< Month 2015 >

Forum Report19 November 2015

ContentsForeword 1Background 3• Industry Leaders’ Forum - May 2014 3• Vision 3• ConstructionQ 2014 Forum – September 2014 3• Innovation Workshop - May 2015 4Leadership Structure 5• ConstructionQ Leadership Council 5• Executive Leadership Team 5• Industry Reference Group 5ConstructionQ Blueprint 2014-2034 (2015 Edition) 6ConstructionQ 2015 Forum 8Keynote Speakers 9• Bernard Salt 9• Rod McDonald 9• Brigadier Noel Beutel 9‘Red Thread’ Presentations 10• ‘Red Thread 1’ – Health and Safety Leadership 11• ‘Red Thread 2’ – A Resilient and Innovative Industry Delivering Value for Queensland 14• ‘Red Thread 3’ – Skilled and Professional Workforce 17Keynote Speaker 20• Dr Keith Hampson 20ConstructionQ Blueprint 2014-2034 (2016 Edition) 21• 2016 Edition 21What have we missed? 22Where to from here? 23Forum Participants 24

ForewordAs Chair of the ConstructionQ Leadership Council I am pleased to present the 2015 ConstructionQ Forum Report.

The building construction industry is a significant contributor to the Queensland economy and one of the largest employers of Queenslanders, providing jobs across the State.

In 2015, the second ConstructionQ Forum saw wide-ranging discussion and active participation by key industry and government representatives. The result was the identification of emerging issues presenting both challenges and opportunities for the industry.

The ConstructionQ Leadership Council will now produce a 2016 edition of the 20-year Blueprint to set out the critical objectives for the future. Industry participants determined that the three key priorities for reforming the building construction industry include:

• Health and Safety Leadership

• A Resilient and Innovative Industry Delivering Value for Queensland

• Skilled and Professional Workforce

Many of these challenges and opportunities are long-term issues, however the Forum enabled the knowledge and expertise of the participants to address the short and medium-term priorities.

While the Queensland Government has placed great value on our collaborative efforts to date, ConstructionQ is a platform for us to continue to take action to further benefit the industry. Ultimately, it’s an opportunity to ensure a safe, sustainable, profitable, resilient and innovative building construction industry that provides value for all Queenslanders.

The success of the ConstructionQ initiative and the Blueprint for our future is in the hands of the enthusiastic representatives from across the building construction sector. The time for driving change and establishing a solid position for our future is now.

During this period of transformation, I look forward to working with you to overcome the challenges we face and capitalising on new ideas and opportunities.

Robin Fardoulys

Chair

ConstructionQ Leadership Council

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BackgroundThe construction industry generated $52.0 billionworth of activity in the Queensland economy in2014/15, with the building construction sectorcontributing $22.6 billion.

In recognition of the importance of the industry tothe Queensland economy and community, theConstructionQ Leadership Council (CLC) was formedto drive industry reform through the ‘ConstructionQBlueprint: 2014 – 2034’.

The Blueprint will inform the future direction of theindustry, identify the emerging issues to beaddressed and set a path for success.

Industry Leaders’ Forum – May 2014

In May 2014, 70 leaders from the buildingconstruction industry in Queensland came togetherin Brisbane at the Industry Leaders’ Forum to startthe process of identifying and developing a vision forthe industry. At the Forum, key themes and priorityareas were identified and agreed to be furtherexplored at the ConstructionQ 2014 Forum.

The eight themes, with related key questions, werepublished in the ConstructionQ Industry Leaders’Forum Report and are:1. Technology driving a better industry future

2. Framework for regulatory effectiveness and efficiency

3. A built environment that stands the test of time

4. An integrated approach to construction through collaboration

5. Housing for everyone – suitable for every stage of life

6. Prosperity through procurement

7. Skills 2034 – building prosperity

8. Sustainable workplace relations

Vision

The ConstructionQ vision is an aspirationalstatement, the foundations of which were drawnfrom the eight key themes.

ConstructionQ 2014 Forum – September 2014

Approximately 220 representatives from across thevarious sectors of the building construction industryin Queensland came together in Brisbane to considerthe eight key themes, further refine the vision for theindustry, and contribute to the action plan that formsthe basis of the ‘ConstructionQ Blueprint: 2014 –2034’.

Forum participants worked in groups over the courseof the two day Forum to discuss and debate the eightthemes to identify achievable actions, timeframes fordelivery, barriers to success, and desired outcomesand benefits for industry.

Participants engaged in a number of work sessionswhich covered a broad spectrum of industry topicsand enabled more detailed information to becaptured from the wider building constructionindustry on each of the themes.

It was agreed by participants that a CLC supported byan Industry Reference Group (IRG) be formed todrive agreed outcomes and develop the‘ConstructionQ Blueprint: 2014 – 2034’.

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Innovation Workshop – May 2015

In May 2015, the CLC and IRG held an InnovationWorkshop to review and consolidate the actionstaken to date by the CLC and consider aframework to develop opportunities to betterdeliver agreed outcomes.

Participants agreed that an Executive LeadershipTeam (ELT) be established to drive change onagreed key industry issues.

This approach fosters better engagement with thebuilding construction industry through focusedindustry improvement initiatives. This will enablethe CLC to fulfil its leadership role by being a keycommentator on industry issues, to foster industryand government engagement, to monitor progressand to provide feedback to stakeholders.

A significant outcome from the workshop was thedevelopment of three flagship initiatives referredto by participants as ‘Red Threads’.

The idea of the 'Red Threads' was to consolidateand develop a more manageable body of work forthe CLC to enable the better delivery of actions.

Industry participants volunteered to host the ‘RedThreads’ or assist by joining the groups to furtherdevelop a particular ‘Red Thread’ theme topic. The'Red Thread' encapsulated the key elements of theagreed eight key themes.

Following the Workshop, the ‘Red Thread’Working Groups explored these ideas further andidentified how they align with the eight keythemes. The key questions relating to each of the‘Red Threads’, including their relationship with thethemes, were considered at the ConstructionQ2015 Forum in November 2015.

Background (Cont’d)

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Leadership Structure ConstructionQ adopts a three-tiered leadership structure to enable industryengagement and share ownership and responsibilities to effectively drivechange.

The leadership structure includes:

ConstructionQ Leadership Council• Provide strategic advice/advocacy on ConstructionQ directly to

industry stakeholders

• Develop a framework for the implementation of the ‘ConstructionQBlueprint: 2014 – 2034 ‘

• Drive the implementation of the ‘ConstructionQ Blueprint: 2014 –2034’

• Monitor progress and report back to industry stakeholders

• Meet with the Minister for Housing and Public Works

• Test and challenge concepts, ideas and draft/review material beforethe broader industry is consulted as part of the ConstructionQworkshops and Forums

• Consult with the IRG to receive views and opinions from specialistsectors of the building construction industry

Executive Leadership Team• Provide governance and oversight

• Strategic planning and direction setting

• Provide guidance and leadership

• Coordinate and manage the delegation of activities to Working Groups

• Assess work progress in line with the agreed timeframes

• Report on achievements

• Oversee the delivery of the ‘ConstructionQ Blueprint: 2014 – 2034’

• Ensure the CLC is self-funded

Industry Reference Group

• Provide expertise, input and advice to progress blueprint initiatives

• Facilitate access to relevant people, organisations and networks for thepurpose of progressing specific blueprint initiatives

• Manage and/or participate in projects

• Test and challenge concepts, ideas and draft/review material

ConstructionQ

ConstructionQ Leadership Council

Executive Leadership Team

Industry Reference Group

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ConstructionQ Blueprint 2014-2034 (2015 edition)

ConstructionQ Blueprint

The ‘ConstructionQ Blueprint: 2014 – 2034’ (2015 Edition) seeks tobroaden the discussion to a state-wide, whole of industry conversationby bringing about effective action and change.

It will be updated each year, drive collaboration with industry, andprovide the framework by which current and emerging industryopportunities and challenges may be assessed and prioritised forindustry attention and action.

The three 'Red Threads' form the foundation of the action list forindustry moving forward.

In developing the ‘ConstructionQ Blueprint: 2014 – 2034’ (2015Edition), the CLC reviewed and amended the vision for ConstructionQto more accurately reflect the direction.

A vision for QueenslandTo ensure a safe, sustainable, profitable, resilient and innovative building construction industry that produces

value for all Queenslanders

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ConstructionQ Blueprint 2014-2034 (2015 edition) (cont.)

The ‘Red Threads’‘Red Thread’ 1: Health and Safety LeadershipHealth and Safety Leadership was identified as one of the core essential elements required to build a productive and successful industry for the future.Health and Safety Leadership is designed to create a culture where the workforce and the management team come together in a spirit of genuinecommitment to deliver positive health and safety outcomes for all. However, the integration of health and safety principles, design and delivery methods,new technology and product development within a sustainable workplace culture remains elusive to many workplaces.

The Red Thread working group identified that this priority is of particular importance when considering technology, regulatory effectiveness andefficiency, the built environment, and workplace relations, and the key questions to be posed during the ConstructionQ 2015 Forum centred aroundthese themes.

‘Red Thread’ 2: A Resilient and Innovative Industry Delivering Value for QueenslandThe next 20 years will see dramatic changes in technology that will have a major impact on the way industry delivers projects. The focus needs to be onstrong leadership so that both government and industry become early adopters of technologies, and a culture of try stuff fast, fail fast, learn and adaptneeds to be accommodated to take advantage of the step changes ahead.

In order to create the change needed, three key themes need to be addressed: increased depth of procurement and project management skills; bettersupply chain integration; and increased use of technology to improve project outcomes.

There has been slow (if any) adoption of better practice, despite evidence from other jurisdictions or industries that adopting these practices result inmassive productivity uplifts, less waste, lower costs and happier industry participants. These themes formed the focus of the work rounds at theConstructionQ 2015 Forum.

‘Red Thread’ 3: Skilled and Professional WorkforceThe impact of factors such as evolving technology, globalisation, and economic and environmental sustainability on construction activity and workforcedemand may be profound. The next 20 years will see a myriad of changes, and enhancing flexibility, capability and capacity in the industry is critical toensure the best response to any factors that drive change in construction activity through to workforce supply and demand. This includes making themost of the education and training system, corporate leadership and industry support so that supply and demand for training are better aligned andresponsive, and participants were asked to consider ways in which a skilled and professional workforce could be ensured going forward.

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ConstructionQ 2015 ForumOn 19 November 2015, approximately 120 industryparticipants came together for the ConstructionQ 2015 Forum.

The Forum brought together representatives across thevarious sectors of the building construction industry, includingbuilders and contractors of all different sizes, designprofessionals, educators and researchers, industryassociations, end users, developers, property managers, andrepresentatives from state and local government.

The aim of the Forum was to consolidate the eight key themesexplored at the ConstructionQ 2014 Forum into a manageablenumber of actions for the CLC, by considering the three 'RedThreads' and key priorities that go across the key eight keythemes.

In acknowledgement that the Blueprint must be owned anddriven by industry, participants of the Forum were invited tobe involved in the further development and refinement of theaction plan for each of the ‘Red Threads’ and other identifiedareas that may have been missed.

This report captures input from the industry participants thatattended the Forum.

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ConstructionQ

Project Managers

Local Government

Academia

Contractor 1st & 2nd tier

Residential Contractors

Regulators

Town and Urban

Planners

SuppliersFacilities Mgnt

Architects

Building Designers

Financial

Unions

Legal

GovernmentSkills

End Users

Sub-contractors

Consultants

ResearchBuilding Certifiers

Developers

Industry Sectors represented

Keynote SpeakersSupporting Defence and the Defence Estate

Brigadier Noel Beutel (Australian Defence Force)

The Future of Construction

Rod McDonald (Brookfield Multiplex)

Demographic Trends Impacting the Construction Industry

Bernard Salt (KPMG)

Exploring generational preferences for lifestyle and living, demographer Bernard Salt highlighted the national trend towards the ‘downtown product’ –the future focus on the densification of urban areas.

He considered tomorrow’s buyers and the export potential of the building construction sector, to countries such as China and Korea.

With construction recognised as a key job generator for the Queensland and Australian economy, Bernard also highlighted the need for a flexible, adaptable and innovative workplace and education base in an environment of automation and potential job displacement.

Regional Managing Director of Brookfield Multiplex, Rod McDonald explored the role of innovation in, and impact on, the building construction industry – what is the ‘future of construction’.

He highlighted recent trends and technological developments and their potential impact on the industry, including 3D printing and nanoengineered materials.

Rod focused on the need for collaboration and integration throughout the lifecycle of a project in order to embrace these changes – for example, utilising Building Information Modelling from the conceptual stage of the project.

As one of the largest procurers of building and construction services in Australia, Brigadier Noel Beutel provided an overview of the future infrastructure needs of the Defence estate.

In particular, he focused on the move towards the ‘digitised battlefield’ and its impact on infrastructure requirements, as well as the at times unique needs of the sector with respect to security and information management requirements.

Brigadier Beutel also highlighted the need for contractual arrangements to allow for greater collaboration: ‘innovation is about collaboration’, for example through greater inclusion of contractors at the conceptual stage of a project.

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‘Red Thread’ Presentations

Following the presentations by the ‘Red Thread’ Working Groupleaders, Forum participants were provided the opportunity toconsider the key questions posed by each of the Working Groupsto identify quick wins, key actions and immediate prioritiesmoving forward.

Work rounds

Participants were given a snapshot by the CLC and industryleaders of the journey to date, including an overview of the workundertaken by each of the ‘Red Thread’ Working Groups.

Participants were asked to discuss and debate the three 'RedThreads' to address the challenges and opportunities aligned toeach, and prioritise the areas for action moving forward. Eachparticipant was provided the opportunity to contribute to each'Red Thread' as part of three separate work rounds.

Quick wins were identified under each ‘Red Thread’ and passedon to the CLC to progress in consultation with industry.

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‘Red Thread’ 1: Health and Safety Leadership(Chaired by Master Builders Queensland)

Participants were asked: ‘how do we ensure we build a culture of Health and Safety Leadership across theindustry?’

Discussion centred around activities of focus for the next 12 months, immediate priorities, how thesepriorities could be addressed and by whom, quick wins, and how the participant and their company could helpmove forward in this space.

As highlighted in the Blueprint, there were a number of discussion points under this topic that were linked to each ofthe eight themes identified during the previous 2014 Forum.

The work rounds undertaken during the 2015 Forum had a particular focus on four of these key themes. Examples ofdiscussion points included:

1. Technology• Utilising technology that enables the provision of Workplace Health and Safety (WH&S) information, knowledge

and data management

2. Regulatory effectiveness and efficiency• Dissemination and understanding of legal duties

• Innovative Government procurement policies that encourage WH&S outcomes

3. A built environment• Integration of safety design principles and adoption of continuous improvement strategies for the future

8. Workplace relations• Build a safety culture through genuine worker engagement

Whilst each group was provided a different theme to explore, there was significant overlap in the immediate prioritiesidentified by each group.

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‘Red Thread’ 1: Health and Safety Leadership (cont.)

Forum outcomesProposed priorities Priority description Further considerations Responsibilities

Incentivise better practice

A reward system based on best practice rather than merely compliance with legislation – for example, encouraging innovative design with a focus on safety

• Investigate opportunities for enhanced alignment of state and federal legislation

• Introduction of a rebate and / or reward system• Promotion and communication of examples of better

practice

• To be led by a dedicated working group under CLC

• Requires engagement with insurance schemes, lawyers, major peak bodies and broader industry

Ensure safety is the top priority throughout the supply chain

Visibility and effectiveness of safety in design to ensure input and wide-ranging buy-in, with a common message of expected safety behaviours delivered across disciplines and to the client

• Proactive leadership to bring about a change in culture to value safety

• Education of the client to promote use of procurement methods and contract types that encourage collaboration at an early stage

• Cross-discipline training / awareness of safety and respective roles and responsibilities (e.g. as a CPD unit)

• Definition of safety in design processes for all delivery types, with registers maintained and signed off

• Designer fee payments linked to the delivery of the register, with safety in design plans signed off by all affected parties

• Involvement of industry associations, governing professional bodies and relevant government agencies

• Led by senior management on a project-specific basis, requiring engagement with all on-site parties

Improve training and education

A continuous training system in health and safety obligations that is relevant and practical to both individuals and businesses, and is provided to all levels across the sector, in order to change attitudes and behaviour to value a safe work culture

• Education in schools (e.g. Grade 8 student first aid certificate) and to parents around the importance of safety

• Inclusion of a mandatory induction process• Implementation of licensing requirements and

continuous professional development• Training organisations to modify curriculum to highlight

change in cultural approach

• Requires engagement with all levels of industry, including employers and employees

• Involvement by TAFE and the education sector more broadly

• Involvement with unions and the Queensland Building and Construction Commission (QBCC)

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‘Red Thread’ 1: Health and Safety Leadership (cont.)

Proposed priorities Priority description Further considerations Responsibilities

Improve governance practices

Increase the capability and visibility of directors and board members through the provision of good practice guidelines

• Implementation of an Australian Securities Investments Commission safety disclosure

• Benchmarking on good practice

• Led by Workplace Health and Safety Queensland

• Involvement by the Australian Institute of Company Directors, and other regulators and legalstakeholders

Provide greater transparency,accountability and communication

Enhanced compliance processes and stakeholder engagement to provide greater transparency and accountability around key risks and compliance issues

• Greater use of technology to understand key risk issues• Non-compliance publicly reported online• Certification and compliance regime for building

products• Reporting of near miss incidents adopted as a primary

reporting tool / measure

• Involvement of industry associations, governing professional bodies and relevant government agencies

Forum outcomes

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Participants were asked ‘how do we address the following across the industry: increased depth ofprocurement and project management skills; better supply chain integration; and increased use oftechnology to improve project outcomes?’

Discussion focused around activities of focus for the next 12 months, immediate priorities, how thesepriorities could be addressed and by whom, quick wins, and how the participant and their company could helpmove forward in this space.

The work rounds undertaken during the 2015 Forum had a particular focus on four of the identified key themes.Examples of discussion points included:

1. Technology• Robotics / BIM and prefabricated construction

• Efficient, safer outcomes through better design technologies

• Open data driving better solutions

2. Regulatory effectiveness and efficiency• Changes to Building Codes, Planning Schemes and local government planning controls

4. Construction through collaboration• Integrated project delivery and early works contracts

• Communication by major government units about pipeline of work

6. Procurement• Government procurement policies that support local industry

• Tendering briefs that provide a level playing field for suppliers

‘Red Thread’ 2: A Resilient and Innovative Industry Delivering Value for Queensland(Chaired by Consult Australia)

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‘Red Thread’ 2: A Resilient and Innovative Industry Delivering Value for Queensland (cont.)

Forum outcomesProposed priorities Priority description Further considerations Responsibilities

Encourage the adoption of new technologies

Facilitate awareness of emerging technologies (such as Building Information Modelling) and support leveraging of available data sets

• Identification of valuable data sets and how they can be used

• Government-mandated use of technology• Develop a roadmap• Establish a working group to undertake research and

provide regular communication through the ConstructionQ Forum around global better practice

• Led by government and ConstructionQ

• Involvement by industry (including peak bodies) and educational organisations

Support projects that incorporate and demonstrate technological innovation

Decrease barriers to the adoption of innovation (such as specification-based regulation ‘locking in’ existing technologies) through demonstrating success in relevant technologies and projects

• Programs undertaken on a value-for-money basis (not merely cost-effectiveness)

• Facilitate policy through government programs and grants, tax incentives and other areas

• Rephrase procurement policy to allow for greater innovation

• Establish a fund to provide grants to innovation initiatives on an ‘on merit’ basis

• ConstructionQ• Australian Institute of Architects

Move toward a performance based regulatory planning scheme

Reduce the complexity of the planning system and achieve a more effective balance between impact and value

• Establish a working party to develop a model in collaboration with industry

• Legislative reform to reduce templates and processes • Elevate use of ‘Risk Smart’ process to major

development proposals and consider an alternative approval process

• Greater consistency through education • Reduce changes on macro levels

• Led by government, the Planning Institute of Australia, the Urban Development Institute of Australia (UDIA) and ConstructionQ

• Involvement by the Local Government Association of Queensland, certifiers, planners, and property developers

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‘Red Thread’ 2: A Resilient and Innovative Industry Delivering Value for Queensland (cont.)

Forum outcomesProposed priorities Priority description Further considerations Responsibilities

Simplify and improve transparency aroundprocurement processes

Improved quality and availability of information and transparent and consistent price and non-price criteria

• Provision of a forward procurement schedule to identify bundling opportunities

• Greater engagement to understand regional markets and what is ‘local’

• Standardised set of terms and single Early Contractor Involvement-aligned values

• Fair distribution of risk• Code of practice applicable to industry and

government• Contract to allow innovation

Review the funding model for infrastructure

Reduce costs to end owners through amortisation over time

• Review current practices and consider alternate funding mechanisms (including stamp duty, repayment by rates etc.)

• Stakeholders and decision-makers

Product compliance to specification

Compliance of products imported by interstate or overseas companies

• Education • Schedule of approval products• Administration to ensure compliance

Protection of certifiers

Acknowledgement of certifiers as the ‘gatekeepers’ that do not have the power to maintain standards in the face of market forces or when fees are tied to the project

• Insurance• Legislative reform

• Queensland Law Society and the QBCC, with involvement by certifiers and the UDIA

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Participants were asked: ‘how do we ensure we have a skilled and professional workforce? ‘

Discussion focused around immediate priorities, how these priorities could be addressed in the next 12months, by whom, quick wins, and how the participant and their company could help move forward inthis space.

In order to achieve outcomes in this space, it is critical to:• Develop a framework to assess and prioritise factors that will impact on building construction activity and the

supply and demand for skills and workers;

• Identify enablers for change;

• Recognise the attributes of a skilled and professional workforce over the next 20 years; and

• Identify the opportunities and roadblocks to learning interventions / outcomes.

As such, the following questions were posed at the Forum:• Who is tomorrow’s skilled and professional worker?

• How do organisations need to adapt to keep pace with technological, environmental, social change andexpectations?

• What capabilities will be essential to deliver construction projects 20 years from now?

• What do organisations need to do to influence this change at different stages over the next 20 years?

• What educational change may need to occur to prepare the workforce of tomorrow?

• Where do organisations need to focus today to meet the needs of tomorrow’s workforce?

‘Red Thread’ 3: Skilled and Professional Workforce(Chaired by Construction Skills Queensland)

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‘Red Thread’ 3: Skilled and Professional Workforce (cont.)

Forum outcomesProposed priorities Priority description Further considerations Responsibilities

Review and update education and training to be reflective of the current and future needs of industry

Ensure training and education is reflective of identified needs and is sufficiently integrated into industry practice

• Undertake a skills audit of the training framework• Develop and review a new curriculum across industry

to meet the needs in 2019• Include soft skills (e.g. emotional intelligence,

negotiation, leadership, problem-solving) into training• Greater accountability on Registered Training

Organisations to produce outcomes• Achieve better integration between training and

industry (e.g. encourage mentoring from industry professionals to technical institutions)

• Set clear pathways for progress with exposure to practitioners and structured training

• Role of retired ‘master craftsmen’ in helping train new apprentices under a mentoring / education program

• Ensure training incorporates current technologies• Establishment of ‘add-on’ vocational courses to allow a

broadening of skills across the industry (‘future proof’) – define risk profile of trades at risk of disruptive activity

• Industry and educator collaboration group and / or ConstructionQ

• Involvement by educational institutions and training bodies, industry peak bodies and government

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‘Red Thread’ 3: Skilled and Professional Workforce (cont.)

Forum outcomesProposed priorities Priority description Further considerations Responsibilities

Increase the attraction of the industry to prospective entrants

Promote and communicate the benefits of the building construction industry to prospective entrants, including addressing common misconceptions, to help address recruitment and retention challenges and / or skills shortages

• Revise structure of current learning paths• Emphasise alternate pathways for future employment

with a clearly defined career path• Provide incentives for employers and / or an academic

scholarship for apprentices• Undertake additional promotion / communication

during pre-tertiary years

• Led by ConstructionQ• Involvement by schools, industry

associations, tertiary sector, and government

Utilise technologies to link trainees with industry

Develop an environment to link available resources for people to be trained with industry / contractors looking for staff / apprentices

• Identify industry and government willingness• Develop a secure website to list training opportunities• Communicate to relevant stakeholders and monitor

• Involvement by TAFE, industry bodies and government

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Dr Keith Hampson

CEO, Sustainable Built Environment National Research Centre (SBEnrc)

Keynote Speaker

Dr Hampson highlighted the fundamental opportunity ofworking together to build a stronger Queenslandconstruction industry. Digital transformation that hasbenefitted other industries globally is yet to be fullyembraced by our industry.

Part of this opportunity for improvement has beenidentified as the need for a skilled and professionalworkforce. In ongoing development of the Queenslandconstruction industry, we should constantly be seekingthe “sweet spot” between achieving across economic,social and environmental goals.

Other states and countries have similar constructionindustry transformation programs underway and acommon success thread is “shared ownership of a sharedfuture”; it’s about industry, government, researchers andskills training partnerships combining to upgrade industrypractice – with government leadership critical. The use ofpilot projects creating evidence for policy makers andclients and building on success is one important wayforward.

With the history of engagement and commitment,ConstructionQ now presents a unique opportunity todeliver – for tomorrow and future generations ofQueenslanders!

Leveraging for a Better Future -

Working together to build a stronger Queensland building

construction industry

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ConstructionQ Blueprint 2014-2034 (2016 Edition)2016 EditionThe CLC, ELT, IRG and ‘Red Thread’ WorkingGroups will continue to build on the ideas andactions identified in the 2015 Forum to define theimmediate priorities for the industry, as well asstrategies for implementation.

This work will underpin the next iteration of theBlueprint in 2016 and the strategic direction ofthe building construction industry over the next20 years.

The action plan will identify key team membersfor specific activities, and the CLC will beresponsible for overseeing and monitoring theimplementation of these activities, to reportagainst at the next Forum.

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What have we missed?In addition to developing a detailed action plan for each of the ‘Red Threads’, further work will be undertaken to explore other key priorities for the industry identifiedthrough the Forum, including the impact and / or importance to the industry.

Participants at the Forum were asked to consider what areas they agreed to be important to the industry and to further explore in the future as part of any ongoingwork.

The following areas were identified as “what have we missed?”:

• Foreign investment on the building and construction industry in Queensland;

• Export potential of world class expertise, noting that a ‘brain drain’ could be equally as challenging to industry;

• Urban planning on quality of life and urban realm amenity;

• Business failure and insolvency on the outcomes achieved by industry; and

• Collaboration between stakeholders and consistency in engagement.

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Where to from here?The ConstructionQ 2015 Forum hosted a broad spectrum of industry and government representatives with a wide range of expertise and industry knowledge.

Participants at the Forum were asked to further develop and build on previously identified issues as well as explore any additional emerging priorities that were considered to be important for the industry now and into the future.

The ConstructionQ 2015 Forum Report is a permanent record of the important work undertaken during the Forum and will form the basis for the 2016 edition of our 20-year Blueprint.

It recognises the direct challenges and opportunities associated with our industry now, as well as other influencing factors such as foreign investment in the building construction sector, exporting our expertise, quality of imported products, education and skill standards, urban planning, delivery methods and insolvency.

But as a sector that never stops striving for success, the ConstructionQ initiative has stirred our passion for what we do and great interest is growing with representatives from across the industry already expressing interest in championing the delivery of major parts of our blueprint.

Our important work will be structured through the provision of specific activities and timeframes that align with our blueprint goals. We will also be encouraging more of our industry peers to drive the work required to deliver our collectively agreed actions.

The ConstructionQ Leadership Council will continue to engage with industry throughout the delivery of our key priorities and will also ensure that our work remains the focus of agendas across both the building construction industry and government.

ConstructionQ will also maintain its visibility and connection, collaboration and communication with the various industry peak bodies and associations so the industry can keep abreast of our progress.

I look forward to your participation and ongoing support.

Robin Fardoulys

Chair

ConstructionQ Leadership Council

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Forum Participants ConstructionQ Leadership Council Mr Robin Fardoulys, ConstructionQ Leadership Council Mr Graham MacKrill, The Air Conditioning and Mechanical Contractors’ Association Mr Brett Schimming, Construction Skills QueenslandMr Ian McEwan, Engineers AustraliaMr Warwick Temby, Housing Industry Association LtdMs Tracy Haynes, Local Government Association of Queensland Mr Grant Galvin, Master Builders Queensland Ms Penny Cornah, Master Plumbers’ Association of QueenslandMr Chris Mountford, Property Council of AustraliaMs Kellie Lowe, Queensland Building and Construction Commission Professor Stephen Kajewski, Queensland University of TechnologyMr Don Rivers, Dept of Housing and Public Works

Industry Reference Group Mr Jeff Palmer, Australian Institute of BuildingMr John Gardner, Australian Steel Institute Mr Russell Brandon, Building Designers Association of Queensland Ms Stacey Rawlings, Consult Australia

Mr Derek Brown, Schneider ElectricDr Keith Hampson, Sustainable Built Environment National Research Centre, Faculty of Humanities, Curtin University

Industry Associations / Bodies Mr Doug Smith, Association of Wall and Ceiling Industries Mr Murray Wickham, Australian Institute of Building Mr David McGuire, Australian Institute of Project Management Ms Katy Deans, Green Building Council of Australia Mr Mark Thompson, Australian Green Development Forum Mr George Englert, Master Painters Queensland Ms Alison Price, National Association of Women in Construction Mr Ross Williams, Queensland Law Society Mr Paul Bidwell, Master Builders QueenslandMr John Crittall, Master Builders QueenslandMr Ken Gillard, Engineers Australia Mr David Lingard, Master Concreters Australia

Academia Dr Daniel Smith, James Cook University Professor Kevin McDougall, University of Southern Queensland

Dr Matthew Mason, University of Queensland Associate Professor Karen Manley, Queensland University of Technology

TAFE / Skills Ms Lauren Cary, Construction Skills Queensland Ms Susan Armstrong, Construction Skills Queensland Ms Lyndal Carter, TAFE Queensland Skills Tech

Contractors First Tier Mr John Gaskin, Brookfield Multiplex Australasia Mr Tom Dwyer, John Holland Mr Ingo Pelz, Laing O’Rourke Mr Martin Monro, Watpac Limited

Contractors Second Tier Mr Adrian Gabrielli, Adrian Gabrielli Constructions Pty Ltd Mr Mark O’Connell, CMF Projects Ms Jennifer Hodgkins, Cockram Construction Ltd Mr Geoff Murphy, JM Kelly Builders Mr Gavin Wuiske, RCQ Construction Pty Ltd Mr George Bogiatzis, Woollam Constructions Mr Toby Rice, Badge Constructions

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Forum Participants (cont.) Residential Contractors Mr Andrew Kennedy, Andrew Kennedy Constructions Mr Gregory McLean, Grecon PropertiesMr Brett Louttit, Hotondo (Rockhampton) Pty Ltd Mr Martin Locke, Martin Locke Homes Mr Gregory McLean, Grecon Properties

Architects / Building Designers Mr Greg Sheehan, Buchan Group Architects Ms Catherine Baudet, Ferrier Baudet Architects Mr Paul Trotter, Fulton Trotter Architects Mr Tony Holzberger, Strategic Planning Branch, Regional Strategy and Planning, Sunshine Coast Regional Council

Engineers (Multi-Disciplinary)Mr Derek Forbes, AECOMMr Ian Ainsworth, Arup Pty Ltd Mr Malcolm Catchpole, GHD Pty Ltd Mr Simon Pikusa, MPN Group Pty Ltd

Project Managers Mr Ermanno Nobilio, Ranbury

Quantity Surveyors Mr Scott Beazley, Mitchell Brandtman

Building Certifiers Mr David Job, CertcorpMr Rodney Retell, Brisbane Certification Group Mr Thomas Petzel, Pacific Approvals Mr Ain Kuru, Professional Certification Group

Sub-Contractors Mr Michael Ryan, Beavis & Bartels Pty Ltd Mr Bill Watson, Connectors Group

DevelopersMr Lachlan Grantley, Consolidated Properties Mr Varouge Patapan, Matrix Property Consultants Pty Ltd

Suppliers / Manufacturers Mr Rob Danis, BlueScope Steel Limited Mr Alan Tayt, Buildcorp Interiors Mr Glenn Thomas, G James Glass & Aluminium Pty Ltd Mr Trevor Gozzard, GWA Group Mr Stefan Bader, James Hardie

Consultants Business Case Mr John Christopherson, Advisian

UnionsMr John Battams, Queensland Council of Trade Unions

End Users / Clients / Facilities Owners Mr Graham Marshall, National Affordable Housing Consortium

Local Government Cr Terry James, Cairns Regional Council

Board of Professional Engineers of Queensland Mr Dawson Wilkie, Board of Professional Engineers of Queensland Mr Gary Stirling, Board of Professional Engineers of Queensland

Regulators Ms Jennifer Robertson, Queensland Building and Construction Board Mr Ian White, Queensland Building and Construction Commission

Other Mr Don Hyslop, Don Hyslop and Associates Pty Ltd Mr Richard Choy, NATSPEC Mr Paul Hodgson

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Forum Participants (cont.) Minister for Housing and Public Works and Minister for Science and Innovation The Honourable Leeanne Enoch MP

Queensland Government Agencies Mr Paul Russell, Dept of Science, Information Technology, Innovation Mr Glenn Rashleigh, Queensland Health Mr Ian Reed, Dept of Transport and Main Roads Ms Kym Tollenaere, Queensland Treasury Ms Jennie Hunter, Queensland Treasury Ms Liza Carroll, Dept of Housing and Public Works Mr Graham Atkins, Dept of Housing and Public Works Mr Logan Timms, Dept of Housing and Public Works Mr David Evans, Dept of Housing and Public Works Mr Chris Smith, Dept of Housing and Public Works Mr Dayv Carter, Dept of Housing and Public Works Mr Hiro Kawamata, Dept of Housing and Public Works Mr Boyd Backhouse, Dept of Housing and Public Works Mr Dave Treby, Dept of Housing and Public Works Mr Graeme Pierce, Dept of Housing and Public Works Mr Harry Venmans, Dept of Housing and Public Works Mr Lindsay Walker, Dept of Housing and Public Works Mr Malcolm Middleton, Dept of Housing and Public Works

Mr Phil Finnamore, Dept of Housing and Public Works Mr Richard Hawkes, Dept of Housing and Public Works Mr Ross Smith, Dept of Housing and Public Works Ms Anita Fuentes, Dept of Housing and Public Works

Speakers Mr Rod McDonald, Brookfield Multiplex AustralasiaMr Bernard Salt, KPMG Brigadier Noel Beutel, Australian Defence Force Mr Bob Baird, Australian Defence Force Mr Alan Hobson, Spatial Industries Business Association

FacilitatorsMr Michael Hiller, KPMGMr Ron Zubrik, KPMGMr Nyk Loates, KPMGMs Natasha Stronach, KPMG

Dept of Housing and Public Works Project Team Mr Frank Turvey, Dept of Housing and Public Works Mr John Bellas, Dept of Housing and Public Works Ms Lea Sticklen, Dept of Housing and Public Works Ms Sue Verrall, Dept of Housing and Public Works Mr Nick Brennan, Dept of Housing and Public Works

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