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Department of Public Works

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The Honourable Robert Schwarten MPMinister for Public Works andMinister for HousingLevel 7, 80 George StreetBRISBANE QLD 4000

Dear Minister

It is with pleasure that I submit the Department of Public Works’ Annual Report for the year ended 30 June 2003.

The report has been prepared in accordance with the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997.

As the Queensland Government’s experts in asset management, procurement, project management, building design and business support services, Public Works is proud of its achievements in the past fi nancial year.

I commend the 2002-03 Annual Report to you for presentation to Parliament.

Yours faithfully

Mal Grierson

Director-General

Level 7 80 George Street BrisbaneGPO Box 2457 BrisbaneQueensland 4001 AustraliaTelephone +61 7 3224 6507Facsimile +61 7 3224 5616

Department of Public Works

Communication objectiveThis report provides a concise overview of the activities and achievements of the Department of Public Works during the 2002-03 fi nancial year.

The report illustrates how the Department supported the State Government in delivering its programs and services by supporting other government agencies, industry and the community at large.

It serves to outline the Department’s performance during this reporting period to Members of Parliament, local government, suppliers and industry groups, other government agencies, departments from other jurisdictions, community groups and staff.

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Letter of transmission

Communication objective

Public Works—who we are and what we do

Our clients

Our client services

Our vision

Our mission

Our values

Director-General’s Report 2002-03 Year in Review

Highlights of 2002-03

How we contributed to Queensland Government priorities

More jobs for Queensland—skills and innovation—the Smart State

Safer and more supportive communities

Community engagement and a better quality of life

Valuing the environment

Building Queensland’s regions

Working for Queensland

Building Division

Infrastructure and Major Projects

Project Services

QBuild

Queensland Purchasing

Queensland Services Group

• QFleet

• SDS

• Goprint

Corporate and Executive Services

Valuing our people

Training and development

Employment initiatives

A diverse workplace

Workplace health and safety

Reward and recognition

Our organisational structure

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Corporate governance

Memberships

Corporate Governance Board

Executive Committee

Governance committees

Finance Committee

Risk Management Committee

Information Steering Committee

Human Resources Committee

Workplace Health and Safety Peak Committee

Audit Committee

Strategic groups

Strategic Directions Forum

Senior Women’s Group

Emerging Leaders Group

Reconciliation Management Committee

Our Corporate Governance Board

Our Executive Committee

Our accountabilities

Internal audit

Summary of audit activity

Risk management

Performance management

Energy management

Code of Conduct

Acts administered

Statutory bodies, authorities and instrumentalities

Freedom of information statistics

Consultancies

Voluntary Early Retirements

Overseas travel

Where to fi nd us

Financial summary

Financial statements

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Public Works –who we are and what we do

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Department of Public Works6

Public Works leads the Queensland Government’s capital works building program: we design, construct and maintain government-owned facilities.

Next time you visit a school or hospital, think of us: you might just be standing in a building we not only designed and built, but still look after.

Our latest portfolio highlights from across the State include Suncorp Stadium, the new Brisbane Magistrates Court, Mount Isa Police Headquarters and the revamped Shearer’s Arms Hotel and old cinema at Cunnamulla, now serving as Centres for Skills and Sports and Recreation.

Just as important is our key role in supporting other departments and agencies by providing the supplies and accommodation they need to do their jobs.

For example, behind the scenes, we supply furniture, equipment, offi ce supplies, printing and vehicles. And, as the State’s main source of expertise on procurement, we assist our clients with even better ways of obtaining goods and services.

Our policy makers support our service delivery. For instance, we are responsible for developing policies and procedures related to building standards, asset management and procurement.

That’s Public Works: a key provider of essential services and resources to government agencies as they deliver important programs to Queenslanders.

Our clientsMillions of Queenslanders—individuals, families and government employees—use the permanent features, services and systems we help design, carry out and maintain.

Across government, we serve a wide range of clients including government departments, agencies and statutory authorities.

But, increasingly, people in other levels of government—and overseas, too—look to our Department for expertise and services.

We actively lead and encourage the Queensland building industry.

In fact, our policies infl uence and support many business operators, especially building and construction fi rms and suppliers of goods and services to government. It’s a challenge we welcome.


Our client servicesBuilding Division! Building and built environment research, policy and advice

! Provide and manage government accommodation

! Promote an improved performance in the building industry and an improved client–supplier relationship between government and industry.

Queensland Purchasing! Procurement policy, advice and training

! Asset disposal

! Whole-of-government and agency-specifi c procurement services.

Infrastructure and Major Projects! Project directors of signifi cant capital works building projects.

Project Services! Project, risk and asset management

! Building design and documentation

! Contract management

! Building surveying and certifi cation

! Property services

! Interstate and international consultancy.

QBuild! Maintenance

! Building services

! Construction

! Community services.



QFleet! Motor vehicle leasing and strategic fl eet management

! Short-term vehicle hire

! Motor vehicle auctions.

SDS! Offi ce consumables, equipment and furniture

! Education equipment and furniture

! Interior design and project management services

! Purchasing solutions management.

Goprint! Total communications solutions

! Creative services

! Printing services

! Publishing and retail services.

Corporate and executive services directorates support these divisions and business units.

Our visionQueenslanders are able to access the social and physical infrastructure and services they need, where and when they need them.

Our missionPartner with Queensland Government agencies to identify and provide the products and services they need to deliver government outcomes.

Our values! We honour our commitments to our clients, staff, colleagues and stakeholders

! We treat all people with respect

! All areas of the Department are important to us, and we commit to support them

! We will simplify the way we do business

! We encourage initiative and new ideas

! We value the diversity of our staff.

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Director-General’s Report 2002-03 Year in Review

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Director-General’s Report2002-03 Year in Review

It was a challenging year in the public eye for our Department and I am pleased to report we came through with our reputation stronger than ever.

Undoubtedly our highest-profi le project was the redevelopment of Suncorp Stadium at a project cost of $280m. The undertaking, which involved the signifi cant expansion of the stadium and the implementation of extensive built infrastructure and technologically advanced building systems, was completed by June 2003 to meet major rugby league commitments.

The Department of Public Works was project director, project manager and construction authority, on behalf of the Major Sports Facilities Authority.

Suncorp Stadium is now a 52,500-seat world-class venue, home to the Brisbane Broncos rugby league team and host to rugby league Tests and State of Origin matches, as well as rugby union Tests.

Already, Public Works has taken a leading role in another important project: the new $135.5m Brisbane Magistrates Court in Queensland Place, George Street. As project director and project manager, the Department is overseeing design and construction for the Department of Justice and Attorney-General. The 14-level building will provide 19 Magistrates Courts, two Coroners Courtrooms and four Small Claims Courtrooms. When completed in late 2004, the court complex will consolidate the area as Brisbane’s legal precinct and is expected to attract further development to this section of the city.

As part of the Brisbane Magistrates Court undertaking, we see a project delivery initiative known as Relationship Contracting in action.

Under this arrangement, the Department works even more closely with other parties on site to break down the barriers sometimes created by conventional contracts. By emphasising teamwork at all levels, Relationship Contracting encourages innovation and performance, moving from the old adversarial style of contract to one that produces positive outcomes.

In regional areas, where the Department has built an excellent reputation over many years, we continued to play a key role through community engagement and our contribution to a better quality of life. On the apprenticeship front, for instance, we employed 334 construction trades apprentices. Public Works provided trade training for 16 young Indigenous people in northern communities and directly employed an additional 13 throughout the State.

In the south-west, by working with the local community, we changed the face of the Cunnamulla streetscape by turning two landmarks, a hotel and an old picture theatre, into Centres for Skills and Sports and Recreation while retaining the area’s aesthetic values. Commendably, through the joint efforts of Public Works and the local community, work and training opportunities were provided for contractors and Indigenous people.


Many will have noted that we won a Premier’s Award for Excellence in Public Sector Management for our Reconciliation Management Plan, the blueprint guiding us towards achieving greater Indigenous representation in our workforce and working better for our Aboriginal and Torres Strait Islander community clients.

Public Works also received the 2002 Queensland Work and Family Large Business Award, sponsored by the Griffi th University Business Group, for our efforts to get employees to strike a balance between work and lifestyle commitments.

QFleet’s General Manager Les Clarence won the highly regarded 2003 Australasian Fleet Management Association (AFMA) Fleet Manager of the Year award. This latest recognition of outstanding fl eet industry achievement makes QFleet the fi rst organisation to receive all three of AFMA’s major industry awards, having previously won the Fleet Safety Award and Fleet Environment award.

It is easy to see why 2002-03 has been a year of accolades for Public Works, and not only in our traditional areas of professional expertise.

We all look forward to an equally challenging and rewarding year in 2003-04.

Mal Grierson

Director-General


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Highlightsof 2002-03

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Suncorp Stadium, new home of Queensland rugby leagueA large and complex redevelopment project costing $280m, Suncorp Stadium was completed on time and on budget. Public Works wrote its name into the football history books.

New Brisbane Magistrates Court, Queensland Place, George StreetConstruction started on a $135.5m state-of-the-art court building, bound to become a fl agship for the Public Works project delivery initiative known as Relationship Contracting.

Millennium Arts at the Queensland Cultural CentreTenders were invited from four major Managing Contractors for construction of the Gallery of Modern Art and Millennium Library, part of the $260m Millennium Arts Project. The high-profi le endeavour signalled yet another leap forward for art in Queensland.

Major research on environmental assessments for buildingsPublic Works helped set up the Cooperative Research Centre for Construction Innovation (CRC CI), based at the Queensland University of Technology, and took part in major research projects to improve the international competitiveness and effectiveness of the construction industry.

Career change for Shearer’s Arms and old picture theatre, CunnamullaTwo Cunnamulla landmarks, a pub and a cinema, became Centres for Skills and Sports and Recreation. The Department worked with the local community to provide work and training opportunities for contractors and Indigenous people.

Boost for regional tradersPublic Works successfully ushered in a Regional Trader Program designed to boost country areas through partnerships with local businesses. The scheme scored early successes in Cairns, Townsville and Rockhampton. Next up: Maryborough, Mackay and Mount Isa.


How we contributed to Queensland Government priorities

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More jobs for Queensland–skills and innovation–the Smart StateLighting technologiesPublic Works continued research into lighting technologies and planning for a new Lighting Centre of Excellence. Once formed, the centre will establish Queensland as a leader in developing and applying lighting technologies for tropical environments.

Training opportunitiesNinety-three apprentices began their trade training with our construction and maintenance arm, QBuild. The intake included 23 school-based apprentices and brought the number of apprentices employed by QBuild in 2002-03 to 334. Under the Breaking the Unemployment Cycle initiative, the Department provided 53 traineeship opportunities during the fi nancial year.

Professional developmentA comprehensive professional development program, created in house and delivered to all Project Services’ project managers, further enhanced the level of service provided to clients. Additional support came from staff taking part in the industry-recognised Registered Project Management Competency Based Accreditation Program.

Software innovation for effi cient procurementQueensland Purchasing designed and developed a world-class innovation that not only raises the procurement capability of Queensland Government agencies but has signifi cant commercial potential. The Supply Positioning and Risk Evaluation Matrix (SUPREM) software tool serves as an internet application to assist procurement managers in planning. SUPREM is a simple, robust, effi cient and auditable system for doing supply positioning.

Procurement training and certifi cationOur efforts to better use taxpayers’ money, through improved procurement practices, won approval in other government spheres. Brisbane City Council endorsed the purchasing training and certifi cation system developed by Queensland Purchasing and NSW Supply put 330 offi cers through levels one to four of the training program.

BoysTown Link Up PartnershipsIn partnership with BoysTown Link Up, QBuild continued to provide employment opportunities to assist individuals with skills development to increase their social interaction and to help them re-enter the workforce. Opportunities included employment at Roma Street Parkland.


Safer and more supportive communitiesCyclone Shelter GuidelinesPublic Works worked with Emergency Management Australia (EMA), a Commonwealth Government agency, to develop Design Guidelines for Australian Public Cyclone Shelters, a system that could be used across the country.

Emergency responseQBuild’s disaster preparedness expertise was needed in emergency response to a number of events including the Darling Downs bushfi res, Christmas storms in south-east Queensland, fl ooding in central Queensland after ex-Tropical Cyclone Beni and local fl ooding near Kowanyama in the Gulf following Tropical Cyclone Craig.

Safer drivingQFleet introduced Think Safe, Drive Safe, an interactive multimedia driver training package. The system uses a self-paced CD-ROM and a practical evaluation conducted by driver trainers to promote a better understanding of driver attitudes, motivation and behaviour, crash-prevention countermeasures and car safety skills.

Community engagement and a better quality of lifeRoma Street ParklandRoma Street Parkland continues to host major community events. In 2002-03, the Parkland hosted a lighting spectacular as part of the annual Brisbane Festival, family open days, Guides Thinking Day, the Brisbane Broncos launch of the 2003 season players, RSPCA Million Paws Walk and a citizenship ceremony for 1500 new Australians.

Oxley Creek CommonExtensive consultation took place with members of the public and key stakeholders over the fi rst stage of the Oxley Creek Common Project. The community infrastructure development will provide an important new area of city green space for Brisbane. Stage One works include an environment centre, canoe pontoon and pedestrian and vehicle access. Strategic Plan options, now being developed, will see the site used for a variety of community-based recreational purposes.

North BankA public display of the four Strategic Plan options was opened in late 2002. Meetings were held with more than 15 groups of stakeholders and community groups to help develop a single preferred Strategic Plan.

The North Bank Project is designed to enhance and open the north bank precinct of the Brisbane River, beside the South East Freeway, to Queensland residents and visitors. The aim is to further develop inner Brisbane as a dynamic, cosmopolitan 24-hour city that uses its river as a key asset.

At Roma Street Parkland, Public Works directed further works and improvements worth $1m


Regional InfrastructurePublic Works bought the former Main Roads District Offi ce building in Cairns for conversion into the Cairns Centre of Contemporary Arts. Funded by Arts Queensland, the conversion will include two galleries, a 250-seat theatre and a café. The Centre will accommodate two arts groups.

In Cunnamulla, the Department worked with the local community to transform two local landmark buildings, the Shearer’s Arms Hotel and the Cunnamulla picture theatre, into Skills and Sports and Recreational Centres, together valued at $1.1m. QBuild structured the project to increase employment and training opportunities in the local community. Thirty-one local contractors were engaged, and local Indigenous staff members were used throughout the projects.

Indigenous training and employmentQBuild continued to coordinate training of 16 Indigenous apprentices within the Palm Island, Kowanyama, Bamaga, New Mapoon and Injinoo communities. This activity assists Indigenous communities to achieve greater self-suffi ciency in developing and maintaining community infrastructure.

Palm Island Youth CentreWith local communities and other key stakeholders, Project Services developed a master plan for the Palm Island Youth Centre, part of a whole-of-government-funded project led by the Department of Housing’s Community Renewal Program. Managed by the Police Community Youth Club, the youth centre will provide a safe area for young people to meet and take part in a wide range of developmental, recreation and entertainment activities. In addition, construction will provide the local community with training and employment opportunities.

Valuing the environmentFire ant preventionThe Department of Primary Industries formally accredited 18 QBuild offi cers as Fire Ant Inspection Offi cers in an on-going effort to stem the insects’ spread.

Reducing greenhouse gas emissionsBuilding Division worked with Queensland Treasury to coordinate and carry out the Government Energy Management Strategy, designed to boost savings in energy consumption and help reduce greenhouse gas emissions.

QFleet became the largest subscriber to Greenfl eet and monitored greenhouse gas emissions to help ensure a cleaner environment.

Hoop pine forest, part of Oxley Creek Common


Research HousePublic Works established a research base at Research House in Rockhampton. With the Central Queensland University, industry partners and sponsors, the base will collect, report on and analyse data about environmentally responsible housing design. Information on water and energy consumption, thermal performance of building products, natural lighting, water heating and solar energy is being collected and assessed.

Environmental awarenessQBuild started developing a dedicated environmental unit and management program under ISO 14001 to ensure its activities contribute to environmental sustainability and provide a lead to the wider industry.

Promoting youth awarenessAs part of the Planet Maintenance Program, nine QBuild staff members played an active role in mentoring students from Queensland schools on the importance of protecting the environment. More than 200 students took part in the program, which QBuild delivered with Education Queensland and the Environmental Protection Agency.

Reducing wasteBuilding Division steered the implementation of the Department’s Waste Management Strategic Plan in compliance with the Environmental Protection (Waste Management) Policy 2002.

Recycling programsGoprint reviewed its recycling programs for waste paper, chemical recovery and metal printing recycling.

Building designAs a responsible, professional consultant, Project Services selected and managed sites to reduce adverse environmental impacts. As well, the unit continued to include the principles of ecologically sustainable development in the design of new buildings to reduce energy consumption over the life of the building.

Project Services now has a staff member, accredited through the Australian Building Greenhouse Rating scheme, to assess building performance relating to greenhouse gas emissions—awarding a “star” rating. There are only two accredited assessors in Queensland.

Reducing plastic wrapSDS introduced a new delivery system using metal cages that reduced reliance on shrink-wrapping methods by 90 per cent.

Research House, Rockhampton.


Building Queensland’s regionsLocal industry participationProject Services enhanced the opportunities of local contractors and suppliers to work on a number of regionally based projects through local industry participation plans, resulting in economic and employment benefi ts.

Improved regional facilitiesProject Services undertook a number of projects with Indigenous communities including redevelopment of the New Mapoon Community Council Chambers, design and development of Quinkan and Regional Cultural Centre and the IBIS Stores Program, contributing to improved facilities in the regions.

Shaping regional infrastructureBuilding Division initiated the construction of fi ve new private sector buildings in Brisbane, Beenleigh, Maryborough, Innisfail and Morayfi eld, providing 4200m2 of accommodation through pre-commitment leases by the Government.

Supporting regional tradersQBuild’s “value for money, buy local” policy provided opportunities for more than 13,000 local suppliers of goods and services to support state-wide service delivery.

SDS is extending its Regional Trader Program to a further three areas: Maryborough, Mackay and Mount Isa. The program’s main objective of contributing to regional development through partnering local businesses has achieved increased sales in real terms, as well as positive trader and SDS client feedback.

In addition, SDS supports the “buy local” policy by actively sourcing and promoting Queensland and Australian suppliers.

Serving the regionsQBuild has an established presence in 11 regions throughout Queensland. Services are delivered from more than 40 staffed offi ces and depots, and about 94 per cent of QBuild’s total workforce is located in QBuild’s regions.

Suncorp Stadium


Brisbane Magistrates Court: our next achievementAn innovative style of partnership known as Relationship Contracting broke new ground for those involved in the $135.5m Brisbane Magistrates Court Project in Queensland Place, George Street.

For Public Works, its client, Justice and Attorney-General, and the managing contractor, Walter Construction Group, there are no opponents under Relationship Contracting—only teams working together to achieve innovation and even higher performance.

Relationship Contracting suits large, complex projects where innovative design and technological solutions are required as the job progresses.

An exciting concept for Public Works and clients alike, this form of contracting encourages teamwork and rewards new ideas and performance.

Under the new arrangement, relationships at all levels—from manager to tradesperson—are strong, focusing on the triple bottom line: economic, social and environmental sustainability.

Suncorp Stadium—our chapter in Queensland rugby league historyLike champion footballer Wally Lewis, whose bronze likeness greets visitors to Brisbane’s new Suncorp Stadium, Public Works has its own monument there—though ours is set in concrete, steel and glass.

Built at a cost of $280m, the Stadium itself stands as a tribute to what the Department can achieve when called on to lead an enormous and complex endeavour under close public scrutiny.

The Suncorp Stadium Redevelopment was the biggest and most ambitious project of its kind ever undertaken by Public Works.

In a joint undertaking, Sport and Recreation Queensland was the lead agency and the Major Sports Facilities Authority, project owner. Public Works served as principal under the contract, project director, project manager and construction authority. The contractor with responsibility for the completion of the design and for the construction of the stadium was the Multiplex-Watpac Joint Venture.

From the outset, the project drew intense scrutiny from more than 20 stakeholders including the Premier, government ministers, the Authority and the people of Queensland.

Yet, when the Stadium opened in June 2003—on budget and on time in just over two years—the people of Public Works had displayed leadership skills of the highest order.

The result? A state-of-the-art sports venue capable of seating 52,500, within walking distance of Brisbane city.

Brisbane Magistrates Court


Innovation makes construction industry more competitiveThe construction industry in Queensland will benefi t from efforts by Public Works to improve international competitiveness and effectiveness.

During the year, the Department helped set up the Cooperative Research Centre for Construction Innovation and took part in vital research projects.

Based at the Queensland University of Technology but drawing on the talents of individuals and organisations across the country, the Centre has 19 participants from industry, government and research groups, including our Department.

Three Public Works areas—Building Division, Project Services and QBuild—all have people involved in 15 projects arising from research funded by the Commonwealth Government and participants.

The three research areas are:

! Business and industry development

! Sustainable built assets

! Delivery and management of built assets.

Underpinning the project is a signifi cant commitment to construction research—a seven-year $14m Commonwealth grant and $50m in industry, research and other government funding.

Our works on show in new Millennium Arts ProjectDuring the year, four of Queensland’s major construction companies tendered for one of the most important cultural construction jobs in the country—managing contractor of the new Millennium Arts Project at the Queensland Cultural Centre.

A Queensland Government initiative, the Millennium Arts Project is being managed by the Department of Public Works for Arts Queensland.

Latest work includes a new Queensland Gallery of Modern Art, a redeveloped State Library of Queensland and public spaces.

The Queensland Gallery of Modern Art, designed by Architectus with Davenport Campbell, will be the biggest gallery of modern art in Australia, more than doubling the exhibition spaces for Queensland’s collection of contemporary, Indigenous and Asia–Pacifi c art.

Redevelopment of the State Library, too, will double the existing facility.

The Millennium Arts Project is a $260m fi ve-year program, improving and expanding cultural facilities across the State.

The new gallery and expanded library will be opened in 2006.


Shearer’s Arms a site to see at CunnamullaOur efforts in remodelling two landmarks in south-west Queensland—the Shearer’s Arms Hotel and the old cinema at Cunnamulla—provided work and training opportunities for local contractors and Indigenous people.

QBuild, a Public Works business unit, carried out the refurbishing, turning the pub into a Skills Centre and the picture theatre into a Sports and Recreational Centre. Yet both buildings kept their aesthetic identities.

Thanks to the efforts of QBuild staff, their clients and other government agencies, especially the Department of Employment and Training, about 30 local contractors were involved.

At the same time, QBuild used and trained its own local Indigenous staff throughout the enterprise.

At a cost of $1.1m, the two projects changed the face of Cunnamulla, creating work and training opportunities while preserving local heritage.

Opened in June 2003, the new Skills Centre provides on-going training to assist people to obtain employment and improve their quality of life.

Similarly, the Sports and Recreational Centre offers young people a place to socialise, play sport and get involved in theatre.

Notch up another success for Public Works in regional and remote areas.

Cairns government offi ce building—on time and on the moneyPublic Works can be proud of what it achieved in Cairns: a new $17.5m government offi ce building, completed on schedule and on budget.

It was an historic undertaking for the Department, representing:

! The fi rst commercial building in Australia designed to achieve fi ve-star energy effi ciency, and

! The fi rst time Building Division’s Portfolio and Housing Unit was responsible for developing a building from the ground up.

As project managers, Project Services played a major role in the delivery of the fi nal product. The business unit designed the interior fi tout, served as project technical advisors-auditors and produced the briefi ng document to include many energy-saving features in the building.

All involved attribute the undertaking’s success to good communication.

As part of a close relationship between the client, the project manager and the construction company, issues such as budget constraints were addressed from the very beginning and further discussed along the way.

By late 2002, the government offi ce building in Cairns was completed, occupied and offi cially in business.

Cairns government offi ce building

Shearer’s Arms


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Building DivisionAsset management forms Building Division’s key strength; the policies and guidelines that it develops positively promote improved effi ciency and effectiveness of government buildings and infl uence both the asset management sector and Queensland’s building and construction industry.

Building Division manages 380,000m2 of government-owned offi ce accommodation, a further 440,000m2 of leased offi ce space and 1067 government employee houses or units. These state-wide assets provide government agencies with the offi ce and residential accommodation needed to deliver their services to Queenslanders.

Through environmental innovations in housing and offi ce accommodation initiatives, Building Division plays a leading part in supporting ecologically sustainable development. Our division works with industry and with universities and research centres, nurturing new technologies and innovations.

Major achievements and projects During the year, the division had many successes.

We completed construction of a new $17.5m government offi ce building at the corner of Sheridan and Hartley Streets, Cairns, and relocated three tenant agencies there. The project provided Public Works with the opportunity to develop a building that met the State Government’s objectives for sustainable offi ce accommodation and regional development.

Building Division helped establish the Cooperative Research Centre for Construction Innovation, based at the Queensland University of Technology, and worked with the CRC CI on a range of major research projects, including an Environmental Assessment System for Commercial Buildings. The project will provide CAD-integrated cost and environmental assessment tools for commercial buildings to further enhance decision making among architecture, engineering and construction professionals and deliver superior built-environment outcomes.

The division reviewed the Prequalifi cation System (PQC) and the associated invitation and selection process for building industry consultants and developed a proposal for a new release of the PQC System to meet stakeholder needs. The proposal was documented in a discussion paper released in June 2003 for industry and agency comment.

Building Division completed the master plan for the Boggo Road Gaol site for knowledge-based research and business, and a variety of residential uses.

We launched construction of a $68.6m government offi ce block at 33 Charlotte Street, Brisbane.

The division developed and began carrying out a Brisbane Central Business District offi ce accommodation strategy for 2002-04 to increase accommodation effi ciency for government departments.

We began introducing offi ce accommodation strategies for Bundaberg, the Gold Coast and the Sunshine Coast.

Building Division increased savings in offi ce accommodation charges through effective lease negotiations and management.

The division worked with central agencies and departments to develop tools, policies, guidelines and systems to help them procure and cost effectively manage new assets.

With the Central Queensland University, Building Division set up a research base at Research House, Rockhampton, to collect, report on and analyse data on environmentally responsible housing design.

The division continued research into lighting technologies and planning for a new Lighting Centre of Excellence.

As well, we conducted research into improved thermal comfort mechanisms for government school buildings.


Infrastructure and Major ProjectsInfrastructure and Major Projects works for other government agencies as project director of signifi cant capital works building projects in Queensland.

In addition, the division acts as a facilitator and advisor for building and property projects that provide public facilities and infrastructure.

Increasingly, the private sector has become involved in both the funding and provision of public infrastructure and community facilities. This situation presents Infrastructure and Major Projects with opportunities to pursue innovative capital works funding from sources other than State Government budget allocations.

Major achievements and projectsInfrastructure and Major Projects Division provided technical advice and professional services to central and key agencies in launching, clearing the way for and delivering at least 15 major projects worth more than $1.55b.

These included:

! Suncorp Stadium Redevelopment

! Millennium Arts at the Queensland Cultural Centre

! Brisbane Magistrates Court

! Kelvin Grove Urban Village

! North Bank Redevelopment.

Our division project-directed the redevelopment of Suncorp Stadium, offi cially opened on 11 June 2003, and is the project director for the construction of the Brisbane Magistrates Court complex in Queensland Place, George Street.

Tenders were invited from four major Managing Contractors for the construction of the Gallery of Modern Art and the Millennium Library Project, with associated public spaces and amenities, and also for the Queensland Museum’s New Entry and Sciencentre.

At Kelvin Grove Urban Village, the division joined with the Department of Housing and the Queensland University of Technology to clear the way for a revitalisation of a defence force site to create residential, business and leisure opportunities in Brisbane city.

Working with industry and the community, Infrastructure and Major Projects developed the preferred North Bank Strategic Plan after four Strategic Plan options were considered by Cabinet and released for public consultation in October 2002.

The division launched strategic planning activities at the former Department of Primary Industries Animal Husbandry Research Farm at Rocklea to develop the Oxley Creek Common site for environmental and community purposes.

We began strategic planning to review Queensland Government landholdings and future requirements and fi nd opportunities for reallocating surplus land in the Wacol Institutions precinct.

Infrastructure and Major Projects directed further works and improvements, valued at $1m, at the Roma Street Parkland. The Brisbane-based company Pradella Developments was appointed preferred developer for a four-stage private-sector residential development in Roma Street.

Some of the key players in the Suncorp Stadium success story: (from left) Graeme Pierce, Kerry Petersen, Steve Hobson and project manager Peter Teys


Project ServicesA commercialised business unit, Project Services delivers building programs for public sector clients.

The business unit provides expertise across a wide range of professional building related and property services including project, risk and asset management, design and documentation and contract management.

By outsourcing building work and entering joint ventures with private operators interstate and overseas, Project Services helps develop Queensland’s building and construction industry.

Project Services actively pursues strong relationships with clients to enhance existing services and build new ones. In this way, our unit continues to meet clients’ needs and to deliver the best outcomes on building projects that ultimately serve the people of Queensland.

Challenges for the business unit include sustaining our role as the building risk and procurement manager for government and as a unit that helps government and industry to work together. At present, we are also focused on attracting and retaining high-quality staff to secure new revenue sources from Commonwealth, state and local governments, as well as from overseas.

Major achievements and projectsDuring the fi nancial year, Project Services managed more than $600m in capital works undertakings on behalf of Queensland Government clients.

! Some of the projects we designed and project-managed included:

" Maryborough Correctional Centre

" Surfers Paradise Fire Station

" Cooloola Sunshine Institute of TAFE—Mooloolaba Centre

" Toowoomba Police Station and Watchhouse

" Leichhardt Community Centre

" Mount Isa Police Headquarters

" Continued work on Education Queensland’s $72m Secondary Schools Renewal Program

" Stage One of the Rockhampton Multi-Purpose Facility.

Toowoomba Police Station


! Other professional services included:

" Royal Brisbane Hospital—Block Seven Redevelopment—procurement management

" Gold Coast Convention and Exhibition Centre–technical and cost audit

" 33 Charlotte Street Government Offi ce Building—project management, fi tout design and engineering services.

! We also project-managed:

" Suncorp Stadium Redevelopment

" Brisbane Magistrates Court

" Millennium Arts Project at the Queensland Cultural Centre

" Kelvin Grove Urban Village

" Upper Coomera College Stage One

" Redevelopment of the Tallebudgera Outdoor Recreation Camp

" Education Queensland’s $22m modular building program consisting of 80 buildings.

! Project Services achieved international recognition in September 2002 at the United States-based Design Share Awards—which attracted 113 entries from 13 countries—for its expertise in educational facility design for four complexes:

" Bentley Park College, Cairns

" Calamvale Community College, Brisbane

" Catholic Education’s Emmaus College, Jimboomba

" Forest Lake State High School, Brisbane.

! Other projects recognised for professional excellence were:

" Cooloola Sunshine Institute of TAFE—Mooloolaba Centre—Royal Australian Institute of Architects High Commendation

" Bentley Park College Stages 2B and 2C—Royal Australian Institute of Architects Regional Commendation and State High Commendation

" Maryborough Correctional Centre—Australian Institute of Project Management High Commendation and Industry Supplies Offi ce Queensland—Local Content Award

" Leichhardt Community Centre—Ipswich City Council Overall Design Award for Excellence

" Hayes Street Housing Complex—Ipswich City Council Silver Design Award for Excellence

" Allora State School—Warwick Shire Council National Trust Heritage Award.

Cooloola Sunshine Institute of TAFE


! Project Services reached agreement with the Department of Housing on a Capital Works Delivery Model that uses partnering to improve shared outcomes. Under this method, both departments call on their core skills in delivering capital works programs.

! The business unit’s specialist skills in designing and delivering correctional centres assisted the Tasmanian and ACT governments with the development of correctional projects.

! Project Services developed a web-based strategic asset management system for Queensland National Parks and Wildlife Service and conducted an extensive audit of the physical asset base.

! We continued to develop and enhance our e-business capabilities by extending and refi ning our electronic systems supporting project, tendering and plan room functionality.

! Certifi cation to ISO 9001 was maintained, thus displaying our commitment to quality-assured delivery of client services.

! Certifi cation to ISO 14001 was maintained, showing we are committed to working with clients to provide sustainable environmental solutions.

! Project Services formalised service delivery by setting up or renewing service level agreements with Queensland Emergency Services, the Department of Families, and Education Queensland.

! For the Department of Housing, our unit achieved sales worth more than $60m. This fi gure represented about 950 transactions, almost four every working day.

QBuild apprentice stonemason Cameron Todd


QBuildQBuild serves as the Queensland Government’s building construction and maintenance arm. The business unit provides a broad range of building-related services to government agencies including security, horticulture, waste management, pest control and cleaning.

QBuild is one of the State’s largest employers of trade apprentices training in a variety of building trades.

Throughout Queensland, our workforce, trained and ready for action, plays an important role in times of natural or other disasters. Last fi nancial year, QBuild responded to 15 fi res at schools. Total cost of repairs was more than $700,000. Signifi cant fi res occurred at the Kingston College, Babinda State School and Nambour State High. With other units of the Department, QBuild assists fi re-damaged schools by quickly securing sites, demolishing burnt-out buildings, installing temporary classrooms where necessary and sending furniture and educational supplies to the sites.

Increasingly, QBuild’s clients seek asset management solutions from a single source. The unit continues to work with other areas of the Department to explore more effi cient and effective ways of delivering integrated asset management services to clients.

Major achievements and projectsQBuild provided $502m in construction, maintenance, security, cleaning, horticulture services, and community service obligations. By contracting more than 60 per cent of this work to the private sector, we helped create signifi cant business opportunities for subcontractors and suppliers.

Construction projects included:

! Tallebudgera Outdoor Recreation Centre

! Spinifex Residential College Stage One at Mount Isa

! New swimming pool and facilities at Coorparoo State School

! Ten two-bedroom seniors units in Hume Street, Toowoomba.

Regional training companies’ apprentices gained skills and experience working with QBuild. Apprentices were involved in constructing:

! Eight single-bedroom seniors units in George Street, Bundaberg

! Four single-bedroom and two double-bedroom apartments in Rose Street, Townsville

! Six single-bedroom apartments in Albert Street, Townsville.

QBuild worked closely with Project Services and Education Queensland to deliver effective accommodation solutions that ensured schools across the State had suffi cient classroom capacity for the start of the school year.

During school holidays, the business unit delivered 67 relocatable buildings worth $4.3m. The experience and knowledge of staff members—and their willingness to work long hours during traditional holiday periods—enabled us to meet these important deadlines.

QBuild entered partnerships with the Department of Corrective Services through facility maintenance agreements at the Rockhampton Correctional Centre, as well as the Maryborough and Woodford facilities.

Our unit strengthened its partnership with the Department of Housing and refi ned its business rules to further reduce duplication of effort across both agencies.

To stretch maintenance dollars further, QBuild began trying out a new integrated service delivery model with Education Queensland, seeking to more effectively manage a larger pool of work.

In remote areas, especially in north Queensland, the unit started to package services for groups of clients to further improve service delivery.

Working closely with other areas of the Department, QBuild continued to improve safety standards by removing asbestos from State Government facilities. Once used widely as insulating material, asbestos is now seen as a health risk. Therefore, throughout the State, about 360 school switchboards were replaced.


Queensland PurchasingQueensland Purchasing is recognised as the Queensland Government’s expert in procurement policy and training and in providing procurement services.

The division sets whole-of-government purchasing policy, carries out whole-of-government procurement arrangements and, through consultancy services and training programs, helps government agencies put in place cost-effective procurement practices.

Major achievements and projectsQueensland Purchasing assisted 15 State Government agencies, government-owned corporations and statutory authorities to put State Purchasing Policy initiatives in place.

The division provided advice and hands-on practical services to assist government agencies in procuring goods and services.

The Purchasing and Certifi cation system continued to enhance procurement skills across government, with an additional 810 participants joining the program in 2002-03.

Standing-offer arrangements secured savings of $40m for the Queensland Government. These arrangements related to a range of products and services including fuel used for the government fl eet and bulk fuel, air travel, temporary administration staff, photocopier services, motor vehicle rental and furniture removal.

More than $4.2m was recouped in sales of surplus government plant and equipment including two obsolete power stations, Middle Range and Swanbank C.

Seminars and forums were conducted in regional Queensland for government suppliers and buyers to enhance networking and local business opportunities.

Electronic commerce systems continued to be refi ned and developed to further improve procurement. Our division launched the online e-Tender Box and further enhanced the online Queensland Government Buyers Catalogue.

In addition, Queensland Purchasing provided advice on how to apply e-commerce to whole-of-government procurement reforms.

Queensland Services GroupQueensland Services Group brings together the operations of QFleet, SDS and Goprint, further improving the overall effi ciency of these services.

Major achievements and projectsQueensland Services Group generated more than $485,000 in revenue for the State by exporting products supplied by Australian-based companies to aid-funded projects in the Pacifi c Islands market. Two education projects in Papua New Guinea and Samoa, valued at $94,000 and $130,000, were major successes for the year.

The Group continued to integrate business practices to improve service delivery to clients.

Queensland Services Group’s Jo-Anne Rasmussen browses through some of the 15,000 products available through SDS Online, the unit’s online ordering portal

Queensland Purchasing’s Tom Murphy (left) and Paul Nelmes reviewed the UN’s Department of Peacekeeping Operations’ vehicle fl eet replacement needs and practices


QFleetQFleet is the Queensland Government’s fl eet manager and the State’s largest vehicle lessor, managing some 12,900 vehicles.

In this area, QFleet plays a signifi cant role in promoting environmental responsibility in fl eet operations and actively encourages safe driving.

Major achievements and projectsQFleet’s General Manager Les Clarence won the 2003 Australasian Fleet Management Association (AFMA) Fleet Manager of the Year award. This latest recognition of outstanding fl eet industry achievement makes QFleet the fi rst organisation to receive all three of AFMA’s major industry awards, having previously won the Fleet Safety Award and Fleet Environment award.

As a further honour, our business unit, with QBuild, earned the AFMA Certifi cate of Best Practice Partnership.

As the country’s largest subscriber to the national non-profi t environmental program Greenfl eet, we had our fi rst planting of 7000 trees at Pullenvale in November 2002 and a major planting of 75,000 trees at Elanda Point in March 2003.

QFleet developed and launched Think Safe, Drive Safe, an interactive multimedia driver-training package for clients throughout Queensland.

The unit introduced a process for providing management reporting of vital facts such as fl eet fuel usage by fuel type and cost, carbon dioxide emissions and accidents.

SDSSDS operates as the Queensland public sector’s leading supplier of offi ce and consumable products, furniture and education goods.

The business unit has more than 12,000 clients, including a number from interstate and overseas. Four out of ten clients do their buying through our award-winning online ordering portal, SDS Online.

SDS provides value-adding purchasing solutions that assist government clients to streamline their purchasing processes and manage their costs.

Major achievements and projectsLast fi nancial year SDS successfully carried out the Regional Trader Program, starting in Cairns, Townsville and Rockhampton.

Through partnerships with local businesses, the program contributes to regional development and has achieved sales in real terms, as well as positive trader and SDS client feedback.

Following early successes, the program is being extended to three new areas: Maryborough, Mackay and Mount Isa.

The business unit continued its strategic relationship with Education Queensland by supplying furniture for the new Prep-School Program.

In addition, the unit assisted schools damaged by fi re and other disasters by supplying furniture, within 24 hours where necessary. Our quick response dramatically reduced any disruption to school and community.

During the year the technology infrastructure of SDS Online was upgraded, offering clients an improved service that is faster and more personalised. The improvements opened up exciting new online opportunities including greater e-business capabilities.

QFleet’s Gayle Balsillie (left) and Maxine Heath helped plant 7000 tree seedlings as part of the fl eet manager’s commitment to the Greenfl eet program


GoprintGoprint is the Queensland Government’s provider of communications solutions, information management and associated services.

In its key role, the business unit supports government by providing Reserved Services, including the printing and distribution of Queensland legislation, Hansard, Government Gazettes, ballot and Budget papers, and other government information.

Goprint provides commercial graphic design, multimedia, printing, publishing, retail, and information-management services to government agencies.

Customers look to Goprint to deliver effective services and support so they can better serve their own clients.

To further improve effi ciency and quality, the unit is introducing new equipment and technology, changing its organisational structure, and reviewing work practices.

Major achievements and projectsPublic Works appointed the fi rst woman to act as Government Printer in Queensland.

At Goprint, we developed the Desktop Express online ordering facility, the fi rst of its type in the Australian print industry. Because of this initiative, the unit’s clients can now organise print jobs from their desktop.

As a further success, Goprint won the tender for communications and multimedia services to the Major Sports Facilities Authority. Sites include Suncorp Stadium, QE II, and the Brisbane Entertainment Centre.

Executive Services’ Chris Adams uses Workfl ow, the electronic system that enables service areas to streamline their business processes and respond more quickly and effi ciently to requests for information

Kerrie Tyndall was chosen to act as Queensland Government Printer


Corporate and Executive ServicesWhole-of-department Corporate and Executive Services support Public Works business units and policy divisions. The services are:

! Planning and Human Resources

! Finance

! Information Services

! Legal and Contractual

! External Relations

! Executive Services

! Internal Audit.

Major achievements and projectsPublic Works gained the Premier’s Award for Excellence in Public Sector Management for our Reconciliation Management Plan, Working for Reconciliation, coordinated by External Relations Unit.

Through a balanced scorecard approach introduced to the Department’s Corporate Plan—and all Business and Operational Planning—Planning and Human Resources continued to enhance corporate planning. In doing this, specifi c emphasis was placed on development and leadership.

Activities under the Pathways to Better Health and Safety Program continued to help all staff to improve their health and balance their lifestyle. Across the Department, various leadership and career development initiatives were also carried out.

In March 2003, Executive Services introduced an electronic workfl ow system to enable service areas to streamline business processes and respond more quickly and more effi ciently to requests for information. Operating in Explorer and Outlook, the e-mail-based Mincor system permits anyone on the Department’s global address list to receive and respond to a workfl ow request from Executive Services.

Note: At the end of May 2003, the Information Services Group, previously part of Finance and Information Technology Directorate, was redesignated as the Information Services Directorate, reporting directly to a new role of Chief Information Offi cer. Remaining elements of the Finance and IT Directorate were redesignated as the Finance Directorate.


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The success of Public Works refl ects the skills and strengths of our 4000-strong workforce. Our people are valued and this comes through in policy and action.

Training and developmentSignifi cant changes have been introduced to further enhance the quality of life for staff members and bring balance to their lives.

Offi cers from across the Department formed the Emerging Leaders Group and took part in a range of personal and leadership development processes designed to enhance member knowledge and skills.

The Department participated in the Queensland public sector pilot mobility program for Senior Executive Service (SES) offi cers.

Queensland Services Group employees took part in professional selling skills and expert selling strategies training, and purchasing and procurement training through Queensland Purchasing.

Project Services undertook training in Project Management, Computer Aided Design Applications, the Building Code of Australia, Value Management, Risk Management, Facilitation and Asset Management, Ecological Sustainability, Marketing for Senior Managers, General Site Safety Induction, Code of Conduct, First Aid and CPR Refresher, Switchboard Rescue and CPR Electrical Safety.

In addition, Project Services undertook training in Asset Management, Facilities Management, Property Management, Project Management, and Workplace Health and Safety.

In QBuild, more than 420 people undertook workplace health and safety training in Working on Roofs and environmental management technical training in Lead Abatement and Asbestos Auditing. The courses will be followed by Environmental Management System awareness training in 2003-04.

Three hundred QBuild employees also trained in Contract Administration for Minor Works including Superintendents Representative training.


The number of new trainees employed 2002-03

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Employment initiativesGraduates and cadetsPublic Works took on generic and specialist graduates from such fi elds as economics, human resource management, accounting, project management, engineering and architecture under the Graduate Employment Program.

At the end of June 2003, the Department had 20 graduates and two cadets, meeting our annual targets.

TraineesFor the past four fi nancial years, Public Works has achieved its trainee quota under the Breaking the Unemployment Cycle initiative, providing 241 traineeship opportunities–53 of them in 2002-03.

Within this quota, the Department exceeded its traineeship targets to engage 50 per cent women, fi ve per cent Aboriginal and Torres Strait Islander (ATSI) people, fi ve per cent people from non-English-speaking backgrounds (NESB), and fi ve per cent people with a disability. Public Works also achieved representation of Australian South Sea Islander (ASSI) people.

Target Group Public Sector Target DPW achievement as at 30 June 2003

Women 50% 77.36%

ATSI people 5% 11.32%

People with disabilities 5% 7.55%

People from NESB 5% 16.98%

ASSI No target 1.85%


ApprenticesAt the end of June 2003, Public Works had 325 apprentices on its books. Throughout the year, 334 apprentices were employed.

QBuild took on 93 new apprentices in March 2003, including 23 school-based apprentices. A further 13 Indigenous apprentices were employed throughout Queensland.

QFleet provided employment opportunities for eight apprentices employed by a group training organisation.

Number of apprentices employed as at 30 June 2003

2002-032001-022000-011999-001998-99

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300

350

400

QBuild’s Joy Leaver, Brian Hegarty and Samuel Wasaga with Indigenous employment advisor Karen O’Brien at an Indigenous Careers Expo in Brisbane


A diverse workplaceThe Department continued to demonstrate its commitment to Workplace Diversity during the 2002-03 planning period.

A new three-year Diversity Plan, introduced in April 2003, focused on greater representation across various target groups. This is an effort to ensure our workforce refl ects Queensland’s diversity.

To support the diversity management plan, strategic frameworks were developed for employing and supporting people with a disability, as well as people from diverse cultural and language backgrounds.

A support network set up for people with a disability will raise awareness of disability issues and carry out further initiatives.

By successfully introducing the Aboriginal and Torres Strait Islander Employment and Development Strategy, the Department achieved its target of 1.4 per cent representation of Indigenous employees by the end of 2002.

The profi le of Indigenous issues was raised in October 2002 when the Directors-General for the Departments of Public Works and Housing became joint Government Champions for the Indigenous community on Palm Island.

The Senior Women’s Group continued to assist staff to balance work and life, with a 12-month trial for the Australian Postal Institute Child Care Referral Service and telecommuting as a fl exible work option.

Public Works appointed the fi rst woman to act as Government Printer in Queensland.

The Department took part in the Migrant Work Experience Program, with three placements during 2002-03.

Apprentice Troy Hodges of Cairns (left) and A/Client Relations Manager James Thomas use a hinge recessing mini press at QBuild’s Cape York Region depot in Grove Street, Cairns

Project Services’ Ronald Wu, specialist architectural illustrator for Public Works


Public Works won the 2002 Premier’s Award for Excellence in Public Sector Management (left) for its Working for Reconciliation Plan

The Department won the 2002 Queensland Work and Family Awards – Large Business Award (above left) for balancing work and life initiatives


Workplace health and safetyPathways to Better Health and Safety acts on the health risk analysis of Public Works’ employees.

The program continues to identify the health risks and needs of both white- and blue-collar workers, emphasising personal health assessments.

Changes to the Workplace Health and Safety Act 1995 brought improvements to practices and processes, particularly in the building construction and property management areas.

In addition, the Department started carrying out requirements within the Queensland Government Smoking Policy, including appropriate signs.

Health and well-being sought for allPathways to Better Health and Safety continued to coordinate initiatives such as yoga sessions, massage, fl u vaccinations and CPR refresher training.

In a major addition to the program, 1000 personal health assessments were carried out for white-collar workers.

Another major achievement saw completion of a health needs analysis for the blue-collar workforce. The analysis pointed to personal health assessments as an initiative useful to these workers.

Reward and recognitionInternally, through an integrated reward and recognition system, Public Works recognises good work—from unit-specifi c awards to the Departmental Recognition of Excellence Awards.

Externally, the Department links with award programs including the Public Service Medal, Australian Honours system including the Australia Day Achievement Medallions, Premier’s Awards for Excellence, and the Queensland Work and Family Awards.

Professional development is seen as an imperative, as is attracting high-calibre future employees.

Winning Public WorksPublic Works had a year of success, starting with a triumphant victory for the Working for Reconciliation Plan at the 2002 Premier’s Awards for Excellence in Public Sector Management.

Closely following this was the Department’s success at the 2002 Queensland Work and Family Awards in the category of the Griffi th University Business Group Large Business Award for balancing work and life initiatives.

Building Division’s Dale Gilbert of the Built Environment Research Unit received one of the State’s highest honours, a Public Service Medal in the Queen’s Birthday Honours. Dale is regarded as a scientifi c pioneer in the fi eld of built environment.

Accepting the Premier’s Award for Excellence in Public Sector Management for the Working for Reconciliation Plan: Indigenous employment advisor Karen O’Brien, External Relations director Malcolm McMillan and QBuild’s Ron Fogarty


Our organisational structure

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Note: Staff fi gures are full time equivalent, rounded to 3843 as at 30 June.

DeputyDirector-General

1 Staff

Planning andHuman

Resources

25 Staff

ExecutiveServices

16 Staff

Internal Audit

6 Staff

Legal andContractual

16 Staff

ExternalRelations

12 Staff

Finance andInformation Technology

40 Staff

Building Division

159 Staff

Infrastructureand MajorProjects

9 Staff

ProjectServices

573 Staff

QBuild

2531 Staff

QueenslandPurchasing

49 Staff

SDS

107 Staff

QFleet

131 Staff

Goprint

167 Staff


Corporate governance

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The Department of Public Works is committed to ensuring effective and consistent corporate governance.

In 2002, the structure of committees that had whole-of-department responsibilities was reviewed. Consequently, a revised framework for corporate governance in the Department was developed and carried out.

Under the framework, the Corporate Governance Board provides stewardship for the Department with a number of governance committees—Risk Management, Information, Finance, Human Resources and Workplace Health and Safety—providing assistance to the Board.

An Audit Committee gives advice as required to the Director-General. To further enhance the corporate regime, the corporate governance structure has been constantly evaluated and minor operational changes introduced.

The Corporate Governance Board meets monthly to provide strategic direction and to consider policy, plans, strategies and projects.

In addition, an Executive Committee focuses on achieving communication and information sharing throughout the Department. The Director-General chairs both the Corporate Governance Board and the Executive Committee.

Stewardship

Management Structure Management Standards

Department of Public Works Corporate Governance Framework

Strategic Directions

Information Sharing

Control, Monitoringand Reporting

Leadership


MembershipsCorporate Governance Board! Director-General

! Deputy Director-General

! Director Finance and Information Technology

! Director Planning and Human Resources

! Group General Manager Queensland Services Group and General Manager QFleet

! General Manager Project Services

! General Manager QBuild

! Director Internal Audit

Executive Committee! Director-General

! Deputy Director-General

! Director Finance and Information Technology

! Director Planning and Human Resources

! Group General Manager Queensland Services Group and General Manager QFleet

! General Manager Project Services

! General Manager QBuild

! Director Internal Audit

! Director Queensland Purchasing

! Executive Director Building Division

! Director Legal and Contractual

! Director Infrastructure and Major Projects

! General Manager SDS

! Director External Relations

! Director Executive Services

! Deputy General Manager Goprint

Governance committeesThe governance committees report directly to the Corporate Governance Board.

Finance CommitteeChair: Director Finance and Information Technology

Provides advice and reports to the Corporate Governance Board on fi nancial strategies and practices required to achieve sound fi nancial corporate governance within legislative requirements.

Achievements:! Reviewed the Financial Management Practice Manual (FMPM) to improve fi nancial management in the Department. The revised

manual formed part of a review to align the Department’s fi nancial practices with changes to legislation and the Queensland Treasury accounting framework.

! Monitored issues arising from Internal Audit and Queensland Audit Offi ce audit reports.

! Checked the fi nancial performance of the Department’s business areas and provided advice to the Corporate Governance Board and the Director-General.

! Monitored the Department’s progress on signifi cant fi nance-related issues such as preparing Annual Financial Statements and the annual and mid-year budget processes.


Risk Management CommitteeChair: Group General Manager Queensland Services Group and General Manager QFleet until February 2003; Director Internal Audit after February 2003

Identifi es and reports areas of risk exposure to the Corporate Governance Board. Develops and manages the Department’s risk management policy and plans and distributes information on risk management principles.

Achievements:! Monitored the Department’s risk assessment and risk mitigation approach.

! Undertook workshops to develop a defi nitive enterprise-wide risk management plan. Integrated individual business-area risk registers into an enterprise-wide plan.

! Used in-house-developed risk management software to support the development of the enterprise-wide risk management plan.

Information Steering CommitteeChair: Director Finance and Information Technology

Provides advice on strategies to ensure effective, effi cient and secure information resources are provided, consistent with government policy and legislation.

Achievements:! Launched a review of the Department’s technical architecture to develop a model under the government’s Information Architecture.

! Endorsed the Department’s Information Privacy Plan.

! Cleared the way for a review of the Department’s Information and Communication Technology-related risk so that best practice (information standards) implementation can be prioritised.

! Oversaw the development of an ICT Policy Framework for the Department.

! Endorsed the Strategic Records Implementation Plan for the Department.

Human Resources CommitteeChair: Director Planning and Human Resources

Ensures human resources strategies and practices meet legislation, directives and corporate direction and monitors departmental performance in human resource management.

Achievements:! Continued input into a Leadership and Succession Planning Framework and Program.

! Endorsed a revised Graduate Employment Program.

! Oversaw the Staff Survey Program and related Data Integration processes.

! Endorsed ongoing developments to the Department’s Aurion HRM system, including an upgrade to Aurion Version 9.


0Workplace Health and Safety Peak CommitteeChair: General Manager Project Services

Checks and reports on issues on workplace health and safety and ensures a coordinated approach to managing workplace health and safety activities and projects.

Achievements:! Continued to carry out initiatives within the Department’s Pathways to Better Health and Safety Program to reduce health risks and

enhance the health and well-being of individual employees.

! Completed a Personal Health Assessment process for white-collar employees and other key workers as a major component of Pathways to Better Health and Safety.

! Conducted a Health Needs Analysis for blue-collar workers to identify required health initiatives.

! Provided direction and advice on carrying out the Queensland Government’s Smoking Policy across the Department of Public Works.

! Undertook a consultancy that developed a strategic Workplace Health and Safety Framework and Plan for implementation across the Department.

Audit CommitteeChair: Director-General

Provides advice on audit and audit-related matters to assist the Director-General discharge his responsibilities under the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997.

Achievements:! Endorsed the risk-based 2002-03 Internal Audit Plan.

! Monitored Internal Audit performance against the approved 2002-03 Plan targets.

! Checked the resolution of prior-period Queensland Audit Offi ce audit issues.

! Reviewed audit reports (moderate and high-risk audit fi ndings) and action taken to address these fi ndings.


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Strategic groupsThese groups report to the Director-General through the Corporate Governance Board.

Strategic Directions ForumChair: Director Planning and Human Resources, with members from a cross-section of senior employees

Supports the Corporate Governance Board. Encourages independent, continuous and strategic discussions and monitors, discusses and recommends balanced, forward-looking directions for the Department. Responsible for reviewing the Department’s Corporate Plan.

Senior Women’s GroupChair: Director Planning and Human Resources until October 2002; then Executive Director Support Services QBuild

Develops strategies and undertakes activities to improve the representation and retention of women in middle and senior management positions, building-related professions and trades, and other areas of the Department in which women are under-represented. Assists in the career advancement and development of women in AO2-AO3 equivalent positions.

Achievements:! Conducted three Springboard personal development training programs for non-management women from a range of government

departments in Brisbane and Townsville.

! Launched the Balancing Work and Life manual to all staff and management.

! Provided valuable project management opportunities for women through the Senior Women’s Development Groups.

! Conducted a lunchtime seminar series on career management.


Emerging Leaders GroupChair: Appointed from within the Group

Brings together a small cross-section of staff, appointed annually, who wish to contribute to the ongoing success and improvement of the Department. Provides members with access to personal and career development.

Achievements:! Conducted a major, whole-of-department project, entitled Leaders Speak, to coordinate, promote and ease the way for presentations

by leaders from various backgrounds and another on a review of areas of the Department that produce and supply furniture.

! Continued involvement in a range of personal and leadership development processes designed to enhance member knowledge and skills, including one-on-one career and coaching sessions.

! Continued representation on the corporate governance committees as a means of enhancing member knowledge and learning, sharing information and assessing possible projects.

! Reviewed the way the group works and recommended future activities for Emerging Leaders Groups.

Reconciliation Management CommitteeChair: Director-General

Integrates the contributions of all Public Works units towards the Queensland Government’s Reconciliation Program. Takes account of the outcomes sought by the Government under the Meeting Challenges, Making Choices Program as well as the broader priorities set by the Towards a Queensland Government and Aboriginal and Torres Strait Islander Ten Year Partnership Project.

Achievements:! Won the Bridges to Reconciliation section of the 2002 Premier’s Awards for Excellence in Public Sector Management. The award was

for the Department of Public Works Reconciliation Management Plan.

! Infl uenced an increase in the proportion of Indigenous staff, including apprentices, in the Department from 1.3 per cent to 2 per cent during the year.

! Supported the Director-General’s involvement as joint Government Champion of the Palm Island community, by developing marketing materials to help raise funds for construction of a modern youth centre on the island.

! Developed a cultural awareness protocol for Public Works staff and introduced processes for it to be included in a cultural awareness training program for the whole Department.

Director-General Mal Grierson with Sevese Isaro on Palm Island

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Our Corporate Governance Board

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Director-General

Mal Grierson

B.Econ, M.PubAdmin

Mal was appointed Director-General in October 1998.

He had previously held numerous senior Queensland Government positions, with extensive involvement with the private sector in the areas of information technology and building construction.

Mal is a member of the Institute of Public Administration Australia and the Australian Computer Society, and is Chair of the Australian Procurement and Construction Council.

Deputy Director-General

Gary May

BArch, MSc (Bldg), ARAIA

Gary brought years of experience in design and construction of major capital works, and innovative approaches to their procurement, to this position when he took on the role in March 1999.

He is a member of the Australian Procurement and Construction Council.

Director Finance and Information Technology

Tony Woodward

B.Bus (Accountancy), M.FinPlan, FCPA

A qualifi ed accountant, Tony has more than 30 years’ private and public sector experience in fi nance and information technology.

He was appointed to this position in May 1994.

Tony is responsible for fi nance and budget policy and planning across the Department.


Acting Director Planning and Human Resources

Stephen Long

BA

Stephen has performed this position since October 2002.

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

Stephen is responsible for the Department’s strategic planning, human resource management, industrial relations, organisational development and change management functions. He is the nominated Head of Corporate Services for the Department.

Stephen’s predecessor, Jan Phillips, has taken up the position of Executive Director Support Services at QBuild.

Group General Manager Queensland Services Group and General Manager QFleet

Les Clarence

Les has led QFleet since it was established in 1991 and has a wide range of experience in fl eet management and in commercialised government agencies.

The amalgamation of QFleet, SDS and Goprint created the Queensland Services Group, of which Les became Group General Manager in April 1999.

Les holds tertiary qualifi cations in transport management and has completed the University of Hawaii’s advanced management program. His strong leadership and delivery on business objectives have seen QFleet win several awards for excellence in the fl eet industry.

In recognition of outstanding service to the fl eet industry, Les recently won the Australasian Fleet Management Association (AfMA) 2003 Fleet Manager of the Year Award.

He is a member of the National Association of Fleet Administrators (USA), life member of AfMA and a Fellow of the Institute of Company Directors.

General Manager Project Services

Max Smith

B.Tech, FIE (Aust), CP Eng, FAICD, FAIB

A civil engineer by profession, Max has headed Project Services since January 1997.

He is accountable for the delivery of an annual $600m building capital works program.

Before joining the State Government, Max held a number of senior strategic positions within the Commonwealth Government.


General Manager QBuild

Tony Waters

BA, FAICD

Tony brought extensive experience in State and Commonwealth arenas to this role, when he took up the position in January 1997.

He is responsible for the Department’s delivery of maintenance, building, construction and community services to government agencies and communities throughout Queensland.

Director Internal Audit

Robyn Turbit

B.Commerce, B.Econ, MIIA

Robyn was appointed to this position in 2001.

She has extensive private and public sector experience in fi nancial management and auditing, including fi ve years in fi nancial management consulting.

Robyn is a member of the Institute of Internal Auditors.


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Executive Director Building Division

Keith Farr

DipArch

With nearly 40 years in the Department of Public Works, Keith has extensive experience in building procurement, asset management, property management and corporate real estate.

He has held this position since July 1998, overseeing the provision of policy advice, frameworks and guidelines on all aspects of asset management, as well as the provision and management of offi ce accommodation and employee housing for government agencies.

Director Queensland Purchasing

Christine Tonkin

BA, MBA, GradDip Procurement Mgt, FAIPMM

Christine has worked in the area of government procurement since 1995, the past six years as Director of Queensland Purchasing.

She is responsible for development and implementation of the State Purchasing Policy and provision of whole-of-government and agency procurement advice and training.

Director Legal and Contractual

John Scrivens

LLB, FIE (Aust), Solicitor (Qld)

John’s career has bridged both the engineering and legal professions.

He was admitted as a solicitor of the Supreme Court of Queensland in 1989 and appointed to his current position in April 1994.

John provides legal and contractual policy and support to executive management and all

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