Structure of the department

The Department of Housing had nine service areas that played a crucial role in the provision and delivery of housing assistance to clients. Furthermore, the Director-General had responsibility for legislation pertaining to the Queensland Building Services Authority and the Residential Tenancies Authority.

Service areas

• Aboriginal and Torres Strait Islander Housing oversaw the provision of secure, appropriate and affordable housing to Aboriginal and Torres Strait Islander people in Queensland as a basis for improving social and health outcomes. This was provided through targeted rental housing, grant funding for social housing in discrete Aboriginal and Torres Strait Islander communities, and the planning and coordination of housing improvement initiatives for the benefit of Indigenous people living in these communities, and on reserves, where the department supports social housing. Departmental staff were located in Cairns and Brisbane.
• Client Services was the service delivery arm for products and services directly delivered by the department, and represented the 'public face' of the department. It operated through a service delivery network of 18 area offices, six client service centres and a Call Centre. Client Services identified client housing needs and matched these to products and services available from the department or by referral to community-based providers. This service area also provided tenancy management for clients in department-owned accommodation and assisted them to sustain their tenancies by working closely with other support agencies and organisations.
• Community and Public Housing provided the operational policy and performance framework for the planning, delivery, and management of social rental and crisis housing. It provided funding to community and local government-managed housing providers to deliver crisis, transitional and long-term affordable accommodation, administered the regulation of funded providers and monitored the compliance of registered providers. It also assisted with resourcing and capacity building for community housing organisations and undertook an accreditation service for community housing organisations in Queensland. It provided assistance to households in the private housing market by funding organisations to provide referral services, information and advice on tenancy, maintenance, and home security matters.
• Community Renewal was a place-based, time-limited program that worked with government, business, community organisations, and residents to strengthen selected communities by developing sustainable solutions to local issues. Since its inception in 1998, the program has been the catalyst for the delivery of a wide range of innovative projects in areas such as community amenities and facilities, sport and recreation, transport, community safety, family support and education and training, including early childhood and computer literacy. The program is due to conclude on 30 June 2009, and had staff in eight locations around the State.
• Housing Finance was the primary source of financial management advice within the department and was responsible for the department's financial management framework and environment. It also provided a range of housing assistance to eligible Queenslanders to access or maintain home ownership or private rental accommodation.
• Housing Policy and Strategy provided strategic analysis and advice on housing and related social policy across the department and had a critical role in providing guidance on the National Affordable Housing Agreement including its implementation via the three National Partnership Agreements of Homelessness, Remote Indigenous Housing and Social Housing, as well as the Nation Building and Jobs Plan. Housing Policy and Strategy oversaw the development of policies that enabled the department to achieve broader whole-of-Government objectives, as well as contributing to new and enhanced options for delivering housing services.
• Organisation Services and Strategy was responsible for corporate governance and the provision of corporate and executive support across the department. This included human resources, information and facilities management, performance and reporting, legal services, appeals and review, executive services and marketing and communication.
• Private Housing Support was responsible for the development of policy, products and services that enabled Government, the private sector, and the community to maximise outcomes for low-to-moderate income households in the private housing market.
• Property Portfolio Management was responsible for the management and delivery of the department's property portfolio and provided expert guidance in the management of associated non-department owned properties.

Statutory authorities

• The Queensland Building Services Authority regulates the building industry through the licensing of contractors, educates consumers about their rights and obligations, makes contractors aware of their legal rights and responsibilities, handles disputes, protects consumers against loss through statutory insurance, implements and enforces legislative reforms, and where necessary, prosecutes persons not complying with the law.
• The Residential Tenancies Authority assists tenants, lessors, agents, residents, and service providers by providing a custodial service for rental bonds, tenancy information and education, and a dispute resolution service. It will investigate and prosecute offences under the legislation for which it is responsible, when appropriate.