Department of Infrastructure and Planning Annual Report 2007–08 Contents

Letter of transmittal 1 Planning Group 24 Communication objectives 2 Infrastructure and Economic Development Group 28 Director-General’s report 3 Property Services Group 32 (commercialised business unit) Our Vision, Mission and Values 4 Infrastructure Delivery Group 33 Structure 6 Strategy and Governance Group 35 Executive leadership team 7 Performance reports 38 About the department 9 Infrastructure and economic development 39 Key achievements 11 Infrastructure delivery 42 Far North Queensland Draft Regional Plan 2025 12 Property Services Group 44 Northern Economic Triangle— 13 Planning 46 Abbot Point State Development Area Governance arrangements 49 Connecting and diversifying our water supplies— Standards, quality processes and accountability 51 15 the South East Queensland Water Grid Our workplace—our people 58 Queensland Children’s Hospital 17 Community engagement 60 Northern Pipeline Interconnector 18 Community Futures Task Force 62 Innovation in infrastructure delivery 19 Government reporting 63 Financial summary 20 Glossary 69 Group reports 23 Financial statements 71 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 1 Communication objectives

Welcome to the Department of In providing an overview of our performance As well as fulfi lling our statutory Infrastructure and Planning’s Annual Report and key outcomes for the year, the report obligations, this Annual Report describes 2007–08, the fi rst for this department. responds particularly to the vision, mission, how the department has invested public values and strategic priorities presented and industry funds to benefi t Queensland’s Established on 13 September 2007, the in the Department of Infrastructure’s communities and industries. Department of Infrastructure and Planning Strategic Plan 2007–11. It reports on our is a result of machinery-of-government performance and on outcomes linked Apart from being a primary accountability changes that saw the Sustainable Planning to Queensland Government priorities. document for reporting to the Queensland Division and Planning Information Parliament, this report is a valuable and Forecasting Unit of the previous This report has been produced in accordance resource for our stakeholders and clients Department of Local Government, Planning, with the requirements detailed in the who may use it to benchmark us against Sport and Recreation amalgamated with Financial Administration and Audit Act 1977 other organisations, and for organisations the Department of Infrastructure. The and the Financial Management Standard and community groups who share an department is responsible for creating well- 1997. This report is prepared on the basis interest in our performance, initiatives and planned and managed communities with of the current administrative arrangements future directions. a focus on sustainability, and addressing for this department applying for the whole the state’s current and future planning and 2007–08 fi nancial year. That is, it refl ects the infrastructure needs. It is also responsible structure, operations and performance of the for guiding to fruition major resource and department as it now exists. infrastructure projects—both economic and social—in a timely way that is not only sustainable but which delivers benefi ts to all Queenslanders.

2 COMMUNICATION OBJECTIVES Director-General’s report

The Department of Infrastructure and − Western Corridor Recycled These projects and developments Planning was established in September Water Project demonstrate the comprehensiveness of the 2007 to bring together all areas of the Queensland Government’s commitment to state’s land use planning with infrastructure. − Gold Coast Desalination Project planning and infrastructure developments This represents a deliberate and signifi cant to facilitate the social, environmental and strategy by the Queensland Government − Southern Regional Water Pipeline economic prosperity and future of our state. to align planning and infrastructure − Northern Pipeline development and delivery in order to On a personal level, I would like to Interconnector Stage 1 manage growth in a way that will enhance acknowledge and thank former Deputy Coordinator-General (Infrastructure the state’s environmental and social values, − Eastern Pipeline Interconnector and support strong economic development. Delivery) David Stewart, former Deputy  releasing the Queensland Housing Director-General (Strategy and Governance) The Queensland Government is progressing Affordability Strategy in July 2007 and Michael Walsh and interim Deputy Director- the most comprehensive infrastructure plan establishing the Urban Land Development General (Planning), Stan Wypych for their in the state’s history and the Department Authority in November 2007 contribution to the work of the department. of Infrastructure and Planning is guiding these major resource and infrastructure  declaring 16 projects signifi cant under David Stewart was instrumental in projects to fruition. The coordination role of section 26 of the State Development commencing the delivery of the South East the department underpins the goals of the and Public Works Organisation Act 1971, Queensland Water Grid. David’s ability to Smart State agenda, which aims to sustain with a combined capital investment of progress this immense project has ensured and accelerate our prosperous economic almost $17 billion and the possibility that the water grid will be delivered on time growth, improve our quality of life and of generating more than 20 000 new and will secure water supplies for South build a better future for Queensland. construction and operational jobs East Queensland.

Key achievements during the year include:  completing impact assessments and Michael Walsh developed and implemented issuing Coordinator-General’s reports a rigorous governance framework for the  rapidly advancing critical water for Abbot Point Coal Terminal—Stage Department of Infrastructure and Planning, infrastructure projects as part of the 3 Central Queensland Gas Pipeline, and led the establishment of the systems, largest urban drought response in Jilalan Rail Yard Upgrade, Northern policies and protocols necessary for the Australia. The construction of the Pipeline Interconnector—Stage 1 department to achieve its outcomes. South East Queensland Water Grid is and Wiggins Island Coal Terminal well on track for delivery by the end Stan Wypych, as interim Deputy Director- of 2008. This has included the design,  preparing and now overseeing General (Planning), led the early construction and operation of the implementation of the Northern establishment of the Planning Group. largest recycled water project in the Economic Triangle Infrastructure I thank and congratulate all staff for southern hemisphere and a desalination Plan 2007–2012, which is a their dedication, professionalism and plant, in order to diversify water supply commitment by the government contribution. They enable the department to include climate-independent water to the development of Mount Isa, to deliver outstanding results for the supplies. Already the water grid is Townsville and Bowen as a triangle community of Queensland. delivering recycled water to Swanbank of mining, minerals processing and and Tarong power stations. By the end development over the next half century of 2008, construction on the following projects will be complete:  reviewing the implementation of the $19.3 billion Coal Infrastructure Program of Actions, the Coal Seam Gas Water Management Study, and the Fitzroy Colin Jensen Industry and Infrastructure Study. Coordinator-General and Director-General

DIRECTOR-GENERAL’S REPORT 3 Vision

Sustainable Development—Sustainable Communities

Mission Values

The Department of Infrastructure and Planning’s mission is to shape We operate by fi ve values: a sustainable future for Queensland. Making a difference We will achieve this by: We are performance driven, ensuring outcomes that contribute to the future of Queensland. We provide leadership across government  delivering vital infrastructure and growth management solutions and work with stakeholders and the community to deliver appropriate planning and infrastructure.  creating well-planned and managed communities with a focus on sustainability Professionalism We conduct ourselves in a business-like manner to provide the  planning for the impact of climate change on urban growth, highest quality services, fulfi l our commitments and take ownership industrial development and the built environment of the outcomes. We openly promote the economic, social and environmental benefi ts of an effective and disciplined risk  leading whole-of-government approaches to land management framework. use, major project developments and infrastructure policy planning, coordination and delivery Innovation We are committed to excellence through innovation, creativity,  providing leadership and advice within government on learning and knowledge sharing. We encourage staff to develop, the broader impact of land use planning, achieve and show courage in making changes for the better. infrastructure and project development Ethical conduct  supporting project proponents—through facilitation services We act in the public interest at all times and exercise fairness and and timely advice on major projects and infrastructure—to impartiality. We are accountable, consistent and transparent in our deliver innovative solutions and value for money decisions and actions.  delivering a water infrastructure system that will Genuine community engagement ensure a sustainable water supply for the future We operate with a strong community focus, seeking input and  identifying value-adding opportunities for Queensland’s resources, valuing the contribution of our diverse community. We consult, and promoting public and private investment in infrastructure listen and promote understanding. to build and protect Queensland’s competitive advantages 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.  identifying and developing land throughout Queensland However, performance has been reported against the 2007–2011 Strategic Plan. that is suitable for industrial development.

4 OUR VISION, MISSION AND VALUES 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 SERVICE DELIVERY AREAS

❙ Building Queensland’s economy PLANNING ❙ Strengthening Queensland communities  Policy and Program ❙ Protecting Queensland’s environment  Southern Region GOVERNMENT PRIORITIES  Central Region ❙ Building on economic success  Northern Region  Specialist and Infrastructure Planning ❙ Embracing growth in cities and regions  Planning Information and Forecasting ❙ Managing climate change and protecting the environment  Building Codes Queensland ❙ Strengthening Indigenous communities ❙ Modernising the Federation and delivering accountable government INFRASTRUCTURE AND ECONOMIC DEVELOPMENT DEPARTMENT OF INFRASTRUCTURE AND PLANNING’S VISION  Government Development Projects ❙ Sustainable Development—Sustainable Communities  Signifi cant Projects Coordination MISSION  Regional Development ❙ Shape a sustainable future for Queensland  State Development Areas  Property Services Group STRATEGIC PRIORITIES ❙ Plan, coordinate and deliver key infrastructure for economic, environmental and social development in Queensland INFRASTRUCTURE DELIVERY  SEQ Water Grid ❙ Collaboratively plan sustainable and dynamic urban and regional communities  Land Acquisition ❙ Facilitate major private sector and public projects ❙ Plan, secure and manage land supply for urban, industrial and economic development STRATEGY AND GOVERNANCE ❙ Strengthen a professional, ethical and high-performance organisation that values  Strategic Policy and nurtures its employees  Strategic Infrastructure Procurement

DEPARTMENT OF INFRASTRUCTURE AND PLANNING’S OUTPUTS  Program Management Offi ce  Organisational Capability ❙ Infrastructure and Economic Development  Financial and Asset Management ❙ Infrastructure Delivery  Executive and Communications Services ❙ Planning

OUR VISION, MISSION AND VALUES 5 Structure

Coordinator-General and Director-General

Infrastructure and Planning Economic Development Infrastructure Delivery Strategy and Governance

Policy and Program Government Development Projects SEQ Water Grid Executive and Communication  Planning policy development  Identifi cation and coordination  Implementation of critical Services  Regional planning priorities, of critical government infrastructure projects  Legal and contract services accountabilities, frameworks infrastructure and industrial − South East Queensland  Cabinet legislation and liaison and scheduling projects Water Grid offi ce  Planning program coordination − Water pipe procurement  Executive services and support and monitoring  Special Purpose Vehicle  Media services Signifi cant Projects Coordination  Communications and business coordination  Departmental communications  Coordination of signifi cant support − Airport Link/Northern Busway and marketing projects implementation  Smart eDA Special Purpose Vehicle process  Planning reform program Financial and Asset Management  Major project advice and  Financial accounting attraction Land Acquisition  Financial analysis and advice Central Region  Land acquisition  Procurement  Land access management  Regional planning State Development Areas  Business, asset and facilities  Statutory processes  State development areas services  Land use studies and projects implementation Organisational Capability  Regional elements of state  Industrial land analysis and programs  Human resources planning  Information and communication technology Northern Region Regional Development  Internal audit  Regional planning  Regional infrastructure  Organisational planning,  Statutory processes initiatives performance and reporting  Land use studies and projects  Northern economic triangle Program Management  Regional elements of state  Coal infrastructure  SEQIPP monitoring and programs  Regional water initiatives coordination  Infrastructure program and Southern Region Property Services Group project policy and monitoring  Regional planning  Industrial estate design, statewide  Statutory processes development, valuation and  Departmental program  Land use studies and projects sales monitoring and reporting  Regional elements of state  Special purpose vehicle programs governance framework  Infrastructure Cabinet Committee and CEO Committee support Planning Information  Project assurance framework and Forecasting  Program and project reviews—  Demographic and housing gateway review process information analysis and research Strategic Infrastructure  Residential land and housing Procurement affordability monitoring  Infrastructure funding,  Population projections partnerships and alliances policy  Value for Money Framework Specialist and Infrastructure  Public Private Partnership Planning assessments  Specialist planning  Infrastructure procurement  Infrastructure planning and innovation coordination  Priority Infrastructure planning Strategic Policy  Whole-of-government and national policy responses Building Codes Queensland  Application of departmental  Building and plumbing powers and legislation legislations and regulations  Infrastructure and planning  Building standards policy leadership and overview  Plumbing standards, licensing,  Legislation and regulatory complaints and appeals strategy and policy  Building and plumbing  Negotiation of state projects commercial agreements

6 Executive leadership team

The department's Executive Leadership Team provides strategic leadership, direction and oversight to facilitate the delivery of strategic goals and operational objectives.

Colin Jensen is the Coordinator- $17 million to addressing Manager (Road System and General and the Director- housing affordability in Engineering)—the department’s General of the Department of Queensland and a $36 billion chief engineer. In this role, he Infrastructure and Planning. investment over 10 years ensured that the department He has been in these roles in priority infrastructure had the technical expertise, since 14 September 2007. for regional communities systems and people capability and the state’s minerals to meet the demands and risks Colin is responsible for and export sectors. associated with managing overseeing the delivery $30 billion of road infrastructure. of the Queensland Prior to this role, Colin was Colin also held engineering and Colin Jensen Government’s infrastructure the Deputy Director-General of executive positions in Main Coordinator-General and development agenda and Queensland Transport from July Roads in the fi elds of urban Director-General, Department for shaping a sustainable 2006 to September 2007. In planning, transport modelling, of Infrastructure and Planning future for Queensland. this role he was responsible for strategic planning, road program overseeing and coordinating the development and policy. This includes coordinating state’s transport infrastructure key programs and projects program, as well as integrated Colin has also been heavily such as the updated $107 transport planning, passenger involved in the fi eld of billion South East Queensland transit systems, and information intelligent transport systems Infrastructure Plan and Program and fi nancial management. (ITS), both internationally and (2008–2026), managing more domestically. He has served as than $2.22 billion in South Colin worked for the Department Chair of the Board of Directors East Queensland Water Grid of Main Roads from 1987 to for the World Congress on ITS, projects in the 2008–09 fi nancial 2006, fi nishing his time with and President of ITS Australia. year, contributing over the department as General

EXECUTIVE LEADERSHIP TEAM 7 Gary White Geoff Dickie Damian Gould Roger Fitzpatrick Deputy Director-General, Planning Deputy Coordinator-General, Acting Deputy Coordinator-General, Acting Deputy Director-General, Infrastructure and Economic Infrastructure Delivery Strategy and Governance Gary was City Planner for Development Ipswich City Council from Damian has been with the Roger joined the department 2002 to 2008. From 1977 Geoff has worked in mining Department of Infrastructure in early 2007 and has played to 2001, Gary was Director and petroleum exploration and and Planning since November a key role in establishing the of Planning and Director development in Australia and 2006 and has played a key strategic direction, corporate of Community Planning for Canada. In recent years, he has role in implementing the South governance framework and Redland Shire Council. been a manager in government East Queensland Water Grid. organisational arrangements resource departments at both for the department. As Centres Planning Manager Commonwealth and state levels. Damian has been in the for the Gold Coast City Council, Geoff has taught geology and state public sector for Roger’s career has covered Gary undertook study tours on economics at universities. Most over 11 years and, prior to advisory and management regional planning systems in the recently, he has been leading joining the department, roles with a particular focus USA and Canada and, notably, the Coordinator-General’s role held numerous positions on industrial relations, human in 2001 headed a 30-delegate in developing major projects with Queensland Treasury, resources and organisational touring group. From 2000 to in Queensland, particularly the including as Departmental development issues. He has led 2004, Gary was the President Chalco Aurukun Bauxite Project. Liaison Offi cer to the then corporate management functions of the Queensland Division Deputy Premier and Treasurer. in a number of diverse agencies. of the Planning Institute of Geoff’s role is now extended In this role, he advised the He initially worked with the Australia. He is currently the to regional infrastructure Treasurer on commercial and Australian Government as an Queensland representative on initiatives such as the policy issues related to the economist before embarking the National Council of the Northern Economic Triangle. state’s government-owned on a career in industrial Planning Institute of Australia. corporations and energy sector. relations, which included He has previously served as six years in Canberra and a Special Advisor, Native Title period as Queensland State and Mining and Executive Manager of the Department Director, Minerals and Petroleum of Industrial Relations. Division in the Department of Natural Resources and Mines.

8 About the department

The Director-General of the Department with direct links to road, rail, energy of Infrastructure and Planning holds the and port facilities. The Bundamba State Delivering services Offi ce of the Coordinator-General. The Development Area, declared in June 2006, The department has four groups that State Development and Public Works enables the development of water pipeline contribute to fulfi lling the priorities Organisation Act 1971 provides the person infrastructure for South East Queensland. identifi ed in the Department of holding this offi ce with signifi cant powers Infrastructure and Planning Strategic Plan to manage major projects on a The Department of Infrastructure and and in fulfi lling our legislative requirements. whole-of-government basis. The Act Planning administers the Integrated These groups are described below: provides for planning and development Planning Act 1997 (IPA). The purpose of this through a coordinated system of public Act is to achieve ecological sustainability by  Planning Group provides leadership works as well as for environmental coordinating and integrating planning at the and works in collaboration with coordination and related purposes. local, regional and state levels; managing state agencies, local government the process by which development occurs; and other stakeholders. The During 2007–08, the Department of and managing the effects of development group effectively plans for growth Infrastructure and Planning declared 16 on the environment (including managing and infrastructure provision in signifi cant projects with a capital value the use of premises). Queensland to maintain a high quality of $17 billion, released 21 Environmental of life and facilitate sustainable Impact Statements with a capital value of The department also administers the development. The Planning Group: $11.3 billion, and issued nine Coordinator- Building Act 1975 and the Plumbing and General’s reports for energy, tourism and Drainage Act 2002. The Building Act 1975 − assists the application of infrastructure projects at a combined value determines building work that is assessable current South East Queensland of $6.1 billion. development under the IPA and imposes regional planning principles compliance requirements for buildings and progressively across the state The department also ensures that there are other structures. adequate stocks for industrial development − formulates a statewide model and that industrial developments have The Industrial Development Act 1963 to plan for management of access to key transport and export links. provides guidance for using land for population growth and subsequent industrial purposes. The Property infrastructure priorities For example, under the State Development Services Group (PSG), a commercialised and Public Works Organisation Act 1971, business unit within the Department of − reforms planning in Queensland by the Gladstone State Development Area was Infrastructure and Planning, delivers a improving the Integrated Planning Act established in 1993. At 21 000 hectares, range of services under the Industrial 1997 and the Integrated Development 6800 of which are available for industrial Development Act. Through access to the Assessment System. This includes development, it features direct links to Estates Construction Fund, PSG provides implementation of the strategies road, rail, energy and port facilities. The funding for both property-related and other within the Planning for a Prosperous Townsville State Development Area was industry development functions aimed at Queensland: A reform agenda for declared in 2003 and covers 4800 hectares encouraging the location and expansion of planning and development in the business and industry in Queensland. Smart State, to ensure they meet the needs of the community and stakeholders with enough fl exibility to manage future challenges.

ABOUT THE DEPARTMENT 9  Infrastructure and Economic  Infrastructure Delivery Group provides  Strategy and Governance Group delivers Development Group attracts, facilitates the central coordination role in the a diverse range of functions including and assists in the timely delivery of delivery of the South East Queensland providing internal corporate services projects and related infrastructure Water Grid, the Airport Link project, and executive support, departmental in Queensland. Services include: and land acquisition. A number of communications and fi nancial and asset Corporations Act entities referred to management. The group’s external − promoting state and regional as Special Purpose Vehicles have focus includes the divisions of: economic development through been established to provide rigorous planning and coordination of the governance, management and delivery − Strategic Policy which coordinates provision of critical infrastructure of major infrastructure including: inter-agency, whole-of- government and national policy − promoting industrial development − Western Corridor Recycled responses in areas related to by facilitating the development Water Project (Western Corridor the departmental portfolio. of industrial land and multi- Recycled Water Pty Ltd) user infrastructure corridors − Program Management which is − Southern Regional Water Pipeline responsible for coordinating and − assessing the feasibility of new monitoring the implementation large-industry and major economic − Northern and Eastern Pipeline of the South East Queensland development opportunities in Interconnectors (LinkWater) Infrastructure Plan and Program. Queensland, particularly on designated state development areas − South East Queensland Desalination − Strategic Infrastructure Procurement Plant (SureSmart Water) which supports government − managing signifi cant government agencies and local authorities in projects that support industry − Airport Link toll road (City feasibility studies of signifi cant and urban development North Infrastructure Pty Ltd). infrastructure projects.

− proponents investing in major resource, industry and tourism projects benefi t from the streamlined approvals and management processes facilitated by this group.

10 Key achievements

KEY ACHIEVEMENTS 11 Far North Queensland Draft Regional Plan 2025

On 9 May 2008, the Premier and As a statutory document under the the Deputy Premier and Minister for Integrated Planning Act 1997 (IPA), the Infrastructure and Planning launched the purpose of the draft plan is to guide and fi rst statutory regional plan developed manage development in the region over the outside South East Queensland. next 20 years. With the region’s population estimated to increase by approximately The Far North Queensland Draft Regional 100 000 people, the draft plan provides Plan 2025 (draft plan) provides innovative strategic direction in protecting regional responses to managing urban development landscape and rural production values and protecting the region’s World Heritage while consolidating urban land use. areas—the Great Barrier Reef and the Wet Tropics. It is the fi rst statutory plan As the greatest proportion of growth is in Queensland to address the combined expected to occur in the Cairns area, a new impacts of climate change and peak oil. master-planned community at Edmonton, named Mount Peter, was also formally The launch of the draft plan was followed declared under section 2.5B.3 of IPA. by extensive community consultation. Presentations and information sessions The launch and progress of the Far were held across the region, from Wujal North Queensland Draft Regional Wujal in the north to Cardwell in the Plan 2025 was well supported by the south, and inland to Mareeba, Atherton, local media and attracted a positive Ravenshoe and Chillagoe. The invitation to response from the community. lodge submissions allowed a period of 60 working days to close on 8 August 2008. Hundreds of submissions are expected to be lodged and reviewed before the fi nal plan is developed for public release in December 2008.

12 Northern Economic Triangle— Abbot Point State Development Area

The Northern Economic Triangle purposes under the State Development Additional technical studies Infrastructure Plan 2007–2012 (the NET and Public Works Organisation Act 1971. will be undertaken to better Infrastructure Plan) fosters sustainable understand the environmental economic, social and community growth Abbot Point is strategically located for values of the APSDA including: through the support of Mount Isa, industry and offers competitive advantages Townsville and Bowen as a triangle due to its remoteness and access to an  fl ora and fauna of mineral processing and industrial adjacent deepwater port. The Abbot Point development over the next 50 years. State Development Area (APSDA) totals  stormwater and catchments The NET Infrastructure Plan comprises 16 230 hectares and is divided into four  airshed modelling 120 actions to advance critical land use precincts—an industry precinct (4700 hectares), an infrastructure and infrastructure and planning initiatives  cultural heritage management to maximise the investment potential of corridors precinct, an environmental Mount Isa and Townsville, and develop management/materials transportation  traffi c impacts a new industrial precinct at Bowen. precinct and a restricted development precinct. The development scheme will  assessments of the potential As part of the NET Infrastructure Plan, provide for the establishment of large-scale impacts of infrastructure land was identifi ed as suitable for major industrial development while recognising industrial development through the Bowen and protecting environmental, cultural  location of infrastructure corridors. Abbot Point Industrial Land Concept heritage and community values. Policies Plan and Infrastructure Plan. One key to support the development scheme These studies will help to identify the objective of the NET Infrastructure Plan are currently being fi nalised for the environmental values of the APSDA is to develop a new industrial precinct at Coordinator-General’s approval. Studies and will include detailed mapping Abbot Point for large-scale industry. On to identify an infrastructure corridor of remnant vegetation and other 19 June 2008, the Governor in Council between the industry precinct and the port areas of high ecological value. declared an area at Abbot Point to be of Abbot Point will be conducted in the a state development area for industrial fi rst part of the 2008–09 fi nancial year.

KEY ACHIEVEMENTS 13 Northern Economic Triangle— Abbot Point State Development Area (cont.)

Abbot Point State Development Area

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

Construction of the South East Queensland Water Grid is well advanced—nearly Western Corridor Gold Coast 75 per cent complete with 325 kilometres Recycled Water Project Desalination Project of pipeline laid. The water grid is a network of two-way pipelines that will transport Construction is well underway on the The South East Queensland (Gold Coast) water from areas of water surplus to $2.5 billion Western Corridor Recycled Water Desalination Project is a $1.2 billion areas that face a shortfall. It will allow Project, Australia’s largest recycled water initiative of the Queensland Government the coordinated use of all major bulk project and one of the largest advanced and Gold Coast City Council to construct the water sources in the region. The project water treatment projects in the world. fi rst large-scale water desalination plant on includes more than 450 kilometers of the eastern seaboard. Located at Tugun, the pipeline, two new dams, upgrades of The project includes approximately project will provide up to 125 megalitres per existing dams, a desalination plant and 200 kilometres of pipeline and three day of new, fresh drinking water to South three advanced water treatment plants. advanced water treatment plants at East Queensland. Based on current, drought- Bundamba, Gibson Island and Luggage restricted water use, the desalination plant The South East Queensland Water Grid Point. It will provide up to 232 megalitres could supply over one-fi fth of South East is the largest urban drought response in per day of purifi ed recycled water to the Queensland’s drinking water supply Australia and is progressing on time and on region’s supply—approximately 35 per cent when complete. budget. This initiative will help to secure of the region’s current daily water use. water supply for South East Queensland The project includes the construction now and for the future. The South East This project will reduce the demand of a desalination plant, a 2.2 kilometre Queensland Water Grid will realise the state on Wivenhoe Dam water supplies and marine intake tunnel, a 2 kilometre outlet government’s commitment to ensuring extend the long-term, water supply tunnel, and a 24.9 kilometre pipeline better management of water supplies in capacity of South East Queensland. to connect the desalination plant to the times of drought. It will achieve this by It will provide purifi ed recycled water South East Queensland Water Grid. reducing the region’s reliance on traditional to Swanbank and Tarong power sources of water and diversifying supply to stations, industry and agriculture, and Construction is about 80 per cent complete include climate-independent and climate- Wivenhoe Dam to supplement the and is on schedule to be fi nished in resilient water supplies. region’s drinking water supplies. November 2008 and fully operational by January 2009. The project has an exemplary The following section outlines the key Construction is expected to be completed commitment to safety, having achieved projects being advanced to establish the in December 2008. 2.75 million man-hours without water grid. lost time for injuries.

KEY ACHIEVEMENTS 15 Connecting and diversifying our water supplies—the South East Queensland Water Grid (cont.)

Coast water supplies to the South East Southern Regional Queensland Water Grid by December 2008. New and upgraded dams Water Pipeline Construction of the Hinze Dam upgrade The planning and approval phase for began in January 2008. Scheduled for Construction is well underway on the Stage 2 of the pipeline is continuing. completion by the end of 2010, the Southern Regional Water Pipeline, which is Approximately 50 kilometres of pipeline will upgrade will increase the full supply a 100 kilometre two-way pipeline to move extend north from Lander’s Shute to access level of Hinze Dam by 12.3 metres. water between the Gold Coast, Logan, water from water treatment plants at Image This upgrade will also provide fl ood Ipswich and Brisbane. Flat and Lake MacDonald, near Cooroy. mitigation benefi ts to the Gold Coast.

The $900 million pipeline will be able The new pipeline will have the capacity to The South East Queensland Water to move up to 130 megalitres per day, move surplus water to meet the additional Grid also includes two proposed dams ensuring that water is distributed to the demand from growth areas, and allow for currently in planning and environmental most drought-affected areas in the region. future, two-way fl ow capacity. assessment stages—Traveston Crossing Dam Stage 1 and Wyaralong Dam. New water sources, such as Wyaralong Dam and the Cedar Grove Weir will be Eastern Pipeline The proposed Traveston Crossing Dam Stage incorporated into this network at the Interconnector 1 is located approximately 16 kilometres end of 2011. The Southern Regional south of Gympie on the Mary River, and Water Pipeline is expected to be fully The Eastern Pipeline Interconnector will deliver up to an additional 70 000 operational by the end of November 2008. comprises a new bulk water transfer megalitres per year (192 megalitres per day). pipeline and associated infrastructure with the capacity to transport up to 22 megalitres The proposed Wyaralong Dam is located Northern Pipeline per day between Redland and Brisbane, on Teviot Brook, approximately 14 Interconnector connecting the Redland Shire to the water kilometres north-west of Beaudesert grid via Logan. The project involves the in the Logan River catchment, and is Stage 1 of the Northern Pipeline construction of a new reservoir, pipeline and expected to supply 21 000 megalitres a Interconnector is a 47 kilometer pipeline pumping station. year (58 megalitres a day) when operated to transport water between the Sunshine in conjunction with Cedar Grove Weir Coast and Brisbane. Construction of the Eastern Pipeline and the Bromelton Offstream Storage. Interconnector is progressing well and Construction of Stage 1 is underway. It will will meet the completion date of If approved, both dams are expected connect Lander’s Shute Water Treatment 31 December 2008. to be completed by the end of 2011. Plant west of Caloundra to the Morayfi eld reservoirs, where it will link with the The largest urban drought response in Caboolture and Brisbane water networks. Australia is progressing on time and This will enable up to 65 megalitres per on budget, and these initiatives will day to be transported from Sunshine secure water supplies for South East Queensland now and for the future.

16 Queensland Children’s Hospital

The Queensland Government will build a Development and Public Works new children’s hospital to provide world- Organisation Act 1971, the Governor in class care for Queensland children. The Council approved a regulation to declare Queensland Children’s Hospital (QCH) the Queensland Children’s Hospital State will be a purpose-built, tertiary facility Development Area and the associated adjacent to the current Mater Children’s development scheme. This declaration will Hospital site in South Brisbane. The QCH facilitate both the granting of necessary will consolidate the existing paediatric approvals and, if required, the acquisition services of the Royal Children’s Hospital, of land, and will also simplify delivery of the Mater Children’s Hospital and the critical infrastructure required to support Queensland Paediatric Cardiac Service the QCH. at the Prince Charles Hospital. The Coordinator-General is responsible On 12 June 2008, in accordance with for approving material changes of sections 77 and 79 of the State use in a state development area.

KEY ACHIEVEMENTS 17 Northern Pipeline Interconnector

The Northern Pipeline Interconnector is an this time frame. At the same time, through integral part of the South East Queensland the EIS process, the community raised Water Grid, which is designed to move signifi cant concerns about a key component surplus water to areas that need it. Stage 1 of the project. These concerns were of the pipeline project had to be delivered satisfactorily resolved when an alternative, within extremely tight time frames due to less environmentally-sensitive site was severe drought conditions. The department identifi ed, and the Coordinator-General completed a comprehensive environmental determined that the site met acceptable impact statement (EIS) process to meet environmental standards.

18 Innovation in infrastructure delivery

Creating a partnership between government and the private sector

With the 2005 release of the South The government recognised that while it East Queensland Infrastructure Plan already had expertise and experience in and Program, infrastructure delivery infrastructure planning, management and in South East Queensland increased delivery, the private sector possessed signifi cantly. The Queensland Government key capabilities that would signifi cantly recognised that inherent challenges and enhance the overall delivery of the opportunities could not be addressed program. The private sector could also under a ‘business as usual’ approach. provide resources to ensure key personnel It also recognised that while agencies could continue in critical infrastructure were strong in infrastructure delivery, it delivery roles within agencies. needed to be managed and maximised across the whole infrastructure program. As a result, the PMO was initially structured as an innovative partnership In January 2006, the Queensland between public and private sectors, Government responded by establishing with a combination of government the Program Management Offi ce (PMO) to staff and private sector advisors. The support government and industry to deliver PMO now uses the capacity, skills and the infrastructure program. The PMO would knowledge gained during the partnership help realise program-wide opportunities, to help drive the delivery of South East achieve whole-of-government priorities and Queensland’s infrastructure program. effectively coordinate projects.

KEY ACHIEVEMENTS 19 Financial summary

 Queensland Water Infrastructure Pty Ltd and Planning (25 per cent), Queensland Understanding the Treasury Holdings Pty Ltd (25 per cent), fi nancial statements  South East Queensland (Gold Coast) Department of Transport (25 per cent) and Desalination Company Pty Ltd Department of Main Roads (25 per cent) Financial reports, incorporating a full set of with the share holdings representing the fi nancial statements and notes for both the  Southern Regional Water major project and transport nature of its Department of Infrastructure and Planning Pipeline Company Pty Ltd business. Commencing operations on 22 and its commercialised business unit, the December 2006, its principal activities for  Western Corridor Recycled Water Pty Ltd Property Services Group are included in this the period were to oversee the procurement Annual Report. The fi nancial report for the Property of the Airport Link and Northern Busway Services Group commences on page 131. (Windsor–Kedron) projects on behalf of the The Department of Infrastructure and State of Queensland. Planning fi nancial report starts on page 71. It contains fi nancial data labelled: Overview of Queensland Water Infrastructure Pty Ltd—is controlled by the department through  Parent Entity consolidated 100 per cent ownership. The company is charged with carrying out and completing  Parent Entity —administered on entity operations the design, construction, commissioning a whole-of-government basis Department of Infrastructure and Planning and operation of several major water  Consolidated —the department’s role is to steer major infrastructure projects including the resource and infrastructure projects to Traveston Crossing and Wyaralong dams. Parent Entity refers to the funds within fruition and to ensure the timely delivery of South East Queensland (Gold Coast) the control of the government agency - both social and economic infrastructure in a Desalination Company Pty Ltd—is Department of Infrastructure and Planning way that is not only sustainable but which controlled by the department through 100 - referred to as Controlled funding. also delivers benefi ts to all Queenslanders per cent ownership. The principal activity of and to lead local, regional, statewide the company is to facilitate the delivery of Parent Entity —administered on a whole- planning initiatives and land use. of-government basis refers to those a desalination facility to create a bulk water funds administered by the Department of Property Services Group—is a source for South East Queensland. Infrastructure and Planning on behalf of commercialised business unit of the Southern Regional Water Pipeline Company government over which the department may Department of Infrastructure and Planning Pty Ltd—the government acquired 100 exercise no control. and delivers a range of services under the per cent ownership in the company on Industrial Development Act 1963. Through 28 June 2007. The company was formed Consolidated relates to the combined the Estates Construction Fund, it provides as a strategic alliance to improve the operations of the Parent Entity (Department funding for both property-related and other regional water supply distribution network of Infrastructure and Planning—controlled industry developments functions aimed at to communities between Brisbane and the funding) and its controlled entities: encouraging the location and expansion of Gold Coast. business and industry in Queensland.  Property Services Group Western Corridor Recycled Water Pty Ltd City North Infrastructure Pty Ltd—is jointly  City North Infrastructure Pty Ltd —was established on 2 March 2007 and owned by Department of Infrastructure is fully owned by the department. The

20 FINANCIAL SUMMARY principal activity of the company during − $779.935 million for the construction the fi nancial period was the design, of a water pipeline network Parent Entity fi nancial construction and operation of the Western and associated infrastructure overview Corridor Recycled Water Project. in South East Queensland by Southern Regional Water Operating result Consolidated fi nancial Pipeline Company Pty Ltd The Department of Infrastructure and Planning’s operating result for 2007–08  Land: overview was a defi cit of $1.856 million. The defi cit − $235.024 million for land is mainly due to technical accounting Operating result acquired by Queensland Water treatments with no cash impact of the The Consolidated entity reported a 2007–08 Infrastructure Pty Ltd. following items: operating surplus of $62.786 million after the elimination of related party The liabilities of the consolidated entity  $ 3.659 million of revenue relating transactions. The majority of this profi t was at 30 June 2008 mainly relate to fi nancial to contributed assets received from earned by Property Services Group through liabilities and payables. Department of Public Works its resale of land operations.  Financial liabilities total $3,137.904  $ 4.481 million associated with Consolidated entity income statement million and relate to a construction the impairment loss resulting from summary: debt facility with Queensland Treasury the write-off of assets purchased Corporation for the sole purpose of in the development of the Targinie State Development Area and the 2008 2007 design, construction, commissioning and operation of major water Narangba Haulage Route $’000 $’000 infrastructure projects including: Total revenues 274,885 534,789  $ 0.955 million associated with − $617.88 million in Queensland losses on disposal of property, Total expenses 212,099 118,630 Water Infrastructure Pty Ltd plant and equipment assets Operating results 62,786 416,159 − $1,300.395 million in Western After accounting for the above issues, the Balance sheet—assets, liabilities Corridor Recycled Water Pty Ltd department ran a small operating defi cit. and equity − $937.631 million in Southern Parent entity income statement summary: Consolidated entity’s balance sheet Regional Water Pipeline Pty Ltd summary: 2008 2007 − $281.998 million in South $’000 $’000 2008 2007 East Queensland (Gold Coast) Total revenues 116,169 54,658 $’000 $’000 Desalination Company Pty Ltd. Total expenses 118,024 61,909 Total assets 5,358,893 2,649,375  Payables included the following Operating result (1,856) (7,251) Total liabilities 3,673,624 983,955 capital, goods and services incurred by the entity in 2007–08 which Total equity 1,685,269 1,665,420 Revenues were unpaid at 30 June 2008: The assets held by the consolidated The department’s main revenue source entity at 30 June 2008 largely comprised − $148.419 million in Western is the state government. In 2007–08, cash, inventories, and property, plant and Corridor Recycled Water Pty Ltd $104.761 million was appropriated from equipment. The signifi cant increase in total the State Government, an increase of − $89.793 million in Southern assets between 2006–07 and 2007–08 $67.169 million on 2006-07, mainly due Regional Water Pipeline Pty Ltd was a result of the increased scale of to the implementation of the Queensland Housing Affordability Strategy, Smart City infrastructure delivery operations. Increases − $37.644 million in South in assets included: Master Planning and water consistency East Queensland (Gold Coast) supply measures and a reclassifi cation of Desalination Company Pty Ltd  Capital works in progress: funding from equity to operating for the procurement expenses associated with Equity is the entity’s net worth that is total − $1,348.636 million for the the delivery of the Airport Link Project. assets less total liabilities. Equity as at construction of the western corridor Also impacting on the increase in funding 30 June 2008 was $1,685.269 million, an recycled water pipeline by Western was the machinery-of-government changes increase of $0.02 million (1 per cent) over Corridor Recycled Water Pty Ltd in September 2007 which resulted in the previous year. the transfer in of Sustainable Planning − $441.470 million for the creation of and related functions from the former the Gold Coast desalination facility Department of Local Government, Planning, by South East Queensland (Gold Sport and Recreation. Coast) Desalination Company Pty Ltd

FINANCIAL SUMMARY 21 The department receives the bulk of The Department of Infrastructure and its remaining funding from the Estates Planning (Parent Entity) expense by Parent Entity – Construction Fund, administered by the category for year ended 30 June 2008 Administered fi nancial Property Services Group, which was $7.68 million in 2007–08. This funding was overview reduced in 2007–08 due largely to reduced project activity for various land and precinct Administered operations of the department planning projects. mainly relate to the department passing on government funding to the Queensland The Department of Infrastructure and Water Commission and Urban Land Planning (Parent Entity) revenue by Development Authority. Movements in category for year ended 30 June 2008 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 Outlook The consolidated entity operations are set to reduce signifi cantly in 2008–09 as the Balance sheet—assets, liabilities majority of water infrastructure construction projects draw to a close and transfer to and equity government authorities created to manage Parent entity balance sheet summary: their operations on an ongoing basis.

2008 2007 $’000 $’000 Expenses Total assets 622,524 597,613 The department’s main categories of Total liabilities 29,923 35,708 expenses are employee expenses and Total equity 592,601 561,905 supplies and services. The assets held by the department are In 2007–08, employee expenses grew by mainly shares in its controlled entities, 21 per cent to $37.917 million, mainly as well as receivables due from and not attributed to an increase in staffi ng costs yet paid by the controlled entities of the as a result of the machinery-of-government department. Other assets include strategic changes during the year. land holdings and general offi ce equipment.

Supplies and services expenses increased Liabilities mainly relate to trade creditors by $32.084 million to $66.766 million. and provisions. The difference between This increase was primarily driven by 2006–07 and 2007–08 is mainly due to the the implementation of the Queensland decrease in unearned grant revenue relating Housing Affordability Strategy, Smart City to the Estates Construction Fund and Master Planning and water contingency unearned appropriation revenue. supply measures. The department also incurred an additional $9.04 million in Equity represents what the department is procurement service costs paid to City worth. The strong fi nancial position of the North Infrastructure for delivery of services department is evident through the low ratio in relation to the Airport Link Project. of liabilities to assets of 5 per cent.

22 Group reports

GROUP REPORTS 23 Planning Group

The Planning Group provides leadership  Released the Queensland and collaborates with state agencies, local Key achievements Housing Affordability Strategy governments and other stakeholders to  Accelerated the regional planning in July 2007, and established effectively plan for growth and infrastructure program for regional and rural the Urban Land Development provision in Queensland, to maintain a high Queensland, which includes the Authority in November 2007. quality lifestyle and facilitate sustainable development of a consistent and development. The planning output has a contemporary framework for regional  Finalised the Rural Futures Strategy focus to: planning across Queensland, and for the Wide Bay Burnett region. amendments to the IPA to facilitate  Finalised the Social Indicators Report  undertake strategic regional statutory regional plans that focus for the Central Queensland region. planning across Queensland on growth areas in Queensland.  Worked closely with councils to  formulate a statewide planning and  Completed a framework of key result encourage and facilitate the fi nalising development framework to manage areas and key performance indicators of outstanding planning schemes development, population growth and that will underpin four new regional in accordance with the IPA. subsequent infrastructure priorities plans—North West, Central West, South West, and Maranoa and Districts—under  reform planning in Queensland by  Facilitated the whole-of-government the Blueprint for the Bush initiative. improving the Integrated Planning review of proposed amendments to local government planning schemes Act 1997 (IPA) and the Integrated  Established Regional Planning Advisory to ensure that state interests will Development Assessment System Councils for North West, Central West, not be adversely affected. through endorsed recommendations South West, and Maranoa and Districts. of the Planning for a Prosperous  Developed in partnership with the Queensland: A reform agenda for  Developed guidelines specifi c to the local government reform team a planning and development in the regional planning program to ensure regulation to ensure that all existing Smart State. This will ensure it meets consistent processes across the state. the needs of the community and planning schemes and policies stakeholders with enough fl exibility  Received policy endorsement to continue to have effect for new local to manage future challenges develop the fi rst statutory regional government areas and are managed plan outside South East Queensland. by the amalgamated council.  ensure the built form and settlement patterns are adaptive in  Released the draft of the Far  Commenced the fi rst Environmental response to climate change, and North Queensland Regional Impact Statement (EIS) under IPA are energy and water effi cient. Plan for public consultation. for the proposed Rocky Springs master planned community.  Accelerated and refocused seven existing regional plans, including the  Introduced master planning provisions development of settlement patterns for under IPA to better coordinate land Wide Bay Burnett, Central Queensland, use planning, infrastructure planning Whitsunday, Hinterland and Mackay. and infrastructure funding with regard to the master planned areas declared by the Minister for Planning.

24 − Developed guidelines for the LGAQ, state agencies and industry, homes undergoing major renovation master planning. to advance infrastructure planning, to retrofi t water saving devices. charging and delivery in Queensland. − Created a coordinating agency for the  Completed a public benefi t test fi rst declared master planned area.  Prepared an evaluation of Stage for fi re safety improvements to 1 sustainable housing for the existing residential care buildings.  Partnered with Local Government government’s consideration as Association Queensland (LGAQ) part of the Stage 2 sustainable  Introduced a new part of the to deliver training programs housing proposals, which will Queensland Plumbing and Wastewater to councillors on IPA. also seek a decision on adopting Code (QPWC), requiring submetering 5-star housing in Queensland. of water supplies to all sole  Released the Smart eDA, commencing occupancy units in new buildings. with Redland City Council, to enable  Introduced a new part of the planning professionals to prepare Queensland Development Code (QDC)  Introduced building and plumbing and lodge development applications. to save potable water supplies by consultative groups, which This will be extended to other mandating that all new commercial hold quarterly meetings. councils and referral agencies and buildings use alternative water sources. support Integrated Development  Published 46 building and plumbing Assessment System (IDAS) tracking.  Introduced a part of the QDC to set newsfl ashes and new plumbing (treated clear, minimum fi re safety standards greywater and submeters) guidelines.  Worked with the Queensland for new residential care buildings. Competition Authority (QCA) to  Conducted statewide training roadshows provide an independent review  Amended the Building Act 1975 about new QDC and QPWC water of local government Infrastructure to clarify the fi re safety standards saving measures, involving over 2500 Charges Schedules (ICSs). for share accommodation, allow plumbers and building practitioners. building surveying technicians to  Facilitated the progression of approve small buildings on behalf  Drafted a new QDC for temporary 12 local government Priority of local governments and require buildings, and rationalised and Infrastructure Plans (PIPs) to the owners to display their building renumbered parts of the QDC. stage of requiring a QCA review. certifi cate of classifi cation.  Expanded the jurisdiction of the  Simplifi ed the process for slower  Amended the Plumbing and Drainage Building and Development Tribunal to growing local governments Act 2002 and introduced a new consider disputes about calculating to prepare PIPs. version of the Queensland Plumbing priority infrastructure charges. and Wastewater Code (QPWC) to  Planned a new prison facility at  Worked with 30 slower growing liberalise the use of treated greywater Gatton and delivered a site evaluation local governments to advance their and allow treated blackwater trials. PIPs and Regulated Infrastructure for relocating the existing Gatton Charges Schedule (RICS).  Amended the QDC Water Savings Showgrounds. This process involved Targets to allow treated greywater as a using the existing showground site  Worked with a PIP reference group new compliance option and amended to accommodate a number of state and conducted regular meetings with the sustainable housing code to require government infrastructure requirements.

GROUP REPORTS 25  Continued to assist the Yarrabah Shire  As part of the Queensland System (IDAS), by signifi cantly Council to develop their statutory Government’s Housing Affordability reducing time frames for development Land Use Management Plan and, Strategy, the Group will: assessment and providing benefi ts to through this pilot project, develop support the Queensland Government’s appropriate templates for small − provide an expanded work program Housing Affordability Strategy communities to use when preparing of the Planning and Information their Statutory Planning Schemes. Forecasting Unit with regard to − simplify priority infrastructure residential land, dwelling activity planning and charging, and build monitoring, residential development capacity within local government Future developments activity and broadhectare studies to meet statutory deadlines for The Planning Group will continue to lead implementing a PIP with either an − initiate signifi cant improvements— and implement statewide initiatives to ICS or RICS. Initiatives include through the master planning ensure well-planned and sustainable simplifying infrastructure assessment program—to the existing communities by: and reporting processes; supporting development assessment process and councils to complete their PIPs;  Development of a new planning act. to the planning scheme preparation requiring local governments to The bill will be introduced into processes, in conjunction with local advertise and phase in new ICSs; Parliament early 2009 governments and other stakeholders liaising with councils and the QCA to enhance ministerial resolution regarding independent reviews of  implementing the Smart eDA solution, and direction powers, in relation to local government infrastructure which enables development applications planning and development, and new charges; and establishing a PIP to be lodged and tracked online, and master planning mechanisms. These Reference Group for councils, progressing arrangements with state mechanisms will provide effective the LGAQ and other relevant and local government agencies to and streamlined processes for stakeholders to exchange ideas and achieve connectivity of Smart eDA resolving development, infrastructure provide suggestions for improving and other state-interest issues, which infrastructure planning and charging  continuing to work with local will result in an enhanced capacity governments, state agencies and to bring appropriate land to market − implement the fi rst stage of the industry to provide strong support more quickly, thereby improving expanded jurisdiction of the Building and training in the development housing availability and affordability and Development Tribunals to hear of PIPs, and to ensure that the PIPs charging disputes, and develop majority of fi rst-round plans are − continue the statewide a proposal to expand the tribunals fi nalised and implemented implementation of RiskSmart (a jurisdiction to hear disputes on component of the implementation minor planning matters. Bring about  continuing to prepare a government of Planning Reform). RiskSmart is a change to regulation to include policy position on the management an innovative change-management appropriate fees, implementation and administration of dam strategy to maximise the cost of referee training programs, catchments (drinking water). effectiveness of Queensland’s and the development of new Integrated Development Assessment procedures and training manuals

26  continue to deliver a contemporary a showcase project for the Smart − banning restrictive covenants and consistent framework for regional Cities: rethinking the city centre that prevent owners from planning in Queensland, building report, which was released by the adapting sustainable features on the success of the South East Smart State Council in May 2007 and building designs Queensland Regional Plan, through the delivery of a new statutory regional  progress detailed planning for − ensuring newly installed air plan for Far North Queensland a combined transport, business conditioners meet mandatory and residential precinct in the energy effi ciency standards  continue to develop four new heart of Ipswich, which will help statutory regional plans for rural deliver the Ipswich Integrated − amending the QDC to improve Queensland under the Blueprint Strategy and Action Plan water effi ciency in residential for the Bush initiative and commercial buildings  continue to provide support to  undertake land supply analysis and Belyando Shire Council, through  enhance fi re safety standards in developing settlement patterns the Moranbah Growth Management existing residential care buildings by for Wide Bay – Burnett, Central Group, to develop a high-quality developing a new residential standard Queensland, and Whitsunday, plan, which ensures that necessary to assist service providers and owners Hinterland and Mackay regions community infrastructure and services are available for current  partner with the Dalby Regional Council  ensure that communities receive and future residents of Moranbah and the representatives of local mining the best outcomes from the sale of interests and the local community to state-owned land by completing strategic  deliver more sustainable address urgent growth management land-use planning projects on time and housing and building outcomes issues and formulate a sustainable to the satisfaction of stakeholders through improvements to framework for delivering land use, building regulations by: housing and supporting infrastructure to  develop options and strategies to the local mining towns and communities improve industrial land-use outcomes − expanding on the water effi ciency and ensure that industrial land does not and light requirements in Stage 1  partner with the Whitsunday encroach upon residential development sustainable housing initiatives Regional Council to address the and impact on community lifestyles urgent growth management issues − proposing the adoption of the fi ve driven by the economic prosperity,  progress strategic planning projects star energy effi ciency provisions tourism opportunities and the of whole-of-government signifi cance, in the Building Code of Australia, rising international profi le of this including managing the community for new houses and units area. In particular, the group will planning impacts of the Wyaralong confi rm the roles of key centres, the and Traveston Crossing dams − providing for the benefi ts of program for infrastructure delivery, tropical living styles through their the framework for a sustainable  continue to plan and prepare for the recognition in Building Codes industrial development at Bowen, urban renewal/redevelopment of the and the vision for the centre of Airlie Ipswich Regional Centre Strategy, − implementing the phase out of Beach and the Shute Harbour area. Ithaca TAFE and City West Urban energy ineffi cient electric hot water Renewal areas. City West will be systems in gas reticulated areas

GROUP REPORTS 27 Infrastructure and Economic Development Group

The Infrastructure and Economic Queensland Gas Pipeline, Guthalungra  Updated and released the Coal Development Group is responsible Aquaculture, Hinze Dam Raising, Infrastructure Program of Actions, which for identifying and coordinating Jilalan Rail Yard, Northern Pipeline details the timing and commercial critical infrastructure and industrial Interconnector Stage 1, Tarong delivery of infrastructure to meet the projects, developing land for industrial Northern Land Ash Emplacement expected growth of the Queensland purposes, delivering regional water and Wiggins Island Coal Terminal. coal industry in the 2008–2015 period. projects, and coordinating the signifi cant projects process.  Undertook changes to completed  Completed data collection and projects and issued Coordinator- phase 1 stakeholder consultation for the The group, comprising Government General Change Reports for Dent Queensland Coal Infrastructure Strategic Development Projects, Signifi cant Projects Island Golf Course and Residential Plan, which details infrastructure Coordination, Regional Development, Resort, and Northern Pipeline needs for the 2008–28 period. State Development Areas and the Property Inter-connector Stage 1. Services Group, is leading whole-of-  Produced a shortlist of proponents from government approaches to major project Regional development an expression of interest process for development of the Whitsunday Airport. development, land use and infrastructure  Produced the Northern Economic planning, coordination and delivery. Triangle Infrastructure Plan 2007–  Completed environmental and land 2012 following an extensive public use studies for the Inskip Peninsula Key achievements consultation process with industry Master Plan, which will establish and other key stakeholders. The plan uses for Inskip Peninsula consistent Signifi cant Projects Coordination comprises 120 actions to advance with national parks, Indigenous uses  Declared 16 projects signifi cant under critical infrastructure and planning and consolidated residential, tourist section 26 of the State Development initiatives to maximise the mining, and commercial developments. and Public Works Organisation Act 1971, mineral processing and industrial with a combined capital investment of development potential of Mount  Completed a supply and demand almost $17 billion, with the possibility Isa and Townsville, and develop a study on coal seam gas water. of generating more than 20 000 new new industrial precinct at Bowen. construction and operational jobs.  Monitored and advised upon the  Produced the Northern Economic delivery of the regional water projects  Facilitated 38 proposed and committed Triangle Progress Report August under the Statewide Water Policy projects with a forecast combined 2007 to provide stakeholders with and developed a Program of Works capital investment of almost an outline of key projects advancing under the State Development and $32.37 billion, which could generate under the Northern Economic Public Works Act 1971 to ensure timely more than 43 350 new construction Triangle Infrastructure Plan. delivery of the projects within budget. and operational jobs in the future.  Continued to facilitate the development  Completed baseline data collection and  Completed environmental impact of the Surat Basin Railway by a private commenced stakeholder consultation assessments and issued Coordinator- sector consortium, which has been for the Broadwater to Southern Moreton General’s Reports for the Abbot Point granted an Exclusive Mandate to Bay Marine Infrastructure Master Plan. Coal Terminal (Stage 3), Central develop the project to fi nancial close.

28 Queensland coal systems

Port of Abbot Point to Port of Brisbane

GROUP REPORTS 29 Government Development Projects State Development Areas − coal and related infrastructure  Assisted Queensland Health to  Declared three state development projects such as the ZeroGen Clean develop the proposed Gold Coast areas, including Stanwell–Gladstone Coal Power Station, New Acland University Hospital through direct Infrastructure Corridor, Queensland Coal Mine Stage 3, Wandoan Coal, negotiations with all interested and Children’s Hospital and Abbot Point, Surat Basin Railway, Waratah affected stakeholders, including to make land available for industrial Galilee Coal, North Bowen Basin Queensland Health, Gold Coast City and hospital developments. Coal Growth (BMA) and the Council, Department of Main Roads, Moura Link–Aldoga Rail Yard Griffi th University, Parklands Trust  Undertook public consultation into − industrial projects such as the and the Southport Church of Christ. the proposed extension of the Fisherman’s Landing Wharf expansion In particular, assistance is being Gladstone State Development Area in Gladstone, the Gladstone Pacifi c provided for land purchase, the to include parts of Curtis Island Nickel project and the Aurukun relocation of existing site occupants, for possible future industry. Bauxite and Alumina Refi nery project and infrastructure for the precinct to enable the timely construction Future developments − transport infrastructure projects of the new, 750-bed Gold Coast such as the Landsborough to University Hospital on a site adjacent Signifi cant Projects Coordination Nambour Railway, Northern to Griffi th University at Southport.  Progressing the Aurukun Bauxite and Link and Airport Link Alumina Refi nery project to a feasibility  Prepared an Ipswich Regional Centre decision by providing signifi cant project − tourism and residential projects Strategy with the Ipswich City Council to facilitation services to Aluminium such as Ella Bay Integrated Resort, ensure that Ipswich will have a vibrant Corporation of China (Chalco). Hummock Island Development, city centre that refl ects its important Northeast Business Park, Shute future status. The strategy identifi es the  Coordinating impact assessments and Harbour Marina, Townsville future role and function of the Ipswich project facilitation services for projects Ocean Terminal and i-METT City Centre, and highlights 17 projects, that are declared signifi cant under the (Integrated Motorsport, Education, which show the way forward for its State Development and Public Works Tourism and Technology) development. The Ipswich Multifunction Organisation Act 1971, including: Development Project is aimed at − liquifi ed natural gas projects the comprehensive redevelopment − water supply–related projects including Santos Petronas and BG of the Ipswich central area. such as Connors River Dam Group/Queensland Gas Company and Pipeline, Nathan Dam, Emu proposals for Curtis Island, Gladstone.  Managed the negotiations between Swamp Dam, Gladstone–Fitzroy the state government and Brookfi eld Water Pipeline and the Northern Regional Development Multiplex for the proposed Pipeline Inter-connector Stage 2  Continuing to manage and implement North Bank redevelopment. the 120 actions of the Northern − energy-related projects such as  Economic Triangle Infrastructure Produced a summary of the Isa-Link High Voltage Direct Current outcomes of the North Bank Enquiry Plan 2007–2012, with a focus on Transmission and Linc Energy identifying collaborative solutions By Design process, and placed it Underground Coal Gasifi cation on the departmental website. for providing critical infrastructure to

30 support mining and mineral processing, Government Development Projects cruise/military terminal and wharf, an and industrial development in North  Continuing to facilitate and progress associated integrated residential and and North West Queensland. the Gold Coast Marine Development commercial development, a commercial project. On 30 April 2008, the marina with facilities for super yachts,  Continuing to facilitate delivery government short-listed three bidders and waterfront open space accessible of, and oversee business case for the Northern Development Area to the public. The project is anticipated development for, the regional water and three bidders for the Southern to commence in December 2008 with projects outlined in the Statewide Development Area for the Gold Coast the construction of a temporary bridge Water Policy and Program of Works. Marine Development project. The short- across the Ross River, followed by required bunding and sea walling.  Facilitating and progressing the listed bidders will be invited to prepare detailed proposals, with a preferred development of agricultural and  Continuing to facilitate the Yeerongpilly proponent for the two development industrial precincts associated with the Landing Development project, which areas to be announced in early 2009. Fitzroy Industry and Infrastructure Study. involves redeveloping the 14 hectare  Facilitating the construction of the Animal Research Institute site at  Developing and releasing the Coal Yeerongpilly. It directly adjoins and Infrastructure Strategic Plan as a Gold Coast University Hospital. A new, 750-bed, tertiary and teaching hospital is east of the Tennyson Riverside medium to long-term plan for the Development, which includes the provision of infrastructure required adjacent to Griffi th University, Gold Coast, is anticipated to commence on State Tennis Centre. Following a two- to meet the needs of the Queensland stage competitive bidding process, coal industry over the next 20 years. 1 September 2008 with early earth works. The hospital is expected to a preferred developer is expected to be announced in late 2008.  Continuing to monitor the be completed by the end of 2012. implementation of the Coal State Development Areas Infrastructure Program of Actions.  Undertaking a two-stage competitive process (subject to the fi ndings of the  Managing the continuing  Continuing to facilitate the Surat Basin business case) to deliver the Ipswich development of the Queensland Railway and address policy issues. Multifunction Development Project. Children’s Hospital project. A preferred developer is expected  Completing the preparation of the to be selected by late 2009.  Finalising the proposed extension of Inskip Peninsula Master Plan and Gladstone State Development Area Broadwater to Southern Moreton Bay  Continuing negotiations with Brookfi eld to include parts of Curtis Island. Marine Infrastructure Master Plan. Multiplex as the preferred developer on a new concept design for North  Undertaking land use planning and  Completing the expression of interest Bank, following the Enquiry By related studies for existing and process and identifying a preferred Design process held in June 2008. proposed state development areas. proponent for aviation infrastructure This is expected to be provided to upgrades in the Whitsunday region. the government in late 2008.  Continuing to liaise with prospective users of the Stanwell–Gladstone  Continuing to lead policy  Continuing to facilitate the Townsville Infrastructure Corridor. development regarding the benefi cial Ocean Terminal project, valued at over use of coal seam gas water. $1 billion, and consisting of a dedicated

GROUP REPORTS 31 Property Services Group (commercialised business unit)

The Property Services Group (PSG), through Land development Future developments the Industry Location Scheme, delivers a  Completed the construction of the range of property related services aimed at 73-lot fi rst stage of the Sunshine Coast  Targeting the sale of 30 industrial encouraging the location and expansion of Industrial Park, Caloundra. This major sites throughout Queensland, industry in Queensland. Essentially, PSG development is designed to meet the valued at $76.9 million, which will holds land for the purpose of ensuring demand for high-quality industrial generate an estimated 550 jobs and that business and industry have access to land in the Sunshine Coast region. create an estimated $170 million suitable sites at competitive prices. in capital investment through  Completed the construction of the improvements on the sites. PSG commenced operations as a 37-lot fi nal stage of the Woree commercialised business unit on Business and Industry Park.  Acquiring strategic parcels of land 1 January 1998 to deliver a range of services for future industrial development. provided through the administration of  Commenced construction of the Industrial Development Act 1963. the 12-lot extension to the  Completing the construction of By means of the Estates Construction Yandina Industrial Estate. roadworks and service infrastructure Fund, PSG provides funding for both for the 12-lot extension to the property related and other industry  Obtained development approval Yandina Industrial Estate. projects that contribute to the economic for the fi rst stage of the Coolum development of Queensland. Industrial Estate, the fi nal stage of  Completing the design and the South Mackay Industrial Estate, construction of the fi rst stage of The industry support mechanisms are the sixth stage of the Crestmead the Coolum Industrial Estate, sixth delivered by a number of divisions within Industrial Estate, and the sixth stage stage of the Crestmead Industrial the Department of Infrastructure and of the Bohle Industrial Estate. Estate, sixth stage of the Bohle Planning and the Department of Tourism, Industrial Estate and fi nal stage of Regional Development and Industry.  Lodged a development application for the South Mackay Industrial Estate. the Nordale Industrial Estate, Mount Isa.

Key achievements Land purchases  Sold 53 industrial sites throughout  Acquired a further seven hectares of Queensland in the 2007–08 period, land at Yarwun for expansion of the valued at approximately $98.1 million. Gladstone State Development Area. Proponents of projects located on this land expect to collectively create  Entered into the Mount Isa approximately 490 new jobs and Industrial Estate Indigenous Land $213 million in capital investment. Use Agreement with the Kalkadoon People to secure land at Mica Creek, Nordale and Kalkadoon for future industrial development.

32 Infrastructure Delivery Group

The Infrastructure Delivery Group The SEQ Water Grid will provide a network priorities. It has delivered 95 per cent of provides the central coordination role in of two-way pipelines to connect existing the pipe required for the SEQ Water Grid. delivering the South East Queensland and proposed major bulk water supplies This is a signifi cant achievement and has Water Grid (SEQ Water Grid), the Airport in the region. It will transport water from been an integral element in completing the Link road project, pipe procurement for areas of water surplus to areas that face water grid on time and on budget. the water grid, and land acquisition for a shortfall. The water grid will be largely the projects. A number of Corporations complete by the end of the 2008 and The Land Acquisition division is responsible Act entities, known as special purpose will ensure better management of water for the acquisition of all land required by vehicles, have been established to supplies in drought by moving away from the Coordinator-General for the purposes provide governance, management and the region’s reliance on traditional sources of the State Development and Public delivery of major projects namely: of water and diversifying supply to include Works Organisational Act 1971, whether climate-independent and climate-resilient by negotiated purchase or compulsory  Western Corridor Recycled water supplies. acquisition. The Land Acquisition division Water Project (Western Corridor is also responsible for purchasing all Recycled Water Pty Ltd) The SEQ Water Grid is the largest urban land for the Department of Infrastructure drought response in Australia and will and Planning, with the exception of land  Southern Regional Water Pipeline, secure the long-term water supply required for the development of industrial Northern and Eastern Pipeline requirements for Australia’s fastest estates under the Industrial Development Interconnectors (LinkWater) growing region. Act 1963.

 Traveston Crossing Dam, Wyaralong Airport Link is a predominantly underground The Land Acquisition division has played a Dam, Cedar Grove Weir, Bromelton toll road to connect Brisbane’s northern key role in securing land and infrastructure Offstream Storage (Queensland arterials of Gympie Road at Kedron, and corridors for the SEQ Water Grid and other Water Infrastructure) Sandgate Road and the East-West Arterial key infrastructure initiatives, including at Toombul to the Inner City Bypass, and the development and expansion of state  South East Queensland Desalination the proposed North-South Tunnel at Bowen development areas. Plant (SureSmart Water) Hills. In May 2008, BrisConnections was named as the preferred bidder to build the  Airport Link toll road (City North largest single-road infrastructure project Key achievements Infrastructure Pty Ltd). ever undertaken in Australia.  Completed construction of the Bromelton Offstream Storage nine Also included as part of BrisConnections’ months ahead of schedule in June successful bid is the construction 2008. Final commissioning remains of the Northern Busway from on track for the end of July 2008. Windsor to Kedron and the Brisbane Airport roundabout upgrade.  Completed construction and commissioning of the Cedar Pipe Procurement was a specialised unit Grove Weir. The weir and the fi sh set up to deliver the specifi ed quality and lock are now operational. quantity of pipe and fi ttings to each water grid project to meet their construction  Continued the design, construction schedules in line with the SEQ Water Grid and operation of the Western

GROUP REPORTS 33 Corridor Recycled Water Project, the The water grid is already delivering recycled largest recycled water project in the Future developments water to Swanbank and Tarong power southern hemisphere, including the Planning, coordinating and delivering key stations, which means that water will development of three advanced water infrastructure for economic, environmental stay in Wivenhoe Dam rather than being treatment plants and approximately and social development in Queensland pumped to the power stations. 200 kilometres of pipeline. including: By the end of 2008, construction of the  Announced the preferred bidder  fi nalising the construction and following projects will be complete: to build Airport Link, the Northern operation of the Western Corridor Busway and the Brisbane Airport Recycled Water Project, the largest  Western Corridor Recycled Water Project roundabout upgrade, which is the recycled water project in the southern  Gold Coast Desalination Project largest road infrastructure project hemisphere, including developing three ever undertaken in Australia. advanced water treatment plants and  Southern Regional Water Pipeline completing the laying of approximately  Continued the protection of preferred 200 kilometres of pipeline  Northern Pipeline Interconnector Stage 1 transport corridors, including the Kholo Creek Hardrock Haulage Route  completing water grid projects,  Eastern Pipeline Interconnector. and the Narangba Haulage Routes. including the Gold Coast Desalination Project, Northern Pipeline More than 4000 people have worked to  Continued to construct and deliver the Interconnector Stage 1 (Morayfi eld deliver the South East Queensland Water Grid. SEQ Water Grid on time and on budget to Landers Shute), Eastern Pipeline to meet the regulated completion Interconnector and Southern Regional dates at the end of 2008. This is the Water Pipeline, which are on track largest urban drought response in for completion by December 2008 Australia, and these initiatives will help secure water supply for South East  commencing construction of the Airport Queensland now and in the future. Link toll road project, through the proponent BrisConnections, subject to  Progressed the Coordinator- fi nancial close, expected August 2008 General’s assessment of the EIS processes for the proposed Traveston  fi nalising environmental impact Crossing and Wyaralong Dams. assessment processes for the Traveston Crossing and Wyaralong Dam projects  Secured 95 per cent of the approximate 450 kilometres of pipe and fi ttings  acquiring the land required by the required for the SEQ Water Grid. Coordinator-General for the purposes of the State Development and Public  Secured the access to land and Works Organisation Act 1971 to corridors required to support the support delivery of key infrastructure. delivery of the SEQ Water Grid.

34 Strategy and Governance Group

The Strategy and Governance Group,  Developed a learning and development  Developed and implemented new comprising Strategic Policy, Strategic program to support continuing internet and intranet sites to replace Infrastructure Procurement, Program improvement in people management in the previous multiple departmental Management, Organisational Capability, an environment of growth and change and business unit sites. Financial Asset Management and Executive and to build organisational capability. and Communication Services, provides  Established the executive services and whole of government infrastructure and  Led the organisational arrangements Cabinet functions in the department planning policy and coordination support to establish the department after its and supporting frameworks, and enables the department to deliver on its inception in September 2007, including policies and procedures. strategic goals and operational objectives. developing a new organisational structure and transitioning  Developed a plan for introduction This group is responsible for a diverse range employees to that new structure. of a single electronic Document and of functions, including coordinating and Records Management System (eDRMS) monitoring the implementation of the South  Led the development of robust to replace the three in place at the time East Queensland Infrastructure Plan and corporate services frameworks, of machinery-of-government changes Program 2007–2026 (SEQIPP), providing plans, policies and procedures internal corporate and executive support, across the functions of fi nancial  Provided complex legal advice to external departmental communications, and management, human resources, the Coordinator-General and the marketing and leadership to government asset management, procurement, Director-General in the environment agencies and local authorities in policy ICT and performance management. of a new department and a record and feasibility implications of signifi cant infrastructure-delivery program. infrastructure projects.  Developed the department’s Strategic Plan 2008–2012 and  Completed the Queensland Input supporting plans (e.g. Asset Strategic Submission to the Council of Key achievements Plan) that ensure linkage to the Australian Governments (COAG) department’s strategic direction. National Infrastructure Audit.  Initiated the development of a new information and communications  Developed and implemented a  Supported Queensland’s interests in technology (ICT) network in partnership Corporate Governance Framework. the COAG Infrastructure Working Group with CITEC as an early adopter of in establishing Infrastructure Australia the Service Delivery Performance  Negotiated new and interim and its work program for 2008–09 Commission’s recommendations for accommodation lease arrangements centralised support of Queensland to achieve better effi ciencies and  Received a Premier’s award for Government ICT infrastructure. effectiveness in service delivery. Excellence in Public Sector Management (Innovation and Creativity), recognising  Negotiated a two year contract for  Developed the ClimateSmart Fleet the work in facilitating the South provision of outsourced support for Implementation Plan, which will greatly East Queensland Infrastructure Plan Managed Desktop Services by Datacom reduce carbon dioxide emissions and Program 2007–2026 (SEQIPP). Systems (Qld) Pty Ltd as the result of a from the department’s vehicle fl eet. competitive Request for Offer process.

GROUP REPORTS 35  Developed and piloted a Gateway locate the Brisbane CBD service delivery Review Process for use by the Future developments arms of the department in one building Queensland Government for major  Transition departmental ICT resources with dedicated public access areas. and critical infrastructure projects. from existing disparate support networks to enable consolidation  Implement the whole-of-government  Coordinated a major review of the and maximise effectiveness of the Travel Management System to achieve SEQIPP. new ICT network hosted by CITEC. further savings and effi ciencies.

 Developed a governance framework  Develop an ethics and integrity  Provide ongoing training and for Special Purpose Vehicles. behaviour framework and supporting consultancy support in a range of policies and tools, and implement corporate and executive services to  Represented the Queensland across the department (e.g. online departmental managers and staff. Government on the COAG working code of conduct module). group, assisting Infrastructure Australia  Implement stage 1 of the eDRMS to develop national Public Private  Develop and implement innovative project and plan and commence Partnership (PPP) guidelines. recruitment initiatives to meet increased implementation of stage 2 of the demand for specialised/skilled project to ensure the department  Played the leading role in developing resources in a tight labour market. meets its accountability and records- a new funding model for PPPs that management requirements. uses public sector debt (the Supported  Develop and implement a departmental Debt Model), which is being trialled Workforce Plan supported by  Establish a whole-of-department in the SEQ Schools PPP Project. contemporary workforce planning framework for the delivery of principles and data to deliver improved legal advice and services.  Worked in collaboration with other workforce management outcomes. Queensland Government agencies  Deliver a departmental intranet developing PPP business cases for  Implement an integrated approach and develop internet and records- major projects (e.g. Sunshine Coast to corporate governance to inform keeping functions to support Hospital project, Queensland Children’s better decision making and emerging whole-of-government Hospital, Gold Coast University Hospital use of resources while meeting right-to-information priorities. and Gold Coast Rapid Transit). legislative and other obligations.  Advance the state’s interests in the  Played a leading role in continued  Develop and implement leadership Australian Government’s new funding Exclusive Mandate negotiations and management development arrangement for infrastructure, including with the Kyoritsu Korea Consortium programs and initiatives underpinned the COAG National Infrastructure to develop new education and by effective performance and Audit and Infrastructure Priority List. student accommodation facilities learning plans for staff. at the Ridgeway Avenue Campus of  Advance the portfolio’s planning, the Gold Cost Institute of TAFE.  Finalise and implement the building, and development interests in accommodation strategy for the the development and implementation department, including proposals to of the Australian Government’s Carbon Pollution Reduction Scheme.

36  Design and implement an enhanced  Review the outcomes of using the strategic policy capacity and capability Supported Debt Model in the SEQ to advance the department’s whole- Schools PPP Project with the view to of-government leadership role in possible use in other PPP projects. infrastructure and planning policy, including strategic infrastructure  Work with Queensland Treasury and the procurement advice and infrastructure Department of Public Works to develop program management. a potential pipeline of PPP projects from the 2008–09 state budget.  Expand the program management information system (ProMIS) to include  Implement a whole-of-government selected regionally signifi cant projects alliance contracting framework so as to provide a statewide view of and guidelines document. infrastructure spending and delivery.  Finalise a number of signifi cant  Undertake Gateway Reviews for up PPP matters, subject to government to 20 infrastructure projects in SEQ. approval, in collaboration with other Queensland Government agencies  Link the Project Assurance Framework, (e.g. Sunshine Coast Hospital and Value for Money Guidelines, Gateway Gold Coast Rapid Transit project Review Process and other relevant, to the PPP procurement stage). whole-of-government guidelines into one seamless project framework for the Queensland Government, the Queensland Project Framework.

GROUP REPORTS 37 Performance reports

38 PERFORMANCE REPORTS Infrastructure and economic development

OBJECTIVES PRIORITIES STRATEGIES

The core business of this output is to attract, facilitate and assist Identifi cation and coordination of critical government in timely delivery of projects infrastructure and industrial projects and related infrastructure Plan, coordinate and deliver in Queensland. The output key infrastructure for economic, Apply the government’s value for money and/or project delivers benefi ts for proponents environmental and social assurance frameworks to the assessment of major infrastructure investing in major resource, development in Queensland projects, assessing their potential as Public Private Partnerships industry and tourism projects by streamlining approvals and Develop and implement key strategic regional infrastructure plans management processes. Services delivered by this output aim to:  promote state and regional Coordinate with key stakeholders to develop coal infrastructure economic development through planning and coordination of the provision Facilitate major private sector of critical infrastructure and public projects Environmental impact assessments are processed, approvals are obtained and infrastructure requirements are managed to  promote industrial development deliver best results for Queensland by facilitating the development of industrial land and multi- user infrastructure corridors  determine the feasibility of new large industry and major economic development Ensure land and infrastructure development and planning opportunities in Queensland, Plan, secure and manage land occurs in strategic locations to support state industrial particularly on designated state supply for urban, industrial and development development areas (SDAs) economic development  manage the implementation of signifi cant government Deliver government strategic land and infrastructure projects projects effi ciently.

Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Area of land secured for Land is secured when it is The 2007–08 target of 4000 ha included the 4000 ha 250 ha 3430 ha economic development either defi ned as land identifi ed anticipation declaration of 3000 ha in the by the Coordinator-General Bromelton SDA in the Moreton statistical division. and protected for industrial The declaration was slightly delayed and will purposes in local government now be included in the 2008–09 target. planning schemes or acquired The 250 ha secured during the year was in by the government for future Cairns and has been included in the Draft economic development. Far North Queensland Regional Plan. Industrial land requirements As well as the Bromelton land, more land is throughout Queensland are scheduled to be secured at Cairns, Mackay, identifi ed by the department Gympie and Amberley in 2008–09. through its Industrial Land Planning Program with purchases funded by the Estates Construction Fund. Number of major A proposed project is one where The high number of proposed projects during 20 47 33 projects coordinated— signifi cant detail has been 2007–08 was due to the positive economic climate, proposed projects provided to allow commercial particularly in the resource sector, resulting in evaluation and commencement a number of infrastructure projects (water, rail, of impact assessment. A project coal) being proposed. This continued positive is regarded as proposed economic climate for the resource sector has after the lodgement of an resulted in elevated targets for 2008–09. initial advice statement.

PERFORMANCE REPORTS 39 Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Number of major A committed project is one where While committed projects did not reach the target 14 12 19 projects coordinated— the proponent has assessed of 14 in 2007–08, the level of activity nevertheless committed projects the proposal as commercially indicated a general strength within the economy. An viable and is able to set a example of some of the committed projects included timetable of signifi cant events, Abbot Point Coal Terminal Stage 3 expansion, which would include start of Central Queensland Gas Pipeline, Jilalan Rail Yard, construction and operations. Northern Pipeline Interconnector, Wiggins Coal Terminal, Tarong Northern Land Ash Emplacement, and the Brisbane Airport Parallel Runway.

Estimated capital As proposed projects are The target was exceeded due to the higher than $10.8B $34.45B $22.46B value of major identifi ed and recorded by the anticipated number of proposed projects, many projects coordinated— department, their specifi cations of which were delivered by the activity in the proposed projects including the estimated capital resource sector. The department’s Signifi cant value of the total projects Projects Coordination branch managed 30 are recorded from the details of the total 47 proposed projects. These 30 provided by the proponent. projects at $27.62B accounted for most of the total estimated capital value of all proposed projects managed during the year at $34.45B.

Estimated capital As projects move to the As for proposed projects, the department’s $10.23B $7.75B $12.93B value of major committed phase and Signifi cant Projects Coordination branch was projects coordinated— additional information is again responsible for coordinating the committed committed projects provided by the proponent, projects, which contributed most to the total their specifi cations including estimated capital value. Signifi cant Projects the estimated capital value of Coordination branch projects for 2007–08 the total project is recorded. accounted for $4.75B in estimated capital value.

Number of economic This measure refers to major The result of 38 is less than the estimated target Original 38 44 development policy and planning work relating of 50 due to an error in setting the original target. target infrastructure and major to infrastructure development This error involved the inclusion of nine SEQ Water of 50 land use planning in any of the forms such as Grid projects in the target, when these projects revised projects being developed consultancy studies, policy had already moved beyond the ‘being developed’ to 41 position papers, master plans, stage to the ‘committed’ stage. After allowing for or Cabinet submissions. 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.

Number of major private This measure identifi es Nineteen projects evaluated or facilitated refl ected 20 19 20 sector infrastructure infrastructure projects either the strong nature of the economy. Examples of project proposals being within government or brought departmental input in advancing these projects evaluated or facilitated to government by the private included the preparation of the Gold Coast University sector for evaluation as to Hospital Master Plan and business case, assisting the project’s suitability for Department of Education, Training and the Arts to development (e.g. design, develop a value for money business case for the construction, operation), wholly Public Private Partnership delivery of new schools in or in part by the private sector. South East Queensland, and assisting Queensland Health with the Public Private Partnership business case for the new Sunshine Coast Hospital.

Percentage of satisfaction This is a measure of stakeholder Feedback from clients during the year confi rmed 90% 90% 90% ratings greater than or satisfaction with the facilitation the department’s services were well regarded. equal to 3 (on a 1 to 5 and delivery of infrastructure scale) with infrastructure services as provided by the planning services 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.

40 Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Estimated number This measure reports the total At 47 the number of proposed projects well 9600 47 510 18 310 of jobs generated— of all peak construction and exceeded the target of 20. So too the number proposed projects ongoing operational jobs per of estimated jobs these projects will generate year generated by proposed being 47 510 well exceeds the target of 9600. projects as registered at the A signifi cant increase in proposed infrastructure end of the fi nancial year. projects in the resource sector (water, rail, coal), was the major cause for the increase.

Estimated number This measure reports the As at the end of the 2007–08 fi nancial year 13 148 13 524 24 006 of jobs generated— total of all peak construction there were 12 committed projects registered, committed projects and ongoing operational which collectively will generate 13 524 jobs. jobs per year generated by The target for next year at 24 006 jobs committed projects as at the is based on 19 projects advancing to the end of the fi nancial year. committed stage by 30 June 2009.

Percentage of This measure assists in The target of 78%indicated that 11 of 14 projects 78% 83% 89% committed major monitoring the effectiveness of were expected to be on schedule against set projects on schedule the department’s interventions milestones at the end of 2007–08. The achievement to agreed milestones in progressing major projects. 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. Percentage of area of land The defi nition of land located The total land secured during 2007–08 was 100% 100% 100% secured for economic in regional Queensland is land 250 ha in Cairns. For 2008–09 it is estimated development located in located outside the Brisbane that 3430 ha will be secured, all of which is regional Queensland statistical division. Understanding scheduled for outside the Brisbane statistical the split of land secured division. This includes land at Cairns, for economic development Bromelton, Mackay, Gympie and Amberley. 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

Percentage of major land This measure refers to major During 2007–08 major land use planning projects 79% 82% 82% use planning projects policy and planning work relating in regional Queensland included Inskip Peninsula and studies located in to infrastructure development Master Plan, Hook Island Resort, Bowen Abbot regional Queensland in any of the forms such as Point Industrial Land and Infrastructure Concept consultancy studies, policy Plan, Stanwell–Gladstone Infrastructure Corridor position papers, master plans, and State Development Area. It also included or Cabinet submissions. the planning of Industrial Land Demand and Understanding the split of Supply for Far North Queensland, Cairns, Gympie, such projects between SEQ Sarina, Townsville and Whitsunday areas. and regional Queensland assists in keeping a balance that is consistent with the department’s policy for facilitating future development.

Percentage of estimated This measure reports the total As at 30 June 2008 a total of 12 committed projects 78% 62% 74% number of jobs peak construction and ongoing across Queensland are estimated to generate 13 524 generated by (committed) operational jobs per year jobs, of which 8367 will be in regional Queensland. projects located in generated by committed projects A strong infrastructure program across Queensland regional Queensland located in regional Queensland as will result in an estimated 19 committed projects as at the end of the fi nancial year. 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.

PERFORMANCE REPORTS 41 Infrastructure delivery

OBJECTIVES PRIORITIES STRATEGIES

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 Plan, coordinate and deliver Purpose Vehicles have been established to provide rigorous key infrastructure for economic, governance and management in the delivery of this major environmental and social infrastructure program. The collective objectives of these entities development in Queensland Plan and deliver key water are the major focus of this output. These entities include: infrastructure to meet the future requirements of Queensland  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).

Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Number of major A proposed project is one where The Toowoomba to Wivenhoe Pipeline Project was 011 projects coordinated— signifi cant detail has been registered as a proposed project during the year. proposed projects provided to allow commercial evaluation and commencement of impact assessment. A project is regarded as ‘proposed’ after the lodgment of an initial advice statement.

Number of major A committed project is one where The 12 committed projects registered at 30 June 10 12 10 projects coordinated— the proponent has assessed 2008 were the Airport Link, Airport Roundabout committed projects the proposal as commercially Upgrade, Northern Busway projects and nine viable and is able to set a SEQ Water Grid Projects. These nine projects timetable of signifi cant events, included the Traveston Crossing Dam, Wyaralong which would include start of Dam, Western Corridor Recycled Water Project, construction and operations. 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.

Estimated capital As proposed projects are The Toowoomba to Wivenhoe Pipeline Project $0 $0.02B $0.17B value of major identifi ed and recorded by the was registered as a proposed project during projects coordinated— department, their specifi cations 2007–08 with an initial estimated capital value proposed projects including the estimated capital of $0.02B. For 2008–09 this fi gure is reassessed value of the total project is to $0.17B refl ecting the project’s progress. recorded from the details provided by the proponent.

Estimated capital As projects move to the The $7.56B of capital value in 2007–08 $7.7B $7.56B $9.72B value of major committed phase and additional represents $7.47B capital value associated projects coordinated— information is provided with the nine SEQ Water Grid projects and committed projects by the proponent, their $0.09B for the Airport Link, Northern Busway specifi cations including the and Airport Roundabout Upgrade projects. estimated capital value of the In 2008–09 it is expected capital value will total project are recorded. 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.

42 Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Number of private This measure identifi es The project reported under this measure is the 111 sector infrastructure infrastructure projects either Toowoomba to Wivenhoe Pipeline project. project proposals being in government or brought to evaluated or facilitated 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. Estimated number This measure reports the Thirty-fi ve was the initial estimate of jobs to be 0 35 100 of jobs generated— total of all peak construction generated by the early phase of the Toowoomba proposed projects and ongoing operational to Wivenhoe Pipeline project. For 2008–09 it is jobs per year generated by expected this project will generate 100 jobs. proposed projects as at the end of the fi nancial year.

Estimated number This measure reports the The nine SEQ Water Grid projects were estimated 5852 4513 4851 of jobs generated— total peak construction to generate 4513 jobs at 30 June 2008. No jobs committed projects and ongoing operational were estimated at 30 June 2008 for the committed jobs per year generated by Airport Link, Airport Roundabout Upgrade and committed projects as at the Northern Busway projects due to a rescheduling end of the fi nancial year. 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.

Percentage of This measure assists in Progress against set time frames for all 12 committed 100% 100% 100% committed major monitoring the effectiveness of projects remained on schedule for 2007–08. projects on schedule the department’s interventions to agreed milestones in progressing major projects.

Percentage of estimated This measure records the Fifty-two per cent represents 2387 jobs generated 63% 52% 55% number of jobs number of jobs associated in regional Queensland (outside the Brisbane generated by (committed) with committed projects metropolitan area) by the SEQ Water Grid projects. projects located in located in regional Queensland, Five projects were wholly outside Brisbane regional Queensland. with regional Queensland metropolitan area, and two were partially outside. defi ned as outside the Brisbane metropolitan area.

PERFORMANCE REPORTS 43 Property services group

OBJECTIVES PRIORITIES STRATEGIES

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 Ensure land and infrastructure of economic development across the state. Plan, secure and manage land development and planning occur supply for urban, industrial The focus of services delivered is to encourage the location and in strategic locations to support and economic development expansion of business and industry in Queensland. Delivery state industrial development of this output within the department is the responsibility of the Property Services Group, a commercialised business Deliver government strategic unit, which commenced operation in January 1998. land and infrastructure projects

Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Value of land sale The value of land sale Exceeding the target by $27M refl ects increased $71.1M $98.1M $76.9M settlements settlements provides an demand for new land lots particularly within indication of the overall Lytton and Clinton Industrial Estates and Synergy effi ciency of the Industrial Land Park at Carole Park. Increasing land prices have Capital Acquisition program. 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. Number of new land This performance measure is The target was exceeded due to the early 89 115 99 lots developed and a count of the number of new completion of 37 new land lots within the buildings constructed land lots resulting from the Woree Business and Industry Park at Cairns. development and subdivision of The 2008–09 estimated target of 99 new industrial land into appropriately zoned, sites will see much needed industrial land fully serviced industrial sites development occur across the state. Of the schedule as well as the number of new 99 lots for 2008-09, 35 lots are in the Coolum factory buildings constructed and Industrial Estate, 19 lots are in the Crestmead able to be occupied by industry. 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. Number of land leases Refers to land leases that Sound economic conditions ensured 155 148 140 administered are administered by the the number of applications for leases department’s Property Services was close to the 2007–08 target. Group. Leases may be of However, the 2008–09 target has been revised freehold and leasehold land. 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. Number of land The number of land properties Three of the four scheduled acquisitions for 414 properties acquired acquired includes freehold and 2007–08 were not achieved. This was due to leasehold land. This measure unsuccessful contract negotiations for a parcel in assists in the monitoring of Mackay, a delay with fi nalising a parcel at Amberley the department’s progress in for future development as part of the Amberley achieving the targets of the Aerospace Park, and diffi culty in negotiating the Land Capital Acquisition Plan. 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.

44 Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Estimated number The number of jobs generated is Achievement of 490 jobs resulted from a changed 400 490 550 of jobs generated recorded based on the estimate market demand for industrial land. The number through successful land by applicants of business start- of land sale settlements totalled 53 against sale applications up and subsequent ongoing the estimate of 40 for the year. This resulted in business activity. Applicants are more jobs than expected being generated. required to provide estimates of For 2008–09 the target of 550 jobs refl ects an outcomes to be achieved with expected 30 successful sale settlements for the year. respect to the jobs generated as a result of the purchase/ lease of industrial sites.

Estimated value of capital The estimated value of capital The levels of capital investment per successful land $100M $213M $170M investment created investment is recorded based sale application experienced during 2007–08 were through successful land on the estimate by applicants higher than expected. This was due to increasing sale applications of business start-up and capital investment costs and the nature of businesses. subsequent ongoing business The 2008–09 target refl ects this continuing trend of activity. Applicants are required increasing capital investment costs for businesses. 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. Percentage of total This performance measure assists The target of 70% was based on 28 of an estimated 70% 60% 70% number of land sales in in maintaining the department’s total 40 land sales being in regional Queensland. regional Queensland policy focus on the balance The result of 60% represents 32 of a total 53 of development between SEQ land sales being in regional Queensland. and regional Queensland. For 2008–09 the target of 70% represents 21 of an estimated 30 land sales being in regional Queensland.

PERFORMANCE REPORTS 45 Planning

OBJECTIVES PRIORITIES STRATEGIES

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: Deliver a consistent and  transport the application of current South East Queensland contemporary regional planning regional planning principles progressively across the state Collaboratively plan sustainable program for all of Queensland  formulate a statewide model to manage population and dynamic urban and growth and subsequent infrastructure priorities regional communities Implement the Queensland  reform planning in Queensland by improving the Integrated Housing Affordability Strategy Planning Act 1997 and the Integrated Development Assessment System (IDAS). This will be achieved through implementing endorsed recommendations of the Planning Implement a planning policy for a Prosperous Queensland: A reform agenda for the and reform agenda 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.

Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Number of local Priority infrastructure plans The number of local governments responsible 24 19 22 governments with high (PIPs) establish an infrastructure for planning in Queensland changed as a result population growth planning benchmark for planning of local government reform in March 2008. The (greater than 10 000 total schemes by identifying where 2007–08 target was 24 out of 123 councils. population) with priority growth is expected to occur, The 2008–09 target is 22 out of 57 councils. infrastructure plans (PIPs) the nature and scale of the Progress was achieved during 2007–08 even lodged during the year growth, and the infrastructure though some councils experienced diffi culties in necessary to service the implementing this important layer of planning. growth. This measure tracks the department’s success in assisting local governments with higher population growth to progress their PIP. Percentage of target The target audience refers The distribution of written information continues to 90% 97% 90% audience reached to those client groups in the be a signifi cant communication tool to inform clients by publications planning and development of the operation of the planning and development sector that are identifi ed as framework. Achieving 97% equates to publications interested in a publication. reaching over 60 000 clients during the year and Publications include codes, refl ects effi ciencies associated with distributing guidelines and information publications electronically and continued popularity of bulletins on the operation the department’s internet for accessing publications. of the planning and development framework, and reports on demographic trends and projections, residential land monitoring and broadhectare land use. Percentage of attendance The departmental seminars, Eighty-one per cent represents over 4000 clients 80% 81% 80% rates at seminars, workshops and forums are key attending our seminars, workshops and forums workshops and forums engagement tools in the ongoing and refl ects a continuing high level of interest in education and training of clients. departmental land supply, demographic projections Clients, in this instance, refers and planning regulatory reforms and innovations. only to the client segments that are interested in and invited to attend the seminars, workshops and forums.

46 Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Percentage of milestones Regional planning outside Seventy-eight per cent of milestones completed 80% 78% 80% completed on priority SEQ contributes proactively to were achieved through good progress with all projects being progressed delivering vibrant, sustainable 11 regional planning projects outside SEQ. by regional planning communities. This measure Outcomes of these milestones provide for innovative projects outside SEQ provides an indication of the responses to managing urban sprawl, protecting the success of the department’s region’s internationally renowned natural features planning program in progressing such as the Wet Tropics and Great Barrier Reef priority projects in each of World Heritage Areas, and increasing preparedness the 11 regional planning for emerging issues, such as climate change and projects outside SEQ. the impacts of a global peak in oil production. Number of local Smart eDA is an online service Considerable progress was made during the year in 55 92 45 governments and state that streamlines the development the rollout of the supporting network application agencies participating in assessment process in for the Smart eDA system. Consequently higher than the new Smart electronic Queensland and transforms the expected participation by councils was achieved. Development Assessment current paper-based Integrated The 2008–09 target is based on the fewer (Smart eDA) Program Development Assessment councils responsible for planning (57) following System (IDAS) process into the 2008 local government reforms. an intuitive and interactive, internet-based process. This measure monitors the take-up rate and use of the Smart eDA Program by local governments. Number of Regional RCC meetings are chaired by the RCC meetings were held quarterly during the year 434 Coordination Committee Deputy Premier and involve fi ve with the exception of the third quarter, which clashed (RCC) meetings mayors of SEQ local governments with local government elections. These meetings have held per year and fi ve state ministers. ensured guidance in the implementation of the SEQ This forum is the key advisory Regional Plan and regional infrastructure coordination. body to State Cabinet on regional growth management in SEQ. Number of subregional Subregional planning and Of the 10 forums held during the year, fi ve were 10 10 10 planning and infrastructure forums provide dedicated to infrastructure planning issues. The infrastructure forums an informal mechanism for number and scope of meetings held ensured a high held per year departmental staff to engage level of dialogue and information sharing between directly with local government the state and local government at offi cer level. and state government offi cers. These forums provide an opportunity for local government to provide input into state and regional planning initiatives in SEQ. Number of Regional The Regional Landscape This forum continued to provide quality advice 676 Landscape and Open and Open Space Committee to the Minister for Regional Planning. In addition Space Committee provides advice on landscape, to the scheduled meetings, an extra meeting meetings held per year environmental and open was held in March to advance regional outdoor space issues for SEQ to the recreational development planning matters. minister and the department. Client satisfaction with The departmental seminars, Eighty-two per cent of clients who responded to 80% 82% 80% the quality of seminars, workshops and forums are key surveys indicated they were satisfi ed with the quality workshops, forums engagement tools in the ongoing of seminars, forums and publications in terms of and publications education and training of clients. format, content, delivery mechanism and timing. 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.

PERFORMANCE REPORTS 47 Performance measures

2007–08 2007–08 2008–09 Measure Description Performance comment target result target

Key stakeholder Stakeholder research is Signifi cant client and stakeholder feedback was 75% 75% 75% satisfaction with the undertaken to determine obtained through consultation and information quality of SEQ Regional satisfaction with the pace activities associated with the review of the SEQ Plan implementation and quality of planning Regional Plan. This feedback has confi rmed process outcomes associated with the that key stakeholder satisfaction with the implementation of the SEQ implementation process remains at a high level. Regional Plan. This feedback is used to inform decisions on the future direction of the implementation projects associated with the plan. Percentage of statutory Statutory responsibilities include During the year all statutory processing 100% 100% 100% responsibilities completed those contained within the responsibilities were met within set time lines. within agreed time frames 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. Concurrence agency Concurrence agency request During the year all concurrence agency request 100% 100% 100% requests processed within responsibilities include those responsibilities were met within set time frames. required time frames related to ministerial advice agency powers and concurrency agency powers under the Integrated Planning Act 1997. Produce an updated The South East Queensland This measure was achieved with the publication May June June SEQ Infrastructure Infrastructure Plan and Program of the 2007–08 review in June 2008. 2008 2008 2009 Plan and Program was fi rst released in May 2005 The total program currently involves around 300 and is updated annually to refl ect identifi able projects, with an investment of just over and align with the latest planning $107B (inclusive of federal government contributions and budget commitments. and other revenue sources). This investment This performance measure refl ects includes more than $83.5B in road, rail and public the department’s commitment to transport projects including investigations, nearly continual review to maintain a $8B in water infrastructure, $3.5B spending on contemporary plan and program energy, $5.2B in health infrastructure, $3.5B on of work, which will meet the education and training, and $3.3B in justice and future needs of SEQ region. 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.

48 Governance arrangements

Governance relates to how the organisation is ELT is assisted by fi ve sub-committees: managed, directed and held accountable for Financial and achieving strategic and operational objectives.  Audit and Risk Management Committee Asset Management The department’s governance framework  Financial and Asset Management Committee guides our decision-making and actions Committee as we strive to attain the strategic goals This committee provides objective analysis and operational objectives outlined in our  Information Steering Committee and advice on fi nancial management, facilities strategic plan and fulfi l the obligations management and procurement issues.  Workforce Management Committee expected under the state government’s The committee identifi es and addresses Charter of Social and Fiscal Responsibility.  Property Services Group Committee. signifi cant budget and fi nancial issues, including overseeing the departmental Governance committees Audit and Risk budget process. It also develops strategies to improve resource use and alignment The department’s governance arrangements with corporate priorities, and monitors are overseen by the Executive Leadership Management and evaluates business performance and Team (ELT), which meets weekly and is Committee resource usage. the principal management forum of the This committee provides independent and department. The Team comprises the During 2007–08 the committee successfully objective advice to support the Director- Director-General, Director Offi ce of Director- managed the budget, including overseeing General’s fi nancial and management General, Deputy Coordinator-General an internal mid-year budget review and responsibilities. The committee reviews Infrastructure Delivery, Deputy Coordinator- conducting regular monitoring of the departmental systems and processes to General Infrastructure and Economic fi nancial position at an activity level. ensure effective corporate governance Development, Deputy Director-General It provided expert advice during the and reporting, and reviews systems for Planning and Deputy Director-General development of the 2008–09 budget managing risk, organisational performance Strategy and Governance. submission to Cabinet Budget Review and fi nancial management. Committee and the fi nancial information in The Executive Management Group (EMG) the 2008–09 State Budget Papers. provides leadership of key operational The committee membership as at 30 June 2008 comprised the: Executive Leadership issues and activities of the department. The Topical procurement issues as per Team, Executive Director Strategic Policy, group meets monthly and provides a forum recommendation 1(b) of the Service Delivery Executive Director Strategic Infrastructure to ensure consistency and collaboration and Performance Commission’s Report Procurement, and an external chair— across the department. on Review of Purchasing and Logistics in Mr Max Smith, Deputy Director-General, the Queensland Government were also Department of Public Works. considered by the committee. During 2007–08, the committee met The committee, comprising the ELT and seven times and operated according to a Executive Director, Financial and Asset charter that is consistent with Queensland Management and Chief Financial Offi cer, Treasury’s Audit Committee Guidelines. held six meetings during 2007–08.

GOVERNANCE ARRANGEMENTS 49 Plan 2008, electronic Document and Information Steering Records Management System program Property Services Committee plan, migration of the department’s ICT Group Committee Infrastructure to CITEC and selection of a This committee ensures that the managed desktop service provider. This committee provides strategic oversight development, deployment, application and direction to the commercial business and monitoring of project and decisions of the Property Services information resources, systems and Workforce Management Group. The committee is responsible technology actively support the priorities, for the development and approval of accountabilities and business activities Committee the annual work plan of the Property of the department. It also ensures This committee provides analysis and Services Group under the Industrial consistency with associated whole-of- advice on a range of workforce issues, Development Act 1963. It considers and government policies and directions. including workplace health and safety, approves the annual proposed program recruitment and selection, and performance of both property related and other The committee sets strategic directions, management. The committee develops industry development functions aimed at priorities and standards for all and refi nes strategies to support encouraging the location and expansion departmental projects and information and the department’s need for a quality of business and industry in Queensland. communication technology (ICT) resources. workforce and desire to be an employer The committee also acts as a whole-of- of choice. The committee also monitors The demand, supply and acquisition agency forum on information management the effects of strategic initiatives on the of industrial land and the provision issues. Specifi cally it provides advice on workforce and recommends intervention of associated services to ensure the the allocation of funds for business and strategies where appropriate. sustained economic development ICT purposes as well as approving the of the state are monitored through selection, development, implementation and The committee comprises the Executive this committee, which also provides application of all business and information Director Organisational Capability, Director strategic advice to the Director-General systems and infrastructure. Membership Human Resources, Executive Director Policy and the Estates Construction Fund of the committee comprises the ELT, and Program, Director Planning North and Management Committee on the operation Executive Director Organisational Capability, Southern Region, Assistant Coordinator- of the Property Services Group. Director ICT, Executive Director Program General Signifi cant Projects Coordination, Management, Executive Director Financial Executive Director Regional Development, The committee comprises the Deputy and Asset Management and Executive Executive Director Land Acquisition, Coordinator-General Infrastructure and Director Executive and Communications Executive Director Program Management Economic Development, Executive Director Services. As directed by the Service and Director Offi ce of the Director-General. Strategic Policy, Executive Director Financial Delivery and Performance Commission, The committee met on one occasion in and Asset Management, Executive Director a senior offi cer from the Queensland 2007-08 to guide the development of the State Development Areas, Executive Director Government Chief Information Offi ce work priorities of the newly created Human Property Services Group and a Department attends meetings as an ‘expert adviser’. Resources Branch. of Tourism Regional Development and Industry representative. The committee met three times during 2007–08 and approved the ICT Governance During 2007–08 the committee met 10 times. Framework, ICT Resources Strategic

50 Standards, quality processes and accountability

Delivering and coordinating planning the extent administered by the  Integrated Planning Act 1997 and infrastructure for the community are Minister for Mines and Energy achieved through a strong management and Minister for Sustainability,  Integrated Resort Development Act 1987 structure that is supported by management Climate Change and Innovation) standards and accountability mechanisms,  Local Government (Robina Central including:  Amoco Australia Pty. Limited Planning Agreement) Act 1992 Agreement Act 1961  legislation  Mixed Use Development Act 1993  Ampol Refi neries Limited  policies, procedures and delegations Agreement Act 1964  Plumbing and Drainage Act 2002

 code of conduct  Austral-Pacifi c Fertilizers Limited  Queensland Nickel Agreement Act 1970 Agreement Act 1967 (except to the extent administered  culture, values, ethics and standards by the Minister for Transport, Trade,  Building Act 1975 Employment and Industrial Relations,  personal performance and development, and the Minister for Mines and Energy) planning and management  Central Queensland Coal Associates Agreement Act 1968 (except to the  Queensland Nickel Agreement Act 1988  strategic planning and risk management extent administered by the Treasurer; Minister for Transport, Trade,  Sanctuary Cove Resort Act 1985  business improvement Employment and Industrial Relations;  Southern Moreton Bay Islands Minister for Main Roads and Local  performance monitoring and reporting Development Entitlements Government; Minister for Mines and Protection Act 2004  fi nancial monitoring and review Energy; and Minister for Sustainability, Climate Change and Innovation)  State Development and Public  internal auditing and risk management Works Organisation Act 1971 as outlined by the Audit and Risk  Central Queensland Coal Associates Management Committee Agreement Amendment Act 1986  Townsville Breakwater Entertainment Centre Act 1991  external accountability mechanisms.  Central Queensland Coal Associates Agreement Amendment Act 1989  Townsville City Council (Douglas Land Development) Act 1993 Legislation  Central Queensland Coal Associates Agreement and  Townsville Zinc Refi nery Act 1996 Legislation and regulations form an Queensland Coal Trust Act 1984 important element of the system  Urban Land Development of governance. The Department of  Central Queensland Coal Associates Authority Act 2007 Infrastructure and Planning is responsible Agreement Variation Act 1996 for administering the following Acts and  Water Act 2000 (Chapter 2, Part 2, Regulations:  Iconic Queensland Places Act 2008 Division 2A and Chapter 2A, Part 2, Divisions 3 & 6 and Part 3, Division 3)  Alcan Queensland Pty. Limited  Industrial Development Act 1963 Agreement Act 1965 (except to

STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY 51  Procedures: responsible for Other applicable Policies, procedures developing and implementing legislation and delegations departmental procedures to improve effi ciency, effectiveness The Director-General is also responsible Policies provide support in achieving or economy of service delivery for the effi cient, effective and economical the organisation’s objectives by setting operation of the department. Numerous clear guiding principles and allocating  Program development: responsible pieces of legislation affect the operations of responsibilities. Procedures provide for defi ning output specifi cations, the department and may impact directly or specifi c guidance on the steps to be costs of required services, budget indirectly on operations. Some of these are followed to consistently and effi ciently allocation, service agreements, practice listed below. achieve a task. Delegation schedules standards and service standards align authority with responsibilities.  Anti-Discrimination Act 1991  Evaluation and review: responsible for The department has approved policies, monitoring performance against service  Evidence Act 1992 procedures and delegations to cover all standards and cost/quality targets and areas of the department’s activities: human evaluation of programs and services.  Financial Administration resource management, risk management and Audit Act 1977 and performance management, general administrative matters, fi nancial Code of conduct  Financial Management Standard 1997 management and information management. The department has a code of conduct (the  Freedom of Information Act 1992 The policies, procedures and delegations code). The code guides staff on what is are updated as required to ensure that they expected of them and informs the public of  Judicial Review Act 1991 continue to be relevant and do not present the standards of conduct they can expect confl icting positions. The responsibility for when dealing with the department. The  Library and Archives Act 1988 maintaining the currency of each of the code is based on the fi ve ethics principles policies, procedures and delegations is set out in the Public Sector Ethics Act 1994,  Public Service Act 2008 clearly assigned to particular areas. which are:

 Public Sector Ethics Act 1994 Generally, each senior manager has the  respect for the law and following key roles and responsibilities: system of government  Statutory Bodies Financial Arrangements Act 1992  Legislation: responsible for  respect for persons communicating and ensuring  Whistleblowers Protection Act 1994 compliance with legislative requirements  integrity  Workplace Health and Safety Act 1995  Policy: responsible for  diligence communicating and implementing the department’s policies  economy and effi ciency

52 Application of the code is supported by:  consultation during development of  recognises and rewards excellence departmental policies and procedures.  departmental policies,  deals fairly but decisively with poor procedures and guidelines Communicating values and standards is also performance or conduct. supported through organisational charts,  strategies such as training and position descriptions, individual or team The Director-General is committed to education to assist staff in applying performance and development planning, ensuring all departmental staff have in the fi ve ethics principles. and effective systems and processes. place a performance and learning plan.

The code requires employees to disclose to an appropriate authority suspected Performance and Strategic planning or known fraud, corrupt conduct or The department’s direction and priorities maladministration by another public sector learning plans are outlined in the department’s Strategic employee. Employees who make such The departmental performance management Plan, which is based on an understanding disclosures attract the legal protections system builds on the purpose and of the needs of clients, the views of contained in the Whistleblowers Protection requirements of the Offi ce of the Public stakeholders and partners, the ways in Act 1994. Service Directive (18/97—Performance which the environment is changing, and the Management) through its integrated and expectations and priorities of government. A Culture, values, ethics fl exible planning and review processes. shared understanding of, and commitment These processes focus on achieving to, the strategic intent is required to ensure and standards organisational objectives through: the intentions of the plan are achieved throughout the department. The Strategic Effectively communicating values and  planning Plan is supported by cascading plans and standards (legislation, policies and resource agreements. delegations and the Code of Conduct)  individual and group accountability ensures that all members of the The planning process complements the organisation receive up-to-date, quality  developing and maintaining a governance framework by: information about their expected roles, skilled and motivated workforce responsibilities and authorities. The with professional development and  making explicit the mechanisms department uses a number of tools to reward and recognition initiatives. to deliver the outputs effectively communicate and seek employee funded by government commitment to its values and standards, The department’s system provides for a such as: planning and review framework that:  setting in place mechanisms that support strategic planning  department induction program  sets work goals and objectives consistent and strategic intent and local induction process with the department’s Strategic Plan  supporting accountability for  targeted training for new and  encourages regular and constructive public funds through reporting changed policies and procedures feedback for all employees and compliance mechanisms

 electronic access to departmental  provides professional and personal  striking a balance between policies and procedures career development management and compliance

STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY 53  providing greater clarity of reports, business reports, output  ensuring assets and liabilities roles and responsibilities to performance reports, and analysis from a are effectively managed better focus managers on rolling evaluation of major programs and delivering agreed outcomes projects. These reports will provide an  ensuring the department operates opportunity to discuss performance issues within its approved fi scal limit  enabling structure and consistency and business improvement initiatives. The in decision-making processes reporting framework will ensure that:  developing strategic budget and resource management policy  providing a mechanism to enable  measures are linked to realistic the department to redirect accountability, resources and  providing strategic fi nancial advice funding to areas of need. deliverables in a meaningful way  coordinating the annual budget The department develops a number of  measures are focused on outcomes and monthly reporting processes plans that support the Strategic Plan, and align with the Service Delivery with Queensland Treasury (including including: Statements and the Strategic Plan budget documentation, monitoring and reporting, grants monitoring and  Operational plans for each of  reports effectively fl ag areas that identifying and resolving strategic the four departmental groups need to improve performance resource management issues)

 Information and communication  reports look at the data holistically and  completing the annual fi nancial technology strategic plan consider links across program areas statements, including the consolidation of special purpose vehicles.  Workforce management plans  reports enable effective corporate governance and The Financial Management Standard 1997  Risk management plans continuous improvement. and the Financial Administration and Audit Act 1977 provide the principles and policies  Asset management plan of fi nancial administration and audit of all Financial planning, Queensland Government departments and  Portfolio service plan monitoring and review statutory bodies. Performance The broad fi nancial and budget resource The department’s Financial Management management responsibilities of the Practice Manual provides policy and monitoring and department include: practice guidelines to enable the department to carry out day-to-day reporting  controlling and overseeing management, accounting and fi nancial functions. The Financial Management A performance reporting framework is the department’s budget Practice Manual is required to be being developed to report on progress  monitoring expenditure and developed and applied under section 46M towards key priorities and deliverables. revenue against budgets of the Financial Administration and Audit The department will take a coordinated Act 1977. ‘scorecard’ approach where performance  ensuring that the legal data is collated from monthly fi nancial appropriation is not exceeded

54 The purpose of the manual is to:  procedures in place for delegated  ensuring effective organisational offi cers to act appropriately. performance management  outline general government and accountability and departmental policies and Appropriate fi nancial controls at business procedures relevant to the fi nancial unit level are an imperative part of  communicating risk effectively and management of the department preparing the department’s required controlling the fl ow of information to fi nancial reporting processes. The following appropriate areas of the organisation.  detail specifi c policies and practices reporting is undertaken: developed by the department to Internal Audit also has a role in evaluating give effect to that general policy  monthly reconciliations the design, implementation and effectiveness of the organisation’s ethics-  provide all offi cers of the  monthly reporting related objectives, programs and activities. department with an understanding  systems appraisals of its fi nancial affairs. Integrated risk Every offi cer engaged in the fi nancial  end-of-year fi nancial statements. management of the department is required management (including to comply with the policies and practices set out in the manual. These include: Internal Audit business continuity An effective internal audit function acts  knowledge of the relevant requirements as an independent, objective assurance management) of the Financial Administration and and consulting service that is designed to Integrating risk management into business Audit Act 1977 and the Financial add value and improve an organisation’s activities is a major element of the Management Standard 1997 operations. It helps an organisation governance framework. Developing an accomplish its objectives by bringing organisational risk management culture will  effi cient, effective and economic use a systematic, disciplined approach to assist in achieving: of the resources of the department evaluating and improving the effectiveness of risk management, control and  better outcomes in service  proper recordkeeping governance processes. effectiveness and effi ciency  proper control over Internal Audit maintains its independence  a rigorous basis for strategic expenditure and revenue by reporting directly to the Director- management through considering key  proper stewardship over assets General as well as to the Audit and Risk elements of risk and opportunities (physical, intellectual, commercial) Management Committee, and assists  business continuity and portable and attractive items the accountable offi cer in the effective discharge of statutory functions and duties  greater transparency in decision  value for money placed on that offi cer. Internal Audit’s role making and accountability. in auditing corporate governance within the  suffi cient internal controls organisation includes the following: The Australian/New Zealand Standard for Risk Management (AS/NZS 4360:2004)  fi nancial reports that are true and fair  promoting appropriate ethics and defi nes risk management as the culture, values within the organisation processes and structures that are directed

STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY 55 towards realising potential opportunities  providing training and awareness required. During the course of dealing with while managing adverse effects. programs that promote a risk a complaint, departmental employees: Integrating risk management activities management culture into strategic and operational planning,  limit communication to those who project management, business continuity  implementing risk management need to know about the matter as management and decision-making activities documentation and reporting part of their duties and to those who will assist in achieving business objectives processes to address risk at the have a legitimate interest in knowing within an acceptable degree of risk. strategic and operational levels that may affect whole-of-government,  ensure that the complaint and The department reviews its strategic portfolio or departmental objectives. investigation are made in good and operational risks and maintains faith—that is, the complaint and/ risk registers on an ongoing basis. To or investigation should not be support the regular review, the department Complaints motivated by ulterior motives. maintains practices, procedures and resources to support managing risk within management Quarterly reports will be provided about the its risk tolerance. The responsibility for Complaints management is a key element quality and effectiveness of the complaints managing risks on a day-to-day basis, of the governance framework. The management system in resolving and including escalating strategic or operational department’s Complaints Management managing complaints. high or extreme risks, rests with the Policy (CG-PN-001) was developed appropriate functional areas. This is in accordance with the Offi ce of the External accountability strategically directed by the Integrated Risk Public Service Commissioner Directive Management Framework strategy, policies 13/06—Complaints Management. The mechanisms and procedures, and overseen by the Audit department values feedback from its and Risk Management Committee. clients, customers, employees and the The accountability framework includes public. All employees are responsible for external accountability mechanisms The policy objective is to develop a risk supporting the handling of complaints. in the form of auditing and fi nancial management culture within the department Complaints against the department’s statement certifi cation by the Auditor- to assist all employees to implement actions and decisions, or against the General, the Auditor-General’s reports sound risk management practices relevant conduct of its employees, are dealt tabled in the Parliament, and public to their business. These practices seek with in a responsive, confi dential, reporting through annual reports. These to add value to the business operations thorough and impartial manner. mechanisms provide the Parliament with of the department through eliminating or assurance that accountable offi cers are minimising potential threats or losses and Where practical and appropriate, the managing their department effi ciently, exploiting opportunities. This is enhanced department will seek to resolve complaints effectively and economically. through the following strategies: locally and informally at the point where the complaint is received. Otherwise, the  integrating the practice of continuous complaint will be referred for management risk management into departmental and investigation, and will be resolved strategic and operational planning formally. Any decisions made in relation to processes, decision-making and complaints will be justifi ed by providing project management activities a written statement of reasons where

56 The external accountability mechanisms the Executive Director, Organisational All companies have boards and directors that complement the internal governance Capability; and the Executive Director, that provide governance in accordance with framework include: Financial and Asset Management. corporations law.

 freedom of information Currently, the Department of the Premier The department meets its governance and Cabinet provides library and research responsibilities in relation to the SPVs in  judicial review of administrative decisions services and some ICT services to line with shareholder agreements, trust the department through service level deeds or other contractual agreements. The  the Ombudsman agreements. This is managed by the SPV Governance Unit of the department has Executive Director, Organisational Capability. responsibility for developing a governance  Queensland Audit Offi ce Service level agreements defi ne the nature, policy and performance reporting framework  Crime and Misconduct Commission form and scope of services to be provided for SPVs. The SPV Governance Unit of the on a fee-for-service basis. Agreements department acts as a liaison point between  Estimates Committee are reviewed annually with some pricing the department and the board of each SPV. mechanisms determined on a whole-of-  Public Accounts Committee. government basis. The four water companies (South East Queensland (Gold Coast) Desalination Information regarding the department’s Company Pty Ltd; Queensland Water performance is provided to the community Special purpose Infrastructure Pty Ltd; Western Corridor through performance information contained Recycled Water Pty Ltd; Southern Regional in the annual Service Delivery Statements vehicles Water Pipeline Company Pty Ltd) are and the department’s Annual Report. The Queensland Government, by decision provided with further strategic oversight of Cabinet, has established a number of by a Water Infrastructure Project Board Shared services special purpose vehicles (SPVs) to deliver established as a statutory body under priority water and transport infrastructure. section 113 of the State Development and governance These SPVs are private companies, typically Public Works Organisation Act 1971. The tasked with a specifi c deliverable by the board has Cabinet-endorsed functions The department is provided with a range Queensland Government. The current to manage negotiations and activities of corporate services by the shared companies are listed below: associated with the drought response services provider, Shared Services Agency infrastructure. (SSA). The provider is part of a whole-  South East Queensland (Gold Coast) of-government approach to corporate Desalination Company Pty Ltd services that aims to standardise business processes, consolidate technology, and  Queensland Water Infrastructure Pty Ltd pool resources and expertise in order to deliver a seamless, cost-effective and  Western Corridor Recycled Water Pty Ltd client-focused service to departments.  Southern Regional Water The heads of corporate services meet with Pipeline Company Pty Ltd SSA on a regular basis. The department’s  City North Infrastructure Pty Ltd. interests are represented by the Deputy Director-General, Strategy and Governance;

STANDARDS, QUALITY PROCESSES AND ACCOUNTABILITY 57 Our workplace—our people

The experience, knowledge and framework, and a range of specialist and providing access to support through innovation of our people is crucial to the learning and development programs. the employee assistance program. successful delivery of economic and social infrastructure. During the coming year, the Through effective leadership and The machinery-of-government changes saw Department of Infrastructure and Planning collaborative and collegiate work practices, the department more than double in size will continue to develop a professional, the department provides fl exible working to 511 full-time employees as at 30 June ethical and high performing organisation conditions to support the lifestyle and 2008 (from 253 as at 30 June 2007) as we that values and nurtures its employees. cultural needs of a growing workforce— integrated the planning and infrastructure diverse in experience, culture and skills. functions to form the new Department of In 2006–07 the department’s people Infrastructure and Planning. management services were provided by Departmental employees access a range of the Department of Premier and Cabinet. services and support: As a young, growing agency the During 2007–08 the department established department’s challenge is to continue its own human resource management  to balance work and life to build a highly skilled, productive and function. In its fi rst year, there was a responsibilities—through fl exible motivated workforce that is squarely signifi cant emphasis on the establishment work practices, purchased focused on leading priority planning of a fl exible policy framework, which leave arrangements, maternity and infrastructure initiatives across aims to take into account the complexity and parental leave, and the Queensland. In 2008–09 there will be a of the department’s responsibilities, the employee assistance program focus on simplifying recruitment processes administrative demands on managers and developing strategies to support the  to promote learning and development— and staff, and the current labour market attraction, development and retention of through study and research assistance, environment. The framework aims to people who are committed to contributing and professional and leadership simplify processes and procedures while to the department’s success. skills development programs maintaining high governance standards. By adopting the best human resources  to understand their roles as public The second area of signifi cant emphasis practices on offer, the department will be servants and specialists— including in 2007–08 was on structuring a targeted well positioned for the challenges ahead. a comprehensive induction program, learning and development program and The focus for the coming year will include foundational learning and development establishing the foundations for continuing devolving human resource responsibilities activities, and performance planning. improvement in people management in to line areas and building the strategic and collegiate human resource management an environment of growth and change. The department also provides initiatives capacity through leadership development, The department has developed an and programs to ensure the support, workforce planning and corporate culture induction program that extends from pre- safety and well being of all staff. This development. commencement to an employee’s third includes making available targeted career month and incorporates initial workplace counselling for employees during the orientation, work planning, a departmental current change processes that followed the Leadership initiatives induction workshop and planned machinery of government change, engaging The Department of Infrastructure and development activities. Initiatives being with employees experiencing diffi culties Planning assesses the development needs developed for implementation in 2008–09 with their work or on long-term sick leave, include an online code of conduct module, of potential leaders through learning and the introduction of an ethics and integrity development planning processes, which are used to evaluate an individual’s capabilities

58 and inform personal development planning. maternity and parental leave, and paid The department supports their development prenatal leave entitlements. Category % by providing access to a suite of leadership programs. The Equity and Diversity Management Plan Female (as a % of all staff) 55% reinforces the department’s commitment Staff wanting to pursue leadership to actively promoting equity and diversity. Part-time (as a % of females) 15% opportunities can access specifi c public The plan provides high level strategies sector programs including the Public to support women in middle and upper Female AO6 and above 41% Sector Management Program and management positions. (as a % of all female staff) publicly available leadership programs. The department provides access to Female SO and SES Individual leadership counselling and 25% mentoring are also available through executive development and leadership and (as a % of all SO and SES staff) the employee assistance program. management programs; individual coaching and mentoring; and fi nancial support and Female separation rate 1% Staff in leadership roles may maintain and leave arrangements for part–time and enhance their capabilities by participating full–time study or research. One female staff in programs including the Public Service member is currently participating in the Commission’s Executive Program, and Executive Mobility program. the Australia and New Zealand School of Government leadership programs. Women are encouraged to participate in initiatives that support career development Women’s initiatives in the department such as mobility programs and higher opportunities. As To achieve our corporate objectives and to at 30 June 2008 twenty eight per cent maintain the Department of Infrastructure of female staff in the department were and Planning as an employer of choice receiving higher duties, 16 per cent of the department fosters a culture where whom were acting in SO and SES positions. work–life effectiveness is promoted as a priority for all employees, but the unique Female staff in the department celebrated challenges of female employees are International Women’s Week this year recognised. by attending an information session on building satisfaction in life and work, and To achieve this, the department provides a morning tea with the Deputy Director- fl exible working arrangements such as General who gave a keynote address. telecommuting and fl exible working hours to enable staff to balance their work, family The department encourages women and other commitments. to explore a range of career pathways including engineering, planning, The department recognises and supports information and communication the shared role of women and men as technology (ICT). Thirty seven per cent carers in their families and communities of the staff employed in Information and by providing access to paid and unpaid Communication Technology are female.

OUR WORKPLACE—OUR PEOPLE 59 Community engagement

The Department of Infrastructure Regional planning advisory These workshops provide a valuable way and Planning operates with a strong of determining the views, feelings and community focus, seeking input committees level of emotions behind the community and valuing the contribution of the Workshops are held to focus on the values perception of the issues that regional plans community by consulting, listening vision and mission for regions and are should address. This reinforces the vision and promoting understanding. designed to assist in identifying any gaps in for the long-term future and the recognition information and the links between particular that the achievement of the regional vision values and issues. The information from will require a strong partnership between the workshops is used to move to the government, local government, private next stage of the regional planning sector, non government organisations and process, namely policy preparation. the community.

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60 Far North Queensland Natural Resources and Water, Department The project is presently being considered of Local Government, Sport and Recreation, for nomination for the PIA Awards 2008. Regional Plan and Queensland Transport. The Draft Far North Queensland Regional Regional development The process was awarded Planning Institute Plan 2025 (FNQ2025) provides innovative of Australia Certifi cate of Merit for Disaster consultation responses to managing urban development Management 2007 and was described and protecting the region’s World Heritage During the year, consultation was by PIA judges as ‘undeniably innovative, areas, the Great Barrier Reef and the Wet undertaken with: forward looking and pervasive in its Tropics. It was the fi rst statutory plan potential application’. in Queensland to address the combined  more than 40 coal industry stakeholders impacts of climate change and peak oil. as part of the data collection phase for YouthSPEAK—Youth Forum— the Coal Infrastructure Strategic Plan The launch of the draft regional plan May 2008 was followed by extensive community  stakeholders in relation to the consultation. Presentations and information Devised and organised in conjunction Broadwater to Southern Moreton Bay sessions were held across the region from with youth providers—the Department Marine Infrastructure Master Plan Wujal Wujal in the north to Cardwell in the of Education, Training and Arts, James  coal seam gas producers as south and inland to Mareeba, Atherton, Cook University (JCU) and Cairns Regional part of the coal seam gas Ravenshoe and Chillagoe. Council—this project sought to engage young people in the FNQ2025 regional supply and demand study. The invitation to lodge submissions planning process. The forum led to provided for a period of 60 working an informed assessment of the draft State development areas days, to close on Friday 8 August 2008. regional plan and provided students with Extensive public consultation was experience in public participatory processes undertaken in relation to three state Hundreds of submissions are and submission writing. expected to be reviewed before the development areas: Abbot Point, the fi nal plan is developed for public This interactive workshop with secondary proposed extension of the Gladstone release in December 2008. school students Years 10–12) and JCU State Development Area and the proposed students enrolled in urban and regional Bromelton State Development Area. Climate change workshops planning degrees will result in a group (youth) submission to the Department of Enquiry by design Two workshops were held in Cairns Infrastructure and Planning. to consider climate change and peak A North Bank Enquiry By Design workshop oil impacts in Far North Queensland. Innovative processes used at the for participants and the community on Participants considered ‘Scenarios and workshop included a dynamic future wall, 25 June 2008. It is anticipated that projections’ and ‘Risk assessment and video recording, group work on youth Brookfi eld Multiplex, as the preferred preferred response strategies’ for managing issues, defi ning stakeholders, solutions, developer, will use the outcomes of the those impacts. and group presentations. The youth process to produce a new concept design organising committee is currently collating for the North Bank redevelopment, which Partners included Queensland Climate presentations and developing a formal the government will consider later in 2008. Change Centre of Excellence, Department of submission.

COMMUNITY ENGAGEMENT 61 Community Futures Task Force

The Community Futures Task Force While support for individuals in the affected was established in 2006 after the communities remained a priority, a change state government proposed to build in local needs in 2007/2008 shifted the dams at Traveston Crossing and Task Force’s focus towards medium-to- Wyaralong in South-East Queensland. longer-term social and economic projects.

An independent entity, the Task Force is The Task Force is supported by a small chaired by Major–General Peter Arnison, Brisbane-based unit that works closely and comprises mayors of the three affected with residents, community leaders shires, heads of 11 Queensland Government and government representatives. agencies, and the CEO of dam proponent, Queensland Water Infrastructure. To preserve the independence of its operations, the Task Force Unit The Task Force oversees a whole-of- is overseen by Major–General Peter government approach to managing Arnison and is not recognised in the the social and economic impacts, Department of Infrastructure and and maximising longer term Planning’s organisational structure. opportunities for the communities affected by the proposed dams. A Federal Government decision on the Environmental Impact Statements (EISs) The Community Futures Task Force works to: of the two proposed dams is pending. The Task Force Unit has informed the  address the immediate effects on EIS process by documenting community individuals and communities and views on social impacts of the proposed provide information and referrals dams and identifying strategies and to support agencies for those projects to address these impacts. affected by the proposed dams The Community Futures Task Force  assist in the coordination of cross- will continue to implement its projects government responses to issues until its conclusion in June 2009. and opportunities arising from the proposed dam projects Further information on the work of the Task Force and its member agencies is  provide support and funding for available at www.communityfutures. community events and organisations qld.gov.au and in the Community to encourage a strong sense of Futures Task Force Annual Report. community spirit in the affected areas.

62 Government reporting

Boards and committees Board or committee During 2007–08, representatives of the department were involved with the boards Plumbers and Drainers Board and committees in the adjacent table. 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

GOVERNMENT REPORTING 63 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 Board and committee Carbon emissions report to and from work; expenses The Department of Infrastructure and  extraction, production and transport Three boards and committees in the scope Planning is committed to the Queensland of purchased fuels consumed; of the Department of Infrastructure and Government’s Environmental Protection  extraction, production and transport of Planning incurred expenses as follows: (Waste Management) Policy 2000 and ClimateSmart 2050 which aim to reduce other purchased materials or goods; the government’s carbon footprint. Six Board or committee Expenses $  generation of electricity that is gases have been identifi ed under the Kyoto consumed in a transport and delivery Building and Development Tribunals 49 399 Protocol as the main gases that need to system (reported by end user); Plumbers and Drainers Board 4096 be accounted for. These gases are carbon dioxide, hydrofl uorocarbons, methane, Water Infrastructure Project Board -  out-sourced activities; nitrous oxides, perfl uorocarbons and Total 53 495 sulphur hexafl uoride. As part of standard  transportation of products, The above expenses exclude GST and were incurred emission accounting practices these gases materials and waste. by the department after the Sustainable Planning are reported as carbon dioxide equivalent Division was transferred from the Department of emissions (CO2-e). In 2007–08 all Queensland Government Local Government, Planning, Sport and Recreation agencies reported on the carbon emissions as a result of the Public Service Departmental The Queensland Government is developing Arrangement Notice (No. 4) 2007, dated the from: 13 September 2007. whole-of-Government systems to standardise reporting on carbon emissions  fuels used by vehicles Consultancies (measured in CO2 equivalents). The basis for this reporting is consistent with national  purchased electricity The department contracted eight and international standards including consultancies from 1 July 2007 to 30 June defi nitions outlined in the AS Standard ISO  domestic air travel on 2008 at a total expenditure of $3 957 631. 14064 and the Australian Government’s commercial airlines. Details are: National Greenhouse Accounts Factors The Queensland Government is committed workbook, as detailed below: to improving data collection methods Category Amount $ Scope 1 and reporting carbon emissions in line Management $2 228 594 with national and international standards. Professional/Technical $1 729 037 Emissions that occur from sources owned While the best available data has been Total $3 957 631 or controlled by an organisation (e.g. used, in some instances estimates have emissions from department controlled been reported due to the limitation of vehicles, diesel generators, gas boilers). data collection systems, for example in government-owned buildings where there Scope 2 are multiple tenants and the electricity usage cannot be attributed to a single Indirect emissions that occur solely from agency, the Department of Public Works the generation and consumption of calculates the electricity usage by tenanted purchased electricity, steam or heating/ agencies based on the number of square cooling. They are physically produced meters leased.

64 The following table outlines the Department of Infrastructure and Planning’s carbon emissions during 2007–08.

Carbon emissions Category Notes (tonnes of CO2) Scope 1 Fleet vehicles:  QFleet vehicles 1 190  department owned vehicles 1a 28.8 Scope 2 Purchased electricity for major workplaces  government owned premises 2a 1942  premises leased from the private sector 2b 561 Scope 3 Domestic travel on commercial airlines 3 195 International travel on commercial airlines 3 20 Domestic travel using rental cars 4 12

Notes: an electricity account has been received by a of Infrastructure and Planning and the department directly from an electricity retailer or Department of Tourism, Regional Development 1. The 2007–08 vehicle CO2 emissions fi gure building owner. and Industry for bookings made through represents the estimated cumulative emissions American Express as their Travel Management for the period 1 July 2007 to 30 June 2008. It 2b. Electricity—premises leased from the private Company which is not managed by QGCPO. takes into account progressive changes in the sector QGCPO calculates the number of passengers per size and composition of the fl eet during the 12 These fi gures are based on actuals from current months, including vehicle replacement. sector for domestic (Qantas, Qantaslink, Jetstar available records of electricity accounts received and Virgin Blue) for the period 10 December 2007 The fi gure is derived for each vehicle leased by Department of Public Works, applicable for to 30 June 2008. This information is then passed from QFleet using: the period I July 2007 to 30 June 2008. on to the respective airline for calculation of carbon emissions (Qantas receives and calculates a the lease package details (time and On full year leases, where full year records for Qantas, Qantaslink and Jetstar). They all have kilometres) and were not available, data has been apportioned/ extrapolated to provide an estimate of full year accredited calculation methodologies and DCC b CO2 emissions data from testing in accordance usage. Where leases are less than 12 months old approved offset schemes. with Australian Design Rules for emissions and the data relates to the actual period the lease For regional and international air travel fuel consumption labelling for each vehicle was in place. for the fi nancial year 2007–2008 and leased from QFleet. Based on historical data, tenant energy domestic air travel as defi ned above for This fi gure should not be confused with the consumption equates to approximately 55per the period 1 July 2007 to 9 December 2007 CO2 emissions projection fi gures provided cent of total building energy use. The remaining the following methodology is used: in QFleet ClimateSmart Action Plan Quarterly 45 per cent used to air condition the building From data provided by each airline, agency Reports. Those are ‘snapshots’ of the fl eet and light the common areas of a building forms or travel management company QGCPO profi le at a specifi c point in time (quarterly), and part of the carbon emissions for individual calculates the kilometres fl own. The kilometre a projection of the CO2 emissions for 12 months tenants. This 45per cent has been added to fi gure is divided by 100 and multiplied by if the fl eet did not change. In this way the known electricity consumption for private sector an industry average number of litres of fuel emissions potential of the fl eet can be tracked leased accommodation. burnt per passenger per 100 kms. A factor of from one quarter to the next, to quantify the fi ve has been used for regional, international extent of improvement. 3. Air travel includes all recorded air travel booked under arrangements managed by the and domestic travel. These fi gures were Data provided by QFleet refl ect CO2 emissions Queensland Government Chief Procurement suggested during discussions with Australian and not CO2 equivalent, these calculations also Offi ce (QGCPO) for: Department of Infrastructure Transport Regional exclude any secondary or indirect emissions. Development and Local Government. QGCPO (1) international travel on all airlines tested the formula against current airline 1a. CO2 emission calculations are based on Australian calculations and found the results were within (2) domestic air travel on both the mainline Design Rules testing (Green Vehicle Guide) and a reasonably acceptable variance. The formula 'trunk' carriers (Qantas and Virgin Blue) represents estimated cumulative emissions for the is (((Kms/100)*Average Number of Litres of Fuel period 1 July 2007 to 30 June 2008. (3) travel on smaller, regional carriers for the burnt per passenger per 100 Kms)*Factor to 2a. Electricity—government owned premises period I July 2007 to 30 June 2008. convert Litres of Fuel to Kgs of Fuel)*Factor to convert Kgs of Fuel to Kgs of CO2). These fi gures are based on actuals from current This includes air travel booked either directly available records of electricity accounts received with an airline, through the Queensland 4. The hire car vehicle emissions show only by Department of Public Works, applicable for Government appointed Travel Management emissions for vehicles booked under Standing the period I July 2007 to 30 June 2008. Companies Qantas Business Travel (QBT) Offer Arrangement QP681 managed by the and Hogg Robinson Group (HRG) or through QGCPO; Avis is the major supplier under this All electricity consumption has been converted the Queensland Government’s Travel arrangement. They supply emission fi gures to carbon emissions using a combined Scope Management System (TMS) and bookings based on the Green Vehicle Guide published 2 and Scope 3 conversion factor of 1.04 kg made directly with Jetstar or MacAir using by the Australian Department of Infrastructure CO2-e/kWh as recommended in the National a Queensland Government account. It also Transport Regional Development and Local Greenhouse Accounts (NGA) Factors workbook includes other bookings reported to the Government. Their emission calculation scheme dated January 2008. QGCPO. This data is primarily for bookings for carbon will be accredited for their offset made by Queensland Health on Qantas.com scheme. Vehicle use linked to other suppliers is Electricity consumption information relates to and data received from the Department of not available. all building/non-building electricity use where the Premier and Cabinet, the Department

GOVERNMENT REPORTING 65 Energy and waste have been selected by Senior Executive Service Offi cers and departmental pool management vehicles selected for replacement have a The department is committed to the targeted rating of 7.0 or above. Queensland Government’s initiatives relating to energy and waste management. International travel The Department of Public Works provides Countries Agency direction on waste management practices Name of traveller Purpose of travel visited costs $A and processes in government owned and Mr Michael Schaumburg Japan Travel to Japan to present at the 31st Australia-Japan $6385 leased buildings. A/Deputy Coordinator- High Level Group on Energy and Minerals meeting. General, Economic Meetings with Japanese coal buyers to discuss In accordance with the goals of the Development outcomes of the O’Donnell Report into Queensland’s Government Energy Management Strategy, coal infrastructure. departmental equipment such as *Mr Stephen Crossingham New Zealand Travel to New Zealand to investigate and secure $4596 IDM Partners / additional steel fi ttings fabrication capacity to photocopiers and printers are purchased ensure timely construction of the SEQ Water Grid. with energy saving and duplex printing Mr Nigel Deacon Director, Water Infrastructure features. The energy effi ciency of all Mr Damian Gould Singapore Travel to China to inspect ductile iron pipe and $7680 technology is assessed prior to their A/Deputy Coordinator- and China fi ttings manufacturing facilities of XingXing Ductile purchase. The department participated in General, Infrastructure Iron Pipe Company. Discussions with China MinMetals Earth Hour 2008 which was held at 8pm on Delivery Corporation regarding technical capabilities to provide pipes and fi ttings for SEQ Water Grid. Saturday 29 March 2008. Travel to Singapore for discussions with offi cials of Public Utilities Board re maintaining The Queensland Water Commission relationship between the organisation and Qld requires government premises to undertake Government. Inspection of NEWater facilities. a range of water saving measures. To Mr Fergus Fitzgerald United Travel to the USA to inspect oil shale technology at $5281 achieve this, government facilities are A/Director, Signifi cant States of pilot plants in Colorado and Utah and meetings with being audited to assess and identify water Projects Coordination America government regulators in Denver and Salt Lake City as part of technical audit of oil shale technology savings opportunities. The department is approved in 2004. committed to water and energy effi ciency Mr Colin Jensen New Zealand Travel to New Zealand to deliver a presentation $336 and participates in initiatives, such as the Coordinator-General at the 2007 Building Nations Symposium that ‘WaterWise’ awareness campaign implemented and Director-General showcased the Queensland Government’s strategic approach to leading, supporting and by the Department of Public Works. coordinating priority infrastructure and major projects across Queensland in order to advance The department is committed to use, Queensland’s massive infrastructure program. where possible, ethanol fuel (E10) in its Ms Jemina Dunn New Zealand Travel to New Zealand to attend the New Zealand $683 vehicle fl eet. Stickers to promote E10 use Director, Transit Oriented Ministry for the Environment’s Integrated Approach to the general public were provided for all Development and Smart to Planning Workshop, discuss development of City Masterplan the South East Queensland Regional Plan and departmental vehicles. engage in development of options with regard to regional planning in New Zealand. The Ministry In June 2007 the Queensland Government for the Environment contributed $2113 to the released ClimateSmart 2050 Queensland costs for airfares, taxes and accommodation. climate change strategy 2007: a low Mr David Stolz Japan Travel to Japan to attend and present at the New $4615 A/Director, Regional Energy and Industrial Technology Development carbon future. This strategy commits Development Organisation (NEDO) fi nal Reporting Conference the Queensland Government to reducing on Queensland Coal Infrastructure and attend and neutralising greenhouse emissions meetings with Japanese coal buying stakeholders. for the government vehicle fl eet by Mr Michael McGuinness New Zealand Travel to New Zealand to attend/preside over $1878 2020. The department’s Climate Smart Manager, Plumbing the National Plumbing Regulators Forum (NPRF) Building Codes meetings as the Queensland representative Fleet Implementation Plan 2007–10 Queensland and Chairman of the NPRF and to attend a includes a 24 per cent reduction in the meeting with the Plumbing Licensing Board. fl eet’s CO2 emissions by 31 December Mr Geoff Dickie China Travel to China to attend 13th World Aluminium $10 600 2010, against a government target of 15 Deputy Coordinator- Conference, site visit to Chalco mine, alumina General, Infrastructure refi nery and smelter and meet with Chalco Senior per cent. The plan focuses on the use and Economic Executives and China Development Bank. of lower emission vehicles and carbon Development Group / offsets to improve the environmental Mr Frank Xu performance of the department’s vehicle A/Director, Aurukun Project fl eet and to reduce and neutralise vehicle Mr Darcy Blackman China Travel to China to accompany the Aurukun $6000 greenhouse emissions. Vehicles will be Principal Project Offi cer, Indigenous delegation on inspection of Chalco’s (est) Indigenous Relations Central offi ce, Pingguo and Guiyang mines and chosen based on their Green Vehicle Guide alumina operations and attend meetings with (GVG) Greenhouse rating, not the number the Wik Wik Way and Aurukun Shire Council of cylinders. As of 1 January 2008, only representatives in Shenzhen City and Beijing. vehicles with a GVG rating of 5.5 or above TOTAL $48 054 * Non government department staff

66 Shared services initiative Shared Services Agency provide human Statutory authorities within resource, fi nance, travel, and document The Shared Service Initiative is a whole- and records management services to the the portfolio of-government approach to corporate Department of Infrastructure and Planning.  Gladstone Economic and Industry service delivery. The vision is partnering During 2006–07 the Department of Public Development Board (GEIDB)— is a in corporate services to support and Works hosted Shared Services Agency as Project Board pursuant to the State connect government. Shared services are a separate entity, and will report on its Development and Public Works underpinned by standardising business activities in its annual report. Organisation Act 1977. The GEIDB processes, consolidating technology and was established in 1999 to manage, pooling resources and expertise. State Procurement policy develop and promote the Gladstone State Development Area (GSDA) and Under the shared service model, During 2007–08, procurement advisory facilitate economic development government agencies joined together and support services were provided to the in the City of Gladstone and the to share corporate services and Department of Infrastructure and Planning Shire of Calliope—the Gladstone resources through shared service by the Procurement Policy and Advisory Development Region (GDR). providers (SSPs). The SSPs service Services Branch. their existing customer agencies  Queensland Water Commission through operating level agreements. Departmental procurement is conducted in (QWC)—is established under the accordance with the three objectives of the Water Act 2000. The commission's In 2007–08 Queensland Treasury led the State Procurement Policy 2008 which are role is to ensure sustainable water refi nement of the whole-of-government advancing government priorities, achieving supplies by developing long term model for shared service delivery and value for money and ensuring probity and water supply strategies, establishing a provided policy and program management accountability for outcomes. for the Shared Service Initiative. regional water grid, implementing water Where possible, the department utilises restrictions, managing water demand, From 21 September 2007 the Shared supplier arrangements for procurement of providing advice to government Service Agency (SSA) was transferred from external professional services, such as legal, and reforming the water industry. Queensland Treasury to the Department fi nancial and technical. These arrangements  Urban Land Development Authority of Public Works through a machinery–of– ensure that the department effi ciently (ULDA)—is established under the government change. The SSA now services and effectively achieves the objectives of Urban Land Development Authority a number of departments, agencies and the State Procurement Policy for major Act 2007. The ULDA's role is to plan, other entities across Government. For areas of specialist procurement activity. more information on the SSA refer to the carry out, promote or coordinate Department of Public Works Annual Report. and control the development of land, as well as developing key SSPs for Queensland Health (Queensland sites and prioritising infrastructure Health Shared Service Partner) and the within selected urban areas. Department of Education, Training and the Arts (Corporate and Professional Services  Queensland Manufactured Water and the Corporate Administration Agency) Authority (QMWA)—is established under and Parliamentary Services continue to the South East Queensland Water operate under their existing hosts. (Restructuring) Act 2007.

GOVERNMENT REPORTING 67 BUILDING & DEVELOPMENT TRIBUNALS The QMWA is responsible for holding Schedule of Application Fees – Integrated Planning Regulation 1998 bulk manufactured water supplies and will own and operate the Western No site By site Fast track Corridor Recycled Water Scheme and the Class of building inspection Fast track inspection with site SEQ (Gold Coast) Desalination Plant. by tribunal tribunal inspection (a) 1 & 10 i.e. dwelling, garage, carport, shed or $272 $408 $452 $678  South East Queensland Water Grid the like; or a fence, mast, antenna, retaining or Manager (SEQWGM)—is established free–standing wall, swimming pool or the like. under the South East Queensland (b) 2 to 9 i.e. building use other than noted $396 $594 $571 $856 Water (Restructuring) Act 2007. The in (a), with a fl oor area less than 500m2. SEQWGM will manage contracts (c) 2 to 9 i.e. building use other than noted in $571 $856 $848 $1272 with the Bulk Supply and Transport (a), with a fl oor area more than 500m2. Authorities and the retailers, and manage the fl ow of water around the Record keeping and recording of correspondence SEQ Water Grid allowing for the sharing and briefi ng materials across the Effective and effi cient record keeping of costs, effective from 1 July 2008. department during the fi rst quarter of practices underpin good corporate The SEQWGM will buy the services of 2008–09. The second phase, which is governance. Records management within the Bulk Supply, Manufactured Water the implementation of a full eDRMS, is the agency is governed by the requirements and Bulk Transport Authorities and scheduled to commence during 2008–09. of the Public Records Act 2002, sell the treated water to retailers, Information Standard 40: Recordkeeping power stations and other customers. and Information Standard 41: Managing The Crime and Misconduct Financial statements of the Gladstone Technology Dependent Records. Commission Economic and Industry Development Board, Following the establishment of the Queensland Water Commission, Urban The Crime and Misconduct Commission Department of Infrastructure and Planning, Land Development Authority, Queensland provided a report in relation to one the agency's records management function Manufactured Water Authority and the South investigation during 2007–08. This matter was enhanced by the return of staff from East Queensland Water Grid Manager are was fi nalised by the department. the Shared Services Agency on 1 July 2008. contained in their respective annual reports. Records management is performed through Whistleblowers Protection the department's Executive Services Branch, Voluntary early retirements and contributes to the creation, retention Act 1994—public interest The Department of Infrastructure and and, where appropriate, disposal of disclosure Planning did not make any voluntary early offi cial records of the department and the The department reports to Parliament on retirement offers in 2007–08. Coordinator-General. the administration of the Whistleblowers The department is currently undertaking Protection Act 1994. The report provides Fees and charges a project to implement an electronic the number of public interest disclosures The Department of Infrastructure and Document and Records Management received and verifi ed by the department in Planning implement the following fees System (eDRMS). The fi rst phase of this the previous 12 month period. No public and charges. project commenced in March 2008, and interest disclosures were received by the will deliver improved tracking, monitoring department in 2007–08.

68 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

GLOSSARY 69 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

70 Financial statements

FINANCIAL STATEMENTS 71 72 FINANCIAL STATEMENTS 2007 | 08 73 74 FINANCIAL STATEMENTS 2007 | 08 75 76 FINANCIAL STATEMENTS 2007 | 08 77 78 FINANCIAL STATEMENTS 2007 | 08 79 80 FINANCIAL STATEMENTS 2007 | 08 81 82 FINANCIAL STATEMENTS 2007 | 08 83 84 FINANCIAL STATEMENTS 2007 | 08 85 86 FINANCIAL STATEMENTS 2007 | 08 87 88 FINANCIAL STATEMENTS 2007 | 08 89 90 FINANCIAL STATEMENTS 2007 | 08 91 92 FINANCIAL STATEMENTS 2007 | 08 93 94 FINANCIAL STATEMENTS 2007 | 08 95 96 FINANCIAL STATEMENTS 2007 | 08 97 98 FINANCIAL STATEMENTS 2007 | 08 99 100 FINANCIAL STATEMENTS 2007 | 08 101 102 FINANCIAL STATEMENTS 2007 | 08 103 104 FINANCIAL STATEMENTS 2007 | 08 105 106 FINANCIAL STATEMENTS 2007 | 08 107 108 FINANCIAL STATEMENTS 2007 | 08 109 110 FINANCIAL STATEMENTS 2007 | 08 111 112 FINANCIAL STATEMENTS 2007 | 08 113 114 FINANCIAL STATEMENTS 2007 | 08 115 116 FINANCIAL STATEMENTS 2007 | 08 117 118 FINANCIAL STATEMENTS 2007 | 08 119 120 FINANCIAL STATEMENTS 2007 | 08 121 122 FINANCIAL STATEMENTS 2007 | 08 123 124 FINANCIAL STATEMENTS 2007 | 08 125 126 FINANCIAL STATEMENTS 2007 | 08 127 128 FINANCIAL STATEMENTS 2007 | 08 129 130 FINANCIAL STATEMENTS 2007 | 08 131 132 FINANCIAL STATEMENTS 2007 | 08 133 134 FINANCIAL STATEMENTS 2007 | 08 135 136 FINANCIAL STATEMENTS 2007 | 08 137 138 FINANCIAL STATEMENTS 2007 | 08 139 140 FINANCIAL STATEMENTS 2007 | 08 141 142 FINANCIAL STATEMENTS 2007 | 08 143 144 FINANCIAL STATEMENTS 2007 | 08 145 146 FINANCIAL STATEMENTS 2007 | 08 147 148 FINANCIAL STATEMENTS 2007 | 08 149 150 FINANCIAL STATEMENTS 2007 | 08 151 152 FINANCIAL STATEMENTS 2007 | 08 153 154 FINANCIAL STATEMENTS 2007 | 08 155 156 FINANCIAL STATEMENTS 2007 | 08 157 158 FINANCIAL STATEMENTS 2007 | 08 159 160 FINANCIAL STATEMENTS 2007 | 08 161 162 FINANCIAL STATEMENTS 2007 | 08 163 164 Have your say Contact us Regional offices

This Annual Report is part of the Department of Infrastructure and Planning Cairns office Department of Infrastructure and Planning’s commitment to keeping PO Box 15009 Level 2 Orchid Plaza people informed about what the City East 79 Abbott Street department does and how it performs. Queensland 4002 Cairns, Queensland The department welcomes comments Telephone: +61 7 3227 8548 and suggestions about the Annual Report Fax: +61 7 3224 4683 PO Box 5194 2007–08 content and presentation. [email protected] Cairns Queensland 4870 Telephone: +61 7 4039 8867 Your feedback or suggestions about Brisbane offices how we can improve this report Fax: +61 7 4039 8866 should be forwarded as follows: Planning Group Townsville office Level 5, 63 George Street By post Level 4 State Government Building Director, Planning, Performance and Infrastructure and Economic 187-209 Stanley Street Reporting, Strategy and Governance, Development Group Townsville, Queensland Department of Infrastructure and Planning Level 12 Executive Building GPO Box 15009 PO Box 5666 100 George Street City East, Qld 4002 Townsville, Queensland 4810 Telephone: +61 7 4760 7527 By email Infrastructure Delivery Group Fax: +61 7 4760 7535 [email protected] Level 30 Comalco Place 12 Creek Street Rockhampton office Level 3, 130 Victoria Parade Strategy and Governance Group Rockhampton, Queensland

Level 12 Executive Building PO Box 113 100 George Street Rockhampton, Queensland 4700 Telephone: +61 7 4938 4078 Fax: +61 7 4938 4057

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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

Every drop counts PO Box 1734 Water and energy are precious commodities. Mackay, Queensland 4740 To reduce water consumption and minimise Telephone: +61 7 4967 4445 the release of volatile organic compounds into the atmosphere, this Annual Report has been Fax: +61 7 4967 4448 printed on Sovereing paper, using the waterless printing technique and soya-based inks. Bundaberg office Level 1, 7 Takalvan Street Department of Infrastructure and Planning Annual Report 2007–08. Bundaberg, Queensland © The State of Queensland (Department of Infrastructure and Planning) 2008. Published by the Queensland Government, November 2008, 100 George Street, Brisbane Qld 4000. PO Box 979 The Queensland Government supports and encourages the dissemination and exchange of Bundaberg, Queensland 4670 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 Telephone: +61 7 4151 9746 it is recognised as the owner of the copyright and this material remains unaltered. Copyright Fax: +61 7 4151 9745 enquiries about this publication should be directed to the Department of Infrastructure, by email to [email protected] or in writing to PO Box 15009 City East Qld 4002. For general Queensland Government ISSN 1834–1578 enquiries, please telephone 13 13 04 Department of Infrastructure and Planning Annual Report 2007–08 www.dip.qld.gov.au