Department of Housing and Public Works

Strategic Plan2015-19

OUR DIRECTIONOur strength as an organisation will be further developed as we pursue the following:• Ensuring we are a people centred organisation• Developing as a key human service delivery agency• Increasing the application of case management to the vulnerable

Queenslanders we help• Working collaboratively with industry to deliver economic opportunities

and jobs for Queenslanders.

OUR VISIONMaking a positive difference to Queenslanders and the communities in which we live.

OUR VALUESWe are committed to integrity and accountability, with our values underpinning everything we do. Our values are:

OUR PURPOSEWe have a proud history of skilled and dedicated staff delivering great outcomes for Queenslanders since 1866. Today, governments around the world are modernising their services and how these are provided. Within this context Queenslanders expect delivery of services appropriate to their needs.

Our department is working collaboratively with government agencies, the non-government sector and industry to deliver sustainable services. By working together we aim to deliver solutions that our tenants and customers consider valuable, wherever they are located in Queensland.

By ensuring the necessary infrastructure and services are provided to Queensland’s regional and urban communities, we are improving lives, strengthening their collective resilience, fostering jobs and strengthening economic activity.

We will also collaborate and work closely with industry and stakeholders at an early stage to better understand and address their needs. We will do this by delivering policy and legislative solutions that balance the ease of doing business with risk.

We recognise and value the knowledge and expertise of our people. Moving forward we will continue to develop their knowledge and expertise to make our business more innovative, more agile, more flexible and more responsive to our customers’ needs.

Customers first

• Know your customer• Deliver what matters• Make decisions with empathy

Ideas into action

• Challenge the norm and suggest solutions• Encourage and embrace new ideas• Work across boundaries

Unleash potential

• Expect greatness• Lead and set clear expectations• Seek, provide and act on feedback

The Department of Housing and Public Works:

• provides housing and homelessness support services and programs to assist in meeting the needs of those members of the community needing government housing assistance

• connects customers and industry by delivering valuable solutions in the areas of housing, asset and facilities management, procurement, and building and construction policy.

The department supports achievement of the Government’s objectives for the community:

• Delivering quality frontline human services by providing responsive and integrated housing and homelessness support services

• Creating jobs and a diverse economy by promoting economic participation and stimulating economic growth through innovative service delivery

• Building safe, caring and connected communities by consulting and listening to the community to inform the development of policy and the delivery of services, and supporting disadvantaged Queenslanders

• Protecting the environment by delivering sustainable policy, services and built infrastructure.

To support our strategic direction and the government’s objectives for the community and the people that make up these communities, we are committed to:

1. Strong relationships with our tenants and customers2. Building safe and connected communities3. Right people, right skills, right place.

Be courageous

• Own your actions, successes and mistakes• Take calculated risks• Act with transparency

Empower people

• Lead, empower and trust• Play to everyone’s strengths• Develop yourself and those around you

Healthy and safe workforce

• Keep an eye on your fellow employees’ health

• Make health and safety everyone’s priority• Think safe, act safe• Take responsibility for preventing injuries

WHY

WHAT + HOW

Our objectives and strategies

Strong relationships with our tenants and customers» We will continue to grow our understanding of our

tenants’ and customers’ needs and what they consider important

» We will work with our suppliers to provide solutions that deliver valuable outcomes to our tenants and customers

» We will develop and deliver service delivery models that address our tenants’ and customers’ needs and allow our suppliers to deliver value for money outcomes.

STRATEGIES» Develop and implement new housing and homelessness service delivery models that meet

individual needs and/or enable people to move to or stay in the private housing sector

» Provide integrated case management solutions to those people that are either in housing need or are struggling to maintain their tenancies

» Develop and implement a framework for customer engagement

» Deliver best value solutions by being leaders and trusted partners in procurement

» Collaborate with Government agencies and industry to drive strategic and innovative procurement

» Simplify procurement practices and processes

» Work with government agencies to deliver a modern workplace

» Facilitate doing business anytime, anywhere by using shared mobile platforms and personal devices.

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STRATEGIES» Deliver a flexible, efficient and responsive housing assistance system that recognises and

addresses the complex needs of our tenants and those experiencing or at risk of homelessness

» Work with community and business partners to grow their capability to deliver better outcomes for Queensland’s communities

» Consult and listen to key policy stakeholders within government, industry and the community in the development of effective policy and legislation to aid the growth of industries and communities

» Engage with local suppliers in communities to better understand their capabilities and how we may partner with them to deliver valuable solutions and grow the resilience of our tenants and communities, particularly in regional areas

» Contribute to child safety reforms and support implementation of domestic and family violence prevention strategies.

Building safe and connected communities» We will connect with industry and local suppliers

to maximise community outcomes and economic development

» We will partner with the non-government and private sectors and other government agencies to deliver better integrated solutions for all communities.

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Right people, right skills, right place» We will maximise the performance and potential of

our people in a safe and engaging work environment

» We will align our staff’s capability with the department’s needs to help us to deliver on our objectives

» We will build the capability of our workforce to better engage, enable and connect with our tenants, customers, stakeholders, business partners and communities.

STRATEGIES» Ensure our organisation and staff grow our capability to deliver on the needs of our customers

and tenants

» Deliver enhanced learning and development opportunities for all staff

» Implement our People and Culture Strategy

» Improve our cultural capability and contribute to the government’s commitment and service delivery priorities to Aboriginal and Torres Strait Islander people and targeted social groups

» Support frontline service delivery with effective and efficient corporate services

» Implement initiatives to deliver a healthier and safer workplace.

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OUR PERFORMANCE

OUR RISKS

Measuring our performanceWe will measure our performance through:

• improved customer feedback• better service performance• policy and program evaluation• improved staff feedback (employee opinion survey).

Managing our key risksThe management of risk is embedded in the department’s business processes. Our moderate appetite for risk encourages innovation and supports our staff to take acceptable, calculated risks to achieve better outcomes. The department monitors and manages key departmental risks that have the potential to impact on our ability to achieve our vision and purpose. The key risks relate to:

• our communication and engagement with stakeholders and our people

• our service delivery• achieving benefits within contracting arrangements• our financial management and funding

arrangements• our governance arrangements and business systems

and ICT infrastructure• a skilled and engaged workforce• the potential for fraud and corruption• protecting workers, customers and the public

against harm to their health and wellbeing• improving outcomes for Aboriginal and Torres Strait

Islander people.