Our Purpose and Role We support Queensland’s economic wellbeing and contribute to improving the quality of life for people and communities. We are seeking to balance social outcomes with business and economic outcomes. The department delivers a diverse range of services to Queenslanders, in the areas of housing, building, fleet and asset management and procurement services. As an organisation, we are also committed to achieving better outcomes for Aboriginal and Torres Strait Islander peoples and their communities. Our diversity of services is our challenge as well as our strength. Strategic Plan 2017–21 Department of Housing and Public Works Our Link to Government Objectives Integrity, accountability, stakeholder collaboration and consultation underpin what we do. We contribute to the Government’s objectives: • Delivering quality frontline services – by providing responsive and integrated housing and homelessness services • Creating jobs and a diverse economy – by promoting employment and economic participation and supporting economic growth through safe and fair building policy, innovative procurement and service delivery • Building safe, caring and connected communities – by supporting regional development, and consulting with communities to inform our policies and service delivery • Protecting the environment – by delivering sustainable built infrastructure and fleet management. Our Opportunities To position ourselves for the future, we will: • Develop our leadership capabilities at all levels to deliver effective strategic policy setting • Foster a culture of innovation and agility that enables us to meet the future needs and expectations of our clients, customers and stakeholders • Manage and build our knowledge to gain new insights and inform evidence based decisions that achieve innovative solutions. Our Vision Working together to make a difference to Queenslanders by building better, safer places to live and work. Department of Housing and Public Works - - - - - - - - - - - - - - - - - - - -- - F A I R E R I N D U S T R I E S - - - - - - - - - - - - - - - - - - - - - - G R E A T E R V A L U E - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - A One Department Strategy to integrate and innovate for the future as we deliver our services. A Housing Strategy to help build better housing futures. A Building Strategy , delivered through the Queensland Building Plan, to drive liveable, innovative and sustainable buildings and houses. A Procurement Strategy to create and sustain value, make it easier to do business with government, and help Queenslanders prosper. We will deliver four long term strategies to achieve outcomes for all Queenslanders. Our long-term strategies and objectives B E T T E R O P P O R T U N I T I E S A G I L I T Y A N D I N T E G R A T I O N
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Our Purpose and RoleWe support Queensland’s economic wellbeing and contribute to improving the quality of life for people and communities.We are seeking to balance social outcomes with business and economic outcomes.
The department delivers a diverse range of services to Queenslanders, in the areas of housing, building, fl eet and asset management and procurement services. As an organisation, we are also committed to achieving better outcomes for Aboriginal and Torres Strait Islander peoples and their communities.
Our diversity of services is our challenge as well as our strength.
Strategic Plan2017–21 Department of Housing and Public Works
Our Link to Government ObjectivesIntegrity, accountability, stakeholder collaboration and consultation underpin what we do.
We contribute to the Government’s objectives:
• Delivering quality frontline services – by providingresponsive and integrated housing and homelessness services
• Creating jobs and a diverse economy – by promotingemployment and economic participation and supportingeconomic growth through safe and fair building policy,innovative procurement and service delivery
• Building safe, caring and connected communities – by supporting regional development, and consulting withcommunities to inform our policies and service delivery
• Protecting the environment – by delivering sustainablebuilt infrastructure and fl eet management.Our Opportunities
To position ourselves for the future, we will:
• Develop our leadership capabilities at all levels to delivereffective strategic policy setting
• Foster a culture of innovation and agility that enables us to meet the future needs and expectations of our clients,customers and stakeholders
• Manage and build our knowledge to gain new insightsand inform evidence based decisions that achieveinnovative solutions.
Our VisionWorking together to make a
diff erence to Queenslanders
by building better,
safer places to live
and work.
Department of Housing and Public Works
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FAIR
ER IN
DUSTRIES - - - - - - - - - - - - - - - - - - - - - - GREATER VALUE - - - - - - - - - - - - - - - - ------ ------------------
A One Department Strategy to integrate and innovate for the future as we deliver our services.
A Housing Strategy to help build better housing futures.
A Building Strategy, delivered through the Queensland Building Plan, to drive liveable, innovative and sustainable buildings and houses.
A Procurement Strategy to create and sustain value, make it easier to do business with government, and help Queenslanders prosper.
We will deliver four long term
strategies to achieve outcomes for all Queenslanders.
Our long-term strategies and objectives
BETTER OPPORTUNITIESAGILITY AND IN
TEGR
ATIO
N
Department of Housing and Public Works Strategic Plan 2017–21
we will deliver
Integrity I Accountability I Consultation
Our ChallengesWe address our challenges through effective risk management. Our moderate risk appetite encourages innovation and supports our staff to take acceptable, calculated risks to achieve better outcomes. We have zero tolerance in the areas of workplace harm and fraud and corruption.
Our key challenges relate to:
1. Services meeting client needs – by strengthening our planning processes, client engagement, and monitoring our service delivery, we manage our ability to meet client needs and community expectations
2. Business services and products addressing customer requirements – through developing market knowledge, staff capability and informed service design we work to ensure our customers are satisfi ed and our business delivery is on target
3. Aboriginal and Torres Strait Islander outcomes – by engaging with Aboriginal and Torres Strait Islander people and communities, we aim to address disadvantage through the delivery of effective policies and programs
4. Workforce capability – by focussing on improving the skills and engagement of our leaders and staff the department will attract and retain skilled employees and lift our productivity
5. Planning and resources – by working to align the department’s plans and resources to its strategic direction and priorities we aim to optimise our fi nancial and service delivery outcomes.
Our ValuesOur values form the foundation for our work and our culture. We are committed to high standards of professional conduct, and ethical business practices.
Ideas into action
Unleash Potential
Customers fi rst
Empower people
Healthy and safe workplace
Be courageous
Our AcknowledgementWe respectfully acknowledge the Aboriginal and Torres Strait Islander Traditional Owners and Elders of the lands and sea on which we meet, live, learn and work.
QUEENSLAND GOVERNMENT OBJECTIVES
OUR OBJECTIVESWhat are we
trying to achieve?
OUR TACTICSHow are we going to do it?
OUR PERFORMANCEHow will we know we are successful?
Delivering quality frontline services
Building safe, caring and connected communities
Better lives, greater opportunities for people and communities
1.1 Improve access to safe, secure, affordable and accessible homes
1.2 Build a fair and responsive housing and homelessness assistance system that provides a continuum of services
1.3 Support growth and development in regional and remote communities, including supporting other government agencies
1.4 Improve the health and safety of people in their homes through effective policy and regulation
Needs-based housing and homelessness assistance reforms
Client satisfaction
Level of compliance with residential sector legislation
Government employee housing matched to need
Creating jobs and a diverse economy
Protecting the environment
Safer, fairer industries
and environmental sustainability
2.1 Engage with building and residential living industries to encourage innovation and growth and inform policy
2.2 Develop and advance policy that ensures safer and fairer building and residential living industries
2.3 Develop innovative solutions to deliver environmental sustainability
Policy reforms for safer, fairer industries (building and residential living)
Environmental sustainability in government asset portfolio (buildings and fl eet)
Creating jobs and a diverse economy
Building safe, caring and connected communities
Greater value and support for
employment and economic opportunities
3.1 Lead and support strategic and innovative procurement and link with industry, business and government sectors, ensuring support for regions
3.2 Generate new ideas and solutions through partnerships and collaborations
3.3 Use our resources and assets more effi ciently and responsibly to deliver services through forward planning, smarter practices and leveraging of government resources
Smarter and more effi cient use of resources
Procurement practice reforms
Support for regions through contracting arrangements
A collaborative, integrated, agile
organisation
4.1 Invest in our people to achieve performance excellence and workplace diversity and fl exibility
4.2 Progress strong leadership and engagement, a professional culture and good governance to motivate values-driven service delivery
4.3 Embrace changing technology and tools to ensure responsive solutions, fl exible operations and service innovations
4.4 Promoting agility across the department to respond to changing direction
4.5 Enhance knowledge management and data analytics to support evidence based decision making
Staff satisfaction and empowerment
Skilled and culturally capable workforce
Support for a diverse workforce
Progressive and responsive systems
One Department Strategy
Procurement Strategy
Building Strategy
Housing Strategy
To achieve our strategies
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