Leadership

Leadership development remains an important priority for Government. The Queensland Public Service Charter outlines the principles of public service, requiring leadership in the areas of commitment to the Government, commitment to the people of Queensland and commitment to a professional public service.

To realise the objectives of Realising the Vision: Governance for the Smart State, leadership development is a critical strategy for building organisational capability to achieve innovation, integrated service delivery and stronger partnerships across agencies to meet the future challenges of Government.

Board of Management committees

The Board of Management is the department's principal advisory committee to the Director-General. The Board of Management is responsible for leading and managing the department and is accountable to the Minister for Public Works, Housing, and Information and Communication Technology, the Premier and Queensland Parliament for the efficient management and governance of the department. The Board of Management is responsible for:

• leading and overseeing the department's strategic direction,
• determining and applying priorities, and driving organisational performance,
• ensuring the department's structure and resources are appropriate to achieve the priorities of Government and community outcomes for the people of Queensland, and
• operating under a terms of reference which outlines its role in providing leadership and stewardship for the department.

The members of the Board of Management at 30 June 2008 were:

• Director-General, Chief Executive Officer, Department of Housing (Chair),
• General Manager, Aboriginal and Torres Strait Islander Housing,
• General Manager, Client Services,
• Director, Community Renewal,
• General Manager, Housing Finance,
• General Manager, Community and Public Housing,
• Assistant General Manager, Community and Public Housing,
• General Manager, Housing Policy and Strategy,
• General Manager, Organisation Services and Strategy,
• Director, Private Housing Support,
• General Manager, Property Portfolio Management, and
• Executive Director, Service Delivery Reform Unit.

Natalie MacDonald
Director-General,
Chief Executive Officer of the Department of Housing, Chair of the Board of Management

Toni Malamoo
General Manager, Aboriginal and Torres Strait Islander Housing
Aboriginal and Torres Strait Islander Housing provides planning and service delivery of housing, and housing-related products and services, to meet the immediate and long-term needs of Aboriginal and Torres Strait Islander Queenslanders.

Julie-Ann McCullough
Acting General Manager, Client Services
Client Services is the department's primary service delivery arm and provides the department's products and services to clients across the State through a network of 24 service delivery offices and a central Call Centre.

Damian Lavercombe
General Manager, Property Portfolio Management
Property Portfolio Management provides expert advice on portfolio management and property related matters. It is responsible for the strategic management of the department's property portfolio through building, buying, redeveloping, and maintaining properties to a high standard. It also promotes best practice in residential design.

Ian Fulton
General Manager, Housing Finance
Housing Finance is the primary source of financial strategy and advice within the department and manages the department's home lending and private bond loan programs.

Jennifer Clark
General Manager, Community and Public Housing

Mark Wall
Assistant General Manager, Community and Public Housing
Community and Public Housing work in partnership with not-for-profit organisations and local governments to provide community-based solutions to local housing need and provide the operational policy and performance framework for planning, delivering and managing the public housing rental program.

Penny Gillespie
General Manager, Housing Policy and Strategy
Housing Policy and Strategy provides high level strategic analysis and advice on legislation, policy and planning issues across the department. The area oversees the development of policies that enable the department to deliver new and enhanced options for housing services within whole-of-Government objectives.

Geraldine O'Grady
General Manager, Organisation Services and Strategy
Organisation Services and Strategy provides strategic, corporate and executive support services to the department by providing expertise in the areas of human resource management, marketing and communication, information and facilities management, internal audit, appeals and review, investigations and information privacy, executive services, legal services, and organisational planning and reporting.

Alan Dick
Director, Private Housing Support
Private Housing Support develops policy, products and services that enable Government, the private sector and the community to maximise outcomes for low to moderate income households in the private housing market.

Bruce Fleming
Executive Director, Service Delivery Reform Unit
The Service Delivery Reform Unit is developing the department's forward service delivery strategy in the short, medium and long-term, to improve the way we deliver services to our clients under one social housing system.

Karen Wing
Director, Community Renewal
Community Renewal, a whole-of-Government program delivered through the Department of Housing, works with government, business and the community to develop and deliver sustainable economic and social solutions to local issues in specified zones.

Pascale Anderson
Served on the Board of Management as Acting Director, Community Renewal until October 2007.

The Director-General is supported by a number of management committees, including:

• Board of Management Committee,
• Human Resources Steering Committee,
• Indigenous Housing Steering Committee,
• Information Steering Committee,
• Finance and Risk Management Steering Committee,
• Portfolio Management Steering Committee,
• Private Housing Steering Committee,
• Policy and Strategy Steering Committee,
• One Social Housing System Implementation Steering Committee,
• Audit Committee, and
• Client Intake and Assessment Steering Committee.

All members of the Board of Management are members of the committees, except for the Audit Committee. Details for the membership of the Audit Committee are addressed later.

Board of Management Committee

The key strategic areas that the Board of Management Committee considers include:

• strategic planning,
• joint arrangements and partnerships,
• inter-governmental relationships, in particular the Commonwealth State Housing Agreement,
• legislation and policy proposals including Cabinet submissions,
• service delivery initiatives, and
• organisational capacity, infrastructure and structural issues.

In 2007-08, the Board:

• developed and implemented strategies to improve governance arrangements of the organisation including consideration and endorsement of the Corporate Procurement Plan 2007-12, Complaints Management System, Multicultural Action Plan and the department's Strategic Plan 2008-2013,
• established communication protocols and strategies to ensure clients better understood the policy changes of the department, including the One Social Housing Communication Strategy and Client Intake and Assessment Communication Strategy, and
• considered other matters of significance for clients including consideration of Community Renewal's future program arrangements, Framework for Affordable Housing, Regional and Remote Housing Strategy, new product development for private market assistance, client priority assessment and service delivery reform.

Human Resources Steering Committee

The Human Resources Steering Committee is a forum to assist the Director-General discharge human resources management responsibilities under relevant legislation and agreements by giving advice on strategic human resource management issues. The role of the Human Resources Steering Committee is to:

• provide a governance function by formulating corporate policy and carrying out statutory reporting as required,
• provide leadership by developing and promoting a strategic vision, guiding implementation of department-wide projects and establishing examples of good management,
• assist decision-making by acting as an advisory group, and
• provide a forum for information sharing and discussion of department and sector issues.

In 2007-08, the committee undertook planning for the future availability of a highly skilled workforce through the development and implementation of:

• a Workforce Management Strategic Plan,
• an Indigenous Workforce Strategy Action Plan,
• a Leadership and Management Development Implementation Plan,
• New Attraction, Recruitment and Selection Guidelines,
• the Department of Housing as an attractive employer,
• the Employment Pathways Policy,
• a Capability Framework, and
• Appointment at level and Employee Placement strategy.

Indigenous Housing Steering Committee

The Indigenous Housing Steering Committee coordinates the development, implementation and review of departmental policies in relation to Indigenous housing by providing a forum for discussion, setting policy directions and strategies, and monitoring current and emerging issues and trends related to housing for Queensland's Aboriginal and Torres Strait Islander people. Key strategic areas considered include:

• increasing access to mainstream products and services for Indigenous Queenslanders across all tenancy types,
• developing new models and options for service delivery for Indigenous Queenslanders living in Deed-of-Grant-in-Trust communities, and
• developing strategies to respond to housing and housing-related issues in Indigenous communities including affordable housing, child safety, disability and homelessness.

In 2007-08, the committee led the improvement of service delivery to Indigenous clients through the development and implementation of:

• Improving Indigenous Service Delivery Plan 2007,
• Indigenous Community Engagement - A Guide for Department of Housing Staff,
• a review of the implementation of tenancy management in four Indigenous communities,
• Housing Improvement Plan program of work,
• Palm Island Housing Improvement Plan,
• Fixing Houses for Better Health program, and
• Healthy Indigenous Housing.

Information Steering Committee

The role of the Information Steering Committee is to ensure the application, management and review of the department's information and communication technology resources and investments to ensure they are consistent and effective in their contribution to the strategic directions of both the department and the Queensland Government.

In 2007-08, the committee developed and oversaw the implementation of strategies to improve the life-cycle and support for information and communication technology systems including:

• an upgrade of the system for the Bond Loan product and TRIM record management system,
• enhancements to the Strategic Asset Management System and the Client Assessment Referral Expert,
• system changes to accommodate Water Usage Policy and Debt Management and Recovery,
• preparation and implementation of the System Applications and Products finance system, and
• preparatory analysis for the Client Intake and Assessment System process.

Finance and Risk Management Steering Committee

The role of the Finance and Risk Management Steering Committee is to provide the strategic financial and risk management decision-making forum for the department. It is the primary mechanism through which the department manages financial resources, risk exposure and delivers control over budget and risk management processes. The committee is responsible for providing advice to the Director-General on:

• the overall financial framework of the department,
• the management of financial assets,
• the review and assessment of current funding and alternative funding options,
• resourcing issues and strategies, budget allocations and variations,
• the nature, extent and appropriate mitigation for departmental risks, and
• the Risk Management Framework which embraces the Quality and Environmental Management systems and includes certification of those systems.

In 2007-08, the Finance and Risk Management Steering Committee considered departmental financial delegations, monitoring of contingent assets and liabilities, resource allocation and budget adjustments. Other matters overseen include:

• the development of the 2008-09 departmental budget,
• the department's Business Continuity Management Framework and Action Plan,
• Queensland Government Chief Information Officer whole-of-Government standards for project management,
• departmental risks and system appraisals, and
• performance reporting.

Portfolio Management Steering Committee

The Portfolio Management Steering Committee considers significant portfolio management strategies that contribute to maximising the use of the department's portfolio and any other significant portfolio issues of a strategic nature.

In 2007-08, the committee reviewed the planning and maintenance of the department's housing asset base to ensure it meets clients' changing housing needs through consideration of:

• the department's overall Capital Works Program,
• realignment of stock to client need,
• maintenance management arrangements for community housing dwellings,
• the department's Asset Strategic Plan,
• the development of the Lady Bowen Complex as part of the Responding to Homelessness initiative, and
• planning parameters for social housing projects.

Private Housing Steering Committee

The Private Housing Steering Committee coordinates the development, implementation and review of departmental policies and products in relation to private housing and their application. It does this by providing:

• a forum for discussion and setting of policy directions and strategies, and for monitoring emerging issues and trends in relation to private housing and housing affordability, and for considering application issues related to implementation of departmental policies, strategies and products, and
• advice on matters of strategic significance including policy development, significant operational issues, market research and information, and priority directions for private housing assistance and interventions.

In 2007-08, the committee ensured that private housing policy, products and activities were implemented with due regard to the effective identification, assessment and management of risks and costs including:

• review of the public housing exemption in the Integrated Planning Act 1997,
• implementation of RentConnect and integration with the Client Intake and Assessment Project,
• implementation of the Caravan Park Program,
• new product development for private market assistance,
• housing responses and asset usage in the Bowen Basin, and
• development of affordable housing outcomes for the Boggo Road Urban Village.

Policy and Strategy Steering Committee

The key strategic areas considered by the Policy and Strategy Steering Committee include:

• overseeing the development and implementation of the Queensland Government Housing Policy,
• assessing the demand on the Queensland housing system and the capacity of the department to respond, particularly for those who find difficulty accessing the private market,
• overseeing higher level policy development to respond to those who are seeking housing assistance,
• overseeing linkages between strategic, tactical and operational policy,
• determining strategies for increasing access to low-income housing in future State planning and Budget processes,
• forming views on the role of housing within broader Government initiatives, and
• determining strategic views on impacts of national work and of research and evaluation outcomes.

The committee directed planning for the future through the development of major policy direction including:

• the Thursday Island Project,
• the Regional and Remote Housing Strategy,
• a new resourcing framework to support the implementation of one social housing system,
• overseeing the Client Intake and Assessment Project which will allow full prioritisation to ensure client housing need is more comprehensively understood, so housing assistance is directed to those in greatest need,
• Commonwealth and State Housing Agreement negotiations, and
• cross-Government initiatives including the Responding to Homelessness initiative, Mental Health initiative and the Disability Services Plan.

One Social Housing Steering Committee

The role of the One Social Housing Steering Committee is to:

• monitor the Community Housing Five-year Implementation Plan,
• monitor resourcing impacts, linkages and alignment to other key policy deliverables,
• direct the development of a broad information strategy, including a product and service guide that can assist clients understand the range of products and services the department provides, and
• direct the development of an infrastructure plan that will support third party providers to ensure high quality service delivery to clients.

In 2007-08, the committee led the planning for the development of major policy including:

• Housing with Shared Support,
• Rural Housing Service Centres,
• Strengthening social housing - A strategy to build capacity for not-for-profit social housing providers in Queensland,
• the future of Community-managed Housing—Studio Units,
• the development of a new social housing Tenant Participation program, and
• realignment of transitional housing within one social housing system.

Audit Committee

The Director-General established the Audit Committee in compliance with section 82 of the Financial Management Standard 1997 . The objective of the committee is to provide independent assurance and assistance to the Director-General on the department's risk, control and compliance framework, and to discharge financial management responsibilities under the Financial Administration and Audit Act 1977 .

At 30 June 2008, Audit Committee members were:

• Director-General, Department of Housing (Chair),
• Team Leader, Local Government and Regional Queensland Team, Queensland Treasury Corporation as an independent external member, and
• Director, Community Renewal, General Manager, Client Services and Director, Private Housing Support as departmental representatives.

Members of the Queensland Audit Office are invited to attend each meeting.

General Manager, Housing Finance and General Manager, Organisation Services and Strategy, Department of Housing, attend Audit Committee meetings as observers and to provide advice on corporate governance. The Manager, Internal Audit, Department of Housing and representatives from PricewaterhouseCoopers, as the department's co-source audit partners, are also in attendance.

In 2007-08, the Audit Committee:

• reviewed the 2006-07 general purpose financial statements,
• reviewed the 2006-07 Commonwealth State Housing Agreement financial statements,
• reviewed the 2006-07 Annual Goods and Services Tax report,
• reviewed the annual report summarising Fringe Benefit Tax (FBT) issues for 2006-07 as part of Treasury's FBT Compliance Certificate process,
• implemented the internal audit annual plan, and
• reviewed the Audit Committee Charter.

The Audit Committee has observed the terms of its charter and had due regard to Queensland Treasury's Audit Committee Guidelines.

Internal Audit

The Internal Audit unit was established within the department as a process by which the department gains assurance that the risk exposures it faces are understood and managed appropriately. It is an independent control that functions within the department by measuring and evaluating other controls within the department. Specifically, the unit exists to provide assistance to the Director-General in the effective discharge of that officer's responsibilities by providing independent and objective insights, analyses, appraisals, observations and recommendations relating to improving performance within the department.

The unit assures that:

• the department is achieving its goals and objectives efficiently, effectively and economically,
• significant financial, managerial and operating information is accurate, reliable and timely,
• resources are acquired economically, used efficiently and are adequately protected,
• programs, plans and objectives are achieved,
• there is compliance with relevant laws, regulations, policies and plans,
• there is a common approach and continuous process for identifying, sourcing and measuring risks,
• quality and continuous improvement are fostered in the department's control process, and
• the existence of an effective Audit Committee indicates a positive attitude towards internal control.

In 2007-08, the Internal Audit unit:

• completed all audits outlined in the 2007-08 Audit Plan,
• reviewed the department's Compliance Framework,
• reviewed the Audit Committee Charter, and
• endorsed the 2006-07 Financial Statement Audit.

In November 2005, the department entered into a partnership arrangement with PricewaterhouseCoopers to complement the role of the Internal Audit unit by working in a co-sourced arrangement to undertake audits using best practice audit methodology and systems. In addition to the services provided by Internal Audit, this arrangement ensures independence in assessments and objectiveness in observations and recommendations.

External Audit

The department is subject to external audit by the Queensland Audit Office and also by an external auditor appointed to monitor certification to international standards for quality and the environment. The department also periodically commissions external experts to provide advice on audit matters or to perform audit functions in specific areas of interest or concern.

Self assessment

By regularly appraising its key business activities and systems, the department not only complies with legislative requirements but is also able to identify any inefficiencies or risks inherent in its processes and implement improvement or mitigation strategies to ensure the highest possible quality of service delivery and housing products are provided.

This continual assessment is implemented through the systems appraisal process, mapped out in a three-year rolling plan. This plan outlines the systems to be appraised, the timing and frequency of the appraisals, and responsible service areas. This is a dynamic plan which evolves in response to the changing needs and environment within the department. Findings from the appraisals and the corrective actions undertaken are recorded in the department's Innovation and Improvement Register for monitoring by the department's Financial and Risk Management Steering Committee.

Community Housing Standards and Accreditation Council

The Department of Housing has one committee, the Community Housing Standards and Accreditation Council, which receives financial payments.

The Community Housing Standards Accreditation Council:

• sets the strategic directions for the Standards and Accreditation system,
• proactively works with the department to monitor and evaluate progress through the development, implementation and updating of a two-year strategic plan for the Queensland Community Housing Standards and Accreditation system,
• provides advice on issues related to the management of the accreditation system, including training requirements, policy matters and work plan priorities,
• provides advice on how best to promote the accreditation system and support provision of a quality service to providers, Government and tenants,
• annually evaluates the outcomes of the accreditation system for community housing tenants and providers,
• provides advice on agreements reached between the National Community Housing Accreditation Council and the Queensland Community Housing Accreditation Council on the operation of the accreditation system and the use of standards, and
• monitors and reviews the appropriateness of National Community Housing Standards from a Queensland context and further develops the standards to facilitate a broader up-take in Queensland.

The Council has established a sub-committee to consider accreditation reports and determine the accreditation status of organisations.

The members of the Council at 30 June 2008 were:

• Ms Coralie Kingston, Chairperson,
• Ms Helen Collins, peer evaluator representative,
• Ms Jane Keating, independent expert representative,
• Mr Thalep Ahmat, Indigenous housing provider representative,
• Dr Kerry Brown, Deputy Chairperson and independent expert representative,
• Ms Rose Brown, Tenants' Union of Queensland representative, (community housing tenant organisation representative),
• Ms Wynn Hopkins, rural housing provider representative,
• Mr William Small, community housing tenant representative,
• Ms Jennifer Clark, General Manager, Community and Public Housing, Department of Housing, and
• Ms Toni Malamoo, General Manager, Aboriginal and Torres Strait Islander Housing, Department of Housing.

During 2007-08 the Council:

• considered accreditation reports and granted full three-year accreditation to seven organisations,
• convened Accreditation Assessment Panels to provide an avenue through which the Council can identify emerging accreditation issues,
• continued work to address improving tenant and provider outcomes from the accreditation system,
• worked with the department to publish information about providers who achieve accreditation in the Community and Public Housing Information Bulletin and on the Standards and Accreditation Unit website,
• supported the review of the National Community Housing Standards and requested that it be raised at a national level. The review of the National Community Housing Standards is now in progress, coordinated by the department, with members of the Council providing individual input, and
• approved three new trainees who have met competency requirements of the peer evaluator program and issued attendance certificates to seven other participants. The Council issued letters to peer evaluators and their organisations acknowledging their contribution and the vital role they play in the standards and accreditation system in Queensland.

In 2007-08, the cost for remunerating the Chairperson and members of the Committee, including on-costs, was $11,900.10.

Boards of the Queensland Building Services Authority and the Residential Tenancies Authority

For details of the boards for the Queensland Building Services Authority and the Residential Tenancies Authority, please refer to their individual annual reports which are available on their websites by visiting www.bsa.qld.gov.au and www.rta.qld.gov.au.