Department of

Infrastructure and PlanningAnnual Report 2007–08

Contents

Letter of transmittal 1

Communication objectives 2

Director-General’s report 3

Our Vision, Mission and Values 4

Structure 6

Executive leadership team 7

About the department 9

Key achievements 11

Far North Queensland Draft Regional Plan 2025 12

Northern Economic Triangle— Abbot Point State Development Area 13

Connecting and diversifying our water supplies—the South East Queensland Water Grid 15

Queensland Children’s Hospital 17

Northern Pipeline Interconnector 18

Innovation in infrastructure delivery 19

Financial summary 20

Group reports 23

Planning Group 24

Infrastructure and Economic Development Group 28

Property Services Group (commercialised business unit) 32

Infrastructure Delivery Group 33

Strategy and Governance Group 35

Performance reports 38

Infrastructure and economic development 39

Infrastructure delivery 42

Property Services Group 44

Planning 46

Governance arrangements 49

Standards, quality processes and accountability 51

Our workplace—our people 58

Community engagement 60

Community Futures Task Force 62

Government reporting 63

Glossary 69

Financial statements 71

1

Letter of transmittal

31 October 2008

The Honourable Paul Lucas MP

Deputy Premier and Minister

for Infrastructure and Planning

Executive Building

100 George Street

Brisbane Qld 4000

Dear Deputy Premier

I am pleased to present the Annual Report 2007–08 for the Department of Infrastructure and Planning.

I certify that this Annual Report meets the prescribed requirements of the Financial Administration and Audit

Act 1977 and the Financial Management Standard 1997 particularly with regard to reporting the Department of

Infrastructure and Planning’s governance arrangements, objectives, functions and performance, as well as the

agency’s additional reporting and tabling obligations for this report.

A checklist outlining the governance, performance, reporting and procedure obligations contained in the

legislation can be accessed at www.dip.qld.gov.au.

Yours sincerely

Colin Jensen

Coordinator-General

Director-General

LETTER OF TRANSMITTAL

2COMMUNICATION OBJECTIVES

Communication objectives

Welcome to the Department of

Infrastructure and Planning’s Annual Report

2007–08, the fi rst for this department.

Established on 13 September 2007, the

Department of Infrastructure and Planning

is a result of machinery-of-government

changes that saw the Sustainable Planning

Division and Planning Information

and Forecasting Unit of the previous

Department of Local Government, Planning,

Sport and Recreation amalgamated with

the Department of Infrastructure. The

department is responsible for creating well-

planned and managed communities with

a focus on sustainability, and addressing

the state’s current and future planning and

infrastructure needs. It is also responsible

for guiding to fruition major resource and

infrastructure projects—both economic and

social—in a timely way that is not only

sustainable but which delivers benefi ts to

all Queenslanders.

In providing an overview of our performance

and key outcomes for the year, the report

responds particularly to the vision, mission,

values and strategic priorities presented

in the Department of Infrastructure’s

Strategic Plan 2007–11. It reports on our

performance and on outcomes linked

to Queensland Government priorities.

This report has been produced in accordance

with the requirements detailed in the

Financial Administration and Audit Act 1977

and the Financial Management Standard

1997. This report is prepared on the basis

of the current administrative arrangements

for this department applying for the whole

2007–08 fi nancial year. That is, it refl ects the

structure, operations and performance of the

department as it now exists.

As well as fulfi lling our statutory

obligations, this Annual Report describes

how the department has invested public

and industry funds to benefi t Queensland’s

communities and industries.

Apart from being a primary accountability

document for reporting to the Queensland

Parliament, this report is a valuable

resource for our stakeholders and clients

who may use it to benchmark us against

other organisations, and for organisations

and community groups who share an

interest in our performance, initiatives and

future directions.

3DIRECTOR-GENERAL’S REPORT

The Department of Infrastructure and

Planning was established in September

2007 to bring together all areas of the

state’s land use planning with infrastructure.

This represents a deliberate and signifi cant

strategy by the Queensland Government

to align planning and infrastructure

development and delivery in order to

manage growth in a way that will enhance

the state’s environmental and social values,

and support strong economic development.

The Queensland Government is progressing

the most comprehensive infrastructure plan

in the state’s history and the Department

of Infrastructure and Planning is guiding

these major resource and infrastructure

projects to fruition. The coordination role of

the department underpins the goals of the

Smart State agenda, which aims to sustain

and accelerate our prosperous economic

growth, improve our quality of life and

build a better future for Queensland.

Key achievements during the year include:

rapidly advancing critical water

infrastructure projects as part of the

largest urban drought response in

Australia. The construction of the

South East Queensland Water Grid is

well on track for delivery by the end

of 2008. This has included the design,

construction and operation of the

largest recycled water project in the

southern hemisphere and a desalination

plant, in order to diversify water supply

to include climate-independent water

supplies. Already the water grid is

delivering recycled water to Swanbank

and Tarong power stations. By the end

of 2008, construction on the following

projects will be complete:

− Western Corridor Recycled

Water Project

− Gold Coast Desalination Project

− Southern Regional Water Pipeline

− Northern Pipeline

Interconnector Stage 1

− Eastern Pipeline Interconnector

releasing the Queensland Housing

Affordability Strategy in July 2007 and

establishing the Urban Land Development

Authority in November 2007

declaring 16 projects signifi cant under

section 26 of the State Development

and Public Works Organisation Act 1971,

with a combined capital investment of

almost $17 billion and the possibility

of generating more than 20 000 new

construction and operational jobs

completing impact assessments and

issuing Coordinator-General’s reports

for Abbot Point Coal Terminal—Stage

3 Central Queensland Gas Pipeline,

Jilalan Rail Yard Upgrade, Northern

Pipeline Interconnector—Stage 1

and Wiggins Island Coal Terminal

preparing and now overseeing

implementation of the Northern

Economic Triangle Infrastructure

Plan 2007–2012, which is a

commitment by the government

to the development of Mount Isa,

Townsville and Bowen as a triangle

of mining, minerals processing and

development over the next half century

reviewing the implementation of the

$19.3 billion Coal Infrastructure Program

of Actions, the Coal Seam Gas Water

Management Study, and the Fitzroy

Industry and Infrastructure Study.

These projects and developments

demonstrate the comprehensiveness of the

Queensland Government’s commitment to

planning and infrastructure developments

to facilitate the social, environmental and

economic prosperity and future of our state.

On a personal level, I would like to

acknowledge and thank former Deputy

Coordinator-General (Infrastructure

Delivery) David Stewart, former Deputy

Director-General (Strategy and Governance)

Michael Walsh and interim Deputy Director-

General (Planning), Stan Wypych for their

contribution to the work of the department.

David Stewart was instrumental in

commencing the delivery of the South East

Queensland Water Grid. David’s ability to

progress this immense project has ensured

that the water grid will be delivered on time

and will secure water supplies for South

East Queensland.

Michael Walsh developed and implemented

a rigorous governance framework for the

Department of Infrastructure and Planning,

and led the establishment of the systems,

policies and protocols necessary for the

department to achieve its outcomes.

Stan Wypych, as interim Deputy Director-

General (Planning), led the early

establishment of the Planning Group.

I thank and congratulate all staff for

their dedication, professionalism and

contribution. They enable the department

to deliver outstanding results for the

community of Queensland.

Colin JensenCoordinator-General and Director-General

Director-General’s report

4OUR VISION, MISSION AND VALUES

MissionThe Department of Infrastructure and Planning’s mission is to shape

a sustainable future for Queensland.

We will achieve this by:

delivering vital infrastructure and growth management solutions

creating well-planned and managed communities with a focus

on sustainability

planning for the impact of climate change on urban growth,

industrial development and the built environment

leading whole-of-government approaches to land

use, major project developments and infrastructure

policy planning, coordination and delivery

providing leadership and advice within government on

the broader impact of land use planning,

infrastructure and project development

supporting project proponents—through facilitation services

and timely advice on major projects and infrastructure—to

deliver innovative solutions and value for money

delivering a water infrastructure system that will

ensure a sustainable water supply for the future

identifying value-adding opportunities for Queensland’s resources,

and promoting public and private investment in infrastructure

to build and protect Queensland’s competitive advantages

identifying and developing land throughout Queensland

that is suitable for industrial development.

ValuesWe operate by fi ve values:

Making a differenceWe are performance driven, ensuring outcomes that contribute to

the future of Queensland. We provide leadership across government

and work with stakeholders and the community to deliver

appropriate planning and infrastructure.

ProfessionalismWe conduct ourselves in a business-like manner to provide the

highest quality services, fulfi l our commitments and take ownership

of the outcomes. We openly promote the economic, social

and environmental benefi ts of an effective and disciplined risk

management framework.

InnovationWe are committed to excellence through innovation, creativity,

learning and knowledge sharing. We encourage staff to develop,

achieve and show courage in making changes for the better.

Ethical conductWe act in the public interest at all times and exercise fairness and

impartiality. We are accountable, consistent and transparent in our

decisions and actions.

Genuine community engagementWe operate with a strong community focus, seeking input and

valuing the contribution of our diverse community. We consult,

listen and promote understanding.

Note: For the purposes of this annual report, the vision and mission of the

2008–2012 Strategic Plan have been used as these include the planning function.

However, performance has been reported against the 2007–2011 Strategic Plan.

Vision

Sustainable Development—Sustainable Communities

5

Smart State Vision—A state where knowledge, creativity and innovation drive

economic growth to improve prosperity and quality of life for all Queenslanders

GOVERNMENT OUTCOMES

❙ Building Queensland’s economy

❙ Strengthening Queensland communities

❙ Protecting Queensland’s environment

GOVERNMENT PRIORITIES

❙ Building on economic success

❙ Embracing growth in cities and regions

❙ Managing climate change and protecting the environment

❙ Strengthening Indigenous communities

❙ Modernising the Federation and delivering accountable government

DEPARTMENT OF INFRASTRUCTURE AND PLANNING’S VISION

❙ Sustainable Development—Sustainable Communities

MISSION

❙ Shape a sustainable future for Queensland

STRATEGIC PRIORITIES

❙ Plan, coordinate and deliver key infrastructure for economic, environmental and

social development in Queensland

❙ Collaboratively plan sustainable and dynamic urban and regional communities

❙ Facilitate major private sector and public projects

❙ Plan, secure and manage land supply for urban, industrial and economic

development

❙ Strengthen a professional, ethical and high-performance organisation that values

and nurtures its employees

DEPARTMENT OF INFRASTRUCTURE AND PLANNING’S OUTPUTS

❙ Infrastructure and Economic Development

❙ Infrastructure Delivery

❙ Planning

PLANNING

Policy and Program

Southern Region

Central Region

Northern Region

Specialist and Infrastructure Planning

Planning Information and Forecasting

Building Codes Queensland

INFRASTRUCTURE AND ECONOMIC DEVELOPMENT

Government Development Projects

Signifi cant Projects Coordination

Regional Development

State Development Areas

Property Services Group

INFRASTRUCTURE DELIVERY

SEQ Water Grid

Land Acquisition

STRATEGY AND GOVERNANCE

Strategic Policy

Strategic Infrastructure Procurement

Program Management Offi ce

Organisational Capability

Financial and Asset Management

Executive and Communications Services

OUR VISION, MISSION AND VALUES

SERVICE DELIVERY AREAS

6

Coordinator-General and Director-General

Policy and Program Planning policy development Regional planning priorities, accountabilities, frameworks and scheduling

Planning program coordination and monitoring

Communications and business support

Smart eDA Planning reform program

Northern Region Regional planning Statutory processes Land use studies and projects Regional elements of state programs

Southern Region Regional planning Statutory processes Land use studies and projects Regional elements of state programs

Planning Information and Forecasting Demographic and housing information analysis and research

Residential land and housing affordability monitoring

Population projections

Specialist and Infrastructure Planning Specialist planning Infrastructure planning and coordination

Priority Infrastructure planning

Government Development Projects Identifi cation and coordination of critical government infrastructure and industrial projects

Signifi cant Projects Coordination Coordination of signifi cant projects implementation process

Major project advice and attraction

State Development Areas State development areas implementation

Industrial land analysis and planning

Regional Development Regional infrastructure initiatives

Northern economic triangle Coal infrastructure Regional water initiatives

Property Services Group Industrial estate design, development, valuation and sales

SEQ Water Grid Implementation of critical infrastructure projects − South East Queensland Water Grid − Water pipe procurement

Special Purpose Vehicle coordination − Airport Link/Northern Busway Special Purpose Vehicle

Land Acquisition Land acquisition Land access management

Planning

Infrastructure and

Economic Development Infrastructure Delivery Strategy and Governance

Executive and Communication Services Legal and contract services Cabinet legislation and liaison offi ce

Executive services and support Media services Departmental communications and marketing

Financial and Asset Management Financial accounting Financial analysis and advice Procurement Business, asset and facilities services

Organisational Capability Human resources Information and communication technology

Internal audit Organisational planning, performance and reporting

Program Management SEQIPP monitoring and coordination

Infrastructure program and project policy and monitoring statewide

Departmental program monitoring and reporting

Special purpose vehicle governance framework

Infrastructure Cabinet Committee and CEO Committee support

Project assurance framework Program and project reviews—gateway review process

Strategic Infrastructure Procurement Infrastructure funding, partnerships and alliances policy

Value for Money Framework Public Private Partnership assessments

Infrastructure procurement innovation

Strategic Policy Whole-of-government and national policy responses

Application of departmental powers and legislation

Infrastructure and planning policy leadership and overview

Legislation and regulatory strategy and policy

Negotiation of state commercial agreements

Structure

Central Region Regional planning Statutory processes Land use studies and projects Regional elements of state programs

Building Codes Queensland Building and plumbing legislations and regulations

Building standards Plumbing standards, licensing, complaints and appeals

Building and plumbing projects

7EXECUTIVE LEADERSHIP TEAM

Colin Jensen is the Coordinator-

General and the Director-

General of the Department of

Infrastructure and Planning.

He has been in these roles

since 14 September 2007.

Colin is responsible for

overseeing the delivery

of the Queensland

Government’s infrastructure

development agenda and

for shaping a sustainable

future for Queensland.

This includes coordinating

key programs and projects

such as the updated $107

billion South East Queensland

Infrastructure Plan and Program

(2008–2026), managing more

than $2.22 billion in South

East Queensland Water Grid

projects in the 2008–09 fi nancial

year, contributing over

$17 million to addressing

housing affordability in

Queensland and a $36 billion

investment over 10 years

in priority infrastructure

for regional communities

and the state’s minerals

and export sectors.

Prior to this role, Colin was

the Deputy Director-General of

Queensland Transport from July

2006 to September 2007. In

this role he was responsible for

overseeing and coordinating the

state’s transport infrastructure

program, as well as integrated

transport planning, passenger

transit systems, and information

and fi nancial management.

Colin worked for the Department

of Main Roads from 1987 to

2006, fi nishing his time with

the department as General

Executive leadership team

Colin Jensen

Coordinator-General and

Director-General, Department

of Infrastructure and Planning

Manager (Road System and

Engineering)—the department’s

chief engineer. In this role, he

ensured that the department

had the technical expertise,

systems and people capability

to meet the demands and risks

associated with managing

$30 billion of road infrastructure.

Colin also held engineering and

executive positions in Main

Roads in the fi elds of urban

planning, transport modelling,

strategic planning, road program

development and policy.

Colin has also been heavily

involved in the fi eld of

intelligent transport systems

(ITS), both internationally and

domestically. He has served as

Chair of the Board of Directors

for the World Congress on ITS,

and President of ITS Australia.

The department's Executive Leadership Team provides strategic leadership, direction and oversight to

facilitate the delivery of strategic goals and operational objectives.

8

Gary White Deputy Director-General, Planning

Gary was City Planner for

Ipswich City Council from

2002 to 2008. From 1977

to 2001, Gary was Director

of Planning and Director

of Community Planning for

Redland Shire Council.

As Centres Planning Manager

for the Gold Coast City Council,

Gary undertook study tours on

regional planning systems in the

USA and Canada and, notably,

in 2001 headed a 30-delegate

touring group. From 2000 to

2004, Gary was the President

of the Queensland Division

of the Planning Institute of

Australia. He is currently the

Queensland representative on

the National Council of the

Planning Institute of Australia.

Geoff DickieDeputy Coordinator-General,

Infrastructure and Economic

Development

Geoff has worked in mining

and petroleum exploration and

development in Australia and

Canada. In recent years, he has

been a manager in government

resource departments at both

Commonwealth and state levels.

Geoff has taught geology and

economics at universities. Most

recently, he has been leading

the Coordinator-General’s role

in developing major projects

in Queensland, particularly the

Chalco Aurukun Bauxite Project.

Geoff’s role is now extended

to regional infrastructure

initiatives such as the

Northern Economic Triangle.

He has previously served as

Special Advisor, Native Title

and Mining and Executive

Director, Minerals and Petroleum

Division in the Department of

Natural Resources and Mines.

Damian GouldActing Deputy Coordinator-General,

Infrastructure Delivery

Damian has been with the

Department of Infrastructure

and Planning since November

2006 and has played a key

role in implementing the South

East Queensland Water Grid.

Damian has been in the

state public sector for

over 11 years and, prior to

joining the department,

held numerous positions

with Queensland Treasury,

including as Departmental

Liaison Offi cer to the then

Deputy Premier and Treasurer.

In this role, he advised the

Treasurer on commercial and

policy issues related to the

state’s government-owned

corporations and energy sector.

Roger FitzpatrickActing Deputy Director-General,

Strategy and Governance

Roger joined the department

in early 2007 and has played

a key role in establishing the

strategic direction, corporate

governance framework and

organisational arrangements

for the department.

Roger’s career has covered

advisory and management

roles with a particular focus

on industrial relations, human

resources and organisational

development issues. He has led

corporate management functions

in a number of diverse agencies.

He initially worked with the

Australian Government as an

economist before embarking

on a career in industrial

relations, which included

six years in Canberra and a

period as Queensland State

Manager of the Department

of Industrial Relations.

9ABOUT THE DEPARTMENT

The Director-General of the Department

of Infrastructure and Planning holds the

Offi ce of the Coordinator-General. The

State Development and Public Works

Organisation Act 1971 provides the person

holding this offi ce with signifi cant powers

to manage major projects on a

whole-of-government basis. The Act

provides for planning and development

through a coordinated system of public

works as well as for environmental

coordination and related purposes.

During 2007–08, the Department of

Infrastructure and Planning declared 16

signifi cant projects with a capital value

of $17 billion, released 21 Environmental

Impact Statements with a capital value of

$11.3 billion, and issued nine Coordinator-

General’s reports for energy, tourism and

infrastructure projects at a combined value

of $6.1 billion.

The department also ensures that there are

adequate stocks for industrial development

and that industrial developments have

access to key transport and export links.

For example, under the State Development

and Public Works Organisation Act 1971,

the Gladstone State Development Area was

established in 1993. At 21 000 hectares,

6800 of which are available for industrial

development, it features direct links to

road, rail, energy and port facilities. The

Townsville State Development Area was

declared in 2003 and covers 4800 hectares

with direct links to road, rail, energy

and port facilities. The Bundamba State

Development Area, declared in June 2006,

enables the development of water pipeline

infrastructure for South East Queensland.

The Department of Infrastructure and

Planning administers the Integrated

Planning Act 1997 (IPA). The purpose of this

Act is to achieve ecological sustainability by

coordinating and integrating planning at the

local, regional and state levels; managing

the process by which development occurs;

and managing the effects of development

on the environment (including managing

the use of premises).

The department also administers the

Building Act 1975 and the Plumbing and

Drainage Act 2002. The Building Act 1975

determines building work that is assessable

development under the IPA and imposes

compliance requirements for buildings and

other structures.

The Industrial Development Act 1963

provides guidance for using land for

industrial purposes. The Property

Services Group (PSG), a commercialised

business unit within the Department of

Infrastructure and Planning, delivers a

range of services under the Industrial

Development Act. Through access to the

Estates Construction Fund, PSG provides

funding for both property-related and other

industry development functions aimed at

encouraging the location and expansion of

business and industry in Queensland.

Delivering servicesThe department has four groups that

contribute to fulfi lling the priorities

identifi ed in the Department of

Infrastructure and Planning Strategic Plan

and in fulfi lling our legislative requirements.

These groups are described below:

Planning Group provides leadership

and works in collaboration with

state agencies, local government

and other stakeholders. The

group effectively plans for growth

and infrastructure provision in

Queensland to maintain a high quality

of life and facilitate sustainable

development. The Planning Group:

− assists the application of

current South East Queensland

regional planning principles

progressively across the state

− formulates a statewide model

to plan for management of

population growth and subsequent

infrastructure priorities

− reforms planning in Queensland by

improving the Integrated Planning Act

1997 and the Integrated Development

Assessment System. This includes

implementation of the strategies

within the Planning for a Prosperous

Queensland: A reform agenda for

planning and development in the

Smart State, to ensure they meet

the needs of the community and

stakeholders with enough fl exibility

to manage future challenges.

About the department

10

Infrastructure and Economic

Development Group attracts, facilitates

and assists in the timely delivery of

projects and related infrastructure

in Queensland. Services include:

− promoting state and regional

economic development through

planning and coordination of the

provision of critical infrastructure

− promoting industrial development

by facilitating the development

of industrial land and multi-

user infrastructure corridors

− assessing the feasibility of new

large-industry and major economic

development opportunities in

Queensland, particularly on

designated state development areas

− managing signifi cant government

projects that support industry

and urban development

− proponents investing in major

resource, industry and tourism

projects benefi t from the streamlined

approvals and management

processes facilitated by this group.

Infrastructure Delivery Group provides

the central coordination role in the

delivery of the South East Queensland

Water Grid, the Airport Link project,

and land acquisition. A number of

Corporations Act entities referred to

as Special Purpose Vehicles have

been established to provide rigorous

governance, management and delivery

of major infrastructure including:

− Western Corridor Recycled

Water Project (Western Corridor

Recycled Water Pty Ltd)

− Southern Regional Water Pipeline

− Northern and Eastern Pipeline

Interconnectors (LinkWater)

− South East Queensland Desalination

Plant (SureSmart Water)

− Airport Link toll road (City

North Infrastructure Pty Ltd).

Strategy and Governance Group delivers

a diverse range of functions including

providing internal corporate services

and executive support, departmental

communications and fi nancial and asset

management. The group’s external

focus includes the divisions of:

− Strategic Policy which coordinates

inter-agency, whole-of-

government and national policy

responses in areas related to

the departmental portfolio.

− Program Management which is

responsible for coordinating and

monitoring the implementation

of the South East Queensland

Infrastructure Plan and Program.

− Strategic Infrastructure Procurement

which supports government

agencies and local authorities in

feasibility studies of signifi cant

infrastructure projects.

11KEY ACHIEVEMENTS

Key achievements

12

Far North Queensland

Draft Regional Plan 2025

On 9 May 2008, the Premier and

the Deputy Premier and Minister for

Infrastructure and Planning launched the

fi rst statutory regional plan developed

outside South East Queensland.

The Far North Queensland Draft Regional

Plan 2025 (draft plan) provides innovative

responses to managing urban development

and protecting the region’s World Heritage

areas—the Great Barrier Reef and the

Wet Tropics. It is the fi rst statutory plan

in Queensland to address the combined

impacts of climate change and peak oil.

The launch of the draft plan was followed

by extensive community consultation.

Presentations and information sessions

were held across the region, from Wujal

Wujal in the north to Cardwell in the

south, and inland to Mareeba, Atherton,

Ravenshoe and Chillagoe. The invitation to

lodge submissions allowed a period of 60

working days to close on 8 August 2008.

As a statutory document under the

Integrated Planning Act 1997 (IPA), the

purpose of the draft plan is to guide and

manage development in the region over the

next 20 years. With the region’s population

estimated to increase by approximately

100 000 people, the draft plan provides

strategic direction in protecting regional

landscape and rural production values

while consolidating urban land use.

As the greatest proportion of growth is

expected to occur in the Cairns area, a new

master-planned community at Edmonton,

named Mount Peter, was also formally

declared under section 2.5B.3 of IPA.

The launch and progress of the Far

North Queensland Draft Regional

Plan 2025 was well supported by the

local media and attracted a positive

response from the community.

Hundreds of submissions are expected

to be lodged and reviewed before

the fi nal plan is developed for public

release in December 2008.

13KEY ACHIEVEMENTS

Northern Economic Triangle—

Abbot Point State Development Area

The Northern Economic Triangle

Infrastructure Plan 2007–2012 (the NET

Infrastructure Plan) fosters sustainable

economic, social and community growth

through the support of Mount Isa,

Townsville and Bowen as a triangle

of mineral processing and industrial

development over the next 50 years.

The NET Infrastructure Plan comprises

120 actions to advance critical

infrastructure and planning initiatives

to maximise the investment potential of

Mount Isa and Townsville, and develop

a new industrial precinct at Bowen.

As part of the NET Infrastructure Plan,

land was identifi ed as suitable for major

industrial development through the Bowen

Abbot Point Industrial Land Concept

Plan and Infrastructure Plan. One key

objective of the NET Infrastructure Plan

is to develop a new industrial precinct at

Abbot Point for large-scale industry. On

19 June 2008, the Governor in Council

declared an area at Abbot Point to be

a state development area for industrial

purposes under the State Development

and Public Works Organisation Act 1971.

Abbot Point is strategically located for

industry and offers competitive advantages

due to its remoteness and access to an

adjacent deepwater port. The Abbot Point

State Development Area (APSDA) totals

16 230 hectares and is divided into four

land use precincts—an industry precinct

(4700 hectares), an infrastructure and

corridors precinct, an environmental

management/materials transportation

precinct and a restricted development

precinct. The development scheme will

provide for the establishment of large-scale

industrial development while recognising

and protecting environmental, cultural

heritage and community values. Policies

to support the development scheme

are currently being fi nalised for the

Coordinator-General’s approval. Studies

to identify an infrastructure corridor

between the industry precinct and the port

of Abbot Point will be conducted in the

fi rst part of the 2008–09 fi nancial year.

Additional technical studies

will be undertaken to better

understand the environmental

values of the APSDA including:

fl ora and fauna

stormwater and catchments

airshed modelling

cultural heritage management

traffi c impacts

assessments of the potential

impacts of infrastructure

location of infrastructure corridors.

These studies will help to identify the

environmental values of the APSDA

and will include detailed mapping

of remnant vegetation and other

areas of high ecological value.

14

Northern Economic Triangle—

Abbot Point State Development Area (cont.)

Abbot Point State Development Area

15KEY ACHIEVEMENTS

Connecting and diversifying our water

supplies—the South East Queensland

Water Grid

Construction of the South East Queensland

Water Grid is well advanced—nearly

75 per cent complete with 325 kilometres

of pipeline laid. The water grid is a network

of two-way pipelines that will transport

water from areas of water surplus to

areas that face a shortfall. It will allow

the coordinated use of all major bulk

water sources in the region. The project

includes more than 450 kilometers of

pipeline, two new dams, upgrades of

existing dams, a desalination plant and

three advanced water treatment plants.

The South East Queensland Water Grid

is the largest urban drought response in

Australia and is progressing on time and on

budget. This initiative will help to secure

water supply for South East Queensland

now and for the future. The South East

Queensland Water Grid will realise the state

government’s commitment to ensuring

better management of water supplies in

times of drought. It will achieve this by

reducing the region’s reliance on traditional

sources of water and diversifying supply to

include climate-independent and climate-

resilient water supplies.

The following section outlines the key

projects being advanced to establish the

water grid.

Western Corridor

Recycled Water ProjectConstruction is well underway on the

$2.5 billion Western Corridor Recycled Water

Project, Australia’s largest recycled water

project and one of the largest advanced

water treatment projects in the world.

The project includes approximately

200 kilometres of pipeline and three

advanced water treatment plants at

Bundamba, Gibson Island and Luggage

Point. It will provide up to 232 megalitres

per day of purifi ed recycled water to the

region’s supply—approximately 35 per cent

of the region’s current daily water use.

This project will reduce the demand

on Wivenhoe Dam water supplies and

extend the long-term, water supply

capacity of South East Queensland.

It will provide purifi ed recycled water

to Swanbank and Tarong power

stations, industry and agriculture, and

Wivenhoe Dam to supplement the

region’s drinking water supplies.

Construction is expected to be completed

in December 2008.

Gold Coast

Desalination Project The South East Queensland (Gold Coast)

Desalination Project is a $1.2 billion

initiative of the Queensland Government

and Gold Coast City Council to construct the

fi rst large-scale water desalination plant on

the eastern seaboard. Located at Tugun, the

project will provide up to 125 megalitres per

day of new, fresh drinking water to South

East Queensland. Based on current, drought-

restricted water use, the desalination plant

could supply over one-fi fth of South East

Queensland’s drinking water supply

when complete.

The project includes the construction

of a desalination plant, a 2.2 kilometre

marine intake tunnel, a 2 kilometre outlet

tunnel, and a 24.9 kilometre pipeline

to connect the desalination plant to the

South East Queensland Water Grid.

Construction is about 80 per cent complete

and is on schedule to be fi nished in

November 2008 and fully operational by

January 2009. The project has an exemplary

commitment to safety, having achieved

2.75 million man-hours without

lost time for injuries.

16

Connecting and diversifying our water

supplies—the South East Queensland

Water Grid (cont.)

Southern Regional

Water PipelineConstruction is well underway on the

Southern Regional Water Pipeline, which is

a 100 kilometre two-way pipeline to move

water between the Gold Coast, Logan,

Ipswich and Brisbane.

The $900 million pipeline will be able

to move up to 130 megalitres per day,

ensuring that water is distributed to the

most drought-affected areas in the region.

New water sources, such as Wyaralong

Dam and the Cedar Grove Weir will be

incorporated into this network at the

end of 2011. The Southern Regional

Water Pipeline is expected to be fully

operational by the end of November 2008.

Northern Pipeline

InterconnectorStage 1 of the Northern Pipeline

Interconnector is a 47 kilometer pipeline

to transport water between the Sunshine

Coast and Brisbane.

Construction of Stage 1 is underway. It will

connect Lander’s Shute Water Treatment

Plant west of Caloundra to the Morayfi eld

reservoirs, where it will link with the

Caboolture and Brisbane water networks.

This will enable up to 65 megalitres per

day to be transported from Sunshine

Coast water supplies to the South East

Queensland Water Grid by December 2008.

The planning and approval phase for

Stage 2 of the pipeline is continuing.

Approximately 50 kilometres of pipeline will

extend north from Lander’s Shute to access

water from water treatment plants at Image

Flat and Lake MacDonald, near Cooroy.

The new pipeline will have the capacity to

move surplus water to meet the additional

demand from growth areas, and allow for

future, two-way fl ow capacity.

Eastern Pipeline

InterconnectorThe Eastern Pipeline Interconnector

comprises a new bulk water transfer

pipeline and associated infrastructure with

the capacity to transport up to 22 megalitres

per day between Redland and Brisbane,

connecting the Redland Shire to the water

grid via Logan. The project involves the

construction of a new reservoir, pipeline and

pumping station.

Construction of the Eastern Pipeline

Interconnector is progressing well and

will meet the completion date of

31 December 2008.

New and upgraded damsConstruction of the Hinze Dam upgrade

began in January 2008. Scheduled for

completion by the end of 2010, the

upgrade will increase the full supply

level of Hinze Dam by 12.3 metres.

This upgrade will also provide fl ood

mitigation benefi ts to the Gold Coast.

The South East Queensland Water

Grid also includes two proposed dams

currently in planning and environmental

assessment stages—Traveston Crossing

Dam Stage 1 and Wyaralong Dam.

The proposed Traveston Crossing Dam Stage

1 is located approximately 16 kilometres

south of Gympie on the Mary River, and

will deliver up to an additional 70 000

megalitres per year (192 megalitres per day).

The proposed Wyaralong Dam is located

on Teviot Brook, approximately 14

kilometres north-west of Beaudesert

in the Logan River catchment, and is

expected to supply 21 000 megalitres a

year (58 megalitres a day) when operated

in conjunction with Cedar Grove Weir

and the Bromelton Offstream Storage.

If approved, both dams are expected

to be completed by the end of 2011.

The largest urban drought response in

Australia is progressing on time and

on budget, and these initiatives will

secure water supplies for South East

Queensland now and for the future.

17KEY ACHIEVEMENTS

Queensland Children’s Hospital

The Queensland Government will build a

new children’s hospital to provide world-

class care for Queensland children. The

Queensland Children’s Hospital (QCH)

will be a purpose-built, tertiary facility

adjacent to the current Mater Children’s

Hospital site in South Brisbane. The QCH

will consolidate the existing paediatric

services of the Royal Children’s Hospital,

the Mater Children’s Hospital and the

Queensland Paediatric Cardiac Service

at the Prince Charles Hospital.

On 12 June 2008, in accordance with

sections 77 and 79 of the State

Development and Public Works

Organisation Act 1971, the Governor in

Council approved a regulation to declare

the Queensland Children’s Hospital State

Development Area and the associated

development scheme. This declaration will

facilitate both the granting of necessary

approvals and, if required, the acquisition

of land, and will also simplify delivery of

critical infrastructure required to support

the QCH.

The Coordinator-General is responsible

for approving material changes of

use in a state development area.

18

Northern Pipeline Interconnector

The Northern Pipeline Interconnector is an

integral part of the South East Queensland

Water Grid, which is designed to move

surplus water to areas that need it. Stage 1

of the pipeline project had to be delivered

within extremely tight time frames due to

severe drought conditions. The department

completed a comprehensive environmental

impact statement (EIS) process to meet

this time frame. At the same time, through

the EIS process, the community raised

signifi cant concerns about a key component

of the project. These concerns were

satisfactorily resolved when an alternative,

less environmentally-sensitive site was

identifi ed, and the Coordinator-General

determined that the site met acceptable

environmental standards.

19KEY ACHIEVEMENTS

Innovation in infrastructure delivery

Creating a partnership between government

and the private sector

With the 2005 release of the South

East Queensland Infrastructure Plan

and Program, infrastructure delivery

in South East Queensland increased

signifi cantly. The Queensland Government

recognised that inherent challenges and

opportunities could not be addressed

under a ‘business as usual’ approach.

It also recognised that while agencies

were strong in infrastructure delivery, it

needed to be managed and maximised

across the whole infrastructure program.

In January 2006, the Queensland

Government responded by establishing

the Program Management Offi ce (PMO) to

support government and industry to deliver

the infrastructure program. The PMO would

help realise program-wide opportunities,

achieve whole-of-government priorities and

effectively coordinate projects.

The government recognised that while it

already had expertise and experience in

infrastructure planning, management and

delivery, the private sector possessed

key capabilities that would signifi cantly

enhance the overall delivery of the

program. The private sector could also

provide resources to ensure key personnel

could continue in critical infrastructure

delivery roles within agencies.

As a result, the PMO was initially

structured as an innovative partnership

between public and private sectors,

with a combination of government

staff and private sector advisors. The

PMO now uses the capacity, skills and

knowledge gained during the partnership

to help drive the delivery of South East

Queensland’s infrastructure program.

20FINANCIAL SUMMARY

Financial summary

Understanding the

fi nancial statementsFinancial reports, incorporating a full set of

fi nancial statements and notes for both the

Department of Infrastructure and Planning

and its commercialised business unit, the

Property Services Group are included in this

Annual Report.

The Department of Infrastructure and

Planning fi nancial report starts on page 71.

It contains fi nancial data labelled:

Parent Entity

Parent Entity —administered on

a whole-of-government basis

Consolidated

Parent Entity refers to the funds within

the control of the government agency -

Department of Infrastructure and Planning

- referred to as Controlled funding.

Parent Entity —administered on a whole-of-government basis refers to those

funds administered by the Department of

Infrastructure and Planning on behalf of

government over which the department may

exercise no control.

Consolidated relates to the combined

operations of the Parent Entity (Department

of Infrastructure and Planning—controlled

funding) and its controlled entities:

Property Services Group

City North Infrastructure Pty Ltd

Queensland Water Infrastructure Pty Ltd

South East Queensland (Gold Coast)

Desalination Company Pty Ltd

Southern Regional Water

Pipeline Company Pty Ltd

Western Corridor Recycled Water Pty Ltd

The fi nancial report for the Property

Services Group commences on page 131.

Overview of

consolidated

entity operationsDepartment of Infrastructure and Planning

—the department’s role is to steer major

resource and infrastructure projects to

fruition and to ensure the timely delivery of

both social and economic infrastructure in a

way that is not only sustainable but which

also delivers benefi ts to all Queenslanders

and to lead local, regional, statewide

planning initiatives and land use.

Property Services Group—is a

commercialised business unit of the

Department of Infrastructure and Planning

and delivers a range of services under the

Industrial Development Act 1963. Through

the Estates Construction Fund, it provides

funding for both property-related and other

industry developments functions aimed at

encouraging the location and expansion of

business and industry in Queensland.

City North Infrastructure Pty Ltd—is jointly

owned by Department of Infrastructure

and Planning (25 per cent), Queensland

Treasury Holdings Pty Ltd (25 per cent),

Department of Transport (25 per cent) and

Department of Main Roads (25 per cent)

with the share holdings representing the

major project and transport nature of its

business. Commencing operations on 22

December 2006, its principal activities for

the period were to oversee the procurement

of the Airport Link and Northern Busway

(Windsor–Kedron) projects on behalf of the

State of Queensland.

Queensland Water Infrastructure Pty Ltd—is

controlled by the department through

100 per cent ownership. The company is

charged with carrying out and completing

the design, construction, commissioning

and operation of several major water

infrastructure projects including the

Traveston Crossing and Wyaralong dams.

South East Queensland (Gold Coast) Desalination Company Pty Ltd—is

controlled by the department through 100

per cent ownership. The principal activity of

the company is to facilitate the delivery of

a desalination facility to create a bulk water

source for South East Queensland.

Southern Regional Water Pipeline Company Pty Ltd—the government acquired 100

per cent ownership in the company on

28 June 2007. The company was formed

as a strategic alliance to improve the

regional water supply distribution network

to communities between Brisbane and the

Gold Coast.

Western Corridor Recycled Water Pty Ltd —was established on 2 March 2007 and

is fully owned by the department. The

21FINANCIAL SUMMARY

principal activity of the company during

the fi nancial period was the design,

construction and operation of the Western

Corridor Recycled Water Project.

Consolidated fi nancial

overviewOperating result

The Consolidated entity reported a 2007–08

operating surplus of $62.786 million

after the elimination of related party

transactions. The majority of this profi t was

earned by Property Services Group through

its resale of land operations.

Consolidated entity income statement

summary:

2008 2007

$’000 $’000

Total revenues 274,885 534,789

Total expenses 212,099 118,630

Operating results 62,786 416,159

Balance sheet—assets, liabilities

and equity

Consolidated entity’s balance sheet

summary:

2008 2007

$’000 $’000

Total assets 5,358,893 2,649,375

Total liabilities 3,673,624 983,955

Total equity 1,685,269 1,665,420

The assets held by the consolidated

entity at 30 June 2008 largely comprised

cash, inventories, and property, plant and

equipment. The signifi cant increase in total

assets between 2006–07 and 2007–08

was a result of the increased scale of

infrastructure delivery operations. Increases

in assets included:

Capital works in progress:

− $1,348.636 million for the

construction of the western corridor

recycled water pipeline by Western

Corridor Recycled Water Pty Ltd

− $441.470 million for the creation of

the Gold Coast desalination facility

by South East Queensland (Gold

Coast) Desalination Company Pty Ltd

− $779.935 million for the construction

of a water pipeline network

and associated infrastructure

in South East Queensland

by Southern Regional Water

Pipeline Company Pty Ltd

Land:

− $235.024 million for land

acquired by Queensland Water

Infrastructure Pty Ltd.

The liabilities of the consolidated entity

at 30 June 2008 mainly relate to fi nancial

liabilities and payables.

Financial liabilities total $3,137.904

million and relate to a construction

debt facility with Queensland Treasury

Corporation for the sole purpose of

design, construction, commissioning

and operation of major water

infrastructure projects including:

− $617.88 million in Queensland

Water Infrastructure Pty Ltd

− $1,300.395 million in Western

Corridor Recycled Water Pty Ltd

− $937.631 million in Southern

Regional Water Pipeline Pty Ltd

− $281.998 million in South

East Queensland (Gold Coast)

Desalination Company Pty Ltd.

Payables included the following

capital, goods and services incurred

by the entity in 2007–08 which

were unpaid at 30 June 2008:

− $148.419 million in Western

Corridor Recycled Water Pty Ltd

− $89.793 million in Southern

Regional Water Pipeline Pty Ltd

− $37.644 million in South

East Queensland (Gold Coast)

Desalination Company Pty Ltd

Equity is the entity’s net worth that is total

assets less total liabilities. Equity as at

30 June 2008 was $1,685.269 million, an

increase of $0.02 million (1 per cent) over

the previous year.

Parent Entity fi nancial

overviewOperating result

The Department of Infrastructure and

Planning’s operating result for 2007–08

was a defi cit of $1.856 million. The defi cit

is mainly due to technical accounting

treatments with no cash impact of the

following items:

$ 3.659 million of revenue relating

to contributed assets received from

Department of Public Works

$ 4.481 million associated with

the impairment loss resulting from

the write-off of assets purchased

in the development of the Targinie

State Development Area and the

Narangba Haulage Route

$ 0.955 million associated with

losses on disposal of property,

plant and equipment assets

After accounting for the above issues, the

department ran a small operating defi cit.

Parent entity income statement summary:

2008 2007

$’000 $’000

Total revenues 116,169 54,658

Total expenses 118,024 61,909

Operating result (1,856) (7,251)

Revenues

The department’s main revenue source

is the state government. In 2007–08,

$104.761 million was appropriated from

the State Government, an increase of

$67.169 million on 2006-07, mainly due

to the implementation of the Queensland

Housing Affordability Strategy, Smart City

Master Planning and water consistency

supply measures and a reclassifi cation of

funding from equity to operating for the

procurement expenses associated with

the delivery of the Airport Link Project.

Also impacting on the increase in funding

was the machinery-of-government changes

in September 2007 which resulted in

the transfer in of Sustainable Planning

and related functions from the former

Department of Local Government, Planning,

Sport and Recreation.

22

The department receives the bulk of

its remaining funding from the Estates

Construction Fund, administered by the

Property Services Group, which was $7.68

million in 2007–08. This funding was

reduced in 2007–08 due largely to reduced

project activity for various land and precinct

planning projects.

The Department of Infrastructure and Planning (Parent Entity) revenue by category for year ended 30 June 2008

Expenses

The department’s main categories of

expenses are employee expenses and

supplies and services.

In 2007–08, employee expenses grew by

21 per cent to $37.917 million, mainly

attributed to an increase in staffi ng costs

as a result of the machinery-of-government

changes during the year.

Supplies and services expenses increased

by $32.084 million to $66.766 million.

This increase was primarily driven by

the implementation of the Queensland

Housing Affordability Strategy, Smart City

Master Planning and water contingency

supply measures. The department also

incurred an additional $9.04 million in

procurement service costs paid to City

North Infrastructure for delivery of services

in relation to the Airport Link Project.

The Department of Infrastructure and Planning (Parent Entity) expense by category for year ended 30 June 2008

Balance sheet—assets, liabilities

and equity

Parent entity balance sheet summary:

2008 2007

$’000 $’000

Total assets 622,524 597,613

Total liabilities 29,923 35,708

Total equity 592,601 561,905

The assets held by the department are

mainly shares in its controlled entities,

as well as receivables due from and not

yet paid by the controlled entities of the

department. Other assets include strategic

land holdings and general offi ce equipment.

Liabilities mainly relate to trade creditors

and provisions. The difference between

2006–07 and 2007–08 is mainly due to the

decrease in unearned grant revenue relating

to the Estates Construction Fund and

unearned appropriation revenue.

Equity represents what the department is

worth. The strong fi nancial position of the

department is evident through the low ratio

of liabilities to assets of 5 per cent.

Parent Entity –

Administered fi nancial

overviewAdministered operations of the department

mainly relate to the department passing

on government funding to the Queensland

Water Commission and Urban Land

Development Authority. Movements in

the administered balance sheet refl ect

the fi nancing transactions related to the

Brisbane Cruise Terminal development at

Hamilton and transfers to Consolidated

Fund of revenue earned in the sale of

information about drilling and assay rights

to the Aluminium Corporation of China.

2008–09 OutlookThe consolidated entity operations are set

to reduce signifi cantly in 2008–09 as the

majority of water infrastructure construction

projects draw to a close and transfer to

government authorities created to manage

their operations on an ongoing basis.

23GROUP REPORTS

Group reports

24

Key achievements Accelerated the regional planning

program for regional and rural

Queensland, which includes the

development of a consistent and

contemporary framework for regional

planning across Queensland, and

amendments to the IPA to facilitate

statutory regional plans that focus

on growth areas in Queensland.

Completed a framework of key result

areas and key performance indicators

that will underpin four new regional

plans—North West, Central West, South

West, and Maranoa and Districts—under

the Blueprint for the Bush initiative.

Established Regional Planning Advisory

Councils for North West, Central West,

South West, and Maranoa and Districts.

Developed guidelines specifi c to the

regional planning program to ensure

consistent processes across the state.

Received policy endorsement to

develop the fi rst statutory regional

plan outside South East Queensland.

Released the draft of the Far

North Queensland Regional

Plan for public consultation.

Accelerated and refocused seven

existing regional plans, including the

development of settlement patterns for

Wide Bay Burnett, Central Queensland,

Whitsunday, Hinterland and Mackay.

The Planning Group provides leadership

and collaborates with state agencies, local

governments and other stakeholders to

effectively plan for growth and infrastructure

provision in Queensland, to maintain a high

quality lifestyle and facilitate sustainable

development. The planning output has a

focus to:

undertake strategic regional

planning across Queensland

formulate a statewide planning and

development framework to manage

development, population growth and

subsequent infrastructure priorities

reform planning in Queensland by

improving the Integrated Planning

Act 1997 (IPA) and the Integrated

Development Assessment System

through endorsed recommendations

of the Planning for a Prosperous

Queensland: A reform agenda for

planning and development in the

Smart State. This will ensure it meets

the needs of the community and

stakeholders with enough fl exibility

to manage future challenges

ensure the built form and

settlement patterns are adaptive in

response to climate change, and

are energy and water effi cient.

Released the Queensland

Housing Affordability Strategy

in July 2007, and established

the Urban Land Development

Authority in November 2007.

Finalised the Rural Futures Strategy

for the Wide Bay Burnett region.

Finalised the Social Indicators Report

for the Central Queensland region.

Worked closely with councils to

encourage and facilitate the fi nalising

of outstanding planning schemes

in accordance with the IPA.

Facilitated the whole-of-government

review of proposed amendments to

local government planning schemes

to ensure that state interests will

not be adversely affected.

Developed in partnership with the

local government reform team a

regulation to ensure that all existing

planning schemes and policies

continue to have effect for new local

government areas and are managed

by the amalgamated council.

Commenced the fi rst Environmental

Impact Statement (EIS) under IPA

for the proposed Rocky Springs

master planned community.

Introduced master planning provisions

under IPA to better coordinate land

use planning, infrastructure planning

and infrastructure funding with regard

to the master planned areas declared

by the Minister for Planning.

Planning Group

25GROUP REPORTS

− Developed guidelines for

master planning.

− Created a coordinating agency for the

fi rst declared master planned area.

Partnered with Local Government

Association Queensland (LGAQ)

to deliver training programs

to councillors on IPA.

Released the Smart eDA, commencing

with Redland City Council, to enable

planning professionals to prepare

and lodge development applications.

This will be extended to other

councils and referral agencies and

support Integrated Development

Assessment System (IDAS) tracking.

Worked with the Queensland

Competition Authority (QCA) to

provide an independent review

of local government Infrastructure

Charges Schedules (ICSs).

Facilitated the progression of

12 local government Priority

Infrastructure Plans (PIPs) to the

stage of requiring a QCA review.

Simplifi ed the process for slower

growing local governments

to prepare PIPs.

Worked with 30 slower growing

local governments to advance their

PIPs and Regulated Infrastructure

Charges Schedule (RICS).

Worked with a PIP reference group

and conducted regular meetings with

the LGAQ, state agencies and industry,

to advance infrastructure planning,

charging and delivery in Queensland.

Prepared an evaluation of Stage

1 sustainable housing for the

government’s consideration as

part of the Stage 2 sustainable

housing proposals, which will

also seek a decision on adopting

5-star housing in Queensland.

Introduced a new part of the

Queensland Development Code (QDC)

to save potable water supplies by

mandating that all new commercial

buildings use alternative water sources.

Introduced a part of the QDC to set

clear, minimum fi re safety standards

for new residential care buildings.

Amended the Building Act 1975

to clarify the fi re safety standards

for share accommodation, allow

building surveying technicians to

approve small buildings on behalf

of local governments and require

owners to display their building

certifi cate of classifi cation.

Amended the Plumbing and Drainage

Act 2002 and introduced a new

version of the Queensland Plumbing

and Wastewater Code (QPWC) to

liberalise the use of treated greywater

and allow treated blackwater trials.

Amended the QDC Water Savings

Targets to allow treated greywater as a

new compliance option and amended

the sustainable housing code to require

homes undergoing major renovation

to retrofi t water saving devices.

Completed a public benefi t test

for fi re safety improvements to

existing residential care buildings.

Introduced a new part of the

Queensland Plumbing and Wastewater

Code (QPWC), requiring submetering

of water supplies to all sole

occupancy units in new buildings.

Introduced building and plumbing

consultative groups, which

hold quarterly meetings.

Published 46 building and plumbing

newsfl ashes and new plumbing (treated

greywater and submeters) guidelines.

Conducted statewide training roadshows

about new QDC and QPWC water

saving measures, involving over 2500

plumbers and building practitioners.

Drafted a new QDC for temporary

buildings, and rationalised and

renumbered parts of the QDC.

Expanded the jurisdiction of the

Building and Development Tribunal to

consider disputes about calculating

priority infrastructure charges.

Planned a new prison facility at

Gatton and delivered a site evaluation

for relocating the existing Gatton

Showgrounds. This process involved

using the existing showground site

to accommodate a number of state

government infrastructure requirements.

26

Continued to assist the Yarrabah Shire

Council to develop their statutory

Land Use Management Plan and,

through this pilot project, develop

appropriate templates for small

communities to use when preparing

their Statutory Planning Schemes.

Future developmentsThe Planning Group will continue to lead

and implement statewide initiatives to

ensure well-planned and sustainable

communities by:

Development of a new planning act.

The bill will be introduced into

Parliament early 2009

implementing the Smart eDA solution,

which enables development applications

to be lodged and tracked online, and

progressing arrangements with state

and local government agencies to

achieve connectivity of Smart eDA

continuing to work with local

governments, state agencies and

industry to provide strong support

and training in the development

of PIPs, and to ensure that the

majority of fi rst-round plans are

fi nalised and implemented

continuing to prepare a government

policy position on the management

and administration of dam

catchments (drinking water).

As part of the Queensland

Government’s Housing Affordability

Strategy, the Group will:

− provide an expanded work program

of the Planning and Information

Forecasting Unit with regard to

residential land, dwelling activity

monitoring, residential development

activity and broadhectare studies

− initiate signifi cant improvements—

through the master planning

program—to the existing

development assessment process and

to the planning scheme preparation

processes, in conjunction with local

governments and other stakeholders

to enhance ministerial resolution

and direction powers, in relation to

planning and development, and new

master planning mechanisms. These

mechanisms will provide effective

and streamlined processes for

resolving development, infrastructure

and other state-interest issues, which

will result in an enhanced capacity

to bring appropriate land to market

more quickly, thereby improving

housing availability and affordability

− continue the statewide

implementation of RiskSmart (a

component of the implementation

of Planning Reform). RiskSmart is

an innovative change-management

strategy to maximise the cost

effectiveness of Queensland’s

Integrated Development Assessment

System (IDAS), by signifi cantly

reducing time frames for development

assessment and providing benefi ts to

support the Queensland Government’s

Housing Affordability Strategy

− simplify priority infrastructure

planning and charging, and build

capacity within local government

to meet statutory deadlines for

implementing a PIP with either an

ICS or RICS. Initiatives include

simplifying infrastructure assessment

and reporting processes; supporting

councils to complete their PIPs;

requiring local governments to

advertise and phase in new ICSs;

liaising with councils and the QCA

regarding independent reviews of

local government infrastructure

charges; and establishing a PIP

Reference Group for councils,

the LGAQ and other relevant

stakeholders to exchange ideas and

provide suggestions for improving

infrastructure planning and charging

− implement the fi rst stage of the

expanded jurisdiction of the Building

and Development Tribunals to hear

PIPs charging disputes, and develop

a proposal to expand the tribunals

jurisdiction to hear disputes on

minor planning matters. Bring about

a change to regulation to include

appropriate fees, implementation

of referee training programs,

and the development of new

procedures and training manuals

27GROUP REPORTS

continue to deliver a contemporary

and consistent framework for regional

planning in Queensland, building

on the success of the South East

Queensland Regional Plan, through the

delivery of a new statutory regional

plan for Far North Queensland

continue to develop four new

statutory regional plans for rural

Queensland under the Blueprint

for the Bush initiative

undertake land supply analysis and

developing settlement patterns

for Wide Bay – Burnett, Central

Queensland, and Whitsunday,

Hinterland and Mackay regions

ensure that communities receive

the best outcomes from the sale of

state-owned land by completing strategic

land-use planning projects on time and

to the satisfaction of stakeholders

develop options and strategies to

improve industrial land-use outcomes

and ensure that industrial land does not

encroach upon residential development

and impact on community lifestyles

progress strategic planning projects

of whole-of-government signifi cance,

including managing the community

planning impacts of the Wyaralong

and Traveston Crossing dams

continue to plan and prepare for the

urban renewal/redevelopment of the

Ipswich Regional Centre Strategy,

Ithaca TAFE and City West Urban

Renewal areas. City West will be

a showcase project for the Smart

Cities: rethinking the city centre

report, which was released by the

Smart State Council in May 2007

progress detailed planning for

a combined transport, business

and residential precinct in the

heart of Ipswich, which will help

deliver the Ipswich Integrated

Strategy and Action Plan

continue to provide support to

Belyando Shire Council, through

the Moranbah Growth Management

Group, to develop a high-quality

plan, which ensures that necessary

community infrastructure and

services are available for current

and future residents of Moranbah

deliver more sustainable

housing and building outcomes

through improvements to

building regulations by:

− expanding on the water effi ciency

and light requirements in Stage 1

sustainable housing initiatives

− proposing the adoption of the fi ve

star energy effi ciency provisions

in the Building Code of Australia,

for new houses and units

− providing for the benefi ts of

tropical living styles through their

recognition in Building Codes

− implementing the phase out of

energy ineffi cient electric hot water

systems in gas reticulated areas

− banning restrictive covenants

that prevent owners from

adapting sustainable features

and building designs

− ensuring newly installed air

conditioners meet mandatory

energy effi ciency standards

− amending the QDC to improve

water effi ciency in residential

and commercial buildings

enhance fi re safety standards in

existing residential care buildings by

developing a new residential standard

to assist service providers and owners

partner with the Dalby Regional Council

and the representatives of local mining

interests and the local community to

address urgent growth management

issues and formulate a sustainable

framework for delivering land use,

housing and supporting infrastructure to

the local mining towns and communities

partner with the Whitsunday

Regional Council to address the

urgent growth management issues

driven by the economic prosperity,

tourism opportunities and the

rising international profi le of this

area. In particular, the group will

confi rm the roles of key centres, the

program for infrastructure delivery,

the framework for a sustainable

industrial development at Bowen,

and the vision for the centre of Airlie

Beach and the Shute Harbour area.

28

Infrastructure and Economic

Development Group

The Infrastructure and Economic

Development Group is responsible

for identifying and coordinating

critical infrastructure and industrial

projects, developing land for industrial

purposes, delivering regional water

projects, and coordinating the

signifi cant projects process.

The group, comprising Government

Development Projects, Signifi cant Projects

Coordination, Regional Development,

State Development Areas and the Property

Services Group, is leading whole-of-

government approaches to major project

development, land use and infrastructure

planning, coordination and delivery.

Key achievementsSignifi cant Projects Coordination

Declared 16 projects signifi cant under

section 26 of the State Development

and Public Works Organisation Act 1971,

with a combined capital investment of

almost $17 billion, with the possibility

of generating more than 20 000 new

construction and operational jobs.

Facilitated 38 proposed and committed

projects with a forecast combined

capital investment of almost

$32.37 billion, which could generate

more than 43 350 new construction

and operational jobs in the future.

Completed environmental impact

assessments and issued Coordinator-

General’s Reports for the Abbot Point

Coal Terminal (Stage 3), Central

Queensland Gas Pipeline, Guthalungra

Aquaculture, Hinze Dam Raising,

Jilalan Rail Yard, Northern Pipeline

Interconnector Stage 1, Tarong

Northern Land Ash Emplacement

and Wiggins Island Coal Terminal.

Undertook changes to completed

projects and issued Coordinator-

General Change Reports for Dent

Island Golf Course and Residential

Resort, and Northern Pipeline

Inter-connector Stage 1.

Regional development Produced the Northern Economic

Triangle Infrastructure Plan 2007–

2012 following an extensive public

consultation process with industry

and other key stakeholders. The plan

comprises 120 actions to advance

critical infrastructure and planning

initiatives to maximise the mining,

mineral processing and industrial

development potential of Mount

Isa and Townsville, and develop a

new industrial precinct at Bowen.

Produced the Northern Economic

Triangle Progress Report August

2007 to provide stakeholders with

an outline of key projects advancing

under the Northern Economic

Triangle Infrastructure Plan.

Continued to facilitate the development

of the Surat Basin Railway by a private

sector consortium, which has been

granted an Exclusive Mandate to

develop the project to fi nancial close.

Updated and released the Coal

Infrastructure Program of Actions, which

details the timing and commercial

delivery of infrastructure to meet the

expected growth of the Queensland

coal industry in the 2008–2015 period.

Completed data collection and

phase 1 stakeholder consultation for the

Queensland Coal Infrastructure Strategic

Plan, which details infrastructure

needs for the 2008–28 period.

Produced a shortlist of proponents from

an expression of interest process for

development of the Whitsunday Airport.

Completed environmental and land

use studies for the Inskip Peninsula

Master Plan, which will establish

uses for Inskip Peninsula consistent

with national parks, Indigenous uses

and consolidated residential, tourist

and commercial developments.

Completed a supply and demand

study on coal seam gas water.

Monitored and advised upon the

delivery of the regional water projects

under the Statewide Water Policy

and developed a Program of Works

under the State Development and

Public Works Act 1971 to ensure timely

delivery of the projects within budget.

Completed baseline data collection and

commenced stakeholder consultation

for the Broadwater to Southern Moreton

Bay Marine Infrastructure Master Plan.

29GROUP REPORTS

Queensland coal systems

Port of Abbot Point to Port of Brisbane

30

Government Development Projects Assisted Queensland Health to

develop the proposed Gold Coast

University Hospital through direct

negotiations with all interested and

affected stakeholders, including

Queensland Health, Gold Coast City

Council, Department of Main Roads,

Griffi th University, Parklands Trust

and the Southport Church of Christ.

In particular, assistance is being

provided for land purchase, the

relocation of existing site occupants,

and infrastructure for the precinct

to enable the timely construction

of the new, 750-bed Gold Coast

University Hospital on a site adjacent

to Griffi th University at Southport.

Prepared an Ipswich Regional Centre

Strategy with the Ipswich City Council to

ensure that Ipswich will have a vibrant

city centre that refl ects its important

future status. The strategy identifi es the

future role and function of the Ipswich

City Centre, and highlights 17 projects,

which show the way forward for its

development. The Ipswich Multifunction

Development Project is aimed at

the comprehensive redevelopment

of the Ipswich central area.

Managed the negotiations between

the state government and Brookfi eld

Multiplex for the proposed

North Bank redevelopment.

Produced a summary of the

outcomes of the North Bank Enquiry

By Design process, and placed it

on the departmental website.

State Development Areas Declared three state development

areas, including Stanwell–Gladstone

Infrastructure Corridor, Queensland

Children’s Hospital and Abbot Point,

to make land available for industrial

and hospital developments.

Undertook public consultation into

the proposed extension of the

Gladstone State Development Area

to include parts of Curtis Island

for possible future industry.

Future developments Signifi cant Projects Coordination

Progressing the Aurukun Bauxite and

Alumina Refi nery project to a feasibility

decision by providing signifi cant project

facilitation services to Aluminium

Corporation of China (Chalco).

Coordinating impact assessments and

project facilitation services for projects

that are declared signifi cant under the

State Development and Public Works

Organisation Act 1971, including:

− water supply–related projects

such as Connors River Dam

and Pipeline, Nathan Dam, Emu

Swamp Dam, Gladstone–Fitzroy

Water Pipeline and the Northern

Pipeline Inter-connector Stage 2

− energy-related projects such as

Isa-Link High Voltage Direct Current

Transmission and Linc Energy

Underground Coal Gasifi cation

− coal and related infrastructure

projects such as the ZeroGen Clean

Coal Power Station, New Acland

Coal Mine Stage 3, Wandoan Coal,

Surat Basin Railway, Waratah

Galilee Coal, North Bowen Basin

Coal Growth (BMA) and the

Moura Link–Aldoga Rail Yard

− industrial projects such as the

Fisherman’s Landing Wharf expansion

in Gladstone, the Gladstone Pacifi c

Nickel project and the Aurukun

Bauxite and Alumina Refi nery project

− transport infrastructure projects

such as the Landsborough to

Nambour Railway, Northern

Link and Airport Link

− tourism and residential projects

such as Ella Bay Integrated Resort,

Hummock Island Development,

Northeast Business Park, Shute

Harbour Marina, Townsville

Ocean Terminal and i-METT

(Integrated Motorsport, Education,

Tourism and Technology)

− liquifi ed natural gas projects

including Santos Petronas and BG

Group/Queensland Gas Company

proposals for Curtis Island, Gladstone.

Regional Development Continuing to manage and implement

the 120 actions of the Northern

Economic Triangle Infrastructure

Plan 2007–2012, with a focus on

identifying collaborative solutions

for providing critical infrastructure to

31GROUP REPORTS

support mining and mineral processing,

and industrial development in North

and North West Queensland.

Continuing to facilitate delivery

of, and oversee business case

development for, the regional water

projects outlined in the Statewide

Water Policy and Program of Works.

Facilitating and progressing the

development of agricultural and

industrial precincts associated with the

Fitzroy Industry and Infrastructure Study.

Developing and releasing the Coal

Infrastructure Strategic Plan as a

medium to long-term plan for the

provision of infrastructure required

to meet the needs of the Queensland

coal industry over the next 20 years.

Continuing to monitor the

implementation of the Coal

Infrastructure Program of Actions.

Continuing to facilitate the Surat Basin

Railway and address policy issues.

Completing the preparation of the

Inskip Peninsula Master Plan and

Broadwater to Southern Moreton Bay

Marine Infrastructure Master Plan.

Completing the expression of interest

process and identifying a preferred

proponent for aviation infrastructure

upgrades in the Whitsunday region.

Continuing to lead policy

development regarding the benefi cial

use of coal seam gas water.

cruise/military terminal and wharf, an

associated integrated residential and

commercial development, a commercial

marina with facilities for super yachts,

and waterfront open space accessible

to the public. The project is anticipated

to commence in December 2008 with

the construction of a temporary bridge

across the Ross River, followed by

required bunding and sea walling.

Continuing to facilitate the Yeerongpilly

Landing Development project, which

involves redeveloping the 14 hectare

Animal Research Institute site at

Yeerongpilly. It directly adjoins and

is east of the Tennyson Riverside

Development, which includes the

State Tennis Centre. Following a two-

stage competitive bidding process,

a preferred developer is expected

to be announced in late 2008.

State Development Areas Managing the continuing

development of the Queensland

Children’s Hospital project.

Finalising the proposed extension of

Gladstone State Development Area

to include parts of Curtis Island.

Undertaking land use planning and

related studies for existing and

proposed state development areas.

Continuing to liaise with prospective

users of the Stanwell–Gladstone

Infrastructure Corridor.

Government Development Projects Continuing to facilitate and progress

the Gold Coast Marine Development

project. On 30 April 2008, the

government short-listed three bidders

for the Northern Development Area

and three bidders for the Southern

Development Area for the Gold Coast

Marine Development project. The short-

listed bidders will be invited to prepare

detailed proposals, with a preferred

proponent for the two development

areas to be announced in early 2009.

Facilitating the construction of the

Gold Coast University Hospital. A new,

750-bed, tertiary and teaching hospital

adjacent to Griffi th University, Gold

Coast, is anticipated to commence on

1 September 2008 with early earth

works. The hospital is expected to

be completed by the end of 2012.

Undertaking a two-stage competitive

process (subject to the fi ndings of the

business case) to deliver the Ipswich

Multifunction Development Project.

A preferred developer is expected

to be selected by late 2009.

Continuing negotiations with Brookfi eld

Multiplex as the preferred developer

on a new concept design for North

Bank, following the Enquiry By

Design process held in June 2008.

This is expected to be provided to

the government in late 2008.

Continuing to facilitate the Townsville

Ocean Terminal project, valued at over

$1 billion, and consisting of a dedicated

32

Property Services Group

(commercialised business unit)

The Property Services Group (PSG), through

the Industry Location Scheme, delivers a

range of property related services aimed at

encouraging the location and expansion of

industry in Queensland. Essentially, PSG

holds land for the purpose of ensuring

that business and industry have access to

suitable sites at competitive prices.

PSG commenced operations as a

commercialised business unit on

1 January 1998 to deliver a range of services

provided through the administration of

the Industrial Development Act 1963.

By means of the Estates Construction

Fund, PSG provides funding for both

property related and other industry

projects that contribute to the economic

development of Queensland.

The industry support mechanisms are

delivered by a number of divisions within

the Department of Infrastructure and

Planning and the Department of Tourism,

Regional Development and Industry.

Key achievements Sold 53 industrial sites throughout

Queensland in the 2007–08 period,

valued at approximately $98.1 million.

Proponents of projects located on

this land expect to collectively create

approximately 490 new jobs and

$213 million in capital investment.

Land development Completed the construction of the

73-lot fi rst stage of the Sunshine Coast

Industrial Park, Caloundra. This major

development is designed to meet the

demand for high-quality industrial

land in the Sunshine Coast region.

Completed the construction of the

37-lot fi nal stage of the Woree

Business and Industry Park.

Commenced construction of

the 12-lot extension to the

Yandina Industrial Estate.

Obtained development approval

for the fi rst stage of the Coolum

Industrial Estate, the fi nal stage of

the South Mackay Industrial Estate,

the sixth stage of the Crestmead

Industrial Estate, and the sixth stage

of the Bohle Industrial Estate.

Lodged a development application for

the Nordale Industrial Estate, Mount Isa.

Land purchases Acquired a further seven hectares of

land at Yarwun for expansion of the

Gladstone State Development Area.

Entered into the Mount Isa

Industrial Estate Indigenous Land

Use Agreement with the Kalkadoon

People to secure land at Mica

Creek, Nordale and Kalkadoon for

future industrial development.

Future developments Targeting the sale of 30 industrial

sites throughout Queensland,

valued at $76.9 million, which will

generate an estimated 550 jobs and

create an estimated $170 million

in capital investment through

improvements on the sites.

Acquiring strategic parcels of land

for future industrial development.

Completing the construction of

roadworks and service infrastructure

for the 12-lot extension to the

Yandina Industrial Estate.

Completing the design and

construction of the fi rst stage of

the Coolum Industrial Estate, sixth

stage of the Crestmead Industrial

Estate, sixth stage of the Bohle

Industrial Estate and fi nal stage of

the South Mackay Industrial Estate.

33GROUP REPORTS

Infrastructure Delivery Group

The Infrastructure Delivery Group

provides the central coordination role in

delivering the South East Queensland

Water Grid (SEQ Water Grid), the Airport

Link road project, pipe procurement for

the water grid, and land acquisition for

the projects. A number of Corporations

Act entities, known as special purpose

vehicles, have been established to

provide governance, management and

delivery of major projects namely:

Western Corridor Recycled

Water Project (Western Corridor

Recycled Water Pty Ltd)

Southern Regional Water Pipeline,

Northern and Eastern Pipeline

Interconnectors (LinkWater)

Traveston Crossing Dam, Wyaralong

Dam, Cedar Grove Weir, Bromelton

Offstream Storage (Queensland

Water Infrastructure)

South East Queensland Desalination

Plant (SureSmart Water)

Airport Link toll road (City North

Infrastructure Pty Ltd).

The SEQ Water Grid will provide a network

of two-way pipelines to connect existing

and proposed major bulk water supplies

in the region. It will transport water from

areas of water surplus to areas that face

a shortfall. The water grid will be largely

complete by the end of the 2008 and

will ensure better management of water

supplies in drought by moving away from

the region’s reliance on traditional sources

of water and diversifying supply to include

climate-independent and climate-resilient

water supplies.

The SEQ Water Grid is the largest urban

drought response in Australia and will

secure the long-term water supply

requirements for Australia’s fastest

growing region.

Airport Link is a predominantly underground

toll road to connect Brisbane’s northern

arterials of Gympie Road at Kedron, and

Sandgate Road and the East-West Arterial

at Toombul to the Inner City Bypass, and

the proposed North-South Tunnel at Bowen

Hills. In May 2008, BrisConnections was

named as the preferred bidder to build the

largest single-road infrastructure project

ever undertaken in Australia.

Also included as part of BrisConnections’

successful bid is the construction

of the Northern Busway from

Windsor to Kedron and the Brisbane

Airport roundabout upgrade.

Pipe Procurement was a specialised unit

set up to deliver the specifi ed quality and

quantity of pipe and fi ttings to each water

grid project to meet their construction

schedules in line with the SEQ Water Grid

priorities. It has delivered 95 per cent of

the pipe required for the SEQ Water Grid.

This is a signifi cant achievement and has

been an integral element in completing the

water grid on time and on budget.

The Land Acquisition division is responsible

for the acquisition of all land required by

the Coordinator-General for the purposes

of the State Development and Public

Works Organisational Act 1971, whether

by negotiated purchase or compulsory

acquisition. The Land Acquisition division

is also responsible for purchasing all

land for the Department of Infrastructure

and Planning, with the exception of land

required for the development of industrial

estates under the Industrial Development

Act 1963.

The Land Acquisition division has played a

key role in securing land and infrastructure

corridors for the SEQ Water Grid and other

key infrastructure initiatives, including

the development and expansion of state

development areas.

Key achievements Completed construction of the

Bromelton Offstream Storage nine

months ahead of schedule in June

2008. Final commissioning remains

on track for the end of July 2008.

Completed construction and

commissioning of the Cedar

Grove Weir. The weir and the fi sh

lock are now operational.

Continued the design, construction

and operation of the Western

34

Future developmentsPlanning, coordinating and delivering key

infrastructure for economic, environmental

and social development in Queensland

including:

fi nalising the construction and

operation of the Western Corridor

Recycled Water Project, the largest

recycled water project in the southern

hemisphere, including developing three

advanced water treatment plants and

completing the laying of approximately

200 kilometres of pipeline

completing water grid projects,

including the Gold Coast Desalination

Project, Northern Pipeline

Interconnector Stage 1 (Morayfi eld

to Landers Shute), Eastern Pipeline

Interconnector and Southern Regional

Water Pipeline, which are on track

for completion by December 2008

commencing construction of the Airport

Link toll road project, through the

proponent BrisConnections, subject to

fi nancial close, expected August 2008

fi nalising environmental impact

assessment processes for the Traveston

Crossing and Wyaralong Dam projects

acquiring the land required by the

Coordinator-General for the purposes

of the State Development and Public

Works Organisation Act 1971 to

support delivery of key infrastructure.

Corridor Recycled Water Project, the

largest recycled water project in the

southern hemisphere, including the

development of three advanced water

treatment plants and approximately

200 kilometres of pipeline.

Announced the preferred bidder

to build Airport Link, the Northern

Busway and the Brisbane Airport

roundabout upgrade, which is the

largest road infrastructure project

ever undertaken in Australia.

Continued the protection of preferred

transport corridors, including the

Kholo Creek Hardrock Haulage Route

and the Narangba Haulage Routes.

Continued to construct and deliver the

SEQ Water Grid on time and on budget

to meet the regulated completion

dates at the end of 2008. This is the

largest urban drought response in

Australia, and these initiatives will help

secure water supply for South East

Queensland now and in the future.

Progressed the Coordinator-

General’s assessment of the EIS

processes for the proposed Traveston

Crossing and Wyaralong Dams.

Secured 95 per cent of the approximate

450 kilometres of pipe and fi ttings

required for the SEQ Water Grid.

Secured the access to land and

corridors required to support the

delivery of the SEQ Water Grid.

The water grid is already delivering recycled

water to Swanbank and Tarong power

stations, which means that water will

stay in Wivenhoe Dam rather than being

pumped to the power stations.

By the end of 2008, construction of the

following projects will be complete:

Western Corridor Recycled Water Project

Gold Coast Desalination Project

Southern Regional Water Pipeline

Northern Pipeline Interconnector Stage 1

Eastern Pipeline Interconnector.

More than 4000 people have worked to

deliver the South East Queensland Water Grid.

35GROUP REPORTS

The Strategy and Governance Group,

comprising Strategic Policy, Strategic

Infrastructure Procurement, Program

Management, Organisational Capability,

Financial Asset Management and Executive

and Communication Services, provides

whole of government infrastructure and

planning policy and coordination support

and enables the department to deliver on its

strategic goals and operational objectives.

This group is responsible for a diverse range

of functions, including coordinating and

monitoring the implementation of the South

East Queensland Infrastructure Plan and

Program 2007–2026 (SEQIPP), providing

internal corporate and executive support,

external departmental communications, and

marketing and leadership to government

agencies and local authorities in policy

and feasibility implications of signifi cant

infrastructure projects.

Key achievements Initiated the development of a new

information and communications

technology (ICT) network in partnership

with CITEC as an early adopter of

the Service Delivery Performance

Commission’s recommendations for

centralised support of Queensland

Government ICT infrastructure.

Negotiated a two year contract for

provision of outsourced support for

Managed Desktop Services by Datacom

Systems (Qld) Pty Ltd as the result of a

competitive Request for Offer process.

Strategy and Governance Group

Developed a learning and development

program to support continuing

improvement in people management in

an environment of growth and change

and to build organisational capability.

Led the organisational arrangements

to establish the department after its

inception in September 2007, including

developing a new organisational

structure and transitioning

employees to that new structure.

Led the development of robust

corporate services frameworks,

plans, policies and procedures

across the functions of fi nancial

management, human resources,

asset management, procurement,

ICT and performance management.

Developed the department’s

Strategic Plan 2008–2012 and

supporting plans (e.g. Asset Strategic

Plan) that ensure linkage to the

department’s strategic direction.

Developed and implemented a

Corporate Governance Framework.

Negotiated new and interim

accommodation lease arrangements

to achieve better effi ciencies and

effectiveness in service delivery.

Developed the ClimateSmart Fleet

Implementation Plan, which will greatly

reduce carbon dioxide emissions

from the department’s vehicle fl eet.

Developed and implemented new

internet and intranet sites to replace

the previous multiple departmental

and business unit sites.

Established the executive services and

Cabinet functions in the department

and supporting frameworks,

policies and procedures.

Developed a plan for introduction

of a single electronic Document and

Records Management System (eDRMS)

to replace the three in place at the time

of machinery-of-government changes

Provided complex legal advice to

the Coordinator-General and the

Director-General in the environment

of a new department and a record

infrastructure-delivery program.

Completed the Queensland Input

Submission to the Council of

Australian Governments (COAG)

National Infrastructure Audit.

Supported Queensland’s interests in

the COAG Infrastructure Working Group

in establishing Infrastructure Australia

and its work program for 2008–09

Received a Premier’s award for

Excellence in Public Sector Management

(Innovation and Creativity), recognising

the work in facilitating the South

East Queensland Infrastructure Plan

and Program 2007–2026 (SEQIPP).

36

Developed and piloted a Gateway

Review Process for use by the

Queensland Government for major

and critical infrastructure projects.

Coordinated a major review of the

SEQIPP.

Developed a governance framework

for Special Purpose Vehicles.

Represented the Queensland

Government on the COAG working

group, assisting Infrastructure Australia

to develop national Public Private

Partnership (PPP) guidelines.

Played the leading role in developing

a new funding model for PPPs that

uses public sector debt (the Supported

Debt Model), which is being trialled

in the SEQ Schools PPP Project.

Worked in collaboration with other

Queensland Government agencies

developing PPP business cases for

major projects (e.g. Sunshine Coast

Hospital project, Queensland Children’s

Hospital, Gold Coast University Hospital

and Gold Coast Rapid Transit).

Played a leading role in continued

Exclusive Mandate negotiations

with the Kyoritsu Korea Consortium

to develop new education and

student accommodation facilities

at the Ridgeway Avenue Campus of

the Gold Cost Institute of TAFE.

Future developments Transition departmental ICT resources

from existing disparate support

networks to enable consolidation

and maximise effectiveness of the

new ICT network hosted by CITEC.

Develop an ethics and integrity

behaviour framework and supporting

policies and tools, and implement

across the department (e.g. online

code of conduct module).

Develop and implement innovative

recruitment initiatives to meet increased

demand for specialised/skilled

resources in a tight labour market.

Develop and implement a departmental

Workforce Plan supported by

contemporary workforce planning

principles and data to deliver improved

workforce management outcomes.

Implement an integrated approach

to corporate governance to inform

better decision making and

use of resources while meeting

legislative and other obligations.

Develop and implement leadership

and management development

programs and initiatives underpinned

by effective performance and

learning plans for staff.

Finalise and implement the

accommodation strategy for the

department, including proposals to

locate the Brisbane CBD service delivery

arms of the department in one building

with dedicated public access areas.

Implement the whole-of-government

Travel Management System to achieve

further savings and effi ciencies.

Provide ongoing training and

consultancy support in a range of

corporate and executive services to

departmental managers and staff.

Implement stage 1 of the eDRMS

project and plan and commence

implementation of stage 2 of the

project to ensure the department

meets its accountability and records-

management requirements.

Establish a whole-of-department

framework for the delivery of

legal advice and services.

Deliver a departmental intranet

and develop internet and records-

keeping functions to support

emerging whole-of-government

right-to-information priorities.

Advance the state’s interests in the

Australian Government’s new funding

arrangement for infrastructure, including

the COAG National Infrastructure

Audit and Infrastructure Priority List.

Advance the portfolio’s planning,

building, and development interests in

the development and implementation

of the Australian Government’s Carbon

Pollution Reduction Scheme.

37GROUP REPORTS

Design and implement an enhanced

strategic policy capacity and capability

to advance the department’s whole-

of-government leadership role in

infrastructure and planning policy,

including strategic infrastructure

procurement advice and infrastructure

program management.

Expand the program management

information system (ProMIS) to include

selected regionally signifi cant projects

so as to provide a statewide view of

infrastructure spending and delivery.

Undertake Gateway Reviews for up

to 20 infrastructure projects in SEQ.

Link the Project Assurance Framework,

Value for Money Guidelines, Gateway

Review Process and other relevant,

whole-of-government guidelines into

one seamless project framework for

the Queensland Government, the

Queensland Project Framework.

Review the outcomes of using the

Supported Debt Model in the SEQ

Schools PPP Project with the view to

possible use in other PPP projects.

Work with Queensland Treasury and the

Department of Public Works to develop

a potential pipeline of PPP projects

from the 2008–09 state budget.

Implement a whole-of-government

alliance contracting framework

and guidelines document.

Finalise a number of signifi cant

PPP matters, subject to government

approval, in collaboration with other

Queensland Government agencies

(e.g. Sunshine Coast Hospital and

Gold Coast Rapid Transit project

to the PPP procurement stage).

38PERFORMANCE REPORTS

Performance reports

39PERFORMANCE REPORTS

Infrastructure and economic development

OBJECTIVES

The core business of this output

is to attract, facilitate and assist

in timely delivery of projects

and related infrastructure

in Queensland. The output

delivers benefi ts for proponents

investing in major resource,

industry and tourism projects

by streamlining approvals and

management processes. Services

delivered by this output aim to:

promote state and regional

economic development

through planning and

coordination of the provision

of critical infrastructure

promote industrial development

by facilitating the development

of industrial land and multi-

user infrastructure corridors

determine the feasibility

of new large industry and

major economic development

opportunities in Queensland,

particularly on designated state

development areas (SDAs)

manage the implementation

of signifi cant government

projects effi ciently.

PRIORITIES STRATEGIES

Identifi cation and coordination of critical government

infrastructure and industrial projects

Plan, coordinate and deliver

key infrastructure for economic,

environmental and social

development in Queensland

Apply the government’s value for money and/or project

assurance frameworks to the assessment of major infrastructure

projects, assessing their potential as Public Private Partnerships

Coordinate with key stakeholders to develop coal infrastructure

Develop and implement key strategic regional infrastructure plans

Facilitate major private sector

and public projects

Plan, secure and manage land

supply for urban, industrial and

economic development

Environmental impact assessments are processed, approvals

are obtained and infrastructure requirements are managed to

deliver best results for Queensland

Ensure land and infrastructure development and planning

occurs in strategic locations to support state industrial

development

Deliver government strategic land and infrastructure projects

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Area of land secured for

economic development

Land is secured when it is

either defi ned as land identifi ed

by the Coordinator-General

and protected for industrial

purposes in local government

planning schemes or acquired

by the government for future

economic development.

Industrial land requirements

throughout Queensland are

identifi ed by the department

through its Industrial Land

Planning Program with

purchases funded by the

Estates Construction Fund.

The 2007–08 target of 4000 ha included the

anticipation declaration of 3000 ha in the

Bromelton SDA in the Moreton statistical division.

The declaration was slightly delayed and will

now be included in the 2008–09 target.

The 250 ha secured during the year was in

Cairns and has been included in the Draft

Far North Queensland Regional Plan.

As well as the Bromelton land, more land is

scheduled to be secured at Cairns, Mackay,

Gympie and Amberley in 2008–09.

4000 ha 250 ha 3430 ha

Number of major

projects coordinated—

proposed projects

A proposed project is one where

signifi cant detail has been

provided to allow commercial

evaluation and commencement

of impact assessment. A project

is regarded as proposed

after the lodgement of an

initial advice statement.

The high number of proposed projects during

2007–08 was due to the positive economic climate,

particularly in the resource sector, resulting in

a number of infrastructure projects (water, rail,

coal) being proposed. This continued positive

economic climate for the resource sector has

resulted in elevated targets for 2008–09.

20 47 33

40

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Number of major

projects coordinated—

committed projects

A committed project is one where

the proponent has assessed

the proposal as commercially

viable and is able to set a

timetable of signifi cant events,

which would include start of

construction and operations.

While committed projects did not reach the target

of 14 in 2007–08, the level of activity nevertheless

indicated a general strength within the economy. An

example of some of the committed projects included

Abbot Point Coal Terminal Stage 3 expansion,

Central Queensland Gas Pipeline, Jilalan Rail Yard,

Northern Pipeline Interconnector, Wiggins Coal

Terminal, Tarong Northern Land Ash Emplacement,

and the Brisbane Airport Parallel Runway.

14 12 19

Estimated capital

value of major

projects coordinated—

proposed projects

As proposed projects are

identifi ed and recorded by the

department, their specifi cations

including the estimated capital

value of the total projects

are recorded from the details

provided by the proponent.

The target was exceeded due to the higher than

anticipated number of proposed projects, many

of which were delivered by the activity in the

resource sector. The department’s Signifi cant

Projects Coordination branch managed 30

of the total 47 proposed projects. These 30

projects at $27.62B accounted for most of the

total estimated capital value of all proposed

projects managed during the year at $34.45B.

$10.8B $34.45B $22.46B

Estimated capital

value of major

projects coordinated—

committed projects

As projects move to the

committed phase and

additional information is

provided by the proponent,

their specifi cations including

the estimated capital value of

the total project is recorded.

As for proposed projects, the department’s

Signifi cant Projects Coordination branch was

again responsible for coordinating the committed

projects, which contributed most to the total

estimated capital value. Signifi cant Projects

Coordination branch projects for 2007–08

accounted for $4.75B in estimated capital value.

$10.23B $7.75B $12.93B

Number of economic

development

infrastructure and major

land use planning

projects being developed

This measure refers to major

policy and planning work relating

to infrastructure development

in any of the forms such as

consultancy studies, policy

position papers, master plans,

or Cabinet submissions.

The result of 38 is less than the estimated target

of 50 due to an error in setting the original target.

This error involved the inclusion of nine SEQ Water

Grid projects in the target, when these projects

had already moved beyond the ‘being developed’

stage to the ‘committed’ stage. After allowing for

this error the revised target for 2007–08 was 41.

Achievements associated with this measure included

progressing the Bowen Abbot Point Industrial Land

and Infrastructure Concept Plan, Stanwell–Gladstone

Infrastructure Corridor State Development Area

and consultation on the Bromelton SDA.

Original target of 50 revised to 41

38 44

Number of major private

sector infrastructure

project proposals being

evaluated or facilitated

This measure identifi es

infrastructure projects either

within government or brought

to government by the private

sector for evaluation as to

the project’s suitability for

development (e.g. design,

construction, operation), wholly

or in part by the private sector.

Nineteen projects evaluated or facilitated refl ected

the strong nature of the economy. Examples of

departmental input in advancing these projects

included the preparation of the Gold Coast University

Hospital Master Plan and business case, assisting

Department of Education, Training and the Arts to

develop a value for money business case for the

Public Private Partnership delivery of new schools in

South East Queensland, and assisting Queensland

Health with the Public Private Partnership business

case for the new Sunshine Coast Hospital.

20 19 20

Percentage of satisfaction

ratings greater than or

equal to 3 (on a 1 to 5

scale) with infrastructure

planning services

This is a measure of stakeholder

satisfaction with the facilitation

and delivery of infrastructure

services as provided by the

department. Stakeholders

include state agencies and

private sector clients, with

satisfaction of services being

determined by our timeliness, our

accessibility and responsiveness,

and our effectiveness in

delivering required outcomes.

Feedback from clients during the year confi rmed

the department’s services were well regarded.

90% 90% 90%

41

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Estimated number

of jobs generated—

proposed projects

This measure reports the total

of all peak construction and

ongoing operational jobs per

year generated by proposed

projects as registered at the

end of the fi nancial year.

At 47 the number of proposed projects well

exceeded the target of 20. So too the number

of estimated jobs these projects will generate

being 47 510 well exceeds the target of 9600.

A signifi cant increase in proposed infrastructure

projects in the resource sector (water, rail,

coal), was the major cause for the increase.

9600 47 510 18 310

Estimated number

of jobs generated—

committed projects

This measure reports the

total of all peak construction

and ongoing operational

jobs per year generated by

committed projects as at the

end of the fi nancial year.

As at the end of the 2007–08 fi nancial year

there were 12 committed projects registered,

which collectively will generate 13 524 jobs.

The target for next year at 24 006 jobs

is based on 19 projects advancing to the

committed stage by 30 June 2009.

13 148 13 524 24 006

Percentage of

committed major

projects on schedule

to agreed milestones

This measure assists in

monitoring the effectiveness of

the department’s interventions

in progressing major projects.

The target of 78%indicated that 11 of 14 projects

were expected to be on schedule against set

milestones at the end of 2007–08. The achievement

of 83% represents 10 of 12 committed projects

being on schedule at 30 June 2008. These projects

include the Abbot Point Coal Terminal—Stage

3, Central Queensland Gas Pipeline, Jilalan Rail

Yard, and Wiggins Island Coal Terminal.

78% 83% 89%

Percentage of area of land

secured for economic

development located in

regional Queensland

The defi nition of land located

in regional Queensland is land

located outside the Brisbane

statistical division. Understanding

the split of land secured

for economic development

between SEQ and regional

Queensland assists in keeping

a balance, which is consistent

with the department’s policy

for the identifi cation and

securing of industrial land

The total land secured during 2007–08 was

250 ha in Cairns. For 2008–09 it is estimated

that 3430 ha will be secured, all of which is

scheduled for outside the Brisbane statistical

division. This includes land at Cairns,

Bromelton, Mackay, Gympie and Amberley.

100% 100% 100%

Percentage of major land

use planning projects

and studies located in

regional Queensland

This measure refers to major

policy and planning work relating

to infrastructure development

in any of the forms such as

consultancy studies, policy

position papers, master plans,

or Cabinet submissions.

Understanding the split of

such projects between SEQ

and regional Queensland

assists in keeping a balance

that is consistent with the

department’s policy for

facilitating future development.

During 2007–08 major land use planning projects

in regional Queensland included Inskip Peninsula

Master Plan, Hook Island Resort, Bowen Abbot

Point Industrial Land and Infrastructure Concept

Plan, Stanwell–Gladstone Infrastructure Corridor

and State Development Area. It also included

the planning of Industrial Land Demand and

Supply for Far North Queensland, Cairns, Gympie,

Sarina, Townsville and Whitsunday areas.

79% 82% 82%

Percentage of estimated

number of jobs

generated by (committed)

projects located in

regional Queensland

This measure reports the total

peak construction and ongoing

operational jobs per year

generated by committed projects

located in regional Queensland as

at the end of the fi nancial year.

As at 30 June 2008 a total of 12 committed projects

across Queensland are estimated to generate 13 524

jobs, of which 8367 will be in regional Queensland.

A strong infrastructure program across Queensland

will result in an estimated 19 committed projects as

at 30 June 2009, which have the potential to generate

more than 24 000 jobs, of which 17 657 (or 74 per

cent) are estimated to be in regional Queensland.

78% 62% 74%

PERFORMANCE REPORTS

42

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Number of major

projects coordinated—

proposed projects

A proposed project is one where

signifi cant detail has been

provided to allow commercial

evaluation and commencement

of impact assessment. A project

is regarded as ‘proposed’

after the lodgment of an

initial advice statement.

The Toowoomba to Wivenhoe Pipeline Project was

registered as a proposed project during the year.

0 1 1

Number of major

projects coordinated—

committed projects

A committed project is one where

the proponent has assessed

the proposal as commercially

viable and is able to set a

timetable of signifi cant events,

which would include start of

construction and operations.

The 12 committed projects registered at 30 June

2008 were the Airport Link, Airport Roundabout

Upgrade, Northern Busway projects and nine

SEQ Water Grid Projects. These nine projects

included the Traveston Crossing Dam, Wyaralong

Dam, Western Corridor Recycled Water Project,

Southern Region and Water Pipeline, Northern

pipeline inter-connector, Eastern Pipeline Inter-

connector, Gold Coast Desalination Plant, Bromelton

Off-stream Storage, and Cedar Grove Weir.

10 12 10

Estimated capital

value of major

projects coordinated—

proposed projects

As proposed projects are

identifi ed and recorded by the

department, their specifi cations

including the estimated capital

value of the total project is

recorded from the details

provided by the proponent.

The Toowoomba to Wivenhoe Pipeline Project

was registered as a proposed project during

2007–08 with an initial estimated capital value

of $0.02B. For 2008–09 this fi gure is reassessed

to $0.17B refl ecting the project’s progress.

$0 $0.02B $0.17B

Estimated capital

value of major

projects coordinated—

committed projects

As projects move to the

committed phase and additional

information is provided

by the proponent, their

specifi cations including the

estimated capital value of the

total project are recorded.

The $7.56B of capital value in 2007–08

represents $7.47B capital value associated

with the nine SEQ Water Grid projects and

$0.09B for the Airport Link, Northern Busway

and Airport Roundabout Upgrade projects.

In 2008–09 it is expected capital value will

increase for the Airport Link to $2.6B, while

capital value will remain high at $7.12B for the

seven continuing SEQ Water Grid projects.

$7.7B $7.56B $9.72B

Infrastructure delivery

OBJECTIVES

The focus of this output is to provide the central infrastructure

delivery coordination role for the South East Queensland Water

Grid and the Airport Link, manage procurement and required

pipeline materials, and secure necessary land acquisitions.

A number of Corporations Act entities referred to as Special

Purpose Vehicles have been established to provide rigorous

governance and management in the delivery of this major

infrastructure program. The collective objectives of these entities

are the major focus of this output. These entities include:

Western Corridor Recycled Water Project

(Western Corridor Recycled Water Pty Ltd)

Southern Regional Water Pipeline, Northern and

Eastern Pipeline Interconnectors (Link Water)

South East Queensland Desalination Plant (SureSmart Water)

Airport Link toll road (City North Infrastructure Pty Ltd).

PRIORITIES STRATEGIES

Plan, coordinate and deliver

key infrastructure for economic,

environmental and social

development in Queensland Plan and deliver key water

infrastructure to meet the future

requirements of Queensland

43

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Number of private

sector infrastructure

project proposals being

evaluated or facilitated

This measure identifi es

infrastructure projects either

in government or brought to

government by the private

sector for evaluation as to

the project’s suitability for

development (e.g. design,

construction, operation), wholly,

or in part, by the private sector.

The project reported under this measure is the

Toowoomba to Wivenhoe Pipeline project.

1 1 1

Estimated number

of jobs generated—

proposed projects

This measure reports the

total of all peak construction

and ongoing operational

jobs per year generated by

proposed projects as at the

end of the fi nancial year.

Thirty-fi ve was the initial estimate of jobs to be

generated by the early phase of the Toowoomba

to Wivenhoe Pipeline project. For 2008–09 it is

expected this project will generate 100 jobs.

0 35 100

Estimated number

of jobs generated—

committed projects

This measure reports the

total peak construction

and ongoing operational

jobs per year generated by

committed projects as at the

end of the fi nancial year.

The nine SEQ Water Grid projects were estimated

to generate 4513 jobs at 30 June 2008. No jobs

were estimated at 30 June 2008 for the committed

Airport Link, Airport Roundabout Upgrade and

Northern Busway projects due to a rescheduling

of these projects to start in 2008–09.

In 2008–09 the number of committed projects

will reduce from 12 to 10 due to two of the SEQ

Water Grid projects concluding. These 10 projects

are estimated to generate 4851 jobs in 2008–09

(2150 generated by the Airport Link and Northern

Busway and 2701 generated by the SEQ Water Grid

projects). The two SEQ Water Grid projects that

concluded in 2007–08 were the Bromelton Off-

stream Storage and Cedar Grove Weir projects.

5852 4513 4851

Percentage of

committed major

projects on schedule

to agreed milestones

This measure assists in

monitoring the effectiveness of

the department’s interventions

in progressing major projects.

Progress against set time frames for all 12 committed

projects remained on schedule for 2007–08.

100% 100% 100%

Percentage of estimated

number of jobs

generated by (committed)

projects located in

regional Queensland.

This measure records the

number of jobs associated

with committed projects

located in regional Queensland,

with regional Queensland

defi ned as outside the

Brisbane metropolitan area.

Fifty-two per cent represents 2387 jobs generated

in regional Queensland (outside the Brisbane

metropolitan area) by the SEQ Water Grid projects.

Five projects were wholly outside Brisbane

metropolitan area, and two were partially outside.

63% 52% 55%

PERFORMANCE REPORTS

44

Property services group

OBJECTIVES

Through management of the Industrial Location Scheme

and the Estates Construction Fund, this output delivers on

the objective of infl uencing the growth and sustainability

of economic development across the state.

The focus of services delivered is to encourage the location and

expansion of business and industry in Queensland. Delivery

of this output within the department is the responsibility

of the Property Services Group, a commercialised business

unit, which commenced operation in January 1998.

PRIORITIES STRATEGIES

Plan, secure and manage land

supply for urban, industrial

and economic development

Ensure land and infrastructure

development and planning occur

in strategic locations to support

state industrial development

Deliver government strategic

land and infrastructure projects

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Value of land sale

settlements

The value of land sale

settlements provides an

indication of the overall

effi ciency of the Industrial Land

Capital Acquisition program.

Exceeding the target by $27M refl ects increased

demand for new land lots particularly within

Lytton and Clinton Industrial Estates and Synergy

Park at Carole Park. Increasing land prices have

also attributed to the target being exceeded.

The 2008–09 target of $76.9M represents only

a slight increase over the previous year’s target.

This is due to an expected softening of demand

for industrial sites as the market adjusts to the

tightening credit market and substantial rises

in land values over the past few years.

$71.1M $98.1M $76.9M

Number of new land

lots developed and

buildings constructed

This performance measure is

a count of the number of new

land lots resulting from the

development and subdivision of

land into appropriately zoned,

fully serviced industrial sites

as well as the number of new

factory buildings constructed and

able to be occupied by industry.

The target was exceeded due to the early

completion of 37 new land lots within the

Woree Business and Industry Park at Cairns.

The 2008–09 estimated target of 99 new industrial

sites will see much needed industrial land

development occur across the state. Of the schedule

99 lots for 2008-09, 35 lots are in the Coolum

Industrial Estate, 19 lots are in the Crestmead

Industrial Estate, 11 lots are in the South Mackay

Industrial Estate, 11 lots are in the Nordale Industrial

Estate, 7 lots are in the Clinton Industrial Estate,

and 4 lots are in the Coomera Government Precinct.

89 115 99

Number of land leases

administered

Refers to land leases that

are administered by the

department’s Property Services

Group. Leases may be of

freehold and leasehold land.

Sound economic conditions ensured

the number of applications for leases

was close to the 2007–08 target.

However, the 2008–09 target has been revised

down as it is expected lessees will be less

likely to undertake the additional expenditure

to convert leasehold land to freehold tenure

in the changing fi nancial climate.

155 148 140

Number of land

properties acquired

The number of land properties

acquired includes freehold and

leasehold land. This measure

assists in the monitoring of

the department’s progress in

achieving the targets of the

Land Capital Acquisition Plan.

Three of the four scheduled acquisitions for

2007–08 were not achieved. This was due to

unsuccessful contract negotiations for a parcel in

Mackay, a delay with fi nalising a parcel at Amberley

for future development as part of the Amberley

Aerospace Park, and diffi culty in negotiating the

purchase of land in Far North Queensland at

an acceptable market level. The delay with the

Amberley land was caused by the Department of

Defence being unable to commit at the time.

In 2008–09 the acquisition schedule includes land in

SEQ, Gladstone, Rockhampton and North Queensland.

4 1 4

45

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Estimated number

of jobs generated

through successful land

sale applications

The number of jobs generated is

recorded based on the estimate

by applicants of business start-

up and subsequent ongoing

business activity. Applicants are

required to provide estimates of

outcomes to be achieved with

respect to the jobs generated

as a result of the purchase/

lease of industrial sites.

Achievement of 490 jobs resulted from a changed

market demand for industrial land. The number

of land sale settlements totalled 53 against

the estimate of 40 for the year. This resulted in

more jobs than expected being generated.

For 2008–09 the target of 550 jobs refl ects an

expected 30 successful sale settlements for the year.

400 490 550

Estimated value of capital

investment created

through successful land

sale applications

The estimated value of capital

investment is recorded based

on the estimate by applicants

of business start-up and

subsequent ongoing business

activity. Applicants are required

to provide estimates of outcomes

to be achieved with respect to

the amount of capital investment

generated as a result of the

purchase/lease of industrial sites.

The levels of capital investment per successful land

sale application experienced during 2007–08 were

higher than expected. This was due to increasing

capital investment costs and the nature of businesses.

The 2008–09 target refl ects this continuing trend of

increasing capital investment costs for businesses.

$100M $213M $170M

Percentage of total

number of land sales in

regional Queensland

This performance measure assists

in maintaining the department’s

policy focus on the balance

of development between SEQ

and regional Queensland.

The target of 70% was based on 28 of an estimated

total 40 land sales being in regional Queensland.

The result of 60% represents 32 of a total 53

land sales being in regional Queensland.

For 2008–09 the target of 70% represents 21 of an

estimated 30 land sales being in regional Queensland.

70% 60% 70%

PERFORMANCE REPORTS

46

Planning

OBJECTIVES

The key objectives of this output are to provide leadership

and promote a collaborative approach between state

agencies, local government and other stakeholders to

effectively plan for growth and infrastructure provision in

Queensland, and to maintain a high quality of life and

facilitate sustainable development. Specifi c aims are to:

transport the application of current South East Queensland

regional planning principles progressively across the state

formulate a statewide model to manage population

growth and subsequent infrastructure priorities

reform planning in Queensland by improving the Integrated

Planning Act 1997 and the Integrated Development

Assessment System (IDAS). This will be achieved through

implementing endorsed recommendations of the Planning

for a Prosperous Queensland: A reform agenda for the

state’s planning and development framework, to ensure it

remains fl exible and responsive to meet future challenges

and the needs of the community and stakeholders.

PRIORITIES STRATEGIES

Collaboratively plan sustainable

and dynamic urban and

regional communities

Deliver a consistent and

contemporary regional planning

program for all of Queensland

Implement the Queensland

Housing Affordability Strategy

Implement a planning policy

and reform agenda

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Number of local

governments with high

population growth

(greater than 10 000 total

population) with priority

infrastructure plans (PIPs)

lodged during the year

Priority infrastructure plans

(PIPs) establish an infrastructure

planning benchmark for planning

schemes by identifying where

growth is expected to occur,

the nature and scale of the

growth, and the infrastructure

necessary to service the

growth. This measure tracks

the department’s success in

assisting local governments

with higher population growth

to progress their PIP.

The number of local governments responsible

for planning in Queensland changed as a result

of local government reform in March 2008. The

2007–08 target was 24 out of 123 councils.

The 2008–09 target is 22 out of 57 councils.

Progress was achieved during 2007–08 even

though some councils experienced diffi culties in

implementing this important layer of planning.

24 19 22

Percentage of target

audience reached

by publications

The target audience refers

to those client groups in the

planning and development

sector that are identifi ed as

interested in a publication.

Publications include codes,

guidelines and information

bulletins on the operation

of the planning and

development framework,

and reports on demographic

trends and projections,

residential land monitoring

and broadhectare land use.

The distribution of written information continues to

be a signifi cant communication tool to inform clients

of the operation of the planning and development

framework. Achieving 97% equates to publications

reaching over 60 000 clients during the year and

refl ects effi ciencies associated with distributing

publications electronically and continued popularity of

the department’s internet for accessing publications.

90% 97% 90%

Percentage of attendance

rates at seminars,

workshops and forums

The departmental seminars,

workshops and forums are key

engagement tools in the ongoing

education and training of clients.

Clients, in this instance, refers

only to the client segments

that are interested in and

invited to attend the seminars,

workshops and forums.

Eighty-one per cent represents over 4000 clients

attending our seminars, workshops and forums

and refl ects a continuing high level of interest in

departmental land supply, demographic projections

and planning regulatory reforms and innovations.

80% 81% 80%

47PERFORMANCE REPORTS

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Percentage of milestones

completed on priority

projects being progressed

by regional planning

projects outside SEQ

Regional planning outside

SEQ contributes proactively to

delivering vibrant, sustainable

communities. This measure

provides an indication of the

success of the department’s

planning program in progressing

priority projects in each of

the 11 regional planning

projects outside SEQ.

Seventy-eight per cent of milestones completed

were achieved through good progress with all

11 regional planning projects outside SEQ.

Outcomes of these milestones provide for innovative

responses to managing urban sprawl, protecting the

region’s internationally renowned natural features

such as the Wet Tropics and Great Barrier Reef

World Heritage Areas, and increasing preparedness

for emerging issues, such as climate change and

the impacts of a global peak in oil production.

80% 78% 80%

Number of local

governments and state

agencies participating in

the new Smart electronic

Development Assessment

(Smart eDA) Program

Smart eDA is an online service

that streamlines the development

assessment process in

Queensland and transforms the

current paper-based Integrated

Development Assessment

System (IDAS) process into

an intuitive and interactive,

internet-based process. This

measure monitors the take-up

rate and use of the Smart eDA

Program by local governments.

Considerable progress was made during the year in

the rollout of the supporting network application

for the Smart eDA system. Consequently higher than

expected participation by councils was achieved.

The 2008–09 target is based on the fewer

councils responsible for planning (57) following

the 2008 local government reforms.

55 92 45

Number of Regional

Coordination Committee

(RCC) meetings

held per year

RCC meetings are chaired by the

Deputy Premier and involve fi ve

mayors of SEQ local governments

and fi ve state ministers.

This forum is the key advisory

body to State Cabinet on regional

growth management in SEQ.

RCC meetings were held quarterly during the year

with the exception of the third quarter, which clashed

with local government elections. These meetings have

ensured guidance in the implementation of the SEQ

Regional Plan and regional infrastructure coordination.

4 3 4

Number of subregional

planning and

infrastructure forums

held per year

Subregional planning and

infrastructure forums provide

an informal mechanism for

departmental staff to engage

directly with local government

and state government

offi cers. These forums

provide an opportunity for

local government to provide

input into state and regional

planning initiatives in SEQ.

Of the 10 forums held during the year, fi ve were

dedicated to infrastructure planning issues. The

number and scope of meetings held ensured a high

level of dialogue and information sharing between

the state and local government at offi cer level.

10 10 10

Number of Regional

Landscape and Open

Space Committee

meetings held per year

The Regional Landscape

and Open Space Committee

provides advice on landscape,

environmental and open

space issues for SEQ to the

minister and the department.

This forum continued to provide quality advice

to the Minister for Regional Planning. In addition

to the scheduled meetings, an extra meeting

was held in March to advance regional outdoor

recreational development planning matters.

6 7 6

Client satisfaction with

the quality of seminars,

workshops, forums

and publications

The departmental seminars,

workshops and forums are key

engagement tools in the ongoing

education and training of clients.

Clients, in this instance refers

only to the client segments that

are interested in and invited

to attend the workshops and

forums, and use the publications.

Eighty-two per cent of clients who responded to

surveys indicated they were satisfi ed with the quality

of seminars, forums and publications in terms of

format, content, delivery mechanism and timing.

80% 82% 80%

48

Performance measures

Measure Description Performance comment2007–08

target

2007–08

result

2008–09

target

Key stakeholder

satisfaction with the

quality of SEQ Regional

Plan implementation

process

Stakeholder research is

undertaken to determine

satisfaction with the pace

and quality of planning

outcomes associated with the

implementation of the SEQ

Regional Plan. This feedback

is used to inform decisions

on the future direction of

the implementation projects

associated with the plan.

Signifi cant client and stakeholder feedback was

obtained through consultation and information

activities associated with the review of the SEQ

Regional Plan. This feedback has confi rmed

that key stakeholder satisfaction with the

implementation process remains at a high level.

75% 75% 75%

Percentage of statutory

responsibilities completed

within agreed time frames

Statutory responsibilities include

those contained within the

Integrated Planning Act 1997,

for example the responsibilities

related to ministerial call-ins

of development applications.

Agreed time frames are those

set by the department to ensure

operational effi ciency is observed.

During the year all statutory processing

responsibilities were met within set time lines.

100% 100% 100%

Concurrence agency

requests processed within

required time frames

Concurrence agency request

responsibilities include those

related to ministerial advice

agency powers and concurrency

agency powers under the

Integrated Planning Act 1997.

During the year all concurrence agency request

responsibilities were met within set time frames.

100% 100% 100%

Produce an updated

SEQ Infrastructure

Plan and Program

The South East Queensland

Infrastructure Plan and Program

was fi rst released in May 2005

and is updated annually to refl ect

and align with the latest planning

and budget commitments.

This performance measure refl ects

the department’s commitment to

continual review to maintain a

contemporary plan and program

of work, which will meet the

future needs of SEQ region.

This measure was achieved with the publication

of the 2007–08 review in June 2008.

The total program currently involves around 300

identifi able projects, with an investment of just over

$107B (inclusive of federal government contributions

and other revenue sources). This investment

includes more than $83.5B in road, rail and public

transport projects including investigations, nearly

$8B in water infrastructure, $3.5B spending on

energy, $5.2B in health infrastructure, $3.5B on

education and training, and $3.3B in justice and

corrective services. The program now includes 60

new projects at an estimated cost of $20B to help

maintain the quality of life in the SEQ region.

May 2008

June 2008

June 2009

49GOVERNANCE ARRANGEMENTS

Governance arrangements

Governance relates to how the organisation is

managed, directed and held accountable for

achieving strategic and operational objectives.

The department’s governance framework

guides our decision-making and actions

as we strive to attain the strategic goals

and operational objectives outlined in our

strategic plan and fulfi l the obligations

expected under the state government’s

Charter of Social and Fiscal Responsibility.

Governance committeesThe department’s governance arrangements

are overseen by the Executive Leadership

Team (ELT), which meets weekly and is

the principal management forum of the

department. The Team comprises the

Director-General, Director Offi ce of Director-

General, Deputy Coordinator-General

Infrastructure Delivery, Deputy Coordinator-

General Infrastructure and Economic

Development, Deputy Director-General

Planning and Deputy Director-General

Strategy and Governance.

The Executive Management Group (EMG)

provides leadership of key operational

issues and activities of the department. The

group meets monthly and provides a forum

to ensure consistency and collaboration

across the department.

ELT is assisted by fi ve sub-committees:

Audit and Risk Management Committee

Financial and Asset Management

Committee

Information Steering Committee

Workforce Management Committee

Property Services Group Committee.

Audit and Risk

Management

CommitteeThis committee provides independent and

objective advice to support the Director-

General’s fi nancial and management

responsibilities. The committee reviews

departmental systems and processes to

ensure effective corporate governance

and reporting, and reviews systems for

managing risk, organisational performance

and fi nancial management.

The committee membership as at 30 June

2008 comprised the: Executive Leadership

Team, Executive Director Strategic Policy,

Executive Director Strategic Infrastructure

Procurement, and an external chair—

Mr Max Smith, Deputy Director-General,

Department of Public Works.

During 2007–08, the committee met

seven times and operated according to a

charter that is consistent with Queensland

Treasury’s Audit Committee Guidelines.

Financial and

Asset Management

CommitteeThis committee provides objective analysis

and advice on fi nancial management, facilities

management and procurement issues.

The committee identifi es and addresses

signifi cant budget and fi nancial issues,

including overseeing the departmental

budget process. It also develops strategies

to improve resource use and alignment

with corporate priorities, and monitors

and evaluates business performance and

resource usage.

During 2007–08 the committee successfully

managed the budget, including overseeing

an internal mid-year budget review and

conducting regular monitoring of the

fi nancial position at an activity level.

It provided expert advice during the

development of the 2008–09 budget

submission to Cabinet Budget Review

Committee and the fi nancial information in

the 2008–09 State Budget Papers.

Topical procurement issues as per

recommendation 1(b) of the Service Delivery

and Performance Commission’s Report

on Review of Purchasing and Logistics in

the Queensland Government were also

considered by the committee.

The committee, comprising the ELT and

Executive Director, Financial and Asset

Management and Chief Financial Offi cer,

held six meetings during 2007–08.

50

Information Steering

CommitteeThis committee ensures that the

development, deployment, application

and monitoring of project and

information resources, systems and

technology actively support the priorities,

accountabilities and business activities

of the department. It also ensures

consistency with associated whole-of-

government policies and directions.

The committee sets strategic directions,

priorities and standards for all

departmental projects and information and

communication technology (ICT) resources.

The committee also acts as a whole-of-

agency forum on information management

issues. Specifi cally it provides advice on

the allocation of funds for business and

ICT purposes as well as approving the

selection, development, implementation and

application of all business and information

systems and infrastructure. Membership

of the committee comprises the ELT,

Executive Director Organisational Capability,

Director ICT, Executive Director Program

Management, Executive Director Financial

and Asset Management and Executive

Director Executive and Communications

Services. As directed by the Service

Delivery and Performance Commission,

a senior offi cer from the Queensland

Government Chief Information Offi ce

attends meetings as an ‘expert adviser’.

The committee met three times during

2007–08 and approved the ICT Governance

Framework, ICT Resources Strategic

Plan 2008, electronic Document and

Records Management System program

plan, migration of the department’s ICT

Infrastructure to CITEC and selection of a

managed desktop service provider.

Workforce Management

CommitteeThis committee provides analysis and

advice on a range of workforce issues,

including workplace health and safety,

recruitment and selection, and performance

management. The committee develops

and refi nes strategies to support

the department’s need for a quality

workforce and desire to be an employer

of choice. The committee also monitors

the effects of strategic initiatives on the

workforce and recommends intervention

strategies where appropriate.

The committee comprises the Executive

Director Organisational Capability, Director

Human Resources, Executive Director Policy

and Program, Director Planning North and

Southern Region, Assistant Coordinator-

General Signifi cant Projects Coordination,

Executive Director Regional Development,

Executive Director Land Acquisition,

Executive Director Program Management

and Director Offi ce of the Director-General.

The committee met on one occasion in

2007-08 to guide the development of the

work priorities of the newly created Human

Resources Branch.

Property Services

Group CommitteeThis committee provides strategic oversight

and direction to the commercial business

decisions of the Property Services

Group. The committee is responsible

for the development and approval of

the annual work plan of the Property

Services Group under the Industrial

Development Act 1963. It considers and

approves the annual proposed program

of both property related and other

industry development functions aimed at

encouraging the location and expansion

of business and industry in Queensland.

The demand, supply and acquisition

of industrial land and the provision

of associated services to ensure the

sustained economic development

of the state are monitored through

this committee, which also provides

strategic advice to the Director-General

and the Estates Construction Fund

Management Committee on the operation

of the Property Services Group.

The committee comprises the Deputy

Coordinator-General Infrastructure and

Economic Development, Executive Director

Strategic Policy, Executive Director Financial

and Asset Management, Executive Director

State Development Areas, Executive Director

Property Services Group and a Department

of Tourism Regional Development and

Industry representative.

During 2007–08 the committee met 10 times.

51STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY

Standards, quality processes

and accountability

Delivering and coordinating planning

and infrastructure for the community are

achieved through a strong management

structure that is supported by management

standards and accountability mechanisms,

including:

legislation

policies, procedures and delegations

code of conduct

culture, values, ethics and standards

personal performance and development,

planning and management

strategic planning and risk management

business improvement

performance monitoring and reporting

fi nancial monitoring and review

internal auditing and risk management

as outlined by the Audit and Risk

Management Committee

external accountability mechanisms.

LegislationLegislation and regulations form an

important element of the system

of governance. The Department of

Infrastructure and Planning is responsible

for administering the following Acts and

Regulations:

Alcan Queensland Pty. Limited

Agreement Act 1965 (except to

the extent administered by the

Minister for Mines and Energy

and Minister for Sustainability,

Climate Change and Innovation)

Amoco Australia Pty. Limited

Agreement Act 1961

Ampol Refi neries Limited

Agreement Act 1964

Austral-Pacifi c Fertilizers Limited

Agreement Act 1967

Building Act 1975

Central Queensland Coal Associates

Agreement Act 1968 (except to the

extent administered by the Treasurer;

Minister for Transport, Trade,

Employment and Industrial Relations;

Minister for Main Roads and Local

Government; Minister for Mines and

Energy; and Minister for Sustainability,

Climate Change and Innovation)

Central Queensland Coal Associates

Agreement Amendment Act 1986

Central Queensland Coal Associates

Agreement Amendment Act 1989

Central Queensland Coal

Associates Agreement and

Queensland Coal Trust Act 1984

Central Queensland Coal Associates

Agreement Variation Act 1996

Iconic Queensland Places Act 2008

Industrial Development Act 1963

Integrated Planning Act 1997

Integrated Resort Development Act 1987

Local Government (Robina Central

Planning Agreement) Act 1992

Mixed Use Development Act 1993

Plumbing and Drainage Act 2002

Queensland Nickel Agreement Act 1970

(except to the extent administered

by the Minister for Transport, Trade,

Employment and Industrial Relations,

and the Minister for Mines and Energy)

Queensland Nickel Agreement Act 1988

Sanctuary Cove Resort Act 1985

Southern Moreton Bay Islands

Development Entitlements

Protection Act 2004

State Development and Public

Works Organisation Act 1971

Townsville Breakwater

Entertainment Centre Act 1991

Townsville City Council (Douglas

Land Development) Act 1993

Townsville Zinc Refi nery Act 1996

Urban Land Development

Authority Act 2007

Water Act 2000 (Chapter 2, Part 2,

Division 2A and Chapter 2A, Part 2,

Divisions 3 & 6 and Part 3, Division 3)

52

Other applicable

legislationThe Director-General is also responsible

for the effi cient, effective and economical

operation of the department. Numerous

pieces of legislation affect the operations of

the department and may impact directly or

indirectly on operations. Some of these are

listed below.

Anti-Discrimination Act 1991

Evidence Act 1992

Financial Administration

and Audit Act 1977

Financial Management Standard 1997

Freedom of Information Act 1992

Judicial Review Act 1991

Library and Archives Act 1988

Public Service Act 2008

Public Sector Ethics Act 1994

Statutory Bodies Financial

Arrangements Act 1992

Whistleblowers Protection Act 1994

Workplace Health and Safety Act 1995

Policies, procedures

and delegationsPolicies provide support in achieving

the organisation’s objectives by setting

clear guiding principles and allocating

responsibilities. Procedures provide

specifi c guidance on the steps to be

followed to consistently and effi ciently

achieve a task. Delegation schedules

align authority with responsibilities.

The department has approved policies,

procedures and delegations to cover all

areas of the department’s activities: human

resource management, risk management

and performance management, general

administrative matters, fi nancial

management and information management.

The policies, procedures and delegations

are updated as required to ensure that they

continue to be relevant and do not present

confl icting positions. The responsibility for

maintaining the currency of each of the

policies, procedures and delegations is

clearly assigned to particular areas.

Generally, each senior manager has the

following key roles and responsibilities:

Legislation: responsible for

communicating and ensuring

compliance with legislative requirements

Policy: responsible for

communicating and implementing

the department’s policies

Procedures: responsible for

developing and implementing

departmental procedures to

improve effi ciency, effectiveness

or economy of service delivery

Program development: responsible

for defi ning output specifi cations,

costs of required services, budget

allocation, service agreements, practice

standards and service standards

Evaluation and review: responsible for

monitoring performance against service

standards and cost/quality targets and

evaluation of programs and services.

Code of conductThe department has a code of conduct (the

code). The code guides staff on what is

expected of them and informs the public of

the standards of conduct they can expect

when dealing with the department. The

code is based on the fi ve ethics principles

set out in the Public Sector Ethics Act 1994,

which are:

respect for the law and

system of government

respect for persons

integrity

diligence

economy and effi ciency

53STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY

Application of the code is supported by:

departmental policies,

procedures and guidelines

strategies such as training and

education to assist staff in applying

the fi ve ethics principles.

The code requires employees to disclose

to an appropriate authority suspected

or known fraud, corrupt conduct or

maladministration by another public sector

employee. Employees who make such

disclosures attract the legal protections

contained in the Whistleblowers Protection

Act 1994.

Culture, values, ethics

and standardsEffectively communicating values and

standards (legislation, policies and

delegations and the Code of Conduct)

ensures that all members of the

organisation receive up-to-date, quality

information about their expected roles,

responsibilities and authorities. The

department uses a number of tools to

effectively communicate and seek employee

commitment to its values and standards,

such as:

department induction program

and local induction process

targeted training for new and

changed policies and procedures

electronic access to departmental

policies and procedures

consultation during development of

departmental policies and procedures.

Communicating values and standards is also

supported through organisational charts,

position descriptions, individual or team

performance and development planning,

and effective systems and processes.

Performance and

learning plansThe departmental performance management

system builds on the purpose and

requirements of the Offi ce of the Public

Service Directive (18/97—Performance

Management) through its integrated and

fl exible planning and review processes.

These processes focus on achieving

organisational objectives through:

planning

individual and group accountability

developing and maintaining a

skilled and motivated workforce

with professional development and

reward and recognition initiatives.

The department’s system provides for a

planning and review framework that:

sets work goals and objectives consistent

with the department’s Strategic Plan

encourages regular and constructive

feedback for all employees

provides professional and personal

career development

recognises and rewards excellence

deals fairly but decisively with poor

performance or conduct.

The Director-General is committed to

ensuring all departmental staff have in

place a performance and learning plan.

Strategic planningThe department’s direction and priorities

are outlined in the department’s Strategic

Plan, which is based on an understanding

of the needs of clients, the views of

stakeholders and partners, the ways in

which the environment is changing, and the

expectations and priorities of government. A

shared understanding of, and commitment

to, the strategic intent is required to ensure

the intentions of the plan are achieved

throughout the department. The Strategic

Plan is supported by cascading plans and

resource agreements.

The planning process complements the

governance framework by:

making explicit the mechanisms

to deliver the outputs

funded by government

setting in place mechanisms

that support strategic planning

and strategic intent

supporting accountability for

public funds through reporting

and compliance mechanisms

striking a balance between

management and compliance

54

providing greater clarity of

roles and responsibilities to

better focus managers on

delivering agreed outcomes

enabling structure and consistency

in decision-making processes

providing a mechanism to enable

the department to redirect

funding to areas of need.

The department develops a number of

plans that support the Strategic Plan,

including:

Operational plans for each of

the four departmental groups

Information and communication

technology strategic plan

Workforce management plans

Risk management plans

Asset management plan

Portfolio service plan

Performance

monitoring and

reportingA performance reporting framework is

being developed to report on progress

towards key priorities and deliverables.

The department will take a coordinated

‘scorecard’ approach where performance

data is collated from monthly fi nancial

reports, business reports, output

performance reports, and analysis from a

rolling evaluation of major programs and

projects. These reports will provide an

opportunity to discuss performance issues

and business improvement initiatives. The

reporting framework will ensure that:

measures are linked to realistic

accountability, resources and

deliverables in a meaningful way

measures are focused on outcomes

and align with the Service Delivery

Statements and the Strategic Plan

reports effectively fl ag areas that

need to improve performance

reports look at the data holistically and

consider links across program areas

reports enable effective

corporate governance and

continuous improvement.

Financial planning,

monitoring and reviewThe broad fi nancial and budget resource

management responsibilities of the

department include:

controlling and overseeing

the department’s budget

monitoring expenditure and

revenue against budgets

ensuring that the legal

appropriation is not exceeded

ensuring assets and liabilities

are effectively managed

ensuring the department operates

within its approved fi scal limit

developing strategic budget and

resource management policy

providing strategic fi nancial advice

coordinating the annual budget

and monthly reporting processes

with Queensland Treasury (including

budget documentation, monitoring

and reporting, grants monitoring and

identifying and resolving strategic

resource management issues)

completing the annual fi nancial

statements, including the consolidation

of special purpose vehicles.

The Financial Management Standard 1997

and the Financial Administration and Audit

Act 1977 provide the principles and policies

of fi nancial administration and audit of all

Queensland Government departments and

statutory bodies.

The department’s Financial Management

Practice Manual provides policy and

practice guidelines to enable the

department to carry out day-to-day

management, accounting and fi nancial

functions. The Financial Management

Practice Manual is required to be

developed and applied under section 46M

of the Financial Administration and Audit

Act 1977.

55STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY

The purpose of the manual is to:

outline general government

and departmental policies and

procedures relevant to the fi nancial

management of the department

detail specifi c policies and practices

developed by the department to

give effect to that general policy

provide all offi cers of the

department with an understanding

of its fi nancial affairs.

Every offi cer engaged in the fi nancial

management of the department is required

to comply with the policies and practices

set out in the manual. These include:

knowledge of the relevant requirements

of the Financial Administration and

Audit Act 1977 and the Financial

Management Standard 1997

effi cient, effective and economic use

of the resources of the department

proper recordkeeping

proper control over

expenditure and revenue

proper stewardship over assets

(physical, intellectual, commercial)

and portable and attractive items

value for money

suffi cient internal controls

fi nancial reports that are true and fair

procedures in place for delegated

offi cers to act appropriately.

Appropriate fi nancial controls at business

unit level are an imperative part of

preparing the department’s required

fi nancial reporting processes. The following

reporting is undertaken:

monthly reconciliations

monthly reporting

systems appraisals

end-of-year fi nancial statements.

Internal AuditAn effective internal audit function acts

as an independent, objective assurance

and consulting service that is designed to

add value and improve an organisation’s

operations. It helps an organisation

accomplish its objectives by bringing

a systematic, disciplined approach to

evaluating and improving the effectiveness

of risk management, control and

governance processes.

Internal Audit maintains its independence

by reporting directly to the Director-

General as well as to the Audit and Risk

Management Committee, and assists

the accountable offi cer in the effective

discharge of statutory functions and duties

placed on that offi cer. Internal Audit’s role

in auditing corporate governance within the

organisation includes the following:

promoting appropriate ethics and

values within the organisation

ensuring effective organisational

performance management

and accountability

communicating risk effectively and

controlling the fl ow of information to

appropriate areas of the organisation.

Internal Audit also has a role in evaluating

the design, implementation and

effectiveness of the organisation’s ethics-

related objectives, programs and activities.

Integrated risk

management (including

business continuity

management)Integrating risk management into business

activities is a major element of the

governance framework. Developing an

organisational risk management culture will

assist in achieving:

better outcomes in service

effectiveness and effi ciency

a rigorous basis for strategic

management through considering key

elements of risk and opportunities

business continuity

greater transparency in decision

making and accountability.

The Australian/New Zealand Standard for

Risk Management (AS/NZS 4360:2004)

defi nes risk management as the culture,

processes and structures that are directed

56

towards realising potential opportunities

while managing adverse effects.

Integrating risk management activities

into strategic and operational planning,

project management, business continuity

management and decision-making activities

will assist in achieving business objectives

within an acceptable degree of risk.

The department reviews its strategic

and operational risks and maintains

risk registers on an ongoing basis. To

support the regular review, the department

maintains practices, procedures and

resources to support managing risk within

its risk tolerance. The responsibility for

managing risks on a day-to-day basis,

including escalating strategic or operational

high or extreme risks, rests with the

appropriate functional areas. This is

strategically directed by the Integrated Risk

Management Framework strategy, policies

and procedures, and overseen by the Audit

and Risk Management Committee.

The policy objective is to develop a risk

management culture within the department

to assist all employees to implement

sound risk management practices relevant

to their business. These practices seek

to add value to the business operations

of the department through eliminating or

minimising potential threats or losses and

exploiting opportunities. This is enhanced

through the following strategies:

integrating the practice of continuous

risk management into departmental

strategic and operational planning

processes, decision-making and

project management activities

providing training and awareness

programs that promote a risk

management culture

implementing risk management

documentation and reporting

processes to address risk at the

strategic and operational levels that

may affect whole-of-government,

portfolio or departmental objectives.

Complaints

managementComplaints management is a key element

of the governance framework. The

department’s Complaints Management

Policy (CG-PN-001) was developed

in accordance with the Offi ce of the

Public Service Commissioner Directive

13/06—Complaints Management. The

department values feedback from its

clients, customers, employees and the

public. All employees are responsible for

supporting the handling of complaints.

Complaints against the department’s

actions and decisions, or against the

conduct of its employees, are dealt

with in a responsive, confi dential,

thorough and impartial manner.

Where practical and appropriate, the

department will seek to resolve complaints

locally and informally at the point where

the complaint is received. Otherwise, the

complaint will be referred for management

and investigation, and will be resolved

formally. Any decisions made in relation to

complaints will be justifi ed by providing

a written statement of reasons where

required. During the course of dealing with

a complaint, departmental employees:

limit communication to those who

need to know about the matter as

part of their duties and to those who

have a legitimate interest in knowing

ensure that the complaint and

investigation are made in good

faith—that is, the complaint and/

or investigation should not be

motivated by ulterior motives.

Quarterly reports will be provided about the

quality and effectiveness of the complaints

management system in resolving and

managing complaints.

External accountability

mechanismsThe accountability framework includes

external accountability mechanisms

in the form of auditing and fi nancial

statement certifi cation by the Auditor-

General, the Auditor-General’s reports

tabled in the Parliament, and public

reporting through annual reports. These

mechanisms provide the Parliament with

assurance that accountable offi cers are

managing their department effi ciently,

effectively and economically.

57STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY

The external accountability mechanisms

that complement the internal governance

framework include:

freedom of information

judicial review of administrative decisions

the Ombudsman

Queensland Audit Offi ce

Crime and Misconduct Commission

Estimates Committee

Public Accounts Committee.

Information regarding the department’s

performance is provided to the community

through performance information contained

in the annual Service Delivery Statements

and the department’s Annual Report.

Shared services

governanceThe department is provided with a range

of corporate services by the shared

services provider, Shared Services Agency

(SSA). The provider is part of a whole-

of-government approach to corporate

services that aims to standardise business

processes, consolidate technology, and

pool resources and expertise in order

to deliver a seamless, cost-effective and

client-focused service to departments.

The heads of corporate services meet with

SSA on a regular basis. The department’s

interests are represented by the Deputy

Director-General, Strategy and Governance;

the Executive Director, Organisational

Capability; and the Executive Director,

Financial and Asset Management.

Currently, the Department of the Premier

and Cabinet provides library and research

services and some ICT services to

the department through service level

agreements. This is managed by the

Executive Director, Organisational Capability.

Service level agreements defi ne the nature,

form and scope of services to be provided

on a fee-for-service basis. Agreements

are reviewed annually with some pricing

mechanisms determined on a whole-of-

government basis.

Special purpose

vehiclesThe Queensland Government, by decision

of Cabinet, has established a number of

special purpose vehicles (SPVs) to deliver

priority water and transport infrastructure.

These SPVs are private companies, typically

tasked with a specifi c deliverable by the

Queensland Government. The current

companies are listed below:

South East Queensland (Gold Coast)

Desalination Company Pty Ltd

Queensland Water Infrastructure Pty Ltd

Western Corridor Recycled Water Pty Ltd

Southern Regional Water

Pipeline Company Pty Ltd

City North Infrastructure Pty Ltd.

All companies have boards and directors

that provide governance in accordance with

corporations law.

The department meets its governance

responsibilities in relation to the SPVs in

line with shareholder agreements, trust

deeds or other contractual agreements. The

SPV Governance Unit of the department has

responsibility for developing a governance

policy and performance reporting framework

for SPVs. The SPV Governance Unit of the

department acts as a liaison point between

the department and the board of each SPV.

The four water companies (South East

Queensland (Gold Coast) Desalination

Company Pty Ltd; Queensland Water

Infrastructure Pty Ltd; Western Corridor

Recycled Water Pty Ltd; Southern Regional

Water Pipeline Company Pty Ltd) are

provided with further strategic oversight

by a Water Infrastructure Project Board

established as a statutory body under

section 113 of the State Development and

Public Works Organisation Act 1971. The

board has Cabinet-endorsed functions

to manage negotiations and activities

associated with the drought response

infrastructure.

58

Our workplace—our people

The experience, knowledge and

innovation of our people is crucial to the

successful delivery of economic and social

infrastructure. During the coming year, the

Department of Infrastructure and Planning

will continue to develop a professional,

ethical and high performing organisation

that values and nurtures its employees.

In 2006–07 the department’s people

management services were provided by

the Department of Premier and Cabinet.

During 2007–08 the department established

its own human resource management

function. In its fi rst year, there was a

signifi cant emphasis on the establishment

of a fl exible policy framework, which

aims to take into account the complexity

of the department’s responsibilities, the

administrative demands on managers

and staff, and the current labour market

environment. The framework aims to

simplify processes and procedures while

maintaining high governance standards.

The second area of signifi cant emphasis

in 2007–08 was on structuring a targeted

learning and development program and

establishing the foundations for continuing

improvement in people management in

an environment of growth and change.

The department has developed an

induction program that extends from pre-

commencement to an employee’s third

month and incorporates initial workplace

orientation, work planning, a departmental

induction workshop and planned

development activities. Initiatives being

developed for implementation in 2008–09

include an online code of conduct module,

the introduction of an ethics and integrity

framework, and a range of specialist

learning and development programs.

Through effective leadership and

collaborative and collegiate work practices,

the department provides fl exible working

conditions to support the lifestyle and

cultural needs of a growing workforce—

diverse in experience, culture and skills.

Departmental employees access a range of

services and support:

to balance work and life

responsibilities—through fl exible

work practices, purchased

leave arrangements, maternity

and parental leave, and the

employee assistance program

to promote learning and development—

through study and research assistance,

and professional and leadership

skills development programs

to understand their roles as public

servants and specialists— including

a comprehensive induction program,

foundational learning and development

activities, and performance planning.

The department also provides initiatives

and programs to ensure the support,

safety and well being of all staff. This

includes making available targeted career

counselling for employees during the

current change processes that followed the

machinery of government change, engaging

with employees experiencing diffi culties

with their work or on long-term sick leave,

and providing access to support through

the employee assistance program.

The machinery-of-government changes saw

the department more than double in size

to 511 full-time employees as at 30 June

2008 (from 253 as at 30 June 2007) as we

integrated the planning and infrastructure

functions to form the new Department of

Infrastructure and Planning.

As a young, growing agency the

department’s challenge is to continue

to build a highly skilled, productive and

motivated workforce that is squarely

focused on leading priority planning

and infrastructure initiatives across

Queensland. In 2008–09 there will be a

focus on simplifying recruitment processes

and developing strategies to support the

attraction, development and retention of

people who are committed to contributing

to the department’s success.

By adopting the best human resources

practices on offer, the department will be

well positioned for the challenges ahead.

The focus for the coming year will include

devolving human resource responsibilities

to line areas and building the strategic and

collegiate human resource management

capacity through leadership development,

workforce planning and corporate culture

development.

Leadership initiatives

The Department of Infrastructure and

Planning assesses the development needs

of potential leaders through learning and

development planning processes, which are

used to evaluate an individual’s capabilities

59OUR WORKPLACE—OUR PEOPLE

and inform personal development planning.

The department supports their development

by providing access to a suite of leadership

programs.

Staff wanting to pursue leadership

opportunities can access specifi c public

sector programs including the Public

Sector Management Program and

publicly available leadership programs.

Individual leadership counselling and

mentoring are also available through

the employee assistance program.

Staff in leadership roles may maintain and

enhance their capabilities by participating

in programs including the Public Service

Commission’s Executive Program, and

the Australia and New Zealand School of

Government leadership programs.

Women’s initiatives

To achieve our corporate objectives and to

maintain the Department of Infrastructure

and Planning as an employer of choice

the department fosters a culture where

work–life effectiveness is promoted as a

priority for all employees, but the unique

challenges of female employees are

recognised.

To achieve this, the department provides

fl exible working arrangements such as

telecommuting and fl exible working hours

to enable staff to balance their work, family

and other commitments.

The department recognises and supports

the shared role of women and men as

carers in their families and communities

by providing access to paid and unpaid

maternity and parental leave, and paid

prenatal leave entitlements.

The Equity and Diversity Management Plan

reinforces the department’s commitment

to actively promoting equity and diversity.

The plan provides high level strategies

to support women in middle and upper

management positions.

The department provides access to

executive development and leadership and

management programs; individual coaching

and mentoring; and fi nancial support and

leave arrangements for part–time and

full–time study or research. One female staff

member is currently participating in the

Executive Mobility program.

Women are encouraged to participate in

initiatives that support career development

in the department such as mobility

programs and higher opportunities. As

at 30 June 2008 twenty eight per cent

of female staff in the department were

receiving higher duties, 16 per cent of

whom were acting in SO and SES positions.

Female staff in the department celebrated

International Women’s Week this year

by attending an information session on

building satisfaction in life and work, and

a morning tea with the Deputy Director-

General who gave a keynote address.

The department encourages women

to explore a range of career pathways

including engineering, planning,

information and communication

technology (ICT). Thirty seven per cent

of the staff employed in Information and

Communication Technology are female.

Category %

Female (as a % of all staff ) 55%

Part-time (as a % of females) 15%

Female AO6 and above

(as a % of all female staff )41%

Female SO and SES

(as a % of all SO and SES staff )25%

Female separation rate 1%

60

Community engagement

The Department of Infrastructure

and Planning operates with a strong

community focus, seeking input

and valuing the contribution of the

community by consulting, listening

and promoting understanding.

Regional planning advisory

committees

Workshops are held to focus on the values

vision and mission for regions and are

designed to assist in identifying any gaps in

information and the links between particular

values and issues. The information from

the workshops is used to move to the

next stage of the regional planning

process, namely policy preparation.

These workshops provide a valuable way

of determining the views, feelings and

level of emotions behind the community

perception of the issues that regional plans

should address. This reinforces the vision

for the long-term future and the recognition

that the achievement of the regional vision

will require a strong partnership between

government, local government, private

sector, non government organisations and

the community.

61COMMUNITY ENGAGEMENT

Far North Queensland

Regional Plan

The Draft Far North Queensland Regional

Plan 2025 (FNQ2025) provides innovative

responses to managing urban development

and protecting the region’s World Heritage

areas, the Great Barrier Reef and the Wet

Tropics. It was the fi rst statutory plan

in Queensland to address the combined

impacts of climate change and peak oil.

The launch of the draft regional plan

was followed by extensive community

consultation. Presentations and information

sessions were held across the region from

Wujal Wujal in the north to Cardwell in the

south and inland to Mareeba, Atherton,

Ravenshoe and Chillagoe.

The invitation to lodge submissions

provided for a period of 60 working

days, to close on Friday 8 August 2008.

Hundreds of submissions are

expected to be reviewed before the

fi nal plan is developed for public

release in December 2008.

Climate change workshops

Two workshops were held in Cairns

to consider climate change and peak

oil impacts in Far North Queensland.

Participants considered ‘Scenarios and

projections’ and ‘Risk assessment and

preferred response strategies’ for managing

those impacts.

Partners included Queensland Climate

Change Centre of Excellence, Department of

Natural Resources and Water, Department

of Local Government, Sport and Recreation,

and Queensland Transport.

The process was awarded Planning Institute

of Australia Certifi cate of Merit for Disaster

Management 2007 and was described

by PIA judges as ‘undeniably innovative,

forward looking and pervasive in its

potential application’.

YouthSPEAK—Youth Forum—

May 2008

Devised and organised in conjunction

with youth providers—the Department

of Education, Training and Arts, James

Cook University (JCU) and Cairns Regional

Council—this project sought to engage

young people in the FNQ2025 regional

planning process. The forum led to

an informed assessment of the draft

regional plan and provided students with

experience in public participatory processes

and submission writing.

This interactive workshop with secondary

school students Years 10–12) and JCU

students enrolled in urban and regional

planning degrees will result in a group

(youth) submission to the Department of

Infrastructure and Planning.

Innovative processes used at the

workshop included a dynamic future wall,

video recording, group work on youth

issues, defi ning stakeholders, solutions,

and group presentations. The youth

organising committee is currently collating

presentations and developing a formal

submission.

The project is presently being considered

for nomination for the PIA Awards 2008.

Regional development

consultation

During the year, consultation was

undertaken with:

more than 40 coal industry stakeholders

as part of the data collection phase for

the Coal Infrastructure Strategic Plan

stakeholders in relation to the

Broadwater to Southern Moreton Bay

Marine Infrastructure Master Plan

coal seam gas producers as

part of the coal seam gas

supply and demand study.

State development areas

Extensive public consultation was

undertaken in relation to three state

development areas: Abbot Point, the

proposed extension of the Gladstone

State Development Area and the proposed

Bromelton State Development Area.

Enquiry by design

A North Bank Enquiry By Design workshop

for participants and the community on

25 June 2008. It is anticipated that

Brookfi eld Multiplex, as the preferred

developer, will use the outcomes of the

process to produce a new concept design

for the North Bank redevelopment, which

the government will consider later in 2008.

62

Community Futures Task Force

The Community Futures Task Force

was established in 2006 after the

state government proposed to build

dams at Traveston Crossing and

Wyaralong in South-East Queensland.

An independent entity, the Task Force is

chaired by Major–General Peter Arnison,

and comprises mayors of the three affected

shires, heads of 11 Queensland Government

agencies, and the CEO of dam proponent,

Queensland Water Infrastructure.

The Task Force oversees a whole-of-

government approach to managing

the social and economic impacts,

and maximising longer term

opportunities for the communities

affected by the proposed dams.

The Community Futures Task Force works to:

address the immediate effects on

individuals and communities and

provide information and referrals

to support agencies for those

affected by the proposed dams

assist in the coordination of cross-

government responses to issues

and opportunities arising from

the proposed dam projects

provide support and funding for

community events and organisations

to encourage a strong sense of

community spirit in the affected areas.

While support for individuals in the affected

communities remained a priority, a change

in local needs in 2007/2008 shifted the

Task Force’s focus towards medium-to-

longer-term social and economic projects.

The Task Force is supported by a small

Brisbane-based unit that works closely

with residents, community leaders

and government representatives.

To preserve the independence of

its operations, the Task Force Unit

is overseen by Major–General Peter

Arnison and is not recognised in the

Department of Infrastructure and

Planning’s organisational structure.

A Federal Government decision on the

Environmental Impact Statements (EISs)

of the two proposed dams is pending.

The Task Force Unit has informed the

EIS process by documenting community

views on social impacts of the proposed

dams and identifying strategies and

projects to address these impacts.

The Community Futures Task Force

will continue to implement its projects

until its conclusion in June 2009.

Further information on the work of the

Task Force and its member agencies is

available at www.communityfutures.qld.gov.au and in the Community

Futures Task Force Annual Report.

63GOVERNMENT REPORTING

Government reporting

Boards and committees

During 2007–08, representatives of the

department were involved with the boards

and committees in the adjacent table.

Board or committee

Plumbers and Drainers Board

Water Infrastructure Project Board

Western Corridor Recycled Water Pty Ltd

Gladstone Economic and Industry Development Board

Urban Land Development Authority Board

SEQIPP Infrastructure Plan and Program—2008 Review Project Board

Urban Futures Brisbane Board Gold Coast Marine Development Board

South East Queensland (Gold Coast) Desalination Company Pty Ltd (trading as Sure Smart

Water) Southern Regional Water Pipeline Company Pty Ltd (trading as LinkWater)

Building and Development Tribunals

Council of Australian Governments

Infrastructure Working Group

Business Regulation and Competition Reference Group

Queensland Reference Group

Private Public Partnership subgroup

Housing Working Group—Queensland Referee Group

Queensland Government Population Projections Advisory Group

Large Scale Urban Modelling

Local Government Skills Formation Task Force

Collingwood Park Task Force

Townsville Local Advisory Committee

Regional Coordination Committee

Ipswich Regional Centre Task Force

SEQ Infrastructure Industry Task Force

Community Futures Task Force

Local Government and Planning Ministers’ Council

SEQ Transit Orientated Development Task Force

SEQ Rural Futures Committee

SEQ Regional Landscape and Open Space Advisory Committee

Northern Link Government Working Group

Planning Reform Reference Panel

64

Board and committee

expenses

Three boards and committees in the scope

of the Department of Infrastructure and

Planning incurred expenses as follows:

Board or committee Expenses $

Building and Development Tribunals 49 399

Plumbers and Drainers Board 4096

Water Infrastructure Project Board -

Total 53 495

The above expenses exclude GST and were incurred by the department after the Sustainable Planning Division was transferred from the Department of Local Government, Planning, Sport and Recreation as a result of the Public Service Departmental Arrangement Notice (No. 4) 2007, dated the 13 September 2007.

Consultancies

The department contracted eight

consultancies from 1 July 2007 to 30 June

2008 at a total expenditure of $3 957 631.

Details are:

Category Amount $

Management $2 228 594

Professional/Technical $1 729 037

Total $3 957 631

Carbon emissions reportThe Department of Infrastructure and

Planning is committed to the Queensland

Government’s Environmental Protection

(Waste Management) Policy 2000 and

ClimateSmart 2050 which aim to reduce

the government’s carbon footprint. Six

gases have been identifi ed under the Kyoto

Protocol as the main gases that need to

be accounted for. These gases are carbon

dioxide, hydrofl uorocarbons, methane,

nitrous oxides, perfl uorocarbons and

sulphur hexafl uoride. As part of standard

emission accounting practices these gases

are reported as carbon dioxide equivalent

emissions (CO2-e).

The Queensland Government is developing

whole-of-Government systems to

standardise reporting on carbon emissions

(measured in CO2 equivalents). The basis

for this reporting is consistent with national

and international standards including

defi nitions outlined in the AS Standard ISO

14064 and the Australian Government’s

National Greenhouse Accounts Factors

workbook, as detailed below:

Scope 1

Emissions that occur from sources owned

or controlled by an organisation (e.g.

emissions from department controlled

vehicles, diesel generators, gas boilers).

Scope 2

Indirect emissions that occur solely from

the generation and consumption of

purchased electricity, steam or heating/

cooling. They are physically produced

by the burning of fuels (coal, natural

gas) at the power station or facilities not

controlled by the organisation.

Scope 3

Emissions that are the result of actions

of an organisation, but occur from

sources not owned or controlled by that

organisation. Their inclusion should

be based on their relevance to the

operations of the organisation.

More broadly, Scope 3 emissions can

include:

employee business travel (in vehicles

or aircraft not owned or controlled

by the reporting organisation);

employees commuting

to and from work;

extraction, production and transport

of purchased fuels consumed;

extraction, production and transport of

other purchased materials or goods;

generation of electricity that is

consumed in a transport and delivery

system (reported by end user);

out-sourced activities;

transportation of products,

materials and waste.

In 2007–08 all Queensland Government

agencies reported on the carbon emissions

from:

fuels used by vehicles

purchased electricity

domestic air travel on

commercial airlines.

The Queensland Government is committed

to improving data collection methods

and reporting carbon emissions in line

with national and international standards.

While the best available data has been

used, in some instances estimates have

been reported due to the limitation of

data collection systems, for example in

government-owned buildings where there

are multiple tenants and the electricity

usage cannot be attributed to a single

agency, the Department of Public Works

calculates the electricity usage by tenanted

agencies based on the number of square

meters leased.

65GOVERNMENT REPORTING

The following table outlines the Department

of Infrastructure and Planning’s carbon

emissions during 2007–08.

Category NotesCarbon emissions

(tonnes of CO2)

Scope 1 Fleet vehicles:

QFleet vehicles

department owned vehicles

1

1a

190

28.8

Scope 2 Purchased electricity for major workplaces

government owned premises

premises leased from the private sector

2a

2b

1942

561

Scope 3 Domestic travel on commercial airlines

International travel on commercial airlines

Domestic travel using rental cars

3

3

4

195

20

12

Notes:

1. The 2007–08 vehicle CO2 emissions fi gure represents the estimated cumulative emissions for the period 1 July 2007 to 30 June 2008. It takes into account progressive changes in the size and composition of the fl eet during the 12 months, including vehicle replacement.

The fi gure is derived for each vehicle leased from QFleet using:

a the lease package details (time and kilometres) and

b CO2 emissions data from testing in accordance with Australian Design Rules for emissions and fuel consumption labelling for each vehicle leased from QFleet.

This fi gure should not be confused with the CO2 emissions projection fi gures provided in QFleet ClimateSmart Action Plan Quarterly Reports. Those are ‘snapshots’ of the fl eet profi le at a specifi c point in time (quarterly), and a projection of the CO2 emissions for 12 months if the fl eet did not change. In this way the emissions potential of the fl eet can be tracked from one quarter to the next, to quantify the extent of improvement.

Data provided by QFleet refl ect CO2 emissions and not CO2 equivalent, these calculations also exclude any secondary or indirect emissions.

1a. CO2 emission calculations are based on Australian Design Rules testing (Green Vehicle Guide) and represents estimated cumulative emissions for the period 1 July 2007 to 30 June 2008.

2a. Electricity—government owned premises

These fi gures are based on actuals from current available records of electricity accounts received by Department of Public Works, applicable for the period I July 2007 to 30 June 2008.

All electricity consumption has been converted to carbon emissions using a combined Scope 2 and Scope 3 conversion factor of 1.04 kg CO2-e/kWh as recommended in the National Greenhouse Accounts (NGA) Factors workbook dated January 2008.

Electricity consumption information relates to all building/non-building electricity use where

an electricity account has been received by a department directly from an electricity retailer or building owner.

2b. Electricity—premises leased from the private sector

These fi gures are based on actuals from current available records of electricity accounts received by Department of Public Works, applicable for the period I July 2007 to 30 June 2008.

On full year leases, where full year records were not available, data has been apportioned/extrapolated to provide an estimate of full year usage. Where leases are less than 12 months old the data relates to the actual period the lease was in place.

Based on historical data, tenant energy consumption equates to approximately 55per cent of total building energy use. The remaining 45 per cent used to air condition the building and light the common areas of a building forms part of the carbon emissions for individual tenants. This 45per cent has been added to known electricity consumption for private sector leased accommodation.

3. Air travel includes all recorded air travel booked under arrangements managed by the Queensland Government Chief Procurement Offi ce (QGCPO) for:

(1) international travel on all airlines

(2) domestic air travel on both the mainline 'trunk' carriers (Qantas and Virgin Blue)

(3) travel on smaller, regional carriers for the period I July 2007 to 30 June 2008.

This includes air travel booked either directly with an airline, through the Queensland Government appointed Travel Management Companies Qantas Business Travel (QBT) and Hogg Robinson Group (HRG) or through the Queensland Government’s Travel Management System (TMS) and bookings made directly with Jetstar or MacAir using a Queensland Government account. It also includes other bookings reported to the QGCPO. This data is primarily for bookings made by Queensland Health on Qantas.com and data received from the Department of the Premier and Cabinet, the Department

of Infrastructure and Planning and the Department of Tourism, Regional Development and Industry for bookings made through American Express as their Travel Management Company which is not managed by QGCPO.

QGCPO calculates the number of passengers per sector for domestic (Qantas, Qantaslink, Jetstar and Virgin Blue) for the period 10 December 2007 to 30 June 2008. This information is then passed on to the respective airline for calculation of carbon emissions (Qantas receives and calculates for Qantas, Qantaslink and Jetstar). They all have accredited calculation methodologies and DCC approved offset schemes.

For regional and international air travel for the fi nancial year 2007–2008 and domestic air travel as defi ned above for the period 1 July 2007 to 9 December 2007 the following methodology is used:

From data provided by each airline, agency or travel management company QGCPO calculates the kilometres fl own. The kilometre fi gure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per passenger per 100 kms. A factor of fi ve has been used for regional, international and domestic travel. These fi gures were suggested during discussions with Australian Department of Infrastructure Transport Regional Development and Local Government. QGCPO tested the formula against current airline calculations and found the results were within a reasonably acceptable variance. The formula is (((Kms/100)*Average Number of Litres of Fuel burnt per passenger per 100 Kms)*Factor to convert Litres of Fuel to Kgs of Fuel)*Factor to convert Kgs of Fuel to Kgs of CO2).

4. The hire car vehicle emissions show only emissions for vehicles booked under Standing Offer Arrangement QP681 managed by the QGCPO; Avis is the major supplier under this arrangement. They supply emission fi gures based on the Green Vehicle Guide published by the Australian Department of Infrastructure Transport Regional Development and Local Government. Their emission calculation scheme for carbon will be accredited for their offset scheme. Vehicle use linked to other suppliers is not available.

66

Energy and waste

management

The department is committed to the

Queensland Government’s initiatives

relating to energy and waste management.

The Department of Public Works provides

direction on waste management practices

and processes in government owned and

leased buildings.

In accordance with the goals of the

Government Energy Management Strategy,

departmental equipment such as

photocopiers and printers are purchased

with energy saving and duplex printing

features. The energy effi ciency of all

technology is assessed prior to their

purchase. The department participated in

Earth Hour 2008 which was held at 8pm on

Saturday 29 March 2008.

The Queensland Water Commission

requires government premises to undertake

a range of water saving measures. To

achieve this, government facilities are

being audited to assess and identify water

savings opportunities. The department is

committed to water and energy effi ciency

and participates in initiatives, such as the

‘WaterWise’ awareness campaign implemented

by the Department of Public Works.

The department is committed to use,

where possible, ethanol fuel (E10) in its

vehicle fl eet. Stickers to promote E10 use

to the general public were provided for all

departmental vehicles.

In June 2007 the Queensland Government

released ClimateSmart 2050 Queensland

climate change strategy 2007: a low

carbon future. This strategy commits

the Queensland Government to reducing

and neutralising greenhouse emissions

for the government vehicle fl eet by

2020. The department’s Climate Smart

Fleet Implementation Plan 2007–10

includes a 24 per cent reduction in the

fl eet’s CO2 emissions by 31 December

2010, against a government target of 15

per cent. The plan focuses on the use

of lower emission vehicles and carbon

offsets to improve the environmental

performance of the department’s vehicle

fl eet and to reduce and neutralise vehicle

greenhouse emissions. Vehicles will be

chosen based on their Green Vehicle Guide

(GVG) Greenhouse rating, not the number

of cylinders. As of 1 January 2008, only

vehicles with a GVG rating of 5.5 or above

have been selected by Senior Executive

Service Offi cers and departmental pool

vehicles selected for replacement have a

targeted rating of 7.0 or above.

International travel

Name of traveller Countries visited Purpose of travel Agency

costs $A

Mr Michael Schaumburg A/Deputy Coordinator-General, Economic Development

Japan Travel to Japan to present at the 31st Australia-Japan High Level Group on Energy and Minerals meeting. Meetings with Japanese coal buyers to discuss outcomes of the O’Donnell Report into Queensland’s coal infrastructure.

$6385

*Mr Stephen CrossinghamIDM Partners /

Mr Nigel Deacon Director, Water Infrastructure

New Zealand Travel to New Zealand to investigate and secure additional steel fi ttings fabrication capacity to ensure timely construction of the SEQ Water Grid.

$4596

Mr Damian Gould A/Deputy Coordinator-General, Infrastructure Delivery

Singapore and China

Travel to China to inspect ductile iron pipe and fi ttings manufacturing facilities of XingXing Ductile Iron Pipe Company. Discussions with China MinMetals Corporation regarding technical capabilities to provide pipes and fi ttings for SEQ Water Grid.

Travel to Singapore for discussions with offi cials of Public Utilities Board re maintaining relationship between the organisation and Qld Government. Inspection of NEWater facilities.

$7680

Mr Fergus Fitzgerald A/Director, Signifi cant Projects Coordination

United States of America

Travel to the USA to inspect oil shale technology at pilot plants in Colorado and Utah and meetings with government regulators in Denver and Salt Lake City as part of technical audit of oil shale technology approved in 2004.

$5281

Mr Colin Jensen Coordinator-General and Director-General

New Zealand Travel to New Zealand to deliver a presentation at the 2007 Building Nations Symposium that showcased the Queensland Government’s strategic approach to leading, supporting and coordinating priority infrastructure and major projects across Queensland in order to advance Queensland’s massive infrastructure program.

$336

Ms Jemina Dunn Director, Transit Oriented Development and Smart City Masterplan

New Zealand Travel to New Zealand to attend the New Zealand Ministry for the Environment’s Integrated Approach to Planning Workshop, discuss development of the South East Queensland Regional Plan and engage in development of options with regard to regional planning in New Zealand. The Ministry for the Environment contributed $2113 to the costs for airfares, taxes and accommodation.

$683

Mr David Stolz A/Director, Regional Development

Japan Travel to Japan to attend and present at the New Energy and Industrial Technology Development Organisation (NEDO) fi nal Reporting Conference on Queensland Coal Infrastructure and attend meetings with Japanese coal buying stakeholders.

$4615

Mr Michael McGuinness Manager, Plumbing Building Codes Queensland

New Zealand Travel to New Zealand to attend/preside over the National Plumbing Regulators Forum (NPRF) meetings as the Queensland representative and Chairman of the NPRF and to attend a meeting with the Plumbing Licensing Board.

$1878

Mr Geoff Dickie Deputy Coordinator-General, Infrastructure and Economic Development Group /

Mr Frank Xu A/Director, Aurukun Project

China Travel to China to attend 13th World Aluminium Conference, site visit to Chalco mine, alumina refi nery and smelter and meet with Chalco Senior Executives and China Development Bank.

$10 600

Mr Darcy Blackman Principal Project Offi cer, Indigenous Relations

China Travel to China to accompany the Aurukun Indigenous delegation on inspection of Chalco’s Central offi ce, Pingguo and Guiyang mines and alumina operations and attend meetings with the Wik Wik Way and Aurukun Shire Council representatives in Shenzhen City and Beijing.

$6000 (est)

TOTAL $48 054

* Non government department staff

67GOVERNMENT REPORTING

Shared services initiative

The Shared Service Initiative is a whole-

of-government approach to corporate

service delivery. The vision is partnering

in corporate services to support and

connect government. Shared services are

underpinned by standardising business

processes, consolidating technology and

pooling resources and expertise.

Under the shared service model,

government agencies joined together

to share corporate services and

resources through shared service

providers (SSPs). The SSPs service

their existing customer agencies

through operating level agreements.

In 2007–08 Queensland Treasury led the

refi nement of the whole-of-government

model for shared service delivery and

provided policy and program management

for the Shared Service Initiative.

From 21 September 2007 the Shared

Service Agency (SSA) was transferred from

Queensland Treasury to the Department

of Public Works through a machinery–of–

government change. The SSA now services

a number of departments, agencies and

other entities across Government. For

more information on the SSA refer to the

Department of Public Works Annual Report.

SSPs for Queensland Health (Queensland

Health Shared Service Partner) and the

Department of Education, Training and the

Arts (Corporate and Professional Services

and the Corporate Administration Agency)

and Parliamentary Services continue to

operate under their existing hosts.

Shared Services Agency provide human

resource, fi nance, travel, and document

and records management services to the

Department of Infrastructure and Planning.

During 2006–07 the Department of Public

Works hosted Shared Services Agency as

a separate entity, and will report on its

activities in its annual report.

State Procurement policy

During 2007–08, procurement advisory

and support services were provided to the

Department of Infrastructure and Planning

by the Procurement Policy and Advisory

Services Branch.

Departmental procurement is conducted in

accordance with the three objectives of the

State Procurement Policy 2008 which are

advancing government priorities, achieving

value for money and ensuring probity and

accountability for outcomes.

Where possible, the department utilises

supplier arrangements for procurement of

external professional services, such as legal,

fi nancial and technical. These arrangements

ensure that the department effi ciently

and effectively achieves the objectives of

the State Procurement Policy for major

areas of specialist procurement activity.

Statutory authorities within

the portfolio

Gladstone Economic and Industry Development Board (GEIDB)— is a

Project Board pursuant to the State

Development and Public Works

Organisation Act 1977. The GEIDB

was established in 1999 to manage,

develop and promote the Gladstone

State Development Area (GSDA) and

facilitate economic development

in the City of Gladstone and the

Shire of Calliope—the Gladstone

Development Region (GDR).

Queensland Water Commission (QWC)—is established under the

Water Act 2000. The commission's

role is to ensure sustainable water

supplies by developing long term

water supply strategies, establishing a

regional water grid, implementing water

restrictions, managing water demand,

providing advice to government

and reforming the water industry.

Urban Land Development Authority (ULDA)—is established under the

Urban Land Development Authority

Act 2007. The ULDA's role is to plan,

carry out, promote or coordinate

and control the development of

land, as well as developing key

sites and prioritising infrastructure

within selected urban areas.

Queensland Manufactured Water Authority (QMWA)—is established under

the South East Queensland Water

(Restructuring) Act 2007.

68

BUILDING & DEVELOPMENT TRIBUNALS Schedule of Application Fees – Integrated Planning Regulation 1998

Class of building No site

inspection by tribunal

Fast track By site

inspection tribunal

Fast track with site

inspection

(a) 1 & 10 i.e. dwelling, garage, carport, shed or

the like; or a fence, mast, antenna, retaining or

free–standing wall, swimming pool or the like.

$272 $408 $452 $678

(b) 2 to 9 i.e. building use other than noted

in (a), with a fl oor area less than 500m2. $396 $594 $571 $856

(c) 2 to 9 i.e. building use other than noted in

(a), with a fl oor area more than 500m2. $571 $856 $848 $1272

Record keeping

Effective and effi cient record keeping

practices underpin good corporate

governance. Records management within

the agency is governed by the requirements

of the Public Records Act 2002,

Information Standard 40: Recordkeeping

and Information Standard 41: Managing

Technology Dependent Records.

Following the establishment of the

Department of Infrastructure and Planning,

the agency's records management function

was enhanced by the return of staff from

the Shared Services Agency on 1 July 2008.

Records management is performed through

the department's Executive Services Branch,

and contributes to the creation, retention

and, where appropriate, disposal of

offi cial records of the department and the

Coordinator-General.

The department is currently undertaking

a project to implement an electronic

Document and Records Management

System (eDRMS). The fi rst phase of this

project commenced in March 2008, and

will deliver improved tracking, monitoring

and recording of correspondence

and briefi ng materials across the

department during the fi rst quarter of

2008–09. The second phase, which is

the implementation of a full eDRMS, is

scheduled to commence during 2008–09.

The Crime and Misconduct

Commission

The Crime and Misconduct Commission

provided a report in relation to one

investigation during 2007–08. This matter

was fi nalised by the department.

Whistleblowers Protection

Act 1994—public interest

disclosure

The department reports to Parliament on

the administration of the Whistleblowers

Protection Act 1994. The report provides

the number of public interest disclosures

received and verifi ed by the department in

the previous 12 month period. No public

interest disclosures were received by the

department in 2007–08.

The QMWA is responsible for holding

bulk manufactured water supplies

and will own and operate the Western

Corridor Recycled Water Scheme and the

SEQ (Gold Coast) Desalination Plant.

South East Queensland Water Grid Manager (SEQWGM)—is established

under the South East Queensland

Water (Restructuring) Act 2007. The

SEQWGM will manage contracts

with the Bulk Supply and Transport

Authorities and the retailers, and

manage the fl ow of water around the

SEQ Water Grid allowing for the sharing

of costs, effective from 1 July 2008.

The SEQWGM will buy the services of

the Bulk Supply, Manufactured Water

and Bulk Transport Authorities and

sell the treated water to retailers,

power stations and other customers.

Financial statements of the Gladstone

Economic and Industry Development Board,

Queensland Water Commission, Urban

Land Development Authority, Queensland

Manufactured Water Authority and the South

East Queensland Water Grid Manager are

contained in their respective annual reports.

Voluntary early retirements

The Department of Infrastructure and

Planning did not make any voluntary early

retirement offers in 2007–08.

Fees and charges

The Department of Infrastructure and

Planning implement the following fees

and charges.

69GLOSSARY

Glossary

Acronym/Initials Defi nition

ACG Assistant Coordinator-General

AL Airport Link

ALG Alliance Leadership Group

APMT Alliance Project Management Team

APSDA Abbot Point State Development Area

AWTP Advanced Water Treatment Plant

CBRC Cabinet Budget Review Committee

CEO Chief Executive Offi cer

CG Coordinator-General (corporate sole and concurrent role of Director-General)

DCG Deputy Coordinator-General

DIP Department of Infrastructure and Planning

ECM Executive Council Minute

EIS Environmental Impact Study

ELT Executive Leadership Team

EMG Executive Management Group

EPA Environmental Protection Agency

EPBC Act Environmental Protection and Biodiversity Conservation Act (Commonwealth)

EPI Eastern Pipeline Interconnector

GCCC Gold Coast City Council

GCDA Gold Coast Desalination Alliance

GIC Governor-in-Council

HDS3 Hinze Dam Stage 3 Project

IDAS Integrated Development Assessment System

i-METT Integrated Motorsport, Education, Tourism and Technology

IPA Integrated Planning Act 1997

KPIs Key Performance Indicators

LGAQ Local Government Association Queensland

ML Megalitre (million litres)

MOU Memorandum of Understanding

70

Acronym/Initials Defi nition

NES National Environmental Signifi cance

NET Northern Economic Triangle

NPI Northern Pipeline Interconnector

NRW Department of Natural Resources and Water

PAA Project Alliance Agreement

PCA Pipeline Construction Agreement

PIP Priority Infrastructure Plans

PMO Program Management Offi ce

PSG Property Services Group

QCA Queensland Competition Authority

QCH Queensland Children’s Hospital

QDC Queensland Development Code

QPWC Queensland Plumbing and Wastewater Code

QTC Queensland Treasury Commission

QWC Queensland Water Commission

QWI Queensland Water Infrastructure Pty Ltd

RICS Regulated Infrastructure Charges Schedule

SDA State Development Area

SDPWOA State Development and Public Works Organisation Act 1971

SEQ South East Queensland

SEQGCDC South East Queensland (Gold Coast) Desalination Company Pty Ltd—

trading as Sure Smart Water

SEQIPP South East Queensland Infrastructure Plan and Program

Smart eDA Smart electronic Development Assessment

SPV Special Purpose Vehicle

SRWP Southern Regional Water Pipeline

SSW Sure Smart Water

TBM Tunnel Boring Machine

TOC Target Outturn Cost

TOR Terms of Reference

WCRWP Western Corridor Recycled Water Pipeline

WIPB Water Infrastructure Project Board

WPPC Water Pipeline Procurement Centre

ICT Information and Communication Technology

IDAS The Integrated Development Assessment System provided by the Integrated

Planning Act (IPA) for use by state and local governments to consider and

decide on development applications. IDAS ensures greater effi ciency of

processing and integrates approximately 60 previously separate approval

systems into a single system

IPA The Integrated Planning Act 1997 (IPA) is the principal legislation for the

management and control of urban and regional planning within the State.

Among other things it provides the authority and guidelines for local

governments in Queensland to prepare and operate a planning scheme to

control and manage development in their areas, and provides the authority

for councils to form Regional Planning Advisory Committees (RPACs), and

Regional Organisational of Councils (ROCs)

LGAQ The Local Government Association of Queensland is the peak representative

body for all Queensland’s councils

VER Voluntary Early Retirements

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Have your say

This Annual Report is part of the Department of Infrastructure and Planning’s commitment to keeping people informed about what the department does and how it performs. The department welcomes comments and suggestions about the Annual Report 2007–08 content and presentation.

Your feedback or suggestions about how we can improve this report should be forwarded as follows:

By post

Director, Planning, Performance and Reporting, Strategy and Governance, Department of Infrastructure and Planning GPO Box 15009 City East, Qld 4002

By email

annualreport2007@dip.qld.gov.au

Contact us

Department of Infrastructure and Planning

PO Box 15009 City East Queensland 4002 Telephone: +61 7 3227 8548 Fax: +61 7 3224 4683 info@dip.qld.gov.au

Brisbane offices

Planning Group

Level 5, 63 George Street

Infrastructure and Economic Development Group

Level 12 Executive Building 100 George Street

Infrastructure Delivery Group

Level 30 Comalco Place 12 Creek Street

Strategy and Governance Group

Level 12 Executive Building 100 George Street

Regional offices

Cairns office

Level 2 Orchid Plaza 79 Abbott Street Cairns, Queensland

PO Box 5194 Cairns Queensland 4870 Telephone: +61 7 4039 8867 Fax: +61 7 4039 8866

Townsville office

Level 4 State Government Building 187-209 Stanley Street Townsville, Queensland PO Box 5666 Townsville, Queensland 4810 Telephone: +61 7 4760 7527 Fax: +61 7 4760 7535

Rockhampton office

Level 3, 130 Victoria Parade Rockhampton, Queensland PO Box 113 Rockhampton, Queensland 4700 Telephone: +61 7 4938 4078 Fax: +61 7 4938 4057

Longreach office

138 Eagle Street Longreach, Queensland PO Box 161 Longreach, Queensland 4730 Telephone: +61 7 4658 3012 Fax: +61 7 4658 3185

Mackay Office

Level 1 Post Office Square 73 Sydney Street Mackay, Queensland PO Box 1734 Mackay, Queensland 4740 Telephone: +61 7 4967 4445 Fax: +61 7 4967 4448

Bundaberg office

Level 1, 7 Takalvan Street Bundaberg, Queensland PO Box 979 Bundaberg, Queensland 4670 Telephone: +61 7 4151 9746 Fax: +61 7 4151 9745

For general Queensland Government enquiries, please telephone 13 13 04

Department of Infrastructure and Planning Annual Report 2007–08.

© The State of Queensland (Department of Infrastructure and Planning) 2008.

Published by the Queensland Government, November 2008, 100 George Street, Brisbane Qld 4000. The Queensland Government supports and encourages the dissemination and exchange of information. However, copyright protects this document. The State of Queensland has no objection to this material being reproduced, made available online or electronically but only if it is recognised as the owner of the copyright and this material remains unaltered. Copyright enquiries about this publication should be directed to the Department of Infrastructure, by email to annualreport@infrastructure.qld.gov.au or in writing to PO Box 15009 City East Qld 4002.

ISSN 1834–1578

Every drop countsWater and energy are precious commodities. To reduce water consumption and minimise the release of volatile organic compounds into the atmosphere, this Annual Report has been printed on Sovereing paper, using the waterless printing technique and soya-based inks.

Department of Infrastructure and Planning

A n n u a l R e p o r t 2 0 0 7 – 0 8

www.dip.qld.gov.au