Strait Islander people as the first people of Queensland and of the Torres Strait Islands, with unique cultural and spiritual relationships to the land and seas. The department values and respects the diverse cultures among the Aboriginal and Torres Strait Islander people of Queensland and further recognises that Aboriginal and Torres Strait Islander people have a right to access affordable, appropriate, safe, well-designed and appropriately maintained housing.

Many Indigenous Queenslanders face additional barriers to achieving positive housing outcomes. Such barriers include higher levels of overcrowding, discrimination


and homelessness, a higher proportion of multiple family households, and a lower rate of home ownership. In response, the department continues to focus on improving housing outcomes for Indigenous people and countering these challenges through immediate intervention as well as longer-term strategies.

Between 1 July 2008 and 31 March 2009, through the Housing Improvement Program and Rural and Remote Indigenous Housing Program, the department:

• expended$48.73 million to:

– complete construction of 27 dwellings commenced in 2008–09 or previous years, including nine factory-built homes, replace 22 dwellings, and perform 191 upgrades to existing dwellings

– purchase nine dwellings outside of Indigenous communities to allow eligible families in Indigenous communities the opportunity to relocate off the communities

– maintain approximately 4,079 dwellings

– support Indigenous Councils by providing advice, tools and training in asset and tenancy management.

• developedcapitalinvestmentproposalsforAurukun, Kowanyama, Palm Island, Mornington Island and Yarrabah, and commenced development of capital investment proposals for Doomadgee and for communities under the Northern Peninsula Area Regional Council and Torres Strait Island Regional Council

• developedindividualHousingImprovementPlansfor each Indigenous community to use as a strategic housing asset and tenancy planning document for the development and implementation of various housing improvement strategies in each community. At 31 March 2009, of the Housing Improvement Plans for the 16 Councils:

– 13 plans had been developed and signed by both the department and the responsible Council

– one plan had been developed and is being reviewed by the responsible Council

– two plans were under development, in consultation with Councils.

The department also:

• providedtenancymanagementservices,suchasmonitoring rent collection and arrears, investigating disputes, making allocation referrals to the Council and maintaining waitlists for six of the 16 Indigenous Councils,namelyLockhartRiver,WujalWujal,Napranum,HopeValeandDoomadgeeAboriginalShireCouncils and the former Kubin Community Council

• commencednegotiationswithYarrabahAboriginalShire Council to divest its tenancy management responsibilities to the department

• commencedtheprovisionoftenantawarenesskitsforresidents of communities where tenancy management services were delivered by the department

• conductedaworkshopinFebruary2009 with 15 housing officers and housing managers from the Torres Strait Island Regional Council on the department’s rent policy, rent collection and tenancy management model in preparation for the implementation of the tenancy management model in July 2009. This training will assist the Council to deliver direct tenancy management services, including rent reviews, arrears management, and any other action under the Residential Tenancies Act 1994 to tenants in the communities

• completedtheFixingHousesforBetterHealthprojectsin Kowanyama and Pormpuraaw by undertaking health and safety repairs to 304 dwellings

• significantlyprogressedsimilarFixingHousesforBetter Health projects on Hammond Island and Boigu Island, by undertaking health and safety repairs to 101 dwellings

• providedpropertymanagementservices,includingmaintenance and upgrades delivered through QBuild and detailed acquisition, maintenance, upgrade, asset review, redevelopment and disposal programs in 34 Indigenous communities

• completedconstructionofawomen’sshelterinKowanyama, commenced construction of a women’s shelter in Pormpuraaw, and entered negotiations to construct women’s shelters in Hopevale, Yarrabah and Cherbourg

• provided$0.16 million in grant funding to community organisations to lease and manage up to 15 units of accommodation to continue the pilot of the Queensland Indigenous Alcohol Diversion Program


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• developedappropriatepoliciesandprocedurestoadminister the department’s obligations under the trial of alcohol restrictions and welfare reforms that are targeting people in Cape York who are welfare recipients, and who reside in Aurukun, Coen, Hope ValeorMossmanGorge

• collaboratedwiththeFederalDepartmentofFamilies,Housing, Community Services and Indigenous Affairs to support the voluntary transition of Indigenous Community-managed Housing Organisations and associated housing assets into one social housing system and introduce a single level of service delivery for Indigenous housing. These 81 organisations, which have been funded almost exclusively by the Federal Government for over 30 years, are located in both urban and regional centres across Queensland and provide housing services to Indigenous households, with some providing additional services such as health, employment and child care support. At 31 March 2009, 15 of the organisations had agreed to transition into one social housing system

• approvedsevenCommunityRenewalprojectstargeting Indigenous people, including the Connecting Indigenous Youth Project in Logan – facilitating the part-time employment of youth workers, over a 36 week period, to offer a range of sporting, cultural and personal development opportunities for Indigenous youth, including those at risk of being involved in juvenile crime or volatile substance abuse

• progressedtheimplementationoftheRemoteIndigenous Housing National Partnership Agreement, where Queensland will expend $1.16 billion over 10 years to enable Indigenous people to improve housing amenity and reduce overcrowding for Indigenous people, particularly in remote areas and discrete communities. This agreement provides for the delivery of 1,141 new dwellings, 1,216 major upgrades to existing dwellings, a repairs and maintenance program, provision of tenancy management services and also provides for housing-related infrastructure and employment outcomes

• providedhousingresponsestomorethan 16,280 households with an Indigenous personas shown below.

Proportion of Indigenous households assisted

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


No. % No. % No. %

Government-managed housing

Aboriginal and Torres Strait Islander Rental Program 3,134 100.0 3,228 100.0 3,191 100.0

Public Rental Housing 3,873 7.2 4,140 7.7 4,140 8.0

Community-managed housing

Housing Improvement Program* 4,157 100.0 4,092 100.0 4,276 100.0

Long Term Community Housing Program 238 11.8 237 9.8 253 10.5

Community-managed Housing — Studio Units 51 6.4 308 34.3 327 29.3

Community Rent Scheme 573 19.2 715 24.8 508 18.5

Brisbane Housing Company 35 2.9 41 2.7 35 4.1

Private market assistance

Bond loans 6,420 14.0 5,389 12.5 3,509 9.3

Rental grants 248 22.2 207 17.0 108 12.4

* The department calculates the total number of households assisted as the number of households occupying Housing Improvement Program rental units at the end of each reporting period.


People from culturally and linguistically diverse backgrounds

The Department of Housing promoted equal rights, responsibilities and opportunities for all Queenslanders, regardless of their gender, culture or religious backgrounds. The department’s commitment to strengthening diversity and enhancing multiculturalism in Queensland was outlined in its Multicultural Action Plan 2008–2011. This plan supported the department’s commitment to recognising and supporting diversity throughout Queensland and the Queensland Government’s Multicultural Queensland — Making a World of Difference policy.

Between 1 July 2008 and 31 March 2009, the department coordinated and/or funded a number of activities targeting multicultural communities including:

• aninterculturalfamilyfundayforapproximately300CairnsWestresidents

• theAfricanFamiliesForuminLogan

• theLabradorMulticulturalFestival

• theannualPartyOnintheParkfestivalinAcaciaRidgewhich attracted approximately 1,500 local residents predominantly from African, Indigenous and Islander backgrounds.

Additionally, between 1 July 2008 and 31 March 2009, the department approved seven Community Renewal projects to benefit clients from culturally and linguistically diverse backgrounds, including:

• theHandInHand—SeniorMigrantsAssistanceproject which provides “one-to-one” basic life skills assistance to senior migrants in Labrador

• thePanuiPasifikaprojectwhichincreasesandenhances communication networks between the diverse Pan Pacific Islander people in Logan

• theCapacityBuildingandOrganisationalImprovementproject which builds the capacity of MultiLink Community Services Inc., enabling it to deliver quality services to its refugee and migrant clients.

People with a disability

The department delivered a range of services to remove or reduce the impact of social, physical or organisational barriers by addressing the housing needs of people with a disability and providing them with the same opportunity to participate in their communities as other individuals. Service provision for clients with a disability was guided by the department’s Disability Services Plan 2007–2010 prepared under the Disability Services Act 2006.


• commencedtheconstructionof52 and completed the construction of 74 dwellings that meet the Australian standards for adaptability and are fully wheelchair accessible

• commencedconstructionof34 and completed the construction of 58 semi-adaptable dwellings that have features that address issues faced by people with mobility impairment but who do not require wheelchair accessibility

• completed1,734 modifications to existing social housing dwellings to provide accommodation for people with a diverse range of disabilities

• assisted142 clients with severe to moderate mental illness to undertake tenancy agreements and purchased five additional dwellings through the Housing and Support Program

• leasedsixunitsofaccommodationtotheGoldCoast Housing Company under the Transitional Recovery Program

• allocatedsixdwellingstosupporttheIntensiveRehabilitation and Recovery Support Program

• assistednineclientstotransitionfromhospitalinto social housing through the Spinal Cord Injuries Response, and provided new housing solutions for clients with spinal cord injuries by:



– purchasing two existing dwellings

– purchasing one parcel of vacant land to facilitate future construction of two dwellings.


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• completed750 modifications to homes under the Home and Community Care Home Modification Service to provide essential home modifications to prevent premature entry into a hostel, nursing home or similar facility

• providedtrainingtofront-linestaffonHousingwithShared Support procedures, an initiative designed to assist clients who have significant support requirements to live in social housing with other people who have similar support requirements, to facilitate the sustainability of their support services

• assisted46,789 households with Home Assist Secure services by providing free information and referrals pertaining to home maintenance, repairs, modifications and home security. Subsidised assistance with minor home maintenance, repairs, modifications and security is also available for eligible clients who are unable to make use of alternate assistance

• providedsocialhousingresponsestomorethan26,200 households with a disability, as shown below.

Proportion of households assisted with a person with a disability

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


No. % No. % No. %

Government-managed housing 21,865 38.6 22,983 40.2 23,644 41.9

Aboriginal and Torres Strait Islander Rental Program 642 20.5 690 21.4 754 23.6

Public Rental Housing 21,223 39.7 22,293 41.3 22,890 42.9

Community-managed housing* 1,918 23.7 2,103 27.2 2,560 35.9

Long Term Community Housing Program 455 22.6 556 23.0 595 24.7

Community-managed Housing — Studio Units 381 48.1 494 54.9 703 63.0

Community Rent Scheme 923 31.0 894 31.0 809 29.5

Brisbane Housing Company 159 32.4 159 10.4 453# 53.0

* Does not include Crisis Accommodation Program, Drug Court Program, Housing Improvement Program or Same House Different Landlord program as this information is not available.

# The significant increase in 2008–09 is attributed to the inclusion of households with a non-physical disability. Prior to 2008–09, only those households with a physical disability were reported by the Brisbane Housing Company.

Women

The department contributed to the improvement of women’s ability to achieve economic security through access to a range of social housing assistance. The following tables show the percentage of social rental housing where the main applicant or tenant was female.

Households headed by a female waiting for long-term social housing

Applications on the Housing Register

30 June 2007 30 June 2008 31 March 2009

No. % No. % No. %

Total applications 34,592 100.0 32,519 100.0 19,790 100.0

Total applications headed by a female: 18,696 54.0 17,674 54.3 10,904 55.1

Indigenous* 2,328 6.7 2,269 7.0 1,516 7.7

Disability# 5,209 15.1 5,464 16.8 3,609 18.2

Escaping domestic violence 18 0.1 27 0.1 161 0.8

Single person family 7,953 23.0 7,675 23.6 4,958 25.1

Single parent family 9,661 27.9 8,970 27.6 5,490 27.7

* Indigenous status is where at least one household member self-identifies as being of Aboriginal or Torres Strait Islander origin.

# Disability status is defined as being households where at least one member is receiving a discrete disability income from Centrelink, plus those on other incomes who identified as having at least one member with a disability, plus those who do not fall into either category but who require(d) home modifications and/or because of a disability. Although a household may be included in more than one of these categories, to derive the total number with a disability, each rental agreement is counted once only.


Households headed by a female in long-term Government-managed social housing

Tenancies (based on rental agreements)30 June 2007 30 June 2008 31 March 2009

No. % No. % No. %

Total tenancies 52,591 100.0 53,224 100.0 53,512 100.0

Total tenancies headed by a female 30,382 57.8 29,968 56.3 30,273 56.6

Indigenous* 4,930 9.4 4,435 8.3 7,891 14.7

Disability # 9,485 18.0 10,133 19.0 9,853 18.4

Escaping domestic violence 276 0.5 357 0.7 209 0.4

Single person family 10,239 19.5 10,235 19.2 14,569 27.2

Single parent family 13,677 26.0 13,728 25.8 13,832 25.8

* Indigenous status is where at least one household member self-identifies as being of Aboriginal or Torres Strait Islander origin.

# Disability status is defined as being households where at least one member is receiving a discrete disability income from Centrelink, plus those on other incomes who identified as having at least one member with a disability, plus those who do not fall into either category but who require(d) home modifications and/or because of a disability. Although a household may be included in more than one of these categories, to derive the total number with a disability, each rental agreement is counted once only.

Community engagementThe Queensland Government recognises the importance of connecting with citizens in the development and implementation of policies, programs and services. It acknowledges the right of citizens to have a say and to get involved in the business of Government. Effective community engagement allows Government to tap into diverse perspectives and potential solutions to improve the quality of its decisions.

Community engagement is an active demonstration of the department’s commitment to seeking input into decision-making, to keeping the community informed of progress and change, and providing opportunities to contribute to evaluative processes. Engagement is a recognition that by working together, the Government can respond more effectively to the needs of the community.

In addition to contributing to Community Cabinet meetings and Ministerial Regional Community forums, the department continued to work with community organisation representatives, community and local government housing providers, peak bodies representing housing consumers and providers, local governments, other State Government agencies, Australian Government departments and the housing industry.

Client intake and assessment process

The Client Intake and Assessment Process (CIAP) was implemented in September 2008. This implementation supported the department’s commitment to a range of housing reforms which address the housing needs of those most critically in need of assistance.

Information on CIAP was provided throughout 2008–09 at cross-agency meetings to representatives of Disability Services Queensland, the Department of Child Safety and Queensland Health’s Mental Health Services. The department’s service delivery network provided information to community housing organisations by hosting networking sessions before and after the introduction of CIAP. To further support implementation, grants were provided to 12 Community Rent Scheme providers across the State to attend an Advanced Communication and Interview Skills training course convened by the department.

Discrete Indigenous communities

Staff regularly visited Indigenous communities to meet with Chief Executive Officers, Councils, project managers, QBuild and private contractors to monitor and assist with the delivery of Housing Improvement Plans.


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Indigenous partnership agreement negotiation tables

The Department of Housing continued to participate in Negotiation Tables for the Indigenous Partnership Agreement 2007 to 2010. Negotiation Tables were attended in Dirranbandi, St George, Coen, Cherbourg, Bundaberg, Doomadgee, Aurukun, and Yarrabah. These negotiations have contributed to the development of Local Indigenous Partnership Agreements, many of which include strategies to improve the condition and increase the supply of affordable housing.

Indigenous Community Housing Organisations

In recent years, the Federal Government has reviewed funding and service delivery arrangements for Indigenous community housing organisations that they directly fund.

In Queensland, there are 81 organisations that manage approximately 2,000 housing assets. The Federal Government has requested that the Queensland Government assume responsibility for managing these organisations and has offered the State $60 million for repairs and maintenance to ensure the assets managed by these 81 organisations meet Queensland’s social housing standards. The department has met with a majority of these organisations to discuss options for them to transition into one social housing system.

Realignment of transitional housing

A reference group was established to provide feedback on the implementation and proposed changes to achieve the integration and alignment of transitional housing with one social housing system. The reference group consisted of representatives from the Department of Housing, the not-for-profit housing sector, peak organisations, and the Community Rent Scheme Association Queensland. Reference group members provided advice to the department on implementation activities and disseminate information to transitional housing providers about proposed changes.

Twelve half-day workshops were held across the State in October and November 2008, with community housing providers and area office staff discussing the development of new service delivery arrangements for transitional housing. The workshops were well attended and produced practical advice on how to implement new allocation arrangements for transitional housing and how to ensure

applicants are not disadvantaged by the eventual closure of provider waitlists in 2009. As a result, work commenced on preparing a discussion paper and a draft strategic policy framework, consistent with one social housing system, for the development of referral and allocation procedures for transitional housing.

Tenant participation

Regional Tenant Group representatives formed a working group to coordinate development of a training workshop on how to strengthen and sustain groups at local and regional levels. This initiative resulted in three, two-day training workshops being delivered to 72 tenants from across the State during July to September 2008. Approximately 11% of workshop attendees were tenants living in community-managed housing (non-Government-managed social housing).

Evaluation of the Tenant Advice and Advocacy Service (Queensland) program

An evaluation was conducted on the Tenant Advice and Advocacy Service (Queensland) program between July and October 2008. As part of this evaluation, a detailed consultation phase was undertaken with service providers, accommodation managers and stakeholders (including real estate agents, community housing providers and departmental area office staff ), and key staff from the Residential Tenancies Authority and the department. A detailed telephone survey captured feedback from clients of the services offered. Information gained from client interviews informed recommendations to improve the effectiveness and efficiency of the Tenant Advice and Advocacy Service (Queensland) program.

RentConnect

The trial of the RentConnect program commenced in September 2008 in the Caboolture and Central Queensland area offices which assisted people to find and secure a property in the local private rental market. To support this program, the department continued to build on its existing relationships with the Real Estate Institute of Queensland and the Tenants’ Union of Queensland. The relationship with the Real Estate Institute of Queensland had a significant impact on the RentConnect Advisory Service product and its success. The relationship with the Tenants’ Union of Queensland provided the department with advice and guidance relating to issues and barriers facing clients.


Home Access Information Trial

As part of the Home Access Information Trial, the department engaged with the Real Estate Institute of Queensland, Brisbane real estate agents and community groups to improve the availability and consistency of access-related property information in Brisbane’s residential housing market. The trial was designed to assist in overcoming some of the barriers which many people with a mobility impairment face in accessing appropriate housing. It has now finished and results from its evaluation will contribute to shaping the future of home access initiatives.

Community Renewal

Promoting participation from a broad range of residents, government, business and community stakeholders was critical to achieving the goals of the Community Renewal program. From 1 July 2008 to 31 March 2009, over 8,000 residents received services funded by the program and/or were engaged in developing and delivering Community Renewal projects and activities.

The fourth annual Community Life Survey was conducted, seeking information on Community Renewal zone resident perceptions of neighbourhood life, individual well-being and awareness of the Community Renewal program. The findings from the survey were used to inform planning and program delivery and provide timely information on key dimensions of community need, participation and satisfaction with service provision. The results also contributed to operational reporting, Community Renewal zone planning and marketing and communication activities.

Workforce managementContinuing to undertake workforce management and planning to attract and retain a diverse workforce which supports a client-focused, innovative and flexible organisation

The Department of Housing applied an integrated approach to workforce management to support a diverse and capable workforce to deliver housing services in Queensland. The department provided a supportive environment in which staff could participate and contribute to housing outcomes for the people of Queensland and the social and diverse cultural life of the organisation.

The department was committed to attracting and retaining a diverse workforce with the experience, skills, knowledge and personal qualities required to implement and maintain quality services for Queensland households.TheWorkforceManagementStrategicPlan2008–2013 outlined how the department maintained an integrated approach to workforce management through:

• improvingtheleadershipandmanagementcapacityofemployees and developing professional and functional expertise through a range of pathways including study and research assistance

• empoweringemployeestomakedecisionsandcontribute to the development of innovative services

• givingemployeestheopportunitytoprovidefeedbackon the department’s progress toward its workforce management goals

• managingchangestocreatetheorganisationalflexibility required to adapt to future challenges

• puttingintopracticepreventionandearlyinterventioninitiatives to ensure work environments were inclusive, safe and healthy.

Continuing to foster strong leadership and management skills

The Leadership and Management Development Program focused on both management and leadership development to emphasise the balance required between creating a shared vision, positive relationships, high performing teams, and a healthy organisational culture. It also promoted the need to ensure the achievement of outcomes using the resources available in the context of ethical and accountable Government.

From 1 July 2008 to 31 March 2009, the department provided the following courses and programs for staff in leadership and management roles:

• CertificateIVFrontlineManagement

• PracticalPeopleManagementProgram

• ExecutiveLeadershipandManagementProgram

• SteppingStonesMentoringProgram

• leadershipcoaching

• careercoaching

• executive/seniorofficermobility (external and internal).


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In addition, the department provided staff in leadership and management roles access to:

• 360 degree leadership feedback

• onlinetoolsandinformation

• non-accreditedcourses

• conferences,forumsandcommittees

• professionalmemberships.

Maintaining a strong focus on the safety and well-being of staff

The department’s continued focus on staff health and well-being was enhanced by the implementation of a number of new initiatives under the Organisational Health Framework which incorporated accountability and reporting, early intervention, and prevention elements.

Between 1 July 2008 and 31 March 2009, the department established a number of new workplace health and safety networks for Harassment Referral Officers, First Aid Officers andWorkplaceHealthandSafetyOfficers/Representatives.These networks reported to the Board of Management via the department’s Organisational Health Committee which was also established during this period.

The department implemented an Anti-Discrimination Commission of Queensland training program for the prevention of workplace harassment, sexual harassment, and unlawful discrimination as part of its prevention of psychological injury program.

The department continued to dedicate a resource to the case management of ill and injured staff. An early intervention program was introduced to assist in identifying employees who may need assistance and/or support to manage their illness or injury whether or not a WorkCoverclaimisassociatedwiththatillnessorinjury.

In recognition of the differing health and safety issues that may be encountered by staff travelling and working in remote and regional locations, the Remote and Rural WorkplaceHealthandSafetyStrategywasimplemented.

AnonlineresourcecalledEmployeeWell-beingandManagement was launched by the department, and contained a variety of resources to assist staff achieve and maintain a healthy work/life balance. Links to information about healthy activities, health advice sites, and assistance and advice around mental health issues formed part of this resource.

Promoting work/life balance

Staff could access a range of flexible work arrangements to enable them to achieve a balance between work, family,

and carer responsibilities. At 26 March 2009, a total of 162 staff worked part-time (equivalent to 99.4 full-time positions), with 18 of these staff taking advantage of arrangements that allowed extra annual leave through the year coupled with a proportional rate of pay.

Supporting women’s career development

The overall representation of women in the department at 26 March 2009 was 67.1% with the proportion of women in the department similar to the public sector average of 66.4%. The proportion of women in senior, senior officer and senior executive positions in the department increased in recent years and continued to exceed public service targets, as outlined in the table below.

Women in senior positions

Proportion of women at 30 June 2007 2008

26March 2009

Public service target

In senior positions (AO6 classification and above – salary groups 6 to 9) 47.5% 52.2% 54.2% 35%

In senior officer and senior executive positions (salary group 9) 42.9% 45.5% 45.7% 25%

Workforce analysis

At 26 March 2009, the department employed1,385 staff in a range of work arrangements equivalentto 1,317 full-time staff. The following tables providefurther detail of departmental staffing:

Staffing by employment type (Full-time equivalent)

At 30 June 2007 200826 March

2009

Casual 1 0 1

Permanent 926 981 995

Permanent part-time 59 65 84

Temporary 199 196 222

Temporary part-time 15 14 15

Total 1,200 1,256 1,317

Staff retention and separation rates

At 30 June 2007 200826 March

2009

Retention rate (%) 83.2% 86.4% 91.2%

Separation rate (%) 7.9% 9.1% 6.0%


Staff Profile by Gender (as at 26 March 2009)

Female Male

1 2 3 4 5 6 7 8 9

Salary Group

Perc

enta

ge o

f sta

ff

30%

25%

20%

15%

10%

5%

0%

Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8 Group 9

‹ $30,246 $30,246to

$42,603

$42,604to

$50,592

$50,593to

$58,847

$58,848to

$66,071

$66,072to

$74,620

$74,621to

$83,678

$83,679to

$91,445

› $91,446

Equal opportunity employment groups

The table below shows the proportion of staff from each of the equal opportunity employment groups. There have been slight decreases in each of the target groups (excluding women) as at 26 March 2009, however the results are generally favourable compared to the public service average as at 31 December 2008. The department implementedanIndigenousWorkforcestrategytoinitiate a range of employment, retention and career development initiatives aimed at Aboriginal and Torres Strait Islander staff.

Staff identifying with equal opportunity target groups

Department of Housing Actual

Public service average

At 30 June 2007 200826 March

2009 2008*

Aboriginal and Torres Strait Islander descent 3.4% 3.7% 3.5% 2.2%

Disability 6.6% 5.4% 5.0% 6.1%

Linguistically diverse background 9.3% 10.8% 10.3% 9.8%

Women 64.9% 66.1% 67.1% 66.4%

* Source:WorkforceProfileReportforDecember2008 Quarter,Section 11 — Diversity.

Voluntary early retirement

Finalised voluntary early retirement packages

2006–07 2007–081 July 2008 to

26 March 2009

Packages finalised 7 Nil 2

Cost of packages provided $294,157 - $159,075

Retrenchments

There were no retrenchments of departmental staff between 1 July 2008 and 26 March 2009.

WorkCover

There were 22WorkCoverclaimslodgedduringtheperiod 1 July 2008 to 26 March 2009. Of these, 19 claims were accepted, two claims were denied, and one claim remains pending.

WorkCover Claims

At 30 June 2007 2008 26 March 2009

Number of claims lodged 23 29 22

Cost of claims approved $262,721 $148,904 $77,427

Industrial Relations


• liaisedwiththeDepartmentofEmploymentandIndustrial Relations, who will lead negotiations for the State Government Departments Certified Agreement 2009 on behalf of Queensland Government employees

• continuedtoaddresspotentialindustrialrelationsmatters with the Queensland Public Sector Union and through the department’s Consultative Committee, which consists of Queensland Public Sector Union delegates and representatives, and departmental representatives, as required under the current Certified Agreement.


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Ethical Conduct and Governance Framework

The department implemented preventative measures under the Ethical Conduct and Governance Framework which include processes to address conflicts of interest, fraud and corruption prevention, and anti-discrimination education programs.

As an initiative under the department’s Ethical Conduct and Governance Framework an online resource entitled EmployeeWell-beingandManagementwasimplementedand made available to all staff. In addition to addressing health and well-being issues, the resource provided assistance in the area of employee management, including links to articles and websites designed to assist managers achieve best practice in employee management.

The department was committed to providing Code of Conduct training to new employees and ensuring all staff attended current training. Between 1 July 2008 and 31 March 2009, the department continued to deliver training on its revised Code of Conduct, with 174 staff attending training during this period. Approximately 1,280 employees have attended Code of Conduct training since its revision and roll-out from February 2007.

Whistleblowers Protection Act

The Whistleblowers Protection Act 1994 provides a scheme that, in the public interest, gives special protection to persons disclosing unlawful, negligent or improper public sector conduct or danger to public health or safety, or the environment. From 1 July 2008 to 31 March 2009, there was one disclosure made relating to or regarding the department under the provisions of the Whistleblowers Protection Act 1994. This matter was not assessed as a public interest disclosure.

Asset managementThe Queensland Government commits several billion dollars annually for its Capital Program. The costs, benefits and risks of asset decisions are based on strategic management processes and the full life-cycle cost of assets. Assets created by the Queensland Government’s Capital Program are recognised as a key resource in the delivery of its services and provide a stimulus for improving the productivity of the Queensland economy.

As at 31 March 2009, the Department of Housing owned property consisting of 65,042 dwellings, with an approximate value of over $13.55 billion. Strategic management of this portfolio ensured the development of accommodation solutions to assist those with greatest need, while maximising the value, life and condition of property assets. The department’s strategic portfolio management process governed all activities related to managing building and land assets for optimal service outcomes, and ensured value for money for Government.

Managing the construction, acquisition and disposal of assets to ensure value for money

The department’s rolling three-year new construction and acquisition programs were influenced by demand, existing availability of social housing, population growth, and availability of suitable land for construction of housing. These programs increased the mix of dwelling types in the portfolio and allowed a better match to the changing demographics of the Queensland housing market. In recent years, the department had strategically weighted its capital works programs towards one and two-bedroom dwellings, which has enabled the department to respond to high client demand for smaller accommodation types and also maximise its return on capital expenditure.

Between 1 July 2008 and 31 March 2009, the department completed construction of 331 dwellings and purchased 187 existing dwellings, adding 518 social housing dwellings to the department’s portfolio. The department also commenced construction of 245 dwellings and purchased land to facilitate the future construction of approximately 274 dwellings.

The department also purchased surplus Government land which would be suitable for housing development. By conditioning the sale of this land to private developers for the inclusion of social housing and other affordable private homes, the supply of affordable and appropriate housing will increase. Between 1 July 2008 and 31 March 2009, the department purchased a 17 hectare land parcel at Gladstone at a cost of $6.1 million which, when offered to the market for sale, will be conditional on developers providing 17 sites for social housing and 17 sites for first homebuyers. The criteria established by the department for first home buyers included a household income of less than $90,000 and not more than 30% of income being used for mortgage repayments.


The department strategically disposed of assets to:

• assisttenantsintohomeownership. Between 1 July 2008 and 31 March 2009, 51 households were assisted through the Salesto Tenants program

• provideredevelopmentopportunities.Theremovalor demolition of adjoining detached houses provided opportunities to construct multi-unit dwelling complexes. This results in a greater number of clients assisted and utilises the equity held in land holdings

• minimisethefuturefinancialburdenofpropertiesinpoor condition.

Property disposal, through sales, demolition or house removal is a critical component of responsible portfolio management and helps to align the portfolio with demand and improve integration of social housing within communities. However, the department recognised the increased demand for social housing and kept the disposal of properties to a minimum.

Preserving the value and extending the remaining useful life of the social housing portfolio

The department’s assets were maintained to ensure they supported the policy objectives and service delivery requirements of the department, and to ensure that Government investment in the dwelling portfolio was managed prudently. This involved the assessment of the maintenance needs of the portfolio over the immediate, medium and long-term, and responding to identified maintenance requirements.

In addition to routine planned and responsive maintenance, specific maintenance programs were undertaken when a need was identified. Examples of specific maintenance programs include water efficiency improvements in areas subject to water restrictions and repairs and maintenance programs developed in response to the Federal Government’s Nation Building and Jobs Plan (Economic Stimulus Package).

The department ensured dwellings were maintained to an acceptable and appropriate standard through a targeted maintenance program, at a cost of $108.35 million from 1 July 2008 to 31 March 2009. Over this period, the department also invested $57.81 million in the upgrade and refurbishment of properties to improve dwelling amenity and functionality, and to address tenants’ health and safety issues.

Ensuring a consistently high standard of asset management across all social housing

The department’s asset strategies were guided by the service delivery objectives outlined in the department’s Strategic Plan, the Housing Act 2003, the Commonwealth State Housing Agreement (ceased 31 December 2008), and its replacement from 1 January 2009, the National Affordable Housing Agreement (NAHA). These strategies also supported efficient and cost-effective management and provided best value for money to Government.

To ensure all social housing was maintained to an appropriate and consistent standard, the department developed an Asset Management Framework to build the property management capabilities of registered providers. Once implemented, property condition appraisals will commence for non-department owned properties for community housing registered providers. The data gathered from the inspections will be beneficial to providers for their development of Asset Management Plans, which are required under the Housing Regulation 2003.

The department has maintenance arrangements with QBuild and local Indigenous Councils for tenants of the 34 Indigenous communities to request responsive maintenance through a dedicated free-call telephone line linked directly to the department’s Call Centre. The department also continued to review and update design and construction standards for remote Indigenous housing to ensure the standard of housing in remote communities is comparable to social housing in other locations.

Identifying and tapping into opportunities to re-shape the social housing portfolio

Withinthesocialhousingassetportfolio,thereareproperties which can be redeveloped into more appropriate housing using equity held in land assets. From 1 July 2008 to 31 March 2009, the department identified many redevelopment opportunities in the greater Brisbane area which would make use of existing assets (dwellings and vacant land) to secure larger parcels of vacant land for the construction of new dwellings. For example, the department earmarked redevelopment sites in Acacia Ridge, Carina, Geebung, Morningside, Mt Gravatt East, Stafford, Stafford Heights, andZillmerewhichwillbeusedinfutureconstructionofover 90 medium-density units of accommodation.


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In addition, the department continued to undertake land consideration projects which provide additional social housing to optimise outcomes for clients in exchange for making departmental land available for private sector development. From 1 July 2008 to 31 March 2009, the department completed one land consideration project involving the sale of land at Carina in exchange for the construction of eight two-bedroom departmental units at Holland Park. Further, the department signed an agreement involving the sale of a portion of an amalgamated block of land at Stafford in exchange for eight one-bedroom departmental units being built on that site as part of a larger private development.

The department continued to work closely with the Brisbane City Council to secure additional redevelopment opportunities through local and neighbourhood planning, particularly in the Coopers Plains, Stafford, and Murarrie areas. In addition, a submission was forwarded to the Brisbane City Council to support the inclusion of Keperra into the Mitchelton Neighbourhood Plan, with a view to “upzoning” around major transport infrastructure.

Revised town planning for these suburbs will allow redevelopment of sites while improving social diversity and optimising client outcomes through private sector developments. Properties will continue to be identified where the Department of Communities is able to redevelop and realign existing properties to provide more appropriate housing for clients.

Measuring our performance

Appropriate utilisation of dwellings

To ensure effective use of resources, the department measures overcrowding rates across its social rental portfolio.

Percentage of dwellings without overcrowding*

Actual (%)

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


Social Rental Housing, made up of: 98.8 98.7 98.8

Aboriginal and Torres Strait Islander Housing Rental Program 95.4 94.9 94.5

Public Rental Housing 99.0 99.0 99.0

* Key measure from the department’s Strategic Plan 2008–2013.

Information and communication managementInformation and communication technologies assisted the department to provide information technology policy and information support services to enhance the department’s effectiveness, efficiency, functional capabilities, governance, and value for money.

Implementing innovative and effective information, communication and technology solutions that support the organisation’s core and emerging business

A significant amount of work was undertaken to enhance and further develop the department’s existing information and communication technology systems to incorporate policy changes and new initiatives in housing services.

The Bond Loan System Project was successfully completed in November 2008 when the new BondScape system went live. This project commenced in 2005–06 to migrate the information processing of the Bond Loan and Rental Grant programs to a new platform to provide the department with greater flexibility and improved functionality in managing its products.

As part of the Client Intake and Assessment Process the newly developed Housing Needs Assessment system went live in September 2008. This followed the successful completion of all systems development, procedures and training for the service delivery network, including a procedures manual, a new application form and fact sheets updated and uploaded on the department’s internet and intranet sites.

Phase two of the Information and Communication Technology Project for the Client Intake and Assessment Process was well progressed including functionality for information verification which went live on 20 March 2009.Workiscontinuingforthenextphasewhichinvolves system changes for Housing Needs Assessment and eligibility for Indigenous local communities.

The core business system that supported the department was the Systems Application and Products (SAP) system. A number of enhancements were made to SAP throughout the year to align with policy changes and the establishment of new housing products.


Between 1 July 2008 and 31 March 2009, enhancements in the SAP environment were made to:

• assistthedepartmenttomeetitsreportingobligationsto the Families Responsibilities Commission under the Family Responsibility Commission Act 2008, which commenced on 1 July 2008

• allowforchangesrelatingtoCentrelinkpensionsandallowances

• supportthejointlyfundedFederal/StateGovernmentinitiative, ‘A Place to Call Home’, which aims to provide support to vulnerable members of the community who may otherwise be homeless

• supportthetransitionofpropertiesrelatingtotheIndigenous Community Housing Organisations project, from the Federal Government to the State Government.

In addition, the department developed systems to support:

• RentConnect,anewhousinginitiativetoassistmorepeople into the private rental market

• theNationalRentalAffordabilityScheme,whichisajoint funded Federal/State Government initiative to improve housing affordability across Australia

• theAssetValuationManagementSystem,whichallows valuations of properties prepared by valuation companies on behalf of the department to be recorded online, providing increased efficiency in the collection and management of property valuations

• enhancementstotheStrategicAssetManagementSystem to provide more efficient service delivery

• waterpropertycompliance,whichrelatestotrackinginstallation of water-saving devices in social rental housing properties

• systemsdevelopmentformobilecomputertechnologiesto improve efficiency with property inspections.

Financial managementDuring the period 1 July 2008 to 26 March 2009, the department’s statutory financial management obligations were met including preparation of a comprehensive set of financial statements which reflect the financial performance of the department. A full set of these financial statements is provided at the end of this report.

Supporting the department’s goals and initiatives by broadening existing, and identifying new funding opportunities; further maximising financial returns and ensuring value for Government investment; and continuing to minimise operating costs

In November 2008, the Council of Australian Governments agreed to the establishment of the National Affordable Housing Agreement (NAHA) which came into effect on 1 January 2009. The NAHA provides a framework for governments to work together to improve housing affordability, reduce homelessness, and reduce Indigenous housing disadvantage.

Funding through the NAHA replaces funding previously provided through the Commonwealth State Housing Agreement and the Supported Accommodation Assistance Program Agreement. Under the NAHA, $6.2 billion over five years has been allocated nationally from 2008–09 with Queensland receiving a total of $1.21 billion in Federal funding over five years, including $1.04 billion to the former Department of Housing.


• undertheSocialHousingNationalPartnershipAgreement, where Queensland will expend a total of $80.1 million in Federal funding over two years

• throughtheHomelessnessNationalPartnershipAgreement, where Queensland will spend a total of $135.1 million in Federal funding over five years, including $35.7 million over five years for A Place to Call Home

• undertheRemoteIndigenousHousingNationalPartnership Agreement, where Queensland will expend a total of $1.16 billion in Federal funding over 10 years.

In addition, on 3 February 2009, the Federal Government announced the $42 billion Nation Building and Jobs Plan under the Economic Stimulus Package in response to the global economic downturn. This plan includes $1.28 billion in Federal funding for Queensland (the Housing Stimulus Package) for the construction of approximately 4,000 social housing dwellings, and the repair and maintenance of a substantial number of existing assets delivered through a National Partnership Agreement.


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Ensuring value for Government investment was enhanced through ongoing application of sound asset management strategies including utilisation of property condition data to inform maintenance and upgrade programs to extend the useful life of the social housing portfolio.

The Governance Board of Management oversaw the management of departmental resources through an effective financial management framework which included the rigorous annual resource allocation process and monthly examination of the department’s financial performance.

Overview

A review of the department’s outputs was undertaken in 2007–08 to better align the output structure and the strategic direction of the department, with the revised output structure effective from 1 July 2008. The department delivered its five outputs within the overall limits of available revenue sources including record housing assistance expenditure through the provision of capital works, grants and maintenance. At the same time, the department continued to maintain its strong net asset position, as detailed below.

Balance sheet 2006–07 2007–08 2008–09*

Total assets (’000) $11,824,813 $13,951,157 $14,125,130

Total liabilities (’000) $496,368 $495,999 $517,485

Net assets (’000) $11,328,445 $13,455,158 $13,607,646

Capital expenditure (’000) $373,415 $368,505 $281,880

Percentage of liabilities to assets 4% 4% 4%

Growth in net assets (’000) $990,083 $2,126,713 $152,488

* As at 26 March 2009.

Income

The department’s main income sources comprised:

• rentalrevenuefromthedepartment’spropertyportfolio

• fundingfromtheQueenslandGovernment

• fundingfromtheFederalGovernment.

Expenses

The major costs to deliver each output included supplies and services (such as maintenance on housing stock and rates paid to local governments), providing grants for housing assistance and employee expenses.

Income statement

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


Income (’000) $670,140 $676,282 $562,565

Expenses (’000) $588,401 $626,309 $541,491

Sources and applications of funds

The extent of the department’s sources of funds and application of funds are detailed on the following charts:

State Grants 34%

Rent 32%

Australian Government grants 24%

Inventory & asset disposals 6%*

Interest & redemption 2%

Other revenue 2%

Capital acquisitions 37%

Grants 19%

Maintenance 15%

Employee expenses 10%

Rates 9%

Operating costs 6%

Debt repayments 2%

How each dollar was raised

How each dollar was spent

* Includes proceeds from the sale of land inventories and proceeds from the sale of the department’s share in Rental Purchase Plan properties.


Environmental management: reducing our carbon footprintEnvironmental management system

The department was committed to reducing negative environmental impacts through the integration of a robust environmental management system. This system involved:

• integratingtheprinciplesofsoundenvironmentalmanagement into the department’s policies and procedures

• maintainingacomprehensiveenvironmentalmanagement system based on the international environmentalmanagement(AS/NZSISO14001:2004) standard

• publicdemonstrationofitscommitmenttoprovidingenvironmentally-sensitive, quality services to clients by maintaining certification to the international environmental management standard.

Between 1 July 2008 and 31 March 2009, the department focused on smarter ways to reduce the carbon footprint of households assisted through the introduction of efficient, energy-saving solutions and the promotion of these to tenants. Between 1 July 2008 and 31 March 2009, every new tenant in a department-managed property received an information kit which included household hints on how to reduce their impact on the environment.

The department’s housing designs and maintenance techniques continued to evolve with industry improvements and have been modified to include features which address climate issues. This was achieved both directly, through the more efficient use of building materials and installation of water and energy-saving devices, and indirectly through the provision of more usable outdoor space and use of designs and materials that minimise maintenance.

In protecting our environment, the Department of Housing contributed to the Toward Q2: Tomorrow’s Queensland 2020 target of cutting Queenslanders’ carbon footprint by one-third through reduced car and electricity use, by:

• continuingtheimplementationofpassivedesignfeatures (ventilation, insulation, orientation and shading) for thermal comfort to reduce energy demand

• increasingtheuseofsolarpowereddevicesindepartment-owned multi-unit complexes

• convertingtotheuseofgreenenergyfor communal electricity use in department-owned multi-unit complexes.

The department minimised waste through implementation oftheWasteReductionStrategicPlanasakeyelementofitsoverallenvironmentalmanagementsystem.TheWasteReduction Strategic Plan applies a waste management hierarchy based on the preferred practices outlined in the Environmental Protection Act 1994 (Waste Management 2000). The practices of waste avoidance, waste reuse, waste recycling, waste energy recovery and waste disposal were applied to the following six key areas:

• water

• energy

• motorvehicles

• officeequipmentandconsumables

• capitalworks,includingconstruction,maintenanceand demolition

• municipalsolidwaste.

Construction and maintenance

Between 1 July 2008 and 31 March 2009, the department commenced the construction of 245 new dwellings and completed construction of 331 new dwellings. These dwellings were built and maintained in accordance with the department’s environmental management system.

At a cost of $4.83 million, the department installed approximately 10,000 water-efficient devices, which included water-efficient shower roses, water flow restrictors and the replacement of single flush toilets withdualflushtoilets.Watersub-meterswereinstalledin over 1,280 existing accommodation dwellings and 58 rainwater tanks were installed in new construction of department-owned dwellings as per local council and Queensland Development Code requirements.

The Department of Housing worked towards reducing waste when upgrading social housing by:

• crushingandrecyclingoldpavers

• removingandrecyclingallexcessaluminiumfromsites

• usingsmarterbuildingmethodsandproducts.


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From 1 July 2008 to 31 March 2009, the department recycled a total of 18 dwellings that under other circumstances may have been demolished. In addition, four relocatable homes that were gifted to the department by the Department of Main Roads were relocatedtoWoombyeGardensCaravanParkforsocialhousing tenants.

Water-Wise Garden Awards

TheDepartmentofHousing’sWater-WiseGardenAwardswere established to recognise the important role that social housing tenants play in improving their local communities and focus on how gardens reflect and promote water-wise principles. Tenants who reduced water usage in their gardens by using water-efficient plants and gardening practices, such as using composting materials and mulch, were eligible to participate. Information about water-wise gardening was sent to each household and an article, Garden Awards — A Blooming Success was published in the December 2008 edition of Tenant Newsto reinforce the message of water conservation.

Greenhouse Gas Emissions

The Department of Housing was committed to supporting the Queensland Government’s Toward Q2 target to cut Queensland’s greenhouse gas emissions by one-third by 2020. This commitment included implementation of the Government’s climate change and other environmental strategies.

Under the Kyoto Protocol, six gases have been identified as the main greenhouse gas emissions that need to be reduced. The gases are carbon dioxide, hydrofluorocarbons, methane, nitrous oxides, perfluorocarbons and sulphur hexafluoride. As part of standard emission measurement practices these gases are mainly reported as carbon dioxide equivalent emissions (CO

2-e).

The Queensland Government continues to develop and improve whole-of-Government data collection processes and systems to standardise reporting of its greenhouse gas emissions. The basis for this reporting is consistent with acknowledged national and international standards, including the definitions outlined in the AS ISO 14064 standards and the Australian Government’s National GreenhouseAccountsFactorsWorkbook.Thesestandardsestablish the following different categories of emissions that organisations (such as government agencies) need to consider, taking into account the particular organisation’s operational boundaries:

• Scopeone—emissionsthatoccurdirectlyfromsources which are owned or controlled by an organisation (e.g. emissions from departmental vehicles, on-site diesel generators, gas boilers etc)

• Scopetwo—emissionsthatoccurindirectlyduesolelyto an organisation’s consumption of electricity or steam or heating/cooling (which has been generated by the burning of fuels such as coal, natural gas, etc at power stations or other facilities not controlled by the organisation)

• Scopethree—emissionsthatoccurindirectlyduetoactions of the organisation, but from sources which are not owned or controlled by the organisation. Some common examples of these sources include employee business travel (in vehicles or aircraft not owned or controlled by the reporting organisation) employees commuting to and from work; out-sourced activities; and transportation of products, materials and waste.

For the Department of Housing, the key greenhouse emissions were those that were linked to the following business activities:

• vehicleusage

• electricityconsumption

• airtravel.

It should be noted that comprehensive reporting of greenhouse gas emissions by agencies is sometimes limited due to the complexity of the operational boundaries of agencies within the public sector, especially in situations where internal Government shared services providers are used.

Whilethebestavailabledatahasbeenused,insomeinstances 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 asingleagency,theDepartmentofPublicWorks(DPW)calculates the electricity usage by tenanted agencies based on the percentage of the leased floor area occupied.


The following table outlines the emissions relating to the Department of Housing during the period 1 July 2008 to31 March 2009:

Activity

Greenhouse gas emissions

(tonnes of CO

2)Explanatory

Notes

Scope one — Vehicle usage

• QFleetvehicles • Agency-ownedvehicles

332 (Actual)377 (Estimate)

N/A *

Scope two — Electricity consumption

• Purchaseddirectlyfromanelectricity retailer

• Sourcedthroughathirdparty

887

1,584#

†

Scope three — Air travel

• Domesticairtraveloncommercial airlines

• Internationaltraveloncommercial airlines

194.3

9.7

§

§

Hired vehicles

• Avis 10.0 **

Notes:

* The CO2-e emissions figure for the period 1 July 2008 to 31 March 2009 has

been aggregated using National Greenhouse Emissions Reporting guidelines and represents emissions for four primary fuel types: unleaded petrol, diesel, liquified petroleum gas and E10. In the absence of comprehensive fuel consumption records (emissions reported in the 2007–2008 Annual Report were calculated based on kilometres travelled) both actual emissions based on available records and total estimated emissions are shown.

# Electricity — Government Owned Premises. This figure is based on actual electricity consumption records currently available to the Department of Housing for the period 1 July 2008 to 31 March 2009. Incomplete electricity consumption records have been extrapolated to produce an estimated electricity consumption figure up to 31 March 2009. For major office premises ownedbytheDepartmentofPublicWorkswherenoseparatesub-meteringexists the carbon emissions associated with electricity consumption have been apportioned 45% to the owner/55% to the tenants. All electricity consumption has been converted to carbon emissions using the Scope two conversion factor of 0.91 kg CO

2-e/kWhasrecommendedintheAustralian

Government’sNationalGreenhouseAccountsFactorsWorkbook.

† Electricity — Premises leased from the private sector. This figure is for emissions associated with electricity use where the Department of Housing pays either the landlord or supply authority directly. It does not include data for leases where the agency pays the retailer directly or is invoiced via the Department ofPublicWorks.Thisfigureisbasedonactualelectricityconsumptionfromcurrently available records of electricity accounts received by the Department of Housing applicable to the period 1 July 2008 to 31 March 2009.Wherefullyearrecords were not available, data has been apportioned/extrapolated to provide an estimate of electricity consumption up to 31 March 2009. In 2007–2008, the Annual Report included emissions linked to actual electricity consumption plus an added component to take account of the electricity consumption used by the owner to provide central services. The added component of electricity consumption is deemed a Scope three emission for tenants and will no longer be reported.

§ Air travel includes all flights recorded by the Queensland Government Chief Procurement Office during the period 1 July 2008 to 31 March 2009, specifically:

(1) International air travel on all airlines

(2) Domestic air travel on both the mainline ‘trunk’ carriers (i.e. the Qantas GroupandVirginBlue)

(3) Domestic air travel on smaller, regional carriers.

For all air travel (with the exception of travel under category (2) above) the following methodology is used: From data provided, the Queensland Government Chief Procurement Office 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’s. A factor of five has been used for all air travel. The use of this method gives the average litres of fuel burnt for a flight, per passenger. This figure is subsequently converted from litres into kilograms and then from kilograms into tonnes, before being multiplied by 3.157 (which represents the amount of CO

2 tonnes produced

by burning one tonne of aviation fuel; sourced from the International Civil Aviation Organisation). For domestic flights with Qantas, QantasLink, Jetstar andVirginBluefortheperiod1 July 2008 to 31 December 2008 the number of passengers per sector was calculated. This information was then passed on to the respective airline for calculation of carbon emissions.

**ThehirecarvehicleemissionsshowonlyemissionsforAVISvehiclesbookedunder Standing Offer Arrangement managed by the Queensland Government Chief Procurement Office.

Motor vehicles

The department implemented its ClimateSmart Fleet Management plan which outlined the strategic processes by which the department manages its motor vehicle fleet to successfully meet the whole-of-Government greenhouse gas emission reduction targets of:

• 15% by 31 December 2010

• 25% by 2012

• 50% by 2017, when compared with 30 June 2007 levels.

The department reduced its CO2 emissions by 14.54%

(0.082kt) between 30 June 2007 and 31 March 2009, and has almost acheived the first whole-of-Government target 21 months ahead of schedule.

The department continued to restructure its fleet type by significantly reducing the number of six-cylinder vehicles with lower emission and diesel-fuelled vehicles to improve the fleet environmental profile. The following table outlines the Department of Housing’s fleet profile:

Motor vehicles 2006–07 2007–0831 March

2009

Number of fleet vehicles at 30 June 147 146 148

Number of six-cylinder vehicles at 30 June 57 40 13

Petrol purchased (litres) 211,224 195,589 148,931

Ethanol petrol purchased (litres) 39,292 53,903 33,308

Diesel purchased (litres) 9,569 12,482 16,241


46

Office equipment and consumables

The department encouraged environmentally sensitive office management practices including avoidance, re-use and recycling in all office consumables and fit-outs. This involved minimising waste paper by avoiding unnecessary printing, setting photocopier defaults to the double-sided option, recovering and re-using office materials where possible, and recycling paper and photocopier cartridges in preference to disposing in landfill. Computers, printers and photocopiers were sold in the second-hand market for re-use.

The department’s Agency Purchasing Procedures were developed in accordance with the Queensland Government’s Better Purchasing Guide on Environmentally Friendly Purchasing. In accordance with the department’s Agency Purchasing Procedures, all suppliers were required to submit an environmental management plan or strategy as part of their response to departmental offers for the supply of office equipment and consumables.

The amount of paper purchased by the department between 1 July 2008 and 31 March 2009 is shown in the following table:

Paper usage 2006–07 2007–08 31 March 2009

Reams of paper purchased 22,410 22,089 19,155

Quality managementThe Quality Management System was the combination of the department’s approved policies, processes and procedures used for planning, developing, and delivering its services. This system had been implemented to ensure that the department mitigated the risk of not meeting the expectations of all stakeholders.

The department had successfully maintained certification of the Quality Management System to the international QualityManagementSystemStandard(AS/NZSISO9001:2000) since 1998. This certification was maintained to publicly demonstrate the department’s commitment to providing efficient service delivery processes and quality service to all clients and tenants.

A surveillance audit was conducted on the department’s Quality Management System in December 2008 by an external auditor. The auditor reported that there were no corrective actions necessary, and confirmed that the department’s systems and processes continued to meet the necessary criteria for retaining certification to the international standards. The next surveillance audit is scheduled for November 2009.

A third party assessment of procurement capability and performance was undertaken between 1 July 2008 and 31 March 2009. The purpose of the assessment was to identify and quantify where procurement practices are efficient and effective in delivering value for money, as well as to identify opportunities for improvement. The overall benchmarking results for the department indicated very good levels of capability and performance across all dimensions of the procurement profile, particularly in relation to strategy, people and culture, business systems and performance management.

The Department of Housing achieved a new benchmark against ‘Best in Public Sector Globally’ in three of the six dimensions, these being ‘Strategy’, ‘People and Culture’ and ‘Performance Management’ and equalled the benchmark on a fourth dimension ‘Business Systems’, when compared to Best in Public Sector Globally. This was an excellent result and the best in the Queensland Public Sector at that time.

Process approach

The quality management system was built around a process approach to managing and improving service delivery. This approach recognised that effective service delivery involves a complex sequence of interrelated procedures that increasingly cross service area boundaries. These procedures combined seamlessly to ensure the end-to-end processes were efficient, effective and met client expectations.

Continuous improvement

All staff were encouraged to consider their work area and daily work practices, and to identify opportunities for improvement. A department-wide Innovation and Improvement Register (IIR) was maintained for recording any improvement suggestions including the findings from systems appraisals. These suggestions and all associated decisions and corrective actions were reviewed by senior management. Progress reports on activity within the IIR are provided to the Governance Board of Management Committee on a quarterly basis.

The department conducted a three-year rolling program of systems appraisals of all processes. Each appraisal assessed the risk inherent in delivering services or in conducting support functions. It was this level of risk which determined the frequency of assessment across the three-year plan.


A Quality and Environmental Management Systems Network met on a regular basis to discuss issues such as progress on system appraisals, audit findings, corrective actions, training needs, and to share knowledge and experiences relating to quality and environmental management.

Planning

A comprehensive, integrated Planning and Performance Framework was maintained by the department to direct all planning activities, resource decisions, and reporting requirements across the department. This framework provided a top-down hierarchy of plans, with each informing and directing plans at the next level below.

At the top of the hierarchy, the Strategic Plan set the long-term direction for the department, aligned with the Queensland Government ambitions. At the next level, the Operational Plan was a key document for the department’s Board of Management as it outlined the major initiatives and deliverables of the year and included measures to indicate how well the department was performing.

Subsidiary plans, such as service area business plans and corporate support plans, either expanded on the goals and initiatives in the Strategic and Operational Plans or coordinated the essential supporting functions necessary for realising these goals and initiatives.

Risk management

A key aspect of the department’s risk management system was the integration of risk management into the Planning and Performance Framework. Risk assessments were undertaken for all planned initiatives and management decision-making processes at all levels and were recorded in the department’s Risk Register. Regular reports from the Risk Register allowed the Board of Management to monitor the department’s risk profile and review all risks rated high and extreme for appropriateness and progress of risk mitigation activities. The department’s risk management system complied with the Australian StandardforRiskManagement(AS/NZS4360:2004).

Performance

The department maintained a performance management system to direct and coordinate performance reporting to the Governance Board of Management Committee. The performance management system:

• translatedthedepartment’svisionintoclearmeasurable outcomes that define success, were shared throughout the agency, and were shared with clients and key stakeholders

• includedmeasuresofquality,cost,timeliness,clientsatisfaction, employee alignment, motivation, skills and risk profile to provide an in-depth understanding of the department.

Reports were prepared against the Operational Plan on a quarterly basis and financial and non-financial management information from all areas of the department was reported on a monthly basis. Financial and operational performance reports were provided annually to Queensland Treasury and the Australian Government.

A National Performance Indicator Framework benchmarked the department’s performance against other states and territories, based on effectiveness and efficiency measures. The results were published annually in the Report on Government Services and are available by visiting http://www.pc.gov.au/gsp/reports/rogs.

The performance of departmental staff, including managers and Board of Management members, was linked to corporate values, goals, and strategies through individual performance management plans. These enabled employees and teams to understand the goals of the organisation and how individual and team outputs contributed to the achievement of overarching organisational objectives and values.


48

Business continuity

The department’s business continuity plans were developed using a risk management approach to allow the department to continue to provide essential services in the event that normal business operations were interrupted for any reason. The business continuity plans formed part of an overarching business continuity management framework which outlined:

• thevariouselementsofthedepartment’sholisticapproach to business continuity planning, including review and testing of these elements

• arrangementsformanaginginternalinterruptions

• theapproachtominimisingtheimpactofdisruptions

• therolesandresponsibilitieswithinthedepartment

• thedepartment’scontributiontoexternalrecovery activities.

The framework also established links with:

• theQueenslandDisasterManagementSystem

• whole-of-Governmentarrangementsforcoordinatingpublic information in a crisis

• theQueenslandGovernmentActionPlanforPandemic Influenza.

LeadershipLeadership development remained an important priority for the department and was a critical strategy for building organisational capability to achieve innovation, integrated service delivery and stronger partnerships to meet the future challenges of Government.

Board of Management committees

The Board of Management was the principal advisory committee to the Director-General and was ultimately accountabletotheMinisterforPublicWorks,Housingand Information and Communication Technology. The Board provided positive and visible leadership for the department, a forum for information sharing throughout the department, and reviewed the department’s performance to ensure it achieved the highest standard of corporate governance possible.

Until December 2008, the Board of Management consisted of 10 committees each targeting specific strategic areas plus the Audit Committee which provided an additional mechanism for accountability within the department. In January 2009, the 10 committees were streamlined into three: the Governance Board of Management, the Service Delivery Board of Management, and the Policy Board of Management.

These three Boards plus the Audit Committee fulfilled the following functions:

• developingandpromotingthestrategicdirectionforthe department

• ensuringthedepartmentalresourcesaretargetedtomeet clients’ changing housing needs

• ensuringthedepartmentiswellpositionedto meet the Government’s key priorities and required outcomes

• developingandmaintainingcollaborativearrangements and partnership agreements between community and government housing providers, and other State and Federal Government agencies

• reviewingandendorsementofnewandinnovativehousing products and services

• reviewingorganisationalperformance.

The following achievements reflect both those prior to and after the streamlining of the Boards. Those achievements prior to the amalgamation have been mapped to the relevant Board within the new structure.


Committee Key purpose Achievements (Between 1 July 2008 and 31 March 2009)

Governance Board of Management

The primary strategic areas addressed by the Governance Board of Management included:

• managementoffinancialresources,riskexposureand delivery of control over budget and risk management processes

• effectiveapplication,managementandreviewofinformation and communication technology (ICT) resources and investments

• fulfilmentofstrategichumanresourcesmanagement responsibilities under relevant legislation and agreements.

Significant achievements for the Governance Board of Management included:

• endorsedtheExecutiveLeadershipandManagementDevelopment Program

• approvedtheAttendanceImprovementpolicyandthePerformance Improvement policy

• monitoredtheClientIntakeandAssessmentProcesspostgo-live risks and mitigations strategies

• approvedtheenhancementtotheexecutivecorrespondence system and implementation of a security module to track highly confidential information

• endorsedexpenditurefortheWaterEfficiencyProgram-Property Compliance

• approvedaRentConnectweb-basedapplicationtocapturedetails of both clients and real estate agents, and to enable relevant reporting

• approvedtheICTResourcesStrategicPlan2008–2013

• notedandrevieweddepartmentalrisksandsystems appraisals

• reviewedfinancialandperformancereporting.

Service Delivery Board of Management

The Service Delivery Board of Management focused on all aspects of service delivery including:

• integrationofthedeliveryofhousingassistanceand housing-related services across all social housing providers

• deliveryofhousingassistancetoIndigenous Queenslanders

• monitoringandsupportingthirdpartyproviderstoensure high quality service delivery to clients

• maximisingtheuseofthedepartment’sportfolio

• deliveryofproductsandservicestoassistentryintothe private housing market.

The Service Delivery Board of Management carried out the following actions:

• endorsedtheImprovingServiceDeliveryPlan2008–13

• endorsedtheprocesstodevelophousingservicedeliveryplans for regions throughout Queensland

• endorsedtheOneSocialHousingSystemEvaluationFramework and Program Implementation Review

• endorsedtheActionPlanforthedepartment’scontributionto the implementation of the Queensland Government Framework for Investment in Human Services

• approvedthepostgo-livecommunicationstrategyfortheClient Intake and Assessment Process

• endorsedthe2008–2009 Indigenous Identifier Action Plan.

Policy Board of Management

The key strategic areas considered by the Policy Board of Management included:

• overseeing:

– the development and implementation of the Queensland Government Housing policy

– higher level policy development to respond to those who are seeking housing assistance

– linkages between strategic, tactical and operational policy.

• determining:

– strategies for increasing access to low-income housing in future State planning and Budget processes

– views on the role of housing within broader government initiatives

– strategic views of impacts of national work and of research and evaluation outcomes

– assessing the demand on the Queensland housing system and the capacity of the department to respond, particularly for those who find difficulty accessing the private market.

Significant achievements for the Policy Board of Management included:

• notedtheEvaluationSchedule2008–2013, a five year rolling schedule of planned evaluations and the Evaluation Report 2007–2008

• notedupdatestovariouspolicies

• endorsedtheprojectobjectivesandapprovedtheIndigenous Community Housing Organisations (ICHO) Transition Project Plan

• approvedtheICHOfundingmodel

• endorsedtheactivitiesfortheHealthyIndigenousHousing Initiative

• monitorednegotiationofImplementationPlansfortheNational Affordable Housing Agreement.


50

Committee Key purpose Achievements (Between 1 July 2008 and 31 March 2009)

Audit Committee

This Committee provided independent assurance and assistance to the Director-General on the department’s risk, control and compliance framework, and its financial accountability responsibilities.

Management and other governance committees provided information to the Audit Committee to enable it to carry out its role and responsibilities.

The Committee acted as a forum for communication between the Director-General, senior management and internal and external audit, and reviewed and approved the following:

• flexibleannualauditplanusing risk-based methodology

• periodicreportssummarisingresultsofaudit activities

• emergingtrendsandsuccessfulpracticesininternal auditing

• thelistofsignificantmeasurementgoalsand results

• resultsoftheinvestigationofsignificantsuspectedfraudulent activities within the department.

In addition, the Audit Committee reviewed the proposed audit scope and approach of the external auditors, and regularly met with them to address relevant issues.

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

Significant achievements for the Audit Committee included:

• reviewedtheprogressoftheCaravanParkGovernanceWorkingGroup

• endorsedthecentralisedmanagementoftheComplianceFramework Implementation

• reviewedtheresultsofvariousinternalauditsconductedthroughout the department

• notedtherevisedFinancialManagementPracticesManual

• reviewedthe2007–08 general purpose financial statements

• reviewedthe2007–08 Commonwealth State Housing Agreement financial statements.

Board members

Between 1 July 2008 and 26 March 2009, the members of the department’s Board of Management were:

• NatalieMacDonald,Director-General,ChiefExecutiveOfficer and Chair of the Board of Management

• ToniMalamoo,GeneralManager,AboriginalandTorresStrait Islander Housing

• Julie-AnnMcCullough,GeneralManagerClientServices until mid-July 2008 and Assistant General Manager, Community and Public Housing from mid-July 2008 to 26 March 2009, split by acting as General Manager Community and Public Housing between September and November 2008

• DeidreMulkerin,GeneralManager,ClientServices,from mid-July 2008

• DamianLavercombe,GeneralManager,PropertyPortfolio Management

• IanFulton,GeneralManager,HousingFinance

• AlanDick,Director,PrivateHousingSupportuntil mid-July 2008

• JenniferClark,GeneralManager,Communityand Public Housing

• MarkWall,AssistantGeneralManager,Communityand Public Housing until mid-July 2008 and Director Private Housing Support from mid-July 2008 to 26 March 2009

• PennyGillespie,GeneralManager,HousingPolicyandStrategy

• GeraldineO’Grady,GeneralManager,OrganisationServices and Strategy

• KarenWing,Director,CommunityRenewal

• BruceFleming,ExecutiveDirector,ServiceDeliveryand Reform Unit.


Internal Audit

By regularly measuring and evaluating the department’s network of risk management, control and governance processes, Internal Audit formed an integral part of the department’s commitment to good corporate governance and accountability. The unit provided an independent and objective perspective on the department’s operations, as well as observations and recommendations relating to improving performance.

The work performed by the Internal Audit unit ensured that:

• thedepartmentwasontracktoachieveitsgoalsandobjectives within an environment committed to quality and continuous improvement

• therewasarobustandconsistentapproachtoidentifying and managing risks

• financial,managerialandoperatinginformationwasaccurate, reliable and timely

• employeescompliedwithrelevantlegislationandregulations, policies, standards and procedures

• resourceswereacquiredeconomically,usedefficientlyand were adequately protected

• significantlegislativeorregulatoryissuesimpactingthedepartment were recognised and addressed properly.

The department had a partnership arrangement with PricewaterhouseCoopers and worked with them to undertake audits using best practice audit methodology and systems. This arrangement ensured that observations and recommendations were based on independent and objective assessment.

Between 1 July 2008 and 31 March 2009, the Internal Audit unit:

• conducted31 audits including assisting the Queensland Audit Office with financial statement verifications

• successfullyimplementedTeamCentral,anautomatedissues tracking system

• providedadviceandassistancetomanagementintheimplementation of the new Bond Loans system

• completedareviewoftheunit’sprotocolsandreporting templates.

External Audit

The Queensland Audit Office conducted regular external audits of the department and external agents were commissioned to advise on audit matters or to perform audit functions in specific areas of interest or concern. The department was also externally audited for certification to international standards for quality and the environment.

Self assurance

The department conducted a three-year rolling program of self assessments of all processes, using a risk assessment and systems appraisal process. These self assessments monitored compliance to management’s planned arrangements, assessed efficiency and effectiveness, and identified opportunities for improvement. By regularly appraising its processes, the department not only complied with legislative requirements outlined in Part 3 of the Financial Management Standard but also continuously implemented improvements to ensure the highest possible quality of service delivery to clients and other stakeholders. Findings from the appraisals and the corrective actions undertaken were recorded in the department’s Innovation and Improvement Register for monitoring by the Governance Board of Management Committee.

Community Housing Standards and Accreditation Council

The Department of Housing had one committee, the Community Housing Standards and Accreditation Council, which received financial payments.

The Community Housing Standards Accreditation Council:

• setthestrategicdirectionsfortheStandardsandAccreditation system

• proactivelyworkedwiththedepartmenttomonitorand evaluate progress through the development, implementation and updating of a two-year strategic plan for the Queensland Community Housing Standards and Accreditation system

• providedadviceonissuesrelatedtothemanagementof the accreditation system, including training requirements, policy matters and work plan priorities

• providedadviceonhowbesttopromotetheaccreditation system and support provision of a quality service to providers, Government and clients

• annuallyevaluatedtheoutcomesoftheaccreditationsystem for community housing tenants and providers


52

• providedadviceonagreementsreachedbetweentheNational Community Housing Accreditation Council and the Queensland Community Housing Accreditation Council on the operation of the accreditation system and the use of standards

• monitoredandreviewedtheappropriatenessofNational Community Housing Standards from a Queensland context and further developed the standards to facilitate a broader up-take in Queensland.

The Council established a sub-committee to consider accreditation reports and determine the accreditation status of organisations.

The Council members as at 26 March 2009 were:

• MsWynnHopkins,Chairperson

• MsElveneWhitbread,peerevaluatorrepresentative

• DrRobynKeast,independentexpertrepresentative

• MsLeeBurton,communityhousingproviderrepresentative

• MsKateCowmeadow,QueenslandShelterrepresentative

• MsDushyanthiThangiah,Indigenoushousingprovider representative

• MsDiana(Gina)Pearson,independentexpert representative

• MsRebeccaFitzgerald,DeputyChairpersonandTenants’ Union of Queensland representative

• MsMargaretLangton,ruralhousingprovider representative

• MrKaiDahl,communityhousingproviderrepresentative

• MsJenniferClark,GeneralManager,CommunityandPublic Housing, Department of Housing

• MsToniMalamoo,GeneralManager,Aboriginaland Torres Strait Islander Housing, Department of Housing.

Between 1 July 2008 and 26 March 2009, the Council:

• consideredaccreditationreportsandgrantedfullthree-year accreditation to one organisation (the previous Council) and the current Council, appointed in November 2008, and granted full three-year accreditation to another three organisations

• convenedAccreditationAssessmentPanelstoprovidean avenue through which the Council can identify emerging accreditation issues

• continuedworktoaddressimprovingtenantandprovider outcomes from the accreditation system

• workedwiththedepartmenttopublishinformationabout providers who achieved accreditation in the Community and Public Housing Information Bulletin and on the Standards and Accreditation Unit website

• supportedthereviewoftheNationalCommunityHousing Standards and requested that it be raised at a national level. The review of the National Community Housing Standards is now in progress, coordinated by the department, with members of the Council providing individual input

• approvedonenewtraineewhohasmetcompetencyrequirements of the peer evaluator program.

Between 1 July 2008 and 31 March 2009, the cost for remunerating the Chairperson and members of the Council, including on-costs, was $11,321.27.


Appendices

A p p e n d i c e s

54

Appendices

Glossary of acronyms used in this reportTerm Description

CIAP Client Intake and Assessment Process. Implemented in September 2008 to assess an applicant’s level of housing need and determine the most appropriate form of housing assistance they are eligible to receive from the range of housing products and services funded or subsidised by the department.

DPW DepartmentofPublicWorks.

ICHO Indigenous Community Housing Organisations. In Queensland, there are 81 organisations that manage approximately 2,000 housing assets. The Federal Government has requested that the Queensland Government assume responsibility for managing these organisations.

IIR Innovation and Improvement Register. Used to record improvement suggestions including the findings from systems appraisals. These suggestions and all associated decisions and corrective actions are reviewed by senior management with progress reports on activity provided to the Governance Board of Management on a quarterly basis.

MOHRI Minimum Obligatory Human Resource Information. In 1995, Cabinet approved the introduction of the Minimum Obligatory Human Resource Information so that Government has access to Queensland Public Service human resource information required for strategic management issues. The information is used to develop a profile of the Queensland Public Service, identify trends and develop and evaluate sector-wide human resource policies.

NAHA National Affordable Housing Agreement. Effective from 1 January 2009, the agreement provides a framework for Federal and State Governments to work together to improve housing affordability, reduce homelessness, and reduce Indigenous housing disadvantage. It replaces the Commonwealth State Housing Agreement and the Supported Accommodation Assistance Program Agreement.

SAP Systems Application and Products. The core information technology system that supported the department’s business.

ULDA Urban Land Development Authority. An independent Statutory Authority whose role is to streamline the planning and the development process in key urban areas nominated as Urban Development Areas by the State Government.

Statutory obligations and powersThe Director-General of the Department of Housing, on behalf of the Minister who administered the following legislation, was responsible for the following legislation at 26 March 2009:


• HousingAct2003

• Housing(FreeholdingofLand)Act1957

• InalaShoppingCentreFreeholdingAct2006.

The Director-General was also given specific authority and responsibilities under the IntegratedPlanningAct1997. Under the provisions in Chapter 5.6 of this Act, “public housing” was exempt development, i.e. planning approval by a local government was not required. The definition of “public housing” in the Act referred to development for housing:

(i) provided by or on behalf of the State or a statutory body representing the State;

(ii) for short or long term residential use; and

(iii) that is totally or partly subsidised by the State or a statutory body representing the State …”

Queensland Building Services Authority

• BuildingandConstructionIndustryPaymentsAct2004

• DomesticBuildingContractsAct2000

• QueenslandBuildingServicesAuthorityAct1991

• Subcontractors’ChargesAct1974.

Residential Tenancies Authority

• ResidentialServices(Accommodation)Act2002

• ResidentialTenanciesAct1994.

55Department of Housing — Final Report 1 July 2008 – 26 March 2009

From a Final Report perspective, the Residential Tenancies Authority and the Queensland Building Services Authority were unaffected by the machinery-of-Government change on 26 March 2009, and will prepare separate annual reports for the full financial year of 2008–09.

As the responsible officer, the Director-General was accountable for preparing and processing reports to Cabinet and Executive Council, subordinate legislation including regulations and forms, and other machinery-of-Government matters. This included processes for disseminating information to, and reporting by, the department and the statutory authorities within the portfolio, namely the Residential Tenancies Authority and the Queensland Building Services Authority.

Powers

The general powers of the department were to:

• enterintocontracts

• acquire,hold,lease,sellandotherwisedealwithlandand other property

• carryoutbuildingandrelatedworksandmakeotherimprovements to land

• appointagentsandattorneys

• chargeforgoodsandservicessupplied

• makeloansandinvestments

• waiveramountsowed.

Legislative changes that affected the department

Home ownership on Indigenous communities

Amendments to the AboriginalLandAct1991 and the TorresStraitLandAct1991, which came into affect on 1 July 2008, enabled eligible persons to become homeowners in Indigenous communities by obtaining a 99-year private residential lease from the trustees of the land. Eligible persons can lease land with an existing dwelling or vacant land on which to build their own home. The initial cost of a private residential lease will be determined using separate valuations of the land and any dwellings on the land, so any social housing located in these communities needs to be valued. The department is supporting the introduction of home ownership on the communities by offering advice and support to Indigenous Councils that do not have compliant planning schemes in place. The department is also meeting the costs associated with valuations of any social housing located on the land prior to leasing.

Residential Tenancies and Rooming Accommodation

The Residential Tenancies and Rooming Accommodation Act 2008, passed in December 2008 and coming into effect on 1 July 2009, will repeal and replace the Residential Tenancies Act 1994 and the Residential Services (Accommodation) Act 2002. The new Act, and its associated Regulation, provides the opportunity to implement a new product, the RentConnect Tenancy Guarantee, and will provide financial protection to lessors against a breach of an agreement over and above a rental bond. In addition, some of the key changes that will impact tenants are:

• additionalrightsbyrequiringthedepartmenttospecify a two-hour time period on the entry notice when wanting to enter a premises

• thedepartment’sabilitytodisposeofgoodsleftbehindat departmental premises if the value is less than $1,500, which represents an increase from $1,300

• anewprocessforendingtenancyagreementsuponthe death of a sole tenant.

National Rental Affordability Scheme

The National Rental Affordability Scheme Act 2008 came into effect in November 2008 to enact the National Rental Affordability Scheme, a Federal Government initiative and financially supported by the Queensland Government. The department is the Queensland conduit for this federal initiative which will stimulate the supply of 50,000 new affordable rental dwellings across the nation.

Families responsibilities

As a result of the Families Responsibilities Commission Act 2008, which came into effect on 1 July 2008, the department implemented policies and procedures to meet the department’s notification obligations under the Act, whereby the department is required to notify the Families Responsibilities Commission of breaches to tenancy agreements for trial participants living in departmental properties in the Indigenous communities ofCoen,MossmanGorge,HopeValeandAurukun.

A p p e n d i c e s

56

Workplace health and safety

The WorkplaceHealthandSafetyandOtherLegislationAmendment Act 2008, passed in November 2008, provides suitably qualified workplace health and safety representatives with the authority to issue written notices, or provisional improvement notices, to people under their area of representation, requiring those people to remedy a contravention, or likely contravention of the Workplace Health and Safety Act 1995. As a result of this legislation, the department is coordinating the training of workplace health and safety representatives to ensure they are suitably qualified to issue the written notices, with the training to be undertaken within the timeframe specified by the legislation (30 June 2009).

Building fire safety

The Building Fire Safety Regulation 2008, which came into effect on 1 January 2009, includes a requirement for

the appointment of Fire Safety Advisors in workplaces with 30 or more employees. As a result, the department is coordinating the identification of suitable officers and will provide the appropriate training within the timeframe specified by the legislation (30 June 2009).

Public Service Act

The Public Service Act 2008, which came into effect on 1 July 2008, replaced the Public Service Act 1996. The updated legislation includes direction on the operation of the public service, the obligations of Chief Executive Officers in delivering the objectives of the public service, reporting obligations in areas such as Equal Employment Opportunity, and recruitment and appointment within the public service. To ensure compliance with this legislation, the department has reviewed and, where appropriate, amended policies and procedures to effect the changes detailed in the Act.

ConsultanciesThe department engaged the following consultancies over the last three years:

Consultancy type

New consultancies engaged Consultancies continued from previous years

01/07/06 to 30/06/07

01/07/07 to 30/06/08

01/07/08 to 26/03/09

01/07/06 to 30/06/07

01/07/07 to 30/06/08

01/07/08 to 26/03/09

Communication 1 0 0 0 1 0

Financial accounting 0 0 0 0 0 0

Human resources 3 0 0 3 1 0

Information technology 3 1 0 0 0 0

Management 0 1 1 3 1 1

Professional/technical 17 7 14 17 15 18

Total 24 9 15 23 18 19

Consultancy type

01/07/06 to 30/06/07

$

01/07/07 to 30/06/08

$

01/07/08 to 26/03/09

$

Communication 23,297 19,999 0

Financial accounting 0 0 0

Human resources 34,226 43,315 0

Information technology 58,975 133,610 0

Management 260,092 259,853 45,403

Professional/technical 1,377,795 2,275,286 1,698,273

Amount paid by the department for consultancies 1,754,385 2,732,063 1,743,676

Consultancies engaged by external parties (94,124) (102,224) (83,437)

Receipt of reimbursements from external parties 480,288 277,529 57,911

Cost of consultancies engaged by the department 2,140,549 2,907,368 1,718,510


Freedom of InformationThe Queensland FreedomofInformationAct1992 enables members of the community to access copies of departmental policy documents. A summary of recent Freedom of Information requests is outlined below:

1 July 2006 to30 June 2007

1 July 2007 to30 June 2008


Number of applications 59 64 59

Number of internal reviews 5 4 11

Number of external reviews 2 1 6

Number of applications withdrawn 2 8 6

Overseas travelThe department funded the following overseas travel between 1 July 2008 and 26 March 2009:

Overseas travel from 1 July 2008 to 26 March 2009

Name of officer and position Destination Reason for travelAgency cost

$

Contribution from other agencies or

sources

Natalie MacDonald Director-General

USA and Canada

To conduct a study of a range of affordable housing models and the links between housing and employment programs. 28,596 -

Natalie MacDonald Director-General

NewZealand

To inspect home ownership models on Maori land and evaluate alternate models of social housing. 4,897 -

Toni Malamoo General Manager, Aboriginal and Torres Strait Islander Housing

NewZealand

To inspect home ownership models on Maori land and evaluate alternate models of social housing. 520 -

John O’Shea Manager, Portfolio Investment Branch, Property Portfolio Management

NewZealand

Study leave to progress an Executive Masters in Public Administration.

698 -

Total 34,711 -

A p p e n d i c e s

58

RecordkeepingPublic authorities must comply with legal, administrative, cultural and business recordkeeping requirements through reliable recordkeeping systems that ensure that full and accurate records of Government business is adequately documented, preserved, and made accessible.

The Queensland Government outlines its compliance principles in Information Standard 40: Recordkeeping which is enacted by the Public Records Act 2002.

The Department of Housing continued implementing a comprehensive records management strategy to address the standards set in Information Standard 40 (Recordkeeping). Between 1 July 2008 and 31 March 2009:

• localrecordkeepingpoliciesandguidelineswerereviewed and promoted, and were available for all staff to access

• thedepartment’srecordsmanagementsystemwas upgraded

• significantrecordkeepingtrainingwasprovidedto staff.

In addition, recordkeeping information and responsibilities were included in the department’s orientation program.

Shared Services InitiativeBetween 1 July 2008 and 26 March 2009, Corporate Solutions Queensland provided selected financial, human resource, document and records management, telecommunications, fleet management and mail services to the Department of Housing. In addition, CorpTech provided selected System Applications and Products (SAP) related information management support to the department. The activities of Corporate Solutions Queensland and CorpTech will be reported in the 2008–09 annualreportoftheDepartmentofPublicWorks.

Structure of the departmentThe Department of Housing had nine service areas that played a crucial role in the provision and delivery of housing assistance to clients. Furthermore, the Director-General had responsibility for legislation pertaining to the Queensland Building Services Authority and the Residential Tenancies Authority.

Service areas

• AboriginalandTorresStraitIslanderHousing oversaw the provision of secure, appropriate and affordable housing to Aboriginal and Torres Strait Islander people in Queensland as a basis for improving social and health outcomes. This was provided through targeted rental housing, grant funding for social housing in discrete Aboriginal and Torres Strait Islander communities, and the planning and coordination of housing improvement initiatives for the benefit of Indigenous people living in these communities, and on reserves, where the department supports social housing. Departmental staff were located in Cairns and Brisbane.

• ClientServices was the service delivery arm for products and services directly delivered by the department, and represented the ‘public face’ of the department. It operated through a service delivery network of 18 area offices, six client service centres and a Call Centre. Client Services identified client housing needs and matched these to products and services available from the department or by referral to community-based providers. This service area also provided tenancy management for clients in department-owned accommodation and assisted them to sustain their tenancies by working closely with other support agencies and organisations.

• CommunityandPublicHousing provided the operational policy and performance framework for the planning, delivery, and management of social rental and crisis housing. It provided funding to community and local government-managed housing providers to deliver crisis, transitional and long-term affordable accommodation, administered the regulation of funded providers and monitored the compliance of registered providers. It also assisted with resourcing and capacity building for community housing organisations and undertook an accreditation service for community housing organisations in Queensland. It provided assistance to households in the private housing market by funding organisations to provide referral services, information and advice on tenancy, maintenance, and home security matters.


• CommunityRenewal was a place-based, time-limited program that worked with government, business, community organisations, and residents to strengthen selected communities by developing sustainable solutions to local issues. Since its inception in 1998, the program has been the catalyst for the delivery of a wide range of innovative projects in areas such as community amenities and facilities, sport and recreation, transport, community safety, family support and education and training, including early childhood and computer literacy. The program is due to conclude on 30 June 2009, and had staff in eight locations around the State.

• HousingFinance was the primary source of financial management advice within the department and was responsible for the department’s financial management framework and environment. It also provided a range of housing assistance to eligible Queenslanders to access or maintain home ownership or private rental accommodation.

• Housing Policy and Strategy provided strategic analysis and advice on housing and related social policy across the department and had a critical role in providing guidance on the National Affordable Housing Agreement including its implementation via the three National Partnership Agreements of Homelessness, Remote Indigenous Housing and Social Housing, as well as the Nation Building and Jobs Plan. Housing Policy and Strategy oversaw the development of policies that enabled the department to achieve broader whole-of-Government objectives, as well as contributing to new and enhanced options for delivering housing services.

• Organisation Services and Strategy was responsible for corporate governance and the provision of corporate and executive support across the department. This included human resources, information and facilities management, performance and reporting, legal services, appeals and review, executive services and marketing and communication.

• Private Housing Support was responsible for the development of policy, products and services that enabled Government, the private sector, and the community to maximise outcomes for low to moderate income households in the private housing market.

• Property Portfolio Management was responsible for the management and delivery of the department’s property portfolio and provided expert guidance in the management of associated non-department owned properties.

Statutory authorities

• TheQueenslandBuildingServicesAuthorityregulatesthe building industry through the licensing of contractors, educates consumers about their rights and obligations, makes contractors aware of their legal rights and responsibilities, handles disputes, protects consumers against loss through statutory insurance, implements and enforces legislative reforms, and where necessary, prosecutes persons not complying with the law.

• TheResidentialTenanciesAuthorityassiststenants,lessors, agents, residents, and service providers by providing a custodial service for rental bonds, tenancy information and education, and a dispute resolution service. It will investigate and prosecute offences under the legislation for which it is responsible, when appropriate.

A p p e n d i c e s

60

Organisational structureThe following represents the organisational structure of the Department of Housing at 26 March 2009:

Director-General Department of Housing

Aboriginal and Torres Strait Islander HousingPolicy and ResearchProgram ManagementCommunity Program Delivery (Cairns)Business Support

Community and Public HousingBusiness Management SupportPerformance, Management and CompliancePlanning, Research and InvestmentPolicy and Program DevelopmentPolicy Implementation BranchProgram ManagementService Delivery

Housing FinanceFinancial ServicesHousing Loans

Housing Policy and StrategyHousing SupplyHousing DemandHousing ResponseIndigenous Community-managed Housing Organisations ProjectClient Intake and Assessment Process Project Team

Property Portfolio ManagementPortfolio InvestmentPortfolio Asset ManagementPortfolio DevelopmentPortfolio PlanningBusiness and Performance Management

Queensland Building Services AuthorityResolution and RegulatoryPolicy, Legislation, Research & Support ServicesBusiness Services & InsuranceCompliance, Insolvency & Legal ServicesOffice of the General ManagerStrategic Communications & EducationArea OfficesAdjudication Registrar & Contract DevelopmentCustomer Relations & Disaster Management

Residential Tenancies AuthorityClient Contact ServicesRental Bond ServicesCorporate ServicesDispute Resolution ServiceOffice of the General ManagerPolicy and Education Services

Client ServicesService Delivery ImprovementService Delivery ReformRegional Services – Area Offices – Call CentreOperations – Business Support – Child Safety and Disability Services – Regional Operations

Community RenewalPolicy and StrategyRenewal Delivery (North Queensland)Renewal Delivery (South Queensland)Renewal SystemsSocial Inclusion Project

Organisation Services and Strategy Appeals and ReviewHuman Resource ManagementInformation and Facilities ManagementInternal AuditLegal ServicesMarketing and CommunicationOrganisational Performance and Strategy

Private Housing SupportPolicy and Project DevelopmentPlanning and Market AnalysisBusiness ServicesCaravan Park Accommodation Program

Minister for Public Works, Housing and Information and Communication Technology


Office detailsThe following represents the office details of the Department of Housing at 26 March 2009:


Level 13, 61 Mary Street, BrisbaneGPO Box 690, Brisbane Qld [email protected]. 1300 880 882Fax. 07 3227 6639

Aboriginal and Torres Strait Islander HousingLevel 5, 133 Mary Street, BrisbaneGPO Box 690, Brisbane Qld 4001Ph. 07 3225 1913Fax. 07 3227 6736

Community Program Delivery396 Sheridan Street, Cairns Qld 4870PO Box 2556, Cairns Qld 4870Ph. 07 4046 3012Fax. 07 4046 3030

Client ServicesLevel 4, 133 Mary Street, BrisbaneGPO Box 690, Brisbane Qld [email protected]. 07 3227 6457Fax. 07 3227 6639

Regional Director’s Office (Northern)Level 12, 15 Lake Street, CairnsGPO Box 690, Brisbane Qld 4001Ph. 07 4039 8799Fax. 07 4039 8787

Community and Public HousingLevel 9, 61 Mary Street, BrisbaneGPO Box 690, Brisbane Qld [email protected]@housing.qld.gov.auPh. 07 3247 9115Fax. 07 3225 1266

Community RenewalLevel 9, 61 Mary Street, BrisbaneGPO Box 690, Brisbane Qld 4001communityrenewal@housing.qld.gov.auwww.communityrenewal.qld.gov.auPh. 07 3227 7196Fax. 07 3235 9093

Housing FinanceFinancial ServicesLevel 7, 133 Mary Street, BrisbaneGPO Box 690, Brisbane Qld 4001Ph. 07 3225 1497Fax. 07 3227 8095

Housing LoansLevel 6, 133 Mary Street, Brisbane GPO Box 690, Brisbane Qld [email protected]. 1300 654 322Fax. 07 3225 1937

Housing Policy and StrategyLevel 13, 61 Mary Street, BrisbaneGPO Box 690, Brisbane Qld [email protected]. 07 3227 6925Fax. 07 3225 1218

Organisation Services and StrategyLevel 13, 61 Mary Street, Brisbane GPO Box 690, Brisbane Qld [email protected]. 07 3227 8898Fax. 07 3227 7698

Private Housing SupportLevel 9, 61 Mary Street, BrisbaneGPO Box 690, Brisbane Qld 4001Ph. 07 3227 7949Fax. 07 3227 8094

Property Portfolio ManagementLevel 8, 61 Mary Street, BrisbaneGPO Box 690, Brisbane Qld 4001Ph. 07 3225 1530Fax. 07 3225 1529

A p p e n d i c e s

62

Client service centresBayside Area OfficeCapalaba Tower Court36 Old Cleveland Road, CapalabaPO Box 91, Capalaba Qld 4157Ph. 07 3362 9100Fax. 07 3362 9104

Brisbane Central Area Office505StPaul’sTerrace,FortitudeValleyPO Box 445,FortitudeValleyQld4006Ph. 07 3872 0320Fax. 07 3872 0316

Brisbane North Area OfficeLevel 3, 18 Banfield Street, ChermsidePO Box 2352, Chermside Qld 4032Ph. 07 3896 9900Fax. 07 3896 9904

Brisbane South Area OfficeLevel 1, 221 Logan Road, BurandaPO Box 230, Stones Corner Qld 4102Ph. 07 3405 5300Fax. 07 3405 5324

Brisbane South West Area OfficeCnrWirrawayPdeandKittyhawkAve,InalaPO Box 258, Inala Qld 4077Ph. 07 3362 9200Fax. 07 3362 9220

Caboolture Area OfficeLevel 5, Caboolture Park Shopping Centre60–78 King Street, CaboolturePO Box 588, Caboolture Qld 4510Ph. 07 5431 2501Fax. 07 5431 2505

Central Queensland Area Office229 Musgrave Street, North RockhamptonPO Box 6015, Central Qld MC 4702Ph. 07 4938 4089Toll Free. 1800 801 176Fax. 07 4938 4088

Collinsville Queensland Government Agent Program64 Sonoma Street, CollinsvillePO Box 58, Collinsville Qld 4804Ph. 07 4785 5567Fax. 07 4785 5789

Emerald Client Service Centre27A Hospital Road, EmeraldPO Box 37, Emerald Qld 4720Ph. 07 4987 4871Toll Free. 1800 659 160Fax. 07 4982 1721

Far North Queensland Area Office13–15 Sheridan Street, CairnsPO Box 471, Cairns Qld 4870Ph. 07 4039 8822Toll Free. 1800 623 208Fax. 07 4039 8248

Gladstone Client Service Centre147 Goondoon Street, GladstonePO Box 5082, Gladstone Qld 4680Ph. 07 4979 6560Toll Free. 1800 266 807Fax. 07 4979 6574

Gold Coast Area OfficeRobina Town Centre, RobinaPO Box 4059, Robina Town Centre Qld 4230Ph. 07 5583 2200Fax. 07 5583 2242

Herberton Queensland Government Agent Program56 Grace Street, HerbertonPO Box 130, Herberton Qld 4887Ph. 07 4096 2702Fax. 07 4096 2704

Logan Area Office11StationRoad,WoodridgePO Box 5,WoodridgeQld4114Ph. 07 3884 9800Fax. 07 3884 9830

Mackay-Whitsunday Area Office22-30WoodStreet,MackayPO Box 978, Mackay Qld 4740Ph. 4967 0888Toll Free. 1800 069 237Fax. 4967 0906

Mt Garnet Queensland Government Agent ProgramGarnet Street, Mt Garnet Qld 4872Ph. 07 4097 9005Fax. 07 4097 9036

Maryborough Client Service Centre116 Lennox Street, MaryboroughPO Box 535, Maryborough Qld 4650Ph. 07 4121 1918Toll Free. 1800 623 242Fax. 07 4121 1775

North Queensland Area OfficeLevel 2, 143WalkerStreetTownsvillePO Box 953, Townsville Qld 4810Ph. 07 4760 7378Toll Free. 1800 806 197Fax. 07 4760 7376


North West Queensland Area Office19WestStreet,MountIsaPO Box 1866, Mount Isa Qld 4825Ph. 07 4747 2137Toll Free. 1800 620 466Fax. 07 4747 2138

Ravenshoe Queensland Government Agent ProgramGrigg Street, RavenshoePO Box 43, Ravenshoe Qld 4888Ph. 07 4097 6660Fax. 07 4097 6830

Redcliffe Area Office102 Sutton Street, RedcliffePO Box 132, Redcliffe Qld 4020Ph. 07 3480 1550Fax. 07 3480 1577

Riverview Client Service CentreShop 12, Riverview Shopping CentreCnr Mitchell and Price Street, RiverviewPO Box 6064, Riverview Qld 4303Ph. 07 3816 2158Fax. 07 3816 2157

South West Queensland Area OfficeLevel 2, Condamine Centre10 Russell Street, ToowoombaPO Box 418, Toowoomba Qld 4350Ph. 07 4615 3560Toll Free. 1800 623 435Fax. 07 4615 3679

Sunshine Coast Area Office96 Memorial Avenue, MaroochydorePO Box 99, Maroochydore Qld 4558Ph. 07 5475 9700Fax. 07 5475 9701

Torres Strait Area Office156 Douglas Street, Thursday IslandPO Box 514, Thursday Island Qld 4875Ph. 07 4069 2188Fax. 07 4069 2154

West Moreton Area Office4 Bell Street, IpswichPO Box 263, Ipswich Qld 4305Ph. 07 3280 1420Fax. 07 3280 1421

Wide Bay-Burnett Area Office16 Quay Street, BundabergPO Box 1120, Bundaberg Qld 4670Ph. 07 4131 5990Toll Free. 1800 809 835Fax. 07 4131 5989

Wynnum Client Service Centre212BayTerrace,WynnumPO Box 757,WynnumQld4178Ph. 07 3362 9000Fax. 07 3362 9005

Community Renewal officesBrisbane South/Brisbane South West OfficeCnrWirrawayParadeandKittyhawkAvenue,InalaPO Box 466, Inala Qld 4077Ph. 07 3710 1250Fax. 07 3710 1251

Caboolture-Deception Bay OfficeLevel 5, Caboolture Shopping CentrePO Box 808, Caboolture Qld 4510Ph. 07 5420 1301Fax. 07 5420 1310

Gold Coast North Office5/92 George Street, BeenleighLocked Bag 2010, Beenleigh Qld 4207Ph. 07 3287 8571Fax. 07 3287 8569

Gold Coast South OfficeLevel 2, Robina Town CentrePO Box 4059, Robina Town Centre Qld 4230Ph. 07 5583 2262Fax. 07 5583 2249

Logan OfficeUnit 1, 8BlackwoodRoad,WoodridgePO Box 369,WoodridgeQld4114Ph. 07 3884 9868Fax. 07 3884 9866

Cairns West OfficeSuite 2, 5 Anderson Street, ManundaPO Box 471, Cairns Qld 4870Ph. 07 4039 8879Fax. 07 4039 8883

Upper Ross and West Townsville OfficeLevel 2, 143WalkerStreet,TownsvillePO Box 953, Townsville Qld 4810Ph. 07 4760 7464Fax. 07 4760 7472

A p p e n d i c e s

64

Office locationsThe following displays the office locations at 26 March 2009:

(

((

South West Queensland AO (Toowoomba)

Far North Queensland AO (Cairns)

Cairns West CR

Herberton

RavenshoeMount Garnet

North West Queensland AO (Mount Isa)Collinsville

Maryborough AO

Mackay – Whitsunday AO

Emerald AOGladstone AO

Wide Bay – Burnett AO(Bundaberg)

Central Queensland AO(Rockhampton)

Upper Ross and Townsville West CR

North Queensland AO(Townsville)

Torres Strait AO(Thursday Island)

LegendDepartment of Housing offices(AO= Area Office for housingassistance; CR=CommunityRenewal office)

Queensland Government AgentProgram offices

See South-EastQueensland Inset Map

Sunshine Coast AO (Maroochydore)

!

!

!

!

!

!

!

!

!

!

!

!

South-East QueenslandInset Map

Caboolture AO

Redcliffe AO

Wynnum AO

Bayside AO

Logan AO and CR

Gold Coast North CR (Beenleigh)

Brisbane North AO (Chermside)

Caboolture – Deception Bay CR

Gold Coast AO (Robina)Gold Coast South CR

Brisbane Central AO(Fortitude Valley)

Brisbane City

Brisbane South AO(Buranda)

West Moreton AO(Ipswich)

Riverview AO

Brisbane South/Brisbane South West CR

Brisbane South West AO (Inala)

!

!

!

!

!

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!! !

!

!


Funded organisationsBelow is a list of organisations that have received grant funding from the department between 1 July 2008 and 26 March 2009:

Acacia Ridge Community Support IncAccess Community Housing Company LtdACRO Australian Community Safety & Research Organisation IncAddiction Help Agency Cairns IncAnglicare Central Queensland LtdBarcaldine Regional CouncilBayside Tenancy Advice and Advocacy Service IncBooval Community Services IncBreakthrough Community Housing Service IncBribieIslandVoluntaryCommunityHelpAssociationIncBRIC HousingBrisbane Housing CompanyBundaberg Housing Services IncCaboolture Family Haven IncCaloundra Youth Focus IncCaravan and Manufactured Home Residents Assoc of Qld Inc (CAMRA)Carina Youth Agency IncCentral QLD Consumers AssociationCharleville and District Community Support Association IncCharters Towers Neighbourhood Centre IncChermside & District Senior Citizens Centre IncChisholm IncChurches of Christ in QueenslandClermont Community Housing and Other Services IncCommunify Queensland IncCommunity Housing and Information Centre IncCommunity Living Association IncCommunity Rent Scheme Association Townsville IncCooloola Community Housing Association IncCooloola Youth Service IncDalby Regional CouncilDepartment of Health Queensland (Trading as Princess Alexandra Hospital Health Service District) Employment Action Centre LtdFraser Coast Community Rental Group IncFraser Coast Housing Services IncFraser Coast Regional CouncilGateway Community Group IncGladstone Regional CouncilGold Coast Drug Council IncGold Coast Housing Company LtdGoodna Youth Services IncGoondiwindi Regional CouncilHome Maintenance and Security Service Association IncICYS Ipswich Community Youth Service IncInala Family Accommodation and Support Service IncInner Northern Community Housing Brisbane Association IncInnisfail Jubilee Community HousingInnisfail Youth and Family Care IncIntegrated Family & Youth Service IncInterlink Housing and Support Association IncIpswich City CouncilIpswich Regional Advocacy Service Inc Kootana - Palm Island Aboriginal CorporationKowanyama Aboriginal CouncilKyabra Community Association IncLongreach Home and Community Care IncLutheran Church of Australia Queensland DistrictMackay Regional Council for Social Development LtdMacleod Accommodation Support Service Inc

MaguwaNguthurraWomen’sShelterMangrove Housing Association IncMareeba Community Housing Association IncMaroochy Home Maintenance and Care Association IncMaybanke Association IncMetropolitan Association Towards Community Housing IncMoreton Bay Regional CouncilMount Gravatt Community Centre IncMount Isa Community Development Association IncMurweh Shire CouncilNear North Housing Service IncNew Farm Neighbourhood Centre IncNorth Burnett Regional CouncilNorthWestQldAreaOffice(ResourceWorkerFunding)NorthWestYouthAccommodationServiceIncNorth-East Community Support Group IncNorthernPeninsulaArea(NPA)WomensShelterAssociationIncOthila’sYoungWomen’sHousingandSupportServiceIncOzcareQueensland Community Housing Coalition LtdQuilpie Shire CouncilRedland City CouncilResidential Tenants Association IncRockhampton Regional CouncilRoma Regional CouncilRoman Catholic Trust Corporation for the Diocese of RockhamptonRoseberry Community Services IncSerasWomensShelterIncSkills Training Mackay Association IncSouth Burnett Community Training Centre IncSt Johns Community Care LtdStVincentdePaulSocietyQueenslandSunshine Coast Regional CouncilTableland Community Housing Association IncTablelands Regional CouncilTenancy&HousingInformationService—WhitsundayIncTenants’ Union of Queensland IncThe Advocacy and Support Centre IncThe Corporation of the Synod of the Diocese of BrisbaneThe Corporation of the Trustees of the Roman Catholic Archdiocese of BrisbaneThe Salvation Army (Queensland) Property TrustThe Uniting Church in Australia Property Trust (Q.)TheWomensCommunityAidAssociation(Queensland)LtdToowoomba Community Housing Service IncTownsville City CouncilTownsville Housing Resource Unit IncUmpi Korumba Aboriginal and Torres Strait Islanders Corporation for HousingUnited Synergies LtdWestEndFamilyCareServicesIncWhitsundayCrisis&CounsellingServiceIncWhitsundayHousingCompanyWindanaSupportCentreIncY-Care (South East Qld) IncYouth & Family Service (Logan City) IncYouth Housing Project Association IncYouth Service Providers IncYouthcare Pine Rivers IncYumba-Meta Housing Association LtdYWCA–Downs&SouthWestQldInc

A p p e n d i c e s

66

In addition, the department funded Community Renewal activities between 1 July 2008 and 26 March 2009, through partnerships with the following Queensland Government agencies, local governments, non-government organisations and businesses:

Australian Industry GroupCaboolture Community Learning CentreCairns Basketball IncCairns Regional CouncilCareer KeysDepartment of Education, Training and the ArtsDepartmentofPublicWorksFSG AustraliaFusion AustraliaGanyjuu Aboriginal and Torres Strait Islander Corporation for Family Support ServicesGold Coast City CouncilInala Community House IncKeystone Disability Services IncKYC TrustLighthouse Assemblies of God

Logan City CouncilMultiLink Community Services IncNintiringanyi Cultural Training CentrePan Pacifica Oceania IncQueensland Police ServiceQueenslandPolice-CitizensYouthWelfareAssociationQueensland University of TechnologyThe Migrant Centre Organisation IncThe Smith FamilyTownsville Basketball IncTownsville General Practice NetworkTwin Rivers Progress Association IncVarsityLakesCommunityResourceCentreIncVolunteeringGoldCoastYMCA

Financial Statements For the period ended 26 March 2009

Contents

These are the final financial statements for the Department of Housing.

The Department of Housing was a Queensland Government department established under the Public Service Act 2008.

The department was controlled by the State of Queensland which was the ultimate parent.

The financial statements cover the Department of Housing and its controlled entities, and have been prepared in accordance with the Financial Administration and Audit Act 1977 and other requirements detailed in note 1(a).

The financial statements report the department’s assets, liabilities and equity as at 26 March 2009 and income and expenses for the period ended 26 March 2009.

The financial statements have been prepared to provide the following users with information relevant to the department’s financial performance and its financial position:

• MinisterforPublicWorksandInformationandCommunication Technology

• MinisterforCommunityServicesandHousingandMinisterforWomen

• MembersoftheLegislativeAssemblyofQueensland

• thebuildingandhousingindustry

• communityorganisationswithinterestsinhousing

• governmentandsemi-governmentinstrumentalities

• ourclients.


Foreword

Income Statement 68

Balance Sheet 69

Statement of Changes in Equity 70

Cash Flow Statement 72

Income Statement by Outputs 74

Statements of Assets and Liabilities by Outputs 76

Notes to and forming part of the financial statements 78

Certificate of the Department of Housing 109

Independent Auditor’s Report 110

F I N A N C I A L S TAT E M E N T S

Note 2009 2008

$’000 $’000


Income Statement for the period ended 26 March 2009

68

INCOME

Revenue

Output revenue 2 121,701 107,867

User charges 3 234,799 295,387

Grants and other contributions 4 190,088 231,188

Other revenue 5 6,608 19,370

Gains

Net gains on financial assets at fair value through profit or loss 6 8,184 20,967

Net gains on disposal of property, plant and equipment 1,185 1,503

Total income 562,565 676,282

ExpENSES

Employee expenses 7 77,916 95,227

Supplies and services 8 214,138 261,343

Grants and subsidies 9 139,090 129,808

Depreciation and amortisation 10 86,094 100,461

Borrowing costs 11 14,241 19,479

Other expenses 12 10,012 19,991

Total expenses 541,491 626,309

Operating surplus 21,074 49,973

ThisIncomeStatementshouldbereadinconjunctionwiththeaccompanyingnotes.


Balance Sheet as at 26 March 2009

Note 2009 2008

$’000 $’000


CURRENT ASSETS

Cash assets 13 123,565 88,620

Loansandreceivables 14 30,872 30,699

Inventories 16 21,764 15,663

Financial assets at fair value through profit or loss 17 6,252 9,000

Prepayments 11,752 5,432

194,205 149,414

Non-currentassetsclassifiedasheldforsale 18 59,170 22,329

Total current assets 253,375 171,743

NON-CURRENT ASSETS



Other financial assets 19 8,416 8,416

Property,plantandequipment 20 13,622,036 13,536,545

Intangibleassets 21 14,442 15,460

Total non-current assets 13,871,756 13,779,414

TOTAL ASSETS 14,125,131 13,951,157

CURRENT LIABILITIES

Payables 22 73,936 51,341

AustralianGovernmentborrowings 12,178 12,178

Accruedemployeebenefits 23 3,576 2,417

Other liabilities 24 11,076 13,309

Total current liabilities 100,766 79,245

NON-CURRENT LIABILITIES

AustralianGovernmentborrowings 416,719 416,719

Other liabilities 24 - 35

Total non-current liabilities 416,719 416,754

TOTAL LIABILITIES 517,485 495,999

NET ASSETS 13,607,646 13,455,158

EQUITY

Contributed equity 552,623 418,757

Retained surpluses 3,866,100 3,845,026

Assetrevaluationreserve 25 9,188,923 9,191,375

TOTAL EQUITY 13,607,646 13,455,158

ThisBalanceSheetshouldbereadinconjunctionwiththeaccompanyingnotes.



Statement of Changes in Equity for the period ended 26 March 2009

70

Retained surpluses Asset revaluation reserve (note 25) Contributed equity Total

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

Opening Balance 3,845,026 3,753,250 9,191,375 7,313,192 418,757 262,003 13,455,158 11,328,445

Priorperioderrorcorrections:

–Assetsnotpreviouslyrecognised - 2,798 - - - - - 2,798

Restated opening balance 3,845,026 3,756,048 9,191,375 7,313,192 418,757 262,003 13,455,158 11,331,243

Operating surplus 21,074 49,973 - - - - 21,074 49,973

Othernon-ownerchangesinequity:

– Net increase in asset revaluation reserve - - (2,452) 1,917,188 - - (2,452) 1,917,188

Totalothernon-ownerchangesinequity - - (2,452) 1,917,188 - - (2,452) 1,917,188

Total recognised income and expense for the year 21,074 49,973 (2,452) 1,917,188 - - 18,622 1,967,161

Transactions with owners as owners:

–Equityinjection(refernote2) - - - - 133,866 156,558 133,866 156,558

– Net leave liabilities transferred from (to) other Queensland public sector entities - - - - - 196 - 196

– Transfer to retained surpluses for assets disposed of - 39,005 - (39,005) - - - -

Total transactions with owners as owners - 39,005 - (39,005) 133,866 156,754 133,866 156,754

Closing Balance 3,866,100 3,845,026 9,188,923 9,191,375 552,623 418,757 13,607,646 13,455,158

ThisStatementofChangesinEquityshouldbereadinconjunctionwiththeaccompanyingnotes.


Statement of Changes in Equity for the period ended 26 March 2009


Retained surpluses Asset revaluation reserve (note 25) Contributed equity Total

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

Opening Balance 3,845,026 3,753,250 9,191,375 7,313,192 418,757 262,003 13,455,158 11,328,445

Priorperioderrorcorrections:

–Assetsnotpreviouslyrecognised - 2,798 - - - - - 2,798

Restated opening balance 3,845,026 3,756,048 9,191,375 7,313,192 418,757 262,003 13,455,158 11,331,243

Operating surplus 21,074 49,973 - - - - 21,074 49,973

Othernon-ownerchangesinequity:

– Net increase in asset revaluation reserve - - (2,452) 1,917,188 - - (2,452) 1,917,188

Totalothernon-ownerchangesinequity - - (2,452) 1,917,188 - - (2,452) 1,917,188

Total recognised income and expense for the year 21,074 49,973 (2,452) 1,917,188 - - 18,622 1,967,161

Transactions with owners as owners:

–Equityinjection(refernote2) - - - - 133,866 156,558 133,866 156,558

– Net leave liabilities transferred from (to) other Queensland public sector entities - - - - - 196 - 196

– Transfer to retained surpluses for assets disposed of - 39,005 - (39,005) - - - -

Total transactions with owners as owners - 39,005 - (39,005) 133,866 156,754 133,866 156,754

Closing Balance 3,866,100 3,845,026 9,188,923 9,191,375 552,623 418,757 13,607,646 13,455,158

ThisStatementofChangesinEquityshouldbereadinconjunctionwiththeaccompanyingnotes.


Note 2009 2008

$’000 $’000


Cash Flow Statement for the period ended 26 March 2009

72

CASH FLOWS FROM OpERATING ACTIVITIES

Inflows:

Output receipts 122,222 109,812

User charges 232,530 293,409

Grants and other contributions 189,271 219,229

Interestreceipts 1,859 3,053

GSTinputtaxcreditsreceivedfromAustralianTaxationOffice 120,572 142,902

GST received from GST group (refer to note 1(y)) 13,148 16,952

GST collected 8,129 4,182

Sale of inventories 1,562 12,312

Other 4,394 5,628

Outflows:

Employee expenses (78,541) (93,829)

Supplies and services (221,052) (262,854)

Grants and subsidies (125,217) (125,547)

Borrowing costs - (19,479)

GSTremittedtoAustralianTaxationOffice (132,882) (153,326)

GST paid (10,235) (9,763)

Cost of inventories (6,101) (4)

Other (8,959) (10,148)

Net cash from operating activities 26 110,700 132,529


Cash Flow Statement for the period ended 26 March 2009

Note 2009 2008

$’000 $’000


CASH FLOWS FROM INVESTING ACTIVITIES

Inflows:

Sales of property, plant and equipment 38,840 51,839

Redemption of loans and advances 14,009 19,535

Redemption of financial assets at fair value through profit or loss 4,100 9,888

Outflows:

Paymentsforproperty,plantandequipment (248,919) (363,469)

Paymentsforintangibleassets (1,810) (6,424)

Loansandadvancesmade (13,998) (13,536)

Acquisitionoffinancialassets (1,843) (194)

Investmentincontrolledentities - (116)

Net cash used in investing activities (209,621) (302,477)

CASH FLOWS FROM FINANCING ACTIVITIES

Inflows:

Equityinjections 133,866 156,558

Outflows:

Repayment of borrowings - (11,792)

Net cash from financing activities 133,866 144,766

Net increase (decrease) in cash held 34,945 (25,182)

Cash at beginning of period 88,620 113,802

Cash at end of period 13 123,565 88,620

Fornon-cashfinancingandinvestingactivities,refertonote27.

ThisCashFlowStatementshouldbereadinconjunctionwiththeaccompanyingnotes.



Income Statement by Outputs for the period ended 26 March 2009

74

Community Renewal

Crisis Housing

Indigenous Community Housing

private Market Assistance

Social Rental Housing Total

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

INCOME*

Revenue

Output revenue 14,660 14,059 3,478 977 32,132 16,327 13,021 7,724 58,410 68,780 121,701 107,867

User charges - - 1,288 1,492 2 - 846 1,123 232,663 292,772 234,799 295,387

Grants and other contributions 1,136 141 7,151 9,199 34,465 64,108 21,489 17,835 125,847 139,905 190,088 231,188

Other revenue 2 85 12 96 4 85 2,648 14,766 3,942 4,338 6,608 19,370

Gains

Net gains on financial assets at fair value through profit or loss - - - - - - 8,184 20,967 - - 8,184 20,967

Net gains on disposal of property, plant and equipment - - (243) 990 - - (29) - 1,457 513 1,185 1,503

Total income 15,798 14,285 11,686 12,754 66,603 80,520 46,159 62,415 422,319 506,308 562,565 676,282

ExpENSES*

Employee expenses 5,284 6,660 1,111 1,503 5,242 5,505 8,853 13,917 57,426 67,642 77,916 95,227

Supplies and services 2,169 3,390 2,990 4,821 2,951 2,889 6,634 10,728 199,394 239,515 214,138 261,343

Grants and subsidies 16,054 8,483 5,419 3,793 58,244 61,968 28,123 27,284 31,250 28,280 139,090 129,808

Depreciation and amortisation 156 163 2,150 2,521 133 117 1,068 395 82,587 97,265 86,094 100,461

Borrowing costs - - - - - - - - 14,241 19,479 14,241 19,479

Other expenses 60 88 16 116 33 41 1,481 10,091 8,422 9,655 10,012 19,991

Total expenses 23,723 18,784 11,686 12,754 66,603 70,520 46,159 62,415 393,320 461,836 541,491 626,309

Operating surplus (deficit) (7,925) (4,499) - - - 10,000 - - 28,999 44,472 21,074 49,973

*Allocation of income and expenses to corporate services

Income 3 85 3 85 3 85 3 85 28 135 40 475

Expenses 2,489 3,594 783 825 2,328 2,778 4,895 7,630 24,112 30,350 34,607 45,177

ThisIncomeStatementbyOutputsshouldbereadinconjunctionwiththeaccompanyingnotes.


Income Statement by Outputs for the period ended 26 March 2009


Community Renewal

Crisis Housing



Social Rental Housing Total

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

INCOME*

Revenue

Output revenue 14,660 14,059 3,478 977 32,132 16,327 13,021 7,724 58,410 68,780 121,701 107,867

User charges - - 1,288 1,492 2 - 846 1,123 232,663 292,772 234,799 295,387

Grants and other contributions 1,136 141 7,151 9,199 34,465 64,108 21,489 17,835 125,847 139,905 190,088 231,188

Other revenue 2 85 12 96 4 85 2,648 14,766 3,942 4,338 6,608 19,370

Gains

Net gains on financial assets at fair value through profit or loss - - - - - - 8,184 20,967 - - 8,184 20,967

Net gains on disposal of property, plant and equipment - - (243) 990 - - (29) - 1,457 513 1,185 1,503

Total income 15,798 14,285 11,686 12,754 66,603 80,520 46,159 62,415 422,319 506,308 562,565 676,282

ExpENSES*

Employee expenses 5,284 6,660 1,111 1,503 5,242 5,505 8,853 13,917 57,426 67,642 77,916 95,227

Supplies and services 2,169 3,390 2,990 4,821 2,951 2,889 6,634 10,728 199,394 239,515 214,138 261,343

Grants and subsidies 16,054 8,483 5,419 3,793 58,244 61,968 28,123 27,284 31,250 28,280 139,090 129,808

Depreciation and amortisation 156 163 2,150 2,521 133 117 1,068 395 82,587 97,265 86,094 100,461

Borrowing costs - - - - - - - - 14,241 19,479 14,241 19,479

Other expenses 60 88 16 116 33 41 1,481 10,091 8,422 9,655 10,012 19,991

Total expenses 23,723 18,784 11,686 12,754 66,603 70,520 46,159 62,415 393,320 461,836 541,491 626,309

Operating surplus (deficit) (7,925) (4,499) - - - 10,000 - - 28,999 44,472 21,074 49,973

*Allocation of income and expenses to corporate services

Income 3 85 3 85 3 85 3 85 28 135 40 475

Expenses 2,489 3,594 783 825 2,328 2,778 4,895 7,630 24,112 30,350 34,607 45,177

ThisIncomeStatementbyOutputsshouldbereadinconjunctionwiththeaccompanyingnotes.



Statement of Assets and Liabilities by Outputs as at 26 March 2009

76

Community Renewal

Crisis Housing



Social Rental Housing

Not Attributed Total

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

CURRENT ASSETS

Cash assets 6,215 1,378 1,175 1,679 6,000 19,272 11,000 21,711 66,455 34,044 32,720 10,536 123,565 88,620

Loansandreceivables 274 1,279 393 283 147 46 17,219 18,964 10,891 6,116 1,948 4,011 30,872 30,699

Inventories - - - - - - 21,764 15,663 - - - - 21,764 15,663

Financial assets at fair value through profit or loss - - - - - - 6,252 9,000 - - - - 6,252 9,000

Prepayments 27 25 324 6 21 15 63 59 11,317 5,327 - - 11,752 5,432

6,516 2,682 1,892 1,968 6,168 19,333 56,298 65,397 88,663 45,487 34,668 14,547 194,205 149,414

Non-currentassetsclassifiedasheldforsale - - 226 1,400 - - - - 58,944 20,929 - - 59,170 22,329

Total current assets 6,516 2,682 2,118 3,368 6,168 19,333 56,298 65,397 147,607 66,416 34,668 14,547 253,375 171,743

NON-CURRENT ASSETS

Loansandreceivables - - - - - - 31,127 31,933 - - - - 31,127 31,933


Other financial assets - - - - - - 8,416 8,416 - - - - 8,416 8,416

Property,plantandequipment 2,015 1,597 276,301 268,418 394 453 885 818 13,342,441 13,265,259 - - 13,622,036 13,536,545

Intangibleassets 125 222 35 70 114 157 11,330 10,923 2,838 4,088 - - 14,442 15,460

Total non-current assets 2,140 1,819 276,336 268,488 508 610 247,493 239,150 13,345,279 13,269,347 - - 13,871,756 13,779,414

TOTAL ASSETS 8,656 4,501 278,454 271,856 6,676 19,943 303,791 304,547 13,492,886 13,335,763 34,668 14,547 14,125,131 13,951,157

CURRENT LIABILITIES

Payables 3,889 937 2,029 179 20,364 10,461 618 2,270 45,088 33,483 1,948 4,011 73,936 51,341

AustralianGovernmentborrowings - - - - - - - - 12,178 12,178 - - 12,178 12,178

Accruedemployeebenefits 218 154 51 40 192 109 372 355 2,743 1,759 - - 3,576 2,417

Other liabilities - 1,124 - - 725 1,490 - 2 10,351 10,693 - - 11,076 13,309

Total current liabilities 4,107 2,215 2,080 219 21,281 12,060 990 2,627 70,360 58,113 1,948 4,011 100,766 79,245



Other liabilities - - - - - - - 3 32 - - - 35

Total non-current liabilities - - - - - - - 3 416,719 416,751 - - 416,719 416,754

TOTAL LIABILITIES 4,107 2,215 2,080 219 21,281 12,060 990 2,630 487,079 474,864 1,948 4,011 517,485 495,999

NET ASSETS 4,549 2,286 276,374 271,637 (14,605) 7,883 302,801 301,917 13,005,807 12,860,899 32,720 10,536 13,607,646 13,455,158


Statement of Assets and Liabilities by Outputs as at 26 March 2009


Community Renewal

Crisis Housing



Social Rental Housing

Not Attributed Total

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

CURRENT ASSETS

Cash assets 6,215 1,378 1,175 1,679 6,000 19,272 11,000 21,711 66,455 34,044 32,720 10,536 123,565 88,620

Loansandreceivables 274 1,279 393 283 147 46 17,219 18,964 10,891 6,116 1,948 4,011 30,872 30,699

Inventories - - - - - - 21,764 15,663 - - - - 21,764 15,663


Prepayments 27 25 324 6 21 15 63 59 11,317 5,327 - - 11,752 5,432

6,516 2,682 1,892 1,968 6,168 19,333 56,298 65,397 88,663 45,487 34,668 14,547 194,205 149,414

Non-currentassetsclassifiedasheldforsale - - 226 1,400 - - - - 58,944 20,929 - - 59,170 22,329

Total current assets 6,516 2,682 2,118 3,368 6,168 19,333 56,298 65,397 147,607 66,416 34,668 14,547 253,375 171,743

NON-CURRENT ASSETS

Loansandreceivables - - - - - - 31,127 31,933 - - - - 31,127 31,933


Other financial assets - - - - - - 8,416 8,416 - - - - 8,416 8,416

Property,plantandequipment 2,015 1,597 276,301 268,418 394 453 885 818 13,342,441 13,265,259 - - 13,622,036 13,536,545

Intangibleassets 125 222 35 70 114 157 11,330 10,923 2,838 4,088 - - 14,442 15,460

Total non-current assets 2,140 1,819 276,336 268,488 508 610 247,493 239,150 13,345,279 13,269,347 - - 13,871,756 13,779,414

TOTAL ASSETS 8,656 4,501 278,454 271,856 6,676 19,943 303,791 304,547 13,492,886 13,335,763 34,668 14,547 14,125,131 13,951,157

CURRENT LIABILITIES

Payables 3,889 937 2,029 179 20,364 10,461 618 2,270 45,088 33,483 1,948 4,011 73,936 51,341


Accruedemployeebenefits 218 154 51 40 192 109 372 355 2,743 1,759 - - 3,576 2,417

Other liabilities - 1,124 - - 725 1,490 - 2 10,351 10,693 - - 11,076 13,309

Total current liabilities 4,107 2,215 2,080 219 21,281 12,060 990 2,627 70,360 58,113 1,948 4,011 100,766 79,245



Other liabilities - - - - - - - 3 32 - - - 35

Total non-current liabilities - - - - - - - 3 416,719 416,751 - - 416,719 416,754

TOTAL LIABILITIES 4,107 2,215 2,080 219 21,281 12,060 990 2,630 487,079 474,864 1,948 4,011 517,485 495,999

NET ASSETS 4,549 2,286 276,374 271,637 (14,605) 7,883 302,801 301,917 13,005,807 12,860,899 32,720 10,536 13,607,646 13,455,158



Notes to and forming part of the financial statements for the period ended 26 March 2009

78

Final Financial Statements for the Department of Housing

On 26 March 2009 the Department of Housing was abolished and amalgamated into the Department of Communities, as a result of the Public Service Departmental Arrangements Notice (No. 2) 2009. These are the final financial statements for the Department of Housing.

TheobjectivesandprincipalactivitiesoftheDepartmentofHousingaredetailedinthebodyofthisFinalReportintheAppendixheaded‘Statutoryobligationsandpowers’.

1 Summary of significant accounting policies

a) Basis of accounting

ThefinancialstatementshavebeenpreparedinaccordancewithAustralianAccountingStandards. Inaddition,thefinancialstatementscomplywiththeTreasurer’sMinimumReportingRequirementsand other authoritative pronouncements.

These financial statements constitute a general purpose financial report.

Except where stated, the historical cost convention is used.

b) The reporting entity

The financial statements include the value of all income, expenses, assets, liabilities and equity of the department. The department did not control any material entities during the period 1 July 2008 to 26 March 2009 and is not required to prepare consolidated financial statements.

Those controlled entities that are not material are:

• MonteCarloCaravanParkTrust

• MonteCarloCaravanParkPtyLtd

• WoombyeGardensCaravanPark

• LazyAcresCaravanPark.

Refer to note 30 for further information on these entities.

c) Agency transactions and balances

Thedepartmentactsasanagentforotherentities.Anymoneycollected(andsubsequentlydistributed)inconjunctionwiththisroleisnotrecognisedinthefinancialstatements,asthedepartmentonlyhasacustodialrolein respect of such transactions and balances. Refer to note 32 for further information.

d) Output revenue

AppropriationsprovidedundertheAnnualAppropriationActarerecognisedasrevenuewhenreceivable.

e) User charges

User charges controlled by the department are recognised as revenue when charges for the services are raised, to the extent that these relate to the reporting period concerned. User charges are controlled where they can be deployedfortheachievementofdepartmentalobjectives.

Rental income charges are based on household income and are established so that no more than 25% of a tenant’s household income is paid in rent.

The department also receives rental income from dwellings rented to community organisations, local councils or other entities, and rental of land. Rental income from land is recognised as Other Revenue.

f ) Grants and other contributions

Grants,contributions,donationsandgiftsthatarenon-reciprocalinnaturearerecognisedasrevenueintheperiodinwhich the department obtains control over them. Control is normally obtained upon their receipt.

Wheregrantsarereceivedthatarereciprocalinnature,revenueisaccruedoverthetermofthefundingarrangements.




1 Summary of significant accounting policies (continued)

f ) Grants and other contributions (continued)

Contributions of assets are recognised in accordance with the policies described in note 1(k).Contributionsofotherresources and services (including where these are received free of charge or for nominal value) are only recognised when a fair value can be reliably determined and the resources or other services would have been purchased if not donated.Wherethisisthecase,anequalamountisrecognisedasrevenueandasanexpense.

g) Cash assets

For the purposes of the Balance Sheet and the Cash Flow Statement, cash assets include cash on hand (e.g. imprest accountbalances),allcashandchequesreceiptedbutnotbankedasatreportingdate,aswellasdepositsoncallwithfinancialinstitutions.CashatbankisheldwiththeCommonwealthBankofAustralia.

h) Loans and receivables

Loansandreceivablesarerecognisedatthenominalamountdueatthetimeofserviceprovisionorraisingofthecharge. The collectability of loans and receivables is periodically assessed with adequate provision being made for impairment.Allknownbaddebtswerewritten-offasatthereportingdate.

Refer to note 14 and note 31 for further information on loans and receivables.

Rental bond loans

The department recognises as a receivable the future repayments required from rental bond loan clients. These repayments areinrespectofamountsthedepartmenthaspreviouslylodgedwiththeResidentialTenanciesAuthoritytofundthoseclients’ rental bonds.

Borrowers

Loansarerecordedattheamountofmonieslent,plusinterestandothercostslesspaymentsfromborrowers.

i) Inventories — land held for resale

Landheldforresaleisrecognisedatthelowerofcostandnetrealisablevalue.Costincludesthecostofacquisitionanddevelopment.Pastandfuturedevelopmentcostsareassignedtolotsonaweightedaveragebasiswhenthelots are sold. These costs are only assigned to those lots initially acquired by the department at the outset of thedevelopment.Expensesassociatedwithmarketingandsellingaredeductedfromeachlot’smarketvaluetodetermine net realisable value.

j) Non-current assets classified as held for sale

Non-currentassetsheldforsaleconsistofthoseassetsthatmanagementhasdeterminedareavailableforimmediate sale in their present condition and for which sale is highly probable within the next 12 months.

PriortotransferofanassettoNon-currentAssetsClassifiedasHeldforSale,itisrevaluedtofairvalue(suchrevaluations are accounted for as described in note 1(n)).UpontransfertoNon-currentAssetsClassifiedasHeldforSale,itisthenwritten-downtonetfairvalue(i.e.fairvaluelessestimatedcoststosell).Thiswrite-downisrecognisedasanimpairmentlossexpense.Themethodologytoestimatecoststosellisre-assessedannually.

Non-currentassetsheldforsalearenotdepreciated.

k) Acquisitions of assets

Actualcostisusedfortheinitialrecordingofallassetacquisitions.Costisdeterminedasthevaluegivenasconsideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use.

Whereassetsarereceivedfreeofchargefromanotherwholly-ownedQueenslandStatepublicsectorentityasaresultofamachinery-of-Governmentchangeorotherinvoluntarytransfer,theacquisitioncostisthegrosscarryingamountinthebooksofthetransferor,immediatelypriortothetransfer,togetherwithanyaccumulateddepreciation.




80


k) Acquisitions of assets (continued)

Assetsacquiredatnocostorfornominalconsideration,otherthanfromaninvoluntarytransferfromanother wholly-ownedQueenslandStatepublicsectorentity,arerecognisedattheirfairvalueatdateofacquisitioninaccordancewithAASB116Property,PlantandEquipment.

l) property, plant and equipment

Itemsofproperty,plantandequipmentwithacostorothervalueequaltoorinexcessofthefollowingthresholdsare recognised for financial reporting purposes in the year of acquisition:

Buildings $10,000 Land $1 PlantandEquipment $5,000

Itemswithalesservalueareexpensedintheyearofacquisition.

Subsequent expenditure that increases the originally assessed service potential of an asset is capitalised to the value of that asset.

m) Depreciation of property, plant and equipment

Land,beinganassetwithanunlimitedusefullife,isnotdepreciated.

Buildings and plant and equipment are depreciated on a straight line basis, so as to progressively allocate the carrying amount of such depreciable assets over their estimated remaining useful lives to the department. The remaining useful lives of all buildings, plant and equipment are reviewed annually. The department has determined a residual value of zeroforallofitsbuildingsandplantandequipment.

Capitalworksinprogressarenotdepreciateduntiltheyhavereachedservicedeliverycapability.

Anysubsequentexpenditurethatincreasestheoriginallyassessedcapacityorservicepotentialofanassetiscapitalisedand the new depreciable amount is depreciated over the remaining useful life of the asset to the department.

For each class of depreciable asset, the following depreciation rates were used:

Class Depreciation rates Buildings 2% per annum Plantandequipment 6-40% per annum

n) Revaluations of property, plant and equipment

Subsequenttoinitialacquisition,landandbuildingsarerevaluedtofairvalueinaccordancewithAASB116Property,PlantandEquipmentandQueenslandTreasury’s‘Non-CurrentAssetPoliciesfortheQueenslandPublicSector’.

Plantandequipmentaremeasuredatcostandarenotrevalued.Thecarryingamountsforsuchplantandequipmentdo not materially differ from their fair value.

Capitalworksinprogressaremeasuredattheiracquisitioncostorconstructioncost.

Revaluations of property assets are performed annually using a statistically valid indexation methodology to calculate the valuations. This involves the independent field valuation of a representative sample of land and rental buildingsbyexternalvaluerslocatedwithindiscretelocalitiesacrosstheState.Indicesarecalculatedusingtheseindependent valuations and are applied to all other land and rental buildings. This approach is in accordance with QueenslandTreasury’s‘Non-CurrentAssetPoliciesfortheQueenslandPublicSector’(referalsotonote20).

Acomprehensiverevaluationwasperformedduring2006–07 in accordance with the department’s policy of performingcomprehensivevaluationsatfive-yearlyintervals.Theabovemethodologyisusedforbothinterimandcomprehensive valuations however the latter involves a larger representative sample of properties.

The valuation process for 2008–09 has been completed with the net result being an overall index of less than 3%. This indexation will not be processed in March due to its immateriality, but instead will be processed through the assets system, and the general ledger figure for property updated, during the normal revaluation process which occurs in May 2009.





n) Revaluations of property, plant and equipment (continued)

Valuationsarebasedonthefollowingkeyassumptions:

• thepropertyportfoliocanbebrokenintohomogeneousgroups

• locationsinwhichthedepartmentownspropertyhaveadequatemarketdepthtodeterminefairvalue.

Allfieldvaluationsaredetermineddirectlybyreferencetoobservablepricesinanactivemarketorrecentmarkettransactions.

Anyrevaluationincrementarisingontherevaluationofanassetiscreditedtotheassetrevaluationreserveoftheappropriate class, except to the extent that it reverses a revaluation decrement for the class previously recognised as anexpense.Adecreaseinthecarryingamountonrevaluationischargedasanexpensetotheextentthatitexceedsthe balance, if any, in the revaluation reserve relating to that class.

On revaluation, accumulated depreciation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset.

o) Impairment of non-financial assets

Physicalandintangibleassetsareassessedforindicatorsofmaterialimpairmentonanannualbasis.Ifanindicatorofpossiblematerialimpairmentexists,thedepartmentdeterminestheasset’srecoverableamount.Anyamountbywhich the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss.

The asset’s recoverable amount is determined as the higher of the asset’s fair value less costs to sell and depreciated replacement cost.

AnimpairmentlossisrecognisedimmediatelyintheIncomeStatement,unlesstheassetiscarriedatarevaluedamount.Whentheassetismeasuredatarevaluedamount,theimpairmentlossisoffsetagainsttheassetrevaluation reserve of the relevant class to the extent available.

Whereanimpairmentlosssubsequentlyreverses,thecarryingamountoftheassetisincreasedtotherevisedestimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount thatwouldhavebeendeterminedhadnoimpairmentlossbeenrecognisedfortheassetinprioryears.Areversalof an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

p) Leases

The department has not entered into any finance lease agreements.

Operating lease payments are representative of the pattern of benefits derived from the leased assets and accordingly are expensed in the periods in which they are incurred.

Incentivesreceivedonenteringintooperatingleasesarerecognisedasliabilities.Leasepaymentsareallocatedbetween rental expense and reduction of the liability. See note 24 for further details.

q) Other financial assets

Other financial assets represent the department’s investments in its controlled entities, which are disclosed at cost. The transactions and balances of these controlled entities are not consolidated into the department’s financial statements due to their relative immateriality.

Refer to note 19 for further information on other financial assets.

r) Financial assets at fair value through profit or loss

The department has two products which are classified as financial assets at fair value through profit or loss:

• RentalPurchasePlan

• PathwaysSharedEquity.

UndertheRentalPurchasePlanagreement,clientsobtainaloanfromthedepartmentforthepurchaseofapartshareina home, and pay monthly instalments which include both a loan repayment (including interest) and a rent component.




82


r) Financial assets at fair value through profit or loss (continued)

On 6August2007,Cabinetapprovedtheintroductionofanewsharedequityloanproduct,thePathwaysSharedEquity program, to assist eligible social housing tenant households to transition out of social housing into home ownership. Under this program, clients obtain a loan from the department for the purchase of a share in a property they are currently renting from the department. Clients pay monthly loan repayments to the department.

Note 31 includes further details of these products, as well as other financial information.

The accounting policy relating to loans provided under these products’ loan agreements are detailed in note 1(h) Loansandreceivables—Borrowers.

Thedepartmenthasmadeajudgementthatitdoesnothaveeffectivecontrolofpropertiessubjecttotheseagreements, but rather that its interest in the properties meets the definition of a financial instrument.

The department’s interest in the properties is designated upon initial recognition as financial assets at fair value through profitorloss.Fairvalueisbasedonthenetmarketvalueofthedepartment’sproportionoftheunderlyingproperties(refer to note 17fordetailsabouthowmarketvaluesaredeterminedfortheseproperties).Thedepartmenthasmadethejudgementthatthismeasurementbasisisthemostreliableestimateoffairvaluegiventheinherentuncertaintiesassociatedwithestimatingfuturecashflowsfortheseassetsunderthediscountedcashflowvaluationapproach.Basedonlong-termaveragesofpropertygrowthandrentalincome,itisexpectedthatthefairvalueofthedepartment’sinterestinthepropertieswillberecoveredthroughfuturesalesand,inthecaseofRentalPurchasePlanpropertiesonly,rentalincome,takingintoaccountthetimevalueofmoney.

Thedepartment’sinterestinRentalPurchasePlanandPathwaysSharedEquitypropertiesisclassifiedasNon-CurrentFinancialAssetsatFairValuethroughProfitorLoss,exceptforthosepropertiesthatareexpectedtoberepossessedby the department or sold or refinanced by clients within the next 12 months which are shown as current.

s) Intangible assets and amortisation

Intangibleassetsheldbythedepartmentrepresentitsinvestmentininternalusesoftware,principallyinrespectoffinancial management and operational systems.

Intangibleassetswithacostequaltoorgreaterthan$100,000 are recognised in the financial statements, with items of a lesser value being expensed.

Expenditure on research activities relating to intangible assets is recognised as an expense in the period in which it is incurred.

Ithasbeendeterminedthatthereisnotanactivemarketforanyofthedepartment’sintangibleassets.Assuch,the assets are recognised and carried at cost less accumulated amortisation.

Theseassetsareinitiallyamortisedonastraight-linebasisatarateof20%perannum,reflectingtheirestimatedusefullives to the department. The remaining useful life of each intangible asset is reviewed annually. The department has determinedaresidualvalueofzeroforallitsintangibleassets.

t) payables

Trade creditors are recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contractprice,netofapplicabletradeandotherdiscounts.Amountsowingareunsecuredandaregenerally settled according to individual vendors’ terms.

u) Australian Government borrowings

AustralianGovernmentborrowingsarerecognisedatbookvalueastheamountcontractuallyowing.

Allassociatedborrowingcostsaresettledinthereportingperiodinwhichtheyarise,andarerecognisedaccordingto the nominal amounts paid. No borrowing costs are capitalised.

Borrowingsareclassifiedasnon-currentliabilitiestotheextentthatthedepartmenthasanunconditionalrighttodefer settlement until at least 12 months after balance sheet date.

FurtherinformationonAustralianGovernmentborrowings,includingtheirfairvalue,isdisclosedinnote31.





v) Employee benefits

Wages and salaries

Wagesandsalariesdue,butunpaidatreportingdate,arerecognisedintheBalanceSheetincludingrelatedon-costssuch as payroll tax, annual and long service leave levies and employer superannuation contributions.

Annual leave

TheQueenslandGovernment’sAnnualLeaveCentralScheme(ALCS)becameoperationalon30 June 2008 for departments, commercialised business units and shared service providers. Under this scheme, a levy is made on thedepartmenttocoverthecostofemployees’annualleave(includingleaveloadingandon-costs).Theleviesareexpensedintheperiodinwhichtheyarepayable.Amountspaidtoemployeesforannualleaveareclaimedfromthescheme quarterly in arrears.

Effective from 30 June 2008, no liability for annual leave entitlements is recognised in the department’s financial statements,theliabilitybeingheldonawhole-of-GovernmentbasisandreportedinthosefinancialstatementspursuanttoAASB1049WholeofGovernmentandGeneralGovernmentSectorFinancialReporting.On30 June 2008, employees’ annualleaveliabilitieswereextinguishedbyrecognisingashort-termpayabletotheCrown(refertonote22).

Sick leave

Priorhistoryindicatesthat,onaverage,sickleavetakeneachreportingperiodislessthantheentitlementaccrued.Thedepartmenthasmadethejudgementthatthisisexpectedtocontinueinfutureperiods.Accordingly,itisunlikelythatexistingaccumulatedentitlementswillbeusedbyemployeesandnoliabilityforunusedsickleaveentitlementsisrecognised.Assickleaveisnon-vesting,anexpenseisrecognisedforthisleaveasitistaken.

Superannuation

Employer contributions for superannuation are paid to QSuper, the superannuation plan for Queensland Government employees,atratesdeterminedbytheTreasureronadvicefromtheStateActuary.Contributionsareexpensedin the period in which they are paid or payable. The department’s obligation is limited to its required fortnightly contribution to the respective superannuation plans.

No liability is recognised for accruing superannuation benefits in these financial statements as this liability is held on awhole-of-Governmentbasisandreportedinthewhole-of-GovernmentfinancialstatementspursuanttoAASB1049 WholeofGovernmentandGeneralGovernmentSectorFinancialReporting.

Long service leave

Under the Queensland Government’s long service leave scheme, a levy is made on the department to cover the costofemployees’longserviceleave.Thislevyisexpensedintheperiodinwhichitispayable.Amountspaidtoemployees for long service leave are claimed from the scheme quarterly in arrears.

Noprovisionforlongserviceleaveisrecognisedinthesefinancialstatements,asthisliabilityisheldonawhole-of-GovernmentbasisandreportedinthosefinancialstatementspursuanttoAASB1049WholeofGovernmentandGeneral Government Sector Financial Reporting.

Executive remuneration

The executive remuneration disclosures in the Employee Expenses note (note 7) in the financial statements include:

• theaggregateremunerationofallseniorexecutiveofficers(includingtheChiefExecutiveOfficer)whoseremuneration for the reporting period to 26 March 2009 is $75,000 or more (2008 $100,000 in respect of the full financial year)

• thenumberofseniorexecutiveswhosetotalremunerationforthereportingperiodto26 March 2009 falls within each successive $15,000 band, commencing at $75,000 (2008 each successive $20,000 band commencing at $100,000 in respect of the full financial year).




84


v) Employee benefits (continued)

The remuneration disclosed is all remuneration paid or payable, directly or indirectly, by the department or any related party in connection with the management of the affairs of the department or any of its controlled entities, whether as an executive or otherwise. For this purpose, remuneration includes:

• wagesandsalaries

• accruedleave(thatis,theincrease/decreaseintheamountofrecreationandlongserviceleaveowedtoanexecutive,inclusiveofanyincreaseinthevalueofleavebalancesasaresultofsalaryrateincreasesorthelike)

• accruedsuper(beingthevalueofallemployersuperannuationcontributionsduringthereportingperiod,bothpaid and payable as at reporting date)

• carparkingbenefitsandthecostofmotorvehicles,suchasleasepayments,fuelcosts,registration/insurance,repairs/maintenance, and fringe benefits tax on motor vehicles incurred by the department during the reporting period, both paid and payable as at reporting date, net of any amounts subsequently reimbursed by the executives

• allowancesincludedinremunerationagreementsofexecutives

• fringebenefitstaxassociatedwiththeabovebenefits.

The disclosures apply to all senior executives appointed under the Public Service Act 2008 and classified as SES1 and above, with remuneration above $75,000 for the reporting period to 26 March 2009 (2008 $100,000 for the full financialyear).‘Remuneration’meansanymoney,considerationorbenefit,butexcludesamounts:

• paidtoanexecutivebythedepartmentoracontrolledentitywherethepersonworkedduringthereportingperiodwhollyormainlyoutsideAustraliaduringthetimethepersonwassoemployedor

• inpaymentorreimbursementofout-of-pocketexpensesincurredforthebenefitofthedepartmentoranyofitscontrolled entities.

Inaddition,separatedisclosureofseparationandredundancy/terminationbenefitpaymentsisincluded,where applicable.

w) Contributed equity

Non-reciprocaltransfersofassetsandliabilitiesbetweenwholly-ownedQueenslandStatepublicsectorentities,asaresultofmachinery-of-Governmentchangesorotherinvoluntarytransfers,areadjustedtoContributedEquityinaccordancewithInterpretation1038ContributionsbyOwnersMadetoWholly-OwnedPublicSectorEntities.Appropriationsforequityadjustmentsaresimilarlydesignated.

x) Insurance

Thedepartment’snon-currentphysicalassetsandotherrisksareinsuredthroughtheQueenslandGovernmentInsuranceFund,withpremiumspaidonariskassessmentbasis.Inaddition,thedepartmentpayspremiumstoWorkCoverQueenslandinrespectofitsobligationsforemployeecompensation.

PursuanttothetermsoftheirRentalPurchasePlanandPathwaysSharedEquityloanagreements,clientsarerequiredtotakeoutbuildinginsuranceintheirownnamewiththedepartmentnotedasaninterestedparty.

y) Taxation

The department is a State body as defined under the Income Tax Assessment Act 1936, and is exempt from AustralianGovernmenttaxationexceptforFringeBenefitsTax(FBT)andGoodsandServicesTax(GST).Assuch,inputtaxcreditsreceivablefromandGSTpayabletotheAustralianTaxationOffice(ATO),alongwithFBT,arerecognised and accrued.

FBT payable by the department is recognised as a current payable in the Balance Sheet.

ThedepartmentformedaGSTgroupwithQBuildandProjectServiceseffectivefrom1 July 2000.





y) Taxation (continued)

Underthedepartment’sGSTgroupingarrangements,theATOdeemsthedepartment,asthenominatedrepresentative,to be responsible for remitting GST collected and for claiming input tax credits for GST on behalf of all members of the group.ThenetamountofGSTrecoverableorpayablebythegrouptotheATOisincludedasacurrentreceivableorpayableintheBalanceSheet.Inturn,thedepartmentrecognisesareceivablefromothergroupmemberstotheextentthat any GST payable is attributable to those respective group members. Further, the department recognises a payable to other group members to the extent that a GST receivable is attributable to those respective group members.

Income,expensesandassetsarerecognisednetoftheamountofGST,exceptwheretheamountofGSTincurredisnotrecoverableasaninputtaxcreditfromtheATO.Inthesecircumstances,theGSTisrecognisedaspartofthecostof acquisition of the asset or as part of the item of expense.

AllreceivablesandpayablesarestatedwiththeamountofGSTincluded,providedtherelatedinvoicesaredatedonor before the reporting date. Other receivables and payables resulting from accrued income and expenses are not reported inclusive of GST (if any is applicable).

CashflowsareincludedintheCashFlowStatementonagrossbasis.TheGSTcomponentsofcashflowsarisingfrominvestingandfinancingactivitieswhicharerecoverablefrom,orpayableto,theATOareclassifiedasoperatingcashflows.

z) Outputs of the department

During 2007–08areviewofthedepartment’soutputswasundertaken.Therevisedoutputstructure,effectivefrom1 July 2008, is summarised below.

• SocialRentalHousing—secureandaffordablerentalhousingforlowtomoderateincomefamiliesandindividuals,inparticular,thosewhohavedifficultiesintheprivatemarket

• IndigenousCommunityHousing—theprovisionofappropriatehousinginregionalandremoteIndigenouscommunities

• CrisisHousing—assistancetopeoplewhoarehomelessoratriskofhomelessness

• PrivateMarketAssistance—productsandservicestoimproveoptionsforpeoplewithhousingneedsthatcanbemetintheprivaterentalandhomepurchasemarkets

• CommunityRenewal—brokeringintegratedQueenslandGovernmentresponsestocomplexandinterrelatedcommunity issues in selected areas of the State.

aa) Machinery-of-Government changes

AsaresultofthePublic Service Departmental Arrangements Notice (No.2) 2009, the Department of Housing was abolished and amalgamated into the Department of Communities. Consequently, all assets and liabilities of the Department of Housing transferred to the Department of Communities, effective from 27 March 2009.

ab) Allocation of income and expenses to corporate services

ThedepartmentdisclosesincomeandexpensesattributabletocorporateservicesintheIncomeStatementbyOutputs.

ac) Issuance of financial statements

ThefinancialstatementsareauthorisedforissuebytheformerDirector-GeneralandformerGeneralManager,HousingFinanceatthedateofsigningthe‘CertificateoftheDepartmentofHousing’.





86


ad) Comparative information and rounding

The reporting period covered by these final financial statements is 1 July 2008 to 26 March 2009. The prior period presentedinthesefinancialstatementsreflectsthefull2007–08 financial year transactions and balances.

Except as outlined above, comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.

Allfiguresinthesestatementshavebeenroundedtothenearest$1,000 or, where the amount is less than $500,tozero.

ae) Judgements and assumptions

Wherethedepartmenthasmadesignificantjudgementsregardingtheclassificationormeasurementofaparticulartransactionorbalance,theseareoutlinedinrelevantplacesthroughoutthe‘Notestoandformingpartofthefinancialstatements’.Anyrelevantassumptionsarealsodisclosedinthosenotes.Noneoftheseassumptionsinvolveasignificantriskofmaterialadjustmentsneedingtobemadetothecarryingamountsofassetsorliabilitiesduring the following reporting period.

AsaresultofthePublic Service Departmental Arrangements Notice (No. 2) 2009, the Department of Housing was abolished on 26 March 2009.Duetothetimingofthismachinery-of-Governmentchange,theDepartmentof Housing has prepared these financial statements using the 31 March 2009 general ledger account balances andmadeadjustmentswherenecessary,asperAASB1031 Materiality, to ensure that the financial statements are materially correct.

af) New and revised accounting standards

The department did not voluntarily change any of its accounting policies during the period 1 July 2008 to 26 March 2009.

OnenewAustralianAccountingStandardbecameapplicablefortheperiodbeginning1 July 2008 and has an effect onthedepartment’sfinancialstatements.AASB1052 Disaggregated Disclosures requires disclosure of the amounts of controlled assets and liabilities attributable to each departmental output. This is set out in the new Statement of AssetsandLiabilitiesbyOutputs.

The department is not permitted to early adopt a new accounting standard ahead of the specified commencement date unless approval is obtained from Queensland Treasury. Consequently, the department has not applied any AustralianAccountingStandardsandInterpretationsthathavebeenissuedbutarenotyeteffective.





af) New and revised accounting standards (continued)

Atthedateofauthorisationofthefinancialstatements,thefollowingneworamendedAustralianAccountingStandardsandInterpretationswithfuturecommencementdatesareapplicabletothedepartment:

Title Applicable*

AASB3 Business Combinations 1 July 2009

AASB101PresentationofFinancialStatements 1 Jan 2009

AASB123 Borrowing Costs 1 Jan 2009

AASB127 Consolidated and Separate Financial Statements 1 July 2009

AASB1048InterpretationandApplicationofStandards 31 March 2009#

AASB2007-6AmendmentstoAustralianAccountingStandardsarisingfromAASB123[AASB1,AASB101,AASB107,AASB111,AASB116&AASB138andInterpretations1 & 12]

1 Jan 2009

AASB2007-8AmendmentstoAustralianAccountingStandardsarisingfromAASB101 1 Jan 2009

AASB2007-10FurtherAmendmentstoAustralianAccountingStandardsarisingfromAASB101 1 Jan 2009

AASB2008-3AmendmentstoAustralianAccountingStandardsarisingfromAASB3 andAASB127[AASBs1, 2, 4, 5, 7, 101, 107, 112, 114, 116, 121, 128, 131, 132, 133, 134, 136,137, 138 & 139andInterpretations9 & 107]

1 Jan 2009

AASB2008-5AmendmentstoAustralianAccountingStandardsarisingfromtheAnnualImprovementsProject[AASB5, 7, 101, 102, 107, 108, 110, 116, 118, 119, 120, 123, 127, 128, 129, 131, 132, 134, 136, 138, 139, 140, 141, 1023 & 1038]

1 Jan 2009

AASB2008-6FurtherAmendmentstoAustralianAccountingStandardsarisingfromtheAnnualImprovementsProject[AASB1&AASB5]

1 Jul 2009

AASB2008-7AmendmentstoAustralianAccountingStandards—CostofanInvestmentinaSubsidiary,JointlyControlledEntityorAssociate[AASB1,AASB118,AASB121,AASB127&AASB136]

1 Jan 2009

AASB2008-11AmendmentstoAustralianAccountingStandard—BusinessCombinationsAmongNot-for-ProfitEntities[AASB3]

1 Jul 2009

AASB2008-13AmendmentstoAustralianAccountingStandardarisingfromAASBInterpretation17–DistributionsofNon-CashAssetstoOwners[AASB5andAASB110]

1 Jul 2009

AASB2009-1AmendmentstoAustralianAccountingStandards—BorrowingCostsofNot-for-ProfitPublicSectorEntities[AASB1,AASB111&AASB123]

30April2009#

AASB2009-2AmendmentstoAustralianAccountingStandards—ImprovingDisclosuresaboutFinancialInstruments[AASB4,AASB7,AASB1023&AASB1038]

30April2009#

Interpretation15AgreementsfortheConstructionofRealEstate 1 Jan 2009

Interpretation18TransfersofAssetsfromCustomers 1 July 2009#

*Applicabletoreportingperiodscommencingonorafterthegivendateunlessotherwiseindicated. #Applicabletoreportingperiodsendingonorafterthegivendate.


2009 2008 $’000 $’000



88

2 Reconciliation of payments from consolidated fund

Reconciliation of payments from consolidated fund to output revenuerecognised in Income Statement

Budgeted output appropriation 148,475 122,237

Lapsedoutputappropriation - (12,425)

Transfer to Department of Communities* (26,253) -

Total output receipts 122,222 109,812

Less:Openingbalanceofoutputrevenuereceivable (521) (2,466)

Plus:Closingbalanceofoutputrevenuereceivable - 521

Output revenue recognised in Income Statement 121,701 107,867

Reconciliation of payments from consolidated fund to equityadjustment recognised in Contributed Equity (Statement of Changes in Equity)

Budgetedequityadjustmentappropriation 172,011 164,635

Lapsedequityadjustment - (8,077)

Transfer to Department of Communities* (38,145) -

Equity adjustment recognised in Contributed Equity 133,866 156,558

* Inpreparingthisnote,thedepartmenthasreliedonadvicefromQueenslandTreasuryinrelationtothetransfersunder section 23AoftheFinancial Administration Act 1977. These transfer amounts are expected to be approved by Governor in Council before 30 June 2009.

The 2009equityinjectionmainlyrelatestotheQueenslandFutureGrowthFund,whichwasprovidedtoexpandtheprovision of social housing. These funds have been fully expended.

2009 2008 $’000 $’000

3 User charges

Rental income 232,215 292,525

Other recoveries 2,584 2,862

Total 234,799 295,387

4 Grants and other contributions

AustralianGovernmentgrants* 180,300 208,890

Donatednon-currentphysicalassets - 9,529

Other 9,788 12,769

Total 190,088 231,188

* Until 31 December 2008,thedepartmentreceivedfundingfromtheAustralianGovernmentpursuanttotheCommonwealthStateHousingAgreement.From1 January 2009theagreementwasreplacedbyaNationalAffordableHousingAgreement.FromFebruary2009, payments under this new agreement were made to Queensland Treasury and provided to the department as output appropriation (refer to note 2).IncludedaboveinAustralianGovernmentgrants is $117 million (2008 $197 million) of funding provided under these agreements.

AlsoincludedwithinAustralianGovernmentgrantsisnon-reciprocalfundingof$60 million received in January 2009fromtheAustralianGovernmentDepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs.ThefundingistobeexpendedonrepairsandupgradesofpropertiesownedormanagedbyIndigenousCommunityHousingOrganisations.SuchpropertiesareprogressivelybeingtransferredfromtheAustralianGovernmentintotheState’sonesocialhousingsystem.At26 March 2009 these funds remain unspent.

2009 2008 $’000 $’000




5 Other revenue

Interestonfinancialassets

– Borrowers 1,954 2,957

– Other 96 96

2,050 3,053

Sale of inventories - 10,750

Insurancecompensationfromlossofproperty 1,753 2,063

Bad debt recoveries 963 1,401

Miscellaneous 1,842 2,103

Total 6,608 19,370

6 Net gains on financial assets at fair value through profit or loss

Net gains on revaluation 7,932 19,752

Net gains on disposal 252 1,215

Total 8,184 20,967

7 Employee expenses

Employee benefits

Wagesandsalaries 57,884 78,426

Annualleavelevy 7,161 -

Employer superannuation contributions 6,970 9,354

Longserviceleavelevy 1,038 1,339

Other 279 157

73,332 89,276

Other employee expenses

Payrolltax 3,098 4,170

Training and development 882 1,236

WorkCoverpremium 405 322

Other 199 223

4,584 5,951

Total employee expenses 77,916 95,227

Thenumberofemployeesincludingbothfull-timeemployeesandpart-timeemployeesmeasuredonafull-timeequivalent basis as at 26 March 2009 was 1,317 (2008 1,256).




90

7 Employee expenses (continued)

Executive remuneration

The number of senior executives who received, or were due to receive, total remuneration of $75,000(2008 $100,000) or more:

2009 2008

$120,000 to $134,999 (2008: $160,000 to $179,999) 1 4

$135,000 to $149,999 (2008: $180,000 to $199,999) 1 3

$150,000 to $164,999 (2008: $200,000 to $219,999) 5 -

$165,000 to $179,999 (2008: $220,000 to $239,999) 1 -

$225,000 to $239,999 (2008: $300,000 to $319,999) - 1

$240,000 to $254,999 (2008: $320,000 to $339,999) 1 -

Total 9 8

The total remuneration of the executives shown above was $1.47 million during 1 July 2008 to 26 March 2009(2008 $1.54 million).

The amount calculated as executive remuneration in these financial statements includes the direct remuneration received, as well as items not directly received by senior executives, such as the movement in leave entitlements and fringebenefitstaxpaidonmotorvehicles.Thiswillthereforedifferfromadvertisedexecutiveremunerationpackageswhich do not include the latter items.

Total separation or redundancy/termination benefit payments to executives during 1 July 2008 to 26 March 2009 was nil (2008 $27,822).

2009 2008 $’000 $’000

8 Supplies and services

Building maintenance 108,611 127,000

Rates to local governments* 66,502 79,407

Shared services charges 6,396 10,626

Operating lease rentals 8,575 9,862

Miscellaneous fees and charges 5,342 6,673

Short term contractors 4,345 4,868

Office accommodation expenses 2,025 3,670

Consultancies 1,593 2,389

Other# 10,749 16,848

Total 214,138 261,343

*Pursuanttosection95 of the Housing Act 2003, the department is not required to pay general rates to local governments. Consequently, Rates to local governments includes special payments totalling $14.478 million(2008 $24.598 million) in respect of general rates.

# Supplies and Services — Other includes special payments totalling $60,484 (2008 $6,252) representing ex gratia compensation paid to certain borrowers for maintenance of their homes.

2009 2008 $’000 $’000




9 Grants and subsidies Community Renewal 16,054 8,483 Crisis Housing 5,419 3,793 IndigenousCommunityHousing 58,244 61,968 PrivateMarketAssistance 28,123 27,284 Social Rental Housing 31,250 28,280 Total 139,090 129,808

The figures above include $14 million of unspent appropriation which will bepaid out by the Department of Communities.

10 Depreciation and amortisation Depreciation and amortisation incurred in respect of:

Buildings 82,819 97,922 Plantandequipment 447 528 Software 2,828 2,011

Total 86,094 100,461

11 Borrowing costs Interest–SocialRentalHousing 14,241 19,479 Total 14,241 19,479

12 Other expenses Impairment losses – borrowers 9 41 – rental debtors 1,907 2,816 – rental bond loans 1,397 2,008 – other debtors (57) 139 3,256 5,004 QueenslandGovernmentInsuranceFundinsurancepremiums* 3,643 4,695 Cost of sales of inventories - 7,901 Donatednon-currentphysicalassets - 616 Lossesofbuildingssubjecttoinsurance* 1,465 711 Impairmentlosses–non-currentassetsclassifiedasheld for sale (refer to note 1(j)) 1,313 551 External audit fees# 232 329 Special payments:

– ex gratia payments 3 23 Other 100 161Total 10,012 19,991

* CertainlossesofpublicpropertyareinsuredbytheQueenslandGovernmentInsuranceFund.WhereclaimsmadeinrespectoftheselosseshaveyettobeassessedbytheQueenslandGovernmentInsuranceFundandtheamountsrecoverable cannot be estimated reliably at reporting date, the claims are not disclosed. Revenue is recognised for theagreedsettlementamountanddisclosedasOtherRevenue—InsuranceCompensationfromLossofPropertyuponnotificationbytheQueenslandGovernmentInsuranceFundoftheacceptanceoftheclaims.

#TheQueenslandAuditOfficeisthedepartment’sexternalauditor.AccordingtotheQueenslandAuditOffice’sClientStrategyfor the 2008–09audit,theestimatedfeeforthisworkwillbe$313,500 (inclusive of GST). The corresponding fee based on the 2007–08 Client Strategy was $283,580(inclusiveofGST).Therearenonon-auditservicesincludedinthisamount.


2009 2008 $’000 $’000



92

13 Cash assets

Cashatbank 123,551 88,606

Cash on hand 14 14

Total 123,565 88,620

14 Loans and receivables

Current

Borrowers 5,749 6,678

Rental debtors 7,752 6,565

Lessprovisionforimpairment (4,036) (3,233)

3,716 3,332

Rental bond loans 11,998 11,895

Lessprovisionforimpairment (1,843) (2,092)

10,155 9,803

Other debtors 8,724 10,681

Lessprovisionforimpairment (21) (91)

8,703 10,590

Annualleavereimbursements 2,088 -

Longserviceleavereimbursements 461 296

Total 30,872 30,699

Non-current

Borrowers 28,589 29,482

Rental bond loans 2,999 2,974

Lessprovisionforimpairment (461) (523)

2,538 2,451

Total 31,127 31,933

Refer to note 31 for further information on these assets.




14 Loans and receivables (continued)

Reconciliations of the provisions for impairment for each class are provided below.

Current provisions for impairment

Rental debtors Rental bond loans Other debtors

2009 $’000

2008 $’000

2009 $’000

2008 $’000

2009 $’000

2008 $’000

Opening balance 3,233 3,414 2,092 1,797 91 25

Provisionre-assessment 1,904 2,812 1,117 1,606 (65) 69

Loansandreceivableswrittenoff (1,101) (2,993) (1,366) (1,311) (5) (3)

Closing balance 4,036 3,233 1,843 2,092 21 91

Non-current provisions for impairment

Rental bond loans

2009 $’000

2008 $’000

Opening balance 523 449

Provisionre-assessment 280 402

Loansandreceivableswrittenoff (342) (328)

Closing balance 461 523

15 Interest in joint venture operation

ThedepartmententeredintoajointventureoperationwiththeQueenslandUniversityofTechnologytodeveloptheKelvinGroveUrbanVillage.ThejointventureisforthedevelopmentofasiteatKelvinGrove.Eachpartytotheventure owns and develops its own land located at the site, but contributes to the cost of shared infrastructure and otherprojectcommonworks.

Thedepartmenthasmadeajudgementthatlandemployedinthisjointventureoperationmeetsthedefinitionofinventoriesonthebasisthatthelandisbeingdevelopedforresale.ThislandisincludedwithinInventoriesdisclosedin note 16.

2009 2008 $’000 $’000

16 Inventories

Landheldforresale(atcost)

Costs of acquisition 17,309 11,208

Development costs 4,000 4,000

Landheldforresale(atnetrealisablevalue) 455 455

Total 21,764 15,663

Of the inventories on hand at 26 March 2009, $13.518 million (2008 $11.213 million) is expected to be realised after more than 12 months.




2009 2008 $’000 $’000

94

17 Financial assets at fair value through profit or loss

Current

InterestinRentalPurchasePlanproperties* 6,252 9,000

Total 6,252 9,000

Non-current

InterestinRentalPurchasePlanproperties* 194,333 187,060

InterestinPathwaysSharedEquityproperties 1,402 -

Total 195,735 187,060

*Thedepartment’smethodofvaluingitsinterestinRentalPurchasePlanpropertiesinvolvesanindependentvaluationofallpropertiesonafive-yearrollingplan.Thetotalportfolioasat26 March 2009 comprised 1,232 properties(1,269 as at 30 June 2008). There were 333 (2008 88)independentkerbsidevaluationsand41 (2008 63) full independent valuations performed during the period to 26 March 2009. The remaining properties were valued by applyingaRentalPurchasePlansuburbsindexforallsuburbswhereRentalPurchasePlanpropertiesarelocated,basedonactualsalesdataprovidedbytheDepartmentofNaturalResourcesandWater.

Refer to note 31 for other financial information on these assets.

2009 2008 $’000 $’000

18 Non-current assets classified as held for sale

Land 56,940 17,688

Buildings 2,230 4,641

Total 59,170 22,329

Thedepartmenthasmadethejudgementthattheseassetsmeetthecriteriatobeclassifiedasnon-currentassetsheld for sale. These assets consist of:

• propertiestobesoldinlinewithongoingportfoliomanagementstrategiestoensurethealignmentof cost-effectiveandsuitableproperties,withclientneedsinspecificlocations.Thesesalesareachievedby listingthepropertiesontheopenmarket

• propertiesforwhichsalesarenegotiateddirectlywithaprospectivepurchaser(usuallyanotherQueenslandGovernment agency or community organisation) after direct approaches about purchasing the property concerned

• propertiesbeingsoldtoexistingtenants.Thesesalesaredirectlynegotiatedwiththetenantsafterreceivingadvice from them that they wish to purchase the property concerned.

Propertysalesareexpectedtobefinalisedwithin12 months.

Refer to note 1(j)foranexplanationofthevaluationbasisfortheseproperties.

Includedinlandasat26 March 2009isvacantlandatFitzgibbonvaluedat$43.8 million, for which approval has beenreceivedtoselltotheUrbanLandDevelopmentAuthority.Thelandconsistsoftwolots,withthesaleofthefirst lot expected to settle in June 2009. Details of the sale of the second lot are being negotiated.

2009 2008 $’000 $’000

19 Other financial assets Investmentincontrolledentities 8,416 8,416

Total 8,416 8,416

Refer to note 1(b), 1(q) and note 30 for further information on these assets.



2009 2008 $’000 $’000


20 Property, plant and equipment

Land Atvaluation* 8,076,889 8,096,021

Buildings Atvaluation* 5,419,449 5,346,323

Plant and equipment Atcost# 4,630 5,368 Lessaccumulateddepreciation (3,288) (4,295) 1,342 1,073

Capital works in progress Atcost 124,356 93,128 Total 13,622,036 13,536,545

Reconciliations of the carrying amounts for each class of property, plant and equipment are set out below:

Land $’000

Buildings $’000

plant and Equipment

$’000

Capital Works in progress

$’000Total

$’000

Carrying amount at 1 July 2007 6,509,800 4,773,258 1,234 102,294 11,386,586 Priorperioderrorcorrections 1,820 977 1 - 2,798 Acquisitions 98,187 145,722 396 133,943 378,248 Transfers between classes 2,234 140,872 - (143,106) - Transfers to inventories - - - (3) (3) Disposals (205) (1,106) (30) - (1,341)Assetsreclassifiedasheldforsale (31,882) (16,598) - - (48,480) Revaluation increments 1,516,067 401,120 - - 1,917,187 Depreciation - (97,922) (528) - (98,450) Carrying amount at 30 June 2008 8,096,021 5,346,323 1,073 93,128 13,536,545

Carrying amount at 1 July 2008 8,096,021 5,346,323 1,073 93,128 13,536,545 Acquisitions 46,843 83,063 723 122,880 253,509 Transfers between classes 210 91,442 - (91,652) - Disposals - (2,759) (7) - (2,766)Assetsreclassifiedasheldforsale (70,581) (8,953) - - (79,534) Revaluation increments (decrements) 4,396 (6,848) - - (2,452) Depreciation - (82,819) (447) - (83,266) Carrying amount at 26 March 2009 8,076,889 5,419,449 1,342 124,356 13,622,036

* The valuation process for 2008–09 has been completed with the net result being an overall index of less than 3%. This indexation will not be processed in March due to its immateriality, but instead will be processed through the assets system, and the general ledger figure for property updated, during the normal revaluation process which occurs in May 2009. Aninterimrevaluationofpropertyassetswasperformedduring2007–08.Acomprehensiverevaluationwasperformedin2006–07inaccordancewiththedepartment’spolicyofperformingcomprehensivevaluationsatfive-yearlyintervals.

* The closing balance of land includes $7.29 million (2008 $7.29 million) of restricted assets and the closing balance of buildings includes $5.663 million (2008 $6.215 million) of restricted assets. The restricted land is Reserve land located atThursdayIsland.Thedepartment,astrustee,isappointedtomanagethislandonbehalfoftheState.Inrespectofbuildings,therestrictionrelatestoaheritagelistinginrelationtotheLadyBowenComplexatSpringHill,Brisbane.

# The department has plant and equipment with an original cost of $2.123 million (2008 $2.819 million) and a written-downvalueofzerostillbeingusedintheprovisionofservices.




2009 2008 $’000 $’000

96

21 Intangible assets

Software – internally generated (at cost) 15,783 3,702

Lessaccumulatedamortisation (4,160) (3,147)

11,623 555

Software – other (at cost) 21,980 20,491

Lessaccumulatedamortisation (19,222) (17,407)

2,758 3,084

Workinprogress–internallygeneratedsoftware(atcost) 61 10,357

Workinprogress–othersoftware(atcost) - 1,464

Total 14,442 15,460

Reconciliations of the carrying amounts for each class of intangible assets are set out below:

Software Work in progress Total

Internally generated

$’000Other $’000

Internally generated

software $’000

Other software

$’000 $’000

Carrying amount at 1 July 2007 795 3,825 4,847 1,580 11,047

Acquisitions - - 5,510 914 6,424

Transfers (to) from other classes of intangible asset - 1,030 - (1,030) -

Amortisation (240) (1,771) - - (2,011)

Carrying amount at 30 June 2008 555 3,084 10,357 1,464 15,460

Carrying amount at 1 July 2008 555 3,084 10,357 1,464 15,460

Acquisitions - - 1,785 25 1,810

Transfers (to) from other classes of intangible asset 12,081 1,489 (12,081) (1,489) -

Amortisation (1,013) (1,815) - - (2,828)

Carrying amount at 26 March 2009 11,623 2,758 61 - 14,442

AmortisationofintangibleassetsisincludedinthelineitemDepreciationandAmortisationintheIncomeStatement.

Allintangibleassetsofthedepartmenthavefiniteusefullivesandareamortisedonastraightlinebasis–refertonote 1(s).

The carrying amount of internally generated software includes $10.85millionrelatingtothedepartment’sBondLoanSystem (BondScape) which has a remaining amortisation period of 4.7 years.

Total research and development costs expensed during the period are $902,443 (2008 $913,046). Such costs are included in the figures in notes 7 and 8.



2009 2008 $’000 $’000

2009 2008 $’000 $’000


22 Payables

Trade creditors and accruals 58,732 38,166

Other transfers payable 14,108 -

AnnualLeaveCentralScheme* - 8,723

GST payable 25,337 32,775

GST input tax credits receivable (24,241) (28,323)

Net GST payable 1,096 4,452

Total 73,936 51,341

*QueenslandTreasuryestablishedanAnnualLeaveCentralSchemeat30 June 2008. Member agencies transferred their annual leave liabilities as at 30 June 2008 to the scheme on 9 September 2008.Accordingly,theannualleaveliability was recognised as a payable at 30 June 2008. Refer to note 1(v) for further information.

23 Accrued employee benefits

Annualleavelevypayable 2,347 -

Salaries and wages payable 740 2,003

Longserviceleavelevypayable 345 317

Other 144 97

Total 3,576 2,417

24 Other liabilities

Current

Unearned revenue 11,066 13,279

Leaseincentives - 20

Other 10 10

Total 11,076 13,309

Non-current

Leaseincentives - 35

Total - 35




2009 2008 $’000 $’000

2009 2008 $’000 $’000

98

25 Asset revaluation reserve by class

Land

Opening balance 6,886,591 5,403,006

Net revaluation increments 4,396 1,516,067

Transfer to retained surpluses for assets disposed of - (32,482)

Closing balance 6,890,987 6,886,591

Buildings

Opening balance 2,304,784 1,910,186

Net revaluation increments (6,848) 401,121

Transfer to retained surpluses for assets disposed of - (6,523)

Closing balance 2,297,936 2,304,784

Total 9,188,923 9,191,375

The asset revaluation reserve represents the net effect of upwards and downwards revaluations of assets to fair value.

26 Reconciliation of operating surplus to net cash

from operating activities

Operating surplus 21,074 49,973

Non-cashitems:

Depreciation and amortisation expense 86,094 100,461

Donated assets and services expensed - 617

Donated assets and services received - (9,529)

Gainondisposalorgrantingofnon-currentassets (1,199) (2,718)

Lossesofbuildingssubjecttoinsurance 1,464 712

Net gain on revaluation of financial assets at fair value through profit or loss (7,932) (19,752)

Impairmentlosses 1,313 551

Change in assets and liabilities:

Decrease in GST input tax credits receivable 4,082 3,162

Decrease in other receivables 4,376 3,227

(Increase)decreaseininventories (6,101) 7,897

(Increase)decreaseinprepayments (6,320) (4,824)

Increase(decrease)inaccruedemployeebenefits 1,159 (7,313)

Increaseinpayables 22,395 11,295

Increase(decrease)inGSTpayable (7,438) (977)

Increase(decrease)inotherliabilities (2,267) (253)

Net cash from operating activities 110,700 132,529

27 Non-cash financing and investing activities

Assetsreceivedordonated/transferredbythedepartmentandrecognisedasrevenuesandexpensesaresetoutinnotes 4 and 12 respectively.

2009 2008 $’000 $’000




28 Commitments for expenditure

(a) Non-cancellable operating lease commitments

Commitments under operating leases at reporting date are inclusive of anticipated GST and are payable as follows:

2009 2008 $’000 $’000

–Within12 months 11,032 10,975

– 12 months or longer and not longer than five years 30,274 34,314

–Longerthanfiveyears 19 2,400

Total 41,325 47,689

Operating leases are entered into as a means of acquiring access to office accommodation and storage facilities for departmental operations throughout Queensland.

LeasepaymentsaregenerallyfixedonanannualbasiswithannualrentreviewstiedtoCPIincreasesorapercentagenegotiated with the landlord. The lease term is generally for an initial fixed period with options to extend the lease for a further period or periods, generally one or two years. No purchase options exist in relation to operating leases. Further,thedepartment’soperatingleasesdonotmakeprovisionfordividends(returnsofmoneytothelesseewherethere is a reduction in the lessor’s own costs under the lease) or additional debt (costs incurred by the lessor — overandabovetheagreedcosts—whichareon-chargedtothelessee).

Eachleasevariestosomeextentbasedonfactorssuchasmarketconditionsandconcessionsthatcanbenegotiatedwith individual landlords and their agents.

(b) Expenditure commitments

Material expenditure commitments inclusive of anticipated GST, contracted for at reporting date but not recognised are payable as follows:

Landandbuildings—acquisitions(within12 months) 128,670 115,826 Capital grants –Within12 months 87,280 108,883 – 12 months or longer and not longer than five years 20,803 41,813 Other –Within12 months 12,978 14,672 – 12 months or longer and not longer than five years 758 2,069 Total 250,489 283,263

29 Contingencies

(a) Legal claims

Asat26 March 2009, there were 25 public liability claims litigated and threatened (2008 33 claims) with a value of $0.210 million (2008 $0.271 million) which have been reported as being current and for which the department may be required to expend funds. The department is indemnified for each of these claims through either the QueenslandGovernmentInsuranceFund,QBEInsuranceorSuncorpInsurance.Themaximumamountthatthedepartment may need to pay in relation to each claim is $10,000, being the excess applied by each insurer.

There are an additional 4 public liability claims (2008 22 claims) notified to the Queensland Government InsuranceFundforwhichitisnotyetpossibletoreliablymeasurethepotentialvalueoftheseclaims.

(b) property damage claims

Asat26 March 2009, the department had 38 outstanding property damage insurance claims (2008 42 claims) for which the estimated recoveries (net of excesses) total $2.41 million (2008 $2.26 million). The department’s insurerfortheseclaimsistheQueenslandGovernmentInsuranceFund.




100

30 Controlled entities

ThecontrolledentitiesofthedepartmentareMonteCarloCaravanParkTrust,MonteCarloCaravanParkPtyLtd,LazyAcresCaravanParkandWoombyeGardensCaravanPark.

Assolebeneficiary,thedepartmentcontrolstheMonteCarloCaravanParkTrust.ThedepartmentalsocontrolsMonteCarloCaravanParkPtyLtd,thetrusteeoftheMonteCarloCaravanParkTrust.MonteCarloCaravanParkPtyLtdhastwoshareholders—theDepartmentofHousingandthePublicTrustee,whojointlyappointdirectorsofthecompany.ThecreationofboththeMonteCarloCaravanParkTrustandMonteCarloCaravanParkPtyLtdwasapprovedbythethenDeputyPremierTheHonourableTomBurns,whoatthetimehadMinisterialresponsibilityforHousing.MonteCarloCaravanParkPtyLtdwasincorporatedundertheCorporations Act 1989 on 9April1992. The trust deed wassignedbytheHonourableTomBurnsassettlor,andbyMonteCarloCaravanParkPtyLtdastrustee.TheprincipalactivityoftheMonteCarloCaravanParkTrustistooverseetheoperationsoftheMonteCarloCaravanPark.TheMonteCarloCaravanParkTrustisaQueenslandGovernmenthousinginitiative,originallyinstigatedtooffersecuretenancyforexistingresidentsofthecaravanpark,aswellasforindependentcaravanownerswhoweredisplacedfromaneighbouringparkduetoredevelopmentofitssite.

InJune2007, the department acquired 100%ownershipoftheLazyAcresandWoombyeGardenscaravanparks.Thefinancialandoperatingpolicesofthecaravanparksaredeterminedbythedepartment.ThePublicTrusteemanagestheparksonbehalfofthedepartment.Thecaravanparksprovideaffordablelongtermhousingtopermanentparkresidents.

Each of the controlled entities prepares its own annual financial statements that are audited by the Queensland AuditOffice.Totalexternalauditfeesareestimatedtobeasfollows:

2009 2008 $’000 $’000

MonteCarloCaravanPark 10 10

LazyAcresCaravanPark 9 6

WoombyeGardensCaravanPark 9 6

28 22

Therearenonon-auditservicesincludedinthisamount.

Transactions and balances of the controlled entities are not consolidated into the department’s financial statements duetotherelativeimmaterialityoftheirfinancialresults.Asummaryofthefinancialperformanceandpositionoftheentities is as follows:

2009 2008 $’000 $’000

(a) Monte Carlo Caravan park

Revenues 490 609

Expenses (459) (552)

Operating surplus (deficit) 31 57

Assets 7,665 7,700

Liabilities (299) (365)

Net assets 7,366 7,335



2009 2008 $’000 $’000


30 Controlled entities (continued)

(b) Lazy Acres Caravan park

Revenues 415 579


Operating surplus (deficit) 37 (134)

Assets 4,948 4,889



(c) Woombye Gardens Caravan park

Revenues 261 408


Operating surplus (deficit) (127) (154)

Assets 4,204 4,260



31 Financial instruments

(a) Categorisation of financial instruments

The department has the following categories of financial assets and financial liabilities:

Note 2009 2008

Category $’000 $’000

Financial assets

Cash 13 123,565 88,620



Total 387,551 347,312

Financial liabilities

Financial liabilities measured at cost

–Payables 22 73,936 51,341

–Accruedemployeebenefits 23 3,576 2,417

–AustralianGovernmentborrowings 428,897 428,897

Total 506,409 482,655




102

31 Financial instruments (continued)

(a) Categorisation of financial instruments (continued)

Inadditiontotheexplanationssetoutintheremainderofthisnote,note1 includes information on the accounting policies relating to all financial assets and liabilities.

The department does not enter into financial instruments for speculative purposes. Financial instruments consist ofloanstoborrowers(thedepartmentprovideshomelendingassistancetopeopleonlow-to-moderateincomesinQueensland),thedepartment’sinterestinRentalPurchasePlanandPathwaysSharedEquityproperties(financialassetsatfairvaluethroughprofitorloss),AustralianGovernmentborrowings,accruedemployeebenefits and other receivables and payables.

(b) Financial risk management

Thedepartment’sactivitiesexposeittoavarietyoffinancialrisks—interestraterisk,creditrisk,liquidityriskandmarketrisk.

FinancialriskmanagementisimplementedpursuanttoGovernmentanddepartmentpolicy.Thesepoliciesfocusontheunpredictabilityoffinancialmarketsandseektominimisepotentialadverseeffectsonthefinancialperformance of the department.

Thedepartmentmeasuresriskexposureusingavarietyofmethodsasfollows:

• Creditrisk–ageinganalysis,earningsatrisk

• Liquidityrisk–sensitivityanalysis

• Marketrisk–interestratesensitivityanalysis.

(c) Credit risk exposure

Creditriskexposurereferstothesituationwherethedepartmentmayincurfinanciallossasaresultofanotherparty to a financial instrument failing to discharge their obligation.

Themaximumexposuretocreditriskatbalancedateinrelationtoeachclassofrecognisedfinancialassetsisthegross carrying amount of those assets inclusive of any provisions for impairment.

Thefollowinginformationrepresentsthedepartment’smaximumexposuretocreditriskbasedoncontractualamounts net of any allowances:

Cash

Themaximumpotentialexposuretocreditriskassociatedwiththedepartment’scashatbankistheamountreported in note 13.

Loans and receivables

Thecreditriskforloansandreceivablesrelatestotheriskthatthedepartmentwillnotreceiveallamountsowingtoit.

Theextentofcreditriskrelatingtothedepartment’sloansandreceivables(accordingtotheextenttowhichprovisions for impairment are warranted) is as disclosed in note 14.

Forallclassesofloansandreceivables,objectiveevidenceofimpairmentexistswherebalancesofdebtors’accounts are in arrears, and on the basis of recent past experience, there is a probability that those balances will not befullyrecovered.Whereindividuallyimpaireddebtswithinagivenclassofloansandreceivableswarrantseparateassessment,theprovisionforimpairmentforthatclassreflectstheoutcomesofsuchseparateassessments.

Noloansorreceivableshavehadtheirarrearsre-negotiatedtoavoidsuchamountsbeingrecordedaspastdue.

Write-offsofloansandreceivablesareonlyprocessedafterallreasonableandcost-effectivestepshavebeentakentorecoverthearrearsowing,andtherelevantapprovingofficerissatisfiedthatthisisthecase.





(c) Credit risk exposure (continued)

Borrowers

For most borrowers, their loan is secured by a registered first mortgage over the property concerned. The department obtainsanindependentmarketvaluationofthesecuredpropertyatthetimeofloanassessment,butdoesnotundertakeregularvaluationsthereafter.Propertiesrepossessedduetodefaultbytheborrowerarenotretainedbythe department but are sold at auction through a licensed real estate agent.

ForborrowersundertheRentalPurchasePlanorContractofSalescheme,titleremainswiththedepartmentuntilthe purchase is fully completed under the contract. This practice is solely to ensure the department’s interest as a lender is secured.

ForborrowersunderthePathwaysSharedEquityprogram,titleisheldjointlybythedepartmentandtheborrower until the purchase is fully completed under the contract.

Thedepartment’slendingpracticesincludearangeoffeaturestomitigaterisk,includingarequirementfornewborrowerstoobtainindependentfinancialadviceplusathoroughdepartmentalassessmentofrisk(includingcredit history reports) at the time of loan assessment. The department has a range of safety nets for different loanproductsincludinginterestsubsidies,extendingloantermsandmortgagereliefassistance.Creditriskisalso minimised through proactive arrears and loan management practices.

The credit quality of the loans in the department’s lending portfolio that are neither past due nor impaired is therefore considered to be high, due to the low level of arrears, the absence of borrower defaults, and the fact thatmostoftheloanswereprovidedmanyyearsagobasedonmuchlowerresidentialpropertyvalues.Asat26 March 2009, the weighted average age of such loans is 16.26 years (2008 15.78 years) with the weighted average loan balance being $25,151 (2008 $23,547).

The following table sets out an analysis of borrowers past due but not impaired at 26 March 2009 (due to the factors explained above).

2009 Value of borrowers past due but not impaired

>0 & <1

instalments* >=1 & <2

instalments*

>=2 & <3 instalments*


>=4 instalments* Total

product type $’000 $’000 $’000 $’000 $’000 $’000

DepositAssistance - - - 1 1 2

HOMELoans 5 5 1 3 - 14

InterestSubsidy 5 4 - - - 9

QHFL 1 1 - - - 2

QHL - - - - - -

QHSL 1 - - - - 1

RPP 8 5 - - 3 16

PathwaysSharedEquity 1 - - - - 1

Total 21 15 1 4 4 45




104



2008 Value of borrowers past due but not impaired

>0 & <1

instalments* >=1 & <2

instalments*



>=4 instalments* Total

product type $’000 $’000 $’000 $’000 $’000 $’000

DepositAssistance 1 - - - 1 2

HOMELoans 8 1 - 3 - 12

InterestSubsidy 8 2 - - - 10

QHFL 1 - 1 - - 2

QHL 2 - - - - 2

QHSL 1 - - - - 1

RPP 10 5 1 4 - 20

Total 31 8 2 7 1 49

*Loaninstalmentsareduemonthly.Totheextentthatthevalueofarrearsforanindividualborrowerdoesnotequatetooneormorewholeinstalments,this is regarded as a portion of an instalment in arrears.

Thedepartmentlendstopeopleonlow-to-moderateincomeswithinQueensland.Approximately82% of the gross value of loans ($27.985 million) at 26 March 2009relatestoborrowersinthesouth-eastcornerofQueensland (82% or $29.548 million as at 30 June 2008)—representingaconcentrationofcreditriskwiththedepartment’s lending portfolio.

Write-offsofunrecoverableamountsforborrowersarededucteddirectlyfromtherelevantborrower’saccount.

Rental debtors

Rentaldebtorsrelatetorentalhousingassistanceprovidedtopeopleonlow-to-moderateincomesacrossQueensland.Thesereceivableshaveahighcreditriskwithnoidentifiableconcentrationsofthatrisk.Thecreditquality of debts that are neither past due nor impaired is considered to be moderate.

Policiesandprocessesformanagingthecreditriskassociatedwiththesereceivablesarefocusedonarrearsmanagement. The department has in place specific arrears management procedures that broadly include:

• promptfollow-upofdebtorswhofallintoarrearsviawrittennoticesandinmanycasespersonalortelephone contact by departmental officers

• repaymentagreementsfordebtorsinarrears

• useofadebtcollectionagencyforcertaindebts.

Write-offsofunrecoverableamountsforrentaldebtorsaredeductedfromtherelatedprovisionforimpairment,exceptwherethedepartmenthasdecidedtowaiveamountspreviouslycharged(suchwrite-offsbeingdeducteddirectly from the relevant debtor’s account).

Rental bond loans

Rentalbondloanassistanceisprovidedtopeopleonlow-to-moderateincomesacrossQueenslandwhoareinhousingneed,andnoidentifiableconcentrationsofcreditriskexistwithintheclass.Substantialcreditriskisassociated with these loans as they are unsecured. However, the department does have the right to recover the amount of any defaults from any available rental bond balance.

Policiesandprocessesformanagingthecreditriskassociatedwiththeseloansarefocusedonarrearsmanagement. The department has in place specific arrears management procedures that broadly include:

•promptfollow-upofdebtorswhofallintoarrearsviawrittennoticesandinmanycasespersonalortelephonecontact by departmental officers

•repaymentagreementsfordebtorsinarrears,whereappropriate.

Write-offsofunrecoverableamountsforrentalbondloansaredeductedfromtherelatedprovisionforimpairment.






Other debtors

Noidentifiableconcentrationsofriskexistinrelationtothedepartment’sotherdebtors.Thecreditqualityofdebts within this class that are neither past due or impaired is assessed as high.

Tominimisecreditrisk,timelymonitoringandmanagementofoverdueaccountsisconducted,includingpromptfollow-upofoutstandingdebtswithlettersandtelephonecalls.

Write-offsofunrecoverableamountsforotherdebtorsaredeductedfromtherelevantprovisionforimpairmenttotheextentthatsuchwrite-offshavebeenanticipatedviathatprovision.Inallothersituations,write-offsofunrecoverable amounts are deducted directly from the relevant debtor’s account.

(d) Market risk

The department does not trade in foreign currency and is not materially exposed to commodity price changes. Thedepartmentdoesnotundertakeanyhedginginrelationtointerestriskandmanagesitsriskaspertheliquidityriskmanagementstrategy.

Thedepartment’sonlymarketriskrelatingtofinancialinstrumentsisinrespectofitsinterestinRentalPurchasePlanandPathwaysSharedEquityproperties.At26 March 2009,theexposuretomarketriskisequaltothecarrying amount of these assets (refer to note 17). The value of the department’s interest in these properties is directlyrelatedtomovementsintheresidentialpropertymarketintherespectiveareaswherethesepropertiesare located. Refer to note 1(r) for an explanation of the measurement basis for these assets.

Approximately80.4% (2008 80.3%) of the value of the department’s interest in these properties is concentrated inthesouth-eastcornerofQueensland,howevermovementsintheresidentialpropertymarkethavebeenverysmall for the year to date.

Interest Rate Sensitivity Analysis

Thefollowingtablesummarisesthesensitivityofthedepartment’sfinancialassetswhicharesubjecttointerestraterisk,showingtheeffectsofaplusorminusmovementof2% (2008 1%) on profit and equity:

2009Interest rate risk

+ 2% -2 %

Carrying Amount

$’000 profit $’000

Equity $’000

profit $’000

Equity $’000

Financial Assets

LoansandReceivables(Borrowers) 34,337 687 687 (687) (687)

Overall effect on profit and equity 687 687 (687) (687)

2008Interest rate risk

+ 1% -1 %

Carrying Amount

$’000 profit $’000

Equity $’000

profit $’000

Equity $’000

Financial Assets

LoansandReceivables(Borrowers) 36,161 362 362 (362) (362)

Overall effect on profit and equity 362 362 (362) (362)




106


(e) Liquidity risk

Liquidityriskreferstothesituationwherethedepartmentmayencounterdifficultyinmeetingobligationsassociatedwithfinancialliabilities.Thedepartmentisexposedtoliquidityriskinrespectofitspayables,accruedemployeebenefitsandAustralianGovernmentborrowings,inthatthedepartmentneedstobeabletopaytheseamounts when they fall due. The department has implemented and maintains robust cash management practices, includingday-to-daymonitoringandregularliquidityreportingtothedepartment’sFinancialandRiskManagementSteering Committee. These practices ensure cash resources are adequate to meet future commitments.

Thedepartment’sliquidityriskislowforthefollowingreasons:

• cashresourcesconsistentlyexceedthetotalamountofliabilitiesexpectedtobecomepayableintheensuing12 months (refer to the Balance Sheet)

• paymentsaremadetotakeadvantageofsuppliers’termsoftradeandanyavailablediscountperiods,asfaras possible

• borrowingsfromtheAustralianGovernmentaresubjecttoafixedrepaymentscheduleandfixedinterestrate,resulting in certainty of the amount and timing of future cash outlays for forward planning purposes.

Thefollowingtablesetsouttheliquidityriskoffinancialliabilitiesheldbythedepartment.Itrepresentsthecontractualmaturityoffinancialliabilities,calculatedbasedoncashflowsrelatingtotherepaymentoftheprincipal amount outstanding at balance date.

2009

payable in Total

<1 year $’000

1–5 years $’000

>5 years $’000

$’000

Financial Liabilities

Payables 73,936 73,936

AccruedEmployeeBenefits 3,576 3,576

AustralianGovernmentborrowings 12,178 51,831 364,888 428,897

Total 89,690 51,831 364,888 506,409

2008

payable in Total

<1 year $’000

1–5 years $’000

>5 years $’000 $’000


Payables 51,341 - - 51,341

AccruedEmployeeBenefits 2,417 - - 2,417


Total 65,936 51,831 364,888 482,655

Therearenoidentifiableconcentrationsofliquidityriskassociatedwiththeaboveliabilities.




(f ) Fair value

The fair value of financial assets and liabilities must be estimated for recognition and measurement and for note disclosure purposes.

For cash, loans and receivables (excluding borrowers), financial assets at fair value through profit or loss, payables and accrued employee benefits, carrying amounts are a reasonable approximation of fair value.

ThecarryingamountsandestimatedfairvaluesofborrowersandAustralianGovernmentborrowingsheldatbalance date are as follows:

2009 2008

Carrying Amount

$’000

Fair Value $’000

Carrying Amount

$’000

Fair Value $’000

Financial Assets

LoansandReceivables

– Borrowers 34,337 31,949 36,161 35,821



Methods used to derive fair value are as follows:

Loans and receivables — borrowers

Thefairvalueofborrowersisthepresentvalueoffutureprincipalandinterestcashflows.TheamountcalculatedisbasedonadiscountedcashflowanalysisusingtheQueenslandTreasuryCorporationyieldcurvetoderivediscountratesthatmostcloselymatchthetermoftheindividualloans.Futurecashflowstakeintoaccountthescheduledinstalments,projectedinterestrateprofilesforindividualproducts(basedonimpliedforwardratesderivedfromtheQueensland Treasury Corporation yield curve), and estimated arrears, prepayments and defaults based on recent payment history.

Australian Government borrowings

ThefairvalueoftheAustralianGovernmentdebtisdeterminedbydiscountingthefutureloanprincipalandinterestinstalments pursuant to the aggregated repayment schedule for the individual loans. The discount rates used are derivedfromanAustralianGovernmentyieldcurvesuppliedbytheQueenslandTreasuryCorporation.

107Final Report 1 July 2008 to 26 March 2009 — Department of Housing





108

32 Agency transactions

(a) Employee wage and salary disbursements

PayrollfunctionsareundertakenbyCorptechandtheSharedServiceAgencyonbehalfofthedepartment.Areconciliationofamountsdeductedfromemployeepaysfordisbursementtothirdpartiesisasfollows:

2009 2008 $’000 $’000

Wageandsalarydeductions 21,760 24,573

Paymentstothirdparties (21,760) (24,573)

Closing balance - -

(b) Tenancy management

In2005, the Queensland Government endorsed an alternative housing service delivery model for 34Indigenouscommunities.IndigenousCouncilswereofferedtheopportunitytohandoverresponsibilityfortenancymanagementtotheDepartmentofHousing.Asat26 March 2009, six (2008five)IndigenousCouncilshavehandedoverthisresponsibility.Thedepartmentactsasanagentintakingontheroleoftenancymanagerwitheachofthesixcommunitiesandinrespectofthecollectionanddisbursementofrent.Areconciliationofrentcollectedanddisbursed is as follows:

2009 2008 $’000 $’000

Opening balance 3 23

Collections during the year 1,796 1,412

Distributions during the year (1,615) (1,432)

Closing balance 184 3

Certificate of the Department of Housing

These general purpose financial statements have been prepared pursuant to section 105M(1) of the Financial Administration and Audit Act 1977(theAct)andotherprescribedrequirements.Inaccordancewithsection105M(2)oftheAct,wecertifythatinouropinion:

(i) theprescribedrequirementsforestablishingandkeepingtheaccountshavebeencompliedwithinallmaterialrespects

(ii) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of the Department of Housing for the period ended 26 March 2009, and of the financial position of the department at the end of that period.

Ian Fulton BCom Natalie MacDonaldFormer General Manager, Housing Finance BA MBA MComm (prof Accounting)DEPARTMENTOFHOUSING FormerDirector-General9 June 2009 DEPARTMENTOFHOUSING 12 June 2009

Final Report 1 July 2008 to 26 March 2009 — Department of Housing 109


Independent Auditor’s Report

110

To the former Accountable Officer of the Department of Housing

Matters Relating to the Electronic Presentation of the Audited Final Financial ReportThe auditor’s report relates to the final financial report of the former Department of Housing for the final period ended 26 March 2009 included on the Department of Housing’s website. The Department of Housing is responsible for the integrity of the Department of Housing’s website. I have not been engaged to report on the integrity of the Department of Housing’s website. The auditor’s report refers only to the statements named below. It does not provide an opinion on any other information which may have been hyperlinked to/from these statements. If users of the final financial report are concerned with the inherent risks arising from electronic data communications they are advised to refer to the hard copy of the audited final financial report, available from the Department of Housing to confirm the information included in the audited final financial report presented on this website.These matters also relate to the presentation of the audited final financial report in other electronic media including CD Rom.

Report on the Final Financial ReportI have audited the accompanying final financial report of the former Department of Housing, which comprises the balance sheet and statement of assets and liabilities by outputs as at 26 March 2009, and the income statement, statement of changes in equity, cash flow statement and income statement by outputs for the final period ended on that date, a summary of significant accounting policies, other explanatory notes and the certificates given by the former Accountable Officer and the former Officer responsible for financial administration.

The Former Accountable Officer’s Responsibility for the Final Financial ReportThe former Accountable Officer is responsible for the preparation and fair presentation of the final financial report in accordance with prescribed accounting requirements identified in the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, including compliance with applicable Australian Accounting Standards (including the Australian Accounting Interpretations). This responsibility includes establishing and maintaining internal controls relevant to the preparation and fair presentation of the final financial report that is free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.

Auditor’s Responsibility My responsibility is to express an opinion on the final financial report based on the audit. The audit was conducted in accordance with the Auditor-General of Queensland Auditing Standards, which incorporate the Australian Auditing Standards. These Auditing Standards require compliance with relevant ethical requirements relating to audit engagements and that the audit is planned and performed to obtain reasonable assurance whether the final financial report is free from material misstatement.An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the final financial report. The procedures selected depend on the auditor’s judgement, including the assessment of risks of material misstatement in the final financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the final financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control, other than in expressing an opinion on compliance with prescribed requirements. An audit also includes evaluating the appropriateness of accounting policies and the reasonableness of accounting estimates made by the former Accountable Officer, as well as evaluating the overall presentation of the final financial report and any mandatory financial reporting requirements as approved by the Treasurer for application in Queensland.I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.

IndependenceThe Financial Administration and Audit Act 1977 promotes the independence of the Auditor-General and QAO authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities and can only be removed by Parliament.The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are significant.

Auditor’s OpinionIn accordance with s.105M of the Financial Administration and Audit Act 1977 –(a) I have received all the information and explanations which I have required; and(b) in my opinion – (i) the prescribed requirements in respect of the establishment and keeping of accounts have been complied with in all material respects; and (ii) the final financial report has been drawn up so as to present a true and fair view, in accordance with the prescribed accounting standards

of the transactions of the former Department of Housing for the final period 1 July 2008 to 26 March 2009 and of the financial position as at the end of that final period.

Emphasis of Matter – Abolishment of the Department of HousingWithout qualification to my opinion, attention is drawn to Note 1 (aa) in the final financial report which identifies that pursuant to the Public Service Departmental Arrangements Notice (No 2) 2009, the former Department of Housing was abolished on 26 March 2009. In accordance with the requirements of the Public Service Departmental Arrangements Notice (No 2) 2009, all assets and liabilities of the former Department as at the date of abolition were transferred to Department of Communities immediately after the abolishment at the values reported in the balance sheet. Accordingly this final financial report has been prepared on a basis that is consistent with a going concern basis.

G G POOLE FCPA Auditor-General of Queensland Queensland Audit Office Brisbane

Feedback

Feedback is invited on the Department of Housing’s Final Report and should be directed to the Department of Communities. The department values feedback as we strive to continuously provide high quality, relevant information to readers.

You can provide feedback by emailing the department at [email protected]

© The State Of Queensland (Department of Communities) 2009ISSN 1836-9693

Department of HousingFinal Report 1 July 2008 – 26 March 2009www.housing.qld.gov.au

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