D epartment of P ublic Works Annual Report 2001-2002Department of Public Works Annual Report 2001-2002 12 Director-General’s report 2001-2002 year in review 1st quarter (July to

Annual Report 2001-2002D e p a r t m e n t o f P u b l i c W o r k s

Department of Public W

orks

Mal Grierson

Director-General

Level 7 80 George Street

Brisbane

GPO Box 2457 Brisbane

Queensland 4001 Austr

alia

Telephone +61 7 3224 6

507

Facsimile +61 7 3224 56

16

Dear Minister

I am pleased to submit

the Department of Pub

lic Works’ Annual Repo

rt for the year

ended 30 June 2002.

As the Queensland Go

vernment’s experts in a

sset management, proc

urement,

project management an

d business support ser

vices, management and

staff have

maintained a professio

nal support role to othe

r agencies, enabling g

overnment

services to be delivered

across the State.

We are proud of the ac

hievements attained in

the past 12 months, an

d highlighted in

this document.

The report has been p

repared in accordance

with the Financial Adm

inistration and

Audit Act 1977 and the

Financial Management

Standards 1997.

I commend this report

to you for presentation

to Parliament.

Yours faithfully

Mal Grierson

Director-General

The Honourable Rober

t Schwarten MP

Minister for Public Wor

ks and

Minister for Housing

Level 7, 80 George Str

eet

BRISBANE QLD 4000

Communication objective

This report provides a concise overview of the activities

and achievements of the Department of Public Works

during the 2001 - 2002 financial year.

It illustrates how we have supported the State

Government in delivering its programs and services by

supporting other government agencies, industry and the

community at large.

It serves to outline the Department’s performance

during this reporting period to Members of Parliament,

local government, suppliers and industry groups,

other government agencies, departments from other

jurisdictions, community groups and staff.

Department of Public Works Annual Report 2001-2002

2

Contents

Director-General’s letter to the Minister 1

Communication objective 1

Public Works – who we are and what we do 5

Our clients 6

Collaborating with our clients and stakeholders 6

Our client services 7

Our vision 9

Our mission 9

Our values 9

Director-General’s report 11

How we contributed to the Queensland Government Priorities 15

More Jobs for Queensland – Skills and Innovation – The Smart State 16

Safer and More Supportive Communities 17

Community Engagement and a Better Quality of Life 18

Valuing the Environment 20

Building Queensland’s Regions 21

Working for Queensland 23

Building Division 24

Infrastructure and Major Projects 25

Project Services 26

QBuild 27

Queensland Purchasing 28

Queensland Services Group 29

QFleet 30

SDS 31

Goprint 32

Corporate and executive services 33

3

Valuing our people 35

Training and development 36

Employment initiatives 37

Workplace diversity 39

Workplace health and safety 40

Reward and recognition 41

Our organisational structure 43

Corporate governance 45

Governance committees 47

Finance Committee 47

Risk Management Committee 48

Information Steering Committee 48

Human Resources Committee 49

Workplace Health and Safety Peak Committee 49

Audit Committee 49

Strategic groups 50

Senior Women’s Group 50

Emerging Leaders Group 50

Reconciliation Committee 50

Our executive team 53

Our accountabilities 61

Internal Audit 62

Risk management 62

Performance management 63

Energy management 63

Code of Conduct 64

Acts administered 64

Statutory bodies, authorities and instrumentalities 64

Freedom of information statistics 65

Consultancies 65

Overseas travel 66

Where to find us 71

Financial summary 77

Financial statements 81

Public Works-who we are and what we do


6

Public Works – who we are and what we do The Department of Public Works provides essential services

and resources to other government agencies to assist them

in delivering their programs to Queenslanders.

We are the Queensland Government’s capital works building

program lead agency: we design, construct and maintain

government-owned facilities across the State.

Our support of Queensland Government departments and

agencies extends beyond providing accommodation. We

provide the furniture, equipment, office supplies, printing

and vehicles that they need to get their job done.

We are also the State’s principal source of expertise

on procurement.

Our policy makers support our service delivery. We’re

responsible for developing policies and procedures related to

building standards, asset management and procurement.

Our clientsUltimately, our clients are the millions of Queensland

individuals, families, and government employees served

through the government infrastructure, services and systems

that we help design, build, implement and maintain.

Our direct clients are as diverse as our services and

include all government departments, agencies and statutory

authorities in Queensland.

In addition, our expertise and services are sought after by

other levels of government, and increasingly, overseas.

Our policies influence and support the private sector,

particularly in terms of the building and construction

industry and those businesses supplying goods and services

to government; and government-funded community groups

also turn to us for support.

Collaborating with our clients and stakeholdersThroughout the report, we have indicated our

collaborative and cooperative activities with the

following symbol.

7

Our client services

Building Division• Building and built environment research, policy

and advice

• Provide and manage government accommodation

• Promote an improved client-supplier relationship

between Government and building related industries

Queensland Purchasing• Procurement policy, advice and training

• Asset disposal

• Whole-of-Government and agencies’

procurement services

Infrastructure and Major Projects• Project directors of significant capital works

building projects

Project Services• Building design

• Asset management

• Project construction

QBuild• Maintenance

• Building services

• Construction

• Community services


8

QFleet• Motor vehicle leasing and strategic fleet management

• Motor vehicle hire

• Motor vehicle disposal

SDS• Office equipment and furniture

• Office and educational supplies

Goprint• Design and printing

• Print preparation services

• Information management

• Distribution of government information, including

legislation and Gazettes

• Communication solutions management

Corporate and executive services directorates support these

divisions and business units.

9

Our visionQueenslanders are able to access the social and physical

infrastructure and services they need where and when they

need them.

Our missionPartner with Queensland Government agencies to identify

and provide the products and services they need to deliver

Government outcomes.

Our values• We honour our commitments to our clients, staff,

colleagues and stakeholders.

• We treat all people with respect.

• All areas of the Department are important to us, and

we commit to support them.

• We will simplify the way we do business.

• We encourage initiative and new ideas.

• We value the diversity of our staff.

Director-General’s report


12

Director-General’s report2001-2002 year in review

1st quarter (July to September)• We took out the Royal Australian Institute of

Architects’ Harry Marks Sustainable Architectural

Award for the design of Redcliffe City Council library

and gallery.

• We opened the historic Woolloongabba Police

Station, restored at a cost of $2.7 million. This is

now home to Sports Queensland.

• Construction began on the Suncorp Stadium

redevelopment in Brisbane, for the Department of

Innovation and Information Economy, Sport and

Recreation Queensland.

• We launched the online multilingual Procurement

Resource Centre, putting training courses and

discussion of procurement issues on the Internet.

• We launched an online project search component

to the electronic version of the 2001 - 2002 Industry

Guide: Queensland Government Building Projects,

making it easier for builders to identify work they’d

like to bid for.

• Springboard, our personal development program for

women, went regional for the first time.

• Our support of the Goodwill Games geared up. We

transported the competitors and officials to their

events, winners stood on podiums we built, and we

purchased the flags that flew high (see highlight on

page 17).

• Our staff captured three of the six National

Association of Women in Construction (NAWIC) Crystal

Vision awards, including the highest honour of all,

the Crystal Vision Award (see highlight on page 41).

• QBuild and the Barrier Reef Institute of TAFE won the

Most Outstanding Training Provider (public sector) for

the Indigenous training program run on Palm Island.

2nd quarter (October to December) • Public Works officials visited East Timor to

establish international business links for the newly

independent nation.

• We trained the first delegation from mainland

China’s Zhongshan Construction Bureau, providing

expert sessions in project management, construction

management, risk management and prequalification

of consultants and contractor systems.

• Research House opened in Rockhampton to

showcase sustainable building practices, technologies

and processes.

• Goprint received the 2001 Queensland Printing

Industries Craftsmanship Award in the Innovation

category.

13

3rd quarter (January to March) • We launched our Pathways to Better Health and

Safety program, aimed at improving staff well-being

(see highlight on page 40).

• Our Reconciliation Management Plan was launched

(see highlight on page 18).

• QFleet became the largest supporter in Australia of a

national tree-planting organisation, Greenfleet, set up

to help neutralise the effects of motor vehicles’ fuel

emissions (see highlight on page 20).

• Ninety trade apprentices and 10 construction industry

trainees began their training with Public Works.

• We worked with Queensland Police, providing

vehicles for security requirements at the

Commonwealth Heads of Government Meeting

(CHOGM) on the Sunshine Coast.

4th quarter (April to June) • An Indigenous advisor was appointed to progress

initiatives of our Reconciliation Management Plan.

• Our heritage conservation efforts were recognised

with a gold award John Herbert Heritage Award from

the National Trust of Queensland for our restoration

of the 173-year-old convict-built Commissariat Store in

William Street, Brisbane.

• A design consortium comprising Queensland firms

Donovan Hill and Peddle Thorp Architects was

selected to design the Millennium Library Project.

• We appointed a consortium comprising Brisbane-

based architects Davenport Campbell and Sydney firm

Architectus to design the Millennium Arts’ Queensland

Gallery of Modern Art.

• We appointed a consortium, led by architecture and

urban design group, Hassell, to develop a master

plan for the redevelopment of the old Boggo Road

Gaol site.

• A consortium led by Lend Lease was selected as

preferred urban design consultant for the Northbank

development master planning.

• Construction of a new government office building

began in Charlotte Street, Brisbane.

• QFleet won the Australasian fleet Managers

Association 2002 fleet environment award for its

ongoing corporate fleet environment practices.

• SDS piloted its regional trader model in three

Queensland regions.

• We launched the Department’s Balancing Work and

Life manual for all managers and employees (see

highlight on page 39).

How we contributed to the Queensland Government Priorities


16

How we contributed to the Queensland Government Priorities

More Jobs for Queensland – Skills and Innovation – The Smart State

Research HousePublic Works project-directed and built Research House in

Rockhampton on behalf of the Department of Housing, to

demonstrate sustainable building practices, technologies

and processes. Research House will act as an ongoing

research centre, in collaboration with the Central Queensland

University, showcasing and trialling new technologies.

Sustainable technology researchThe Queensland Sustainable Technology Development

Program funded a feasibility study into a plastics recycling

plant in central Queensland, and supported the trial and

development of a portable acrylic paint wash treatment

system, invented on the Sunshine Coast. The program also

brought two proposals relating to lighting technologies

together, supporting market research in Australia and South

East Asia to refine initial research activities.

Apprenticeship trainingNinety apprentices commenced their trade training with

our construction and maintenance arm, QBuild. These

apprentices are based throughout Queensland from Thursday

Island to Charleville and Beenleigh.

Procurement initiativesOur efforts to use taxpayer money better, through

improved procurement practices, have won approval in other

government spheres. Brisbane City Council endorsed the

purchasing training and certification system we developed

and NSW State Supply put 120 officers through levels 1-4 of

the training program.

On the world stage Public Works’ expertise was widely sought-after on the world stage in 2001 - 2002.

The Zhongshan Construction Bureau, a Brisbane City Council equivalent in mainland China, sent senior managers, architects and engineers to Public Works for specialist building industry management training. They particularly wanted to learn from us about project management, construction management, risk management and prequalification of consultants and contractors.

Meantime, the Australian federal aid agency, AusAID, conferred prequalification status on Project Services for electrical engineering consultancy work for three years, boosting the likelihood of short-term assignments and training programs in Papua New Guinea, the Pacific and Asia.

Our External Relations Unit organised and led a three-week study tour of South African local government officials across Australia. The group was on an AusAID funded fact-finding mission, exploring state-local government relationships in Australia.

17

Safer and More Supportive Communities

Emergency responseQBuild’s disaster preparedness expertise was needed in

emergency response to two natural disasters: Tropical

Cyclone Bernie, which hit Mornington Island, and flooding in

north Queensland.

Healthier buildingsPublic Works successfully managed and implemented

whole-of-government asbestos management and backflow

prevention programs.

Fire ant preventionThe Department of Primary Industries (DPI) trained 350

QBuild staff and contractors in the identification of fire ants

and their nests. Knowing what to look for, as QBuild workers

go about their normal duties, will help DPI stem the insects’

spread.

And the winner is...

Public Works was up there with the world’s best

athletes as they collected their Goodwill Games

medals in Brisbane last September.

In fact, the Department played an integral part in the

international sporting spectacular’s smooth-running

from early planning to the clean-up.

Building Division saw to office accommodation

needs of the Games’ organisers in the event’s

lead-up; Project Services managed the delivery of

fitout by QBuild, and furniture, for the volunteer

staff training centre at South Brisbane and the

warehouse facility at Eagle Farm which stored all

Games’ equipment as well as accommodating the

American media contingent.

QBuild also designed and manufactured 25 sets

of medal presentation podiums and coordinated the

purchase of more than 600 flags of participating

nations.

QFleet provided the wheels to keep the event

moving, literally: 175 sedans, people movers,

utilities and wagons. Of those, 50 vehicles

became the QFleet taxi service, volunteer drivers

transporting athletes, performers, sports delegates

and other VIPs to and from airports, hotels and

sporting venues.

As Brisbane celebrated the Goodwill Games,

painting the town red, Roma Street Parkland’s

gardeners did their bit – planting out 9,000 red

petunias in a mass display of support.

And keeping an eye on security were our State

Government Security mobile patrols, providing 24-

hour surveillance of the warehouse facilities.


18

Community Engagement and a Better Quality of Life

Indigenous trainingQBuild continued to coordinate training of Indigenous

apprentices within the Woorabinda, Palm Island, Kowanyama,

Bamaga, New Mapoon, Umagico and Injinoo communities.

Sixteen of the 20 Indigenous apprentices progressed to

Stage 2 of their apprenticeship. They’re learning trade skills

that will enable them to help their communities.

Regional infrastructureA new government office block in Cairns was built. The

Environmental Protection Agency, the Department of Natural

Resources and Mines, and the Office of the Director of Public

Prosecutions are scheduled to move in, in early 2002-2003.

We also negotiated a major office accommodation lease

in Cairns that brought Main Roads and Queensland Transport

location.

Bridging differences, building futures – our Reconciliation Management Plan

Public Works took a lead role within the

Queensland Government, launching our

Reconciliation Management Plan in February 2002.

The plan focuses on activities that Public Works

does well, building on them in ways that will

positively influence Indigenous Queenslanders and

their communities.

Three areas are targeted – service delivery,

economic development and Reconciliation.

Cultural awareness training was held in Brisbane

and in key regional centres. This will help our

people better understand the needs of Indigenous

clients, and improve service delivery.

Public Works has committed to increase its

Indigenous workforce representation from 0.7

per cent in January 2002 to 1.4 per cent by

19

Roma Street Parkland

Roma Street Parkland has proven a real

winner for its developer and owner, Public Works.

Industry awards have rolled in, among them

the Australian Institute of Landscape Architects

(Queensland) project award for open space

and recreational design, the Royal Australian

Planning Institute certificate of merit for urban

design excellence, Queensland Lighting Awards

high commendation for lighting design, and the

Cement and Concrete Association of Australia’s

commendation for innovation in technique for

pedestrian precincts.

Roma Street Parkland opened to the public in April

2001. In its first 12 months, more than 600,000

people visited the Parkland.

In 2001 - 2002, Roma Street Parkland hosted the

People’s Reception for Her Majesty The Queen and

The Duke of Edinburgh, and a multi-faith memorial

service to remember those killed or injured in

September 11 terrorist attacks on the United States

of America.

It has been the backdrop for dozens of

weddings, and the meeting place for countless

family gatherings.

Free guided walks, taken by trained

volunteer guides, were introduced in March, adding

an informative dimension to the Roma Street

Parkland experience.


20

Valuing the Environment

Reducing greenhouse gas emissionsOur Queensland Sustainable Technology Development

Program encouraged the development of innovations that

will reduce greenhouse gas emissions.

Our fleet manager, QFleet, tested a range of new engine

technologies and fuels, to minimise its vehicles’ impact in

greenhouse gas generation. It took out the Australasian fleet

Managers Association Fleet Environment Award.

Environmental awarenessQBuild joined forces with the Environmental Protection

Agency and Education Queensland to raise awareness of

waste generation and water and energy usage in schools

through a pilot program, Planet Maintenance.

Reducing wasteBuilding Division coordinated the development and

promotion of the Department of Public Works Waste

Management Strategic Plan in compliance with the

Environmental Protection (Waste Management) Policy 2000.

Driving a cleaner environment QFleet is the State’s largest vehicle fleet manager. It literally keeps 1,302 government agencies on the road.

It is also conscious of its responsibility to future generations of Queenslanders, and has become a driving force within the Australian fleet management industry, promoting ‘clean, green’ initiatives.

Known for its willingness to try new energy-efficient fuels and vehicles, QFleet worked closely with the Environmental Protection Agency and BP to convert its South Brisbane refuelling facility to provide E10 (ethanol/petrol blend) to the government fleet. This was one of only seven BP outlets to make available this new cleaner, ‘greener’ fuel.

QFleet also added the hybrid electric-petrol powered Toyota Prius to its fleet.

In March 2002, QFleet signed up all 12,900 fleet vehicles to the national environmental organisation, Greenfleet. This action will see 214,000 native trees planted, mostly in tree-depleted areas, mostly in southern Queensland. The planting will absorb significant amounts of atmospheric carbon – a major contributor to the greenhouse problem. By the time the trees are fully grown, more than 54,500 tonnes of carbon dioxide will have been removed from the atmosphere. The mass planting will also help re-establish native habitat.

QFleet’s support of the Greenfleet initiative is the largest, to date, in Australia.

These efforts, combined, saw QFleet take out the Australasian fleet Managers Association (AfMA) 2002 Fleet Environment Award.

21

Building Queensland’s RegionsWe project-directed major projects across Queensland worth

$1.5 billion for government agencies.

Shaping regional infrastructureWe designed and built the Alan Ticehurst Building in

Cloncurry, the new regional office for the Department of

Natural Resources and Mines, and the far-west’s most

energy-efficient facility.

We initiated the construction of five new private-sector

buildings in Brisbane, Beenleigh, Maryborough, Innisfail and

Morayfield, providing 4,200 square metres of accommodation

through pre-commitment leases by the Government.

Supporting regional tradersOur office and consumable goods supplier, SDS,

implemented a regional trader model pilot, sharing regional

sales with genuine local businesses in designated areas. This

‘buy local’ policy promotes business development, providing

opportunities for Queensland manufacturers and distributors.

Queensland Purchasing held regional forums for government

buyers and suppliers, broadening awareness of what goods

and services government agencies needed, and what local

businesses could offer.

Maryborough Correctional Centre

Construction of Maryborough Correctional Centre

has been a triumph for both the Department

of Public Works, as project director, and the

Maryborough City Council.

The $94 million project was delivered to the

client, Department of Corrective Services, on time

and on budget.

Along the way, the 500-bed facility’s construction

injected millions of dollars into the local economy,

by way of new job and business opportunities.

Public Works’ policies such as local industry

participation ensured head contractor, WALTER

Construction, let contracts wherever possible

to locals.

About 60 per cent of the workforce was drawn from

the Maryborough area and many companies and

businesses were able to provide their services.

Working for Queensland


24

Working for QueenslandBuilding DivisionAsset management is Building Division’s key strength; the

policies and guidelines that it develops positively promote

improved efficiency and effectiveness of government

buildings, and influence both the asset management sector

and the Queensland building and construction industry.

Building Division is responsible for managing 385,000m2

of government-owned office accommodation, a further

433,000m2 of leased office space and 1072 government

employee houses or units. These statewide assets provide

government agencies with the office and residential

accommodation needed to deliver their services to

Queenslanders.

Building Division is also a leading player in supporting

ecologically sustainable development, through adoption

of environmental innovations in new housing and office

accommodation initiatives. It works with private industry

and with universities and research centres, nurturing new

technologies and innovations.

Major achievements and projects We saved government agencies $4.5 million in office

accommodation charges through effective lease negotiations

and management.

A $17.6 million government office building in Cairns

was built.

We completed government office accommodation

strategies for Bundaberg, Gold Coast, Sunshine Coast and

Brisbane CBD.

We initiated the construction of five new private sector office

buildings in Brisbane, Beenleigh, Innisfail, Maryborough and

Morayfield, through pre-commitment leases for government

agencies.

We worked with the Queensland Fire and Rescue Service to

integrate ecologically sustainable concepts into the building

planning of its Whyte Island Hot Fire Training Centre. This

made it the first State Government training facility to

incorporate our Ecologically Sustainable Strategic Asset

Management (ESSAM) rating system.

Design and preliminary construction work started on a new

government office building at 33 Charlotte Street, Brisbane.

Office fit-out incorporated our newly-developed Ecologically

Sustainable Development (ESD) office fit-out guidelines.

The State Government’s Prequalification (PQC) System for

building industry contractors was reviewed and improved,

aligning with a number of government policy initiatives

including the State Purchasing Policy, Local Industry

Policy, Queensland Code of Practice for the Building and

Construction Industry, and the State Government Building

and Construction Contracts Structured Training Policy (10%

training policy).

The Department of Public Works Waste Management Strategic

Plan was developed and promoted in compliance with the

Environmental Protection (Waste Management) Policy 2000.

We continued to push through the implementation of the

National Greenhouse Strategy, with particular emphases in

the areas of transport and urban planning. We supported

demonstration projects of energy conservation measures,

researched alternative fuel vehicles and developed a

greenhouse emission discussion paper for the Queensland

building and construction industry.

25

Infrastructure and Major ProjectsInfrastructure and Major Projects works for other government

agencies as project director of significant capital works

building projects in Queensland.

It also acts as a facilitator and advisor for building

and property projects that provide public facilities and

infrastructure.

The private sector is increasingly involved in both the

funding and the provision of public infrastructure and

community facilities. This presents Infrastructure and Major

Projects with opportunities to pursue innovative capital

works funding from sources other than State Government

budget allocations.

Major achievements and projectsIn 2001 - 2002, Infrastructure and Major Projects provided

technical advice and professional services for projects worth

$1.5 billion across Queensland.

These included:

• Suncorp Stadium redevelopment

• Brisbane Magistrates Court Complex

• Millennium Arts at the Queensland Cultural Centre

• Kelvin Grove Urban Village

• Gold Coast Convention and Exhibition Centre.

We initiated an options study of the Queensland Place

precinct, in Brisbane’s CBD to integrate the yet-to-be-built

Brisbane Magistrates Court within this city-centre urban

master plan.

We directed further works and improvements, valued at

$2.8 million, at Roma Street Parkland. Pradella Pty Ltd was

chosen as the developer of a staged residential development

of about 400 home units, adjacent to the Parkland.

The Queensland Theatre Company’s new premises at

South Brisbane were completed in time for a scheduled

performance in May 2002.

We commenced the construction contract for infrastructure

works at the Kelvin Grove Urban Village site on Brisbane’s

northside.

We initiated a study of development options for the Brisbane

CBD waterfront from the Goodwill Bridge to the William Jolly

Bridge, an area being called Northbank.


26

Project ServicesProject Services is a commercialised business unit that

delivers capital works programs for public sector clients.

It provides expertise in a range of building procurement and

risk management consultancies, contract administration and

design services.

By outsourcing work and entering joint ventures with

the private sector, interstate and overseas, Project Services

also helps develop Queensland’s building and construction

industry.

Challenges for this business unit include securing new

revenue sources from Commonwealth, state and local

governments, as well as overseas, to sustain long-term

viability in a highly competitive and untied marketplace.

Major achievements and projectsProject Services managed capital works projects, worth more

than $700 million, for Queensland Government clients in

2001 - 2002.

Some of the projects we designed and project managed

included:

• Maryborough Correctional Centre

• Rockhampton Central Police Station and District

Headquarters redevelopment

• Kowanyama Police Station

• Roma Police Station

• Mount Isa Courthouse

• Calamvale Community College

• Forest Lake State High School

• Oonoonba State School

• Townsville Community Learning Centre

• Education Queensland’s $72 million Secondary

Schools Renewal Program.

Other professional services provided included:

• Royal Brisbane Hospital – East and West blocks

(procurement management and contract management)

• Princess Alexandra Hospital

(procurement management)

• Townsville Hospital (procurement management)

• Gold Coast Convention and Exhibition Centre

(technical and cost audit).

We also project managed:

• Suncorp Stadium redevelopment

• Kelvin Grove Urban Village.

Certification to ISO 9001 was maintained, indicating our

commitment to quality assured delivery of services to clients.

Certification to ISO 14001 was maintained, demonstrating

commitment to working with clients to provide sustainable

environmental solutions.

The capability of our e-Plan room, which electronically

stores plans and related documents of government-owned

buildings, was expanded, to provide access to clients via

the Internet.

We formalised service delivery through the establishment

or renewal of service level agreements with Queensland

Health, the Department of Housing, Queensland Rail and the

Department of Employment and Training.

We trialled a web-based electronic tendering system for the

engagement of consultants and contractors. This involved

four contracts (one by select process; the other three being

open tender calls) and 30 consultancies ranging from small

geotechnical and surveying commissions to architectural

commissions.

27

QBuildQBuild is the State Government’s building construction and

maintenance arm. We provide a broad range of building-

related services to government agencies including security,

horticulture, waste management, pest control and cleaning.

QBuild is one of the State’s largest employers of trade

apprentices, training in a variety of building trades.

Our workforce is also trained and ready for action in times

of natural disaster, across Queensland.

QBuild’s clients are increasingly seeking single-source

asset management solutions or looking to establish asset

management services in-house. To meet this challenge,

QBuild is working with other Public Works business units,

gearing itself to pursue more efficient and effective ways of

delivering integrated asset management services.

Major achievements and projectsWe provided more than $500 million in construction,

maintenance, security, cleaning, horticulture services,

and community service obligations. About 60 per cent of

this work was contracted to the private sector, providing

significant risk-free business opportunities for subcontractors

and suppliers throughout Queensland.

Some of our construction projects included:

• Varsity College stage 2 at Varsity Lakes

• Sandgate Eventide Brain Injury Unit

• Research House at Rockhampton

• Public housing in Toowoomba, Cunnamulla, St

George, Dirranbandi and Roma.

Regional training companies’ apprentices gained

skills and experience working with us.

They were involved in the construction of:

• a duplex at Bargara, near Bundaberg

• ten seniors housing units in Toowoomba

• twelve seniors accommodation units in Rockhampton.

We signed a partnership agreement with Education

Queensland to provide agreed maintenance, building,

construction and other support services.

We provided environmental management advice to

the Department of Corrective Services and Education

Queensland. This included ensuring effective management

of sewage treatment plants with environmental licences in

schools and correctional centres, and giving schools advice

on minimising their water usage and waste.

We worked with the Department of Housing on ways to

further reduce costs and eliminate duplication in providing

housing maintenance and upgrade services.

Urban renewal projects were undertaken at Deception Bay,

Molendinar, Kingston, Woodridge and Inala.

We trialled a construction management project for urban

renewal works at Manoora, Cairns.


28

Queensland PurchasingQueensland Purchasing is the Queensland Government’s

expert in procurement policy and training, and the provision

of procurement services.

It sets whole-of-Government purchasing policy, implements

whole-of-Government procurement arrangements and,

through its consultancy services and training programs,

helps government agencies put in place cost-effective

procurement practices.

Major achievements and projectsWe assisted 16 State Government agencies, government-

owned corporations and statutory authorities to put State

Purchasing Policy initiatives in place.

We provided advice and hands-on practical services to assist

government agencies in procuring goods and services.

As part of the State Purchasing Policy’s implementation, we

put more than 3,300 government officers through our new

purchasing training and certification system.

Standing offer arrangements secured savings of $39 million

for the Queensland Government. These related to a range

of services, including card and bulk fuel, travel services,

temporary administration staff, photocopier services, motor

vehicle rental, salary packaging and furniture removal.

More than $2.5 million was recouped in sales of surplus or

superseded government stock.

Seminars and forums were conducted in regional Queensland

for government suppliers and buyers, to enhance networking

and localised business opportunities.

Electronic commerce systems continued to be refined and

developed to streamline purchasing processes. This included

redevelopment of the online Queensland Government Buyers

Catalogue and the Queensland Government Marketplace, and

introduction of browser-based access to the Quality Assured

Suppliers register.

29

Queensland Services GroupQueensland Services Group was established in 1999,

bringing together the operations of QFleet, SDS and Goprint

to improve the operational efficiency of those services.

Major achievements and projectsCommenced the development of e-Business strategies to

enhance business integration across the group and improve

service delivery to clients.

Integrated business practices through shared services

arrangements for human resource management and

marketing and communications.


30

QFleet QFleet is the Queensland Government’s fleet manager,

and the State’s largest vehicle lessor, managing some

12,900 vehicles.

QFleet plays a significant role in promoting environmental

responsibility in relation to fleet operations and actively

encourages safe driving practices.

Major achievements and projectsWe won the Australasian fleet Managers Association 2002

Environmental Award (see highlight on page 20).

Market research of existing and potential buyers identified

awareness and perceptions of our motor vehicle auctions.

This enabled us to promote auctions in the most cost-

effective way to encourage sales of ex-lease vehicles for

maximum return.

The Fleet Performance Scorecard system was introduced.

This provides clients with benchmarking and performance

information on the vehicles they operate, which enhances

internal decision-making and operations.

A mini-lease product for clients with short-term vehicle needs

was introduced.

Two trials of alternative fuel technology – LPG and the

electro-petrol hybrid engine – were completed. The results

will help us determine how best to apply these new

and improved vehicle fuels and technologies within the

Government fleet, improving the environmental

performance.

We worked with Queensland Police to provide 128 vehicles

used in security arrangements for the largest gathering

of international leaders ever held in Australia – the

Commonwealth Heads of Government Meeting (CHOGM).

31

SDS SDS is the leading supplier of office and consumable goods

to Queensland’s public sector.

It has more than 12,000 customers, including some from

interstate and overseas.

SDS has no tied clients or guaranteed business; it is

positioning itself as a value-adding intermediary between

its buyers and sellers, sourcing suitable quality products in

accordance with the State Purchasing Policy.

Major achievements and projectsSDS Online, our Internet purchase system, accounted for

more than 55 per cent of general merchandise sales.

Re-engineering distribution methods, using Queensland

Rail, resulted in freight savings, less handling,

reduced damages and improved reliabil

We piloted a regional trader model, des

support locally owned office supply bus

by incorporating them into the SDS dist

chain. Three businesses from Cairns, Tow

and Rockhampton took part, supplying

stationery orders to existing SDS custom

those regions.

We assisted five schools damaged by fi

and vandals on eight occasions, deliver

furniture to nine classrooms and three

administration areas, in some instances

within 24 hours. The quick response

reduced the strain on the students and

school communities.


32

Goprint Goprint has provided printing services to the Queensland

Government for more than 140 years.

Our key role is to support Government by providing

Reserved Services, which include the printing and

distribution of Queensland legislation, Hansard, Government

Gazettes, ballot papers and other Government information.

We provide commercial design, printing, publishing and

information management services to government agencies.

Over the next two years, Goprint will undertake a managed

restructure that will involve the introduction of new

equipment and technology, changes to the organisational

structure, and a review of existing work practices to improve

efficiency and quality.

Major achievements and projectsWe entered into strategic alliances with private sector

firms to enable us to offer total communications solutions

for our clients.

Two key clients, Brisbane City Council and Corporate Services

Agency, extended their service level agreements into a

second year.

We won the 2001 Queensland Printing Industries

Craftsmanship Gold Award for Innovation for the QFleet

glovebox wallets we designed and produced, in association

with Creative Plastics and Norwood Industries.

33

Corporate and executive servicesPublic Works’ business units and policy divisions are

supported by whole-of-Department corporate and executive

services: Planning and Human Resources, Finance and

Information Technology, Legal and Contractual, External

Relations, Executive Services and Internal Audit.

Major achievements and projectsPlanning and Human Resources implemented a range of

career development initiatives across the Department, from

Springboard (AO1-AO3) to AO8-SES mobility placements and

an Emerging Leaders program.

Planning and Human Resources launched the Pathways to

Better Health and Safety program to enhance employee

health and well-being (see highlight on page 40).

Finance developed a workflow system that streamlined the

process of identifying and reporting financial transactions

between departmental units, allowing for a more accurate

and timely preparation of the consolidated Departmental

Financial Statements.

Information technology project management standards were

approved and implemented throughout the Department.

Legal and Contractual completed National Competition Policy

reviews of legislation regulating architects and engineers,

and developed replacement legislation.

Litigation was successfully finalised against pre-mixed

concrete companies for alleged collusive activities.

Legal and Contractual developed one-off conditions of

contract for the Brisbane Magistrates Court Complex.

Procurement processes, aimed at delivering more cost-

effective and equitable capital works building projects,

were developed by Legal and Contractual and trialled on

major projects.

External Relations coordinated the development and

implementation across Public Works of the Reconciliation

Management Plan.

External Relations completed a strategy to partner non-

government organisations in pursuit of AusAID-funded non-

government organisation projects, positioning Public Works

as the first Queensland Government agency to pursue this

niche international business market.

The Executive Services Intranet site was updated to

include style guides for the preparation of Executive Council

and Cabinet documents, and information relating

to significant appointments.

Departmental clients increasingly sought Internal Audit’s

advice on good control systems and probity and

accountability issues: 1,000 hours of advice was provided

in 2001 - 2002.

Valuing our people


36

Valuing our peoplePublic Works’ success is a reflection of our 4,000-strong

workforce.

Our people are valued – and that comes through in policy

and action.

Professional development is an imperative; so is attracting

high-calibre future employees.

Public Works also recognises that workers need support

throughout their day, not just during the hours that they’re

on the job.

The year 2001 - 2002 saw significant initiatives introduced

to enhance the quality of life for our staff, and bring some

balance to it.

Training and developmentOfficers from across the Department were chosen to form

our Emerging Leaders Group, established to nurture the

development of our future leaders.

The Senior Women’s Group continued to support and

sponsor initiatives focussing on career development and

related matters. Its Springboard program went regional for

the first time.

We participated in the Queensland public sector pilot

mobility program for AO8 to SES officers.

Building Division, Project Services and QBuild ran

building-related training programs in such areas as

contract management, estimating, project management,

property management, Building Code/Act procedure

awareness, disaster management and Superintendent’s

Representative training.

In QBuild alone, 1,237 employees took part in three new

training programs – estimating, project management and

working on roofs.

A range of equity management-related training was

provided. This included anti-discrimination awareness,

harassment prevention, cultural awareness for managers, and

Perspectives on Indigenous Australia workshops.

QBuild completed a comprehensive Workplace

Communication Program, which saw a specialist TAFE teacher

placed in most regional offices, as well as other sections of

the business unit – including security and cleaning – to work

with staff to improve language, literacy and numeracy skills.

37

Employment initiatives

GraduatesPublic Works engaged generic and specialist graduates

from such fields as economics, human resource

management, occupational health and safety, accounting,

project management, engineering and architecture under the

Graduate Employment Program.

As at 30 June, we employed 12 graduates within the annual

target of 20*.

*Graduates are engaged on a calendar year basis.

Additional graduates are expected to be employed before

the end of 2002.

TraineesFor the past three financial years, we have achieved our

trainee quota under the Breaking the Unemployment Cycle

initiative, providing 188 traineeship opportunities – 52 of

them in 2001 - 2002.

Within this quota, we have substantially achieved our

traineeship target to engage 50 per cent women, five

percent Aboriginal and Torres Strait Islander people (ATSI),

five per cent people from non-English speaking backgrounds

(NESB), and five per cent people with a disability.

We took on our largest contingent of construction worker

trainees, giving 10 people the chance to formalise their

general labouring and basic construction skills.

Target group Public sector target DPW achievement as at 30 June 2002

Women 50% 69%

ATSI people 5% 13%

People with disabilities 5% 4%

People from NESB 5% 6%

The number of new trainees employed60

50

40

30

20

10

0

2001-20022000-20011999-2000


38

ApprenticesPublic Works employed 377 apprentices, as at 30 June 2002.

QBuild took on 90 new apprentices in March 2002, including

10 school-based apprentices.

QFleet provided employment and training opportunities

for six apprentices employed by a group training

organisation.

Two Goprint apprentices completed their training in pre-press

production. Another continues to learn the binding trade.

We retained 24 apprentices on completion of their indenture,

including 15 new tradespersons and nine plumbers who will

undertake a further year of training.

The number of new Apprentices employed400

390

380

370

360

350

340

330

1998-1999 2001-20021999-2000 2000-2001

39

Workplace diversityInitiatives in place in 2001 - 2002 actively encouraged

and celebrated the diversity of Public Works’ workforce.

Diversity management was linked to the business planning

process, making it a priority.

Public Works continued to support the Migrant Work

Experience Program, with one placement in 2001 - 2002 and

a commitment to continue.

Senior Women’s Group initiatives, such as the Springboard

program, lunchtime seminars, and the launch of the

Balancing Work and Life manual, supported women.

Aboriginal and Torres Strait Islander employment and training

prospects were particularly enhanced.

Our Reconciliation Management Plan was launched in

February (see highlight on page 18). Flowing from the Plan,

the Aboriginal and Torres Strait Islander Employment and

Development Strategy put in place an integrated support

system, for young Indigenous people, from high school to

post-graduate training.

The Plan saw the introduction of a Diploma in

Business Administration scholarship, awarded to five

Indigenous recipients. We also provided five Indigeno

high school students with scholarships to complete

Year 12, offered four university students cadetships

and saw three Indigenous employees take part in the

Moving into Management program.

Striking a balance

A Balancing Work and Life manual was developed to

communicate the Department’s high level of support

for a work and life balance for all employees.

Initiated by the Senior Women’s Group, the manual

encourages a more flexible work environment to

reap the rewards this can bring.

Developed for employees and managers to

assist them in accessing and implementing more

flexible work arrangements, the manual includes

a complete summary of all employee entitlements,

and it clearly outlines everyone’s roles,

responsibilities and expectations.

More than 4,000 manuals have been

distributed throughout Queensland to every

Public Works employee.


40

Workplace health and safetyPathways to Better Health and Safety acted on the health

risk analysis of Public Works’ employees.

We ran site safety awareness, workplace health and safety

awareness and CPR training across all areas of Public Works.

More effective audit processes were conducted to identify

and rectify non-compliance with QBuild’s Health, Safety and

Environmental Standards.

Subcontractors joined QBuild employees in Health, Safety

and Environmental Standards training.

Training in working on roofs and electrical safety

was conducted for employees in building and construction-

related areas.

Health and well-being sought for all

Walking clubs, yoga sessions, flu vaccinations,

and talks on how to be ‘healthy, wealthy and

wise’ flowed from Public Works’ Pathways to

Better Health and Safety initiative in 2001 - 2002.

Pathways to Better Health and Safety is a serious

commitment to help staff improve their own

health, and strike a balanced life-style.

A range of sickness prevention and health

management solutions are on offer, with more

initiatives – including wide-ranging personal

health assessments – to be rolled out.

Pathways to Better Health and Safety follows on

from findings of a health risk analysis, carried

out the previous year, to determine common

health issues in Public Works.

41

Reward and recognitionPublic Works recognises good work, internally, through an

integrated reward system that flows from unit-specific to the

Departmental Recognition of Excellence Awards.

We also link in with external award programs, among them

the Workplace Health and Safety Innovation Awards, National

Association of Women in Construction (NAWIC) Awards, the

Public Service Medal, Queensland Training Awards, Premier’s

Awards for Excellence and awards in the Australian Honours

system (including the Australia Day Achievement Medallions).

Winning Public Works women

Public Works women were triumphant at an awards

program designed to recognise the achievements of

women in the construction industry.

The Department of Public Works won three of the six

awards, as well as gaining a merit, at the National

Association of Women in Construction (NAWIC)

Crystal Vision Awards.

The Public Works Senior Women’s Group received

the highest honour – the Crystal Vision Award – for

advancing and furthering the interests of women in

the construction industry.

Building Division’s Karen Lyon Reid and

Delwyn Jones added the Award for Innovation in

Product Supply to a list of accolades they received

for the Ecologically Sustainable Office Fitout

Guideline, which includes a National Facilities

Association award.

Project Services’ Kerry Petersen won the award

for Achievement in Development for her role in a

team responsible for overseeing the development

of Roma Street Parkland while QBuild’s Ruth

Greening received a merit award for Innovation in

Product Supply for her successful development and

implementation of a change management

and procurement strategy.

Staffing figures are fulltime equivalent rounded to 4026 as at 30 June.

Our Organisational structure

Queensland Services Group

201 Staff

GoprintQFleet

124 Staff

SDS

112 Staff

QueenslandPurchasing

46 Staff

QBuild

2619 Staff

Project Services

637 Staff

Infrastructure &Major Projects

8 Staff

Building Division

155 Staff

DeputyDirector-General

Planning &Human Resources

28 Staff

ExecutiveServices

15 Staff 7 Staff

Internal Audit

15 Staff

Legal &Contractual

11 Staff

ExternalRelations

46 Staff

Finance &Information Technology

Director-General

Corporate governance


46

Management, Information Steering, Finance, Human

Resources and Workplace Health and Safety) and the

Audit Committee. The Board meets monthly to ensure the

organisation is well maintained and provides leadership by

initiating policies, plans, strategies and projects.

The Director-General chairs both the Corporate Governance

Board and the Executive Committee which focuses on

achieving effective organisation-wide communication and

information sharing, particularly in relation to corporate

direction and policy promotion. The Executive Committee

shares in leading the organisation by supporting a strong

and positive corporate culture throughout the Department.

Corporate governanceThe Department of Public Works is committed to

ensuring effective and consistent corporate governance.

In 2001 - 2002, the Department-wide committee structure

was reviewed and a revised framework for corporate

governance developed.

This framework aligns the collective responsibility of

organisational leadership with the key governance elements

of stewardship, information-sharing and strategic

direction setting.

Under the framework, stewardship is the primary

responsibility of the Corporate Governance Board

with assistance from its governance committees (Risk

Stewardship

Strategic Directions Information Sharing

Management Structure

Control, Monitoring &

Reporting

Management Standards

Leadership

Department of Public Works Corporate Governance Framework

47

The Corporate Governance Board is supported by the

Strategic Directions Forum. The Director Planning and

Human Resources chairs this forum, with members from

a cross-section of senior employees. The forum’s role

is to encourage independent, continuous and strategic

discussions, and monitor, discuss and recommend balanced,

forward-looking directions for the Department.

Governance committeesThe Governance committees report directly to the Corporate

Governance Board.

Finance CommitteeChair: Director Finance and Information Technology

Provides advice and reports to the Corporate Governance

Board on financial strategies and practices required to

achieve sound financial corporate governance within

legislative requirements.

Achievements:• Monitored the financial performance of the

Department’s business areas.

• Monitored issues arising from both Internal Audit

and External Audit conducted by the Queensland

Audit Office.

• Reviewed the proposed Tax Consolidation

changes in relation to the Department and its

business units and provided advice on the

Department’s preferred option.

• Monitored the Department’s progress on significant

finance-related issues such as the preparation of the

Annual Financial Statements and the annual and mid-

year budget processes.

Corporate Governance Board Executive Committee

• Director-General • Director-General

• Deputy Director-General • Deputy Director-General

• Director Finance and Information Technology • Director Finance and Information Technology

• Director Planning and Human Resources • Director Planning and Human Resources

• Group General Manager Queensland Services Group and

General Manager QFleet

• Group General Manager Queensland Services

Group and General Manager QFleet

• General Manager Project Services • General Manager Project Services

• General Manager QBuild • General Manager QBuild

• Director Internal Audit • Director Queensland Purchasing

• Executive Director Building Division

• Director Legal and Contractual

• Director Infrastructure and Major Projects

• General Manager SDS

• Director External Relations

• Director Executive Services

• Director Internal Audit

Memberships


48

Risk Management CommitteeChair: Group General Manager Queensland Services Group

and General Manager QFleet

Identifies and reports areas of risk exposure to the

Corporate Governance Board and develops and manages the

Department’s risk management policy and plans, and widely

distributes information on risk management principles.

Achievements:• Monitored the Department’s risk assessment and risk

mitigation approach.

• Reviewed and endorsed, together with the

Information Steering Committee, the processes for

management of Information Standards.

• Developed the scope for an enterprise-wide review of

risk management within Public Works, to be carried

out in 2002-2003.

Information Steering CommitteeChair: Director Finance and Information Technology

Provides advice on strategies to ensure the provision of

effective, efficient and secure information resources which

are consistent with government policy and legislation.

Achievements:• Monitored the implementation of IT Project

Management Standards within the Department and

the resulting departmental IT Projects Register.

• Endorsed a new departmental Information,

Communication and Technology Strategic

Planning Framework.

• Monitored progress of the implementation of

the Department’s IT Security Policy and initiated

the establishment of a departmental Security

Organisation.

• Monitored progress of the development of a

departmental firewall design.

• Endorsed recommendations arising from an

Information Standards Risk Assessment and the

subsequent initiation of a departmental project to

address Recordkeeping Standards.

49

Human Resources CommitteeChair: Director Planning and Human Resources

Ensures human resources strategies and practices

are consistent with legislation, directives and corporate

direction and monitors departmental performance in human

resource management.

Achievements:• Commenced the development of a Leadership and

Succession Planning Framework and Program.

• Developed an Exit Management Policy to ensure

consistent procedures and practices for staff leaving

the Department, including the collation of information

on reasons for leaving, to enable better information

for workforce planning purposes.

• Endorsed the adoption of a revised monthly,

quarterly and annual Human Resources Performance

Indicator Reporting process and monitored all reports

subsequently produced.

• Endorsed a new Human Resources Plan based on

seven key departmental improvement priorities.

• Endorsed the Balancing Work and Life manual

prepared by the Department’s Senior Women’s group.

Workplace Health and Safety Peak CommitteeChair: General Manager Project Services

Monitors and reports on issues relating to workplace health

and safety issues and ensures a coordinated approach to

overall management of workplace health and safety (WH&S)

activities and projects.

Achievements:• Developed and implemented the Department’s

Pathways to Better Health and Safety program

designed to reduce health risks in the Department

and enhance the health and well-being of

individual employees.

• Commenced a Personal Health Assessment process as

a major component of the Pathways to Better Health

and Safety program.

• Approved a three year WH&S Management Plan for

implementation across the Department.

Audit CommitteeChair: Director-General

Provides advice on audit and audit related matters to assist

the Director-General discharge his responsibilities imposed

under the Financial Administration and Audit Act and the

Financial Management Standard.

Achievements:• Endorsed the risk based 2001-2002 Internal

Audit plan;

• Monitored Internal Audit performance against the

approved 2001-2002 Plan targets.

• Monitored the resolution of prior period QAO

audit issues.

• Reviewed the audit report moderate and high

risk audit findings and the action taken to address

those findings.


50

Strategic groupsThese groups report to the Director-General through the

Corporate Governance Board.

Senior Women’s GroupChair: Director Planning and Human Resources

Develops strategies and undertakes activities to improve

the representation and retention of women in middle and

senior management positions; building-related professions

and trades and other areas of the Department in which

women are under-represented; and assists in the career

advancement and development of women in AO2-AO3

equivalent positions.

Achievements:• Conducted three Springboard personal

development training programs for non-management

women from a range of government departments in

Brisbane and Townsville.

• Launched the Balancing Work and Life manual to all

staff and management.

• Provided valuable project management

opportunities to women through the Senior Women’s

Development Groups.

• Conducted a lunchtime seminar series on various

career management topics.

• Won the National Association of Women in

Construction (NAWIC) Crystal Vision Award, the

highest honour of all, for advancing and furthering

the interests of women in the construction industry.

Emerging Leaders GroupChair: Appointed from within the Group

Brings together a small cross-section of talented people,

appointed on an annual basis, who wish to contribute

to the ongoing success and improvement of the Department

and provides members with access to personal and

career development.

Achievements:• Endorsement from the Corporate Governance Board

on the commencement of two major, whole-of-

Department projects – one entitled ‘Leaders Speak’

that aims to co-ordinate, promote and facilitate talks

by leaders from various backgrounds and the other

on a review of the areas of the Department that

produce and supply furniture.

• Involvement in a range of personal and leadership

development processes designed to enhance member

knowledge and skills.

• Secured representation on the corporate governance

committees as a means of enhancing member

knowledge and learning, sharing information and

assessing possible project opportunities.

Reconciliation CommitteeChair: Director External Relations

Integrates the involvement of all Public Works units in the

State Government’s Reconciliation program, particularly

meeting the outcomes sought through the Towards a

Queensland Government and Aboriginal and Torres Strait

Islander Ten Year Partnership project.

Achievement:• Acted as the catalyst for the development of the

Department’s Reconciliation Management Plan,

leading to its launch in February 2002.

Our executive team

54


Director-General

Mal Grierson

B.Econ, M.PubAdmin

Mal was appointed Director-General

in October 1998.

He had previously held numerous

senior Queensland Government

positions, with extensive involvement

with the private sector in the areas

of information technology and

building construction.

Mal is a member of the Institute of

Public Administration Australia and the

Australian Computer Society.

He is also a member of the Australian

Procurement and Construction Council

(APCC) and serves on the Executive as

Secretary/Treasurer.

Deputy Director-General

Gary May

BArch, MSc (Bldg), FRAIA

Gary brought years of experience

in design and construction of

major capital works, and innovative

approaches to their procurement, to

this position when he took on the role

in March 1999.

He is a member of the Australian

Procurement and Construction Council.

Executive Director Building Division

Keith Farr

DipArch

With nearly 40 years in the Department

of Public Works, Keith has extensive

experience in building procurement,

asset management, property

management and corporate real estate.

He has held this position since July

1998, overseeing the provision of policy

advice, frameworks and guidelines on

all aspects of asset management, as

well as the provision and management

of office accommodation and employee

housing for government agencies.

55

Director Infrastructure

and Major Projects

Gavin Litfin

DipArch, BArch, MURP, MED, FRAIA,

AIArbA

Gavin has been responsible for

delivering the State’s major capital

works building projects since his

appointment to this role in August 1998.

He has nearly 40 years experience in

major project delivery, drawn from both

the private and public sectors.

General Manager Project Services

Max Smith

B.Tech, F.I.E. (Aust), CP Eng., FAICD,

FAIB

A civil engineer by profession,

Max has headed Project Services since

January 1997.

He is accountable for the delivery of

an annual $700 million building capital

works program.

Before joining the State Government,

Max held a number of senior strategic

positions within the Commonwealth

Government.

General Manager QBuild

Tony Waters

BA, FAICD

Tony brought extensive experience in

State and Commonwealth arenas to

this role when he took up the position

in January 1997.

He is responsible for the Department’s

delivery of maintenance, building,

construction and community services to

government agencies and communities

throughout Queensland.

56


Director Queensland Purchasing

Christine Tonkin

BA, MBA, GradDip Procurement Mgt,

FAIPMM

Christine has worked in the area of

government procurement since 1995,

with the past five years as Director of

Queensland Purchasing.

She is responsible for the development

and implementation of the State

Purchasing Policy and the provision

of whole-of-Government and agency

procurement advice and training.

Group General Manager Queensland

Services Group and General Manager

QFleet

Les Clarence

Les has senior management experience

in commercialised government

agencies and has led QFleet since its

establishment in 1991.

The amalgamation of QFleet, SDS

and Goprint created the Queensland

Services Group entity of which Les

became Group General Manager in

April 1999.

He holds tertiary qualifications

in transport management and has

completed the University of Hawaii’s

advanced management program. Les is

a member of the National Association

of Fleet Administrators (USA), life

member of the Australasian fleet

Managers Association and a

Fellow of the Australian Institute of

Company Directors.

General Manager SDS

Bob Hunt

MA, DipEd

Bob has wide-ranging public

sector management experience,

including General Manager and

Assistant Commissioner (Management)

with the New South Wales Corporate

Affairs Commission.

He has been General Manager of SDS

since early 1997.

57

Director Planning and Human Resources

Jan Phillips

B.Soc.Wk, GradDip Leadership

Jan was appointed to this position in

April 1998.

Jan has held senior positions in

information technology, community

housing, animal welfare, social work,

human resource management, change

management and strategic planning.

Jan is responsible for the Department’s

strategic planning, human resource

management, industrial relations,

organisational development and change

management functions.

Acting Director, Executive Services

Cabinet Legislation and Liaison Officer

Sue Wright

BA

With a background in information

technology, Sue has held this position

since June 2002 following the upgrade

of her previous position of Manager

Executive Services and Cabinet

Legislation and Liaison Officer which

she was appointed to in November 1998.

She is responsible for managing

the Department’s Cabinet and

Executive/Ministerial correspondence

functions, providing strategic policy

advice particularly on Cabinet matters,

and creating links with the Minister’s

Office, internal service areas and

external stakeholders.

Director Internal Audit

Robyn Turbit

B.Commerce, B.Econ

Robyn was appointed to this

position in 2001.

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.

58


Director Legal and Contractual

John Scrivens

LLB, FIE (Aust), Solicitor (Qld)

John’s career has bridged both the

engineering and legal professions.

He was admitted as a solicitor of the

Supreme Court of Queensland in 1989

and appointed to his current position

in April 1994.

John provides legal and

contractual policy and support to

executive management and all areas

of the Department.

Director External Relations

Malcolm McMillan

Malcolm brought significant

administrative, strategic and policy

expertise to this position when

appointed in July 1999.

He heads the Department’s corporate

marketing communications,

international business, market research,

intergovernmental relations and

reconciliation efforts.

Director Finance and Information

Technology

Tony Woodward

B.Bus (Accountancy), FCPA

A qualified accountant, Tony has

more than 30 years’ private and public

sector experience in finance and

information technology.

He was appointed to this position in

May 1994.

Tony is responsible for policy

and planning of finance and

information technology functions

across the Department.

Our accountabilities


62

Our accountabilitiesInternal AuditInternal Audit operates as an independent function within

Public Works, reporting directly to the Director-General.

The Internal Audit Committee acts as an advisory body to

the Director-General and has no line authority.

Internal Audit Unit checks and advises on:

• 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

• Adequacy and accuracy of accounting and

computing systems

In 2001 - 2002, Internal Audit responded to a significant

increase in requests for advisory services, indicating a

proactive approach to the issue of controls, accountability

and probity.

Through the efforts of Internal Audit, Public Works received

an unqualified report from the Queensland Audit Office.

Risk managementIdentification and assessment of potential risks,

and appropriate risk mitigation strategies, are actively

promoted throughout Public Works, through its Risk

Management Committee.

All departmental areas prepare risk registers and undertake

specific risk management activities.

• Building Division carried out a comprehensive review

of its major buildings for Building Act compliance.

• QBuild introduced a health and safety audit program

that resulted in a 37 per cent reduction in days lost

due to injury.

• Project Services continued to implement the Risk

Assessment and Management Systems (RAMS),

principally in relation to the risk management of

capital works projects. This provides clients with

structured risk management plans that identify and

help mitigate all areas of project risk.

• QFleet continued to develop its integrated risk

management structure addressing financial, product

and business risks.

Audit Type Number of audits budgeted for 2001–2002

Number of Audits Completed prior to 30 June 2002

Number of Audits rescheduled

Number no longer required

Financial/compliance 17 16 1

Information Systems 10 9 1

Special – Planned 5 2 3

Sub Total – Planned 32 27 4 1

Special – Unplanned (1406 hrs contingency) 16

Total 32 (+ 1406 hrs contingency) 43 4 1

Internal Audit Activity Summary

63

Performance managementPerformance management is designed to ensure efficient

and effective operations. Appropriate systems and processes

are needed to enable performance to be measured and

reported against.

Corporate and business unit plans are developed to set

the organisation direction and support the establishment of

individual performance plans. The planning regime is based

on a comprehensive cascading of business strategy, based

on the Balanced Scorecard, which ensures strong linkages

across all departmental planning documents.

The Director-General actively promotes the

of the Executive Performance Contracts for

senior management.

At the operational level, managers and sta

establish individual performance goals wh

are linked to operational and business

plans. They monitor ongoing progress and

identify and address individual training an

development needs, through an annual

review process.

The Aurion HRM Information

System was used for comprehensive

monthly and quarterly reporting

against human resource management

performance indicators.

A similar reporting process was

adopted for the financial performance.

We continued to refine and enhance

this financial reporting system to improve

understanding and monitoring of financial

levels of the Department.

Energy managementAlmost two-thirds of the electricity Public Works used in

2001 - 2002 came from renewable energy.

Public Works consumed or managed the consumption of

86.3 GWh of electricity in the 12 months to 30 June 2002, at

a cost of $7.9 million. ‘Green power’ supplied 55.4 GWh of

this total, potentially reducing our carbon dioxide emissions

by more than 55,000 tonnes to 30,900 tonnes.


64

Code of ConductIn April 2001, the Minister for Public Works approved a

revised Code of Conduct for the Department. As a result,

comprehensive training on public sector ethics and the

revised Code of Conduct was provided to staff throughout

Public Works.

Administrative procedures and management practices

within the Department are consistent with the ethics

and obligations of public sector officials and the Code

of Conduct.

Acts administered• Architects Act 1985

• Professional Engineers Act 1988

• State Buildings Protective Security Act 1983

Title Function

Board of Architects of Queensland The board is responsible under the Architects Act 1985 for the registration of architects

and architectural companies in Queensland. The functions of the board are to:

• maintain a register of registered architects and architectural companies;

• undertake accreditation visits and approve courses in architecture;

• conduct examinations;

• investigate complaints against architects and/or approved architectural companies

and institute proceedings before the Architects Disciplinary Panel; and

• instigate legal proceedings against non-registered persons and/or non-registered

companies for breaches of the Act.

Board of Professional Engineers The board is responsible under the provisions of the Professional Engineers Act 1988

for the registration of the engineering profession in Queensland. The functions of the

board are to:

• maintain a register of registered professional engineers and engineering

companies and units;

• protect the public interest by ensuring only competent, qualified persons practise

as registered professional engineers;

• ensure registered engineers maintain appropriate technical and

professional standards;

• investigate complaints against engineers and/or engineering companies and units

and institute proceedings before the Engineers Disciplinary Panel; and

• instigate legal proceedings against non-registered persons and/or non-registered

companies for breaches of the Act.

Statutory bodies, authorities and instrumentalities

65

2000-2001 2001-2002

Applications for access

Received 25 24

Completed 20 24

Personal 4 5

Non personal 21 19

Documents

Documents considered (approx.) 2,621 3,269

Access granted in full 1,509 2,196

One or more exemptions invoked (approx.) 1,112 1,073

Decisions (by documents)

Full access 1,509 2,196

Partial access 184 61

Access denied 928 1,012

Review applications

Internal 3 7

External 2 2

Freedom of information statistics

Type of Consultancy Expenditure

Management $ 68,372

Human Resource Management 0

Information Technology $143,295

Communications 0

Finance/Accounting $105,331

Legal $ 39,336

Professional Technical $ 84,712

Total $ 441,046

Consultancies


66

Overseas travel* Note: All travel costs are accrued and may contain amounts paid after 30 June.

Name of Officer Title/Position

Country/s Visited

Date of Departure

Date Return Purpose of Visit

Costs $ (rounded)

Christine Tonkin

Director Queensland Purchasing

Netherlands 22/03/02 03/04/02 To attend the 11th Annual Purchasing and Supply Education and Research Association Conference held at the Twente University in the Netherlands.

$7,884

Don Rivers Director Health, TAFE, Law and Order Portfolio Project Services

Singapore London

19/09/01 03/10/01 En route stopover in Singapore to attend meetings with Multiplex Constructions and PWD Corporation (Singapore Consultancy/Project Company) to develop potential business opportunities while gaining an understanding of construction strategies of international companies.

Travel to London to attend the Queensland Health Capabilities Promotional Seminar, and undertake a hospital inspection at Hamersfield, London.

Meetings held with representatives from the UK Government, major contracting companies and consultants with the intent of gaining detailed knowledge on the delivery systems used by the UK Government in the delivery of their capital works programs.

$9,251

Gavin Litfin Director Infrastructure and Major Projects

Singapore and Hong Kong

25/09/01 30/09/01 Travel to Singapore and Hong Kong to undertake discussions with the owners, clients, tenants, architects and builders of the facilities relevant to the Department of Public Works’ major role in the design and construction of the Millennium Arts, Suncorp Stadium, the new Courts’ Complex and other major Government Capital Works Projects.

$7,653

Geoff Goh Manager International Business External Relations Unit

East Timor