Our Purpose and RoleWe support Queensland’s economic wellbeing and contribute to improving the quality of life for people and communities.We are seeking to balance social outcomes with business and economic outcomes.

The department is responsible for delivering benefits to Queensland through a diverse range of services to people, communities, industry and government in the areas of housing, building, fleet and asset management and procurement services. As an organisation, we are also committed to achieving better outcomes for Aboriginal and Torres Strait Islander peoples and their communities.

• We provide and/or regulate housing assistance and homelessness services for those who are in need

• We deliver, manage, construct and maintain government assets, office accommodation, fleet and employee housing

• We develop and administer policy, legislation and standards for building and residential industries

• We enable more efficient procurement across government.

To deliver these services, we operate as one department, coordinating and integrating our broad range of business.

We also partner, collaborate, consult and engage with communities, government and non-government agencies and with industry to inform our work and achieve outcomes.

Our diversity of services is our challenge as well as our strength.

Strategic Plan2016–20 Department of Housing and Public Works

Our Link to Government ObjectivesIntegrity, accountability and consultation underpin what we do.

We contribute to the Government’s objectives:

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

• Creating jobs and a diverse economy – by promoting economic participation and supporting economic growth through safe and fair building policy, innovative procurement and service delivery

• Building safe, caring and connected communities – by consulting and listening to the community to inform our policies and service delivery

• Protecting the environment – by delivering sustainable built infrastructure and fleet management.

Within this framework the department is focussing on the key areas of people and communities, industry, business and the environment, value for Queensland and our organisation and its people.

Our VisionWorking together to make a difference to Queenslanders

by building better, safer places to live

and work.

Our long term vision for change

Department of Housing and Public Works

Our Strategic Plan demonstrates how, over the next four years, we will be taking steps to progress these long term strategies and deliver outcomes for all Queenslanders.

We are setting our strategic direction and vision for the future through:

A Housing Strategy to help build better housing futures for all Queenslanders.

We will deliver better lives and greater opportunities for people and communities.

A Building Strategy to drive liveable, innovative and sustainable buildings and houses for all Queenslanders.

We will deliver a safer, fairer and sustainable environment for advancing the building and residential living sectors.

A Procurement Strategy to ensure best practice procurement that supports local jobs and businesses, and improves social outcomes for all Queenslanders.

We will deliver greater value and support for employment and economic opportunities.

A One Department Strategy to integrate and innovate for the future as we deliver our services for all Queenslanders.

We will deliver empowered people in a collaborative, integrated organisation.

FOCUS AREAS AND OBJECTIVES OUR PERFORMANCE

Achieving the Housing Strategy

Better lives, greater opportunities for people and communities

1.1 Improve access to safe, accessible and affordable homes1.2 Build a fair and responsive housing assistance system that

provides a continuum of services1.3 Support other Government departments that are delivering

essential services, particularly in more regional and remote communities

1.4 Improve the health and safety of people in their homes through effective policy and regulation

Needs-based housing assistance reformsClient satisfactionLevel of compliance with residential sector legislationGovernment employee housing matched to need

Achieving the Building Strategy

A safer, fairer and sustainable environment for industries

2.1 Engage with building and residential living industries to encourage innovation and growth and inform policy

2.2 Develop and advance policy that ensures safer and fairer building and residential living industries

2.3 Develop innovative solutions to address environmental sustainability

Policy reforms for safer, fairer industries (building and residential living)Environmental sustainability in the government asset portfolio (buildings and fleet)

Achieving the Procurement Strategy

Greater value and support for employment and

economic opportunities

3.1 Link with industry, business and government sectors to drive strategic and innovative procurement

3.2 Generate new ideas and solutions through partnerships and collaborations

3.3 Use our resources and assets more efficiently and responsibly to deliver services through forward planning, smarter practices and leveraging of government resources

Smarter and more efficient use of resourcesProcurement practice reformsSupport for regions through contracting arrangements

Achieving the One Department Strategy

Empowered people in a collaborative, integrated

organisation

4.1 Invest in our people to achieve performance excellence and workplace diversity

4.2 Progress strong leadership and engagement, a professional culture and good governance to motivate values-driven service delivery

4.3 Embrace changing technology and tools to ensure responsive solutions, flexible operations and service innovations

4.4 Engage with staff and customers to develop responsive service delivery

Staff satisfaction and empowermentSkilled and culturally capable workforceSupport for a diverse workforceProgressive and responsive systems

ONE People and communities

TWO Industry, business and the environment

THREE Value for Queensland

FOUR Our organisation

Our ValuesOur values form the foundation for our work and our culture. We are committed to high standards of professional conduct, and honest and ethical business practices.

We have zero tolerance towards fraud and corruption and expect an ethical standard of conduct from the people and entities we interact with.

Ideas into action

Unleash Potential

Customers first

Empower people

Healthy and safe workplace

Be courageous

Department of Housing and Public Works Strategic Plan 2016–20

Our Vision

Building better, safer places to live and work.

Our RisksEffective risk management ensures our ability to achieve our vision and purpose. Our moderate appetite for risk encourages innovation and supports our staff to take acceptable, calculated risks to achieve better outcomes.

Our key risks relate to:

• Services meeting needs

• Engagement and communication with stakeholders

• Outcomes for Aboriginal and Torres Strait Islander peoples

• Our workforce capability

• Protecting workers and people from harm to their health, safety and welfare

• Effective business systems and ICT infrastructure

• Sound strategic budget and performance management.

Our Acknowledgement We respectfully acknowledge the Aboriginal and Torres Strait Islander Traditional Owners and Elders of the lands and sea on which we meet, live, learn and work.

We acknowledge those of the past, the Ancestors whose strength has nurtured this land and its people, and who have passed on their wisdom; we acknowledge those of the present for their leadership and ongoing effort to protect and promote Aboriginal and Torres Strait Islander peoples and cultures; and we acknowledge those of the future, the Elders not yet born who will inherit the legacy of all our efforts.

Our Objectives and Strategies for 2016–20