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ANNUAL REPORT 2017–2018

Department of Innovation, Tourism Industry Development and the Commonwealth Games

ISSN 2201-2095

Letter of compliance30 September 2018

The Honourable Kate Jones MPMinister for Innovation and Tourism Industry Development and Minister for the Commonwealth Games 1 William StreetBrisbane Qld 4000

Dear Minister

I am pleased to submit for presentation to the Parliament the Annual Report 2017–2018 and financial statements for the Department of Innovation, Tourism Industry Development and the Commonwealth Games.

I certify that this annual report complies with:

the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009

the detailed requirements set out in the annual report requirements for Queensland Government agencies.

A checklist outlining the Queensland Government’s annual reporting requirements is included in appendix two of this report or accessed at www.ditid.qld.gov.au.

Yours sincerely

Damien WalkerDirector-GeneralDepartment of Innovation, Tourism Industry Development and the Commonwealth Games

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

Public availability

PDF versions of this annual report are available online at www.ditid.qld.gov.au.

Enquiries about this document are welcome via phone or mail:

Queensland callers only: 13 QGOV (13 74 68)

Outside Queensland: (07) 3333 5231

Post: PO Box 15168, Brisbane City East Qld 4002, Australia

© The State of Queensland (Department of Innovation, Tourism Industry Development and the Commonwealth Games) 2018.

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The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual report, you can contact us on either of the numbers above and we will arrange an interpreter to effectively communicate the report to you.

ContentsLetter of compliance............................................................................................................................. 2

About our annual report....................................................................................................................... 5

From the Director-General – the year in review.................................................................................7

2017–2018: Performance highlights..................................................................................................10

1. About the department................................................................................................................12

Who we are................................................................................................................................... 12

Our role......................................................................................................................................... 12

Our leaders................................................................................................................................... 12

Our structure................................................................................................................................. 14

Our values..................................................................................................................................... 15

Our strategic objectives for 2017–2018.........................................................................................15

Our strategic direction for 2018–2022...........................................................................................16

Our services.................................................................................................................................. 16

Our strategic risks.........................................................................................................................17

Legislation administered by the department..................................................................................18

2. Our financial performance.........................................................................................................18

3. Our service performance...........................................................................................................24

Advancing Queensland through Innovation..................................................................................25

Tourism Industry Development.....................................................................................................31

Tourism Industry Development – Tourism....................................................................................33

Tourism Industry Development – Special Projects Unit................................................................37

Tourism Industry Development – Office of the Commonwealth Games........................................41

Other whole-of-government plans and specific initiatives.............................................................45

4. Our governance..........................................................................................................................46

Our partners.................................................................................................................................. 46

Governance framework................................................................................................................. 47

Boards and Committees................................................................................................................48

Audit arrangements and risk management...................................................................................51

External assurance....................................................................................................................... 52

Risk management......................................................................................................................... 54

Information management..............................................................................................................54

5. Our people.................................................................................................................................. 57

6. Contacts and locations..............................................................................................................60

Appendix 1: Governance committees...............................................................................................61

Appendix 2: Acronyms....................................................................................................................... 67

Appendix 3: Compliance checklist....................................................................................................69

PART B: Financial statements: .........................................................Refer to www.ditid.qld.gov.au

About our annual reportThe Department of Innovation, Tourism Industry Development and the Commonwealth Games (DITID) Annual Report 2017–2018 is an integral part of our corporate governance framework. It is a key tool in ensuring we are accountable to stakeholders, the Queensland Parliament and the community about our activities.

Under the Financial Accountability Act 2009 (the Act), Tourism and Events Queensland (TEQ) produces a separate annual report and financial statements on the administration of the Tourism and Events Queensland Act 2012.

Under the Act, the Gold Coast 2018 Commonwealth Games Corporation (GOLDOC) also produces a separate annual report and financial statements on the administration of the Commonwealth Games Arrangements Act 2011.

View our report online

This report and the information on DITID government bodies is available online: http://www.qld.gov.au/ditid/annual-report.

Several annual reporting requirements for this year are addressed by publishing information on the Queensland Government Open Data website. These are:

consultancies overseas travel Queensland Language Services Policy.

For further information, please visit https://data.qld.gov.au.

More enquiries

For enquiries about this annual report, contact the Director, Accountability and Assurance, DITID Corporate, on +61 07 3333 5231 or [email protected]

Department of Innovation, Tourism Industry Deveopment and the Commonwealth Games Annual Report 2017–2018 6

Machinery of government changesAs a result of machinery of government changes that came into effect on 12 December 2017, the former Department of Tourism, Major Events, Small Business and the Commonwealth Games was renamed the Department of Innovation, Tourism Industry Development and the Commonwealth Games.

Incoming and outgoing divisions or functionsThe following table outlines those divisions or functions that joined the department and those that left.

Table 1: Functions that joined the department and those that left

Joined the department Left the department

Innovation – 12 December 2017 Office of Small Business – 12 December 2017

Integrated Resort Developments and Global Tourism Hubs – 12 December 2017

Contract and Investment Management Unit – 21 December 2017*

Related annual reportsThe following tables outline where the non-financial performance information and financial statements for the incoming and outgoing divisions or functions can be located and the periods of reporting that are covered.

Table 2: Incoming divisions or functions – financial statements

Division/function and reporting period Related annual report

Innovation – 1 July to 12 December 2017

Contract and Investment Management Unit –

1 July to 12 December 2017*

Department of Science, Information Technology and Innovation Final Report –

1 July to 12 December 2017

Integrated Resort Developments and Global Tourism Hubs – 1 July to 12 December 2017

Department of State Development, Manufacturing, Infrastructure and Planning Annual Report 2017–2018

Table 3: Outgoing divisions or functions – non-financial performance information

Division/function and reporting period Related annual report

Office of Small Business –

1 July 2017 to 30 June 2018

Department of Employment, Small Business and Training Annual Report 2017–2018

* It was agreed with the Queensland Audit Office that financial transactions for the Contract and Investment Management Unit would be recognised by DITID effective from 13 December 2017 as the transactions for the short period to 21 December 2017 were not material and therefore not required to be reported by the Department of Environment and Science.


From the Director-General – the year in reviewQueensland’s future is built on our global success – as an engine room of innovative products and services, as a destination for visitors and students, and as the location for world-class major events. This future creates jobs and opportunity across our State. Securing this future is the mission of the newly formed DITID. We can report significant success in 2017–2018, laying the foundations for strong progress going forward.

World-class Games

More than one billion people around the world were watching the biggest event in Queensland’s history – the April 2018 Commonwealth Games on the Gold Coast. This event was our chance to shine, and we did. The Games were delivered on time and on budget, and will provide a transformational economic legacy for the State, delivering a multi-billion dollar benefit for Queensland and supporting thousands of jobs.

The Office of the Commonwealth Games (OCG) in DITID led the government’s delivery of the Games. A key focus of our role has been to partner with GOLDOC, the City of Gold Coast and the Australian Government, to maximise the legacy of the Games.

The Games were an exemplar in collaborative and strategic engagement. This was exemplified in the delivery of Festival 2018, the State’s largest ever cultural festival; the Reconciliation Action Plan, the first ever for a Commonwealth Games; and Trade 2018, another first for the Commonwealth Games, which brought 38 international delegations from 26 countries to the Gold Coast, and of course a successful 11 days of sport.

Growing the visitor economy

Gold Coast 2018 Commonwealth Games (GC2018) confirmed Queensland as an events powerhouse, and was pivotal to our strategy to grow the tourism sector that injects $25 billion annually into the Queensland economy and employs 217 000 Queenslanders.

DITID’s Tourism Division works closely with TEQ; in 2017–2018, TEQ continued its excellent work, securing international business events, supporting major events and regional events that have generated $477.3 million to the Queensland economy through direct and incremental expenditure.

Connecting Queensland to key markets is critical for our tourism success. In 2017–2018, more than one million additional airline seats have been secured into Queensland, injecting $0.77 billion overnight visitor expenditure into the Queensland economy, through the department’s Attracting Aviation Investment Fund and the Connecting with Asia Fund.

DITID has worked strategically with industry to ensure Queensland tourism has the infrastructure it needs for ongoing growth, including demand from new markets and changing visitor expectations. For example, the department has continued its strong collaboration with Brisbane Marketing to deliver the Brisbane Hotel Strategy with five new Brisbane hotels opening in 2017–2018. This is part of a $14 billion tourism infrastructure pipeline of projects across Queensland, a number of which the department has helped secure and continues to facilitate, such as the development of three new high-end hotels in Cairns.

Following the devastation of Severe Tropical Cyclone Debbie to the Whitsunday region in March 2017, the department has delivered a $10 million tourism recovery package jointly funded with the Australian Government. Key projects have received funding and facilitation support under this


initiative, which has helped the sector get back on its feet, and will improve and diversify its tourism offerings.

The department has led oversight of major new build projects such as the Queen’s Wharf Brisbane Global Tourism Hub, and ecotourism initiatives such as the Wangetti Trail, that will transform tourism in Queensland.

The current government investment in tourism industry development is a game changer. Working closely with industry, we can position Queensland at the forefront of sector growth nationally and internationally, creating more jobs for Queenslanders, especially in our regions.

It is an exciting opportunity for Queensland to be at the forefront of tourism nationally with these game-changing projects, riding the wave of international trends in visitor needs, especially relating to Global Tourism Hubs.

Advance Queensland

Innovation is central to economic growth, jobs and the future of Queensland. Advance Queensland (AQ) is the government’s flagship $650 million initiative to drive innovation. DITID, through our Innovation Division, is leading AQ. Through AQ programs, real results are being generated. As at 30 June 2018, the projects of over 3000 innovators are being backed, driving more than 12 500 jobs.

The private sector sees the value of these projects, committing $500 million in matched funding. Nearly half of these projects are in regional Queensland. AQ has strong reach, with 35 000 attendees at events organised across the State to encourage people to turn their ideas into reality.

In 2017–2018, the Innovation Division delivered a range of successes including:

Ignite Ideas, the hugely popular commercialisation program, helped a further 80 firms take their product to market and investors in sectors like agriculture, resources and manufacturing

autonomous systems, bringing together drones and artificial intelligence as key platform technologies, has received a huge boost with the $100 million Defence Co-operative Research Centre in this area now based in South East Queensland, a major new partnership with Boeing, and several Queensland small-and-medium enterprises to develop new systems for defence

more startups from around the world were attracted to Queensland through the Australian first Hot DesQ program, including many based in regional Queensland

helping to save the Great Barrier Reef through an innovation challenge to boost coral abundance, being undertaken jointly with the Australian Government and the Department of Environment and Science (DES)

Myriad Air, a planeload of entrepreneurs, investors, and corporates, was chartered from San Francisco to Brisbane (‘the Valley to the Valley’) as part of the Myriad Innovation Festival attended by nearly 5000 people.

The Office of the Queensland Chief Entrepreneur works closely with the Innovation Division and has run more than 46 events with 6350 people attending since opening in 2016, as well as encouraging investment in startups with support for Angel investor groups in towns across Queensland.

Minister Jones was appointed ministerial champion for Study Queensland and the Digital Economy to maximise opportunities between the tourism and international education sectors, and advocate for better use of our existing fibre networks to deliver improved digital connections across the State.


It was also an opportunity for collaboration across DITID with our hosting of Tourism, Innovation and Study Queensland events at Trade 2018, while TEQ used the Games as an opportunity to showcase Queensland to a global TV audience of 1.5 billion, and launch its new marketing campaign Find Your Perfect Next.

Delivering our work in DITID depends heavily on sound corporate governance that enables staff to operate in an agile, collaborative, safe and respectful workplace. DITID has boosted its ability to create this environment by standing up its own corporate services unit, delivering human resources, performance and planning, Right to Information and privacy, risk management and strategic procurement following the machinery of government changes.

There is a high priority to engage staff around our strategic objectives and this is done through regular messaging, an engaging intranet platform and targeted initiatives that bring staff together to tap into collective knowledge. DITID is a White Ribbon accredited workplace and we will continue to prioritise a safe and respectful work environment.

DITID has much to look forward to, but we can also look back with pride at the many achievements of the 2017–2018 financial year. It has been an opportunity to show leadership and innovation in the way we work, and I am certain that all DITID staff will carry these learnings into the future as we embark on many significant projects in 2018–2019.

Damien WalkerDirector-GeneralDepartment of Innovation, Tourism Industry Development and the Commonwealth Games


2017–2018: Performance highlightsDITID has a lead strategic role with the Advance Queensland agenda, growing the State’s visitor economy, international education and major events program. In an increasingly competitive global economy, we are working to position Queensland as a vibrant innovation hub and an attractive investment destination for venture capital and corporate investment.

Driving economic growth:

$2 billion spend on hosting the Games

generated a $2 billion boost to the

Queensland Gross State Product

A further $2.6 billion private and public

infrastructure development

Advance Queensland projects have

leveraged over $500 million in external

investment

Job creation:

Our tourism industry supports 217 000 jobs

for Queenslanders

The Commonwealth Games forecast to

generate 16 000 full-time equivalent jobs

with over 30 000 workers

Advance Queensland is supporting over 3600 innovators

whose projects are driving over 12 500

jobs

Advancing Queensland through Innovation

130 innovators participated in the MIT Innovation and

Entrepreneurship Bootcamp to focus on technology-enabled

innovation in Queensland’s key industry sectors

Close to 70 clinics delivered for Queensland firms with high-growth potential through the

Growing Queensland’s Companies program

2380+ attendees at events run by the Office of the

Queensland Chief Entrepreneur

Supported 200+ small-and-medium size businesses with

opportunities to commercialise market-ready innovative ideas

under the Ignite Ideas Fund

Securing major partnerships with global leaders in emerging

technologies including autonomous systems and battery storage technology

Working with 137 partners across Queensland to

support regional innovation and create new opportunities

for local economies


Tourism Industry Development

Facilitated a tourism infrastructure investment

pipeline of over $14 billion

54 000 tourism-related businesses

TEQ supported:69 major events,

19 business events and 70 destination events

Established the Young Tourism Leaders Program with

17 leaders chosen to inspire our next generation of tourism

workers

Five new Brisbane hotels opening in 2017–

2018 through successful collaboration with Brisbane

Marketing

24.5 million visitors (year ending March 2018)

Gold Coast 2018 Commonwealth Games

Estimated 1.5 billion global audience

Gender equality in medals, with the same number of events for

men and women for the first time in the history of mega-

sporting events

More than 1.1 million attendances to Festival 2018

Over 100 organisations gifted over 20 000 pieces of sports equipment, to be used in 80 locations across Queensland

Implemented the world-first Reconciliation Action Plan for the Commonwealth Games

Hosted the biggest ever sporting event in Queensland

2500+ attendances at 32 Trade 2018 events and site visits

across Queensland


1. About the departmentOur vision is to drive economic growth and job creation through innovation, tourism industry development and major events. We work collaboratively with industry and other government agencies to harness strategic opportunities.

Who we areDITID has a lead strategic role with the Advance Queensland agenda, growing the State's visitor economy and major events program. It has a further role in realising the legacy of GC2018.

Our roleThe department has a key focus to grow a stronger and more collaborative innovation ecosystem in Queensland, a more resilient and competitive tourism industry and maximise the economic benefits of major events.

We work collaboratively with industry and other government agencies to further the Advance Queensland agenda and develop the strategies and capabilities to deliver the Queensland Government’s Our Future State: Advancing Queensland Priorities. These priorities are:

create jobs in a strong economy a great start for all our children healthy Queenslanders safe communities protect the Great Barrier Reef a responsive government.

Our leaders Our senior leaders are committed to building a strong, agile department.

The following people were members of the Executive Management Group (EMG) as at 30 June 2018.

Damien Walker, Director-General

Damien was announced the Director-General of the Department of Innovation, Tourism Industry Development and the Commonwealth Games in December 2017.

Previously, he was the Director-General of the Department of Tourism, Major Events, Small Business and the Commonwealth Games (DTESB).

Damien has also been a Deputy Director-General in the Department of State Development, the Department of Housing and Public Works and was Queensland’s Deputy Coordinator-General.

Before leaving Adelaide to live in Queensland, Damien held senior executive roles in the South Australian Government in infrastructure planning and delivery, investment facilitation, program and contract management and reform implementation. Immediately prior to his move to Queensland, Damien led the delivery of major health infrastructure, including the $2 billion New Royal Adelaide Hospital, the South Australian Health and Medical Research Institute, and the Glenside Campus Redevelopment.

Damien holds academic qualifications in public policy and planning, and has broad experience, particularly in the economic development and


strategic planning arena.

Paul Martyn, Deputy Director-General, Innovation

Paul heads up the Advance Queensland agenda for innovation-led economic growth. He has responsibility for innovation policy and for a range of programs to support growth and entrepreneurship.

Paul has an extensive career across government focusing on working with industries, firms and regions to successfully grow and compete in a global context. He has held senior roles in policy development, regulatory reform, commercial analysis, investment facilitation and program delivery.

Paul undertook his Masters at the University of London in science policy, in the United Kingdom, and was a criminal defence lawyer before joining the State Government.

Jeffrey McAlister, Deputy Director-General, Tourism and Major Events

Jeff joined the Queensland Government as Deputy Director-General of Tourism in October 2016, coming from Darwin where he was Director-General of Asian Engagement, Trade and Investment for the Northern Territory Government. Jeff previously worked for the New Zealand Government and enjoyed roles at the interface of industry development and international engagement.

He sees tourism as a strategic industry, promoting linkages between people and places, and spurring exports, investment, education and migration. He helped Northern Territory industry strengthen tourism, trade and investment with Asian markets, and developed a new tourism supply chain between South America and New Zealand.

David Edwards, Projects Chief Executive, Special Projects Unit

David's professional background is in economics, infrastructure, project management and public policy.

He has had a distinguished and successful career at senior levels in the State's public and private sectors in the field of economic policy and infrastructure development.

He is the Projects Chief Executive of the Special Projects Unit with responsibility for the delivery of Queen's Wharf Brisbane, the largest private property development in the nation, and other major Global Tourism Hubs.

In addition to his role with DITID, David is Chair of the Ipswich Grammar School Board of Trustees, a member of the State Advisory Council for the Committee for Economic Development of Australia, the Chairman of Lifetec (a not-for-profit organisation supporting people with disabilities), and a member of the Board of the Wesley Mission Brisbane (a not-for-profit community service organisation that provides a range of services to support people in need).

Kerry Petersen, Deputy Director-General, Office of the Commonwealth Games

Kerry returned to the Office of the Commonwealth Games as Deputy-Director General after using her previous experience in delivering GC2018 infrastructure to lead the delivery of other significant public infrastructure programs and projects in multiple State Government agencies.

She brings 27 years of public sector experience, having worked across multiple Queensland Government agencies with more than a decade in senior leadership roles. Kerry started her career in the public service as an


architectural cadet after studying for a Bachelor in Architecture, graduating with Honours.

Kerry has a reputation for forging productive stakeholder relationships and partnerships, as well as a commitment to exemplar corporate governance and the professional development of high-performing teams – all of which have been critical to her success in leading large teams, complex programs and maximising cross-government opportunities.

She is part of the executive coordination group that works proactively across partner organisations to deliver better economic outcomes for Queensland and a lasting legacy for the State through the delivery of a successful GC2018.

Our structureFollowing machinery of government changes, the department underwent a structural realignment resulting in the organisational structure in Figure 1 below:

Figure 1: The DITID organisational structure

Our services are delivered by four divisions, and our service delivery is strengthened by strong partnerships with portfolio statutory bodies, industry and other government agencies. The department works closely with two statutory bodies that are part of the portfolio: TEQ and GOLDOC.

TEQ works to showcase Queensland as an attractive destination for tourists, events and experiences. It facilitates the promotion, marketing and development of tourism to and within Queensland, as well as attracting and developing events.

GOLDOC was established in 2012 to work with government and Games delivery partners to conduct an athlete-focussed Commonwealth Games with excellent competition in a fun and friendly environment with long-lasting benefits for the Gold Coast, Queensland, Australia and the Commonwealth.


Our valuesThe department promotes Queensland public service values: customers first, ideas into action, unleash potential, be courageous and empower people.

We know our customers, deliver what matters to Queenslanders and show empathy in decision-making.

We challenge the norm, encourage new ideas and find solutions, encourage and embrace new ideas, and work across boundaries.

We expect greatness, lead and set clear expectations, and seek, provide and act on feedback.

We own our actions, successes and mistakes, take calculated risks, and act with transparency.

We lead, empower and trust, and play to everyone’s strengths, developing ourselves and those around us.

Figure 2: Queensland public service values

Our strategic objectives for 2017–2018To achieve our vision, Innovation and Tourism Industry Development deliver the objectives of Advancing Queensland through our four service divisions:

Objective Key performance indicators Responsible division

Inno

vatio

n

Advancing Queensland through Innovation to deliver innovation-led growth and jobs

A flourishing innovation ecosystem in Queensland with:— a higher rate of startup formation— increased business and jobs growth

Innovation

Tour

ism

Indu

stry

Dev

elop

men

t

Queensland’s tourism industry attracts a greater international and domestic market share of visitors and increases yield per visitor

Increase in market share of overnight visitor expenditure

Increase in visitor numbers Increase in capital attracted into tourism

investment

Tourism

Facilitate a pipeline of strategic projects

Value of capital being developed or delivered through projects

Estimated number of jobs enabled through projects developed or delivered

Special Projects Unit

GC2018 delivers economic and community benefits for Queensland

GC2018 contributes to Queensland’s economy and jobs

Office of the Commonwealth Games

Table 4: Our strategic objectives for 2017–2018


Sources: Department of Science, Information Technology and Innovation Strategic Plan 2017–2021; Department of Tourism, Major Events, Small Business and the Commonwealth Games Strategic Plan 2017–2021; Department of State Development Strategic Plan 2017–2021.

In 2017–2018, we contributed to the Queensland Government’s objectives for the community of creating jobs and a diverse economy by:

supporting innovative practice across government and leading the $650 million Advance Queensland initiative to foster innovation and entrepreneurialism, capitalise on our natural advantages, and help raise Queensland’s profile as an attractive investment destination

working in partnership with TEQ and the Queensland tourism industry, to grow visitors yield and jobs, and create a business environment conducive to a strong, profitable and globally competitive tourism industry

delivering four new venues and seven upgrades to existing venues, the Arts and Culture Program and the Embracing 2018 Legacy Program. This was achieved through the department’s Office of the Commonwealth Games, working in partnership with the Department of State Development Manufacturing, Infrastructure and Planning (DSDMIP), GOLDOC, the City of Gold Coast and the Australian Government and GC2018 event cities Brisbane, Townsville and Cairns.

Our strategic direction for 2018–2022The State Government’s Our Future State: Advancing Queensland Priorities is a clear plan to advance Queensland – both now and in the future. It outlines the Queensland Government’s key objectives for the community and has three objectives that directly align with the key commitments of DITID; create jobs in a strong economy, protect the Great Barrier Reef, and be a responsive government.

As a result of these key priority areas and machinery of government changes in December 2017, the department launched a new strategic plan in July 2018 and our 2018–2019 annual report will reflect our achievement against this new plan.

Our services

InnovationInnovation is front and centre for the Queensland Government’s economic strategy and Advance Queensland has a key role in sharpening the State’s future focus.

The Innovation portfolio is responsible for leading and supporting innovative practice across government and leading the $650 million Advance Queensland initiative to foster innovation and entrepreneurialism, capitalise on our natural advantages, and help raise Queensland’s profile as an attractive investment destination.

Tourism The Queensland tourism portfolio includes DITID and TEQ. The department is the government’s first advisor on tourism, and works closely with the private sector and across government to build the State’s tourism infrastructure and create a favourable environment for the industry to grow. TEQ is a statutory body reporting to the Minister for Innovation and Tourism Industry Development and Minister for the Commonwealth Games. TEQ facilitates the promotion, marketing and development of tourism to and within Queensland, as well as developing and managing events.

Special Projects Unit SPU is a specialised work unit that achieves economic development outcomes through delivery of Integrated Resort Development (IRD) projects, Global Tourism Hub (GTH) projects and other


initiatives supported by government. SPU manages Queen's Wharf Brisbane and the State’s GTH program, including Tropical North Queensland.

SPU has well-established networks with industry, State Government agencies and local governments, and the team works collaboratively with stakeholders and departmental colleagues to progress multi-year development projects from concept through to operation.

Office of the Commonwealth GamesThe Office of the Commonwealth Games led a coordinated approach to the Queensland Government’s delivery of GC2018.

From 4–15 April 2018, GC2018 hosted 11 unforgettable days of world-class sporting competition. More than 6600 athletes and team officials from 71 nations and territories came to Queensland for GC2018. The Games were delivered by GOLDOC, in partnership with the Queensland Government, Australian Government, City of Gold Coast, and other Games Delivery Partners including event cities of Brisbane, Cairns and Townsville.

The Office of the Commonwealth Games will continue to finalise the delivery of the Embracing 2018 Legacy Program, the dissolution and transfer of knowledge of the GC2018 before being dissolved in December 2018.

Our strategic risksConsidering our strategic opportunities and recognising our connected and diverse responsibilities, DITID’s key strategic risks are:

global competition for infrastructure investment and increased investment into emerging markets

ongoing competition from international and domestic destinations continues to challenge efforts to drive conversion, resulting in a decline in Queensland’s market share of Australian and international visitation

government investment to grow aviation access does not result in ongoing capacity growth due to the dynamic nature of the global aviation market

unstable global economic conditions and/or geopolitical instability can have significant implications on visitor and investor decisions, including visitors regarding exchange rate fluctuations

major weather events can disrupt the tourism sector and impact on visitation in affected regions

ability to secure and retain suitably skilled people at the right time and manage the workload variability needed for projects that are short-term, time-critical or involve new technologies

diverse interests and expectations of stakeholders, business customers and the community may affect DITID’s ability to deliver outcomes.

Legislation administered by the departmentDITID was established under Administrative Arrangements Order (No. 3) 2017 dated 12 December 2017. The Administrative Arrangements Order details the responsibilities of the relevant minister, as well as legislation that is required to be administered within the portfolio.

In 2017–2018, the department administered the following legislation for the Minister for Education and Minister for Tourism, Major Events and the Commonwealth Games.

Legislation administered by DITID, 2017–2018

Commonwealth Games Arrangements Act 2011


Major Events Act 2014

Queen’s Wharf Brisbane Act 2016 (Chapter 5, Part 1)

Tourism and Events Queensland Act 2012

Traveller Accommodation Providers (Liability) Act 2001.

2. Our financial performanceThe 2017–2018 financial statements have been prepared on the basis of the former DTESB’s service areas of Tourism and Events Development and Small Business Services included in the 2017–2018 Service Delivery Statements. Following the machinery of government changes in December 2017, the Innovation service area has been added for the 2017–2018 financial year. These service areas are different to those noted in other areas of this annual report, which have been based on the DITID 2018–2019 Service Delivery Statements, and its new service areas of Tourism Industry Development and Advancing Queensland through Innovation.

Financial summaryThis financial summary provides an overview of DITID’s financial performance for 2017–2018. A more comprehensive view of DITID’s financial performance for 2017–2018 is provided in the financial statements included in this Annual Report.

As a result of the Administrative Arrangements Notice No.3 dated 12 December 2017, the department was renamed from DTESB to DITID. These machinery of government changes also impact the following departmental service areas:

Gains: Responsibility for Innovation was transferred from the abolished Department of Science,

Information Technology and Innovation (DSITI) with the department establishing a new Innovation Service Area, with the effective date for financial reporting from 13 December 2017*

Responsibility for Integrated Resort Developments and Global Tourism Hubs was transferred from DSDMIP, which has been included within the Tourism and Events Development Service Area, with the effective date for financial reporting of 1 January 2018.*

Loss: Responsibility for Small Business Services was transferred out to the newly established

Department of Employment, Small Business and Training, with the effective date for financial reporting of 1 January 2018.*

*In accordance with the Financial Accountability Act 2009 (s.80), if the transferring department is abolished, redistribution is to occur from the following day; however, if the transferring department is not abolished, redistribution is to occur from the first day of the month immediately following the redistribution for the purposes of financial reporting.


2017–2018 Statement of AssuranceIn accordance with the Financial Accountability Act 2009, the Chief Finance Officer has provided the Director-General with a statement that DITID’s financial internal controls are operating efficiently, effectively and economically. DITID actively manages its financial risks and liabilities, and is financially well-positioned to meet its objectives.

Operating result

The department reported a balanced budget and operating result for 2017–2018. For the 2017–2018 financial year, DITID was primarily funded by parliamentary appropriations (departmental services revenue) of $265.4 million (90%), with the remaining funding of $28.7 million (10%) coming largely from grants and other contributions, which includes $19.6 million from the City of Gold Coast relating to GC2018.

90%

10%Service Revenue

Grants and OtherContributions

Figure 3: Operating revenues for 1 July 2017 to 30 June 2018

Expenses

Total operating expenses for the year were $294.1 million including:

$28.8 million (10%) in employee costs

$28.8 million (10%) for supplies and services including contractors and consultants, GC2018 annual marketing rights licence fees and accommodation leasing costs

$186.2 million (63%) in grants and subsidies payments including $129.6 million in grants for the delivery of GC2018 and construction of venues

$50.3 million (17%) in other expenses including deferred appropriation funding received by DITID that remained unspent at year end, which primarily relates to GC2018 and Advance Queensland.


10%

10%

63%

17% Employee Expenses

Supplies and Services

Grants and Subsidies

Other Expenses

Figure 4: Operating expenses for 1 July 2017 to 30 June 2018

During 2017–2018, DITID’s services were grouped into three service areas:

1. Tourism and Events Development to develop and influence policy that creates an environment to support economic growth in the tourism sector; work in partnership with industry to increase the ability of the tourism sector to be more competitive in global and domestic markets; and attract and coordinate government support for the delivery of major events and maximise the economic benefits from hosting major events in Queensland.

2. Innovation to nurture and attract scientific and entrepreneurial talent; invest in the translation of scientific research to deliver economic, social and environmental outcomes for Queensland; increase collaboration between business, industry and research with international partners; increase the rate of startup formation and help businesses grow through innovation; invest with partners to build Queensland's capacity to conduct innovative research and development, and to attract and retain the best and brightest; and encourage greater innovation in government and the benefits of government as a lead customer for emerging technologies.

3. Small Business Services to ensure businesses can seamlessly interact with government and are better equipped to manage and grow their businesses.

The graph below provides a breakdown of operating expenses into three service areas:

1. Tourism and Events Development ($237.3 million or 81%) including GC2018 expenses of $184.2 million

2. Innovation ($46.5 million or 16%)

3. Small Business Services ($10.3 million or 3%)


81%

16%

3%

Tourism and EventsDevelopment

Innovation

Small BusinessServices

Figure 5: Operating expenses by service areas for 1 July 2017 to 30 June 2018

Capital expenditure

Capital acquisitions of $2.1 million for buildings and infrastructure are temporary only for state-owned venues for the GC2018. At the end of each financial year, these venues are transferred to Stadiums Queensland and are not recorded as assets of DITID. The department also made capital grant payments of $8.6 million, mainly for the Carrara Precinct for wrestling and badminton facilities, and Village Roadshow Sound Stage 9 for squash, table tennis and boxing facilities.

Administered funds

Administered funds are those where a department does not have control but is charged with administering the funds efficiently and effectively on a whole-of-government basis.

During 2017–2018, DITID received administered appropriation revenues totalling $626.9 million, and made grant payments of $529.5 million to the GC2018 Corporation and $97.4 million to Tourism and Events Queensland.

Outlook for 2018–2019

Operating budget

Total expenses are estimated to be $222.8 million in 2018–2019. This represents a decrease of $71.3 million when compared to actual 2017–2018 expenses of $294.1 million. The decrease is mainly due the completion of the GC2018 in April 2018, partially offset by additional expenses for Advance Queensland, Advancing Tourism Fund, Great Barrier Reef Island Rejuvenation Package, and Great Keppel Island Recovery Package.

Capital expenditure

The 2018–2019 budget for capital expenditure is $34.6 million and includes:

$12.4 million allocated in 2018–2019 to the Regional Tourism Infrastructure and Experience Development Program to assist communities to grow tourism by developing new and improved tourism experiences which includes the facilitation of outback tourism infrastructure projects

$10 million allocated for the Great Barrier Reef Island Rejuvenation Package to help industry rejuvenate Great Barrier Reef Island resorts and offer world-class experiences to visitors


$5.8 million allocated in 2018–2019 to the Great Keppel Island Recovery Package to support the delivery of major tourism infrastructure improvements

$3.1 million allocated for the finalisation of works on GC2018 venues to enable ongoing public and community use of the facilities for post-Games events

$2.2 million allocated in 2018–2019 for the Australian Workers Heritage Centre to help meet costs of refurbishment and extension of premises and exhibits

$0.9 million in capital grants for the construction of the Mackay Tourism Visitor Centre and Mt Inkerman Nature Tourism Development under the Significant Regional Infrastructure Project Program

$0.2 million in capital purchases for Carrara Stadium upgrades.


3. Our service performanceThe following section provides details of the department’s performance against the 2017–2018 Budget Paper No. 5 – Service Delivery Statements as at 30 June 2018, including results against annual targets.

Changes to service structureFollowing machinery of government changes in December 2017, the department’s service structure for 2017–2018 was amended as shown below.

Service area and date of transfer Incoming and date of transfer Transferred from

Advancing Queensland through Innovation – Administrative Arrangements Order (No. 3) 2017(12 December 2017)

Innovation(12 December 2017)

The (abolished) Department of Science, Information Technology and Innovation

Tourism and Industry Development (existing)*

Integrated Resort Developments and Global Tourism Hubs(12 December 2017)

Department of State Development, Manufacturing, Infrastructure and Planning

Advancing Queensland through Innovation – Administrative Arrangements Order (No. 4) 2017(21 December 2017)

Contract and Investment Management Unit(21 December 2017)

Department of Environment and Science

Service area and date of transfer Outgoing and date of transfer Transferred to

Small Business Services –Administrative Arrangements Order (No. 3) 2017(12 December 2017)

Office of Small Business (12 December 2017)

Department of Employment, Small Business and Training

Table 6: Changes to service structure

* Tourism Industry Development was previously named Tourism and Events Development and was not a transferred service area, as it existed in the former Department of Tourism, Major Events, Small Business and the Commonwealth Games.

Details of performance for the service areas that left the department are included in the 2017–2018 Annual Report of the relevant receiving department listed above.

The department’s service structure for 2017–2018 as at 30 June 2018 is as follows:

Service area Service area objective

Advancing Queensland though Innovation

To drive economic growth and job creation through innovation, harnessing Queensland’s research strengths and entrepreneurship, and using new technology, capital and ideas to support business and industry creation and growth.

Tourism Industry Development To promote long-term growth of the tourism industry by facilitating a strategic whole-of-government approach to planning and investment in the State’s tourism infrastructure, assets and products, and the coordination and leveraging of key


Table 4: Statement of Comprehensive Income as at 30 June 2018

Table 5: Statement of Financial Position as at 30 June 2018

major events to generate jobs.Table 7: DITID’s service structure

Advancing Queensland through Innovation

Innovation

Objectives increase entrepreneurship and encourage more people into science, technology, engineering and

mathematics (STEM) support existing and emerging industries to be globally competitive enable more Queensland businesses to attract investment and scale in global markets.

OverviewThe service area drives economic growth and job creation through innovation, harnessing Queensland’s research strengths and entrepreneurial spirit, and using new technology, capital and ideas to support business and industry creation and growth.

Our areas of focus are to:

nurture and attract scientific and entrepreneurial talent

invest in the translation of scientific research to deliver economic, social and environmental outcomes for Queensland

increase collaboration between business, industry and the research base and with international partners

increase the rate of startup formation and address barriers to growth for innovative businesses

provide investment and increase co-investment to build Queensland's capacity to conduct innovative research and development, and to attract and retain the best and brightest

encourage greater innovation in government and the benefits of government as a lead customer for emerging technologies.

Immersive 3D Virtual Reality technology (Ignite Ideas)

The Advance Queensland Ignite Ideas program has supported Queensland company V2i to develop ‘V2i Realtime’, a next-generation 3D virtual reality (VR) technology. The software is an immersive, user-friendly game-like environment that has been designed to enable decision-makers to effect faster, easier and better-informed choices. The software has applications in mining and resources, health, and the education sectors.

V2i Realtime builds on the principles of visual literacy, virtual collaboration and business intelligence to completely reshape the way many businesses are conducted. It does so using advanced gamification, visual literacy and virtual collaboration techniques, as well as data intelligence.

Our operating environmentThe Innovation Division continued to drive the Advance Queensland innovation agenda within the Queensland Government and the wider Queensland community.

Our operating environment was influenced by:

local and global economic conditions including globalisation, diversification of our trading partners, and evolving market dynamics


accelerating digital transformation, rising disruptive business models, new technologies, and increasing capability and application of automation

innovation, both within government and the wider Queensland community, as the primary driver of productivity growth, job creation and long-term prosperity and living standards

machinery of government changes following the 2017 Queensland State Elections.

The Innovation Division will continue to drive the Advance Queensland initiative within the wider Queensland community. This includes engaging with the Advance Queensland Expert Panel and other key stakeholders around the ongoing development of Queensland’s innovation ecosystem.

In 2018–2019, this includes the delivery of the Queensland Government’s election commitments:

Ignite Ideas Fund – to help Queensland businesses to commercialise market-ready innovative ideas

Industry Research Fellowships – to support PhD-qualified researchers in undertaking original research that will benefit Queensland

Regional Startup Onramp Program – to regional Queensland to deliver 12-week training programs giving aspiring entrepreneurs the skills they need to launch and grow their company

Female Founders Program and Women Researchers Assistance Program – to enable female founders to start and grow their business and researchers to continue developing their work

Deadly Innovation – designed to create pathways for Aboriginal and Torres Strait Islander innovators to turn their ideas into reality.

In addition to delivering on these commitments, the Department of Innovation, Tourism Industry Development and the Commonwealth Games will implement new initiatives under the 2018–2019 State Budget including:

the IndustryTech fund to back projects that develop and deploy cross-cutting technologies in Queensland

the establishment of an Artificial Intelligence (AI) Hub to develop more skills in AI and to connect business with AI startups and researchers

the expansion of The Precinct in Fortitude Valley, which helps connect Queensland startups with each other and into support networks so they can grow and develop

the Regional Internet of Things program to fund local projects helping local business, communities and councils trial the use of connected devices on farms, in factories, and in towns

additional support to the Advancing Regional Innovation Program, which has partners working together to harness innovation all over Queensland

extension (for a further two years) of the Hot DesQ program, which attracts startups from interstate and overseas to come to Queensland to share their connections and experience with local startups.

Our performanceIn 2017–2018, the department administered close to 40 innovation programs, assessed more than 500 applications, and approved more than 50 grants or other opportunities, bringing the total funds committed over the life of the Advance Queensland program to more than $210 million.

We inspired Queenslanders to be entrepreneurial, engage in science and technology and showcase their ideas to the world by:


delivering the Myriad Festival, which engaged nearly 5000 participants across events including Myriad High, Hack the Reef, PolicyHack, Gold Coast's Business Week Event, Myriad Air and associated networking and educational events in San Francisco

the Office of the Queensland Chief Entrepreneur delivered 20 events with more than 2380 attendees. Outside Brisbane, the Office conducted seven regional tours, visiting businesses, schools, community groups and innovation hubs in Bundaberg, Hervey Bay, Rockhampton, Emerald, Yeppoon, Townsville, Mackay, Mt Isa, Cloncurry, Richmond, and the Sunshine and Gold Coasts

delivering 14 workshops across four regions through the Innovate Queensland with Impact Innovation Group Pty Ltd, connecting small-and-medium enterprises with the right people and practical know-how to translate innovative ideas into commercial outcomes and incomes

granting funding to three recipients under the Queensland Startup Events and Activities Fund to build capability in Queensland’s startup community.

We facilitated discoveries to improve everyday lives through programs to foster current and future talent and enabled researchers and industry to solve global challenges in Queensland by:

supporting over 35 scholarships through the Advance Queensland –TAFE Queensland Pathways Scholarships Program

supporting the STEM.I.AM program – a coordinated program of activities to increase the number of Aboriginal and Torres Strait Islander students pursuing STEM at university. The program is a collaboration with Carbon Media Pty Ltd, Department of Education, and the State Library of Queensland.

We connected Queenslanders to world-leading local and international innovators through programs that encouraged collaboration and build the entrepreneurial ecosystem by:

continuing to encourage innovation across Queensland and supporting local economies to create jobs for regional Queenslanders through the Advancing Regional Innovation Program and Regional Network Fund

continuing to support over 25 international and interstate entrepreneurial startups to Queensland through Round 2 of the Hot DesQ Program to inject new talent, increase connectivity and skills, and improve access to global startup communities and international programs

continuing to support The Precinct in Brisbane’s Fortitude Valley, bringing together Queensland startups, incubators, investors and mentors

supporting collaboration between six small businesses and three universities through the Knowledge Transfer Partnerships program

continuing to support Queensland’s participation in the MIT Regional Entrepreneurship Acceleration Program to support the future development of Queensland’s entrepreneurial ecosystem

supporting the delivery of an MIT Bootcamp in partnership with Queensland University of Technology, involving 130 participants.

We invested in Queensland innovation through programs to encourage seed funding, venture capital and deal-flow, and foster emerging industries by:

supporting startups and Queensland small-and-medium enterprises through a second round of the Ignite Ideas Fund to support the rapid commercialisation of their market-ready Queensland innovations


funded the formation of 10 Angel Groups across regional Queensland with up to $20 000 each to assist with the education and practical application of investing in local startups.

We grew the competitiveness of our businesses, industries and regions through programs to accelerate growth and unlock new markets and opportunities by:

managing the Connecting with Asia initiative that has attracted new international airline services from key markets

delivering 69 clinics to Queensland firms with high-growth potential, to take their businesses to the next level through the Growing Queensland’s Companies program

providing co-funding with University of Queensland to attract HYPE SPIN-Lab sports technology accelerators to be delivered in Queensland for three years

further consolidating Queensland’s place as a global leader in the aerospace industry under a ground-breaking new partnership with Boeing to establish an autonomous systems development program

supporting local startups to become global leaders in emerging technologies, including a multi-million-dollar project with Redback Operations to develop a tool that is set to reduce power bills and create jobs for Queensland.

We created greater innovation in government and drove the benefits of government as a lead customer of innovative procurement by:

delivering a series of Small Business Innovation Research Program challenges, providing commercial opportunities for innovators while solving the following issues for Queensland Government: Boosting Coral Abundance on the Great Barrier Reef – in collaboration with the Australian

Government Department of Environment and Energy and the Department of Environment and Science.

Optimising Medication Use in the Emergency Department – in collaboration with the Metro North Hospital and Health Service.

The following service standards in DITID’s Service Delivery Statements (SDS) 2018–2019 were used by the department and the State Government to assess the service area’s overall performance:

Service Standard Notes2017–2018 Target/Est.

2017–2018 Actual

Service area: Advancing Queensland Through Innovation

Service standardsEffectiveness measuresProportion of stakeholders who are satisfied with innovation and commercialisation consultative and engagement processes 1 ≥85% 95%

Percentage of collaboration opportunities identified by participants of innovation programs/events 2, 3 ≥25% 32.5%



2017–2018 Actual

Efficiency measureRatio of investment leveraged as a result of Queensland Government funding invested 4 1:1.25 1:1.15

Table 8: Performance against our service standards

Notes:

1. The positive result was attributed to high levels of customer satisfaction for the Young Starters Fund, Startup Queensland Events and Activities Fund, and the Innovate Queensland workshops that were delivered. Stakeholders include business, industry, startups, entrepreneurs, universities and research organisations and may also include Advance Queensland recipients and the third-party providers of Advance Queensland support programs.

2. The wording of this measure has been amended to simplify the language and remove redundancies. The change in wording has not resulted in any change to the calculation methodology of the measure. This measure is an indicator of effectiveness of the innovation programs/events to facilitate collaboration and enable development of partnerships, which are key strategies to create an environment which drives economic growth and job creation.

3. This activity measure represents the opportunities identified for collaboration as a result of the funding invested in programs for partnering and collaboration. The results highlighted a high level of potential collaboration opportunities through the Young Starters Fund, Queensland Startup Events and Activities Fund, and Innovate Queensland workshops that were conducted. This increase shows positive outcomes for collaboration opportunities.

4. This measure is an indicator of the efficient use of government funding to leverage private/ commercial/ philanthropic/ Australian Government sector investments. 2017–2018 actuals indicate that, for the suite of Advance Queensland programs that are designed to attract external investment, $1.15 has been leveraged for every $1 of Queensland Government funds invested. This is equivalent to 92% of the target ($1.25 funds leveraged for every $1) and is up from 2016–2017 which reported $1.11 leveraged.

Discontinued measures

Performance measures included in the Service Delivery Statements 2017–2018 that have been discontinued or replaced are reported in the following table with actual results:


2017–2018 Actual

Service area: Advancing Queensland Through Innovation

Proportion of stakeholders who are satisfied with digital economy and productivity services, consultative and engagement processes 1 ≥85% 84%

External funds leveraged from grants funds committed 2 1:1.25 1:0.78

Table 9: Discontinued measures

Notes:

1. Stakeholders include business, industry, universities and research organisations. This measure has been discontinued as a result of machinery of government changes. The scope of the service area has been modified, with administrative functions for digital economy development and digital capability development transitioning to the Department of Housing and Public Works. Result for this measure is based on data collected annually.

2. This measure has been discontinued. The funding programs have been incorporated with other relevant service delivery into the existing efficiency measure ‘Ratio of investment leveraged as a result of Queensland Government funding invested’ and is reported in the service standards table in this report. The variance between the ‘target’ and ‘actual’ is attributable to postponements in an anticipated program opening and associated commitment of grants during the period, arising from government caretaker conventions for the 2017 State Election and associated machinery of government changes.


Microba Pty Ltd (Founders’ Fellowship)

Dr David Wood from Microba Pty Ltd received funding under the Advance Queensland Founders’ Fellowship program for the establishment of a comprehensive gut genome database. This will be the core intellectual property of Microba Pty Ltd, from which novel healthcare solutions will be developed to improve the lives of Queenslanders.

The project will see the successful deployment of computational infrastructure, including writing the software and scripts to mine genomes and calculate genome abundances. This is critical to the company’s core business, including the development of Microba Insight, to be launched in July 2018.

Smart Phone Learning – Go1 (Ignite Ideas)

The Ignite Ideas Fund awarded almost $180 000 to Go1 Pty Ltd to develop a smart phone application which will provide access to online learning modules on Android and Apple mobile devices.

This project aims to develop a native mobile application for the GO1 online training platform with offline content capability. GO1 is recognised as the best online training system in the Asia-Pacific region. The system has been developed on a responsive framework that allows its web interface to be resized and accessed on any mobile or tablet device.

Looking forwardIn 2018–2019, the department will lead the Advance Queensland initiatives and programs across government to support innovation-led growth and enhance Queensland’s capacity to adapt and thrive, including:

encouraging innovative startups and small businesses to commercialise their products through the Ignite Ideas Fund

supporting new ideas for growing Queensland’s competitive strengths through Industry Research Fellowships

driving innovation in regional Queensland through programs such as the Regional Startup Onramp and Regional Internet of Things programs

fostering diversity in innovation by encouraging the success of female founders and researchers

increasing the skills and opportunities for Aboriginal and Torres Strait Islander innovators and entrepreneurs

working with our key industries to drive cross-cutting technologies, such as artificial intelligence, that will boost our global competitiveness through initiatives like IndustryTech and the Artificial Intelligence Hub

expanding The Precinct in Fortitude Valley by 50% to meet demand for space for new high-tech businesses and create new networks

supporting startups in the life sciences sector by giving support to the development of their skills and to attract investment, such as extending the Johnson & Johnson Partnering Office, connecting one of the world’s largest drug companies with local researchers and startups.


Tourism Industry DevelopmentTourism Industry Development’s objective is to promote long-term growth of the tourism industry by facilitating a strategic whole-of-government approach to planning and investment in the State's tourism infrastructure, assets and products, and the coordination and leveraging of key major events to generate jobs.

The following service standards in DITID’s Service Delivery Statements 2018–2019 were used by the department and the State government to assess the service area’s overall performance:

Service Standard Notes2017–2018Target/Est.

2017–2018Actual

Service area: Tourism Industry Development

Service: Industry Development 1

Service standardsEffectiveness measuresInbound seat capacity supported by route development programs 2 New measure New measure

Grow international overnight visitor expenditure in Queensland supported by tourism development programs

3, 4 $40 million $54.162 million

Service: Infrastructure Development 5

Service standardsEffectiveness measuresAmount of additional capital attracted into tourism investment 6 $120 million $350 million

Value of capital investment being developed or delivered through the department’s facilitated tourism infrastructure projects 7, 8 New measure New measure

Efficiency measuresRatio of tourism investment attraction costs to the value of direct capital attracted $1:$168 $1:$527

Table 10: Performance against our service standards

Notes:1. Industry Development encompasses the work of the department across government and industry to create the conditions

for a successful tourism industry, and to grow the number of visitors to Queensland.

2. This new measure replaces the former measure ‘Additional seats by targeted airlines on routes supported by the Attracting Aviation Investment Fund’ published in the 2017–2018 Service Delivery Statement. The measure expands on the data collected for additional airline capacity under the following funds: the Attracting Aviation Investment Fund, Connecting with Asia and Attracting Tourism Fund, and changes the way the measure is calculated to include seats over the life of the agreement.

3. The wording of this measure has been amended to remove the reference to program names, as over time program titles tend to change. The methodology has not changed. The measure is an estimate of growth in overnight visitor expenditure from activities funded under Connecting with Asia and the Attracting Tourism Fund to attract additional overnight visitors.

4. The increase in 2017–2018 actual reflects a full year of operation of all services and considers potential fluctuations of services due to seasonal demand.

5. Tourism Infrastructure Development focuses on facilitating investment, and supporting the development and delivery of key infrastructure projects. This includes the transfer of Global Tourism Hub development from the former Department of


State Development, and the rejuvenation of the Great Barrier Reef Island Resorts to enhance visitors’ experience of Queensland.

6. The target for the attraction of capital into tourism is expected to remain strong with an average growth of 20% per annum. The increase in the 2017–2018 actual reflects this anticipated growth and sustained support received by investors through the department’s tourism attraction program.

7. This new service standard has been introduced as a result of machinery of government changes in December 2017. Responsibility for Global Tourism Hubs, which are integrated tourism resorts and may include casino licences, was transferred from the former Department of State Development. Reporting on this measure now also includes significant infrastructure for Great Barrier Reef Island Resorts and Great Keppel Island.

8. The investment amount reported in this measure refers to the full investment value over the entire life of the project even where this is expected to be fulfilled over several financial years.

Discontinued measuresPerformance measures included in the Service Delivery Statements 2017–2018 that have been discontinued or replaced are reported in the following table with actual results:

Service Standard Notes2017–2018Target/Est.

2017–2018Actual

Service area: Tourism and Events Development

1

Additional seats by targeted airlines on routes supported by the Attracting Aviation Investment Fund 2, 3 240 000 565 920

Level of Commonwealth Games Federation's satisfaction with preparedness for the Commonwealth Games 4 Satisfied Satisfied

Value of capital investment being developed or delivered through projects 5, 6, 7 $4.287 billion $3 billion

Estimated number of jobs enabled through projects developed or delivered 5, 6, 8 5585 2000

Value of capital investment enabled per dollar spent on project development and delivery 5, 6, 9 $351 $466

Table 11: Discontinued measures

Notes:1. The name of this service area changed from Tourism and Events Development to Tourism Industry Development, as

previously published in the 2017–2018 Service Delivery Statement, to acknowledge the broadening of the service area to have a stronger focus on visitor access, tourism infrastructure and industry development.

2. This measure has been discontinued. A new measure, ‘Inbound seat capacity supported by route development programs’, that includes all funds contributing to increased airline capacity has been included in the 2018–2019 SDS. Additional funding has been allocated and the initiatives to increase visitor access routes to Queensland have been widened.

3. The increase in the 2017–2018 actual reflects increased program output due to additional investment in routes supported by the Attracting Aviation Investment fund.


4. The GC2018 was held in April 2018. The final preparedness assessment by the Commonwealth Games Federation occurred in December 2017. Monitoring and evaluating the legacy outcomes from GC2018 will continue to be publicly reported through the Embracing GC2018 Reports and the department’s Annual Report.

5. This service standard was previously published by the Department of State Development in the 2017–2018 SDS, and was transferred to DITID due to machinery of government changes in December 2017.

6. This service standard has been discontinued due to machinery of government changes, as the calculation methodology included Major Projects and Property which remains the responsibility of the Department of State Development, Manufacturing, Infrastructure and Planning. The actual represents the service standard that has transferred to DITID due to machinery of government changes in December 2017.

7. A new service standard has been introduced in the 2018–2019 SDS, ‘Value of capital investment being developed or delivered through the department's facilitated tourism infrastructure projects’, to measure integrated tourism resorts/global tourism hubs along with other tourism infrastructure projects delivered by the Tourism Infrastructure Service Area.

8. A new service standard has been introduced in the 2018–2019 SDS, ‘Estimated number of jobs enabled through tourism infrastructure projects developed or delivered’, to replace this discontinued measure.

9. A new service standard has been introduced in the 2018–2019 SDS, ‘Value of capital investment enabled per dollar spent on tourism infrastructure project development and delivery’, to replace this discontinued measure.

Tourism Industry Development – Tourism

ObjectiveQueensland’s tourism industry attracts a greater international and domestic market share of visitors and increases yield per visitor.

OverviewThe service area promotes sustainable growth of the tourism industry by facilitating a strategic whole-of-government approach to planning and investment in the State’s tourism assets, products and experiences, and the coordination and leveraging of one-off major events.

Our operating environment The service area works across government to:

develop and influence policy that creates an environment to support business and jobs growth in the tourism sector

partner with industry to increase the competitiveness of the tourism sector in global and domestic markets

attract and coordinate government support for the delivery of major events and maximise the economic benefits from hosting major events in Queensland.

The service area works closely with TEQ to showcase Queensland as an attractive destination for tourists, and investment in tourism infrastructure, events and experiences. It has a lead role in facilitating the development of sector capability and tourism products.

The service area also leads and coordinates government service delivery for one-off major events. It worked closely with GOLDOC, the City of Gold Coast and the Australian Government to deliver GC2018. It partners with other major event organising committees and leverages other government services and programs across multiple tiers of government to maximise long-term economic and social benefits for Queensland.


GC2018 Tourism Investment Showcase

GC2018 provided an opportunity to showcase the Gold Coast and Queensland as a modern, vibrant destination to attract business, tourism and investment. The Advancing Tourism 2016–2020: Growing Queensland Jobs, and the Tourism Investment Attraction Program provided an opportunity to leverage international interest in the GC2018 by delivering a program that aligned to the Games’ trade and investment program, Trade 2018.

The Tourism Investment Program brought together high-level national and international investors, key stakeholders and industry leaders for two investment lunches hosted by the Premier and Tourism Minister Kate Jones, and site visits between 3 and 18 April 2018, as well as opportunities to enjoy the sporting events.

The program aimed to: showcase tourism investment opportunities across Queensland persuade investors that Queensland’s tourism industry offers tremendous growth potential

and sound return on investment provide networking opportunities to build new relationships and foster existing relationships drive an effective aftercare program as evidence indicates that re-investment is a high

probability raise awareness of Queensland’s regions and help increase international investor

knowledge of the State promote the specialist tourism investment services offered by the Tourism Investment

Attraction Unit.

The site visit program included a welcome event hosted by the department where guests had the opportunity to network with specialist tourism investment staff and investment representatives from the City of Gold Coast.

Private tourism briefings were also held and VIP guests had the opportunity to meet with the heads of Queensland’s Regional Tourism Organisations (including the Chief Executive Officer of Whitsunday Regional Council) and receive information on the Tropical North Queensland Global Tourism Hub.

Investors also attended a briefing lunch at Commonwealth House and visited the Skypoint Observation Deck for a bird’s-eye view of new infrastructure. A number of tailored investment site visits were arranged for international investors across the Gold Coast and Cairns.

A total of 193 high calibre investors, VIP guests and senior government officials attended the Tourism Investment Program events. This provided valuable networking, leading to the expansion of Queensland tourism investment opportunities and the engagement of 16 international clients.The event successfully leveraged GC2018 to raise the profile of Queensland Tourism Investment opportunities.

Our performanceIn 2017–2018 the department continued to drive growth in Queensland’s tourism industry. We worked closely with the private sector and across government to build the State’s tourism infrastructure and create a favourable environment for the industry to grow.


We drove strategic industry development through leadership of the Advancing Tourism Strategy 2016–2020 and its supplements by:

securing landmark major events that showcase Queensland and Australia to the world, such as the Horn-Pacquiao boxing world title match that attracted 51 000 boxing fans to Brisbane and provided a $25 million boost to the city economy; the T20 international cricket tournament to be played in Queensland in 2020; and a three-year deal to host the Logies at the Gold Coast from 2018 to 2020

implementing a $10 million tourism recovery package jointly funded with the Australian Government following the devastation of severe Tropical Cyclone Debbie to the Whitsunday region in March 2017

establishing the Great Barrier Reef Island Resort Rejuvenation (GBRIRR) Interagency Working Group to maximise tourism opportunities. GBRIRR will be delivered through the $25 million GBRIRR Program and the $25 million Great Keppel Island Rejuvenation Pilot. This has been a major achievement for the Working Group

collaborating with Brisbane Marketing to deliver the Brisbane Hotel Strategy with five new Brisbane hotels opening in 2017–2018

establishing the Young Tourism Leaders Program with 17 leaders appointed in 2017–2018 to inspire our next generation of tourism workers

allocating grant funding to 33 tourism businesses through the Advancing Small Business Queensland Strategy 2016–2020. This includes 30 tourism businesses in the Small Business Digital Grants Program, two businesses in the Small Business Entrepreneur Grants Program, and one business in the Accelerate Small Business Grants Program

encouraging the development of Indigenous tourism experiences, such as leading a delegation of Queensland Indigenous tourism operators to the World Indigenous Tourism Summit in New Zealand.

We supported growth in the tourism industry by encouraging additional airline services into Queensland and promoting these routes internationally by:

securing over 900 000 additional airline seats for Queensland and injecting more than $682 million in overnight visitor expenditure to the Queensland economy over multi-year contractual periods through the Attracting Aviation Investment Fund and the Connecting with Asia Fund. Highlights include:

Qantas to commence new daily services to a previously unserviced destination in the US

new services for Queensland with China Airlines of Taiwan, Hainan Airlines, China Eastern Airlines and Air China

creating 470 new jobs through securing the east coast and Pacific operations of Qantas' newest aircraft, the Boeing 787-900 Dreamliner. The coordinated proposal developed by DITID, TEQ, DSDMIP, the Brisbane Airport Corporation, Brisbane Marketing and Tourism Australia secured the new operation. This creates new markets for business and tourism for Queensland, with Qantas centring half its Dreamliner fleet in Brisbane, and enabling non-stop services to a range of potential Northern American locations.

We grew visitation to Queensland by:

maximising the opportunities from Asia, by delivering new direct airline services into Brisbane as a result of the approved Welcoming China to Southern Queensland and Beyond consortium proposal as part of the Connecting with Asia strategy


delivering four tourism development missions to China to seek opportunities to grow the State’s tourism industry and support future jobs.

We facilitated investment into new tourism infrastructure and products in Queensland by:

facilitating $400 million of additional capital into hotels, attractions and access infrastructure by providing specialist investment services and replenishing the tourism infrastructure investment pipeline by over $14 billion

investing $4.5 million for four key tourism infrastructure projects in the Whitsunday, Bowen and Proserpine regions, including: new walking tracks on Border, Langford and Haslewood Islands; the upgrade and expansion of Hill Inlet Lookout; an Indigenous cultural and paddock-to-plate experience in Bowen; and new tourism infrastructure, including fishing experience facilities at Peter Faust Dam (Lake Proserpine)

showcasing tourism investment opportunities across Queensland, with over 12 investment meetings at the Northern Australia Investment Forum, three infrastructure opportunities displayed in the Queensland Government Marketplace, and hosting national and international investors and stakeholders at Trade 2018 as part of GC2018.

We delivered economic benefits for Queensland by:

conducting 49 meetings with cruise line executives and maritime/waterfront planning engineers to develop the cruise industry by having representation at the Seatrade Cruise Global conference in Florida

undertaking visitor experience surveys to provide an evidence base for the further development of tourism sectors on North Stradbroke Island in the North-West Mineral Province

establishing an Industry Reference Group to inform government’s consideration of the challenges and opportunities for industry and the community in relation to peer-to-peer short-term residential accommodation.

We led the implementation of existing national agreements and partnerships by:

securing a $7 million tourism recovery fund to deliver a Tourism Demand Driver Infrastructure (Recovery Package) Project Agreement for the Whitsunday region in joint partnership with the State and Australian Governments

managing 25 tourism infrastructure projects across Queensland under the TDDI Project Agreement. The Agreement between the Commonwealth and States/Territories expired on the 30 June 2018 and has allocated $7.86 million to support delivery of state-wide industry capability-building projects, Wi-Fi in 49 Visitor Information Centres across Queensland, and tourist touch screens at 11 locations in the North Burnett region.

Looking forward

In 2018–2019, the department will:

deliver critical infrastructure investments with innovative environmental outcomes and revitalisation projects through an investment of $50 million for the tourism industry to help rejuvenate Great Barrier Reef Island Resorts (including Great Keppel Island), with:

$25 million contestable Great Barrier Reef Island Resorts Rejuvenation Fund available to resort operators, and leaseholders to provide co-contribution funding toward projects to rejuvenate resorts on nominated Great Barrier Reef Islands


$25 million investment into the Great Keppel Island Rejuvenation Pilot to facilitate delivery of major tourism infrastructure improvements with a focus on delivery of common use water and electricity supply to the island.

progress initiatives under Growing Tourism, Growing Tourism Jobs, including delivering of three new funds:

1. $48.6 million Attracting Tourism Fund that will invest in landmark new attractions, infrastructure projects and expand access opportunities to increase economic contribution, jobs and overnight visitor expenditure for Queensland. This includes an allocation of $10 million to the Attracting Aviation Investment Fund for further airline route development

2. $10 million Growing Tourism Infrastructure (GTI) Fund to assist regional destinations to grow tourism by developing new and improved tourism experiences or products, and building tourism industry capability

3. $12.2 million for outback tourism infrastructure, in addition to the GTI fund, including $2.2 million to expand and refurbish the Australian Workers Heritage Centre in Barcaldine.

continue to drive tourism growth, in partnership with industry, by progressing the Advancing Tourism 2016−2020: Growing Queensland Jobs strategy, such as the Connecting with Asia program delivery, and supporting the development of Indigenous tourism including delivery of tourism projects for North Stradbroke Island/Minjerribah as part of the Economic Transition Strategy

mobilise government in partnership with industry to drive the visitor economy, especially through the growth of tourism, major events and international education throughout Queensland

deliver a Queensland Government policy position on peer-to-peer short-term residential accommodation

extend the Young Tourism Leaders Program for a third round, to continue to promote tourism careers, with leaders presenting in schools, engaging with vocational and tertiary students, and participating in careers events

explore opportunities to deliver quality, consumer-focused, nature-based and adventure tourism offerings and Indigenous experience for visitors to Queensland.

Tourism Industry Development – Special Projects Unit

ObjectiveIdentify opportunities that stimulate broad investment and economic development in the long-term future of Queensland.

OverviewSPU is a specialised work unit within DITID achieving economic development outcomes through delivery of IRD, GTHs, ecotourism opportunities and other initiatives supported by government.

SPU has well-established networks with industry, state government agencies and local governments and the team works collaboratively with stakeholders and departmental colleagues to progress multi-year development projects from concept to operation.

Queen’s Wharf Brisbane Stakeholder Engagement


DITID’s philosophy is to bring the community along the journey of this development through regular and ongoing communication and engagement activities. This will keep stakeholders and the community informed, recognise and address issues, and acknowledge the community’s expectation to receive up-to-date information.

From the start, SPU adopted a face-to-face engagement approach supported by other communication channels for the $3.6 billion Queen’s Wharf Brisbane (QWB) Integrated Resort Development. As a result, SPU made a deliberate effort to engage with the community from day one, and ask them what they ultimately wanted QWB to be.

Engagement commenced in 2013, when the State Government announced that Queenslanders would be invited to put forward their vision for the tired and under-utilised area of Brisbane’s CBD. From this, a comprehensive engagement approach was developed to target businesses, the community, potential investors, and any parties interested in the development.

As well as an intensive community engagement approach, SPU formed strong intra-departmental relationships by working with a number of other government agencies as well as the private sector to facilitate the transformational project.

Please visit https://www.ditid.qld.gov.au/tourism/special-projects/integrated-resort-developments/queens-wharf-brisbane/overview/consultation-key-dates-actions for a list of consultation activities undertaken for QWB.

Our operating environmentSPU works with government to:

facilitate and deliver projects including coordinated projects, GTHs and ecotourism opportunities that boost the State’s economy. This includes the continued development of Queen's Wharf Brisbane, a study to upgrade Browne Park in Rockhampton, and the progressing of up to two GTHs and adventure and nature-based tourism, such as Wangetti Trail

enable growth and jobs and facilitate large-scale industrial development, infrastructure delivery and projects through efficient project assessment and commercial transactions, as well as planning, development and management of pivotal tourism development areas

undertake appropriate land acquisition programs to deliver economic development and infrastructure initiatives

conduct early feasibility assessment of public and private projects of State significance for economic development

generate economic development from improvement opportunities that result in value uplift for the State's property portfolio and deliver increased public benefit

deliver economic, community and financial outcomes for all Queenslanders through state-owned land

partner with all levels of government, industry and community to facilitate more collaborative and cost-efficient uses of current assets and social infrastructure investment

promote and generate regional economic development.


https://www.ditid.qld.gov.au/tourism/special-projects/integrated-resort-developments/queens-wharf-brisbane/overview/consultation-key-dates-actions

https://www.ditid.qld.gov.au/tourism/special-projects/integrated-resort-developments/queens-wharf-brisbane/overview/consultation-key-dates-actions

Our performanceIn 2017–2018, the department continued to build the State’s tourism infrastructure and stimulate broad investment and economic development in the long-term future of Queensland.

We supported the successful delivery of the Queen’s Wharf Brisbane Integrated Resort Development project by:

reaching a significant contractual milestone on 15 February 2018: the State-issued Destination Brisbane Consortium (DBC) with the development lease

completed demolition works and DBC satisfied conditions to commence excavation, engaging with Economic Development Queensland for compliance documentation for construction of Mangrove Walk and Waterline Park.

We continued to progress development of regional global tourism hubs by:

undertaking Registration of Interest process for the Tropical North Global Tourism Hub which closed in January 2018, with the State receiving strong interest from local and international firms seeking to create a world-class and visionary GTH in the Tropical North. The Expression of Interest (EOI) documentation was distributed to the shortlisted proponents in May 2018, with EOI responses due September 2018

preparing to commence a competitive procurement process for a GTH on the Gold Coast.

We supported investment in adventure and nature-based tourism experiences by:

providing support and funding for a detailed design and business case for the Wangetti Trail Adventure and Nature-Based Tourism (Wangetti Trail). The Trail is a proposed 76 kilometre dual use (for walkers and mountain-bike riders) track in North Queensland, stretching along the coastal plains and mountain hinterland between Palm Cove and Port Douglas.

We continued to support regional economic development by: committing $150 000 to undertake a feasibility study to investigate the proposal to redevelop

Browne Park in Rockhampton into a major regional stadium

progressing the Tropical North (Cairns) Global Tourism Hub which was announced in late October 2017. The international interest in this opportunity has been noted with parties having until September 2018 to prepare their EOI proposals to demonstrate their vision, capability, capacity and experience to deliver a GTH.

Looking forwardIn 2018–2019, the department will:

facilitate the successful delivery of Queen’s Wharf Brisbane

continue processes for procurement of regional GTHs in Cairns and the Gold Coast

facilitate new investments in adventure and nature-based tourism in Queensland, particularly on government-owned land such as National Parks or State Forests

work with the Minister for Environment and the Great Barrier Reef, Minister for Science and Minister for the Arts to identify opportunities to support the growth of the ecotourism industry in Queensland

progress feasibility study to upgrade Browne Park, Rockhampton.


Tropical North Global Tourism Hub

There is strong national and international investor interest in the government’s new proposal for a

Tropical North GTH.

In October 2017, the State announced the release of a Registration of Interest process and now

more than 12 firms have progressed to the shortlisted EOI phase.

The positive response reflects the market soundings undertaken by the State and led by DITID’s

Special Projects Unit officers.

Interested parties had until September 2018 to prepare their EOI proposals to demonstrate their

vision, capability, capacity and experience to deliver the GTH.

Proponents have been provided results of community consultation undertaken in January and

February 2018, where more than 600 respondents identified job-creation and investment in new

tourism opportunities as the priorities for the region.

The State’s preferred site is within the Cityport precinct, near the expanding Cairns Convention

Centre, and proponents were asked to demonstrate how their designs might integrate and not

negatively impact on the port’s management of cargo and cruise ships.

The government’s commitment to delivering a GTH in the Tropical North has been welcomed by

the private sector, with investors recognising the exciting opportunities on offer in Cairns and

Tropical North Queensland.

GTHs are a new strategy to deliver world-class tourism infrastructure. GTHs deliver catalytic

projects that support city-building objectives, drive new tourism visitation, and maximise regional

jobs growth and investment.

Reef Casino, as the incumbent operator automatically moves into the EOI phase.

The Special Projects Unit is closely working with Ports North, Cairns Regional Council, Tourism

Tropical North Queensland, Advance Cairns, regional community groups and other State

Government departments to progress the GTH.


Tourism Industry Development – Office of the Commonwealth Games

Objective The OCG led a coordinated approach to the Queensland Government’s delivery of GC2018 in

April 2018

The OCG continues to provide assurance for the Queensland Government’s investment in the delivery of the GC2018 and overall portfolio management.

OverviewThe OCG led the Queensland Government state-wide program Embracing 2018 to maximise the legacy benefits from hosting the Commonwealth Games, as well as the development of a state-wide arts and cultural program.

The OCG worked with other Queensland Government agencies, the Australian Government and the City of Gold Coast to deliver capital infrastructure, transport and security arrangements for the Games. The Queensland Government also worked with local government authorities at the event cities of Brisbane, Cairns and Townsville.

Our operating environment The service area continues to partner with other major event-organising committees and leverages other government services and programs across multiple tiers of government to maximise long-term economic and social benefits for Queensland.

The service area is also working collaboratively with GOLDOC on key dissolution tasks following the Games under six work streams: assets, legal, finance, information, workforce and operations. The department is the successor in law following GOLDOC’s dissolution on 31 December 2018. The service area is also expected to close at this date.

Our performanceIn 2017–2018, the OCG was awarded eight satisfied results for GC2018 preparedness by the Coordination Commission of the Commonwealth Games Federation (CGF) since 2011–2012. The Commission undertakes an assessment twice a year against an established, comprehensive list of requirements compiled from the experience gained in previous Commonwealth Games, as well as the host city bid and proposals.

GC2018 contributed to Queensland’s economy and jobs by:

Providing a transformational economic legacy, delivering a multi-billion dollar boost to the Queensland economy over a period of nine years (including Games year, and four years pre- and post-Games).

The Games are forecast to result in a $2 billion boost to Queensland’s Gross State Product, including a $1.7 billion economic boost for the Gold Coast. There was also approximately $2.6 billion of additional government and private sector investments. The Games supported in excess of 30 000 full-time, part-time and temporary jobs. Of these, there are approximately 16 000 full-time equivalent jobs.

More than 80% of Games-wide contracts undertaken by businesses with a Queensland presence (including the Gold Coast). This represents $1.68 billion of spend and 8675 contracts.


We leveraged the Commonwealth Games to drive economic benefit by:

delivering the Trade 2018 Games Time Trade and Investment Program, which attracted 38 international delegations from 26 countries, with more than 2500 attendances at 32 events across the Gold Coast, Brisbane, Cairns and Townsville

staging Trade 2018 international activations intersecting the Queen’s Baton Relay in the United Kingdom, Canada, India, Malaysia, Singapore, New Zealand and Papua New Guinea, making new contacts and strengthening existing relationships

hosting several domestic events and forming strategic partnerships with local organisations covering the program’s priority sectors of health and knowledge, the business of sports, international education and training, food and agribusiness, marine manufacturing and craftsmanship, film and television production, and innovation and entrepreneurship

delivering the Be Games Ready Program, including workshops, mentoring sessions and online resources to support small business to plan and take advantage of opportunities in the lead-up to, during, and after the Games

delivering $9.55 million funding support for 34 minor capital works projects through local government authorities under the Public Domain Infrastructure Program.

Trade 2018

The Trade 2018 Major Event Business Forum, held at Commonwealth House during GC2018, represented the culmination of several years of engagement and planning.

The business of sport provides a critical intersection between government and business, with each playing a key role in accessing major event opportunities and maintaining and developing major event knowledge and networks.

More than 150 delegates attended the forum and explored the changes in the global events market and the future opportunities this presents for business. Mr David Grevemberg, Chief Executive Officer (CEO), CGF, outlined his future vision for the Games. This platform to highlight the CGF reform agenda ensured Commonwealth House and Trade 2018 would be associated with the historic CGF reforms, increasing prospects of a program similar to Trade 2018 becoming part of the Commonwealth Games format.

“The delegates appreciated the high level of representation at the Major Events Business Forum… given the level and mix of speakers, it was deemed to be the highlight of the visit.” - Dennis Mills, Chief Executive Officer, Major Events International

Speakers at the forum agreed GC2018 has confirmed the status of Queensland and the Gold Coast as genuine world-class destinations for hosting major events.

We maximised long-term community, sport and health benefits from GC2018 by:

delivering healthy and active programs and grants to encourage children and adults to participate in more healthy and active lifestyles, including:

- Game On Queensland grants totalling $800 000

- 20 new parkrun sites in partnership with Parkrun4Everyone, attracting more than 13 000 participants

- Queen’s Baton Relay grants to support 51 community celebrations

- more than 1100 participants attended Sports Officiating Forums in GC2018 host and event cities


- over 100 000 Nature Play Embracing 2018 Passports distributed – a special GC018-themed passport containing missions and ideas to encourage children and families to get active outside

- $700 000 in grants under the Get Out, Get Active Program to support sport and active recreation activities targeting women and girls

- 126 bursaries in partnership with The Duke of Edinburgh's International Award to create opportunities for young people to participate regularly in sport and other physical activities

gifting over 20 000 items of sporting equipment from GC2018 to more than 100 sporting organisations and community groups throughout Queensland under the Sports Assets Legacy Program

delivering tangible benefits for Aboriginal and Torres Strait Islander peoples under the Reconciliation Action Plan, including:

- over $10 million in contracts awarded to more than 60 Indigenous businesses

- more than 200 employment opportunities and hundreds of training positions

- 48 schools shared in $200 000 of grants under the Reconciliation in Queensland Schools Program

- delivery of Creating Tracks workshops in partnership with TAFE Queensland to support Aboriginal and Torres Strait Islander businesses in the hospitality, tourism and arts industries to leverage opportunities from GC2018

- delivery of the inaugural Meeanjin Markets showcasing authentic food products, homewares, art, clothing and other products and services provided by more than 30 Aboriginal and Torres Strait Islander businesses

delivering an arts and cultural program to complement GC2018, which included:

- Festival 2018, a 12-day multi-arts program featuring more than 4500 artists and enjoyed by more than 1 million attendees across the Gold Coast, Brisbane, Cairns and Townsville

- Women of the World at Festival 2018 saw 5400 people from across the Commonwealth gather at the Brisbane Powerhouse for a series of panels, workshops, markets and performances celebrating women and girls of the Commonwealth

- One Million Stars to End Violence project presented by Museum of Brisbane in King George Square, attracting 240 000 visitors during GC2018. The installation featured some of the 2.4 million stars collected from around the world in the culmination of this global campaign to end all forms of violence.

RECONCILIATION IN QUEENSLAND SCHOOLS


The Reconciliation in Queensland Schools Program (RIQS) provided 48 Queensland schools with grants to promote reconciliation through cultural understanding and respect for Aboriginal and Torres Strait Islander peoples.

Bald Hills State School used their RIQS grant to install 22 signs on the Turrbal Heritage Trail around their playground, buildings and adjoining forestry, providing the public with information about Aboriginal and Torres Strait Islander culture.

The project included consultation with over 630 students, facilitating an environment of connection and mutual respect for Aboriginal and Torres Strait Islander students and families.

The school reported the project gave them the flexibility to design a project that would be a lasting legacy for the community.

The project generated great pride in the school community and inspired students and their families to learn more about Indigenous culture. The school has since discussed extending the trail in the future and are exploring other possibilities to learn more about Indigenous art and cooking.

Bald Hills State School received a Highly Commended Award in the 2018 Queensland Reconciliation Awards for their leadership in creating identity, empowerment and education for the Aboriginal and Torres Strait Islander community.

We demonstrated Queensland’s ability to stage a successful, inspiring and memorable international event by:

producing and publishing the pre-Games Report, Ahead of the Games, in November 2017, highlighting economic, social and cultural legacy benefits and opportunities for Queensland from hosting GC2018

providing overarching portfolio management to ensure GC2018 was delivered on time and on budget, which included:

- delivering strong portfolio governance and whole-of-government financial management

- developing the Major Events (Gold Coast Commonwealth Games) Regulation 2017- establishing the Games-time coordination centre

- delivering the GC2018 State Protocol Plan

delivering Embracing 2018 public awareness campaign, Now It’s Your Turn, to engage the community and promote event legacy. Almost 50 000 people visited the Embracing 2018 website in April 2018 with 90% of users never having previously visited the site

conducting a GC2018 visitor survey which indicated 93% had a good or excellent experience at GC2018.

We strengthened Queensland as Australia’s premier tourism destination by:

delivering the Be My Guest Program, featuring workshops for tourism and hospitality staff, to drive service excellence across Queensland in the lead-up to, during, and post-GC2018

partnering with Tourism and Events Queensland and the tourism industry to maximise exposure from GC2018, with results indicating 87% of visitors are likely to return, and 85% will recommend the GC2018 event city they visited to family and friends.

Looking forwardIn 2018–2019, the department will:


finalise the delivery, reporting, dissolution and transfer of knowledge of GC2018, working collaboratively and transparently with partners and stakeholders

continue to implement strategies under the Embracing 2018 Legacy Program, to evaluate the outcomes from the Gold Coast 2018 Commonwealth Games

produce the post-Games report highlighting the legacy benefits and opportunities for Queensland from hosting GC2018.

Other whole-of-government plans and specific initiativesDuring 2017–2018, the department was responsible for the following whole-of-government programs/plans/initiatives:

Initiatives

Advancing Queensland

Strategies, programs and plans

Advancing Tourism 2016–2020: Growing Queensland Jobs. This strategy includes a number of targeted programs:

- Queensland Ecotourism Plan (released)

- Advancing Tourism North Queensland (released)

- Inclusive Tourism Guide (released)

- Queensland Tourism Workforce Plan 2017–2020 (released)

- $33.5 million Connecting with Asia Strategy (being implemented)

- $10 million boost to the Attracting Aviation Investment Fund (fully committed)

- $10 million boost to be allocated for the continuation of the Attracting Aviation Investment Fund (confirmed)

Queensland Tourism and Transport Strategy (released)

Programs

Commenced the Global Tourism Hub process for the Tropical North and preparations are in place for the Gold Coast when activated.

DITID also supported the following whole-of-government plans and initiatives:

State Disaster Management Plan Advance Queensland: Connecting with Asia Strategy State Infrastructure Plan Advancing Small Business Queensland Strategy 2016–2020.


4. Our governanceCorporate governance arrangements are the principles, elements and mechanisms used by the department to support a focus on effective governance through strong leadership, responsible and ethical decision-making, management and accountability, and performance improvement.

Our partners

Portfolio bodiesIn addition to the department, there are two statutory bodies that make up the DITID portfolio. We collaborate with these partners to ensure that all government and industry priorities are delivered.

TEQ aims to maximise the economic and social benefits of tourism for the State. It markets and promotes tourism in Queensland, helps develop tourism experiences and destinations, and secures major events for Queensland. TEQ complements the department’s efforts in building tourism infrastructure, attracting investment, and developing industry capabilities

GOLDOC is responsible for undertaking and facilitating the organisation, conduct, promotion, and commercial and financial management of the Games, including events and programs associated with the Games.

Tourism industryAdvancing Tourism 2016–2020: Growing Queensland Jobs is the government’s strategy to grow Queensland’s tourism industry and capitalise on opportunities related to the increasing number of Asian visitors to our State. Launched at the 2016 DestinationQ forum, this whole-of-government strategy was developed in partnership with industry and seeks to capitalise on the opportunity afforded by unprecedented growth in tourism to increase market share and boost tourism jobs by targeting four priority areas:

1. grow quality products, events, and experiences2. invest in infrastructure and access3. build a skilled workforce and business capabilities4. seize the opportunity in Asia.

DestinationQ is a partnership between the Queensland Government and the tourism industry. The partnership approach involves ongoing engagement between industry and government to drive growth and jobs in Queensland's tourism industry. The most visible element of the partnership is the annual DestinationQ forum, which enables tourism businesses, government and industry stakeholders to connect, collaborate and share knowledge to help grow the visitor economy.

The 2017 DestinationQ forum was held in Brisbane on 9 November 2017 and attracted over 400 registrations. The theme of the 2017 forum was ‘competitiveness from collaboration’ in the tourism sector and delegates heard from international and local speakers, and participated in a collaborative session on optimising Queensland’s competitiveness and connecting with Queensland’s story. The forum was attended by more than 300 delegates.

For full details of the 2017 DestinationQ forum, visit www.destq.com.au.

Corporate servicesAs a result of machinery of government changes in December 2017, DITID manages the majority if its corporate services through a new unit in the Office of the Director-General. This unit consists of corporate staff who have come to the department from the former DSITI and the former Department of State Development.


The remaining services are provided under the Business and Corporate Partnership (BCP) arrangements. These include financial services, internal audit, information and communications technology, legal, and accommodation services.

The EMG has agreed on a corporate governance structure for DITID with the new corporate team operating under two key areas: Assurance and Accountability, and People and Engagement.

The Accountability and Assurance team delivers:

governance, planning, performance and reporting risk and emergency management strategic procurement complaints management Right to Information and privacy.

The People and Engagement team:

facilitates strategic workforce planning delivers HR advice and assistance supports employee health and wellbeing initiatives, including DITID’s ongoing White Ribbon

workplace accreditation programs ensures our people programs align and support whole-of-government strategy and planning

delivered through the Public Service Commission.

A representative from the BCP participates in the DITID Corporate Executive Management Group:

Mike Richards, Executive Director, Finance and Asset Management, and Chief Finance Officer

Mike is the Chief Finance Officer for both DITID and DAF. Mike holds a Bachelor of Commerce (Finance and Accounting) and is a member of the Institute of Public Accountants. Mike has over 40 years of experience in the Queensland public sector and has worked in a number of departments during his career.

Mike provides strategic leadership and advice on the financial management of the department, including budgeting, managing financial risk, financial policies, accounting and reporting, asset management and internal controls assurance frameworks, and provides strategic financial advice to the EMG and as a member of the CEMG.

The EMG is the department’s principal policy-setting and decision-making authority. It supports the Director-General as the department’s accountable officer, to ensure the department implements and operates within an appropriate governance framework.

Governance frameworkCorporate governance arrangements are based on the principles of best practice outlined in the Public Sector Governance: Better Practice Guide, the Australian Public Service Commission’s Building Better Governance Guide and by the Australian Audit Office.

The DITID corporate governance framework outlines the principles, elements and mechanisms used by the department to support a focus on effective governance through strong leadership, responsible and ethical decision-making, management and accountability, and performance improvement. This ensures that our obligations under the Financial Accountability Act 2009 and Public Sector Ethics Act 1994 are met.


The leadership and accountability model (pictured below) is part of the department’s corporate governance framework and illustrates the accountability mechanisms in place to effectively control business activities.

DITID Leadership and Accountability Model

Figure 6: The DITID Leadership and Accountability Model

Boards and CommitteesThe Director-General has overall responsibility under the Public Service Act 2008 (s. 98) for the management, governance and operation of the department. The DITID governance committees meet regularly and assist the Director-General and senior executives in decision-making and ensuring the department’s goals and objectives are met.

The EMG meets weekly to consider department business priorities and resourcing, ministerial and parliamentary business, and corporate policy.

The EMG works collectively to:

set agency strategy, objectives and priorities develop our agency and workforce capabilities increase and harness the diversity of our workforce drive innovation across the agency and through our partnerships oversee the implementation of programs and policies monitor performance and reporting requirements scrutinise risk mitigation strategies review recommendations implemented from management and audit reports to improve

business processes and work practices.


Committee name Committee members

Executive Management Group

Chair – Director-General Member – Deputy Director-General, Tourism and Major Events Member – Deputy Director-General, Office of the Commonwealth Games Member – Deputy Director-General, Innovation Member – Projects Chief Executive, Special Projects Unit

Table 12: The Executive Management Group

There are three additional committees that focus on specific areas of organisational management –the Corporate Executive Management Group (CEMG) (and supporting governance sub-committees), the Audit and Risk Committee, Information Steering Committee, and Workplace Health and Wellbeing Committee.

As DITID’s internal audit and ICT service needs are provided through the BCP, DITID’s Director-General and Director, Accountability and Assurance, represent DITID’s interests on the BCP Board.

Committee name Committee members

Corporate Executive Management Group

Chair – Director-General Member – Deputy Director-General, Tourism and Major Events Member – Deputy Director-General, Office of the Commonwealth Games Member – Deputy Director-General, Innovation Member – Projects Chief Executive, Special Projects Unit Member – Director, Accountability and Assurance Member – Director, People and Engagement Member – Executive Director, Finance and Asset Management, and Chief

Finance Officer

Table 13: The Corporate Executive Management Group

Workplace health and safety

Workplace Health and Wellbeing CommitteeThe Workplace Health and Wellbeing Committee provides strategic advice and assists the Director-General and EMG meet their due diligence requirements under the Workplace Health and Safety legislation for health and safety across the department.

This Committee meets monthly and works with the People and Engagement team to identify, develop and implement strategies to enable continuous improvement of workplace health and wellbeing within DITID through a management system approach. The Committee also oversees activities associated with being an accredited White Ribbon Workplace and championing diversity and inclusion within the department.

Committee members Committee role


Director, People and Engagement Chair

Principal People and Business Partner Secretariat

Executive Director, Special Projects Unit Member

Principal Policy Officer, Innovation Member

Manager, Planning and Performance Member

Principal Advisor, Tourism Member and White Ribbon Champion

Table 14: Workplace Health and Wellbeing Committee

DITID values the importance of providing staff with a healthy, safe workplace. In 2017–2018, the department continued to build on our proactive health and safety culture through a strategic health, safety and wellbeing program. Key initiatives delivered during the year include:

establishment of the DITID Workplace Health and Wellbeing Committee review of the employee assistance program, and re-engaging Optum, an employee

assistance service provider, for a further 12 months finalised the First Aid Officers across the department following business unit relocations finalised a DITID calendar of events focusing on activities that promote Physical, Mental and

Financial Fitness Domestic and Family Violence (DFV) Champions embedded in the department providing

opportunities for conversations about DFV, and what support is available 112 employees participated in the departmental flu vaccinations

The department’s active work, health and safety program of initiatives resulted in positive financial outcomes for the department’s WorkCover Queensland premium. For the year 2017–2018, DITID paid 32% less than the industry rate due to our claim performance.

Business and Corporate Partnership Board The Board provides leadership and sets the strategic direction of the partnership to enable it to meet its goals and objectives and those of the individual departments. It is collectively responsible for the long-term performance, corporate systems and efficiencies that enable the success and timely delivery of the key priorities of each department within the partnership.

During 2017–2018, the Board membership comprised:

the Directors-General of DITID, Department of Agriculture and Fisheries, Department of Natural Resources, Mines and Energy and Department of Environment and Science

the Head of Corporate from each of the three Business and Corporate Partnership hubs.


Audit arrangements and risk management

Audit and Risk CommitteeThe Audit and Risk Committee provides independent assurance and assistance to the Director-General and the EMG on the department’s risk, control and compliance frameworks, integrity framework, and external accountability responsibilities as outlined in relevant legislation and standards. The Committee also has a primary role in overseeing financial statements reporting.

The structure of the committee meets the requirements of the Financial and Performance Management Standard 2009 (s.35) and is chaired by a professional expert external to the department.

During 2017–2018, the Committee carried out the terms of its charter, with regard to the Audit Committee Guidelines: Improving Accountability and Performance, issued by Queensland Treasury in June 2012.

In discharging its responsibilities, the Committee has the authority to:

conduct or authorise investigations into matters within its scope of responsibility access information, records and personnel of DITID for such purpose request the attendance of any employee, including executive staff, at Committee meetings conduct meetings with DITID’s internal and external auditors as necessary seek advice from external parties as necessary.

No internal audits were performed during 2017–2018. Committee members were provided with recommendations arising from the Queensland Audit Office reports to Parliament that relate to the department. During 2017–2018, six recommendations were actioned and closed.

The Committee also provided a forum for dialogue between the Director-General, senior management, internal audit and the Queensland Audit Office.

The Committee convened five times during 2017–2018: August, September, December 2017 (former DTESB Audit and Risk Committee); February and May 2018 (DITID Audit and Risk Committee). The Business and Corporate Partnership’s Internal Audit Services provided secretariat support to the committee during 2017–2018.

In this financial year, there was movement in Committee membership (as detailed in Table 15).


Name Position Committee role Membership period Number of meetings attended

Peter Dowling Consultant External chair July 2017 – June 2018

5

Karen Prentice Consultant External member July 2017 – June 2018

5

Kerry Petersen Deputy Director-General, Office of the Commonwealth Games

Member, departmental representative

July 2017 – June 2018

4

Paul Martyn Deputy Director-General, Innovation

Member, departmental representative

March 2018 – June 2018

0

Table 15: Audit and Risk Committee membership and attendance, 2017–2018

As external members, Peter Dowling and Karen Prentice were entitled to be paid $600 per meeting (excluding GST) to a maximum of $3000 per calendar year (excluding GST) to prepare for, and attend, up to five meetings per annum.

Internal auditInternal Audit Services (IAS) is a business unit within the Department of Environment and Science. It provides internal audit services to DITID and three other Queensland Government agencies as part of a co-sourced corporate services arrangement under the Business and Corporate Partnership.

IAS provides independent assurance and advice to the Director-General, senior management, and the Audit and Risk Committee. It enhances DITID’s corporate governance environment in line with roles and responsibilities detailed in the Financial Accountability Act 2009. It achieves this through an objective, systematic approach to evaluating the effectiveness and efficiency of corporate governance processes, internal controls, risk assessment and management practices.

The role, operating environment and responsibilities of IAS are established in the 2017–2018 internal audit charter (which has due regard to the professional standards) and the Audit Committee Guidelines: Improving Accountability and Performance, issued by Queensland Treasury (June 2012).

Key audit activities for 2017–2018 included:

providing secretariat support to the Audit and Risk Committee monitoring and reporting on the status of implementation of internal and external audit

recommendations to the Audit and Risk Committee.

External assurance

Audits and reviewsQAO undertakes financial and performance audits within the public sector. In 2017–2018, two audit reports required action by DITID:

1. The QAO Report 6 to Parliament, Fraud risk management – Report 6: 2017–2018, assessed whether agencies appropriately identified and assessed fraud risks, and applied appropriate risk treatments and control activities to adequately manage their exposure to fraud risks. QAO concluded that none of the agencies audited were effectively managing fraud risk, leaving themselves potentially exposed to fraud. Findings from two previous QAO reports had not been applied by the audited agencies, and gaps in governance, fraud identification, detection and


prevention continued to be observed. While the audit did not specifically relate to the department, QAO found issues that related to public sector agencies as a whole and made recommendations accordingly.

QAO recommended that departments:

- self-assess against better practices listed in the report to improve fraud control policies and plans and make sure accountabilities and responsibilities for fraud control are clear

- integrate fraud risk management systems and procedures within existing enterprise risk management frameworks

- monitor through governance forums, exposure to fraud risk and the effectiveness of the internal controls to mitigate these risks.

The department has taken a number of actions to implement the recommendations, including a review of the department’s fraud and corruption risk management, performing regular reviews of fraud risk assessment processes, staff training on fraud and corruption risks, as well as the establishment of a governance and risk framework.

2. The QAO Report 8 to Parliament, Confidentiality and disclosure of government contracts – Report 8: 2017–2018, assessed whether departments met contract disclosure requirements. QAO was unable to assess the extent and appropriateness of the use of confidentiality provisions in Queensland Government contracts due to the contracts registers of all departments audited lacking sufficient information. While the audit did not specifically relate to the department, QAO found issues that related to public sector agencies as a whole and made recommendations accordingly.

QAO recommended that departments:

- meet all mandatory requirements set out in Procurement Guidelines – Contract Disclosure

- improve their contract registers or contract management systems to ensure a complete record of all awarded contracts.

Departments are currently awaiting advice and guidance from the Department of Housing and Public Works and, subject to the release of the updated Disclosure Guidelines, all mandatory requirements set out therein, shall be met.

Other external audits and reviews that took place in 2017–2018 are detailed below:

Gateway reviews

SPU follows the guidelines provided by the Queensland Treasury Project Assessment Framework (PAF) to ensure a rigorous approach to assessing projects at critical stages in their lifecycle, from the initial assessment of the project requirement, through to delivery. The PAF sets the foundation for ensuring that project evaluation, procurement, and delivery activities are undertaken effectively and efficiently, and that the State Government achieves value for money from its investment in projects.

Gateway reviews are undertaken on SPU projects at PAF gates to provide an independent review at the completion of key project stages, providing quality assurance that projects are positioned to successfully progress to the next stage. SPU projects may undertake gateway reviews between project phases or at specific significant milestones as agreed.

Findings and recommendations from gateway reviews are maintained on an audit register with actions and deadlines allocated to responsible team members. The SPU Project Management Office assists project teams to address any findings or recommendations.


Gold Coast 2018 Commonwealth Games: in the second quarter of 2017–2018, the QAO conducted an interim audit to assess the design and implementation of Games partners’ internal controls that enable achievement of Games objectives and support the preparation of the special purpose financial report. QAO made recommendations on two matters which DITID supported and resolved to the QAO’s satisfaction by the end of the second quarter.

Tourism: QAO audited QAO-selected Tourism Division processes, documents and expenditure in the fourth quarter.

Risk managementThe DITID risk management policy and framework, based on the international risk management standard AS/NZS ISO 31000:2009 and Queensland Treasury’s risk management guidelines, ensure risks are managed consistently across the department and minimised through a robust system of internal controls.

The DITID risk management framework has embedded fraud and corruption risk management and encompasses threats and opportunities, reflecting the potential for either of these to impact positively or negatively on the department’s objectives, strategic priorities, and innovation.

The DITID risk register is supported by the divisional and corporate functions’ operational risk registers. These registers are reviewed quarterly for any themes or trends that warrant attention at an organisational level.

Key strategic risks and opportunities are identified as part of the department’s annual strategic planning process. All business areas, as part of their business planning, identify risks that may impact upon their business objectives. Significant risks are reported quarterly at the corporate governance forum and the Audit and Risk Committee.

From February to June 2018, a refresh of the department’s risk appetite statements and annual assurance map was undertaken. Based on the Three Lines of Defence model, the framework helps officer accountabilities to be understood and contributes towards effectively managing risk. The department recognises the importance of being a risk-capable organisation, and embraces the government values that emphasise taking calculated risks to foster a culture of innovation and creating greater public value.

During 2017–2018, DITID participated in a series of desktop and functional exercises which used realistic scenarios to test risks identified in the GC2018 C3 Joint Concept of Operations for the Commonwealth Games. The exercises helped to consolidate Games partners’ understanding of roles, responsibilities and reporting during Games time, in both crisis and non-crisis situations including escalation and de-escalation processes. The exercises served to familiarise all partners with the agreed structure of decision-making at the lowest appropriate level and ensure timely resolution of issues as they occurred.

Information management

Information Steering CommitteeThe Information Steering Committee is part of DITID’s formal governance structure, with responsibilities for information and communications technology (ICT), and reports to the EMG. The Committee contributes to the efficient and effective operation of the department through the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009, Information Standard 2 – ICT Resources Strategic Planning, and Information Standard 18 – Information Security.


The Committee was established to:

assure the Director-General that ICT, information management, information security and related investments support the delivery of government priorities and departmental strategic direction

implement whole-of-government ICT direction, policies and standards ensure that ICT performance meets the following objectives

o alignment of ICT with the agency and realisation of associated benefits o use of ICT to enable the agency by exploiting opportunities and maximising benefits o responsible use of ICT resources o appropriate management of ICT-related risks.

In order to deliver maximum value to the agency as a whole from the ICT-enabled investment portfolio, the Committee:

provides guidance/direction in its development prioritises investment consistent with government priorities and DITID’s strategic direction reviews the portfolio to ensure the benefits and value as defined can be achieved and take any

necessary action to deliver the maximum value ensures all initiatives approved to proceed have a valid, approved business case throughout the

life of the initiative.

Table 16: Information Steering Committee membership as at 30 June 2018

Position Committee role

Deputy Director-General, Innovation Chair

Deputy Director-General, Tourism and Major Events Member

Director, Assurance and Accountability Member

Director, Contract and Investment Management Member

General Manager, Tourism Policy & Industry Engagement

Member

Chief Information Officer Member

Information systems DITID is maintaining and developing a range of systems to manage and store information. These systems will support the delivery of its services, initiatives, and corporate operations. Currently, DITID is using NAS Storage which provides accessible storage solutions for Innovation Video and Image files.

Records managementA comprehensive records management framework is in place for the department, which is compliant with the Public Records Act 2002, Public Service Act 2008 and the relevant Information Standards. The recordkeeping framework includes appraisal and disposal programs, a suite of recordkeeping policies, management of legacy paper records (both internal and off-site), digitisation disposal policies, the digital delivery of legacy records, a functional electronic document and records management system, records training and support, records appraisal of business systems, and an active program of transfers to Queensland State Archives.


The digital recordkeeping approach is addressing the key components of integrity, accessibility, security and continuity. The department has a corporate electronic document and records management system. Records Management is continuing to appraise new business systems to provide recordkeeping requirements to be incorporated, and recordkeeping considerations continue to be addressed in the decommissioning of business systems. Work has commenced for the targeted digital capture of high-value records and the preservation of digital corporate memory.

The records of the department are covered by a number of approved retention and disposal schedules: Commonwealth Games Queensland Disposal Authority Number (QDAN) 721, Tourism QDAN 709, Events QDAN 696, documented processes for records disposal are in place. Time-expired records have been identified for disposal and have been securely disposed. Permanent records have been identified and records have been transferred to Queensland State Archives.

Information releaseThe department is committed to providing the Queensland public with easier access to our information.

In accordance with the Right to Information Act 2009, the department is required to publish information to the public, which can be found on the DITID website at www.ditid.qld.gov.au. Reports on consultancies, overseas travel and the Queensland Language Services Policy are released online through the open data portal at www.data.qld.gov.au. The reporting requirement for government bodies is available on the DITID website at www.ditid.qld.gov.au.

We are also committed to increasing the release of data that we collect for re-use and re-purposing to provide new and exciting resources for the community. DITID’s Open Data Strategy: 2014–2018 outlines the proposed release of data to the community through the open data portal.


5. Our peopleWe are fostering a workplace culture that supports respect, diversity and wellbeing as a sound foundation to enable sustainable and high-quality delivery of DITID programs and initiatives.

Workforce profile The Queensland Public Sector Quarterly Workforce Profile: June 2017, based on Minimum Obligatory Human Resources Information data, shows that DITID had 191.94 full-time equivalent staff at 30 June 2018. The permanent separation rate was 2.44%.

The financial statements show that the number of paid full-time equivalent employees as at 30 June 2018 was 192. This includes both full-time employees and part-time employees measured on a full-time basis, as provided to the Public Service Commission and utilised in the preparation of the Minimum Obligatory Human Resource Information.

Employees who had been seconded to DITID from other State Government departments and who continued to be paid by their department are reflected in the Minimum Obligatory Human Resource Information data of their substantive department. However, for purposes of transparency, these same employees are reflected in the financial statements for DITID.

Workforce planning and performanceThe department has put in place strategies to ensure our partnerships are results focused, to develop talented people and emerging leaders, to focus our services and resources to help our customers and partners achieve economic and GC2018 outcomes, and to skill staff to be effective advocates and influencers.

These strategies are in line with the 10-year Human Capital Outlook developed by the Public Service Commission, which aligns its strategic imperatives around four levers for change: leadership and capability, culture, talent acquisition, new ways of working.

Leadership and capability

A strong leadership cohort with a focus on collaboration and thought leadership is the ideal for DITID, and to achieve this the department invested in a refresh program for the new Executive Management Group in DITID following the machinery of government changes. The aim was to consolidate a strategic approach and to deliver on the department’s key objectives under the DITID Strategic Plan. This included group workshops, individual meetings, and coaching, and will continue into 2018–2019.

The DITID Senior Leadership forum has also been established, which brings together the senior officers in the department with the aim to collaborate and unearth ideas to progress departmental and whole-of-government initiatives. It will also be used to develop the department’s leadership pipeline and to identify specialist needs for future skills in our leaders. As part of the Performance Management Framework, executives and senior officers developed leadership capabilities through implementing comprehensive performance agreements as well as participation in the PSC-led Executive Capability Assessment and Development process and general participation in PSC management development programs, masterclasses, and seminars that were promoted to staff.

Being able to communicate effectively to stakeholders about DITID’s work is vital to successful engagement, and in 2017–2018 there was a focus on upskilling staff with a communications focus, provided through a series of workshops around writing, media, and speech documentation.

Staff were also supported to attend professional development opportunities as part of the BiiG Conference and the Myriad Festival, which focussed on innovation.


A series of informal hang-outs were held for staff to meet influential leaders in innovation in a relaxed setting, enabling them to seek advice and gather information regarding innovation in their role.

There was also mandatory training and refreshers for all staff on the Public Service Code of Conduct, fraud awareness, and corruption prevention, as well as ethical decision-making with information sessions on bullying and performance management.

International Women’s Day

As a White Ribbon Accredited department, DITID takes every opportunity to engage staff in discussions and thinking about equity and respect for women.

International Women’s Day (IWD) was an opportunity to do this, especially with the department involved in key initiatives such as the Women of the World Festival, a history-making part of the arts and culture program of the Gold Coast 2018 Commonwealth Games.

To mark IWD, the department hosted a panel that considered how global movements such as #metoo and #timesup have created headlines, amped-up the spotlight and turned up the volume on debate about gender equality and inclusiveness.

The panel included Bryony Cole, entrepreneur and HotdesQ participant; Jacque Lachmund, CEO, CEO’s Challenge; and Alethea Beetson, founder of DigiArts and Aboriginal and Torres Strait Islander producer, Festival 2018.

DITID staff also attended a special United Nations International Women’s Day breakfast and the Aspiring Female Leaders Summit.

Culture

DITID aims to be an engaged, high-performing department, and strategies have been put in place to deliver this by encouraging a culture of collaboration, purpose, and inclusivity.

Quarterly, all staff forums have been held to connect staff to management, departmental projects, and achievements and to enhance professional development by inviting specialist speakers. During 2017–2018, the forums included presentations from staff as well as themes related to departmental programs and priorities and the need to position staff for the future of work. This included the impact of mega trends on work, business and the individual, a focus on presentations to enhance the work-life blend, and family and domestic violence.

DITID’s collaborative culture is enhanced by an engagement plan that builds connections to people and projects through these forums, as well as regular messages from the Director-General, an internal monthly newsletter, a refreshed DITID intranet site that enables storytelling and engagement, and informal forums that have focused on cultural transformation through innovation.

The DITID Reward and Recognition Program has worked to embed the objectives of the department by recognising staff who have delivered excellence across the categories of innovation, leadership, collaboration, teamwork, and performance. The quarterly awards engaged staff to acknowledge their peers, rewarded those who sought to think out of the box to create change and improve departmental initiatives, and included funding to support a training and/or professional development opportunity of their choice.

Fostering diversity is a key cultural focus and DITID initiatives in this area were reflected in the legacy programs it undertook through the Gold Coast 2018 Commonwealth Games; for example, the sponsorship of Pride House and support for the One Million Stars Against Violence initiative.


As part of the department’s steps to support gender parity, DITID held an International Women’s Day event featuring a panel that discussed issues impacting women at work and in society. Staff were also encouraged attend the Women of the World Festival in April, the Women Leaders’ Summit and the Committee for Economic Development of Australia Women in Leadership event.

Reward and Recognition Programs

Recognising people for their work sends an extremely powerful message to the recipient, their team, and other employees across the department. This is a priority in DITID and our Reward and Recognition Program provides the perfect opportunity to recognise staff for a job well done and to share with everyone across the department the great work that goes on every day.

This timely, formal acknowledgement of individual and team effort cuts across multiple categories: innovation, collaboration, leadership, performance and teamwork, considered in line with the department’s goals and values, and work which had been completed beyond expectations. Awards are held every six months. There is an overall winner, and in 2017 this was the Aboriginal and Torres Strait Islander Programs Team in the Office of the Commonwealth Games. The team also won the Innovation category.

The team noted that winning the award for their work on the Commonwealth Games Reconciliation Action Plan was a great boost for the team. The award acknowledged the hard work the team had put in, as well as recognising the important legacy they helped create after the Games.

Health, safety and wellbeing

A high priority is for staff to feel assured they are working in a safe and respectful environment. As a White Ribbon accredited workplace, the department has put in place foundation steps to ensure this. It has mandatory for all staff to complete the Recognise, Respond and Refer training; training is provided for all managers on domestic and family violence in the workplace and how to respond to staff in these situations; a White Ribbon champions group has been established; and White Ribbon activities are under the umbrella of the Workplace Health and Wellbeing Committee. The EMG has also committed to zero tolerance towards bullying and violence in any form.

A White Ribbon 10 000 steps challenge was held to encourage staff to raise money for White Ribbon at the same time as improving their physical fitness. The challenge was run through the Everyday Hero Platform as part of a legacy program related to GC2018.

The department promoted an annual health and safety week in October 2017. Staff were informed of the new Health, Safety and Wellbeing Framework through a special presentation at an all-staff forum by the Public Service Commission as part of Work Safe Month. Staff were encouraged to be more aware of their own physical health, a result of health checks provided to staff and the Executive Management Group. An adventure challenge was also launched during Work Safe Month which encouraged staff to get fit, eat well, and work wisely to achieve a better work-life balance.

In 2018, 112 staff were supported to take part in the influenza vaccination program.

Early retirement, redundancy and retrenchmentDuring the 2017–2018 period, two employees received redundancy packages at a cost of $96 652.12.No early retirement packages were paid during this period.


6. Contacts and locations

Head office

1 William StreetBrisbane Qld 4000

Post

PO Box 15168Brisbane City East Qld 4002

Phone

13 QGOV (13 74 68)International callers: +617 3333 5231 (+10 hours UTC)

Website

www.ditid.qld.gov.au

Feedback

The Department of the Premier and Cabinet is coordinating feedback on agency annual reports at www.qld.gov.au/annualreportfeedback.


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

Appendix 1: Governance committeesThe information below is also available at www.ditid.qld.gov.au.

Aboriginal and Torres Strait Islander Business and Innovation Reference Group

Act or instrument Queensland Cabinet

Aboriginal and Torres Strait Islander Business and Innovation Reference Group Terms of Reference (established in 2016).

Functions The Aboriginal and Torres Strait Islander Business and Innovation Reference Group is an advisory body that brings together successful Indigenous leaders to provide strategic advice on business and innovation matters that impact Aboriginal and Torres Strait Islander communities.

Achievements In 2017–2018, the Aboriginal and Torres Strait Islander Reference Group:

Developed the Aboriginal and Torres Strait Islander Business and Innovation Action Plan which identifies four key focus areas, with actions, to support and assist Aboriginal and Torres Strait Islander innovators, business owners and operators.

Considered the Queensland Indigenous Procurement Policy, with a specific focus on how the Queensland Government could enhance opportunities for Queensland’s Indigenous businesses

Provided advice regarding the Deadly Innovation Program, a 2017 election commitment that seeks to create pathways for Aboriginal and Torres Strait Islanders innovators to turn their ideas into reality.

Financial reporting Transactions of the entity are accounted for against the budget allocation for the Aboriginal and Torres Strait Islander Business Innovation and Reference Group in the financial statements of the Advance Queensland Implementation Unit.

Remuneration: Members are not remunerated and sitting fees are not paid. Out-of-pocket expenses are paid to members.

Position Name Meetings attended

Approved annual, sessional or daily fee

Approved sub-committee fees if applicable

Actual fees received

Member Noel Niddrie 3 N/A N/A N/A

Member Leesa Watego 3 N/A N/A N/A

Member Wanita Gosbee 1 N/A N/A N/A

Member Mundanara Bayles 3 N/A N/A N/A

Member Julie-Ann Lambourne

4 N/A N/A N/A

Member Charlie Jia Nil N/A N/A N/A

Member Leann Wilson 2 N/A N/A N/A

Member Shane Kennelly 4 N/A N/A N/A

Member Colin Saltmere 4 N/A N/A N/A

Member Terri Waller 1 N/A N/A N/A

Member Michelle Deshong 1 N/A N/A N/A

Member Wayne Denning Nil (resigned N/A N/A N/A


September 2017)

Member Donisha Duff 1 N/A N/A N/A

Associate Member Cr Ross Andrews 3 N/A N/A N/A

Associate Member Cr Desmond Tayley 1 N/A N/A N/A

No. scheduled meetings/sessions

Four meetings held in 2017–2018: 1 August 2017, 22 September 2017*, 25 October 2017 and 20 June 2018

*Out-of-session meeting

Total out of pocket expenses

Nil

Advance Queensland Expert Panel


Act or instrument Queensland Cabinet

Advance Queensland Expert Panel Terms of Reference (established in 2015).

Functions The Advance Queensland Expert Panel is an advisory body that brings together successful leaders from across the business, academic, research and education sectors who can provide broad-based expertise and independent advice to government regarding Advance Queensland.

Achievements In 2017–2018, the Advance Queensland Expert Panel considered a range of strategic issues including:

The role of agriculture and food research in the Queensland innovation system as part of the Agriculture and Food Research, Development and Extension 10-year Roadmap.

Findings from the Massachusetts Institute of Technology Regional Entrepreneurship Acceleration Program entrepreneur survey.

Issues identified by the Startup AUS Policy Hack 2018 held as part of the Myriad Festival 2018.

Findings of the Ignite Ideas Fund recipient survey and additional support that could be provided to unsuccessful yet meritorious Ignite Ideas applicants, in order to expose potential opportunities and assist more applicants to successfully implement projects.

Financial reporting Transactions of the entity are accounted for against the budget allocation for the Advance Queensland Expert Panel in the financial statements of the Advance Queensland Implementation Unit.

Remuneration: Members are not remunerated and sitting fees are not paid. Out-of-pocket expenses are paid to members.

Position Name Meetings in attendance


Approved sub-committee fees if applicable


Member Monica Bradley

3 N/A N/A N/A

Member Prof Frank Gannon

1 N/A N/A N/A

Member Wayne Gerard 1 N/A N/A N/A

Member David Gray 3 N/A N/A N/A

Member Dr Laurie Hammond

3 N/A N/A N/A

Member Dr Cherrell Hirst

2 N/A N/A N/A

Member Anna Rooke 1 N/A N/A N/A

Member Prof Arun Sharma

3 N/A N/A N/A

Member Prof Grant Stanley

1 N/A N/A N/A

Member Dr Elaine Stead

2 N/A N/A N/A

Member Prof Zee 1 N/A N/A N/A


Upton

Member Prof Ian Frazer Nil N/A N/A N/A

Member Dr Christine Williams (retired)

1 N/A N/A N/A

Member Winna Brown (Resigned 30 March 2018)

1 N/A N/A N/A

No. scheduled meetings

Three meetings held during 2017–2018: 31 August 2017, 27 February 2018 and 29 May 2018.

Total out of pocket expenses

Nil

Legacy Advisory Committee

Act or instrument The Legacy Advisory Committee is established administratively with members appointed


by letter following approval by the Premier.

Functions The Legacy Advisory Committee provides advice and assistance to the Minister and key GC2018 partners on legacy issues, with particular focus on:

leveraging the Commonwealth Games to derive economic benefits and develop local business and workforce capability

maximising long-term community, sport and health benefits from GC2018 strengthening Queensland as Australia’s premier tourism destination.

The Committee is comprised of prominent Queenslanders who have extensive knowledge and experience to drive outcomes from Embracing Our Games Legacy: Queensland’s legacy for the Gold Coast 2018 Commonwealth Games.

Activities The Legacy Advisory Committee has provided advice on the delivery of the State Government’s transformational legacy initiatives, programs and projects. The Committee met on five occasions in the lead-up to and following the Games, and provided advice on the development, implementation and evaluation of Embracing 2018 programs. The Committee was thoroughly briefed on all aspects of the Games legacy programs, including the healthy and active sports participation grants, various tourism engagement and social inclusion projects, the Reconciliation Action Plan, Festival 2018, and the formal Games Monitoring and Evaluation Framework.

Financial reporting

Legacy Advisory Committee costs are contained within the department’s financial statements.

Remuneration

Position Name Meetings/sessions attendance


Approved sub-committee fees, if applicable


Chair Rob Borbidge, AO 5 N/A N/A $0

Member Andrew Baildon 3 N/A N/A $0

Member Vicki Batten 3 N/A N/A $0

Member Louise Bezzina 3 N/A N/A $0

Member Campbell Charlton 5 N/A N/A $0

Member Julie MacDonald, OAM

5 N/A N/A $0

Member Ian O'Connor 4 N/A N/A $0

Member Nick Scott 5 N/A N/A $0


No. scheduled meetings/

sessions

Five

Total out-of-pocket expenses

$974.36

Appendix 2: AcronymsTerm DefinitionABLIS Australian Business Licence and Information Service

AI Artificial Intelligence

ARRs Annual report requirements for Queensland Government agencies


AQ Advance Queensland

BCP Business and Corporate Partnership

CEMG Corporate Executive Management Group

CEO Chief Executive Officer

CF Consolidated fund

CGF Commonwealth Games Federation

DAF Department of Agriculture and Fisheries

DBC Destination Brisbane Consortium

DES Department of Environment and Science

DFV Domestic and Family Violence

DITID Department of Innovation, Tourism Industry Development and the Commonwealth Games

DSDMIP Department of State Development Manufacturing, Infrastructure and Planning

DSITI Department of Science, Information Technology and Innovation

DTESB Department of Tourism, Major Events, Small Business and the Commonwealth Games

DTMR Department of Transport and Main Roads

EMG Executive Management Group

EOI Expression of Interest

FAA Financial Accountability Act 2009

FPMS Financial and Performance Management Standard 2009

GC2018 Gold Coast 2018 Commonwealth Games

GOLDOC Gold Coast 2018 Commonwealth Games Corporation

GTH Global Tourism Hub

GTI Growing Tourism Infrastructure

IAS Internal Audit Services

ICT Information and communications technology

IRD Integrated Resort Developments

IWD International Women’s Day

OCG Office of the Commonwealth Games

QAO Queensland Audit Office

QDAN Queensland Disposal Authority Number

QGEA Queensland Government Enterprise Architecture

QPS Queensland Police Service

RIQS Reconciliation in Queensland Schools Program

SDS Service Delivery Statements

SPU Special Projects Unit

STEM Science, technology, engineering and mathematics

TDDI Tourism Demand Driver Infrastructure

TEQ Tourism and Events Queensland


Appendix 3: Compliance checklistSummary of requirement Basis for requirement Annual report

reference

Letter of compliance A letter of compliance from the accountable officer or statutory body to the relevant Minister/s

ARRs – s.7 2

Accessibility Table of contents

Acronyms

ARRs – s.9.1 4

67

Public availability ARRs – s.9.2 3

Interpreter service statement Queensland Government Language Services Policy

ARRs – s.9.3

3

Copyright notice Copyright Act 1968

ARRs – s.9.4

3

Information Licensing QGEA – Information Licensing

ARRs – s.9.5

3

General information Introductory Information ARRs – s.10.1 12

Agency role and main functions ARRs – s.10.2 12,16,17

Machinery of government changes ARRs – ss.31 and 32 6

Operating environment ARRs – s.10.3 25,33,38,41

Non-financial performance

Government’s objectives for the community ARRs – s.1.1 15,16

Other whole-of-government plans/specific initiatives

ARRs – s.11.2 45

Agency objectives and performance indicators

ARRs – s.11.3 15,26,34,39,41

Agency service areas and service standards

ARRs – s.11.4 28,31

Financial performance

Summary of financial performance ARRs – s.12.1 18

Governance – management and structure

Organisational structure ARRs – s.13.1 14

Executive management ARRs – s.13.2 12,47

Government bodies (statutory bodies and other entities)

ARRs – s.13.3 Appendix 1


Summary of requirement Basis for requirement Annual report reference

Public Sector Ethics Act 1994 Public Sector Ethics Act 1994 (s.23 and Schedule)

ARRs – s.13.4

47

Queensland public service values ARRs – s.13.5 15

Governance – risk management and accountability

Risk management ARRs – s.14.1 17,54

Audit committee ARRs – s.14.2 51

Internal audit ARRs – s.14.3 52

External scrutiny ARRs – s.14.4 52

Information systems and recordkeeping ARRs – s.14.5 54,55

Governance – human resources

Strategic workforce planning and performance

ARRs – s.15.1 57

Early retirement, redundancy and retrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment

Directive No.16/16 Early Retirement, Redundancy and Retrenchment (from 20 May 2016)

ARRs – s.15.2

59

Open Data Statement advising publication of information

ARRs – s.16 5

Consultancies ARRs – s.33.1 https://data.qld.gov.au

Overseas travel ARRs – s.33.2 https://data.qld.gov.au

Queensland Language Services Policy ARRs – s.33.3 https://data.qld.gov.au

Financial statements Certification of financial statements FAA – s.62

FPMS – ss.42, 43 and 50

ARRs – s.17.1

http://ditid.qld.gov.au

For full PDF-searchable version

Independent Auditor’s Report FAA – s.62

FPMS – s.50

ARRs – s.17.2

http://ditid.qld.gov.au

For full PDF-searchable version

FAA Financial Accountability Act 2009

FPMS Financial and Performance Management Standard 2009

ARRs Annual report requirements for Queensland Government agencies


http://ditid.qld.gov.au/

http://ditid.qld.gov.au/

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