{ "entity_id": "S-QLD-005", "folder": "Department-of-Housing-and-Public-Works", "name": "Department of Housing and Public Works", "type": "State Department", "jurisdiction": "QLD", "portfolio": "Housing", "website": "https://www.housing.qld.gov.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 13, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector", "official_site_url": "https://www.housing.qld.gov.au/", "source_documents": [ { "type": "strategie", "title": "Strategic Plan 2024–28 (PDF, 1559.62 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan measures 2024–28 (PDF, 126.87 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2024–28 (PDF, 1558.86 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0015/80421/hpw-strategic-plan-2024-28.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2024–28 (PDF, 1078.98 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/62733/hlgppw-strategic-plan-2024-28.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan measures 2024–28 (PDF, 194.22 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/62736/strategic-plan-kpis-measures-2024-28.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2023–27 (PDF, 759.84 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0034/49867/hlgppw-strategic-plan-2023-27.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2023–27 (PDF, 2686.65 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2023–27 (PDF, 320.9 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0035/49868/dsdilgp-strategic-plan-2023.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2023–27 (PDF, 765.6 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "2022–2026 Strategic Plan (PDF, 1049.22 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "2021–2025 Strategic Plan (PDF, 617.02 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "2020–2024 Strategic Plan (PDF, 801.67 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf", "period": "2020", "confidence": "medium" } ], "purpose": { "text": "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, "vision": null, "strategic_priorities": [ { "title": "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosti", "description": "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosting the Brisbane 2032 Olympic and Paralympic Games.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver", "description": "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver housing that helps people find, secure, and keep a place to call home.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated cons", "description": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and co", "description": "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and continuously improve.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders.", "description": "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" } ], "values": [ { "name": "Customers first", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Ideas into action", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Unleash potential", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Empower people", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Be courageous", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Healthy and safe workplace", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Secure Queensland’s housing foundations", "description": "Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.", "activities": [ "Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.", "Strengthen tenancy management for social housing for Queenslanders." ], "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "name": "Outcome 2: Build Queensland’s future", "description": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "activities": [ "Lead and empower efficient, best-in-class procurement practices across government to create exceptional outcomes, drive innovation and deliver value for money.", "Enhance QBuild’s value for money services while expanding the regulated construction industry." ], "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "name": "Outcome 3: Strengthen our performance", "description": "Foster a high performing culture driven by innovation, clear, consistent legislation and regulation that attracts and supports renters and homeowners.", "activities": [ "Commit to high standards of professional conduct and ethical practices in everything we do, with unwavering integrity and a strong sense of accountability.", "Expand our digital capability to drive innovation, transform our services and improve productivity." ], "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" } ], "performance_measures": [ { "code": "CCE01", "measure": "Number of social and affordable homes delivered", "target": "53,500", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE02", "measure": "Percentage of client satisfaction with procurement", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE03", "measure": "Percentage of government-owned employee housing in an acceptable condition", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE04", "measure": "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE05", "measure": "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thr", "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosting the Brisbane 2032 Olympic and Paralympic Games.", "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver housing that helps people find, secure, and keep a place to call home.", "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and continuously improve.", "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders." ], "watch_terms": [ "Number of social and affordable homes delivered", "Percentage of client satisfaction with procurement", "Percentage of government-owned employee housing in an acceptable condition", "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# Department of Housing and Public Works — Strategy Brief\n\n**Reporting period**: 2025-26\n**Corporate plan in force**: 2024-28\n**Corporate Plan**: [2024-28](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)\n\n## Our purpose / purposes\n\n> Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n\n## How we deliver\n\n> Integrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n\n## Government priorities for this department\n\n- Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosting the Brisbane 2032 Olympic and Paralympic Games. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n- Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver housing that helps people find, secure, and keep a place to call home. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n- Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n- Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and continuously improve. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n- Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n\n## Outcomes\n\n### Outcome 1: Secure Queensland’s housing foundations\nDeliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n\n**Key activities:**\n- Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.\n- Strengthen tenancy management for social housing for Queenslanders.\n\n### Outcome 2: Build Queensland’s future\nCreate future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n\n**Key activities:**\n- Lead and empower efficient, best-in-class procurement practices across government to create exceptional outcomes, drive innovation and deliver value for money.\n- Enhance QBuild’s value for money services while expanding the regulated construction industry.\n\n### Outcome 3: Strengthen our performance\nFoster a high performing culture driven by innovation, clear, consistent legislation and regulation that attracts and supports renters and homeowners. [[CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1)]\n\n**Key activities:**\n- Commit to high standards of professional conduct and ethical practices in everything we do, with unwavering integrity and a strong sense of accountability.\n- Expand our digital capability to drive innovation, transform our services and improve productivity.\n\n## Values and principles\n\n- Customers first\n- Ideas into action\n- Unleash potential\n- Empower people\n- Be courageous\n- Healthy and safe workplace\n\n## What they will measure themselves on this year (targets from 2024-28 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Number of social and affordable homes delivered | 53,500 | [CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1) |\n| CCE02 | Percentage of client satisfaction with procurement | 100% | [CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1) |\n| CCE03 | Percentage of government-owned employee housing in an acceptable condition | 100% | [CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1) |\n| CCE04 | Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program | 100% | [CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1) |\n| CCE05 | Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses | 100% | [CP p.1](https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1) |\n\n## How they performed last year (results from 2025-26 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Number of social and affordable homes delivered | N/A | Not achieved | |\n| CCE02 | Percentage of client satisfaction with procurement | N/A | Not achieved | |\n| CCE03 | Percentage of government-owned employee housing in an acceptable condition | N/A | Not achieved | |\n| CCE04 | Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program | N/A | Not achieved | |\n| CCE05 | Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses | N/A | Not achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Housing and Public Works - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:50:43.539250+00:00\n**Entity ID**: S-QLD-005\n**Entity type**: State Department\n**Jurisdiction**: QLD\n**Portfolio**: Housing\n**Website**: https://www.housing.qld.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 1 |\n| pages | 11 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2021-25\nOur vision Our objectives Our commitments\nThriving communities where all • Improve social and economic outcomes • Enhancing the lives of Queenslanders through\nQueenslanders can have a safe for Queenslanders across the State. the delivery of responsive, integrated and person-\nand stable place to live and enjoy centred frontline services that respond to current\n• Ensure Aboriginal and Torres Strait\nhigh levels of social and economic need and support future aspirations.\n Source: `strategies/chde-strategic-plan-2021-25.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2022-26\nOur vision: Our strategic risks:\nThe agency supports the Government’s objectives\nThriving communities where all Queenslanders can have a for the community: • External pressures in the community challenge the department’s ability\nsafe and stable place to live and enjoy high levels of social to improve the social and economic outcomes for Queenslanders\nand economic wellbeing, supported by a strong digital\neconomy and a vibrant arts sector.\n Source: `strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2020-24\nOur vision Our purpose Our people\nThriving communities where all Queenslanders can have a safe and stable To improve the lives of Queenslanders Every day our frontline workforce, made up of\nplace to live and enjoy high levels of social and economic wellbeing, by increasing social, economic and dedicated and committed people, work to\nsupported by a strong digital economy and a vibrant arts sector. digital inclusion. improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n\n### Role and Functions\n\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Energy and Public Works\nStrategic Plan 2023–2027\nOUR VISION We are playing a significant role in Queensland’s future\nHuman rights\nWe are committed to respecting, protecting\nGenerating and building a sustainable future for Employment – create more job opportunities for and promoting human rights in all that we do\nindustries and local business, especially in regional areas and the decisions that we make.\nall Queenslanders\nOUR PURPOSE Emissions reduction – help achieve a greener, more\nsustainable future Acknowledgement\nPower.\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- [Page 3]\nStrategic Plan performance measures 2020-21\nObjective 3 – Asset, Building and Procurement Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of government-owned employee BPAM QGAO\nresponsive and housing with an acceptable facility condition\naccessible index rating\nCustomers and QBuild - Overall customer satisfaction Biennially BPAM QBuild\nstakeholders\nare satisfied QFleet - Overall customer satisfaction Biennially BPAM QFleet\nwith services\nParticipant’s overall satisfaction with the Annual PS\nSkills2procure capability building program\n[non-SDS]\nResources are Return on investment - commercial properties Quarterly BPAM/ QGAO\nused efficiently included in the office portfolio Finance\nReturn on investment - government employee Quarterly BPAM/ QGAO/\nhousing Finance GEH\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [pages 1,2]\ncollaboration with partner\nQueensland survey results performance • Share the Path to Treaty journey with First Unleash potential\nagencies (such as health, housing, youth\n– leadership, learning and Nations people\njustice), stakeholders and customers\ndevelopment, health and wellbeing\nBe courageous\nGood governance\n• Critical information assets with a 85%\ncurrent threat and risk assessment • Ensure sound governance, effective portfolio\noversight, and ethical performance to Healthy and safe workplace\nachieve our objectives\nThe agency supports Government’s objectives for the community\nGood jobs: Good, secure jobs in our Better services: Deliver even better Great lifestyle: Protect and enhance\ntraditional and emerging industries services right across Queensland our Queensland lifestyle as we grow\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- [pages 1,2,3,4]\n[Page 1]\nStrategic measures 2020-21\nPerformance indicators and measures against\nStrategic Plan 2020 -24\nObjective 1 – Services for Communities\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Average wait time to allocation for assistance Monthly HHS\nresponsive and (months) with government-owned and managed\naccessible social rental housing for clients in very high or\nhigh need\nProportion of newly constructed social housing Annual HHS\ndwellings meeting the Livable Housing Design\nguidelines gold or platinum standards\nHousing and Percentage of new households assisted into Quarterly HHS\nhomelessness government-owned and managed social rental\nservices meet housing who were in very high or high need\nthe needs of\ncustomers Proportion of total new households assisted to Monthly HHS\naccess rental accommodation who moved into\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2020-24\nOur vision Our purpose Our people\nThriving communities where all Queenslanders can have a safe and stable To improve the lives of Queenslanders Every day our frontline workforce, made up of\nplace to live and enjoy high levels of social and economic wellbeing, by increasing social, economic and dedicated and committed people, work to\nsupported by a strong digital economy and a vibrant arts sector. digital inclusion. improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n\n### Strategic Priorities\n\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Housing Strategic Plan 2023-27\nOur values\nPartnership Innovation\nOur vision Our purpose\nWe work across boundaries We are agile and encourage\nto deliver housing priorities new ways of working\nAn agile and To provide social and affordable\nwith our stakeholders\nsustainable social and housing and homelessness\nResponsive Inclusion affordable housing and solutions for Queenslanders\nWe treat our customers We will listen, embrace diversity,\nhomelessness system. through investment and\nwith respect and empathy and engage all\ncollaboration.\n Source: `strategies/doh-strategic-plan-2023-27.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf)`\n- We contribute to these priorities through 3 focus areas from the\nQueensland Multicultural Action Plan 2024–25 to 2026–27 (PDF, 2.1MB)\n, namely:\ndeliver culturally responsive services\ndrive diversity and inclusion across the public sector\npromote social cohesion.\n Source: `pages/strategies-index__03.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/multicultural-action-plan-report)`\n- [pages 1,2,3,4]\n[Page 1]\nStrategic measures 2020-21\nPerformance indicators and measures against\nStrategic Plan 2020 -24\nObjective 1 – Services for Communities\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Average wait time to allocation for assistance Monthly HHS\nresponsive and (months) with government-owned and managed\naccessible social rental housing for clients in very high or\nhigh need\nProportion of newly constructed social housing Annual HHS\ndwellings meeting the Livable Housing Design\nguidelines gold or platinum standards\nHousing and Percentage of new households assisted into Quarterly HHS\nhomelessness government-owned and managed social rental\nservices meet housing who were in very high or high need\nthe needs of\ncustomers Proportion of total new households assisted to Monthly HHS\naccess rental accommodation who moved into\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- Plan 2021-25. and priorities with the Aboriginal and the quality of services provided to\nTorres Strait Islander Housing Action residents and to protect the rights of\nCreate jobs, increase the supply of social and\nPlan 2019-2023 guiding frontline residents.\naffordable homes through new investment,\nservice delivery.\npartnering with the community housing sector and Work in collaboration with the sector and\nprivate industry.\n Source: `strategies/chde-strategic-plan-2021-25.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2020-24\nOur vision Our purpose Our people\nThriving communities where all Queenslanders can have a safe and stable To improve the lives of Queenslanders Every day our frontline workforce, made up of\nplace to live and enjoy high levels of social and economic wellbeing, by increasing social, economic and dedicated and committed people, work to\nsupported by a strong digital economy and a vibrant arts sector. digital inclusion. improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Energy and Public Works\nStrategic Plan 2023–2027\nOUR VISION We are playing a significant role in Queensland’s future\nHuman rights\nWe are committed to respecting, protecting\nGenerating and building a sustainable future for Employment – create more job opportunities for and promoting human rights in all that we do\nindustries and local business, especially in regional areas and the decisions that we make.\nall Queenslanders\nOUR PURPOSE Emissions reduction – help achieve a greener, more\nsustainable future Acknowledgement\nPower.\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- over the 12 months to 30 September 2025.\nwork\nEmployment growth\n43,800 additional Queenslanders employed over the year to March 2026.\naccount_balance\nState final demand\nThe state’s domestic economy grew by 3.0% over the year to December quarter 2025.\n Source: `pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)`\n- Download the strategic plan\nStrategic Plan 2024–28 (PDF, 1559.62 KB)\nStrategic Plan measures 2024–28 (PDF, 126.87 KB)\nPrevious plans\nDepartment of Housing and Public Works\nStrategic Plan 2024–28 (PDF, 1558.86 KB)\nDepartment of Housing, Local Government, Planning and Public Works\nStrategic Plan 2024–28 (PDF, 1078.98 KB)\nStrategic Plan measures 2024–28 (PDF, 194.22 KB)\nStrategic Plan 2023–27 (PDF, 759.84 KB)\nDepartment of Housing\nStrategic Plan 2023–27 (PDF, 2686.65 KB)\nDepartment of State Development, Infrastructure, Local Government and Planning\nStrategic Plan 2023–27 (PDF, 320.9 KB)\nDepartment of Energy and Public Works\nStrategic Plan 2023–27 (PDF, 765.6 KB)\nDepartment of Communities, Housing and Digital Economy\n2022–2026 Strategic Plan (PDF, 1049.22 KB)\n2021–2025 Strategic Plan (PDF, 617.02 KB)\n2020–2024 Strategic Plan (PDF, 801.67 KB)\nDepartment of Housing and Public Works\n Source: `pages/strategies-index__02.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/strategic)`\n- [Page 3]\nStrategic Plan performance measures 2020-21\nObjective 3 – Asset, Building and Procurement Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of government-owned employee BPAM QGAO\nresponsive and housing with an acceptable facility condition\naccessible index rating\nCustomers and QBuild - Overall customer satisfaction Biennially BPAM QBuild\nstakeholders\nare satisfied QFleet - Overall customer satisfaction Biennially BPAM QFleet\nwith services\nParticipant’s overall satisfaction with the Annual PS\nSkills2procure capability building program\n[non-SDS]\nResources are Return on investment - commercial properties Quarterly BPAM/ QGAO\nused efficiently included in the office portfolio Finance\nReturn on investment - government employee Quarterly BPAM/ QGAO/\nhousing Finance GEH\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Key performance indicators Specific measure\nPercentage of government-owned employee Percentage of government-owned employee housing with an acceptable facility condition index rating\nhousing in an acceptable condition (SDS measure)\nPercentage reduction of vehicle emissions of the Percentage reduction of vehicle emissions of the QFleet fleet year on year\nQFleet fleet year on year\nPercentage of occupied government office Energy performance - percentage of occupied government office accommodation achieving a rating\naccommodation achieving a 5 star or above target greater than or equal to 5 star under the National Australian Built Environmental Rating System (SDS\nrating measure)\nPercentage of spend on QBuild customer assets – Percentage of spend on QBuild’s customers’ facilities with small and medium enterprises (SME)\n Source: `strategies/hpw-strategic-plan-measures-2024-28.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf)`\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- Key performance indicators Specific measure\nPercentage of client satisfaction with procurement Overall client satisfaction regarding provision of engagement activities in the policy development and\nengagement implementation process (SDS measure)\nPercentage of participants who identify as having Percentage of participants who identify as having improved leadership capabilities as a result of\nimproved leadership capabilities after attending a attending a youth leadership program (SDS measure)\nyouth leadership program\nPercentage of QBuild apprenticeship completions Percentage of successful QBuild apprentice completions within the financial year (SDS measure)\n Source: `strategies/hpw-strategic-plan-measures-2024-28.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf)`\n- [pages 1,2,3,4]\n[Page 1]\nStrategic measures 2020-21\nPerformance indicators and measures against\nStrategic Plan 2020 -24\nObjective 1 – Services for Communities\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Average wait time to allocation for assistance Monthly HHS\nresponsive and (months) with government-owned and managed\naccessible social rental housing for clients in very high or\nhigh need\nProportion of newly constructed social housing Annual HHS\ndwellings meeting the Livable Housing Design\nguidelines gold or platinum standards\nHousing and Percentage of new households assisted into Quarterly HHS\nhomelessness government-owned and managed social rental\nservices meet housing who were in very high or high need\nthe needs of\ncustomers Proportion of total new households assisted to Monthly HHS\naccess rental accommodation who moved into\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2020-24\nOur vision Our purpose Our people\nThriving communities where all Queenslanders can have a safe and stable To improve the lives of Queenslanders Every day our frontline workforce, made up of\nplace to live and enjoy high levels of social and economic wellbeing, by increasing social, economic and dedicated and committed people, work to\nsupported by a strong digital economy and a vibrant arts sector. digital inclusion. improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Housing Strategic Plan 2023-27\nOur values\nPartnership Innovation\nOur vision Our purpose\nWe work across boundaries We are agile and encourage\nto deliver housing priorities new ways of working\nAn agile and To provide social and affordable\nwith our stakeholders\nsustainable social and housing and homelessness\nResponsive Inclusion affordable housing and solutions for Queenslanders\nWe treat our customers We will listen, embrace diversity,\nhomelessness system. through investment and\nwith respect and empathy and engage all\ncollaboration.\n Source: `strategies/doh-strategic-plan-2023-27.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Energy and Public Works\nStrategic Plan 2023–2027\nOUR VISION We are playing a significant role in Queensland’s future\nHuman rights\nWe are committed to respecting, protecting\nGenerating and building a sustainable future for Employment – create more job opportunities for and promoting human rights in all that we do\nindustries and local business, especially in regional areas and the decisions that we make.\nall Queenslanders\nOUR PURPOSE Emissions reduction – help achieve a greener, more\nsustainable future Acknowledgement\nPower.\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- Our commitment to\ny Number of people assisted by specialist y Percentage of QBuild apprenticeship completions. achieving a 5 star or above target rating. y Equity and diversity data (percentage of workforce): human rights\nhomelessness services. y Percentage of spend on QBuild customer assets across local – First Nations Our decisions and actions are guided by our\nsmall, medium and First Nations businesses. – Women in leadership\ncommitment to respect, promote and uphold\n– People who speak a language other than English at home\nhuman rights to foster equitable, just and\n– People with disability.\ninclusive communities.\n* Full details of performance measures are available at www.housing.qld.gov.au\nWe contribute to the Queensland Government’s objectives for the community:\nAcknowledgement of Country: We acknowledge Aboriginal\npeoples and Torres Strait Islander peoples as the Traditional\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- over the 12 months to 30 September 2025.\nwork\nEmployment growth\n43,800 additional Queenslanders employed over the year to March 2026.\naccount_balance\nState final demand\nThe state’s domestic economy grew by 3.0% over the year to December quarter 2025.\n Source: `pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)`\n- Download the strategic plan\nStrategic Plan 2024–28 (PDF, 1559.62 KB)\nStrategic Plan measures 2024–28 (PDF, 126.87 KB)\nPrevious plans\nDepartment of Housing and Public Works\nStrategic Plan 2024–28 (PDF, 1558.86 KB)\nDepartment of Housing, Local Government, Planning and Public Works\nStrategic Plan 2024–28 (PDF, 1078.98 KB)\nStrategic Plan measures 2024–28 (PDF, 194.22 KB)\nStrategic Plan 2023–27 (PDF, 759.84 KB)\nDepartment of Housing\nStrategic Plan 2023–27 (PDF, 2686.65 KB)\nDepartment of State Development, Infrastructure, Local Government and Planning\nStrategic Plan 2023–27 (PDF, 320.9 KB)\nDepartment of Energy and Public Works\nStrategic Plan 2023–27 (PDF, 765.6 KB)\nDepartment of Communities, Housing and Digital Economy\n2022–2026 Strategic Plan (PDF, 1049.22 KB)\n2021–2025 Strategic Plan (PDF, 617.02 KB)\n2020–2024 Strategic Plan (PDF, 801.67 KB)\nDepartment of Housing and Public Works\n Source: `pages/strategies-index__02.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/strategic)`\n- We contribute to these priorities through 3 focus areas from the\nQueensland Multicultural Action Plan 2024–25 to 2026–27 (PDF, 2.1MB)\n, namely:\ndeliver culturally responsive services\ndrive diversity and inclusion across the public sector\npromote social cohesion.\n Source: `pages/strategies-index__03.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/multicultural-action-plan-report)`\n- [Page 3]\nStrategic Plan performance measures 2020-21\nObjective 3 – Asset, Building and Procurement Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of government-owned employee BPAM QGAO\nresponsive and housing with an acceptable facility condition\naccessible index rating\nCustomers and QBuild - Overall customer satisfaction Biennially BPAM QBuild\nstakeholders\nare satisfied QFleet - Overall customer satisfaction Biennially BPAM QFleet\nwith services\nParticipant’s overall satisfaction with the Annual PS\nSkills2procure capability building program\n[non-SDS]\nResources are Return on investment - commercial properties Quarterly BPAM/ QGAO\nused efficiently included in the office portfolio Finance\nReturn on investment - government employee Quarterly BPAM/ QGAO/\nhousing Finance GEH\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [Page 4]\nStrategic Plan performance measures 2020-21\nObjective 4 – Future Facing Strategy and Policy\nPerformance Branch/\nStrategic measures * Collection Division\nindicator Unit\nCustomers and Customers and stakeholders are satisfied with Annual QGCDG CDSG\nstakeholders services [non-SDS]\nare satisfied\nwith services\nObjective 5 – A Unified Organisation\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nImproved Improvement in Working for Queensland Annual CS HR\nWorking for Employee Opinion Survey in areas of Your Work,\nQueensland Your Workgroup, Your Workplace (non-SDS)\nSurvey results\nImprovement in Working for Queensland Annual CS HR\nEmployee Opinion Survey in areas of leadership\nincluding Your Manager, Your Senior Manager\nand Your Organisation (non-SDS)\nSystems are HPW business units migrated to the same O365 Quarterly CS TSG\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $3,500 | Mid-year Fiscal and Economic Review\nreal_estate_agent\nBoost to Buy home ownership scheme\nEligible first home buyers can purchase a home in Queensland with a deposit as low as 2% through the Boost to Buy home ownership scheme.\nelectric_bolt\nQueensland Energy Roadmap\nQueensland's Energy Roadmap will improve our energy assets while building what we need for the future.\nclear_day\nApply for Supercharged Solar for Renters\nEligible landlords can now app | `pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)` |\n| $3,500 | Mid-year Fiscal and Economic Review\nreal_estate_agent\nBoost to Buy home ownership scheme\nEligible first home buyers can purchase a home in Queensland with a deposit as low as 2% through the Boost to Buy home ownership scheme.\nelectric_bolt\nQueensland Energy Roadmap\nQueensland's Energy Roadmap will improve our energy assets while building what we need for the future.\nclear_day\nApply for Supercharged Solar for Renters\nEligible landlords can now app | `pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)` |\n\n## Key Achievements\n\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- [pages 1,2,3,4]\n[Page 1]\nStrategic measures 2020-21\nPerformance indicators and measures against\nStrategic Plan 2020 -24\nObjective 1 – Services for Communities\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Average wait time to allocation for assistance Monthly HHS\nresponsive and (months) with government-owned and managed\naccessible social rental housing for clients in very high or\nhigh need\nProportion of newly constructed social housing Annual HHS\ndwellings meeting the Livable Housing Design\nguidelines gold or platinum standards\nHousing and Percentage of new households assisted into Quarterly HHS\nhomelessness government-owned and managed social rental\nservices meet housing who were in very high or high need\nthe needs of\ncustomers Proportion of total new households assisted to Monthly HHS\naccess rental accommodation who moved into\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2020-24\nOur vision Our purpose Our people\nThriving communities where all Queenslanders can have a safe and stable To improve the lives of Queenslanders Every day our frontline workforce, made up of\nplace to live and enjoy high levels of social and economic wellbeing, by increasing social, economic and dedicated and committed people, work to\nsupported by a strong digital economy and a vibrant arts sector. digital inclusion. improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Housing Strategic Plan 2023-27\nOur values\nPartnership Innovation\nOur vision Our purpose\nWe work across boundaries We are agile and encourage\nto deliver housing priorities new ways of working\nAn agile and To provide social and affordable\nwith our stakeholders\nsustainable social and housing and homelessness\nResponsive Inclusion affordable housing and solutions for Queenslanders\nWe treat our customers We will listen, embrace diversity,\nhomelessness system. through investment and\nwith respect and empathy and engage all\ncollaboration.\n Source: `strategies/doh-strategic-plan-2023-27.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Energy and Public Works\nStrategic Plan 2023–2027\nOUR VISION We are playing a significant role in Queensland’s future\nHuman rights\nWe are committed to respecting, protecting\nGenerating and building a sustainable future for Employment – create more job opportunities for and promoting human rights in all that we do\nindustries and local business, especially in regional areas and the decisions that we make.\nall Queenslanders\nOUR PURPOSE Emissions reduction – help achieve a greener, more\nsustainable future Acknowledgement\nPower.\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- over the 12 months to 30 September 2025.\nwork\nEmployment growth\n43,800 additional Queenslanders employed over the year to March 2026.\naccount_balance\nState final demand\nThe state’s domestic economy grew by 3.0% over the year to December quarter 2025.\n Source: `pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)`\n- Download the strategic plan\nStrategic Plan 2024–28 (PDF, 1559.62 KB)\nStrategic Plan measures 2024–28 (PDF, 126.87 KB)\nPrevious plans\nDepartment of Housing and Public Works\nStrategic Plan 2024–28 (PDF, 1558.86 KB)\nDepartment of Housing, Local Government, Planning and Public Works\nStrategic Plan 2024–28 (PDF, 1078.98 KB)\nStrategic Plan measures 2024–28 (PDF, 194.22 KB)\nStrategic Plan 2023–27 (PDF, 759.84 KB)\nDepartment of Housing\nStrategic Plan 2023–27 (PDF, 2686.65 KB)\nDepartment of State Development, Infrastructure, Local Government and Planning\nStrategic Plan 2023–27 (PDF, 320.9 KB)\nDepartment of Energy and Public Works\nStrategic Plan 2023–27 (PDF, 765.6 KB)\nDepartment of Communities, Housing and Digital Economy\n2022–2026 Strategic Plan (PDF, 1049.22 KB)\n2021–2025 Strategic Plan (PDF, 617.02 KB)\n2020–2024 Strategic Plan (PDF, 801.67 KB)\nDepartment of Housing and Public Works\n Source: `pages/strategies-index__02.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/strategic)`\n- We contribute to these priorities through 3 focus areas from the\nQueensland Multicultural Action Plan 2024–25 to 2026–27 (PDF, 2.1MB)\n, namely:\ndeliver culturally responsive services\ndrive diversity and inclusion across the public sector\npromote social cohesion.\n Source: `pages/strategies-index__03.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/multicultural-action-plan-report)`\n- [Page 3]\nStrategic Plan performance measures 2020-21\nObjective 3 – Asset, Building and Procurement Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of government-owned employee BPAM QGAO\nresponsive and housing with an acceptable facility condition\naccessible index rating\nCustomers and QBuild - Overall customer satisfaction Biennially BPAM QBuild\nstakeholders\nare satisfied QFleet - Overall customer satisfaction Biennially BPAM QFleet\nwith services\nParticipant’s overall satisfaction with the Annual PS\nSkills2procure capability building program\n[non-SDS]\nResources are Return on investment - commercial properties Quarterly BPAM/ QGAO\nused efficiently included in the office portfolio Finance\nReturn on investment - government employee Quarterly BPAM/ QGAO/\nhousing Finance GEH\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [Page 4]\nStrategic Plan performance measures 2020-21\nObjective 4 – Future Facing Strategy and Policy\nPerformance Branch/\nStrategic measures * Collection Division\nindicator Unit\nCustomers and Customers and stakeholders are satisfied with Annual QGCDG CDSG\nstakeholders services [non-SDS]\nare satisfied\nwith services\nObjective 5 – A Unified Organisation\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nImproved Improvement in Working for Queensland Annual CS HR\nWorking for Employee Opinion Survey in areas of Your Work,\nQueensland Your Workgroup, Your Workplace (non-SDS)\nSurvey results\nImprovement in Working for Queensland Annual CS HR\nEmployee Opinion Survey in areas of leadership\nincluding Your Manager, Your Senior Manager\nand Your Organisation (non-SDS)\nSystems are HPW business units migrated to the same O365 Quarterly CS TSG\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [Page 2]\nOur contribution to: Queensland Government’s\nSafeguarding Supporting Backing Growing Backing our Investing\nobjectives for the community – Unite and Recover our health jobs small business our regions frontline services in skills\nOur objectives will be delivered through the following strategies:\nObjectives Communities Housing Digital Arts Performance indicators\nImprove social and Place communities and Neighbourhood Partner with the Housing and Homelessness sector Partner with communities Build a strong and sustainable 1.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n- Our purpose\nand the Arts.\n• Contributing and delivering on our government\nTo improve the lives of • Support a thriving digital economy commitments including: investing in cultural\nwhere Queenslanders, their businesses infrastructure, the live music industry and\nQueenslanders by increasing social,\nand communities can transact continued delivery of regional arts; co-designing\neconomic and digital inclusion.\nsuccessfully with Government and enhancements to neighbourhood and community\neach other. centres; supporting digital inclusion for\nOur people disadvantaged Queenslanders; and providing more\nsocial and affordable homes and transforming the\nEvery day our frontline workforce, made up way housing services are delivered.\nof dedicated and committed people, work\nto improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2021-25.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [pages 1,2,3,4]\n[Page 1]\nStrategic measures 2020-21\nPerformance indicators and measures against\nStrategic Plan 2020 -24\nObjective 1 – Services for Communities\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Average wait time to allocation for assistance Monthly HHS\nresponsive and (months) with government-owned and managed\naccessible social rental housing for clients in very high or\nhigh need\nProportion of newly constructed social housing Annual HHS\ndwellings meeting the Livable Housing Design\nguidelines gold or platinum standards\nHousing and Percentage of new households assisted into Quarterly HHS\nhomelessness government-owned and managed social rental\nservices meet housing who were in very high or high need\nthe needs of\ncustomers Proportion of total new households assisted to Monthly HHS\naccess rental accommodation who moved into\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2022-26\nOur vision: Our strategic risks:\nThe agency supports the Government’s objectives\nThriving communities where all Queenslanders can have a for the community: • External pressures in the community challenge the department’s ability\nsafe and stable place to live and enjoy high levels of social to improve the social and economic outcomes for Queenslanders\nand economic wellbeing, supported by a strong digital\neconomy and a vibrant arts sector.\n Source: `strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)`\n- [pages 1,2]\ncollaboration with partner\nQueensland survey results performance • Share the Path to Treaty journey with First Unleash potential\nagencies (such as health, housing, youth\n– leadership, learning and Nations people\njustice), stakeholders and customers\ndevelopment, health and wellbeing\nBe courageous\nGood governance\n• Critical information assets with a 85%\ncurrent threat and risk assessment • Ensure sound governance, effective portfolio\noversight, and ethical performance to Healthy and safe workplace\nachieve our objectives\nThe agency supports Government’s objectives for the community\nGood jobs: Good, secure jobs in our Better services: Deliver even better Great lifestyle: Protect and enhance\ntraditional and emerging industries services right across Queensland our Queensland lifestyle as we grow\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2020-24\nOur vision Our purpose Our people\nThriving communities where all Queenslanders can have a safe and stable To improve the lives of Queenslanders Every day our frontline workforce, made up of\nplace to live and enjoy high levels of social and economic wellbeing, by increasing social, economic and dedicated and committed people, work to\nsupported by a strong digital economy and a vibrant arts sector. digital inclusion. improve the lives of Queenslanders.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Housing Strategic Plan 2023-27\nOur values\nPartnership Innovation\nOur vision Our purpose\nWe work across boundaries We are agile and encourage\nto deliver housing priorities new ways of working\nAn agile and To provide social and affordable\nwith our stakeholders\nsustainable social and housing and homelessness\nResponsive Inclusion affordable housing and solutions for Queenslanders\nWe treat our customers We will listen, embrace diversity,\nhomelessness system. through investment and\nwith respect and empathy and engage all\ncollaboration.\n Source: `strategies/doh-strategic-plan-2023-27.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Energy and Public Works\nStrategic Plan 2023–2027\nOUR VISION We are playing a significant role in Queensland’s future\nHuman rights\nWe are committed to respecting, protecting\nGenerating and building a sustainable future for Employment – create more job opportunities for and promoting human rights in all that we do\nindustries and local business, especially in regional areas and the decisions that we make.\nall Queenslanders\nOUR PURPOSE Emissions reduction – help achieve a greener, more\nsustainable future Acknowledgement\nPower.\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- over the 12 months to 30 September 2025.\nwork\nEmployment growth\n43,800 additional Queenslanders employed over the year to March 2026.\naccount_balance\nState final demand\nThe state’s domestic economy grew by 3.0% over the year to December quarter 2025.\n Source: `pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)`\n- Download the strategic plan\nStrategic Plan 2024–28 (PDF, 1559.62 KB)\nStrategic Plan measures 2024–28 (PDF, 126.87 KB)\nPrevious plans\nDepartment of Housing and Public Works\nStrategic Plan 2024–28 (PDF, 1558.86 KB)\nDepartment of Housing, Local Government, Planning and Public Works\nStrategic Plan 2024–28 (PDF, 1078.98 KB)\nStrategic Plan measures 2024–28 (PDF, 194.22 KB)\nStrategic Plan 2023–27 (PDF, 759.84 KB)\nDepartment of Housing\nStrategic Plan 2023–27 (PDF, 2686.65 KB)\nDepartment of State Development, Infrastructure, Local Government and Planning\nStrategic Plan 2023–27 (PDF, 320.9 KB)\nDepartment of Energy and Public Works\nStrategic Plan 2023–27 (PDF, 765.6 KB)\nDepartment of Communities, Housing and Digital Economy\n2022–2026 Strategic Plan (PDF, 1049.22 KB)\n2021–2025 Strategic Plan (PDF, 617.02 KB)\n2020–2024 Strategic Plan (PDF, 801.67 KB)\nDepartment of Housing and Public Works\n Source: `pages/strategies-index__02.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/strategic)`\n- We contribute to these priorities through 3 focus areas from the\nQueensland Multicultural Action Plan 2024–25 to 2026–27 (PDF, 2.1MB)\n, namely:\ndeliver culturally responsive services\ndrive diversity and inclusion across the public sector\npromote social cohesion.\n Source: `pages/strategies-index__03.html (https://www.housing.qld.gov.au/news-publications/strategies-plans/multicultural-action-plan-report)`\n- [Page 3]\nStrategic Plan performance measures 2020-21\nObjective 3 – Asset, Building and Procurement Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of government-owned employee BPAM QGAO\nresponsive and housing with an acceptable facility condition\naccessible index rating\nCustomers and QBuild - Overall customer satisfaction Biennially BPAM QBuild\nstakeholders\nare satisfied QFleet - Overall customer satisfaction Biennially BPAM QFleet\nwith services\nParticipant’s overall satisfaction with the Annual PS\nSkills2procure capability building program\n[non-SDS]\nResources are Return on investment - commercial properties Quarterly BPAM/ QGAO\nused efficiently included in the office portfolio Finance\nReturn on investment - government employee Quarterly BPAM/ QGAO/\nhousing Finance GEH\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [Page 4]\nStrategic Plan performance measures 2020-21\nObjective 4 – Future Facing Strategy and Policy\nPerformance Branch/\nStrategic measures * Collection Division\nindicator Unit\nCustomers and Customers and stakeholders are satisfied with Annual QGCDG CDSG\nstakeholders services [non-SDS]\nare satisfied\nwith services\nObjective 5 – A Unified Organisation\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nImproved Improvement in Working for Queensland Annual CS HR\nWorking for Employee Opinion Survey in areas of Your Work,\nQueensland Your Workgroup, Your Workplace (non-SDS)\nSurvey results\nImprovement in Working for Queensland Annual CS HR\nEmployee Opinion Survey in areas of leadership\nincluding Your Manager, Your Senior Manager\nand Your Organisation (non-SDS)\nSystems are HPW business units migrated to the same O365 Quarterly CS TSG\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- Promote and preserve the Queensland State Archive\ncollection and make it accessible for the benefit of current\nDevelop a diverse, flexible,\nand future generations.\ncompassionate, and culturally safe\nGrow housing and support for Queenslanders and transform Engage, collaborate and partner with First Nations Work with regulated accommodation providers and other Continue to transform services by utilising workforce that displays integrity and\nthe way housing services are delivered through the Housing peoples to identify and respond to local housing partners to improve the supply of regulated accommodation, emerging technologies to drive frontline respects, protects and promotes the\nand Homelessness Action Plan 2021-25. challenges and priorities including a focus on the the quality of services provided to residents and to protect the service excellence. human rights of all Queenslanders.\n Source: `strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [pages 1]\n[Page 1]\nOur vision Our purpose\nDepartment of Housing and Public Works\nA brighter future for Deliver a place to call home for more Queenslanders | Create a more\nStrategic Plan 2024–28\nQueenslanders through housing, prosperous Queensland through government procurement, youth engagement\nbuilding and service innovation and a thriving night-life economy | Strengthen the construction sector\nThis Strategic Plan was reviewed June 2025 and remains current for the reporting period 2025-26\nOur values Customers first Ideas into action Unleash potential Empower people Be courageous Healthy and safe workplace\nOur guiding principles\nOur opportunities:\nIntegrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace y Collaborate with our customers, partners and\n Source: `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf)`\n- [pages 1]\n[Page 1]\nDepartment of Housing Strategic Plan 2023-27\nOur values\nPartnership Innovation\nOur vision Our purpose\nWe work across boundaries We are agile and encourage\nto deliver housing priorities new ways of working\nAn agile and To provide social and affordable\nwith our stakeholders\nsustainable social and housing and homelessness\nResponsive Inclusion affordable housing and solutions for Queenslanders\nWe treat our customers We will listen, embrace diversity,\nhomelessness system. through investment and\nwith respect and empathy and engage all\ncollaboration.\n Source: `strategies/doh-strategic-plan-2023-27.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf)`\n- We pay our\nrespects to their cultures, Elders past, present and future. • Reframing the relationship with Aboriginal and Torres Strait Islander • First Nations partnerships underpinned by collaboration and respect\npeoples through a Path to Treaty that lead to transformation of policies, system design and programs that\nFurther, we acknowledge that First Nations peoples’ self-\nplace First Nations peoples and communities’ experiences and barriers\ndetermination is a human right as enshrined in the United\n• Respecting, protecting, and promoting human rights as the cornerstone of\nfirst, which will improve service delivery for all Queenslanders\nNations Declaration on the Rights of Indigenous Peoples, and\na fair and inclusive society\nas recognised in the Queensland Human Rights Act 2019.\n• Leverage common arrangements and remove barriers to collaboration\n Source: `strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)`\n- Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven\n Source: `strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)`\n- Plan 2021-25. and priorities with the Aboriginal and the quality of services provided to\nTorres Strait Islander Housing Action residents and to protect the rights of\nCreate jobs, increase the supply of social and\nPlan 2019-2023 guiding frontline residents.\naffordable homes through new investment,\nservice delivery.\npartnering with the community housing sector and Work in collaboration with the sector and\nprivate industry.\n Source: `strategies/chde-strategic-plan-2021-25.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf)`\n- Values and principles Leadership People and performance\nOur approach\nWe aim to develop a diverse, flexible, compassionate, We will demonstrate strong leadership that effectively We strive to develop an agile and engaged workforce that\nAdhere to the highest standards of and culturally safe workforce that respects one another manages resources while delivering superior frontline is focused on continually building capability and potential,\nprofessional conduct and ethical and all those to whom we provide front line services. services in a complex and changing environment. while achieving excellence in frontline service delivery.\nbusiness practices in everything\nwe advocate and undertake.\n Source: `strategies/chde-strategic-plan-2020-2024.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf)`\n- [Page 3]\nStrategic Plan performance measures 2020-21\nObjective 3 – Asset, Building and Procurement Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of government-owned employee BPAM QGAO\nresponsive and housing with an acceptable facility condition\naccessible index rating\nCustomers and QBuild - Overall customer satisfaction Biennially BPAM QBuild\nstakeholders\nare satisfied QFleet - Overall customer satisfaction Biennially BPAM QFleet\nwith services\nParticipant’s overall satisfaction with the Annual PS\nSkills2procure capability building program\n[non-SDS]\nResources are Return on investment - commercial properties Quarterly BPAM/ QGAO\nused efficiently included in the office portfolio Finance\nReturn on investment - government employee Quarterly BPAM/ QGAO/\nhousing Finance GEH\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n- [Page 4]\nStrategic Plan performance measures 2020-21\nObjective 4 – Future Facing Strategy and Policy\nPerformance Branch/\nStrategic measures * Collection Division\nindicator Unit\nCustomers and Customers and stakeholders are satisfied with Annual QGCDG CDSG\nstakeholders services [non-SDS]\nare satisfied\nwith services\nObjective 5 – A Unified Organisation\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nImproved Improvement in Working for Queensland Annual CS HR\nWorking for Employee Opinion Survey in areas of Your Work,\nQueensland Your Workgroup, Your Workplace (non-SDS)\nSurvey results\nImprovement in Working for Queensland Annual CS HR\nEmployee Opinion Survey in areas of leadership\nincluding Your Manager, Your Senior Manager\nand Your Organisation (non-SDS)\nSystems are HPW business units migrated to the same O365 Quarterly CS TSG\n Source: `other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/chde-strategic-plan-2020-2024.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf\n- `strategies/chde-strategic-plan-2021-25.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf\n- `strategies/chde-strategic-plan-2022-26.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf\n- `strategies/doh-strategic-plan-2023-27.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf\n- `strategies/dsdilgp-strategic-plan-2023.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0035/49868/dsdilgp-strategic-plan-2023.pdf\n- `strategies/epw-strategic-plan-2023-2027.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf\n- `strategies/hlgppw-strategic-plan-2023-27.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0034/49867/hlgppw-strategic-plan-2023-27.pdf\n- `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf\n- `strategies/hlgppw-strategic-plan-2024-28.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/62733/hlgppw-strategic-plan-2024-28.pdf\n- `strategies/hpw-strategic-plan-2024-28.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0015/80421/hpw-strategic-plan-2024-28.pdf\n- `strategies/hpw-strategic-plan-measures-2024-28.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf\n- `strategies/strategic-plan-kpis-measures-2024-28.pdf` - strategies - https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/62736/strategic-plan-kpis-measures-2024-28.pdf\n- `pages/about.html` - pages - https://www.housing.qld.gov.au/about/department/business-areas/policy-performance-and-first-nations/night-life-economy-commissioner\n- `pages/annual-reports-index.html` - pages - https://www.epw.qld.gov.au/about/corporate-information/annual-reports\n- `pages/contact.html` - pages - https://www.housing.qld.gov.au/contact\n- `pages/homepage.html` - pages - https://www.housing.qld.gov.au/\n- `pages/priorities-index.html` - pages - https://www.housing.qld.gov.au/what-we-do\n- `pages/publications-index.html` - pages - https://www.housing.qld.gov.au/news-publications\n- `pages/strategies-index.html` - pages - https://www.housing.qld.gov.au/news-publications/strategies-plans\n- `pages/strategies-index__00.html` - pages - https://www.housing.qld.gov.au/about/research\n- `pages/strategies-index__01.html` - pages - https://www.housing.qld.gov.au/news-publications/strategies-plans/disability-housing-action-plan\n- `pages/strategies-index__02.html` - pages - https://www.housing.qld.gov.au/news-publications/strategies-plans/strategic\n- `pages/strategies-index__03.html` - pages - https://www.housing.qld.gov.au/news-publications/strategies-plans/multicultural-action-plan-report\n- `other-pdfs/strategicplan2020-21-performancemeasures.pdf` - other-pdfs - https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of Housing and Public Works - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:36:16.030573+00:00\n**Entity ID**: S-QLD-005\n**Jurisdiction**: Queensland\n**Portfolio**: Housing\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 24\n- Unique legislation references found: 3\n\n| Type | Count |\n|---|---:|\n| Act | 3 |\n\n## Legislation References\n\n### Human Rights Act 2019\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.qld.gov.au/search?query=Human+Rights+Act+2019\n\n**Sources**:\n- `strategies/hlgppw-strategic-plan-2023-27.pages.jsonl`\n- `strategies/hlgppw-strategic-plan-2024-28.pages.jsonl`\n\n**Evidence contexts**:\n- itment to human rights\nWe acknowledge Aboriginal peoples and We respect, protect and promote human rights, and\nTorres Strait Islander peoples as the Traditional are committed to meeting our obligations under the\nOwners and custodians of the land. We recognise Human Rights Act 2019.\ntheir connection to land, sea, waterways, and\ncommunity, and pay our respects to their cultures\nand Elders past and present.\nWe support the Queensland Government’s objectives for the community: We contribute to these Queensland Government sub-objectives for\n Source: `strategies/hlgppw-strategic-plan-2023-27.pages.jsonl`\n- inal peoples and We respect, protect and promote human rights, and employee housing in an acceptable\nTorres Strait Islander peoples as the Traditional are committed to meeting our obligations under the condition\nOwners and custodians of the land. We recognise Human Rights Act 2019.\ntheir connection to land, sea, waterways, and\ncommunity, and pay our respects to their cultures\nand Elders past and present.\nWe support the Queensland Government’s objectives for the community: We contribute to these Queensland Government sub-objectives for\n Source: `strategies/hlgppw-strategic-plan-2024-28.pages.jsonl`\n\n### Multicultural Recognition Act 2016\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.qld.gov.au/search?query=Multicultural+Recognition+Act+2016\n\n**Sources**:\n- `pages/strategies-index__03.html`\n\n**Evidence contexts**:\n- contribute to these priorities through 3 focus areas from the\nQueensland Multicultural Action Plan 2024–25 to 2026–27 (PDF, 2.1MB)\n, namely:\ndeliver culturally responsive services\ndrive diversity and inclusion across the public sector\npromote social cohesion.\nThe\nMulticultural Recognition Act 2016\nrequires all government agencies to publicly report on their progress on an annual basis.\nThis ensures transparency and helps the community track how the government is creating positive change. It also gives us a clear picture of where we need to adjust our i\n Source: `pages/strategies-index__03.html`\n\n### Queensland Human Rights Act 2019\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.qld.gov.au/search?query=Queensland+Human+Rights+Act+2019\n\n**Sources**:\n- `strategies/chde-strategic-plan-2022-26.pages.jsonl`\n\n**Evidence contexts**:\n- e United\n• Respecting, protecting, and promoting human rights as the cornerstone of\nfirst, which will improve service delivery for all Queenslanders\nNations Declaration on the Rights of Indigenous Peoples, and\na fair and inclusive society\nas recognised in the Queensland Human Rights Act 2019.\n• Leverage common arrangements and remove barriers to collaboration\n• Contributing and delivering on our government commitments including:\nto increase value and opportunities for our customers\ninvesting in cultural infrastructure, the arts and cultural secto\n Source: `strategies/chde-strategic-plan-2022-26.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `other-pdfs/strategicplan2020-21-performancemeasures.pages.jsonl` (pdf_pages)\n- `strategies/chde-strategic-plan-2020-2024.pages.jsonl` (pdf_pages)\n- `strategies/chde-strategic-plan-2021-25.pages.jsonl` (pdf_pages)\n- `strategies/chde-strategic-plan-2022-26.pages.jsonl` (pdf_pages)\n- `strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pages.jsonl` (pdf_pages)\n- `strategies/doh-strategic-plan-2023-27.pages.jsonl` (pdf_pages)\n- `strategies/dsdilgp-strategic-plan-2023.pages.jsonl` (pdf_pages)\n- `strategies/epw-strategic-plan-2023-2027.pages.jsonl` (pdf_pages)\n- `strategies/hlgppw-strategic-plan-2023-27.pages.jsonl` (pdf_pages)\n- `strategies/hlgppw-strategic-plan-2024-28.pages.jsonl` (pdf_pages)\n- `strategies/hpw-strategic-plan-2024-28.pages.jsonl` (pdf_pages)\n- `strategies/hpw-strategic-plan-measures-2024-28.pages.jsonl` (pdf_pages)\n- `strategies/strategic-plan-kpis-measures-2024-28.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2025-26", "corporate_plan_period": "2024-28", "vision": null, "vision_source_page": null, "purposes": "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector", "purposes_source_page": 1, "how_we_deliver": "Integrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace", "how_we_deliver_source_page": 1, "government_priorities": [ { "text": "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosting the Brisbane 2032 Olympic and Paralympic Games.", "source_page": 1 }, { "text": "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver housing that helps people find, secure, and keep a place to call home.", "source_page": 1 }, { "text": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "source_page": 1 }, { "text": "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and continuously improve.", "source_page": 1 }, { "text": "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders.", "source_page": 1 } ], "outcomes": [ { "name": "Outcome 1: Secure Queensland’s housing foundations", "description": "Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.", "key_activities": [ "Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.", "Strengthen tenancy management for social housing for Queenslanders." ], "source_page": 1 }, { "name": "Outcome 2: Build Queensland’s future", "description": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "key_activities": [ "Lead and empower efficient, best-in-class procurement practices across government to create exceptional outcomes, drive innovation and deliver value for money.", "Enhance QBuild’s value for money services while expanding the regulated construction industry." ], "source_page": 1 }, { "name": "Outcome 3: Strengthen our performance", "description": "Foster a high performing culture driven by innovation, clear, consistent legislation and regulation that attracts and supports renters and homeowners.", "key_activities": [ "Commit to high standards of professional conduct and ethical practices in everything we do, with unwavering integrity and a strong sense of accountability.", "Expand our digital capability to drive innovation, transform our services and improve productivity." ], "source_page": 1 } ], "values": [ "Customers first", "Ideas into action", "Unleash potential", "Empower people", "Be courageous", "Healthy and safe workplace" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Number of social and affordable homes delivered", "target": "53,500", "source_page": 1 }, { "code": "CCE02", "measure": "Percentage of client satisfaction with procurement", "target": "100%", "source_page": 1 }, { "code": "CCE03", "measure": "Percentage of government-owned employee housing in an acceptable condition", "target": "100%", "source_page": 1 }, { "code": "CCE04", "measure": "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "target": "100%", "source_page": 1 }, { "code": "CCE05", "measure": "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses", "target": "100%", "source_page": 1 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Number of social and affordable homes delivered", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE02", "measure": "Percentage of client satisfaction with procurement", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE03", "measure": "Percentage of government-owned employee housing in an acceptable condition", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE04", "measure": "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE05", "measure": "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses", "result": "N/A", "status": "Not achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Invest in Queensland’s arts, cultural and creative sector to Promote and strengthen Queensland First Nations Engage key stakeholders to ensure policy and investment Invest in partnerships and digital infrastructure\nArts support job growth, secure the state’s creative talent pipeline, arts through First Nation-led protocols, processes, programs are responsive to arts sector and community needs to create new and/or enhanced distribution Grow our services and relationships\nand create quality arts experiences that enhance liveability, investment and initiatives. and work to support Queensland Government priorities, and engagement platforms for arts products, to meet future demands and position\nEnhance Queenslanders’\ndrive regional growth and engage Queenslanders and their including the implementation of Creative Together 2020-2030.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Invest in Queensland’s arts, cultural and creative sector to Promote and strengthen Queensland First Nations Engage key stakeholders to ensure policy and investment Invest in partnerships and digital infrastructure\nArts support job growth, secure the state’s creative talent pipeline, arts through First Nation-led protocols, processes, programs are responsive to arts sector and community needs to create new and/or enhanced distribution Grow our services and relationships\nand create quality arts experiences that enhance liveability, investment and initiatives. and work to support Queensland Government priorities, and engagement platforms for arts products, to meet future demands and position\nEnhance Queenslanders’\ndrive regional growth and engage Queenslanders and their including the implementation of Creative Together 2020-2030.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "We work closely with domestic and international organisations to facilitate significant and complex projects that align with government priorities, stimulate economic growth and create jobs across the state.\nwb_incandescent\nSocial impact investment\nHarnessing new resources and innovations to improve the lives of Queenslanders.\npartly_cloudy_day\nClimate adaption strategy\nDelivering adaptation actions that mitigate the risk of potential economic, social and environmental impacts.\nsupport\nInvestment support\nFunding programs and investment support for business.\nanalytics\nQueensland sustainability report\nUp-to-date, detailed, transparent financial and non-financial information.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "We work closely with domestic and international organisations to facilitate significant and complex projects that align with government priorities, stimulate economic growth and create jobs across the state.\nwb_incandescent\nSocial impact investment\nHarnessing new resources and innovations to improve the lives of Queenslanders.\npartly_cloudy_day\nClimate adaption strategy\nDelivering adaptation actions that mitigate the risk of potential economic, social and environmental impacts.\nsupport\nInvestment support\nFunding programs and investment support for business.\nanalytics\nQueensland sustainability report\nUp-to-date, detailed, transparent financial and non-financial information.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2022-26\nOur vision: Our strategic risks:\nThe agency supports the Government’s objectives\nThriving communities where all Queenslanders can have a for the community: • External pressures in the community challenge the department’s ability\nsafe and stable place to live and enjoy high levels of social to improve the social and economic outcomes for Queenslanders\nand economic wellbeing, supported by a strong digital\neconomy and a vibrant arts sector.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2022-26\nOur vision: Our strategic risks:\nThe agency supports the Government’s objectives\nThriving communities where all Queenslanders can have a for the community: • External pressures in the community challenge the department’s ability\nsafe and stable place to live and enjoy high levels of social to improve the social and economic outcomes for Queenslanders\nand economic wellbeing, supported by a strong digital\neconomy and a vibrant arts sector.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "file": "strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "bytes": 1597049, "link_text": "Strategic Plan 2024–28 (PDF, 1559.62 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf", "file": "strategies/hpw-strategic-plan-measures-2024-28.pdf", "bytes": 129916, "link_text": "Strategic Plan measures 2024–28 (PDF, 126.87 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0015/80421/hpw-strategic-plan-2024-28.pdf", "file": "strategies/hpw-strategic-plan-2024-28.pdf", "bytes": 1596270, "link_text": "Strategic Plan 2024–28 (PDF, 1558.86 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/62733/hlgppw-strategic-plan-2024-28.pdf", "file": "strategies/hlgppw-strategic-plan-2024-28.pdf", "bytes": 1104877, "link_text": "Strategic Plan 2024–28 (PDF, 1078.98 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/62736/strategic-plan-kpis-measures-2024-28.pdf", "file": "strategies/strategic-plan-kpis-measures-2024-28.pdf", "bytes": 198881, "link_text": "Strategic Plan measures 2024–28 (PDF, 194.22 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0034/49867/hlgppw-strategic-plan-2023-27.pdf", "file": "strategies/hlgppw-strategic-plan-2023-27.pdf", "bytes": 778077, "link_text": "Strategic Plan 2023–27 (PDF, 759.84 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf", "file": "strategies/doh-strategic-plan-2023-27.pdf", "bytes": 2751129, "link_text": "Strategic Plan 2023–27 (PDF, 2686.65 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0035/49868/dsdilgp-strategic-plan-2023.pdf", "file": "strategies/dsdilgp-strategic-plan-2023.pdf", "bytes": 328600, "link_text": "Strategic Plan 2023–27 (PDF, 320.9 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf", "file": "strategies/epw-strategic-plan-2023-2027.pdf", "bytes": 783978, "link_text": "Strategic Plan 2023–27 (PDF, 765.6 KB)" }, { "category": "strategies", "year": "2022", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf", "file": "strategies/chde-strategic-plan-2022-26.pdf", "bytes": 1074400, "link_text": "2022–2026 Strategic Plan (PDF, 1049.22 KB)" }, { "category": "strategies", "year": "2021", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf", "file": "strategies/chde-strategic-plan-2021-25.pdf", "bytes": 631829, "link_text": "2021–2025 Strategic Plan (PDF, 617.02 KB)" }, { "category": "strategies", "year": "2020", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf", "file": "strategies/chde-strategic-plan-2020-2024.pdf", "bytes": 820911, "link_text": "2020–2024 Strategic Plan (PDF, 801.67 KB)" }, { "category": "other-pdfs", "year": "2020-21", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf", "file": "other-pdfs/strategicplan2020-21-performancemeasures.pdf", "bytes": 192173, "link_text": "Performance indicators and measures, HPW (PDF, 187.67 KB)" } ], "_meta": { "snapshot_built_at": "2026-05-13T11:02:46+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Department-of-Housing-and-Public-Works", "annual_report": { "file": null, "url": "", "year": null }, "corporate_plan": { "file": "strategies\\D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.txt", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "year": "D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER" }, "usage": { "input_tokens": 3543, "output_tokens": 1394, "total_tokens": 4937, "model": "nova-micro" }, "cost_usd": 0.00031916500000000005, "elapsed_seconds": 3.76, "generated_at": "2026-05-13T05:16:07+00:00" }, 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