Department of
Public Works
Annual Report 2007–08
www.publicworks.qld.gov.au
Department of Public Works | Annual Report 2007–08
1
31 October 2008
Level 7, 80 George Street
GPO Box 2457
Brisbane Qld 4001 Australia
Telephone: +61 7 3224 6507
Fax: +61 7 3224 5616
The Honourable Robert Schwarten MP
Minister for Public Works, Housing and
Information and Communication Technology
Level 7, 80 George Street
Brisbane Qld 4000
Dear Minister
I am pleased to present the Annual Report 2007–08 for the Department of Public Works.
I certify that this Annual Report meets the prescribed requirements of the Financial Administration and Audit
Act 1977 (FAA Act) and the Financial Management Standard 1997 (FMS) particularly with regard to reporting
this agency’s governance arrangements, objectives, functions and performance, as well as the agency’s
additional reporting and tabling obligations for this report.
This report is prepared on the basis of the current administrative arrangements for this department applying
for the whole of the 2007–08 financial year, that is, it reflects the structure, operations and performance of
the department as it existed at 30 June 2008.
A checklist outlining the governance, performance, reporting and procedural obligations contained in the
legislation can be accessed at http://www.publicworks.qld.gov.au/about/annual_report_07-08/checklist
Yours sincerely
Mal Grierson
Director-General
Department of Public Works | Annual Report 2007–08
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Communication objectives
• To clearly show how the Department of Public Works supported the Queensland Government in delivering
its programs and services during the 2007–08 financial year.
• To demonstrate the department’s commitment to its staff and to address Queensland
Government priorities.
• To give an account of the department’s activities and achievements during the financial year as required by
the Financial Administration and Audit Act 1977.
Our vision
First class service.
Our mission
To provide first class service, products and policy options that ensure the delivery of successful
government outcomes.
Our values
The Department of Public Works has seven values that REFLECT the attitude and behaviour sought
from employees at all levels.
Respect – for each other, our clients, the diversity of skills in the workforce and the diversity of
cultural backgrounds.
Efficiency – in the way business is conducted and in dealing with clients.
Flexibility – in working arrangements, dealing with clients and dealing with problems.
Leadership – that provides clear organisational strategic direction; encourages teamwork to achieve
the strategic direction; is visible and consistent; leads by example; allows management and employees
to be partners.
Encouragement – in career progression and personal development, and to think of innovative ways of
doing business.
Communication – that is open, consistent and two-way.
Trust – between management and employees, and between the department and its clients.
Department of Public Works | Annual Report 2007–08
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Contents
From the Director-General
06
Section 01
Our organization
About the department
09
Section 02
Our performance
Departmental outputs
Building procurement and asset management
12
Procurement services
17
Information and communication technology strategies
19
Public records management and advisory services
23
Commercialised business unit outputs
QBuild
25
Project Services
28
QFleet
30
CITEC
32
Goprint
35
SDS
37
Shared service output
Shared Service Agency
40
Section 03
Our corporate governance
Corporate governance
43
Corporate Governance Board
46
Executive Committee
49
Governance committees
50
Department of Public Works | Annual Report 2007–08
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Section 04
Our people
Staff numbers
55
Employment initiatives
56
Supporting diversity
57
Reconciliation
58
Women’s initiatives
59
Leadership and management development
59
Workplace health and safety
60
Code of Conduct
61
Voluntary early retirement
61
Section 05
Other reporting
Acts administered
63
Statutory bodies, authorities and instrumentalities
63
Costs and achievements of boards, committees
64
Consultancies
66
Whistleblowers
67
Industrial relations
67
Community engagement
67
Waste management
70
Carbon emissions
72
Freedom of information
75
Recordkeeping
76
Shared Service Initiative
77
Overseas Travel
79
Section 06
Our locations
Locations
Department of Public Works | Annual Report 2007–08
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5
From the Director-General
For the Department of Public Works and staff, 2007–08 was a year of change and growth.
Following machinery-of-Government changes in September 2007, the Shared Service Agency (SSA)
joined the department from Queensland Treasury, bringing more than 2000 staff members at the time and
boosting the department’s staff numbers to approximately 7000. The SSA is the largest shared service
provider in the Queensland Government and it delivers a suite of services to government agencies including
financial, procurement, human resource, information technology support, and property and facilities
management services.
The Department of Public Works provides many diverse services and to reflect this, I have listed just a few of
the many highlights from another successful year:
Capital Works Program
During 2007–08, we managed, on behalf of the Queensland Government, a program of works in the order of
$8.5 billion. One of the major projects was the construction of the $160 million Skilled Park Stadium at
Robina on behalf of Stadiums Queensland.
Included within the Capital Works Program was the successful completion and delivery of facilities to
approximately 530 state schools throughout Queensland, for the commencement of the Preparatory Year by
the Department of Education, Training and the Arts in 2008.
ICT consolidation agenda
The department continued to implement a more integrated whole-of-Government approach to information
and communication technology (ICT) governance including planning towards the consolidation of data
centres, networks, infrastructure and ancillary services across government.
ICT Career Development Program
In early 2008, the ICT Career Graduate Development Program administered through the Queensland
Government Chief Information Office placed 53 ICT graduates within agencies across the Queensland public
sector and the Brisbane City Council.
New operating model for CITEC
CITEC developed a new operating model to support its future role as the government’s primary ICT services
provider in the consolidated ICT environment.
Department of Public Works | Annual Report 2007–08
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State Procurement Policy
On 1 January 2008, a new State Procurement Policy, administered through the Queensland Government
Chief Procurement Office, was released to drive improved procurement performance and efficiency across
government. Improved sustainable procurement is one of the focus areas of the new policy.
Disaster management and response
During 2007–08, the State Disaster Management Plan
was effectively activated on a number of occasions including after the severe flooding of Charleville,
Emerald, Rockhampton, and Mackay in early 2008. The department helped communities recover and
rebuild, providing essential services including: establishing community evacuation centres; restoring
government buildings; reconnecting services; and undertaking damage assessment reports on residences
eligible for structural assistance grants.
Environmental management and response
The department continued its commitment to reducing greenhouse gas emissions by improving energy
reduction activities through administering the Government Energy Management Strategy, the Strategic
Energy Efficiency Policy for Queensland Government buildings and the Carbon Reduction Strategy for
Queensland Government office buildings.
Greening the government fleet
Continuing on the environmental agenda, QFleet introduced the Green Vehicle Guide Greenhouse Rating
System to provide agencies with a more robust means of quantifying and assessing the environmental
performance of vehicles when making vehicle selections. This system will assist the Queensland
Government in achieving its targets for reducing and neutralising the government’s fleet carbon emissions
by 2020.
Shared Service Agency
The Shared Service Agency (SSA) provides efficient human resource and financial services to more than 70
000 public sector employees across 29 government agencies. The SSA also provides specialist financial
services such as Carepay.
Through this service, during 2007–08 the SSA processed more than 72 500 payment-related documents
supporting the carers of over 6000 children on behalf of the Department of Child Safety.
Finally, I would like to congratulate the staff members of the Department of Public Works for their
professionalism and expertise, for without their continued support, these and many other achievements
would not have been possible.
Mal Grierson
Director-General
Department of Public Works | Annual Report 2007–08
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Our organization
Section 01
Department of Public Works | Annual Report 2007–08
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About the department
The Department of Public Works is a Queensland Government department established under the Public
Service Act 1996. The Department of Public Works has been an integral part of Queensland’s history since
the state was formed in 1859. In 1862, the first major public building – the Governor’s residence – was
completed and the Department of Land and Works was created. In 1866, the Department of Public Works
became an individual department.
Over nearly 150 years, the department has evolved into its present organisational structure, which
includes a number of commercialised business units providing services across government.
The department contributes significantly to the Queensland Government’s priority of delivering responsive
government by providing vital services to other agencies across the state. While the department is best
known for its role as leader of the Queensland Government’s capital works building program, its
responsibilities extend much further. The department also has lead agency responsibility in the application of
whole-of-Government information and communication (ICT) technology; in procurement; in the provision of
support services such as fleet management; printing and office supplies; in recordkeeping in Queensland’s
public sector; and in shared services.
The department exercises its responsibilities through the delivery of departmental outputs (building
procurement and asset management, procurement services, ICT strategies and public records management
and advisory services) and through its commercialised business units (Project Services, QBuild, QFleet,
CITEC, Goprint and SDS) and the Shared Service Agency.
These outputs are supported through the strategic priorities outlined in the Department of Public Works
Strategic Plan 2007–11. The strategic priorities are to:
• deliver the building capital works program on time and on budget
• improve building asset management outcomes across government
• enhance disaster management capability
• optimise whole-of-Government ICT investment
• deliver quality whole-of-Government support services
• enhance government procurement capability and performance
• manage, preserve and enable access to public records
• provide innovative and standardised shared services.
The diverse range of specialist services provided to other government agencies by the department are
backed by an extensive bank of knowledge, expertise and service delivery skills built up over many years.
The department’s outputs and strategic priorities are achieved through the delivery of services within three
major divisions – Works, Services, and Shared Service Agency.
Works Division consists of QBuild, Project Services, Technology and Development Division, Strategic
Projects, Queensland Government Accommodation Office and Building Policy Unit.
Department of Public Works | Annual Report 2007–08
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Services Division consists of the Queensland Government Chief Procurement Office, the Queensland
Government Chief Information Office, Queensland State Archives, CITEC, ICT Governance Initiative
Implementation Office, QFleet, Goprint and SDS.
The Shared Service Agency provides high-quality, standardised corporate services and business solutions to
Queensland Government agencies.
Corporate and Executive Services provides human resource management, financial services, legal services,
contract services, information services, executive services, project governance, and planning and
performance management.
External Relations provides media and communication expertise, manages Indigenous relations, market
research and intergovernmental matters.
The department’s future direction as outlined in the Strategic Plan is to continue to provide first class service
and seek to respond effectively to whole-of-Government expectations and requirements.
In particular the department will:
• support the $80 billion, 20-year government building and infrastructure program
• deliver innovative service solutions to address environmental issues such as energy savings, reduced
water consumption, sustainable design, asbestos management, use of e10 fuel and fuel-efficient
government vehicles
• deliver innovative, cost-effective whole-of-Government ICT services which support the transformation of
government service delivery
• implement a robust and comprehensive governance framework to underpin government’s ICT investment
• continue to foster positive industry relationships, particularly in the building and ICT industries
• develop initiatives which aim to improve the cost effectiveness of support services to agencies in the
areas of accommodation, procurement, records management, vehicle management, print, warehousing
and distribution
• continue to build organisational capacity through innovative and sustainable staff recruitment
and retention strategies.
Department of Public Works | Annual Report 2007–08
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Our performance
Section 02
Department of Public Works | Annual Report 2007–08
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Departmental outputs
Building procurement and
asset management
The building procurement and asset management output assists building industry improvement and provides
support and advice to the Queensland Government and its agencies on the delivery of services through the
cost effective provision and management of building assets. This is achieved
through the:
• introduction of major initiatives and programs to improve the environmental aspects of the
built environment
• initiation and delivery of strategic building and urban precinct projects
• provision and management of government accommodation and special estates
• provision of building policy and advice as well as improved government and industry relationships.
The building procurement and asset management output is delivered by the Technology and Development
Division, Strategic Projects, Queensland Government Accommodation Office and Building Policy Unit.
Highlights
During 2007–08, units supporting building procurement and
asset management:
• revised the whole-of-Government Capital Works Management Framework (the government’s key
policy for managing risks in the planning and delivery of government building projects) and
Maintenance Management Framework (the government’s policy for the maintenance of
Queensland Government buildings)
• approved a best practice Building Asset Performance Framework aimed at ensuring that departments
have a systematic approach to managing the performance of their government buildings to meet
service delivery requirements
• achieved agency-wide agreement that the Department of Public Works will implement a strategy to
improve estimates for Queensland Government building projects and, in consultation with affected
departments, undertake a centralised workload smoothing and program management role for government
building projects estimated to cost $500 000 to $20 million
• facilitated a new site for the RSPCA to relocate its operations from Fairfield to Wacol (former John Oxley
Youth Detention Centre) and provided ongoing assistance and advice in relation to this work
Department of Public Works | Annual Report 2007–08
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• realised water use reductions of approximately 43% or 234 435 kilolitres per year across the department’s
commercial office buildings that were using more than one megalitre per year (using 2004–05 water
consumption as a baseline)
• led the development of the Queensland Disaster Management Act 2003 guideline ‘Mitigating the Adverse
Impact of Cyclones – evacuation and shelter’ which was formally released at the Natural Disaster Summit
held in Townsville on 22 April 2008 for use by local governments to identify their cyclone shelter needs, the
safe locations for shelters and in community evacuation planning.
In addition:
• in December 2007, Executive Government endorsed the decentralisation of government office
accommodation away from the Brisbane central business district (CBD). Decentralisation will be
undertaken through the development of government office precincts in northern and southern metropolitan
locations and in Ipswich to the west, with initial planning having been completed for a staged delivery
targeted between 2011 and 2017
• in support of the ClimateSmart 2050 strategy and the government’s commitment to reducing greenhouse
gas emissions, the department developed two whole-of-Government initiatives which were endorsed
by Executive Government in December 2007:
the Carbon Reduction Strategy for Government Office Buildings which established a target for all
government-owned office buildings to become carbon neutral by 2020
the Strategic Energy Efficiency Policy for Government Buildings which established minimum
energy reduction targets of 5% by 2010 and 20% by 2015 for all departments.
Department of Public Works | Annual Report 2007–08
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Performance table
Measures
2007–08 Target
2007–08 Actual
Government Energy Management Strategy
Savings of $20 million in
government expenditure
on energy
Savings target achieved
Green energy purchase
Green energy purchase
in line with agreed
targets
Green energy purchase
targets achieved
Complete an
integrated Water Energy
Management Plan
(WEMP) for the
remainder of the
Department of Public
Works’ office buildings in
accordance with the
level of
water restriction
WEMP completed
Annually for
each building
Plans reviewed and
completed for key
departmental buildings
14 > $2 billion
12 > $900 million
990 000 m2
990 862 m2
1052
998
-Office
<2.5%
0.18%
-Housing
<3.0%
2.60%
$4 million
$7.6 million
<2%
0.5%
Average number of prequalified contractors registered on the
Prequalification System available for selection by agencies
Not less than 350
Average target met
Average number of prequalified consultants registered on the
Prequalification System available for selection by agencies
Not less than 283
Average target met
4
4
Government Buildings Water Conservation Program
Building Security Plans are developed and implemented for
Department of Public Works-owned and occupied major buildings
Number and value of major projects facilitated
Area of office space managed
Number of government employee dwellings managed
Vacancy rate for the portfolio
Value of lease incentives
Percentage of defaults by prequalified building industry contractors
on government building projects
Development and implementation of a rolling program of
accommodation strategies in the CBD, metropolitan and
regional centres
Department of Public Works | Annual Report 2007–08
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Electricity consumption for office buildings greater than 9000 m 2
(Net Lettable Area) in the owned office portfolio
<285kWh/m2/each year
280kWh/m2/each year
100% compliance
with project timelines
and resourcing
100% completed
100%
100% completed
All critical
personnel trained
100% completed
Property management fees as a percentage of rental income for
government-owned office buildings
<4%
3.6%
Percentage of office portfolio properties earning market rents
98%
98%
Return on investment for the commercial properties included in
the office portfolio (inclusive of maintenance)
6.5%
6.8%
Satisfactory progress on various research programs as partner in
Cooperative Research Centre for Construction Innovation
The departmentally managed asbestos removal program
fully implemented and expended
Disaster management training provided for critical personnel
Department of Public Works | Annual Report 2007–08
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Performance review
The building procurement and asset management output successfully met its environmental initiatives
measures relating to energy management, green energy purchases and water conservation.
The target figure provided for the number and value of projects facilitated included a number of projects
external to the department on which Strategic Projects provided an advisory role only. The actual figure
excluded those projects being managed external to the department resulting in the decrease.
The low office portfolio vacancy rate was due to a record low vacancy rate across the whole property sector,
while the strong positive result in the value of lease incentives for 2007–08 was assisted by several extended
negotiated lease periods.
Our future
In the future, the units supporting building procurement and asset management will:
• manage energy, water and waste in government-owned offices to achieve established targets and support
the government’s environmental initiatives as part of the ClimateSmart 2050 strategy
• undertake reviews of rental charges and associated arrangements for all government employee housing,
and a strategic assessment of the current stock of office buildings
• develop and implement the new Strategic Portfolio Plan
• achieve significant decentralisation of government office accommodation out of the Brisbane CBD through
developing and implementing the Vision 2020 Strategy for the Brisbane CBD
• consolidate improved performance within strategic projects
• continue to develop and improve building capital works risk management and asset management policies
and guidelines to address risk to the state and to respond to government priorities.
Department of Public Works | Annual Report 2007–08
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Procurement services
The Queensland Government spends about $6 billion annually on goods and services and $4.5 billion on
capital assets/works. The Procurement services output, which is delivered by the Queensland Government
Chief Procurement Office (QGCPO), focuses on achieving cost savings and benefits through effective
procurement policy, practice and education. The QGCPO provides a policy framework for the whole-ofGovernment and is currently leading procurement reform through the implementation of the Service Delivery
and Performance Commission’s Report on the Review of Purchasing and Logistics in the Queensland
Government (SDPC Report). QGCPO provides the Queensland Government with expertise in procurement
policy, practice and education.
Highlights
The QGCPO commenced a comprehensive program for actioning the Executive Government-endorsed
recommendations of the SDPC report over the past financial year. During 2007–08, the QGCPO:
• launched a revised whole-of-Government State Procurement Policy that raised standards for improving
agency procurement performance, introduced new sustainable procurement requirements and
incorporated the recommendations of the SDPC Report
• developed the state-of-the-art whole-of-Government Travel Management System and implemented the
pilot in the Department of Public Works. Rollout to other government departments commenced
• implemented a new whole-of-Government arrangement for desktop computers, portable computers and
servers which achieved savings of approximately $17 million in 2007–08 and will achieve savings of $15
million a year until the expiry of the arrangement in 2010 (subject to possible extensions until 2013)
• commenced the full-scale rollout of a review of the procurement capability of all government departments
in accordance with a comparative international benchmark with best-in-class public and private
sector organisations.
Department of Public Works | Annual Report 2007–08
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Performance table
Measures
Savings on whole-of-Government spend under QGCPO
managed arrangements
New whole-of-Government initiatives implemented by agencies
Customer satisfaction with QGCPO services as measured by
independent survey
2007–08 Target
2007–08 Actual
10%
10%
80% of agencies in
accordance with
implementation plans
80% of agencies in
accordance with
implementation plans
80%
92%
Performance review
During 2007–08, the QGCPO achieved its targeted savings of whole-of-Government expenditure
under QGCPO-managed arrangements.
New whole-of-Government initiatives and arrangements were implemented by the targeted number
of agencies.
In 2007, the QGCPO (then Queensland Purchasing) commissioned a survey by external researchers to
determine the level of customer satisfaction with its services and products. The survey found that 92% of
clients indicated overall satisfaction, which exceeded the key performance indicator target of 80%.
Our future
In the future, the QGCPO will:
• continue to focus on the realisation of savings and benefits to the Queensland Government by managing
new and existing whole-of-Government standing offer arrangements
• facilitate more efficient management of common or multi-agency procurement expenditure that is the
responsibility of other lead agencies
• facilitate greater mentoring of and support to agencies to improve their procurement capability
• provide whole-of-Government procurement systems and processes to reduce costs of procurement
• emphasise the use of green procurement and sustainability
• continue to develop skills in the procurement field.
Department of Public Works | Annual Report 2007–08
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Information and communication
technology strategies
The information and communication technology (ICT) strategies output is delivered by the Queensland
Government Chief Information Office (QGCIO), in conjunction with the Queensland Government Chief
Technology Office (QGCTO) and the ICT Governance Initiative (IGI) Implementation Office.
The QGCIO is central to managing the framework for prioritising the Queensland Government’s business
needs, supported by investments in information and applications.
The QGCIO drives improved Queensland Government business outcomes through strategic leadership,
support and advice in information management and ICT.
This is achieved through whole-of-Government portfolio analysis, the development of information
management, telecommunications and ICT strategies and directions, further development of the information
management layer of the Government Enterprise Architecture1 , industry liaison, and the development of
methodologies and toolkits to strengthen the planning and project management capability of agencies.
The QGCTO, located within CITEC, provides a whole-of-Government focus and expertise for managing the
technology elements of the framework. Refer to the section on CITEC on page 32 for further information on
the activities of the QGCTO.
The IGI Implementation Office was established to oversee the implementation of the recommendations
arising from the Service Delivery and Performance Commission’s Report on the Review on ICT Governance
Across the Queensland Government (SDPC Report). The SDPC Report established the blueprint and
agenda for government’s ICT reform, including the consolidation of a range of ICT services (data centres,
networks, infrastructure, identity management, directory and email services); the establishment of the
QGCIO; the establishment of the QGCTO; and the reorientation of CITEC.
Department of Public Works | Annual Report 2007–08
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Highlights
During 2007–08, the QGCIO:
• developed and released the whole-of-Government Program, Project and Benefits Management
Methodologies, prescribed for ICT-related initiatives across government
• assessed the $2 million Procurement Review process and released a Policy Statement and Guide to
Procedures for use by government agencies
• established the Flexible Workplaces trial, located in the Ipswich Courthouse, in partnership with the
Environmental Protection Agency. Operational since June, this
multi-agency telecentre opened to allow participating Brisbane central business district-based
employees to significantly reduce their commuting time by working from this alternative office one
or two days per week.
During 2007–08, the IGI Implementation Office oversaw the implementation of all recommendations arising
from the SDPC Report with specific achievements including:
• the development and approval of the revised CITEC operating model which outlines an implementation
roadmap for CITEC’s revised role as an internal-to-government ICT service provider
• the development and approval of a business case for the consolidation of data centres, networks and
infrastructure across the government
• the development and approval of a business case for the deliery of identity management, directory and
email services across the government
• the implementation of whole-of-Government Peer Review process to guide and align ICT investment by
government agencies with the government’s direction for technology consolidation
• the commencement of the Technology Transformation Program which will establish the government’s
consolidated technical platform and provide an application rationalisation methodology that will be trialled
with selected government agencies to optimise their application portfolios.
1
The Government Enterprise Architecture provides the framework to support the development of better services for Queenslanders,
more efficient and effective use of ICT in the government, and effective partnering with the private sector.
Department of Public Works | Annual Report 2007–08
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Performance table
Measures
2007–08 Target
2007–08 Actual
60%
86%
>90%
90%
Inter-program
dependencies agreed,
aligned and managed
Inter-program
dependencies agreed,
aligned and managed
Effective communications strategy delivered across the
ICT Governance Initiative
90% stakeholder
satisfaction
Communications
strategy implemented
Effective operation of the peer review process
90% stakeholder
satisfaction
No formal survey
undertaken
100%
100%
Deliver and implement the workforce and change management
process for the ICT Governance Initiative
December 2007
Target impacted by
delay to program
commencement
Deliver and implement the benefits management process for the
ICT Governance Initiative
December 2007
December 2007
August 2007
September 2007
September 2007
October 2007
Percentage of new initiatives where agencies are actively seeking
QGCIO advice and support
ICT industry associations’ satisfaction rating with QGCIO
services and collaboration
Effective coordination of ICT Governance Initiative activities
across government
Percentage of planned key deliverables listed in the Business Plan
delivered within the scheduled timeframe
Revised CITEC operating model including performance and
service management framework developed
Deliver the Technology Consolidation Business Case (TCBC) for data
centres, networks and infrastructure
Department of Public Works | Annual Report 2007–08
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Performance review
Throughout 2007–08, the IGI Implementation Office oversaw the ongoing implementation of the SDPC
Report recommendations. Following approval of the revised CITEC operating model and the two whole-ofGovernment consolidation business cases, the focus is now on progressing implementation of these wholeof-Government ICT reforms to embed the new capability into operational areas.
Of the seven major initiatives undertaken by the QGCIO during 2007–08, agencies actively sought advice
and assistance in six of them (ICT Planning, Project Methodologies, Program Methodologies, Broadband,
Budget Review process and the $2 million Procurement Review process) representing the higher figure of
86% instead of the targeted 60%.
The effectiveness of the communications strategy was not formally tested, although feedback
provided through governance committees and activities relating to these measures suggested
performance was satisfactory.
No formal survey was undertaken to measure ongoing stakeholder satisfaction relating to the effective
operation of the Peer Review process. However, 55 initiatives were reviewed by the Peer Review Panel,
with no issues raised by stakeholders in relation to the outcomes of these reviews.
Our future
In the future, the QGCIO will:
• continue to develop the information management layer of the Government Enterprise Architecture
• establish a whole-of-Government Portfolio Analysis function to enable the identification and proactive
prioritisation of investment opportunities facing government
• continue to address Queensland Government broadband requirements at the national level
• manage communication of the Queensland Government’s ICT direction to industry
• operationalise its whole-of-Government methodologies and frameworks throughout the Queensland
public sector
• continue to address ICT skills shortages and workforce capacity through analysis of attraction and
retention issues
• release the Smart Directions Statement for Information Management and ICT within the
Queensland Government 2008–12.
In the future, the IGI Implementation Office will:
• continue to manage the peer review process to ensure agency ICT investment alignment with
whole-of-Government direction
• progress the implementation of the Technology Transformation Program including the provisioning of
connectivity for the Polaris Data Centre, a state-of-the-art data centre currently being constructed in
South-East Queensland.
Department of Public Works | Annual Report 2007–08
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Public records management
and advisory services
Queensland State Archives is the custodian of the largest and most significant documentary heritage
collection in Queensland. In addition, Queensland State Archives is the lead agency for the management of
the public records of Queensland. The Public Records Act 2002 and the accompanying Information
Standards enable Queensland State Archives to implement a comprehensive Recordkeeping Policy
Framework to ensure a consistent approach to the creation, management, disposal, storage, preservation
and retrieval of government information.
Highlights
During 2007–08, Queensland State Archives:
• provided recordkeeping advice and support to local governments as a result of machinery-of-Government
changes and during the recent South-East Queensland water sector restructure
• expanded online access to Queensland’s archival public records
• provided guidance to public authorities through the Information Standard 40: Recordkeeping (IS40)
compliance process.
Performance table
Measures
Number of public clients
- Online
- Walk-in
Advice from QSA on recordkeeping and information management
issues to Queensland public authorities
Number of policies, guidelines, tools, schedules, and briefs
developed or reviewed
Public authorities demonstrating working towards compliance
with IS40
Level of client satisfaction with QSA services
Department of Public Works | Annual Report 2007–08
2007–08 Target
2007–08 Actual
350 000
6 800
456 458
7 122
500 responses
to enquiries
1 235 responses
to enquiries
10
41
200
132
95%
95%
23
Performance review
Queensland State Archives’ improved collection management system has increased the accessibility of the
collection online and has resulted in an increase of online users.
A high proportion of the recordkeeping enquiries received were for advice on sentencing records and on
compliance with Information Standard 40: Recordkeeping (IS40).
The local government elections in March 2008 saw an increase in enquiries relating to Retention and
Disposal Schedules.
The local government reform process reduced the number of local governments from 157 to 73. This
impacted on the IS40 implementation process, resulting in a lower than expected number of public
authorities working towards compliance in 2007–08.
Our future
In the future, Queensland State Archives will:
• articulate and influence the implementation of best practice recordkeeping and relevant
information management, legislation, policy and standards
• collect, preserve, manage and provide access to permanent public records, thereby meeting client needs
• play a key role in the 150th anniversary celebrations of Queensland in 2009 by developing and
implementing a program of exhibitions and events
• open the recently completed expansion project at Runcorn and implement a program of accelerated
transfers of public records from public authorities
• develop and implement an Online Services Plan to meet the different research needs of its various
client groups
• conduct a National Information Skills Summit in October 2008 to address the skills shortage for
government in this area.
Department of Public Works | Annual Report 2007–08
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Commercialised business
unit outputs
QBuild
QBuild is responsible for delivering building maintenance and construction services to Queensland
Government agencies. Additionally, QBuild provides a wide variety of services in support of relief from
natural disasters and major incidents and provides other services in the areas of building security, cleaning,
horticulture and the management of Brisbane’s Roma Street Parkland.
QBuild has a workforce of about 2700 people based in more than 20 regional and district offices throughout
Queensland. QBuild is also responsible for delivering Community Service Obligations on behalf of the
government including apprentice training and the sponsorship of Indigenous apprenticeships.
Highlights
During 2007–08, QBuild:
• completed the Asbestos Roof Replacement Program at Queensland state schools for the Department of
Education, Training and the Arts
• delivered planned and responsive maintenance works to dwellings located within 34 discrete
Indigenous communities in remote areas of Queensland
• contributed resources for the government’s increased focus on improving and upgrading security
to all facilities in the Torres Strait and Gulf regions
• delivered heritage-related building projects in Brisbane including the $2.4 million restoration of the ANZAC
Square Shrine of Remembrance, the redevelopment of the Lady Bowen precinct and the restoration of
stonework at Parliament House
• provided disaster response
assistance in the Gold Coast, Innisfail, Aramac, Muttaburra, Emerald, Charleville, Townsville, Mackay,
Rockhampton, Cunnamulla and Maryborough areas after major flooding or severe weather events
• gained accreditation to AS/NZS 4801 Occupational Health and Safety Management System in June 2007.
A compliance audit was undertaken by the National Safety Council of Australia in December 2007 with
QBuild successful in maintaining accreditation.
Department of Public Works | Annual Report 2007–08
25
Performance table
Measures
2007–08 Target
2007–08 Actual
10.50%
10.49%
Accreditation maintained
Accreditation maintained
1620
1617
Established and met
Established and met
100
100
Percentage of apprentices indentured outside the metropolitan region
60%
68%
Percentage of apprentices successfully completing training
80%
80%
2
2
Gross profit as percentage of sales
Workplace Health and Safety – accreditation under AS/NZS 4801
Workplace Health and Safety – working days lost
Partnering arrangements with all major agencies established and met
Required number of apprentices engaged annually
Number of Community Councils assisted by host employing
Indigenous apprentices
Performance review
During 2007–08, QBuild generated sales revenue of $695 million, comprising of: construction revenue $188
million; maintenance revenue $445 million; and building services revenue $62 million. Other income included
community service obligations $9.2 million; other grants and contributions $700 000 and other revenue $1.9
million. Approximately 68% of the sales revenue was delivered by the private sector under contract to QBuild
throughout Queensland regions.
QBuild maintained third party accreditation of Workplace Health and Safety, Quality Management
and Environmental systems in the past year.
QBuild assessed the efficiency, effectiveness and economy of its operations by setting measurable key
performance indicators (KPIs), which aligned with the QBuild Business Plan and the Department of Public
Works’ Strategic Plan.
QBuild carried out annual benchmarking of its charge-out rates for labour through an independent consulting
firm to ensure that rates used were in line with current market conditions. Throughout the year sales
volumes, margins and net profit were monitored to provide feedback on QBuild’s financial performance.
Department of Public Works | Annual Report 2007–08
26
Our future
In the future, QBuild will:
• develop an improved technical capability including relevant policies, processes, procedures and
resourcing to enhance QBuild’s ability to support the government’s environmental initiatives as part of the
ClimateSmart 2050 strategy
• develop and introduce an improved business system (Ellipse) into QBuild which will enhance service
delivery to all clients
• continue the delivery of services in support of the Queensland community for natural disasters, the
government’s apprentice training program and the continuation of the Indigenous Employment Program.
Department of Public Works | Annual Report 2007–08
27
Project Services
Project Services provides multi-disciplinary building and property consultancy services to the Queensland
Government. Project Services assists its clients in the delivery of building capital works programs and
projects within the government’s capital works framework, minimising risk and assisting in
meeting the reporting obligations of the government. Project Services provides a full suite of consultancy
services including:
• program, project, procurement, risk and asset management
• professional building design (architecture, landscape architecture, interior design, and engineering –
civil, structural, mechanical, electrical, geotechnical, environmental, fire and specialist)
• quantity surveying, superintendency, contract management and administration, building surveying, property
and corporate real estate services and town planning.
Project Services partners with Queensland Government agencies to identify and provide the products and
services they need to deliver the government’s outcomes.
Highlights
During 2007–08, Project Services:
• completed project and contract management of Skilled Park at Robina on behalf of Stadiums Queensland,
on time and within budget
• finalised the delivery of the Preparatory Year of Schooling Program, which ran over two-and-a-half years,
to approximately 530 state schools throughout Queensland
• completed the Queensland State Archives extension project on time, within budget and incorporating
innovative, ecologically sustainable design principles
• recognised the rapidly developing sustainability agenda across the public sector and the industry at large
and acknowledged the importance of upskilling staff. Project Services has 66 Accredited Green Star
Professionals, one of the largest trained groups in Queensland.
Performance table
Measures
2007–08 Target
2007–08 Actual
Gross profit as a percentage of total sales
40%
25%
Project competency – on time
90%
85%
Project competency – on budget
90%
94%
Department of Public Works | Annual Report 2007–08
28
Performance review
During 2007–08, in a period of high activity in the Queensland construction industry, Project Services
continued to assist its clients to deliver the building Capital Works Program through the provision of design,
documentation, project management and contract management services.
A significant increase in the Capital Works Program meant Project Services had to outsource a large amount
of work to external consultants, leading to higher than anticipated consultants’ fees. This reduced the gross
profit as a percentage of sales to 25% instead of the targeted 40%.
Eighty-five percent of projects were delivered on time, while the other projects did not meet agreed deadlines
due to a diverse number of issues including resourcing difficulties for contractors and adverse
weather conditions.
At 30 June 2008, the program of current capital works and services under management by Project Services
was in the order of $8.5 billion. The organisation continued to respond to the challenges of the overheated
construction market including the extreme competition for skilled staff, through workforce planning and
other initiatives.
Project Services has continued to deliver quality services to its clients efficiently with its profit targets
exceeded due to increased turnover, while containing operating expenses.
Our future
In the future, Project Services will:
• maintain an influential, sustainable and recognised position with its clients through partnering agreements
with all core clients and by further developing strategic relationships with its clients, other core government
departments and industry
• manage its workforce profile and level to sustain its business viability and provide value to its clients
and to government
• enhance business systems to deliver integrated project management, design services and contract
administration for the Queensland Government’s building Capital Works Program
• maintain positive relationships with the building and construction industry to ensure its capacity to
deliver projects on behalf of the Queensland Government
• continue to support the Queensland Government’s ClimateSmart 2050 strategy by including sustainability
initiatives across the state’s building capital works programs. Project Services will further enhance its green
initiatives by adopting the Green Star and the National Australian Built Environment Rating System
processes on a number of projects targeting environmental rating tool outcomes and will increase
sustainability awareness across the unit, the department and client agencies.
Department of Public Works | Annual Report 2007–08
29
QFleet
QFleet is the Queensland Government’s centralised fleet owner and manager. QFleet’s role and value to
government is based on its capacity to aggregate the Queensland Government fleet, enabling economies of
scale and providing a central pool of expertise in fleet management. In 2007–08, QFleet managed
approximately 14 000 vehicles on behalf of the Queensland Government.
QFleet’s key services are vehicle procurement; fleet leasing, management and advisory services; vehicle
servicing and repairs; used vehicle sales; whole-of-Government fleet reporting; and the development and
management of whole-of-Government fleet policy.
Highlights
During 2007–08, QFleet:
• changed the vehicle fleet mix in favour of smaller, more environmentally friendly vehicles. Between April
2005 and June 2008 the number of six cylinder passenger vehicles in the fleet dropped from 39% to 16%,
while the number of eight cylinder passenger vehicles dropped by 100%
• introduced the QFleet ClimateSmart Action Plan (approved by Executive Government on 10 December
2007) which focuses the fleet on achieving CO2 emissions targets (15% by the end of 2010, 25% by the
end of 2012 and 50% by the end of 2017) and carbon offset targets (50% by 31 December 2010 and 100%
by 31 December 2020)
• commenced implementation of the Service Delivery and Performance Commission’s Report on the Review
of QFleet (SDPC Report).
Performance table
Measures
2007–08 Target
2007–08 Actual
1.56:1
1.2:1
Gearing level
84%
82%
Return on net assets
6.3%
7.4%
<10%
5.45%
Financial performance measures
Current ratio
Vehicle stocks on hand awaiting sale as a percentage of total fleet
Department of Public Works | Annual Report 2007–08
30
Performance review
QFleet had a successful year, achieving a positive trading position while continuing to meet the needs of
the government through best practice fleet management. The operating result was a profit of $6.2 million
after tax, which was $3.8 million above budget, mainly due to improved net profits on sale of vehicles
of $3.7 million.
QFleet made a significant achievement in being the first Australian government fleet manager to develop and
implement a comprehensive vehicle emissions reduction target for its fleet. This policy continued earlier
achievements in reducing the number of large passenger vehicles and moving to smaller, more fuel-efficient
vehicles, resulting in significant savings to the government.
Further, QFleet sales strategies consistently maintained a low volume of stock on hand while performing well
in used vehicle sales.
Our future
The 2008–09 planning period will be a transition year for QFleet, as it strengthens its role as the
government’s fleet owner and manager. In the future, QFleet will:
• deliver enhanced fleet management services to improve efficiencies and generate savings at a
whole-of-Government level
• develop an improved vehicle procurement program
• establish an effective pooling and parking arrangement in collaboration with the Shared Service Agency
• establish a governance framework for whole-of-Government fleet policies
• implement improved whole-of-Government performance reporting
• implement a revised comprehensive fleet safety program to deliver vehicle and driver safety education
• continue the implementation of the SDPC Report
• continue the implementation of the QFleet ClimateSmart Action Plan and other environmental initiatives.
Department of Public Works | Annual Report 2007–08
31
CITEC
CITEC is the Queensland Government’s primary technology service provider delivering whole-ofGovernment and agency-specific information and communication technology (ICT) services. CITEC’s core
business is to deliver data centre, network and infrastructure services at a whole-of-Government level and
provide solutions integration capability services. CITEC also delivers information brokerage services through
CITEC Confirm.
As recommended by the Service Delivery and Performance Commission’s Report on the Review of ICT
Governance Across the Queensland Government (SDPC Report), the Queensland Government Chief
Technology Office (QGCTO) is established within CITEC and provides leadership, collaboration,
management and direction on whole-of-Government ICT issues to government and agencies. Working
closely with the Queensland Government Chief Information Office (QGCIO), the ICT Governance Initiative
Implementation Office and the Queensland Government Chief Procurement Office (QGCPO), the QGCTO
ensures the whole-of-Government investment in technology and applications is optimised to meet
information management and integrated service delivery outcomes.
Department of Public Works | Annual Report 2007–08
32
Highlights
During 2007–08, CITEC:
• commenced implementation of the revised CITEC operating model, including the:
development of the Service Catalogue and Price Book Framework
development of a client engagement model
engagement with industry through cooperative models developed with the QGCIO, QGCTO, ICT
Governance Initiative Implementation Office and QGCPO
• progressed the development of a consolidated whole-of-Government internet access service
• commenced the implementation of the Identity, Directory and Email Services (IDES) Program following
approval of the business case
• continued its commitment to increasing direct student pathways to the ICT industry
• continued its commitment to ongoing security management by commencing the implementation of an
Enterprise Security Management Framework to align to the international security standard ISO 27701
• maintained its active participation with the local IT Service Management Forum
• achieved 5% revenue growth for its CITEC Confirm service.
In addition, as part of the 10-year Queensland Government Data Centre Strategy, the Department of Public
Works entered into a pre-commitment lease arrangement for approximately 2400 square metres in the
Polaris Data Centre. When operational in early 2009, CITEC will manage this data centre which will become
the government’s second primary data centre site and will provide greater service delivery capacity in terms
of security and service resilience through enhanced back-up and disaster recovery capability.
During 2007–08, the QGCTO commenced the preparation of position papers for the Government Enterprise
Architecture in collaboration with the QGCIO. In addition, the QGCTO developed the technical specifications
for the government’s requirements in the new Polaris Data Centre.
Performance table
Measures
Financial performance measures
Earnings Before Interest and Tax (EBIT) ($’000)
Current ratio
Gearing level
Return on net assets
Number of information technology graduates, trainees and
cooperative students employed each year
Department of Public Works | Annual Report 2007–08
2007–08 Target
2007–08 Actual
712
1.65:1
8.1%
2.6%
910
1.59:1
0
3.7%
10
32
33
Performance review
During 2007–08, CITEC continued its reorientation to become the Queensland Government’s primary ICT
service provider by commencing the implementation of the revised CITEC operating model.
As a direct result of CITEC’s dedicated focus to whole-of-Government and agency-specific outcomes,
CITEC’s overall revenue base increased by 15% based on a 33% growth in Queensland Government
revenue. Commercial revenue decreased by 4% which further reflected this reorientation. CITEC Confirm
revenue exceeded $60 million for the first time which represented a 5% growth from the previous year.
CITEC did not report any net debt as at 30 June 2008, which is why the gearing level was nil.
The intake of graduates was higher than expected due to an unprecedented demand for resources to
deliver additional business requirements coupled with CITEC’s commitment to increasing pathways into
the ICT industry through school-based traineeships and Queensland Government-sponsored graduate
development programs.
Our future
In the future, CITEC will:
• consolidate its role as the Queensland Government’s primary ICT services provider
• continue to advance many of the initiatives commenced in 2007–08 such as the implementation
of the revised operating model, consolidation of email services through the IDES Program and the wholeof-Government internet service provision
• undertake activities and work with government departments in preparation for consolidation of the
government’s ICT data centres, networks, infrastructure and ancillary services as recommended
by the SDPC Report
• participate in the Foundation Infrastructure Project, as overseen by the Technology Transformation
Program, and commission the Polaris Data Centre.
In the future, the QGCTO will:
• undertake the detailed technical architecture design and procurement activities for the Foundation
Infrastructure Project before the implementation is rolled out in mid 2009. These projects will build the
base infrastructure, connectivity and data centre capabilities for a consolidated whole-of-Government
ICT environment.
Department of Public Works | Annual Report 2007–08
34
Goprint
Goprint is a commercial business unit of the Department of Public Works with a primary responsibility to print
the Queensland Government’s Reserved Services documents. These highly sensitive documents are
produced under strict security and generally within very tight, mandatory timeframes.
To offset the cost of capital and labour required to produce Reserved Services, Goprint also provides a
range of commercial printing and copying services for government agencies and other organisations in
receipt of government funding.
These commercial services encompass concept development, research, design and production across
a wide range of media.
Highlights
During 2007–08, Goprint:
• continued its unblemished record of service to the Queensland Parliament and Executive Government,
producing confidential materials in a secure and timely manner
• commissioned a modern six-colour press, computer-to-plate technology (which replaced the outmoded film
process) and modern binding equipment
• continued the printing apprentice program. Goprint now has six apprentices in the program
• printed Queensland ballot papers for the federal election and the Queensland local government elections.
Performance table
Measures
2007–08 Target
2007–08 Actual
Spoilage as a percentage of sales
0.1%
0.2%
On time deliveries
100%
97%
Utilisation of core equipment and resources
80%
82%
Service level agreements established with agencies
80%
0%
Department of Public Works | Annual Report 2007–08
35
Performance summary
During 2007–08, Goprint continued its unblemished record of producing Queensland’s electoral ballots on
time which was a significant achievement given the complexity of the March 2008 local government
elections. Goprint also produced the 2008–09 State Budget papers on time while meeting the strict security
requirement, continuing the high standard of the past 140 years.
Continued focus on streamlining production processes allowed for a reduced reliance on external service
providers resulting in improved utilisation of core equipment.
The service level agreements target was not met with agencies due to the Service Delivery and Performance
Commission’s Report on Review of Goprint in the Department of Public Works (SDPC Report). This did not
affect Goprint’s annual revenue.
Our future
Goprint’s operating model is currently under review following release of the Service Delivery and
Performance Commission’s Report on Review of Goprint in the Department of Public Works.
Goprint is currently working through the process to gain compliance with Environmental Certification AS/NZS
ISO 14001. Goprint’s environmental initiatives are in line with the Queensland Government’s priority of
protecting the environment for a sustainable future.
Department of Public Works | Annual Report 2007–08
36
SDS
SDS provides supply solutions to agencies through three distinct service streams – SDS Distribution, SDS
Publications and SDS Logistics.
SDS Distribution is an online retail and distribution business trading educational, office, furniture and other
agency-specific products to schools and government agencies throughout Queensland. SDS Publications is
an online retail and distribution business which manages electronic and printed publications on behalf of
government agencies. SDS Logistics provides cost-effective warehousing and distribution services to
government agencies.
Highlights
During 2007–08, SDS:
• completed the delivery of furniture kits and curriculum resource requirements to schools across
Queensland under the Department of Education, Training and the Arts’ Preparatory Year Program
• implemented SDS’ online e-commerce technologies for all current service streams
• provided support for the state’s disaster-management effort through rapid response to the recent floods
in Central Queensland
• assisted with the transportation of vehicles and the supply of refrigeration equipment and office supplies
to the Department of Primary Industries for use in the management of the equine influenza outbreak in
late 2007.
Department of Public Works | Annual Report 2007–08
37
Performance table
Measures
2007–08 Target
2007–08 Actual
36.06%
41.22%
Gross profit as a percentage of sales
26.1%
29.97%
Preparatory Year orders delivered in full and on time
>95%
>95%
Brendale warehouse asset utilisation
>90%
>90%
Percentage of Queensland Government publications migrated to
the SDS Publications Distribution Centre
>80%
>80%
36.06%
41.22%
26.1%
29.97%
Financial performance measures
Overhead costs as a percentage of cost of goods sold
(SDS Distribution and SDS Publications)
Financial performance measures
Overhead costs as a percentage of cost of goods sold
(SDS Distribution and SDS Publications)
Gross profit as a percentage of sales
Performance review
During 2007–08, SDS continued to offer schools and government agencies significant discounts on
commonly used office and curriculum products.
The overhead costs as a percentage of sales increased due to higher than anticipated indirect costs for
SDS in 2007–08.
The improved gross profit margin is primarily associated with the higher than anticipated returns on the
Publications and Logistics business streams.
SDS expanded the use of the Publications Distribution Centre for government agencies and facilitated the
move of the Emergency Services Warehouse to its Brendale facility.
Department of Public Works | Annual Report 2007–08
38
Our future
In the future, SDS will:
• continue to focus on enhancing its trading performance over the next few years
• concentrate its efforts on improving the performance of the SDS Distribution business in particular. In this
context, SDS will seek to expand sales in the education sector, both state and independent, and will
leverage its partnering capabilities to pursue other supply partnership opportunities. At the same time, SDS
will seek to drive internal efficiencies to improve productivity and reduce costs
• provide input to the proposed whole-of-Government reforms to be undertaken by the Queensland
Government Chief Procurement Office in the areas of warehousing and logistics and the supply of products
in the event of an emergency, which were recommended by the Service Delivery and Performance
Commission’s Report on Review of Purchasing and Logistics in the Queensland Government.
Department of Public Works | Annual Report 2007–08
39
Shared service output
Shared Service Agency
The Shared Service Agency (SSA) is the largest shared service provider in the Queensland Government. In
2007–08, SSA staff delivered a suite of services that included financial, procurement, human resource,
documents and records management, information technology support, and property and facilities
management services to more than 70 000 customers in 29 departments and agencies. On 21 September
2007, the functions and resources of the SSA were transferred through a machinery-of-Government change
from Queensland Treasury to the Department of Public Works.
Highlights
During 2007–08, the SSA:
• reorganised as a single organisation and implemented a new, more responsive business model based on
the three key streams of operations, process owner and business strategy
• moved to interim single human resource and finance systems for staff and progressively consolidated the
SSA intranet
• worked with clients to produce a common operating level agreement (OLA) with standardised
performance measures
• developed a robust management assurance framework that will underpin a consistent, repeatable standard
of service and lead to increased client confidence in its services
• reorganised a number of regional outlets and relocated teams in the Brisbane central business district to
further refine the business operations
• developed a comprehensive skills enhancement framework for SSA staff, implemented a new corporate
induction program and delivered a second round of leadership development to a further 100 staff at all
levels across the SSA.
Performance table
Measures
2007–08 Target
2007–08 Actual
Number of full-time equivalent employees in SSA
2199
1849
Percentage of operating level agreements signed
100%
96%
Department of Public Works | Annual Report 2007–08
40
Performance review
During 2007–08, there was a decrease from the target figure for SSA full-time equivalent employees due to
the transfer of functions of the Shared Service Initiative Policy and Program Office to Queensland Treasury
on 1 July 2007 and the administrative realignment of corporate support to QBuild and the Department of
Education, Training and the Arts.
As at 30 June 2008, 26 of the 27 operating level agreements SSA has with its clients had been signed.
Our future
In the future, the SSA will:
• continue to support Queensland Government service delivery by providing innovative, standardised
shared services
• refine the SSA’s service catalogue due to the return of some services to client agencies
• implement business process improvement and standardisation for targeted services
• develop and implement improved customer contact mechanisms including a customer contact centre
• provide further development opportunities to SSA staff including technical skills training and customer
service workshops.
Department of Public Works | Annual Report 2007–08
41
Our corporate governance
Section 03
Department of Public Works | Annual Report 2007–08
42
Corporate governance
The Department of Public Works has established an effective corporate governance framework with
practices to ensure that strategic objectives are achieved and resources are allocated appropriately to
maximise the delivery of services.
Our governance arrangements are continually reviewed and support our commitment to maintaining a
high standard of transparency, accountability and probity in all our business activities as well as complying
with legislative requirements.
The core elements of the department’s governance arrangements are:
• effective governance structures and accountability mechanisms
• risk management
• compliance and assurance systems (Internal Audit)
• strategic planning, performance monitoring and evaluation.
Effective governance and accountability
The department has established a corporate governance board and committee structure that effectively
supports the strategic management of the department and the achievement of organisational objectives. The
Corporate Governance Board is the department’s principal policy-setting and decision-making authority and
it supports the Director-General in his role as the department’s accountable officer.
The membership of the Corporate Governance Board comprises the department’s most senior executive
leaders and the competencies of these members provide an effective stewardship over performance
reporting, delegations, asset management, resources and relationships within assigned responsibilities
and authorities.
The following governance committees have also been established to support the decision-making process
and provide a forum for shared responsibility:
• Audit Committee
• Contracts Committee
• Finance Committee
• Human Resource Committee
• Information Steering Committee
• Workplace Health and Safety Committee.
Each governance committee has approved terms of reference and undertakes an annual self-evaluation
assessment on the overall performance of the committee and its membership.
Department of Public Works | Annual Report 2007–08
43
Risk management
The department is committed to a comprehensive and systematic approach to the effective management of
risk. During 2007–08, the department focused on the development and implementation of an Integrated
Planning, Performance and Risk Management Framework.
This framework embedded the links between the strategic and business objectives of the department and
the risks associated with the achievement of these objectives. This framework strengthened the
department’s management of strategic and business risk, supported improved decision making and the costeffective use of resources throughout the department.
The department has a number of policies and processes in place to manage the many types of risks it faces
such as workplace health and safety policy and plans, business continuity plans and security plans.
Compliance and assurance (Internal Audit)
Internal Audit operates as an independent function within the Department of Public Works, reporting directly
to the Director-General.
The Audit Committee observes the terms of its charter and has due regard to Queensland Treasury’s Audit
Committee Guidelines and acts as an advisory body to the Director-General and has no line authority.
Internal Audit checks and advises on:
• adequacy and accuracy of accounting and computing systems
• legislative and statutory compliances
• operational cost effectiveness and efficiency
• reliability of financial and related management information
• use of public funds and assets under the department’s control.
Internal Audit also:
• conducts investigations as requested by the Director-General, the Crime and Misconduct Commission
(CMC) Liaison Officer and others
• examines controls identified as a result of the investigations and provides recommendations to strengthen
the control environment
• liaises with, and provides assistance to, the Integrity Services Unit (ISU) in its investigations
• performs agency or department-wide operational reviews to assess the extent of weaknesses in
existing processes
• provides an advisory function with respect to business improvement processes and systems of
internal controls
• reviews actions taken by business units in relation to control issues identified through previous
investigations undertaken by Internal Audit, External Audit or the CMC.
In 2007–08, 100% of audit recommendations were accepted by management. Internal Audit findings during
the period confirmed that a satisfactory internal control environment appeared to exist within the department.
Department of Public Works | Annual Report 2007–08
44
Strategic planning, performance monitoring and evaluation
In response to a whole-of-Government focus on improving performance management, the Department of
Public Works is undertaking an integrated approach to strategic and business planning, risk management,
performance management and reporting processes and practices.
The implementation of the department’s Integrated Planning, Performance and Risk Management
Framework provides a systematic approach through which the department achieves its strategic objectives
and meets government accountability requirements for the delivery of outputs and services. The framework
establishes linkages between strategic objectives and line management accountability, and ensures the
provision of timely and accurate information to support strategic analysis, policy development and
decision making.
Department of Public Works | Annual Report 2007–08
45
Corporate Governance Board
Director-General
Mal Grierson
BEcon, MPubAdmin, FACS
Mal was appointed Director-General, Department of Public Works in October 1998.
During his career, Mal has had an extensive involvement with the private sector in the areas of building
construction and information technology (IT). He has held a number of senior positions within government
including Deputy Director-General, Government Services, Administrative Services Department; and
Executive Director of CITEC. He has overseen many major policy reform initiatives and is currently leading
the IT reforms within the Queensland Government.
Mal is a member of the Institute of Public Administration and a Fellow of the Australian Computer Society.
Deputy Director-General (Works)
Max Smith
BTech, FIE(Aust), CP Eng, FAICD, FAIB
Max was appointed to the role of Deputy Director-General (Works) in February 2005.
The majority of Max’s career has been in the management of public works including roles as the General
Manager of QBuild and Project Services. He has also held senior positions in the Australian Government
including Construction Manager for the Brisbane International Airport and Deputy Commissioner-General of
the Australian Pavilion at Expo 88.
Max is a Civil Engineer and a Fellow of the Institution of Engineers – Australia. He is also a Registered
Practising Engineer in Queensland, a Fellow of the Australian Institute of Company Directors and a Fellow of
the Australian Institute of Building.
Department of Public Works | Annual Report 2007–08
46
Deputy Director-General (Services)
Tony Waters
BA, FAICD
Tony began in the role of Deputy Director-General in October 2003, having spent the previous seven years
as General Manager of QBuild. Prior to that, he had more than 10 years’ experience in a range of executive
management roles relating to the provision of public housing services.
He brings to the position extensive experience in public sector service delivery.
In his current role, as well as supporting the Director-General in the running of the department, Tony is
actively involved in the pursuit of improved service delivery outcomes through the adoption of a stronger
whole-of-Government approach to service delivery.
Executive Director, Corporate and Executive Services
Robyn Turbit
BCom, BEcon, MIIA
Robyn has been in the position of Executive Director, Corporate and Executive Services since May 2007.
Robyn had held the position of Director, Governance and Review since November 2004 and prior to that was
Manager, Internal Audit from 2001.
In her current position, Robyn is responsible for human resource management, financial services, legal
services, contract services, information services, executive services, project governance and planning and
performance management.
She has extensive private and public sector experience in financial management and auditing
including five years in financial management consulting.
Robyn is a member of the Institute of Internal Auditors.
Director, Finance
Warren Pashen
BComm, FCPA, ACIS
Warren has performed this role since March 2007.
He has 17 years’ experience in the Queensland public sector and a wealth of private sector experience
including roles as Finance Manager for a private company and Financial Accountant for a leading
newspaper company.
Warren is responsible for strategic financial planning, budget management, financial policy and statutory
reporting across the department.
Department of Public Works | Annual Report 2007–08
47
Director, Human Resources
Stephen Long
BA
Stephen has performed this role since October 2002.
He has more than 20 years’ experience in human resource management and has held senior positions in the
Australian and Queensland public sectors.
Stephen is responsible for the department’s human resource management, industrial relations,
organisational development and change management functions.
Chief Information Officer
Tony Woodward
BBus (Accountancy), MFinPlan, FCPA
Malcolm has held senior executive positions in different agencies of the Queensland public sector. He joined
the Queensland public sector in 1971.
He heads the department’s corporate marketing communication, international business, market research,
community engagement, intergovernmental relations and Indigenous affairs initiatives.
*Malcolm McMillan was on the SES rotation/mobility program until 19 September 2007 and then on extended
leave from 30 April 2008.
Department of Public Works | Annual Report 2007–08
48
Managing Director, Shared Service Agency
Mike Burnheim
BA, MSocSC
Mike was appointed to the position of Managing Director of the Shared Service Agency in 2006, having led
the Queensland Government’s Shared Service Implementation Office since March 2003.
He has more than 29 years’ experience in the public sector with more than 20 years in a corporate
services environment.
Mike is responsible for the Shared Service Agency which services 29 departments and agencies across the
Queensland Government in the provision of financial, payroll, human resources and other support services.
Executive Committee
The Executive Committee provides a forum for information sharing and discussion of strategic departmental
and whole-of-Government issues. The Executive Committee, which meets on a monthly basis, is chaired by
the Director-General and membership comprises the members of the Corporate Governance Board and
their senior managers.
Department of Public Works | Annual Report 2007–08
49
Governance committees
Governance committees report directly to the Corporate Governance Board.
Audit Committee
Chair: Director-General
The Audit Committee assists the Director-General in discharging financial management responsibilities
imposed under the Financial Administration and Audit Act 1977 and the Financial Management Standard
1997 by giving advice on audit-related matters.
The Audit Committee has observed the terms of its charter and has shown due regard to Queensland
Treasury’s Audit Committee Guidelines.
Achievements
During 2007–08, the Audit Committee:
• reviewed and endorsed the risk-based 2007–08 Internal Audit Plan
• monitored Internal Audit performance against the approved 2007–08 Plan targets
• checked the resolution of prior-period Queensland Audit Office issues
• reviewed audit reports (moderate and high-risk findings) with action to address these findings
• monitored the management implementation of audit recommendations.
Department of Public Works | Annual Report 2007–08
50
Contracts Committee
Chair: Deputy Director-General (Works)
The Contracts Committee oversees the department’s role in the review, development and application of
building procurement strategies and practices, and ensures government objectives are being met through
the adoption of delivery methods that are consistent with the objectives of the Capital Works Management
Framework and the State Procurement Policy.
Achievements
During 2007–08, the Contracts Committee:
• reviewed procurement strategies of significant capital works projects for compliance with capital works
policy requirements and best value-for-money outcomes. Projects reviewed included the Nambour General
Hospital New Ward Block, Robina Hospital Expansion and the Cairns Government Office Building
• consulted with industry in respect of changes to tender evaluation methodology and amendments to
generic construction contracts
• reviewed and endorsed tendering strategies for significant major projects including hospitals, correctional
centres and education projects.
Finance Committee
Chair: Director, Finance
The Finance Committee provides advice and reports to the Corporate Governance Board on the
financial strategies and practices required to achieve sound financial corporate governance within
egislative requirements.
Achievements
During 2007–08, the Finance Committee:
• monitored issues arising from Internal Audit and Queensland Audit Office audit reports
• monitored the department’s progress on significant finance-related issues such as preparing annual
financial statements and the annual and mid-year budget processes
• reviewed the financial performance of the department’s business areas and provided advice to the
Corporate Governance Board and to the Director-General
• evaluated and began implementation of a new business intelligence system for preparation of the
department’s consolidated financial statements, internal reporting and budget management.
Department of Public Works | Annual Report 2007–08
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Information Steering Committee
Chair: Executive Director, Corporate and Executive Services
The Information Steering Committee ensures that information and communication (ICT) services and
capability employed by the department support the efficient achievement of whole-of-Government objectives,
departmental objectives and business unit objectives.
Achievements
During 2007–08, the Information Steering Committee:
• developed a new ICT Governance Framework for the department
• commenced consolidation of the department’s infrastructure to CITEC in accordance with the Service
Delivery and Performance Commission’s Report on the Review of ICT Governance in the Queensland
Government recommendations
• provided strategic governance over significant ICT-related projects
• commenced an ICT service transformation program to improve service delivery
• adopted a set of PRINCE2 Project Management principles
• instigated a Proof of Concept for a whole-of-department Electronic Document and Records
Management System
• reviewed a whole-of-department Application Technology Roadmap.
Department of Public Works | Annual Report 2007–08
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Workplace Health and Safety Peak Committee
Chair: Deputy Director-General (Works)
The Workplace Health and Safety Committee is responsible for driving change, critically reviewing
performance and providing strategic direction to the department in the management of workplace
health and safety.
Achievements
During 2007–08, the Workplace Health and Safety Committee:
• continued to develop the Safety, Health and Environment (SHE) software system which enables the
electronic lodgement and management of workplace hazards and incidents. Training was provided for all
QBuild supervisors and managers in Queensland in system upgrades
• continued to manage the Early Intervention Centre to support injured or ill workers. As at 30 June 2008, 80
of a total of 136 referrals have been resolved and closed off
• maintained accreditation to the AS/NZS 4801 Occupational Health and Safety Management System for
the QBuild business unit
• further developed the department’s Pathways to Better Health Program and associated risk
mitigation initiatives.
Department of Public Works | Annual Report 2007–08
53
Our people
Section 04
Department of Public Works | Annual Report 2007–08
54
Staff numbers
*MOHRI FTE as at 30
June 2008
Outputs
Building procurement and asset management
183
Procurement services
75
Information and communication technology (ICT) strategies
77
Public records management and advisory services
53
Total outputs
388
Business units
QBuild
2713
Project Services
701
QFleet
127
CITEC
643
Goprint
95
SDS (Sales and Distribution Services)
143
Total business units
4422
Shared Service Initiative
1849
Corporate services (recovered from business units, Department of Housing and outputs)
Total
237
6896
Note: MOHRI FTE stands for Minimum Obligatory Human Resources Information Full Time Equivalent
Department of Public Works | Annual Report 2007–08
55
Employment initiatives
During 2007–08, the Department of Public Works employed 49 new graduates under specific graduate
employment programs, within areas as diverse as accountancy, procurement, information and
communication technology (ICT), project management, engineering, architecture and quantity surveying. As
at 30 June 2008, there were a total of 62 graduate employees working within the department.
Administration trainees
During the period from 1 July 1998 to 30 June 2008, the Department of Public Works provided training
opportunities to 385 new trainee employees, under Queensland Government-funded employment initiatives
such as Skilling Queenslanders, Breaking the Unemployment Cycle, and other equivalent initiatives. The
department employed 33 new administration trainees during 2007–08.
Apprentices and field trainees
As at 30 June 2008, the department employed 329 apprentices and field trainees, comprising 315
apprentices employed within QBuild, eight construction worker trainees within QBuild, and six apprentices
within Goprint. In addition, QFleet provided training for 10 group scheme apprentices.
As part of the department’s commitment to providing ongoing training and employment opportunities to the
Queensland community, in early 2008 QBuild employed 100 new apprentices and field trainees
incorporating:
• 72 new full-time apprentices
• six new full-time Indigenous apprentices
• seven continuing school-based apprentices who converted to full-time apprenticeships
• seven new school-based apprentices
• three new Indigenous school-based apprentices
• five new Indigenous construction worker trainees.
Department of Public Works | Annual Report 2007–08
56
Supporting diversity
During 2007–08, the Department of Public Works continued to support diversity through the implementation
of the following plans:
• Equity and Diversity Management Plan 2006–11
• Disability Service Plan 2007–08
• Multicultural Action Plan 2007–08
• Reconciliation Management Plan 2007–10.
As part of the Aboriginal and Torres Strait Islander Employment and Development Strategy, the
department sponsored:
• seven students on the Education-to-Employment Scheme
• seven cadets on the National Indigenous Cadetship Project
• two employees on the Indigenous Advancement Program.
The department now has 116 Indigenous staff working throughout Queensland as apprentices,
tradespeople, supervisors and managers.
People with a disability were supported through the activities of the Network Supporting People with a
Disability. International Day for People with a Disability and Disability Action Week were celebrated and
promoted with a number of activities occurring. The department also sponsored a Disability Action Week
Award held during Disability Action Week.
Multiculturalism was supported with Harmony Day celebrations, participation in the Migrant Work Experience
Program and the promotion of the Multilingual Staff Network.
Equity targets as at 30 June 2008
Measures
2007–08 Target
2007–08 Actual
Women in senior management (SES/SO positions)
25% by end 2009
22.0%
Women in management (AO6 level positions and above)
30% by end 2011
33.1%
3% by end 2011
1.7%
13.5% by end 2011
9.3%
10% by end 2011
7.4%
Aboriginal and Torres Strait Islanders
People from non-English-speaking background
People with a disability
Department of Public Works | Annual Report 2007–08
57
Reconciliation
In 2007–08, the Department of Public Works recommitted to reconciliation through the development of a
Reconciliation Management Plan 2007–10, Working towards Reconciliation.
The Reconciliation Management Plan:
• supports the Queensland Government’s agenda for reconciliation
• reflects the department’s ongoing commitment to reconciliation
• demonstrates the department’s willingness to actively participate in the reconciliation process and build on
the achievements of previous years
• provides a framework for the provision of better infrastructure, services and employment to Aboriginal and
Torres Strait Islander people
• clearly outlines the department’s reconciliation goals and strategies, and clarifies its responsibilities.
Key achievements
Working towards reconciliation, in 2007–08 the department:
• introduced the Indigenous Support Network to share knowledge and facilitate better communication
channels between Indigenous and non-Indigenous staff
• was a major sponsor of the Queensland Government’s 2008 Reconciliation Awards for Business
• delivered cultural awareness training to staff in Brisbane and regional offices
• incorporated cultural awareness sessions into all departmental and business unit inductions
• saw an increase in the representation of Indigenous persons in the annual apprenticeship intake
from 10% to 14%
• recognised achievements in the reconciliation process at the department’s Recognition
of Excellence Awards
• celebrated National Reconciliation Week with a special screening of ‘The Apology’ documentary produced
for Reconciliation Australia by Indigenous Film Services
• provided financial support for a whole-of-Government sponsorship of NAIDOC activities
• promoted NAIDOC Week throughout the department with a wide range of activities in all regions
of Queensland
• worked with local Indigenous Palm Islanders to incorporate their artwork into the new government office
building being constructed on the island
• provided the infrastructure required to ensure that additional services could be delivered to the Indigenous
community of Woorabinda.
To ensure that the department continues to achieve its objectives, the department’s Reconciliation
Management Plan includes performance indicators that set goals that allow the department to gauge
the progress of its reconciliation agenda and make a difference to Indigenous people.
Department of Public Works | Annual Report 2007–08
58
Women’s initiatives
The Department of Public Works is committed to positively contributing to the achievement of goals in the
Women in the Smart State Directions Statement 2003–08.
The department actively encourages work policies that promote the balance of work and family
responsibilities such as flexible working hours and leave arrangements, telecommuting and job
share arrangements.
A fully equipped Carer’s Room is available in Brisbane where staff can work and care for a child
or dependant.
The department’s Women in Works Committee and Corporate Human Resources arranged two Springboard
Career Development Programs in 2007–08 aimed at women from AO2 (administration officer) to AO5 level.
Seventeen women at AO6 level and above attended the Building Leaders Program, a 12 month program
designed to develop future leaders.
As at 30 June, there were 2763 women working in the department. Of these, 416 were at AO6 to AO8
(or equivalent) levels and there were 29 women in senior officer (SO) and senior executive service
(SES) positions.
A number of Information and Communication Technology (ICT) Career Graduate Development Programs
are also available in the department. While none are specifically targeted at women, there are a number of
women participating in these programs.
Leadership and management development
The Department of Public Works recommitted to its focus on leadership and management development
through programs such as the Building Leaders Program identified through the Department’s Strategic
Succession Management and Development Capability Framework.
The department continued its involvement in the Senior Executive Mobility Program, the Australia
New Zealand School of Government (ANZSOG) Executive Masters Program and the Public Sector
Management Program.
Learning and development initiatives were undertaken throughout the department, targeting all levels from
professional, technical and management/administrative, and all diversity groups.
Department of Public Works | Annual Report 2007–08
59
Workplace health and safety
The Department of Public Works sharpened its focus on workplace health and safety and made progress
with a series of initiatives under the Pathways to Better Health and Safety Program during 2007–08.
These initiatives included:
Pathways to Better Health and Safety Program
The Pathways to Better Health and Safety Program is a whole-of-department employee health program
which has been running since 2001. In 2007–08 every employee was offered an influenza vaccination, with
1832 employees vaccinated.
Safety Health and Environment
The Safety Health and Environment (SHE) software program is an online reporting system for injuries and
hazards. In operation since 2006, the SHE system uses an email-based workflow process to address
incidents and hazards which are logged into the system. In 2007–08, training of all QBuild supervisors and
managers in investigating hazards and incidents was completed.
Early Intervention Centre
The Early Intervention Centre (EIC) commenced in December 2006 and provides early assistance and
support to workers who have reported an injury or illness in order to facilitate their swift recovery and return
to work. The EIC offers support to the injured or ill worker themselves and to their managers to assist them in
dealing with the worker and to co-workers who may be affected by the situation.
As at 30 June 2008, there had been 136 referrals, 80 of which had been closed.
To mitigate injuries associated with poor workstation set-up, 55 departmental employees across Queensland
were trained to conduct basic ergonomic workstation assessments for employees without existing injuries.
AS/NZS 4801 Accreditation for QBuild
QBuild achieved accreditation to AS/NZS 4801 Occupational Health and Safety Management System in
June 2007. A compliance audit was undertaken by the National Safety Council of Australia in December
2007 and QBuild was successful in maintaining accreditation.
Department of Public Works | Annual Report 2007–08
60
Awards
The Department of Public Works was recognised for its outstanding efforts in workplace health and safety
initiatives during 2007–08, winning the following awards:
• National Safety Council of Australia – Member of the Year
• John Holland Occupational Health and Safety Construction Industry Award
• NSCA/Skilled Group Award for Excellence in Occupational Health and Safety
• National Safe Work Australia Award – Public Sector Leadership Award for Injury Prevention
and Management.
Code of Conduct
(Public Sector Ethics Act 1994)
To ensure that the Department of Public Works is meeting its obligations under Section 23 of the Public
Sector Ethics Act 1994 the department has in place a Code of Conduct which outlines the ethics, principles
and conduct obligations that apply to its employees.
During 2007–08, all new employees received comprehensive Code of Conduct training covering:
• the Public Sector Ethics Act 1994, including the five ethics principles
• the standards of conduct expected of employees as outlined in the code
• the rights and obligations of public officials in relation to contraventions of the code.
This complemented the training undertaken by all staff during 2006–07.
The department’s revised Code of Conduct is available in hardcopy and on the department’s intranet.
Members of the public can request a copy of the code at the department’s head office at 80 George Street,
Brisbane, and at each regional office.
Administrative procedures and management practices within the department are consistent with the ethics
principles and the obligations of public officials as set out within the Code of Conduct.
Voluntary early retirement
During 2007–08, the Department of Public Works approved six voluntary early retirements (VERs) for staff
members who had been identified as surplus to operational requirements. The total cost of severance
payments was $465 905.
Department of Public Works | Annual Report 2007–08
61
Other reporting
Section 05
Department of Public Works | Annual Report 2007–08
62
Acts administered
• Architects Act 2002
• Professional Engineers Act 2002
• Public Records Act 2002
• State Buildings Protective Security Act 1983
Statutory bodies, authorities
and instrumentalities
Board of Architects of Queensland
The Board of Architects of Queensland is responsible under the Architects Act 2002 (the Act) for the
registration of individuals as architects in Queensland. The key functions of the board are to:
• maintain a register of architects and list certain architectural corporations which have given notice to the
board in relation to the provision of architectural services
• protect the public by ensuring architectural services of an architect are provided in a professional and
competent way
• maintain public confidence in the standard of services provided by architects
• uphold the standard of practice of architects
• investigate complaints against architects and institute proceedings before the Commercial and
Consumer Tribunal
• investigate complaints against persons for compliance with the Act and instigate legal proceedings in
the Magistrates Court.
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63
Board of Architects of Queensland
The Board of Professional Engineers of Queensland is responsible under the Professional Engineers
Act 2002 (the Act) for the registration of professional engineers in Queensland. The key functions of
the board are to:
• maintain a register of registered professional engineers
• assess applications made under the Act, register persons who are eligible for registration and issue
certificates of registration
• conduct or authorise investigations about the professional conduct of registered professional engineers and
contraventions of the Act
• assist with achieving the main objectives of the Act which are to:
protect the public by ensuring that professional engineering services
are provided by a registered professional engineer in a professional and competent way
maintain public confidence in the standard of services provided by registered professional engineers
uphold the standards of practice of registered professional engineers.
Public Records Review Committee
The Public Records Review Committee was established under the Public Records Act 2002 (the Act). The
key functions of the committee are to:
• advise the Minister and the State Archivist about issues affecting the administration and enforcement
of the Act
• resolve disputes between the State Archivist and a public authority regarding restricted access notices
applicable to certain public records
• review disposal decisions made by the State Archivist when a public authority applies for such a review.
Costs and achievements
of boards, committees
Costs of boards
Board of Architects of Queensland
The costs and
achievements of this
board can be found in its
2007–08 annual report
Board of Architects of
Queensland
Board of Professional Engineers of Queensland
The costs and
achievements of this
board can be found in its
2007–08 annual report
Board of Professional
Engineers of
Queensland
Department of Public Works | Annual Report 2007–08
64
Public Records Review Committee
Achievements
During 2007–08, the committee addressed and advised on a wide range of information management issues,
including:
• status of recordkeeping among Queensland public authorities
• recordkeeping impacts of major machinery-of-Government initiatives such as the local government reforms
and the restructure of SEQ Water
• review of the Freedom of Information Act 1992
• expanded archival facility
• electronic records management issues
• planning for Queensland’s 150th anniversary in 2009
• improvements in online service delivery.
Members in 2007–2008
Mr Brian Herd (Chair)
Mr Chris Gorry
Dr Jennifer Harrison
Ms Kay Ryan
Ms Leonie Short
Prof. Malcolm Thomis
Mr Ken Toogood
Mr Peter Wood *
Mr Brian Carrol
Mr Chris Rose **
* Mr Wood’s membership
expired in March 2008
** Mr Rose was appointed to the
Public Record Review Committee
in March 2008
Department of Public Works | Annual Report 2007–08
65
Costs 2007–2008
Meeting fees
$3391.45
Special assignment fees
$ 326.00
Travel and accommodation
$2578.66
Catering and venue
$2689.20
Total
$8985.31
Consultancies
Type of consultancy
Management
$ Expenditure
295 020
Finance/accounting
31 631
Legal
36 305
Professional technical/non-technical
206 838
Human resources
225 852
Total
Department of Public Works | Annual Report 2007–08
$795 646
66
Whistleblowers
(Whistleblowers Protection Act 1994)
The primary objective of the Whistleblowers Protection Act 1994 (the Act) is to promote the public interest by
protecting persons who make disclosures about unlawful, negligent or improper public sector conduct or
danger to public health or safety or the environment.
Section 30 of the Act requires public sector agencies to report the number of public interest disclosures or
purported public interest disclosures received by it or referred to it and the number of disclosures
substantially verified during the reporting period.
In the 2007–08 financial year, 70 public interest disclosures or purported public interest disclosures were
received by, or referred to, the Department of Public Works.
Each of these disclosures was madeby a public officer under section 15 of the Act.
During the 2007–08 financial year, 14 public interest disclosures, each made by a public officer under
section 15 of the Act, were substantially verified.
Industrial relations
During 2007–08, the Department of Public Works maintained its strong relationships with all unions. This
was facilitated through a proactive approach to conflict management at industrial and workplace levels and
resulted in minimal disputation.
Community engagement
Throughout 2007–08, the department was proactive in engaging communities in the government
decision-making process through a number of projects and services helping to deliver better outcomes
for communities in line with the government’s priorities.
Boggo Road Urban Village
The Boggo Road Urban Village Project is redeveloping the Boggo Road Gaol site at Dutton Park into an
inner-city urban village.
Throughout 2007–08, the project sought engagement with the community through newsletters; meetings with
the community reference group and site neighbours; a project website; a telephone hotline; and construction
bulletins. The purpose of the community engagement was to explain the content of the planning application,
receive feedback and advise of project progress and any specific community impacts.
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Tennyson Riverside Development/State Tennis Centre
The Tennyson Riverside Development comprises an international standard State Tennis Centre, which will
be the first purpose-built facility in Australia with all three ‘Grand Slam’ surfaces – grass, clay and acrylic
hard courts. The associated development includes approximately 390 residential apartments and will
incorporate a riverfront park which will provide public access to the Brisbane River through pedestrian and
bicycle paths.
The community and key stakeholders were engaged in a number of consultative processes during
2007–08 to keep them informed of progress and community issues. This included meetings, advertisements
in community newspapers, newsletters and information flyers; and covered issues such as site activities of
noise and dust, on-street parking by building workers, and the Brisbane International Event Traffic
Management Plan.
Queensland State Archives
As the custodian of the State’s largest documentary heritage collection, Queensland State Archives is
committed to helping the people of Queensland access the collection.
As well as providing public access to 31 000 records for 7122 clients in the Public Search Room at Runcorn
during 2007–08, Queensland State Archives also provided a number of outreach services. These services
included seminars on collections and services in regional and remote areas including Boonah, Hervey Bay,
Bribie Island and Cooroy; a Small Archives Seminar in Townsville to support local heritage collecting
institutions; stalls at a variety of festivals and fairs; and organised tours of the Queensland State Archives
facilities to groups, schools, public authorities, community organisations and the general public.
Tank Street Bridge
Tank Street Bridge will link Brisbane city to the new Millennium Arts Precinct at the Queensland Cultural
Centre, completing a pedestrian and cycle loop between the city and South Bank via the Goodwill Bridge.
This project involved targeted consultation with stakeholder groups and community members in the vicinity of
Tank Street and beyond. This consultation process was undertaken to engage residents, business owners
and interest groups to gather feedback on the proposed Tank Street Bridge ensuring key issues, questions
and concerns were addressed by the project team. An important aspect of the consultation process was to
raise awareness of the draft Voluntary Impact Assessment Study and the display of the preferred concept
design for the bridge on the Department of Public Works website, provision of the model displayed in the
foyer of the Executive Building and targeted presentations.
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The Smart and Sustainable Homes Program
The Smart and Sustainable Homes Program is a joint initiative between the Queensland Government, local
government, industry and the community. It aims to design and build demonstration homes throughout
Queensland which respond to the local climate and use the Smart and Sustainable Homes Design
Objectives as the minimum criteria.
The program engaged with the community through the provision of technical and guidance material for the
design of sustainable homes; the coordination of the design and construction of display homes throughout
Queensland; as well as presentations and trade stalls at industry and community forums.
Roma Street Precinct Redevelopment Project
The Roma Street Precinct Redevelopment Project is intended to integrate and coordinate with other
completed or committed state initiatives to achieve project objectives relating to improving connectivity
within, through and around the precinct, reinforcing the precinct as a transport hub, and improving amenity of
the precinct through built form and public realm.
After the announcement by the Premier in November 2007, public comment was sought on the Draft
Strategic Plan and Report and this was in the form of two static displays and the Department of Public
Works’ website. Meetings were also held with the residents of the residential units adjoining the Roma Street
Parkland as well as representatives from bicycle and pedestrian groups.
This community engagement has informed a review of the Strategic Plan as well as the framework for
future implementation.
Palm Island government offices precinct
The Department of Public Works is project-managing the construction of more than 1000 square metres of
government offices on Palm Island which will provide improved services to the island as well as training and
employment opportunities.
To ensure that Palm Island culture and traditions were identified and displayed, local artists have been
engaged to provide artwork integrated into the buildings’ carpets, furniture and window panels; to provide
artwork on the buildings’ façade; and to provide paintings.
Department of Public Works | Annual Report 2007–08
69
Waste management
In accordance with the Queensland Government’s Environmental Protection (Waste Management) Policy
2000, the Department of Public Works is committed to promoting resource conservation and reducing the
generation of waste and its negative impact on the environment.
The department increased its commitment to reducing office waste through simple but effective measures
such as the recycling of toner cartridges, the use of recycling bins, minimising the use of non-recycled paper,
and encouraging double-sided printing.
A number of waste management activities occurred in the department including the following:
• The Queensland Government Accommodation Office reduced its consumption of energy in office buildings
owned by the department by initiating a series of energy performance contracts that use identified future
energy savings to fund significant upgrades of plant and equipment with more energy-efficient components:
These contracts commenced during 2007–08 and will be progressively rolled out across 20 of the
department’s owned office buildings at an estimated capital outlay of $17.8 million.
Energy savings in the order of 17 gigawatt-hours, representing a cost saving of $1.5 million a year
were identified.
It is anticipated that the combined energy reductions achieved through the use of energy performance
contracts and other smaller capital funded projects will realise savings of approximately 23% by 2015.
• The Technology and Development Division commenced revising the department’s Waste Management
Strategic Plan and has responsibility for ensuring that commitments and targets as documented in the
updated plan are to be met.
• Goprint achieved:
recycling rates of 100% for toner cartridges and aluminium plates, and 80% for clean paper
and cardboard
a reduction of more than 50% in its total waste tonnage for the months of April and May 2008 from its
average tonnage for the same period in the previous four years.
• QFleet:
met all workshop waste collection, disposal and recycling standards for oil, tyres, solvents and batteries,
and ensured that waste metal was redirected to recycling rather than landfill
used ‘waterless’ car washing products to clean vehicles resulting in an estimated saving of 500 kilolitres
of water in 2007–08
initiated its ClimateSmart Action Plan 2007–10, which came into effect on 1 January 2008, with the
objective of a 15% reduction in carbon dioxide emissions by 31 December 2010 compared with
30 June 2007 emissions.
• CITEC:
Department of Public Works | Annual Report 2007–08
70
established an internal Environmental and Sustainability Committee to integrate environmental and
sustainability concepts into its policies, programs and procedures, and to raise employee awareness
participated in the mobile phone industry’s recycling program ‘mobilemuster’
continued its participation in the Green Partnership between Ricoh and Close the Loop, a program
dedicated to recycling printer and toner cartridges.
• QBuild investigated opportunities for recycling of building construction waste, and is planning to
introduce sustainability criteria into its procurement processes for timber and ultimately other relevant
construction materials.
• Project Services enhanced specifications to promote the use of recycled building materials such as timber.
Measures
2007–08
Target
2007–08
Actual
Women in senior management (SES/SO positions)
25% by end
2009
22.0%
Women in management (AO6 level positions and above)
30% by end
2011
33.1%
3% by end
2011
1.7%
13.5% by end
2011
9.3%
10% by end
2011
7.4%
Aboriginal and Torres Strait Islanders
People from non-English-speaking background
People with a disability
Department of Public Works | Annual Report 2007–08
71
Carbon emissions
The Department of Public Works is committed to the Queensland Government’s strategies of Environmental
Protection (Waste Management) Policy 2000 and ClimateSmart 2050 which aim to reduce the government’s
carbon footprint. Six gases have been identified under the Kyoto Protocol as the main gases that need to be
accounted for. These gases are carbon dioxide, hydrofluorocarbons, methane, nitrous oxides,
perfluorocarbons and sulphur hexafluoride. As part of standard emission accounting practices these gases
are reported as carbon dioxide equivalent emissions (CO2-e).
The Queensland Government is developing whole-of-Government systems to standardise reporting on
carbon emissions (measured in CO2 equivalents). The basis for this reporting is consistent with national and
international standards including definitions outlined in the AS Standard ISO 14064 and the Australian
Government’s National Greenhouse Accounts Factors workbook, as detailed below:
Scope 1
Scope 1 emissions are emissions that occur from sources that are owned or controlled by the company (e.g.
emissions from departmental controlled vehicles, diesel generators, gas boilers, etc.)
Scope 2
Scope 2 emissions are classed as indirect emissions solely from the generation and consumption of
purchased electricity or steam or heating/cooling. Scope 2 emissions are physically produced by the burning
of fuels (coal, natural gas, etc.) at the power station or facilities not controlled by the organisation.
Scope 3
Scope 3 emissions are the result of actions of a company, but occur from sources not owned or controlled by
the company. Their inclusion should be based on their relevance to the operations of the organisation.
More broadly, scope 3 emissions can include:
• employee business travel (in vehicles or aircraft not owned or owned by the reporting organisation)
• employees commuting to and from work
• extraction, production and transport of purchased fuels consumed
• extraction, production and transport of other purchased materials or goods
• generation of electricity that is consumed in a transport and delivery system (reported by end user)
• outsourced activities
• transportation of products, materials and waste.
Department of Public Works | Annual Report 2007–08
72
In 2007–08, all Queensland Government agencies are reporting on the carbon emissions from:
• vehicles
• purchased electricity
• domestic and international air travel on commercial airlines.
The Queensland Government is committed to continuing to improve data collection methods and reporting
carbon emissions in line with national and international standards. While the best available data has been
used, in some instances, estimates have been reported due to the limitation of data collection systems, for
example in government-owned buildings where there are multiple tenants and the electricity usage cannot
be attributed to a single agency, the Department of Public Works calculates the electricity usage by tenanted
agencies based on the square metres leased.
The following table outlines the Department of Public Works’ carbon emissions during 2007–08.
Category
Scope
Fleet vehicles (QFleet and/or agency-owned)
Carbon emissions
(Tonnes of CO2)
Notes
1
6740
- Government-owned premises
2a
35 462
- Premises leased from the private sector
2b
2760
Domestic air travel on commercial airlines
3
646
International travel on commercial airlines
3
4
1
Scope
Purchased electricity for major workplaces
2
Scope
3
Notes:
1. The 2007–08 vehicle CO2 emissions figure represents the estimated cumulative emissions for the period
1 July 2007 to 30 June 2008. It takes into account progressive changes in the size and composition of the
fleet during the 12 months, including vehicle replacement. The figure is derived for each fleet vehicle
leased using:
a. the lease package details
(time and kilometres)
b. CO2 emissions data from testing in accordance with Australian Design Rules for emissions and fuel
Department of Public Works | Annual Report 2007–08
73
consumption labelling.
Data provided by QFleet reflect CO2 emissions and not CO2 equivalent, and these calculations also exclude
any secondary or indirect emissions.
2a. Electricity –
government-owned premises
These figures are based on actuals from current available records of electricity accounts received by the
Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008.
All electricity consumption has been converted to carbon emissions using a combined Scope 2 and Scope 3
conversion factor of 1.04 kg CO2-e/kWh as recommended in the Australian Government’s National
Greenhouse Accounts Factors workbook.
2b. Electricity – premises leased from the private sector
These figures are based on actuals from current available records of electricity accounts received by the
Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008 on full year leases.
Where full year records were not available, data has been apportioned/extrapolated to provide an estimate of
full year usage. Where leases are less than 12 months old the data relates to the actual period the lease
was in place.
Based on historical data, tenant energy consumption equates to approximately 55% of total building energy
use. The remaining 45% used to air-condition the building and light the common areas of a building forms
part of the carbon emissions for individual tenants. This 45% has been added to known electricity
consumption for private sector-leased accommodation.
3. Air travel includes all recorded air travel booked under arrangements managed by the Queensland
Government Chief Procurement Office (QGCPO) for:
a. international travel on all airlines
b. domestic air travel on both the mainline ‘trunk’ carriers (Qantas and Virgin Blue)
c. travel on smaller, regional carriers for the period 1 July 2007 to 30 June 2008.
The QGCPO calculates the number of passengers per sector for domestic (Qantas, Qantaslink, Jetstar and
Virgin Blue) for the period 10 December 2007 to 30 June 2008. This information is then passed on to the
respective airline for calculation of carbon emissions.
For regional and international air travel for 2007–08 and domestic air travel as defined above for the period 1
July 2007 to 9 December 2007 the following methodology is used:
From data provided by each airline, agency or travel management company the QGCPO calculates the
kilometres flown. The kilometre figure is divided by 100 and multiplied by an industry average number of
litres of fuel burnt per passenger per 100 km. A factor of 5 has been used for regional, international and
domestic travel.
Department of Public Works | Annual Report 2007–08
74
Freedom of Information
2006–07
2007–08
13
33
Completed
5
25
Withdrawn
3
5
Personal
0
0
13
33
Documents considered
350
1255
Access granted in full
350
1027
0
9
350
798
Partial access
0
0
Access denied
0
228
Internal
0
1
External
0
1
Applications for access
Received
Non-personal
Documents
One or more exemptions invoked (approx.)
Decisions (by documents)
Full access
Review applications
Department of Public Works | Annual Report 2007–08
75
Recordkeeping
All business areas within the Department of Public Works are required to comply with the principles
of Information Standard 40: Recordkeeping as required by the Public Records Act 2002.
The department has:
• an approved Strategic Recordkeeping Implementation Plan
• an approved Operational Recordkeeping Implementation Plan
• a Business Classification Scheme
• a Core Business Retention and Disposal Schedule
• a whole-of-department
Recordkeeping Policy
• assigned recordkeeping roles
and responsibilities
• an induction program
• training for basic recordkeeping knowledge and awareness
• an internal monitoring regime
(via Internal Audit)
• documented recordkeeping procedures.
During 2007–08, the department reviewed:
• the Business Classification Scheme
• the Core Business Retention and Disposal Schedule
• the overarching Recordkeeping Policy
• the assigned recordkeeping roles and responsibilities
• the induction content
• its training products
• its strategic approach and improvement strategies.
A strategic recordkeeping roadmap has been developed to ensure an environment of continuous
improvement in recordkeeping within the Department of Public Works. To this end, a strategic recordkeeping
user group has been established with representatives from each of the department’s business areas meeting
monthly to progress improvement initiatives, consistent performance and continuous improvement.
In addition, a proof-of-concept Electronic Document and Records Management System project is currently
under way to ascertain the effectiveness and appropriateness for a whole-of-department solution.
Department of Public Works | Annual Report 2007–08
76
Shared Service Initiative
The Shared Service Initiative is a whole-of-Government approach to corporate service delivery. The vision is
partnering in corporate services to support and connect government. Shared services are underpinned by
standardising business processes, consolidating technology and pooling resources and expertise.
In 2007–08, Queensland Treasury led the refinement of the whole-of-Government model for shared service
delivery and provided policy and program management for the Shared Service Initiative.
From 21 September 2007, the Shared Service Agency (SSA) was transferred from Queensland Treasury to
the Department of Public Works through a machinery-of-Government change. The SSA now services 29
departments, agencies and other entities across Government. For more information on the SSA refer to
page 38 of this annual report.
Shared Service Providers for Queensland Health (Queensland Health Shared Service Partner) and the
Department of Education, Training and the Arts (Corporate and Professional Services and the Corporate
Administration Agency) and Parliamentary Service continue to operate under their existing hosts.
The SSA provides financial, procurement, human resource, documents and records management,
information technology support, and property and facilities management services to 29 client agencies.
During 2007–08, the SSA became a business unit of the Department of Public Works.
The SSA’s vision is supported and connected government. The mission is to support Queensland
Government service delivery by providing innovative, standardised shared services.
The SSA Senior Management Team is the peak decision-making body for the SSA and is supported by three
sub-committees: Finance Sub-Committee, People Sub-Committee, and Information Sub-Committee.
The SSA provided corporate services to its client agencies with an expenditure budget of $218.24 million.
During the 2007-–08 financial year, 1849 full time equivalent staff delivered these services.
The SSA’s five organisational objectives are:
• have the right people that are skilled, motivated, effectively led and supported to provide quality services
• standardise and provide efficient services, processes and systems that support business needs
• be acknowledged as delivering quality corporate services that support agency business needs
• identify and create business opportunities
• meet the targets set for the SSA by government.
Over the next three years the SSA will implement a range of transformational strategies in business
consolidation, building strategic alliances and developing a performance culture to take its operations to the
next level of service responsiveness.
During the second year of operation, the SSA:
• developed and transitioned to a revised business model to achieve a single, integrated approach to service
delivery for customers and staff
• consolidated its technology platforms through transition to a single information and
communication technology network, single intranet and internet sites and interim single finance
and human resource systems
Department of Public Works | Annual Report 2007–08
77
• developed a comprehensive skills enhancement framework for SSA staff, including the implementation of a
new corporate induction program and delivery of a second round of leadership development to a further
100 staff at all levels across the SSA
• implemented, in partnership
with client agencies and CorpTech, the new whole-of-Government finance business solution in four
government agencies
• completed a review of client relationship management and launched a customer charter
• delivered services to clients in accordance with operating level agreements.
Department of Public Works | Annual Report 2007–08
78
Overseas travel
Officer and position:
Robert Giles
Program Director (Contracts Management)
Major Capital Works
Date:
16/07/07 – 20/07/07
Destination:
New Zealand
Reason for travel:
To investigate the quality premium tender assessment methodology in the
selection of contractors, consultants and suppliers presently being used by
the New Zealand Government.
Agency cost:
$3354.70
Contribution from other
agencies or sources:
$0.00
Officer and position:
Tony Waters
Deputy Director-General (Services)
Peter Grant
Queensland Government Chief Information Officer
Date:
10/09/07 – 15/09/07
Destination:
Japan
Reason for travel:
To attend an Executive Technology Briefing at Hitachi Data Systems which
provided an opportunity to:
• meet with a select group of Senior IT Executives (both public and private
sector) and share information on a range of ICT matters
• develop an understanding of a range of technology issues and applications
• obtain an insight into the development of new and innovative technologies
and how these impact the workplace.
Agency cost:
$17673.00
Contribution from other
agencies or sources:
$4800.00
Department of Public Works | Annual Report 2007–08
79
Officer and position:
Stephen Ryles and Shaun Francis
Senior Architecture Consultants
CITEC
Date:
10/09/07 – 16/09/07
Destination:
USA
Reason for travel:
To attend VMworld 2007 Conference and Vendor Briefings in San
Francisco. The conference brought together a number of key virtualisation
industry experts who presented forums on international best practice,
industry trends and the potential business benefits that can be achieved
through the application of these technologies when attempting a major
infrastructure consolidation program. The Department of Public Works is
currently managing the consolidation of the Queensland Government ICT
environment and the knowledge gained through attending the conference
and vendor briefings will assist in achieving a successful consolidation.
Agency cost:
$14573.00
Contribution from other
agencies or sources:
$3800.00
Officer and position:
Alan Chapman
A/Queensland Government Chief Information Officer
Queensland Government Chief Information Office
Date:
18/09/07 – 21/09/07
Destination:
New Zealand
Reason for travel:
To represent the Queensland Government’s interests in the work program
of the Cross-jurisdictional Chief Information Officers’ Committee (CJCIOC).
Opportunities were also given to communicate the pressing concerns for the
Queensland Government to the other jurisdictions and obtain members’
support for Queensland Government initiatives.
Agency cost:
$3345.66
Contribution from other
agencies or sources:
$0.00
Department of Public Works | Annual Report 2007–08
80
Officer and position:
Robert Giles
Program Director (Contracts Management)
Major Capital Works
Date:
16/07/07 – 20/07/07
Destination:
New Zealand
Reason for travel:
To investigate the quality premium tender assessment methodology in the
selection of contractors, consultants and suppliers presently being used by
the New Zealand Government.
Agency cost:
$3354.70
Contribution from other
agencies or sources:
$0.00
Officer and position:
Max Smith
Deputy Director-General (Works)
Date:
24/9/07 – 05/10/07
Destination:
Thailand and Vietnam
Reason for travel:
To pursue future potential collaborative activities with the Thai Ministry for
Social Development and Human Security and its agencies and share
information with the National Housing Authority in Thailand in relation to
property and tenancy management for social housing.
To assist the Vietnamese Government on safety issues, by providing
information on Queensland mitigation strategies.
Agency cost:
$12511.00
Contribution from other
agencies or sources:
$0.00
Department of Public Works | Annual Report 2007–08
81
Officer and position:
Dr Teresa Carter
Mental Health Capital Works Program
David Pagendam
Senior Architect
Project Services
Date:
31/10/07 – 02/11/07
Destination:
New Zealand
Reason for travel:
To attend the mental health facility building design conference/forum and
visit mental health facilities in Auckland. Knowledge gained during this visit
can be applied to the current mental health building program.
Agency cost:
$3324.00
Contribution from other
agencies or sources:
$0.00
Officer and position:
Michael Anstee
Director
Project Services
Date:
04/02/08 – 18/02/08
Destination:
Hong Kong, U.K. and U.S.A.
Reason for travel:
To inspect first hand and benchmark the current Queensland Police
Academy Masterplan against the world’s leading operational police training
facilities and learning environments.
Agency cost:
$2398.00
Contribution from other
agencies or sources:
$4000.00
Department of Public Works | Annual Report 2007–08
82
Officer and position:
Alan Chau
Principal Fire Services Engineer
Project Services
Date:
15/04/08 – 19/04/08
Destination:
New Zealand
Reason for travel:
To attend the Seventh International Conference on Performance-Based
Codes and Fire Safety Design Methods. The conference showcased the
future developments in the next generation of performance-based building
codes in the area of Designing Theoretical Fires, Human Behavioural
Characteristics and Acceptance Criteria.
Agency cost:
$3844.06
Contribution from other
agencies or sources:
$0.00
Officer and position:
Karen Lyon Reid
Executive Director
Queensland Government Accommodation Office
Date:
23/05/08 – 31/05/08
Destination:
Sweden
Reason for travel:
To attend the 2008 Workplace Network (TWN) Conference held in
Stockholm. Through this conference, further knowledge of international
experiences and best practices was gained in the areas of public sector
asset management customer service, building information modelling,
sustainable public building design, strategic planning and heritage
building redevelopment.
Agency cost:
$5483.43
Contribution from other
agencies or sources:
$0.00
Department of Public Works | Annual Report 2007–08
83
Our locations
Section 06
Department of Public Works | Annual Report 2007–08
84
Locations
Head Office
80 George Street
GPO Box 2457
Brisbane Qld 4001
Phone:
Fax:
(07) 3227 7111
(07) 3224 5710
Email:
Internet:
dpw@publicworks.qld.gov.au
www.publicworks.qld.gov.au
CITEC
Brisbane headquarters
317 Edward St
GPO Box 279
Brisbane Qld 4001
Phone:
Fax:
(07) 3222 2164
(07) 3222 2249
Email:
Internet:
info@citec.com.au
www.citec.com.au
Sydney
Level 12, 60 Margaret St
GPO Box 541
Sydney NSW 2001
Phone:
Fax:
(02) 9201 0988
(02) 9201 0989
Email:
info@citec.com.au
Melbourne
Level 9, 256 Queen St
GPO Box 5097BB
Melbourne Vic 3001
Phone:
Fax:
(03) 9638 8100
(03) 9638 8109
Email:
Info@citec.com.au
Department of Public Works | Annual Report 2007–08
85
Goprint
371 Vulture Street
Woolloongabba Qld
Locked Bag 500
Coorparoo DC Qld 4151
Phone: (07) 3008 6800
Fax:
(07) 3008 6804
Email:
Internet:
sales@goprint.qld.gov.au
www.goprint.qld.gov.au
Mineral House Copy Centre
Ground Floor Mineral House
41 George Street
Brisbane Qld 4000
Phone:
Fax:
(07) 3224 7796
(07) 3224 2472
Queensland Government Chief Information Office
Levels 8 and 9, 111 George Street
GPO Box 2457
Brisbane Qld 4001
Phone:
Fax:
(07) 3405 6222
(07) 3406 2134
Email:
Internet:
governmentict@publicworks.qld.gov.au
www.qgcio.qld.gov.au
Project Services
Brisbane
Level 4B, 80 George Street
GPO Box 2906
Brisbane Qld 4001
Phone:
Fax:
(07) 3224 4991
(07) 3224 6185
Email:
Internet:
projserv@projectservices.qld.gov.au
www.projectservices.qld.gov.au
Department of Public Works | Annual Report 2007–08
86
Gold Coast
Level 3, Robina Eastside
232 Robina Town Centre Drive
Robina
PO Box 5017
Robina Post Shop
Robina Town Centre Qld 4230
Phone:
Fax:
(07) 5583 1260
(07) 5583 1272
Sunshine Coast
Level 6, 26 Duporth Avenue
PO Box 491
Maroochydore Qld 4558
Phone:
Fax:
(07) 5470 8004
(07) 5470 8020
Toowoomba
120–124 Mort Street
PO Box 1409
Toowoomba Qld 4350
Phone:
Fax:
(07) 4615 3573
(07) 4615 3602
Rockhampton
149 Bolsover Street
PO Box 247
Rockhampton Qld 4700
Phone:
Fax:
(07) 4938 4533
(07) 4938 4974
Townsville
9–15 Langton Street
Garbutt
PO Box 561
Townsville Qld 4810
Phone:
Fax:
(07) 4799 5502
(07) 4779 2003
Cairns
Level 11, Cairns Corporate Tower
15 Lake Street
PO Box 7230
Cairns Qld 4870
Phone:
Fax:
(07) 4039 8411
(07) 4039 8331
Department of Public Works | Annual Report 2007–08
87
QBuild
Head Office
Levels 12 and 13, 295 Ann Street
GPO Box 2937
Brisbane Qld 4001
Phone:
Fax:
(07) 3224 6077
(07) 3224 6316
Email:
Internet:
qbuild@qbuild.qld.gov.au
www.qbuild.qld.gov.au
Brisbane City
30 Cribb Street
PO Box 1423
Milton Qld 4064
Phone:
Fax:
(07) 3235 9830
(07) 3235 9820
Brisbane Metropolitan
45 Barrack Road
PO Box 626
Cannon Hill Qld 4170
Phone:
Fax:
(07) 3906 1700
(07) 3906 1722
State Government Security Service
Ground Floor Mineral House
41 George Street
PO Box 15464 City East
Brisbane Qld 4002
Phone:
Fax:
(07) 3224 6961
(07) 3224 4288
Roma Street Parkland
1 Parkland Boulevard
PO Box 13146 George Street
Brisbane Qld 4003
Phone:
Fax:
(07) 3006 4525
(07) 3006 4546
Department of Public Works | Annual Report 2007–08
88
Burdekin
9–15 Langton Street
Garbutt
PO Box 561
Townsville Qld 4810
Phone:
Fax:
(07) 4799 5400
(07) 4799 5401
Cape York
31 Grove Street
PO Box 812
Cairns Qld 4870
Phone:
Fax:
(07) 4039 8699
(07) 4031 2560
Capricornia
149 Bolsover Street
PO Box 247
Rockhampton Qld 4700
Phone:
Fax:
(07) 4938 4500
(07) 4938 4831
Darling Downs
120–124 Mort Street
PO Box 666
Toowoomba Qld 4350
Phone:
Fax:
(07) 4615 3500
(07) 4615 3509
Far West
5 Traders Way, Sunset
PO Box 1659
Mt Isa Qld 4825
Phone:
Fax:
(07) 4747 2766
(07) 4747 2777
South Coast
Level 3 , 232 Robina Town Centre Drive
Robina Town Centre
PO Box 3156
Robina Town Centre Qld 4230
Phone:
Fax:
(07) 5583 1900
(07) 5583 1943
Department of Public Works | Annual Report 2007–08
89
Sunshine Coast
14–28 Lee Street
PO Box 1680
Caboolture Qld 4510
Phone:
Fax:
(07) 5420 2000
(07) 5420 2050
Whitsunday
36 Tennyson Street
PO Box 86
Mackay Qld 4740
Phone:
Fax:
(07) 4967 1050
(07) 4957 2718
Wide Bay/Burnett
44 Ariadne Street
PO Box 299
Maryborough Qld 4650
Phone:
Fax:
(07) 4121 1999
(07) 4121 1948
District Offices
Barcaldine
Bundaberg
Charleville
Emerald
Gladstone
Hemmant – QBuild Industries
Palm Island
Roma
Thursday Island
Depots
Atherton
Ayr
Bamaga
Barcaldine
Beaudesert
Beenleigh
Biloela
Borallon
Bowen
Bundaberg
Caboolture
Camp Hill
Charters Towers
Chinchilla
Cloncurry
Department of Public Works | Annual Report 2007–08
90
Cunnamulla
Doomadgee
Gatton
Gayndah
Gladstone
Gumdale
Gympie
Hervey Bay
Inala
Ingham
Innisfail
Kingaroy
Kowanyama
Kunda Park
Longreach
Mareeba
Moranbah
Mornington Island
Mt Isa
Noosa
Normanton
Northgate
Palm Island
Redcliffe
Richlands
Rocklea
Southport
St George
Warwick
Weipa
Wolston Correctional
Centre Depot – Wacol
QFleet
Head Office
Level 16, Mineral House
41 George Street
GPO Box 293
Brisbane Qld 4001
Phone:
Fax:
(07) 3224 4292
(07) 3224 6242
Email:
Internet:
mail@qfleet.qld.gov.au
www.qfleet.qld.gov.au
Department of Public Works | Annual Report 2007–08
91
QFleet Vehicle Hire Service
Level 2B, 80 George Street
Brisbane Qld 4000
Phone:
Fax:
(07) 3224 4180
(07) 3224 4012
QFleet Service Centre
131 Colchester Street
South Brisbane Qld 4101
Phone:
Fax:
(07) 3405 6857
(07) 3405 6858
QFleet Workshop
72 Pineapple Street
Zillmere Qld 4034
Phone:
Fax:
(07) 3406 6900
(07) 3406 6946
Queensland Government Chief Procurement Office
Level 15, Mineral House
41 George St
GPO Box 123
Brisbane Qld 4001
Phone:
Fax:
(07) 3235 4333
(07) 3224 7921
Email:
Internet:
betterpurchasing@qgcpo.qld.gov.au
www.qgm.qld.gov.au
Queensland State Archives
435 Compton Road
Runcorn
PO Box 1397
Sunnybank Hills Qld 4109
Phone:
Fax:
(07) 3131 7777
(07) 3131 7764
Email:
Internet:
info@archives.qld.gov.au
www.archives.qld.gov.au
Department of Public Works | Annual Report 2007–08
92
SDS
Distribution Warehouse
Cambewarra Street
Zillmere Qld 4034
Phone:
Fax:
(07) 3866 0200
(07) 3866 0270
Email:
Internet:
service@sds.qld.gov.au
www.sdsonline.qld.gov.au
Brendale Logistics
10 Deakin Street
Brendale Qld 4500
Phone:
Fax:
(07) 3866 0200
(07) 3866 0270
Email:
Internet:
service@sds.qld.gov.au
www.sdslogistics.qld.gov.au
Publications
371 Vulture Street
Woolloongabba Qld 4102
Phone:
Fax:
(07) 3246 3399
(07) 3246 3534
Email:
Internet:
service@sds.qld.gov.au
www.sdspublications.qld.gov.au
SDS Express incorporating The Government Bookshop (Retail Outlet)
41 George Street
Brisbane Qld 4000
Phone:
(07) 3224 7150
Email:
service@sds.qld.gov.au
Shared Service Agency
Level 5, Forestry House
160 Mary Street
GPO Box 1435
Brisbane Qld 4000
Phone:
1300 SHARED
Internet:
www.ssa.qld.gov.au
Department of Public Works | Annual Report 2007–08
93
Department of Public Works
ISSN 1443-5365
Head Office
80 George Street, Brisbane Qld
Postal Address
GPO Box 2457, Brisbane Qld 4001
Internet
www.publicworks.qld.gov.au
Email
dpw@publicworks.qld.gov.au
Further copies of this report are available from External
Relations, Department of Public Works.
Phone: (07) 3222 2652
Fax:
(07) 3227 6413
http://www.publicworks.qld.gov.au
Department of Public Works | Annual Report 2007–08
94