Queensland Government
Department of Housing and Public Works

The organisational capability of the department enabled it to better understand, and effectively integrate, re-align and apply its ability or capacity to achieve its goals. It also enabled the department to develop and provide innovative solutions that focused on the overall management of the department’s functions and activities.

The department's system of governance provided the framework for the ‘way we worked’ to achieve the vision of improving peoples lives through housing and community renewal. This set of processes, policies, standards and practices guided our relationships with stakeholders and the achievement of our goals, as well as the overall administration of the department.

Components of the department’s governance framework:

Governance Framework

  • Client service management

    The department was committed to enhancing service delivery arrangements to meet the changing needs of its clients, expanding service delivery channels, and implementing whole-of-Government support mechanisms to deliver services for common clients with complex needs.

  • Community engagement

    The Queensland Government recognises the importance of connecting with citizens in the development and implementation of policies, programs and services.

  • Workforce management

    Continuing to undertake workforce management and planning to attract and retain a diverse workforce which supports a client-focused, innovative and flexible organisation.

  • Asset management

    The Queensland Government commits several billion dollars annually for its Capital Program.

  • Information and communication management

    Information and communication technologies assisted the department to provide information technology policy and information support services to enhance the department’s effectiveness, efficiency, functional capabilities, governance, and value for money.

  • Financial management

    During the period 1 July 2008 to 26 March 2009, the department’s statutory financial management obligations were met including preparation of a comprehensive set of financial statements which reflect the financial performance of the department.

  • Environmental management: reducing our carbon footprint

    The department was committed to reducing negative environmental impacts through the integration of a robust environmental management system.

  • Quality management

    The Quality Management System was the combination of the department’s approved policies, processes and procedures used for planning, developing, and delivering its services.

  • Leadership

    Leadership development remained an important priority for the department and was a critical strategy for building organisational capability to achieve innovation, integrated service delivery and stronger partnerships to meet the future challenges of Government.