Queensland Government
Department of Housing and Public Works

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.

Board of Management committees

The Board of Management was the principal advisory committee to the Director-General and was ultimately accountable to the Minister for Public Works, Housing and Information and Communication Technology. The Board provided positive and visible leadership for the department, a forum for information sharing throughout the department, and reviewed the department's performance to ensure it achieved the highest standard of corporate governance possible.

Until December 2008, the Board of Management consisted of 10 committees each targeting specific strategic areas plus the Audit Committee which provided an additional mechanism for accountability within the department. In January 2009, the 10 committees were streamlined into three: the Governance Board of Management, the Service Delivery Board of Management, and the Policy Board of Management.

These three Boards plus the Audit Committee fulfilled the following functions:

  • developing and promoting the strategic direction for the department
  • ensuring the departmental resources are targeted to meet clients' changing housing needs
  • ensuring the department is well positioned to meet the Government's key priorities and required outcomes
  • developing and maintaining collaborative arrangements and partnership agreements between community and government housing providers, and other State and Federal Government agencies
  • reviewing and endorsement of new and innovative housing products and services
  • reviewing organisational performance.

The following achievements reflect both those prior to and after the streamlining of the Boards. Those achievements prior to the amalgamation have been mapped to the relevant Board within the new structure.

Committee
Key purpose
Achievements (Between 1 July 2008 and 31 March 2009
Governance Board of Management

The primary strategic areas addressed by the Governance Board of Management include:

  • management of financial resources, risk exposure and delivery of control over budget and risk management processes
  • effective application, management and review of information and communication technology (ICT) resources and investments
  • fulfilment of strategic human resources management responsibilities under relevant legislation and agreements.

Significant achievements for the Governance Board of Management included:

  • endorsed the Executive Leadership and Management Development Program
  • approved the Attendance Improvement policy and the Performance Improvement policy
  • monitored the Client Intake and Assessment Process post go-live risks and mitigations strategies
  • approved the enhancement to the executive correspondence system and implementation of a security module to track highly confidential information
  • endorsed expenditure for the Water Efficiency Program - Property Compliance
  • approved a RentConnect web-based application to capture details of both clients and real estate agents, and to enable relevant reporting
  • approved the ICT Resources Strategic Plan 2008-2013
  • noted and reviewed departmental risks and systems appraisals
  • reviewed financial and performance reporting.
Service Delivery Board of Management

The Service Delivery Board of Management focused on all aspects of service delivery including:

  • integration of the delivery of housing assistance and housing-related services across all social housing providers
  • delivery of housing assistance to Indigenous Queenslanders
  • monitoring and supporting third party providers to ensure high quality service delivery to clients
  • maximising the use of the department's portfolio
  • delivery of products and services to assist entry into the private housing market.

The Service Delivery Board of Management carried out the following actions:

  • endorsed the Improving Service Delivery Plan 2008-13
  • endorsed the process to develop housing service delivery plans for regions throughout Queensland
  • endorsed the One Social Housing System Evaluation Framework and Program Implementation Review
  • endorsed the Action Plan for the department's contribution to the implementation of the Queensland Government Framework for Investment in Human Services
  • approved the post go-live communication strategy for the Client Intake and Assessment Process
  • endorsed the 2008-2009 Indigenous Identifier Action Plan.
Policy Board of Management

The key strategic areas considered by the Policy Board of Management included:

  • overseeing:
    • the development and implementation of the Queensland Government Housing policy
    • higher level policy development to respond to those who are seeking housing assistance
    • linkages between strategic, tactical and operational policy.
  • determining:
    • strategies for increasing access to low-income housing in future State planning and Budget processes
    • views on the role of housing within broader government initiatives
    • strategic views of impacts of national work and of research and evaluation outcomes.
  • 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.

Significant achievements for the Policy Board of Management included:

  • noted the Evaluation Schedule 2008-2013, a five year rolling schedule of planned evaluations and the Evaluation Report 2007-2008
  • noted updates to various policies
  • endorsed the project objectives and approved the Indigenous Community Housing Organisations (ICHO) Transition Project Plan
  • approved the ICHO funding model
  • endorsed the activities for the Healthy Indigenous Housing Initiative
  • monitored negotiation of Implementation Plans for the National Affordable Housing Agreement.
Audit Committee

This Committee provided independent assurance and assistance to the Director-General on the department's risk, control and compliance framework, and its financial accountability responsibilities.

Management and other governance committees provided information to the Audit Committee to enable it to carry out its role and responsibilities.

The Committee acted as a forum for communication between the Director-General, senior management and internal and external audit, and reviewed and approved the following:

  • flexible annual audit plan using risk-based methodology
  • periodic reports summarising results of audit activities
  • emerging trends and successful practices in internal auditing
  • the list of significant measurement goals and results
  • results of the investigation of significant suspected fraudulent activities within the department.

In addition, the Audit Committee reviewed the proposed audit scope and approach of the external auditors, and regularly met with them to address relevant issues.

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

Significant achievements for the Audit Committee included:

  • reviewed the progress of the Caravan Park Governance Working Group
  • endorsed the centralised management of the Compliance Framework Implementation
  • reviewed the results of various internal audits conducted throughout the department
  • noted the revised Financial Management Practices Manual
  • reviewed the 2007-08 general purpose financial statements
  • reviewed the 2007-08 Commonwealth State Housing Agreement financial statements.

Board members

Between 1 July 2008 and 26 March 2009, the members of the department's Board of Management were:

  • Natalie MacDonald, Director-General, Chief Executive Officer and Chair of the Board of Management
  • Toni Malamoo, General Manager, Aboriginal and Torres Strait Islander Housing
  • Julie-Ann McCullough, General Manager Client Services until mid-July 2008 and Assistant General Manager, Community and Public Housing from mid-July 2008 to 26 March 2009, split by acting as General Manager Community and Public Housing between September and November 2008
  • Deidre Mulkerin, General Manager, Client Services, from mid-July 2008
  • Damian Lavercombe, General Manager, Property Portfolio Management
  • Ian Fulton, General Manager, Housing Finance
  • Alan Dick, Director, Private Housing Support until mid-July 2008
  • Jennifer Clark, General Manager, Community and Public Housing
  • Mark Wall, Assistant General Manager, Community and Public Housing until mid-July 2008 and Director Private Housing Support from mid-July 2008 to 26 March 2009
  • Penny Gillespie, General Manager, Housing Policy and Strategy
  • Geraldine O'Grady, General Manager, Organisation Services and Strategy
  • Karen Wing, Director, Community Renewal
  • Bruce Fleming, Executive Director, Service Delivery and Reform Unit.

Internal Audit

By regularly measuring and evaluating the department's network of risk management, control and governance processes, Internal Audit formed an integral part of the department's commitment to good corporate governance and accountability. The unit provided an independent and objective perspective on the department's operations, as well as observations and recommendations relating to improving performance.

The work performed by the Internal Audit unit ensured that:

  • the department was on track to achieve its goals and objectives within an environment committed to quality and continuous improvement
  • there was a robust and consistent approach to identifying and managing risks
  • financial, managerial and operating information was accurate, reliable and timely
  • employees complied with relevant legislation and regulations, policies, standards and procedures
  • resources were acquired economically, used efficiently and were adequately protected
  • significant legislative or regulatory issues impacting the department were recognised and addressed properly.

The department had a partnership arrangement with PricewaterhouseCoopers and worked with them to undertake audits using best practice audit methodology and systems. This arrangement ensured that observations and recommendations were based on independent and objective assessment.

Between 1 July 2008 and 31 March 2009, the Internal Audit unit:

  • conducted 31 audits including assisting the Queensland Audit Office with financial statement verifications
  • successfully implemented Team Central, an automated issues tracking system
  • provided advice and assistance to management in the implementation of the new Bond Loans system
  • completed a review of the unit's protocols and reporting templates.

External Audit

The Queensland Audit Office conducted regular external audits of the department and external agents were commissioned to advise on audit matters or to perform audit functions in specific areas of interest or concern. The department was also externally audited for certification to international standards for quality and the environment.

Self assurance

The department conducted a three-year rolling program of self assessments of all processes, using a risk assessment and systems appraisal process. These self assessments monitored compliance to management's planned arrangements, assessed efficiency and effectiveness, and identified opportunities for improvement. By regularly appraising its processes, the department not only complied with legislative requirements outlined in Part 3 of the Financial Management Standard but also continuously implemented improvements to ensure the highest possible quality of service delivery to clients and other stakeholders. Findings from the appraisals and the corrective actions undertaken were recorded in the department's Innovation and Improvement Register for monitoring by the Governance Board of Management Committee.

Community Housing Standards and Accreditation Council

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

The Community Housing Standards Accreditation Council:

  • set the strategic directions for the Standards and Accreditation system
  • proactively worked 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
  • provided advice on issues related to the management of the accreditation system, including training requirements, policy matters and work plan priorities
  • provided advice on how best to promote the accreditation system and support provision of a quality service to providers, Government and clients
  • annually evaluated the outcomes of the accreditation system for community housing tenants and providers
  • provided 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
  • monitored and reviewed the appropriateness of National Community Housing Standards from a Queensland context and further developed the standards to facilitate a broader up-take in Queensland.

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

The Council members as at 26 March 2009 were:

  • Ms Wynn Hopkins, Chairperson
  • Ms Elvene Whitbread, peer evaluator representative
  • Dr Robyn Keast, independent expert representative
  • Ms Lee Burton, community housing provider representative
  • Ms Kate Cowmeadow, Queensland Shelter representative
  • Ms Dushyanthi Thangiah, Indigenous housing provider representative
  • Ms Diana (Gina) Pearson, independent expert representative
  • Ms Rebecca Fitzgerald, Deputy Chairperson and Tenants' Union of Queensland representative
  • Ms Margaret Langton, rural housing provider representative
  • Mr Kai Dahl, community housing provider representative
  • Ms Jennifer Clark, General Manager, Community and Public Housing, Department of Housing
  • Ms Toni Malamoo, General Manager, Aboriginal and Torres Strait Islander Housing, Department of Housing.

Between 1 July 2008 and 26 March 2009, the Council:

  • considered accreditation reports and granted full three-year accreditation to one organisation (the previous Council) and the current Council, appointed in November 2008, and granted full three-year accreditation to another three 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 achieved 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
  • approved one new trainee who has met competency requirements of the peer evaluator program.

Between 1 July 2008 and 31 March 2009, the cost for remunerating the Chairperson and members of the Council, including on-costs, was $11,321.27.