QBCC was one of the most
memorable whole of business deliverables I have been instrumental for.
In the first year, QBCC reported it had 1097 dispute cases lodged by builders and home owners. 83% of cases were resolved within 28 working days.
In the first six months EDR saved 304 families and contractors from the need to use litigation
Four years ago I started with
QBCC. I turned up and was given a hostile reception by nearly every member of
staff, who all believed I was from 'over the river' and about to cause them
more pain. It was at that point I realised this was going to be a hard task!
In my first week the QBSA
commissioner had been relieved of duties; the board that had been dismissed was
replaced by a new, strong, board; and I had been asked to produce a blueprint
of the road ahead.
At a senior level the business
was set for change. At a grass roots level the teams were in pain, had been
shoved around by the Parliamentary 'Inquiry into the Operation and Performance
of the Queensland Building Services Authority 2012'; they felt that their
conversations had been taken out of context and they had not been listened to.
It was a great start.
Phil Kesby, the QBCC chairperson
and a very strong, kind and dedicated person with 34 years’ experience in
infrastructure delivery and property related industries explained to me on the
second week we had 12 months to deliver, and he expected a plan from me within
5 days on how we were to deliver, what I would take accountability for and what
my personal belief of delivery confidence was on each item, O yer, and I was to
walk it through the minister, Tim Mander.
One month later we had a signed
off plan with 32 projects, $18M of delivery, confidence levels in writing and
being held accountable to the board, the new commissioner, Steve Griffin, and
the minister.
Out of that came a very strong
PMO, a team of dedicated personal with Darren Evans at the helm reporting
through to me. We were off!
For the QBCC as a business I had
to deliver a new commission, new board, new structure.
And for the people, a strong
advocacy and meaningful changes for the consumers and industry with new
legislation, new act of parliament, internal review, early dispute resolution,
review of licencing, education, fast track processes, bringing pools, plumbers,
trade-persons and painters under the act, subcontractor and suppler debt
recovery and new 24 hr contact centre, standards and tolerances guide (in
consumer simple terms)
Making everyone working under the envelope of a building accountable
Consumer and industry events were
being held nearly every week. Vendors, contractors, agents and more were
brought on to deliver. We had to fight to bring everyone along the journey;
consumers, industry, the press, legal teams, and the parliamentary opposition.
Regular headlines such as 'Death of the QBSA: Start of the QBCC' caused us pain
And a very rushed year later
after many meeting with Minister Mander (at that time) we delivered, I had
brought the teams on board, sold the successes, the visions and delivered to
Commissioner Griffin and the board a business that was capable of delivering to
the public. Don't get me wrong, I left with the understanding that there was
plenty more change to happen, and work to be completed, but I left with my head
high and feeling proud.
Customer First
Fairness and Equity
Accountability
And as for my confidence levels
that I reported at the beginning to the board. I was successful by 96% on my
deliverables.
And to the team, the business,
the board, Minister Mander, Phil Kesby, Commissioner Griffin and Darren Evans I
thank you for your dedication and a year of rides, uncertainty and change;
without everyone pulling together the train would have stopped. Often!
David Camus
Note:- This article is not
endorsed by QBCC. Facts have been taken from the QBCC website and from the QBCC annual report.
