{ "entity_id": "S-SA-010", "folder": "Department-of-the-Premier-and-Cabinet", "name": "Department of the Premier and Cabinet", "type": "State Department", "jurisdiction": "SA", "portfolio": "Premier", "website": "https://www.dpc.sa.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "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": 18, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "official_site_url": "https://www.dpc.sa.gov.au/", "source_documents": [ { "type": "annual_report", "title": "annual-reports/2020-21.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2021-22.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2022-23.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2023-24.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2024-25.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "strategie", "title": "strategies/dpc-strategic-plan-2020-2024.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2021-2025.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2022-2026.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2023-2027.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2024-2028.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_StrategicPlan_2020-2024.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/strategicplan_0.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "source_url": "", "source_page": 11, "source_deep_url": "" }, "vision": { "text": "an informed and influential department that delivers for Queenslanders. [CP p.11]", "source_url": "", "source_page": 11, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Safety where you live", "description": "Safety where you live", "source_url": "", "source_page": 6, "source_deep_url": "" }, { "title": "Health services when you need them", "description": "Health services when you need them", "source_url": "", "source_page": 6, "source_deep_url": "" }, { "title": "A better lifestyle through a stronger economy", "description": "A better lifestyle through a stronger economy", "source_url": "", "source_page": 6, "source_deep_url": "" }, { "title": "A plan for Queensland’s future", "description": "A plan for Queensland’s future", "source_url": "", "source_page": 6, "source_deep_url": "" } ], "values": [ { "name": "Bold but faithful", "description": "", "source_url": "", "source_page": null }, { "name": "Listen and lead", "description": "", "source_url": "", "source_page": null }, { "name": "Lift each other up", "description": "", "source_url": "", "source_page": null }, { "name": "An accountable and effective government", "description": "", "source_url": "", "source_page": null }, { "name": "An informed and connected Queensland.", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Government Decision Support", "description": "Provide outstanding strategic policy advice and insights to support government decisions on key social, economic, law and justice, environment and planning policy.", "activities": [ "Delivering strategic advice to Cabinet and Cabinet coordination and advice on parliamentary processes and procedures.", "Supporting line agencies in the development of evidence-based policy, legislative reform, and delivery of key policy initiatives across all government portfolios." ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Outcome 2: Government Service Delivery Implementation Support", "description": "Improve outcomes in existing programs and implement new and improved approaches to drive delivery of the government’s priorities and objectives.", "activities": [ "Continued to work with partner agencies to improve the delivery of key services and priorities, including in housing and reducing victims of crime.", "Continued to explore opportunities to support agencies to deliver improved services for Queensland communities." ], "source_url": "", "source_page": 15, "source_deep_url": "" }, { "name": "Outcome 3: Governance Support and Advisory Services", "description": "Provide policy and operational advice and support to the Premier and the public sector in relation to constitutional, executive government, and machinery-of-government matters.", "activities": [ "Supported the implementation of new policy requirements arising from the Information Privacy and Other Legislation Amendment Act 2023, which commenced on 1 July 2025.", "Provided advice to government agencies on the Guidelines on the Caretaker Conventions for the 2024 State General Election and led the coordination of incoming government briefs." ], "source_url": "", "source_page": 17, "source_deep_url": "" }, { "name": "Outcome 4: Engagement and Events Support", "description": "Lead whole-of-government strategic communication and engagement to enhance the government’s profile and to communicate with all Queenslanders.", "activities": [ "Delivered best-practice communication and media services as well as capability development through ongoing leadership of the Heads of Communication Network, Heads of Media Network and associated specialist subcommittees.", "Designed and delivered communication and media activities, campaigns, and strategies to engage and inform Queenslanders." ], "source_url": "", "source_page": 18, "source_deep_url": "" }, { "name": "Outcome 5: Legislative Drafting and e-Publishing", "description": "Provide drafting and e-publishing services for Queensland legislation.", "activities": [ "Pursued excellence in legislative drafting and access to legislation by adopting best practice to ensure Queensland legislation is easy to find, understand and use, and maintaining open data arrangements.", "Significant legislation drafted and introduced within the reporting period included: Making Queensland Safer (Adult Crime, Adult Time) Amendment Bill 2025." ], "source_url": "", "source_page": 21, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Cabinet and Cabinet Committee processes", "target": "Stability or improvement", "latest_result": "Mostly achieved", "status": "Mostly achieved", "target_source_url": "", "target_source_page": 13, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE02", "measure": "Disaster management and counter-terrorism arrangements", "target": "Best-practice", "latest_result": "Best-practice", "status": "Best-practice", "target_source_url": "", "target_source_page": 13, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE03", "measure": "Service delivery across government portfolios", "target": "Improvement", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 15, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE04", "measure": "Policy reform and legislative reform", "target": "On-time delivery", "latest_result": "On-time delivery", "status": "On-time delivery", "target_source_url": "", "target_source_page": 15, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE05", "measure": "Crisis communication preparedness, training, and response", "target": "Proactive and whole-of-government approach", "latest_result": "Proactive and whole-of-government approach", "status": "Proactive and whole-of-government approach", "target_source_url": "", "target_source_page": 13, "result_source_url": null, "result_source_page": 51 } ], "document_alignment_terms": { "must_support": [ "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "an informed and influential department that delivers for Queenslanders. [CP p.11]", "Safety where you live", "Health services when you need them", "A better lifestyle through a stronger economy", "A plan for Queensland’s future" ], "watch_terms": [ "Cabinet and Cabinet Committee processes", "Disaster management and counter-terrorism arrangements", "Service delivery across government portfolios", "Policy reform and legislative reform", "Crisis communication preparedness, training, and response" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of the Premier and Cabinet — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n\n## Vision\n\n> an informed and influential department that delivers for Queenslanders. [CP p.11] [CP p.11]\n\n## Our purpose / purposes\n\n> to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11] [CP p.11]\n\n## How we deliver\n\n> We work together and with others to achieve great outcomes. [CP p.11] [CP p.11]\n\n## Government priorities for this department\n\n- Safety where you live [CP p.6]\n- Health services when you need them [CP p.6]\n- A better lifestyle through a stronger economy [CP p.6]\n- A plan for Queensland’s future [CP p.6]\n\n## Outcomes\n\n### Outcome 1: Government Decision Support\nProvide outstanding strategic policy advice and insights to support government decisions on key social, economic, law and justice, environment and planning policy. [CP p.13]\n\n**Key activities:**\n- Delivering strategic advice to Cabinet and Cabinet coordination and advice on parliamentary processes and procedures.\n- Supporting line agencies in the development of evidence-based policy, legislative reform, and delivery of key policy initiatives across all government portfolios.\n\n### Outcome 2: Government Service Delivery Implementation Support\nImprove outcomes in existing programs and implement new and improved approaches to drive delivery of the government’s priorities and objectives. [CP p.15]\n\n**Key activities:**\n- Continued to work with partner agencies to improve the delivery of key services and priorities, including in housing and reducing victims of crime.\n- Continued to explore opportunities to support agencies to deliver improved services for Queensland communities.\n\n### Outcome 3: Governance Support and Advisory Services\nProvide policy and operational advice and support to the Premier and the public sector in relation to constitutional, executive government, and machinery-of-government matters. [CP p.17]\n\n**Key activities:**\n- Supported the implementation of new policy requirements arising from the Information Privacy and Other Legislation Amendment Act 2023, which commenced on 1 July 2025.\n- Provided advice to government agencies on the Guidelines on the Caretaker Conventions for the 2024 State General Election and led the coordination of incoming government briefs.\n\n### Outcome 4: Engagement and Events Support\nLead whole-of-government strategic communication and engagement to enhance the government’s profile and to communicate with all Queenslanders. [CP p.18]\n\n**Key activities:**\n- Delivered best-practice communication and media services as well as capability development through ongoing leadership of the Heads of Communication Network, Heads of Media Network and associated specialist subcommittees.\n- Designed and delivered communication and media activities, campaigns, and strategies to engage and inform Queenslanders.\n\n### Outcome 5: Legislative Drafting and e-Publishing\nProvide drafting and e-publishing services for Queensland legislation. [CP p.21]\n\n**Key activities:**\n- Pursued excellence in legislative drafting and access to legislation by adopting best practice to ensure Queensland legislation is easy to find, understand and use, and maintaining open data arrangements.\n- Significant legislation drafted and introduced within the reporting period included: Making Queensland Safer (Adult Crime, Adult Time) Amendment Bill 2025.\n\n## Values and principles\n\n_DPC Strategic Plan 2024–2028_\n\n- Bold but faithful\n- Listen and lead\n- Lift each other up\n- An accountable and effective government\n- An informed and connected Queensland.\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Cabinet and Cabinet Committee processes | Stability or improvement | CP p.13 |\n| CCE02 | Disaster management and counter-terrorism arrangements | Best-practice | CP p.13 |\n| CCE03 | Service delivery across government portfolios | Improvement | CP p.15 |\n| CCE04 | Policy reform and legislative reform | On-time delivery | CP p.15 |\n| CCE05 | Crisis communication preparedness, training, and response | Proactive and whole-of-government approach | CP p.13 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Cabinet and Cabinet Committee processes | Mostly achieved | Mostly achieved | AR p.51 |\n| CCE02 | Disaster management and counter-terrorism arrangements | Best-practice | Best-practice | AR p.51 |\n| CCE03 | Service delivery across government portfolios | Partially achieved | Partially achieved | AR p.51 |\n| CCE04 | Policy reform and legislative reform | On-time delivery | On-time delivery | AR p.51 |\n| CCE05 | Crisis communication preparedness, training, and response | Proactive and whole-of-government approach | Proactive and whole-of-government approach | AR p.51 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of the Premier and Cabinet - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:56:48.194245+00:00\n**Entity ID**: S-SA-010\n**Entity type**: State Department\n**Jurisdiction**: SA\n**Portfolio**: Premier\n**Website**: https://www.dpc.sa.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| annual-reports | 5 |\n| other-pdfs | 5 |\n| strategies | 7 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 6]\nOur Strategic Plan\n2020–24\nThe Department’s vision is: ‘succeeding\nOur principles are:\ntogether to achieve a better life of all\nQueenslanders.’\nLeadership\nWe lead by providing a whole-of-government\nOur role is: ‘across government and with our\nperspective, brokering, coordinating, and\nstakeholders we lead, advise, collaborate,\ncommunicating our common purpose.\ncoordinate, broker, facilitate, communicate, and\nmonitor to deliver on the government’s objectives Trust\nfor the community, build trust in a strong, We inspire trust in the system of government by\nresponsive and accountable system of demonstrating integrity, transparency, and\ngovernment and achieve transformational accountability in everything we do.\noutcomes for Queenslanders.’\nCollaboration\nOur strategic objectives are: We collaborate with our stakeholders and public\nsector colleagues to build common\n Source: `annual-reports/2020-21.pdf`\n- [pages 1]\n[Page 1]\nOffice of the Queensland Parliamentary Counsel Our vision Contribution to Queensland\nGovernment’s objectives for the\nExcellent legislation for Queensland\nStrategic Plan community is achieved through:\nKeeping Queenslanders safe\nWe realise our vision ■ Excellence in legislative drafting ■ Strategic engagement with partners\n2022 – 2026 Continue to keep Queenslanders safe as we learn to live\nby pursuing our and access ■ Stewardship of innovation with COVID-19 and ensure all Queenslanders can access\nworld-class healthcare no matter where they live.\n■ A skilled, flexible and resilient workforce and change\nstrategic priorities:\n■ A healthy and inclusive workplace\nSupporting jobs\nGood, secure jobs in more industries to diversify the\nQueensland economy and build on existing strengths\n Source: `strategies/OQPC_Strategic_Plan_2022-2026.pdf`\n- [Page 12]\nOur Strategic Plan 2024–2028\nOur vision – an informed and influential Better service delivery for Queenslanders.\ndepartment that delivers for Queenslanders. − Improve outcomes in existing programs\nand implement new approaches to drive\nOur purpose – to lead the public sector to provide\ndelivery of the government’s priorities.\ngovernment with the best advice for the best\n− Enlist behavioural economics and research\noutcomes.\ninsights to inform reform proposals, good\nOur guiding principles are: decisions, engagement and communications.\n− Strengthen implementation of the\nBold but faithful\ngovernment’s Performance Management\nWe approach our work with courage and candour\nFramework across the public sector and\nfor the people of Queensland.\ndrive delivery of the government’s\nGet it done commitments.\n Source: `annual-reports/2024-25.pdf`\n- To achieve this vision, the department’s strategic objectives are:\n Policy leadership: lead agile, collaborative and effective policy outcomes for Queenslanders.\n Strong, accountable government: ensure a strong and accountable system of government.\n Communication and engagement leadership: lead collaborative communication and engagement to achieve effective\noutcomes for Queenslanders.\n Brisbane 2032 Taskforce: lead Brisbane 2032 Olympic and Paralympic Games (Brisbane 2032) portfolio planning and\nintegration activities.\n A high-performing workforce: enables a workforce that embodies the DPC principles to deliver on what is important for\nQueenslanders.\n Source: `annual-reports/2021-22.pdf`\n\n### Role and Functions\n\n- From 1 January to 30 June 2022,\nadvising on matters of strategic importance\nthe previous Corporate Governance Group (CGG) and\n− identify and report on emerging governance issues\nfour subcommittees were replaced with the Executive\nand major activities\nLeadership Team and three subcommittees, as follows.\n− provide assurance on the effectiveness of\nFor information about the previous governance\ngovernance arrangements\ncommittees (1 June to 31 December 2021) see\n− review and approve corporate policies and\nAppendix B.\nprocesses\nExecutive Leadership Team − act as a forum for strategic information sharing\n− embed risk management activities and manage risk\nThe Executive Leadership team (ELT) meets to assist the mitigation strategies\nDirector-General in discharging the accountabilities of the − consider impacts of whole-of-government initiatives\nrole and to achieve the department’s objectives.\n Source: `annual-reports/2021-22.pdf`\n- Adjusted\nF2-1: Income and Expenses Budget Actual Variance\nVariance 2022 2022 2022\nNotes $'000 $'000 $'000\nAdministered revenues\nAppropriation revenue(1) 1 140,825 115,508 (25,317)\nOther revenue - 40 40\nTotal administered revenues 140,825 115,548 (25,277)\nAdministered expenses\nEmployee expenses 36,099 35,442 (657)\nSupplies and services 2 20,047 15,968 (4,079)\nGrants and subsidies 3 84,261 63,796 (20,465)\nDepreciation and amortisation 281 232 (49)\nOther expenses 137 110 (27)\nTotal administered expenses 140,825 115,548 (25,277)\nOperating surplus/(deficit) - - -\n(1) Administered 2021-22 Adjusted Budget reflects the machinery-of-government changes resulting in Trade and Investment\nQueensland transferring form the Premier's portfolio from 1 November 2021.\n Source: `annual-reports/2021-22.pdf`\n- [Page 114]\nRisk Committee  monitor and assess the adequacy of risk\nmanagement policies and procedures including the\nThe Risk Committee met once between 1 July to Fraud and Corruption Control Policy\n31 December 2021, and was chaired by the Deputy\n oversee the department’s information and\nDirector-General, Corporate and Government Services.\ncommunication technology (ICT) risks relating to the\nRole implementation of the ICT strategic plan and\nsignificant ICT projects\nThe role of the Risk Committee was to:\n contribute to the audit planning processes relating to\n review the department’s Risk Management\nthe risks and threats to the department\nFramework to ensure it is appropriately managed in\naccordance with the Financial and Performance  review the effectiveness of the department’s\nManagement Standard 2019, Risk Management processes for identifying, monitoring, and assessing\n Source: `annual-reports/2021-22.pdf`\n- The ELT was scheduled to meet every week to address\nThe role of the ELT is to:\nemerging issues, with one meeting held every two\nmonths to discuss governance matters and − support the Director-General in decision making and\nsubcommittee business. advising on matters of strategic importance\n− identify and report on emerging governance issues\nIn 2023–2024, the ELT held 32 meetings.\nand major activities\nMembership July 2023 – December 2023 − provide assurance on the effectiveness of\ngovernance arrangements\nChaired by the Director-General, the ELT also included\n− review and approve corporate policies and\nthe following members:\nprocesses\n− Associate Director-General, The Cabinet Office − act as a forum for strategic information sharing\n− Associate Director-General, Governance and − embed risk management activities and manage risk\nEngagement mitigation strategies\n Source: `annual-reports/2023-24.pdf`\n- In 2022–2023, the subcommittee met four times\nand was chaired by the Executive Director, Brisbane − Ensure the risk management function operates\n2032 Coordination Office (July to December 2022) and effectively, efficiently and economically.\nthe Deputy Director-General, People and Services\n− Report promptly to the Director-General, the ELT\n(January to June 2023).\nand the Audit and Risk Management Committee\nRole (ARMC) when issues are identified that could\npresent a material risk or threat to the agency.\n Source: `annual-reports/2022-23.pdf`\n- Queensland Parliamentary Counsel (attends\nExecutive Governance Group only)\nMembership July 2024 – April 2025\n− Executive Director, Office of the Director-\nChaired by the Director-General, the ELT included\nGeneral.\nthe following members:\n− Associate Director-General, The Cabinet Office\nThe role of the ELT is to:\n− Associate Director-General, Governance and\nEngagement − support the Director-General in decision-making\nand advising on matters of strategic importance\n− Associate Director-General, Implementation\n− identify and report on emerging governance\n− Deputy Director-General, People and Services issues and major activities\n− Parliamentary Counsel, Office of the − provide assurance on the effectiveness of\nQueensland Parliamentary Counsel (attended governance arrangements\nmonthly Executive Governance Group only)\n− review and approve corporate policies and\n Source: `annual-reports/2024-25.pdf`\n\n### Strategic Priorities\n\n- The strategic objectives are:\nStrategic engagement with partners: we build stronger\nExcellence in legislative drafting and access: we functional relationships and open channels of\nidentify and adopt best practice in drafting Bills, communication with DPC, the Table Office, client\namendments to Bills, and proposed subordinate departments and other partners; continue to work with\nlegislation, having regard to fundamental legislative key partners towards a process for the clear ordering of\nprinciples and compatibility with human rights; identify and priorities within the government’s legislative program; and\nadopt best practice in making Queensland legislation work with stakeholders to continuously improve the\neasy to find, easy to understand, and easy to use; ensure quality of access to Queensland legislation.\ntimely access to Bills, legislation, and related information,\n Source: `annual-reports/2023-24.pdf`\n- [pages 1]\n[Page 1]\nOffice of the Queensland Parliamentary Counsel Our vision Contribution to Queensland\nGovernment’s objectives for the\nExcellent legislation for Queensland\nStrategic Plan community is achieved through:\nKeeping Queenslanders safe\nWe realise our vision ■ Excellence in legislative drafting ■ Strategic engagement with partners\n2022 – 2026 Continue to keep Queenslanders safe as we learn to live\nby pursuing our and access ■ Stewardship of innovation with COVID-19 and ensure all Queenslanders can access\nworld-class healthcare no matter where they live.\n■ A skilled, flexible and resilient workforce and change\nstrategic priorities:\n■ A healthy and inclusive workplace\nSupporting jobs\nGood, secure jobs in more industries to diversify the\nQueensland economy and build on existing strengths\n Source: `strategies/OQPC_Strategic_Plan_2022-2026.pdf`\n- Amendment Act 2020 commenced on 14\nSeptember 2020 to implement the priority stage\n Hosted a three-day interactive and virtual Future one public sector management reforms,\nHost Commission visit presenting Queensland’s supported by eleven new or amended directives\nstrong sporting, economic, social, and\nmade on 25 September 2020, relating to\nenvironmental vision for the 2032 Games and\nemployment security and positive performance\nlasting legacies for Queensland and Australia.\nmanagement.\n Progressed work associated with the final\n Stage two of legislative reforms are progressing\npresentation, including audio visual material, for\nduring 2021, which includes developing a new\nthe 138th IOC Session on 21 July 2021 in Tokyo,\npublic sector act to replace the Public Service\nJapan where IOC Members voted to award the\nAct 2008, developing a new code of conduct as\n Source: `annual-reports/2020-21.pdf`\n- [Page 27]\nWorkforce profile 2020–2021  Engaged the workforce through the delivery of\nstaff forums and new starter inductions to provide\nThe following is a snapshot of the\ninformation on key priorities and projects to build\ndepartment’s workforce profile for 2020–2021\na high-performing and engaged workforce.\nbased on June 2021 Minimum Obligatory\nHuman Resources Information (MOHRI)1 data.\n Delivered eleven speaker events within DPC and\nThe department: across the Queensland public sector to equip\nemployees with knowledge and learnings they\n employed 405.80 full-time equivalent employees can apply within their own roles.\n(FTEs) including 45.57 FTEs in OQPC\n Rolled out the Be Healthy, Be Safe, Be Well\n comprised a workforce in which 69.91 per cent program designed to promote employee health,\nwere women and 68.49 per cent of all senior safety, and wellbeing through key initiatives such\n Source: `annual-reports/2020-21.pdf`\n- The variance is primarily due to:\n lower Director-General's Reserve funding required for 2020-21 commitments ($6.677M), with funding deferred to 2021-\n22 to meet emerging priorities;\n savings achieved from staffing vacancies during the year ($5.030M) and other expenditure ($1.949M);\n the deferral of funding for the Office for Veterans to 2021-22 for expenditure on the Anzac Square Undercroft Galleries\n($1.427M);\n funding returned to the consolidated fund after completion of works on the Bushfire Royal Commission ($1.200M); and\n reprofiling of funding across the forward estimates for Queensland's Strategy for Veterans election commitments\n($0.750M), Alcohol Fuelled Violence ($0.500M) the Events Sponsorship Fund ($0.459M) and Domestic and Family\nViolence programs of work ($0.363M).\n Source: `annual-reports/2020-21.pdf`\n- Performance and Planning\nThe subcommittee oversees and considers strategic\n− Set DPC’s overarching strategic direction through priorities which:\nstrategic and operational planning, internal quarterly\nreporting and the annual report. − embed an innovative and effective workforce that is\nforward thinking, embraces better ways of working\n− Oversee DPC’s performance measurement and and is connected and collaborative\nreporting in accordance with the Queensland\nGovernment’s Performance Management − build a strategic workforce that seeks out and\nFramework Policy, Financial and Performance embraces new information, broader perspectives,\nManagement Standard 2019 and Financial and opportunities for engagement\nAccountability Act 2009.\n− drive a strong and accountable workforce that\ndemonstrates leadership at all levels, and role\nmodels the highest standards of behaviour\nAnnual Report 2021-2022\n Source: `annual-reports/2021-22.pdf`\n- Also, a decrease in appropriation\nrevenue for Ministerial Offices and Office of the Leader of the Opposition due to deferral of funding for high priority ICT\nprojects and device replacements ($4.8M) to be completed in 2022-23 and a lapse of funding ($1.1M) for the current\nfinancial year.\n Source: `annual-reports/2021-22.pdf`\n- DPC’s response rate was once again very strong with\nThis year has focused on the following key priorities:\nresults higher than the public sector average across all\n− Implementation of the Public Sector Act 2022 and job resources categories including:\nassociated directives, including changes to\n− social support: 89 per cent positive\nrecruitment and selection, to support a modern and\n(12 per cent higher than the public sector average)\nfair work environment\n− your job: 85 per cent positive (10 per cent higher than\n− Implementation of the Managing the risk of\nthe public sector average)\npsychosocial hazards at work Code of Practice 2022\nto ensure a safe and healthy workplace − employee engagement: 75 per cent positive\n(18 per cent higher than the public sector average).\n− Auditing our workforce diversity and development of\n Source: `annual-reports/2022-23.pdf`\n- Performance and Planning\nThe subcommittee oversees and considers strategic\npriorities which:\n− Set DPC’s overarching strategic direction through\nstrategic and operational planning, internal quarterly − embed an innovative and effective workforce that is\nreporting and the annual report. forward thinking, embraces better ways of working\nand is connected and collaborative\n− Oversee DPC’s performance measurement and\nreporting in accordance with the Queensland − build a strategic workforce that seeks out and\nGovernment’s Performance Management embraces new information, broader perspectives,\nFramework Policy, Financial and Performance and opportunities for engagement\nManagement Standard 2019 and Financial\n− drive a strong and accountable workforce that\nAccountability Act 2009.\ndemonstrates leadership at all levels, and role\nmodels the highest standards of behaviour\nAnnual Report 2022–2023\n Source: `annual-reports/2022-23.pdf`\n- The decrease in appropriation revenue is due to:\n- the deferral in funding for Screen Queensland from 2022-23 for the Screen Queensland Studios Cairns ($7.2 M), Gold\nCoast Production Hub ($2.5 M), the Post Digital and Visual Effects Grant Program ($0.52 M), offset by an increase due\nto funds deferred from 2021 - 22 for the Production Attraction Strategy Grant Program ($9.2M).\n- deferrals for funding for high priority ICT projects and training ($1.098M) to be completed in 2023-24, along with the\nadditional cost of travel and charging facilities for electric vehicles ($2.056M) and a lapse of appropriation ($1.070M)\noffset by an increase in funding for employee costs for integrity governance roles ($2.8M) along with changes to\nsuperannuation payable ($0.578M) for Ministerial Offices and Office of the Leader of the Opposition; and\n Source: `annual-reports/2022-23.pdf`\n\n## KPIs, Targets, and Where They Are At\n\n- Notes 2024–2025 2024–2025\nService standards\nTarget/Est Actual\nEffectiveness measures\nOverall client satisfaction with legislative drafting services provided by 90% 100%\nthe Office of the Queensland Parliamentary Counsel\nOverall client satisfaction with the quality of access to legislation 90% 100%\navailable online\nEfficiency measure\nAverage cost per hour of legislative drafting and publishing output $180 $181\nAnnual Report 2024–2025\nDepartment of the Premier and Cabinet 52\n Source: `annual-reports/2024-25.pdf`\n- [Page 46]\nDepartment of the Premier and Cabinet\nStatement of Comprehensive Income\nfor the year ended 30 June 2021\nEconomic Entity Parent Entity\nNotes 2021 2020 2021 2020\n$'000 $'000 $'000 $'000\nIncome\nAppropriation revenue B1-1 94,905 84,676 94,905 84,676\nUser charges and fees B1-2 4,662 5,206 3,784 4,090\nGrants and other contributions B1-3 48,849 30,992 267 8,957\nOther revenue B1-4 9,862 9,684 7,797 9,027\nTotal Income 158,278 130,558 106,753 106,750\nExpenses\nEmployee expenses B2-1 61,262 64,548 58,260 61,629\nSupplies and services B2-2 35,155 36,634 33,769 35,142\nGrants and subsidies B2-3 23,635 27,976 10,776 6,866\nFinance/borrowing costs B2-4 198 303 145 276\nDepreciation and amortisation B2-5 2,829 2,748 370 384\nOther expenses B2-6 3,490 2,502 3,433 2,453\nTotal Expenses 126,569 134,711 106,753 106,750\nOperating Result for the Year 31,709 (4,153) - -\n Source: `annual-reports/2020-21.pdf`\n- [pages 46,47,48,49,50]\n0\nGrants and other contributions B1-3 48,849 30,992 267 8,957\nOther revenue B1-4 9,862 9,684 7,797 9,027\nTotal Income 158,278 130,558 106,753 106,750\nExpenses\nEmployee expenses B2-1 61,262 64,548 58,260 61,629\nSupplies and services B2-2 35,155 36,634 33,769 35,142\nGrants and subsidies B2-3 23,635 27,976 10,776 6,866\nFinance/borrowing costs B2-4 198 303 145 276\nDepreciation and amortisation B2-5 2,829 2,748 370 384\nOther expenses B2-6 3,490 2,502 3,433 2,453\nTotal Expenses 126,569 134,711 106,753 106,750\nOperating Result for the Year 31,709 (4,153) - -\nTotal Comprehensive Income 31,709 (4,153) - -\nThe accompanying notes form part of these financial statements.\n Source: `annual-reports/2020-21.pdf`\n- [Page 48]\nDepartment of the Premier and Cabinet\nStatement of Changes in Equity\nfor the year ended 30 June 2021\nEconomic Entity Parent Entity\n2021 2020 2021 2020\n$'000 $'000 $'000 $'000\nAccumulated Surplus\nBalance as at 1 July 35,537 39,833 4,520 4,520\nOperating Result 31,709 (4,153) - -\nAdjustment for initial application of AASB 16 Leases - (143) - -\nBalance as at 30 June 67,246 35,537 4,520 4,520\nThe accompanying notes form part of these financial statements.\n Source: `annual-reports/2020-21.pdf`\n- Interest Rate Risk\nCarrying\nFinancial Financial Liability -1% +1%\namount\nYear\n$'000 Operating Operating\nResult Equity Result Equity\n$'000 $'000 $'000 $'000\n2021 QTC Borrowings 6,797 (68) (68) 68 68\nPotential impact on (68) (68) 68 68\nThe borrowings from QTC with variable rate is $6.797M for 2020-21 (2019-20: Nil).\n Source: `annual-reports/2020-21.pdf`\n- The variance is primarily due to:\n lower Director-General's Reserve funding required for 2020-21 commitments ($6.677M), with funding deferred to 2021-\n22 to meet emerging priorities;\n savings achieved from staffing vacancies during the year ($5.030M) and other expenditure ($1.949M);\n the deferral of funding for the Office for Veterans to 2021-22 for expenditure on the Anzac Square Undercroft Galleries\n($1.427M);\n funding returned to the consolidated fund after completion of works on the Bushfire Royal Commission ($1.200M); and\n reprofiling of funding across the forward estimates for Queensland's Strategy for Veterans election commitments\n($0.750M), Alcohol Fuelled Violence ($0.500M) the Events Sponsorship Fund ($0.459M) and Domestic and Family\nViolence programs of work ($0.363M).\n Source: `annual-reports/2020-21.pdf`\n- 4) 2020 dated 12 November 2020\nDate of transfer: Effective from 12 November 2020\nThere were no material assets and liabilities transferred as a result of this change.\n Source: `annual-reports/2020-21.pdf`\n- [Page 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and surveys\nFull-time equivalents FTE − leadership and all staff forums\nTotal FTE for the Department of 419.84\nthe Premier and Cabinet (includes 43.35 FTE in the Office of the − development of DPC’s new operating model\nQueensland Parliamentary Counsel)\nand organisational structure, to align with the key\ndelivery areas of policy, governance,\nTarget group data1\nengagement and implementation\nGender Number Percentage of\n Source: `annual-reports/2021-22.pdf`\n- [Page 48]\nDepartment of the Premier and Cabinet\nStatement of Comprehensive Income\nfor the year ended 30 June 2022\nEconomic Entity Parent Entity\nNotes 2022 2021 2022 2021\nOperating results $'000 $'000 $'000 $'000\nIncome from continuing operations\nAppropriation revenue B1-1 91,508 94,905 91,508 94,905\nUser charges and fees B1-2 3,707 4,662 3,334 3,784\nGrants and other contributions B1-3 40,672 48,849 3,602 267\nOther revenue B1-4 8,067 9,862 6,552 7,797\nTotal income 143,954 158,278 104,996 106,753\nExpenses from continuing operations\nEmployee expenses B2-1 62,210 61,262 58,457 58,260\nSupplies and services B2-2 33,220 35,155 31,164 33,769\nGrants and subsidies B2-3 22,995 23,635 11,752 10,776\nDepreciation and amortisation B2-4 4,234 2,829 317 370\nFinance/borrowing costs 131 198 50 145\nOther expenses B2-5 3,323 3,490 3,256 3,433\nTotal expenses 126,113 126,569 104,996 106,753\n Source: `annual-reports/2021-22.pdf`\n- [pages 48,49,50,51,52,53]\nharges and fees B1-2 3,707 4,662 3,334 3,784\nGrants and other contributions B1-3 40,672 48,849 3,602 267\nOther revenue B1-4 8,067 9,862 6,552 7,797\nTotal income 143,954 158,278 104,996 106,753\nExpenses from continuing operations\nEmployee expenses B2-1 62,210 61,262 58,457 58,260\nSupplies and services B2-2 33,220 35,155 31,164 33,769\nGrants and subsidies B2-3 22,995 23,635 11,752 10,776\nDepreciation and amortisation B2-4 4,234 2,829 317 370\nFinance/borrowing costs 131 198 50 145\nOther expenses B2-5 3,323 3,490 3,256 3,433\nTotal expenses 126,113 126,569 104,996 106,753\nOperating result for the year 17,841 31,709 - -\nTotal comprehensive income 17,841 31,709 - -\nThe accompanying notes form part of these financial statements.\n Source: `annual-reports/2021-22.pdf`\n- [Page 50]\nDepartment of the Premier and Cabinet\nStatement of Changes in Equity\nfor the year ended 30 June 2022\nEconomic Entity Parent Entity\n2022 2021 2022 2021\n$'000 $'000 $'000 $'000\nAccumulated surplus\nBalance as at 1 July 67,246 35,537 4,520 4,520\nOperating result 17,841 31,709 - -\nBalance as at 30 June 85,087 67,246 4,520 4,520\nThe accompanying notes form part of these financial statements.\n Source: `annual-reports/2021-22.pdf`\n- [Page 52]\nDepartment of the Premier and Cabinet\nNotes to the Statement of Cash Flows\nfor the year ended 30 June 2022\nReconciliation of operating result to net cash provided by operating activities\nEconomic Entity Parent Entity\nNotes 2022 2021 2022 2021\n$'000 $'000 $'000 $'000\nOperating surplus/(deficit) 17,841 31,709 - -\nNon-cash items included in operating results:\nDepreciation and amortisation expense B2-4 4,234 2,829 317 370\nInterest capitalised to borrowings 20 145 - -\nOther non-cash items 70 (62) - -\nWork in progress write-off - 358 - 358\nChange in assets and liabilities:\nIncrease/(decrease) in deferred appropriation payable to Consolidated\nFund 8,846 (16,570) 8,846 (16,570)\n(Increase)/decrease in trade debtors 5,780 (19,119) 141 857\n(Increase)/decrease in other receivable (10) (9) 17 (20)\n(Increase)/decrease in GST receivable 775 770 41 133\n Source: `annual-reports/2021-22.pdf`\n- [Page 54]\nDepartment of the Premier and Cabinet\nStatement of Comprehensive Income by Major Departmental Services\nfor the year ended 30 June 2022\nPolicy Advice, Engagement and Events Governance Support and Legislative Drafting and Brisbane 2032 Inter-departmental Total\nCoordination and Support Advisory Services e-Publishing Taskforce Services\nCabinet Support eliminations\n2022 2021 2022 2021 2022 2021 2022 2021 2022 2021 2022 2021 2022 2021\n$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000\nIncome\nAppropriation revenue 34,814 29,203 23,169 20,731 18,447 32,306 12,214 11,899 2,098 - 766 766 91,508 94,905\nUser charges and fees 173 326 565 645 1,571 1,831 124 58 2 - 899 924 3,334 3,784\nGrants and other contributions 2,927 - 525 60 - 207 - - 150 - - - 3,602 267\nOther revenue 4,116 5,219 810 670 153 1,707 185 201 1,288 - - - 6,552 7,797\n Source: `annual-reports/2021-22.pdf`\n- 2) 2021 dated 7 October 2021\nDate of transfer: Effective from 1 November 2021\nThere were no material assets or liabilities transferred as a result of this change.\n Source: `annual-reports/2021-22.pdf`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $27.42 million, $75.34 million, 27.42 million, 75.34 million | The decrease in appropriation revenue of Administered funding\n$27.42 million from last financial year is primarily\nFor the year ended 30 June 2025, the department’s\ndue to the deferral of funding from 2024–2025 to\nadministered funding was $75.34 million, a decrease\nsupport priority departmental initiatives. | `annual-reports/2024-25.pdf` |\n| $149.52 million, $7.91 million, 149.52 million, 7.91 million, 88 per cent | The total departmental revenue for 2023–2024 was\nYear-on-year supplies and services expenses marginally\n$149.52 million, representing an increase of $7.91 million.\nincreased due to contracted information technology costs\nAppropriation funding is the department’s main source of\nand increased spend on Norfolk Island service delivery.\nrevenue and comprises 88 per cent of the department’s\nrevenue. | `annual-reports/2023-24.pdf` |\n| $20M, $40M, $60M, $80M, $100M, $120M | Departmental revenue ($ millions)\nAppropriation revenue\nUser charges and fees\nGrants and other contributions\nOther revenue\n- $20M $40M $60M $80M $100M $120M\n2019-20 Actual 2020-21 Budget 2020-21 Actual\n36 | `annual-reports/2020-21.pdf` |\n| $10.22 million, $8.02 million, $1.64\n, $10.23 million, $4.79\nmillion, $4.12 million | [Page 40]\nFinancial summary 2020–2021\nThe department’s service areas are: The year-on-year increase in appropriation\nrevenue of $10.22 million is primarily due to\n Policy Advice and Co-ordination, and increased appropriation received for the\nCabinet Support COVID-19 Response and Recovery Taskforce\n($8.02 million) and the 2032 Taskforce ($1.64\n Strategy and Engagement million).\n Government Services This was offset by the year-on-year reduction | `annual-reports/2020-21.pdf` |\n| $3.34 million, $3.4 million, $1.25 million, $12.14 million, 3.34 million, 3.4 million | It was the primary driver for the increase in\nThe year-on-year decrease in appropriation revenue of grant revenue of $3.34 million.\n$3.4 million is primarily due to the deferral of funding to\nThis was offset by the year-on-year reduction in other\n2022–2023 (and across the forward estimates) to realign\nrevenue of $1.25 million, primarily due to lower revenue\nanticipated, project milestones for limited-life programs\nreceived for the Policy Futures | `annual-reports/2021-22.pdf` |\n| $2.61 million, $58.46 million, $10M, $20M, $30M, $40M | Year-on-year, supplies and services expenses Employee expenses remain the major expenditure\ndecreased by $2.61 million primarily due to a reduced incurred by the department at a cost of $58.46 million.\nadvertising costs for the COVID-19 Response and\nFigure 2 – Comparison of expenditure performance from prior year\nDepartmental expenditure ($ millions)\nEmployee expenses\nSupplies and services\nGrants and subsidies\nFinance / Borrowing costs\nDepreciati | `annual-reports/2021-22.pdf` |\n| $180 , $181 | Notes 2024–2025 2024–2025\nService standards\nTarget/Est Actual\nEffectiveness measures\nOverall client satisfaction with legislative drafting services provided by 90% 100%\nthe Office of the Queensland Parliamentary Counsel\nOverall client satisfaction with the quality of access to legislation 90% 100%\navailable online\nEfficiency measure\nAverage cost per hour of legislative drafting and publishing output $180 $181\nAnnual Report 2024–2025\nDepartment of | `annual-reports/2024-25.pdf` |\n| $6.797M | Interest Rate Risk\nCarrying\nFinancial Financial Liability -1% +1%\namount\nYear\n$'000 Operating Operating\nResult Equity Result Equity\n$'000 $'000 $'000 $'000\n2021 QTC Borrowings 6,797 (68) (68) 68 68\nPotential impact on (68) (68) 68 68\nThe borrowings from QTC with variable rate is $6.797M for 2020-21 (2019-20: Nil). | `annual-reports/2020-21.pdf` |\n| $6.677M, $5.030M, $1.949M, $1.427M, $1.200M, $0.750M | The variance is primarily due to:\n lower Director-General's Reserve funding required for 2020-21 commitments ($6.677M), with funding deferred to 2021-\n22 to meet emerging priorities;\n savings achieved from staffing vacancies during the year ($5.030M) and other expenditure ($1.949M);\n the deferral of funding for the Office for Veterans to 2021-22 for expenditure on the Anzac Square Undercroft Galleries\n($1.427M);\n funding returned to the conso | `annual-reports/2020-21.pdf` |\n| 43.35 FTE | [Page 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and su | `annual-reports/2021-22.pdf` |\n| $1.4M, $1.2M, $0.516M, $0.224M | The decrease in supplies and services is primarily due to lower ICT project costs ($1.4M) due to deferral of projects to\n2022-23, a reduction in domestic and international travel ($1.2M) as a result of ongoing Covid19 impacts along with\nlower building service costs ($0.516M) for Ministerial Offices and Office of the Leader of the Opposition and other office\nsupport costs such as telecommunications ($0.224M). | `annual-reports/2021-22.pdf` |\n\n## Key Achievements\n\n- Key achievements for 2023–2024\nThe service area was established on 1 February 2024 to  Supported the Department of Housing, Local\nsupport the implementation of high priority policies and Government, Planning and Public Works\ndrive improved whole-of-government outcomes. (DHLGPPW) to identify, address and resolve\nbarriers to implementation and increase the pace of\nIn 2023–2024 the service area worked collaboratively\ndelivery of three Homes for Queenslanders initiatives\nwith departments and other stakeholders to improve the\nidentified by the Premier as priorities:\ndelivery of key services and programs and has initially\nbeen focused on addressing challenges in youth justice − deliver more than 2000 social homes per year\nand housing. from 2028 and the target to deliver 53,500 new\nsocial homes by 2046\n Worked closely with youth justice partner agencies to\n Source: `annual-reports/2023-24.pdf`\n- Queensland Governments detailing the approach to\ngovernance and funding of non-transport\n Finalised the Brisbane 2032 governance\ninfrastructure associated with Brisbane 2032.\narrangements model that defines how the Brisbane\n2032 responsibilities for the three levels of  Supported the Department of Tourism, Innovation\ngovernment will be planned, delivered and and Sport in developing the Brisbane 2032 Legacy\ncoordinated, including the establishment of the Strategy to assist the state to capitalise on the\nBrisbane 2032 Coordination Office. benefits of Brisbane 2032.\n Implemented Brisbane 2032 governance  Led the 10-year milestone activities for Brisbane\narrangements, including establishment and provision 2032 with Games Delivery Partners which included\nof support to the two strategic, cross-partner community events showcasing a range of Olympic\n Source: `annual-reports/2022-23.pdf`\n- [Page 27]\nWorkforce profile 2020–2021  Engaged the workforce through the delivery of\nstaff forums and new starter inductions to provide\nThe following is a snapshot of the\ninformation on key priorities and projects to build\ndepartment’s workforce profile for 2020–2021\na high-performing and engaged workforce.\nbased on June 2021 Minimum Obligatory\nHuman Resources Information (MOHRI)1 data.\n Delivered eleven speaker events within DPC and\nThe department: across the Queensland public sector to equip\nemployees with knowledge and learnings they\n employed 405.80 full-time equivalent employees can apply within their own roles.\n(FTEs) including 45.57 FTEs in OQPC\n Rolled out the Be Healthy, Be Safe, Be Well\n comprised a workforce in which 69.91 per cent program designed to promote employee health,\nwere women and 68.49 per cent of all senior safety, and wellbeing through key initiatives such\n Source: `annual-reports/2020-21.pdf`\n- General Election and provided advice to\ngovernment agencies.  Delivered the final round of the $1.5 million grants\nprogram over three years from 2018–2019 to\n Led the swearing-in of the new Ministry 2020–2021, to provide support services to\nfollowing the state election. veterans and to preserve and create memorials,\nmonuments and other public sites that\n Supported the passage of the Ministerial and acknowledge veterans’ achievements.\n Source: `annual-reports/2020-21.pdf`\n- [Page 29]\nPublic Sector Ethics Act 1994\ncoordinated delivery of ‘Introduction to\no\n DPC continued to support the principles the Human Rights Act’ face-to-face\nidentified under the Public Sector Ethics Act training by the Queensland Human\n1994 and build a strong and accountable Rights Commission for the 2021 Policy\nworkforce by continuing to deliver Code of Futures Graduates cohort and provided\nConduct training to employees. access to the Human Rights\nCommission Public Entities and the\n In 2020–2021, 431 employees (including Queensland Human Rights Act online\nOffice of the Queensland Parliamentary training program through the\nCounsel employees) completed Code of department’s learning management\nConduct training, which was delivered through system.\nthe department’s online learning management\nsystem.\n Source: `annual-reports/2020-21.pdf`\n- Forces 2022 and World Mining Congress 2023\n Continued to deliver the final round of the $1.5 million\n− delivery of a range of core events and awards\ngrants program to provide support services to\nprograms, including 2022 Queensland Greats\nveterans and to preserve and create memorials,\nAwards and 2022 Queensland Reconciliation\nmonuments and other public sites that acknowledge\nAwards\nveterans’ achievements.\n− delivery of additional events that supported\n Delivered the first round of a new grants program\nemerging priorities in the community, including\nunder the Anzac Day Trust to provide financial\nthe Tokyo 2020 Olympic and Paralympic Games\nsupport for veterans affected by COVID-19 and\nWelcome Home Event, Women on Boards\nveterans’ organisations to assist with staging\nEvent (Gold Coast) and Queensland Parliament\nCOVID-Safe commemorative events.\n Source: `annual-reports/2021-22.pdf`\n- The survey results highlight that streamlining processes,\nThe department implemented a range of workplace recruitment and selection, and career development are\nhealth and safety measures including: areas for focus to drive improvement and positive\nworkplace change.\n− developed and implemented the DPC COVID-19\nvaccination mandate and policy for\n1 William Street following consultation with\nemployees and unions\n− access to flexible work arrangements in line with\nadvice from the Chief Health Officer, to meet the\nchanging COVID-19 environment and ensure the\nongoing delivery of essential services to\nQueenslanders\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 26\n Source: `annual-reports/2021-22.pdf`\n- Key achievements for 2023–2024\n Delivered greater connectivity and leadership across best practice event delivery and sponsorship strategy\ngovernment by guiding the planning and delivery of across government through:\nwhole-of-government communication strategies and\n− event management and logistics for six\ncampaigns, with a focus on public safety,\nCommunity Cabinets held across Queensland,\naccessibility and inclusiveness, and campaigns that\nincluding Rockhampton and Bundaberg.\nunite and inspire Queenslanders.\n− management of the Queensland Government\n Developed best-practice communication approaches\nSponsorship Gateway, Events Sponsorship\nand capability development through whole-of-\nFund, and Sponsorship and Events Advisory\ngovernment leadership, including specialist\nGroup to provide a coordinated approach to\nsubcommittees and speakers’ series, to better\n Source: `annual-reports/2023-24.pdf`\n- Key achievements for 2020–2021\n Delivered greater connectivity and leadership Communication network and associated\nacross government by guiding the planning specialist sub-committees,\nand delivery of whole-of-government whole-of-government speaker’s series (five\ncommunication strategies and campaigns, online events held in 2020–2021) and\nincluding major COVID-19 advertising and management of the online communication\nstakeholder campaigns focused on public hub.\nsafety, the Check in Qld app and economic\nrecovery.  Maintained whole-of-government strategic\narrangements including master media\n Provided strong leadership across advertising services and media monitoring\ngovernment to plan and deliver guidance and to deliver strategic advice and value for\nsupport for crisis communication, including money services.\nissues management and the Public\n Source: `annual-reports/2020-21.pdf`\n- Other Office Holder Staff and Other Legislation\nAmendment Act 2020.  Launched a new grants program under the\nAnzac Day Trust to provide financial support for\n Facilitated amendments to the Queensland veterans affected by COVID-19 and veterans’\nIndependent Remuneration Tribunal Act 2013 organisations to assist with staging COVID Safe\nproviding the Tribunal with the function to make commemorative events.\ndeterminations regarding additional staffing\nentitlements for cross bench members.  Continued to support the ongoing operation of the\nmemorial galleries at Anzac Square.\n Facilitated the commencement of the Strategic\nReview of the Integrity Commissioner.  Co-delivered The Oasis Townsville official\nopening on 9 June 2021, and the Queensland\n Led whole-of-government coordination and Government commitment of an additional $1\n Source: `annual-reports/2020-21.pdf`\n- Key achievements for 2021–2022\n Finalised Queensland’s successful candidature, Board of the Brisbane 2032 Organising Committee\nincluding work associated with the final presentation on 27 April 2022.\nto the International Olympic Committee (IOC) on 21\n Supported the establishment and operation of the\nJuly 2021 in Tokyo, Japan, resulting in hosting rights\nBrisbane 2032 Organising Committee through a\nfor the 2032 Olympic and Paralympic Games being\nService Level Agreement and the temporary\nawarded to Brisbane, providing the State of\nprovision of staff on interchange arrangements.\n Source: `annual-reports/2021-22.pdf`\n- [Page 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and surveys\nFull-time equivalents FTE − leadership and all staff forums\nTotal FTE for the Department of 419.84\nthe Premier and Cabinet (includes 43.35 FTE in the Office of the − development of DPC’s new operating model\nQueensland Parliamentary Counsel)\nand organisational structure, to align with the key\ndelivery areas of policy, governance,\nTarget group data1\nengagement and implementation\nGender Number Percentage of\n Source: `annual-reports/2021-22.pdf`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 114]\nRisk Committee  monitor and assess the adequacy of risk\nmanagement policies and procedures including the\nThe Risk Committee met once between 1 July to Fraud and Corruption Control Policy\n31 December 2021, and was chaired by the Deputy\n oversee the department’s information and\nDirector-General, Corporate and Government Services.\ncommunication technology (ICT) risks relating to the\nRole implementation of the ICT strategic plan and\nsignificant ICT projects\nThe role of the Risk Committee was to:\n contribute to the audit planning processes relating to\n review the department’s Risk Management\nthe risks and threats to the department\nFramework to ensure it is appropriately managed in\naccordance with the Financial and Performance  review the effectiveness of the department’s\nManagement Standard 2019, Risk Management processes for identifying, monitoring, and assessing\n Source: `annual-reports/2021-22.pdf`\n- In 2022–2023, the subcommittee met four times\nand was chaired by the Executive Director, Brisbane − Ensure the risk management function operates\n2032 Coordination Office (July to December 2022) and effectively, efficiently and economically.\nthe Deputy Director-General, People and Services\n− Report promptly to the Director-General, the ELT\n(January to June 2023).\nand the Audit and Risk Management Committee\nRole (ARMC) when issues are identified that could\npresent a material risk or threat to the agency.\n Source: `annual-reports/2022-23.pdf`\n- [Page 103]\nSummary of requirement Basis for requirement Annual report reference\nGovernance – risk o Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\no Audit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\no Internal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\no External scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\no Information systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping\no Information Security ARRs – section 14.6 Corporate Support Functions\nattestation\nGovernance – o Strategic workforce ARRs – section 15.1 Our people\nhuman resources planning and\nperformance\no Early retirement, Directive No.04/18 Early Our people\nredundancy, and Retirement, Redundancy\n Source: `annual-reports/2020-21.pdf`\n- From 1 January to 30 June 2022,\nadvising on matters of strategic importance\nthe previous Corporate Governance Group (CGG) and\n− identify and report on emerging governance issues\nfour subcommittees were replaced with the Executive\nand major activities\nLeadership Team and three subcommittees, as follows.\n− provide assurance on the effectiveness of\nFor information about the previous governance\ngovernance arrangements\ncommittees (1 June to 31 December 2021) see\n− review and approve corporate policies and\nAppendix B.\nprocesses\nExecutive Leadership Team − act as a forum for strategic information sharing\n− embed risk management activities and manage risk\nThe Executive Leadership team (ELT) meets to assist the mitigation strategies\nDirector-General in discharging the accountabilities of the − consider impacts of whole-of-government initiatives\nrole and to achieve the department’s objectives.\n Source: `annual-reports/2021-22.pdf`\n- [Page 108]\n01/09/2018 to annum\n30/11/2021\nNo. scheduled 11 meetings (9 Board, 2 Audit & Risk Committee)\nmeetings/sessions\nTotal out of pocket $6886\nexpenses\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 58\n Source: `annual-reports/2021-22.pdf`\n- [pages 112,113,114,115]\nng on matters of strategic importance  ensure annual financial statements are prepared,\ncertified, and tabled in Parliament in accordance with\n identify and report on emerging governance issues\nthe prescribed requirements\nand major activities\n undertake planning and budgeting for the\n provide assurance on the effectiveness of\naccountable officer’s department or the statutory\ngovernance arrangements\nbody, appropriate to the size of the department or\n review and approve corporate policies and statutory body.\nprocesses\n act as a forum for strategic information sharing\n embed risk management activities and manage risk\nmitigation strategies\n consider impacts of whole-of-government initiatives\non the department’s activities\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 62\n Source: `annual-reports/2021-22.pdf`\n- [Page 117]\nSummary of requirement Basis for requirement Annual report reference\nHuman Rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation Security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping\n Source: `annual-reports/2021-22.pdf`\n- Remuneration\nPosition Name Meetings/sessions Approved annual, Approved Actual fees\nattendance sessional or daily subcommittee fees received\nfee if applicable\nDirector since The Honourable 6 – Board $5000 per annum $5000\n21/01/2022 Roslyn Atkinson\nChair since AO\n01/06/2022\nDirector Patricia Alner 6 – Board $3000 per annum $1000 per annum $4000\n01/09/2018 to 4 – Audit and Risk\n30/11/2021 and since\n24/01/2022\nDirector Lynne Benzie 6 – Board $3000 per annum $3000\n01/09/2018 to\n30/11/2021 and since\n24/01/2022\nDirector Catherine Hunt 4 – Board $3000 per annum $3000\n01/09/2018 to\n30/11/2021 and since\n24/01/2022\nDirector Kylee Ratz 6 – Board $3000 per annum $500 per annum $3500\n01/09/2018 to 4 – Audit and Risk\n30/11/2021 and since\n24/01/2022\nDirector Dean Gibson 5 – Board $3000 per annum $3000\n05/11/2019 to\n30/11/2021 and since\n24/01/2022\n Source: `annual-reports/2022-23.pdf`\n- [pages 110,111,112]\nice Medal\neDRMS Electronic Document Records Management\nQAO Queensland Audit Office\nSystem\nQPS Queensland Police Service\nELT Executive Leadership Team\nQGAO Queensland Government Accommodation Office\nFAA Financial Accountability Act 2009\nQGIF Queensland Government Insurance Fund\nFBT Fringe Benefit Tax\nQPSF Queensland Protective Security Framework\nFPMS Financial and Performance Management\nStandard 2019 QTC Queensland Treasury Corporation\nFPPR Finance, Performance and Planning and Risk QuILLS Queensland Integrated Legislation Lifecycle\nSubcommittee System\nFTE Full-time equivalent RFFF Revolving Film Finance Fund\nGST Goods and Services Tax SaaS Software-as-a-Service\nICT Information and communication technology SQ Screen Queensland\nAnnual Report 2022–2023\nDepartment of the Premier and Cabinet 62\n Source: `annual-reports/2022-23.pdf`\n- [pages 8,9,10,11]\nQueensland Governance and Implementation Office of First Nations\nThe Cabinet Office\nParliamentary Counsel Engagement Division Engagement and Innovation\nPeople and Governance and Engagement and Cabinet and Behavioural\nDrafting Services Services Legal Integrity Events Parliamentary Sevrices Economic Policy Economics\nBu L s e i g n i e s s la s t i S on e r a v n ic d e s P F e in r a fo n r c m e a a n n c d e Communications Performance Unit Law a P n o d li c J y ustice External Affairs\nPeople and Culture Events Inter R go e v la e t r io n n m s ental E P n l v a i n ro n n in m g e P n o t l a ic n y d\nInf T o e rm ch a n ti o o l n o g a y n d No T r a fo s l k k f o Is rc la e nd Social Policy\nServices\nAudit and Risk Reform\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 7\n Source: `annual-reports/2023-24.pdf`\n- The ELT was scheduled to meet every week to address\nThe role of the ELT is to:\nemerging issues, with one meeting held every two\nmonths to discuss governance matters and − support the Director-General in decision making and\nsubcommittee business. advising on matters of strategic importance\n− identify and report on emerging governance issues\nIn 2023–2024, the ELT held 32 meetings.\nand major activities\nMembership July 2023 – December 2023 − provide assurance on the effectiveness of\ngovernance arrangements\nChaired by the Director-General, the ELT also included\n− review and approve corporate policies and\nthe following members:\nprocesses\n− Associate Director-General, The Cabinet Office − act as a forum for strategic information sharing\n− Associate Director-General, Governance and − embed risk management activities and manage risk\nEngagement mitigation strategies\n Source: `annual-reports/2023-24.pdf`\n- [pages 39,40,41,42,43]\nin reducing crime by serious\nQAO noted that: repeat offenders and improving community safety.\n− entities are not taking appropriate measures to DPC accepted two recommendations from this report\nensure they fully understand and manage security and will continue to actively work with relevant agencies\nrisks posed by third parties providing services for to increase community safety through reducing youth\ntheir information systems crime.\n− entities continue to have internal control issues\nrelating to information systems, payroll, and\nprocurement, and need to focus on clearing\noutstanding issues from previous years.\n Source: `annual-reports/2023-24.pdf`\n- [Page 102]\nSummary of requirement Basis for requirement Annual report reference\nHuman rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping\n Source: `annual-reports/2023-24.pdf`\n- [Page 103]\nGlossary of terms\nAASB Australian Accounting Standards Board MOG Machinery of government\nAO Officer of the Order NAIDOC National Aborigines and Islanders Day\nObservance Committee\nALCS Annual Leave Central Scheme\nNIGC Norfolk Island Governance Committee\nAPES Accounting Professionals Ethical Standards\nOFNEI Office of First Nations Engagement and\nARMC Audit and Risk Management Committee\nInnovation\nARR Annual report requirements for Queensland\nOQPC Office of the Queensland Parliamentary Counsel\nGovernment agencies\nPSC Public Sector Commission\nASX Australian Stock Exchange\nPSM Public Service Medal\nATO Australian Taxation Office\nQAO Queensland Audit Office\nBCF Business Continuity Framework\nQGAO Queensland Government Accommodation Office\nDFV Domestic and Family Violence\nQGEA Queensland Government Enterprise Architecture\nDPC Department of the Premier and Cabinet\n Source: `annual-reports/2023-24.pdf`\n\n## Corporate Values and Operating Culture\n\n- [Page 117]\nSummary of requirement Basis for requirement Annual report reference\nHuman Rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation Security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping\n Source: `annual-reports/2021-22.pdf`\n- [Page 102]\nSummary of requirement Basis for requirement Annual report reference\nHuman rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping\n Source: `annual-reports/2023-24.pdf`\n- [Page 98]\nBasis for\nSummary of requirement Annual report reference\nrequirement\nFinancial summary 2024–2025\nFinancial • Summary of financial performance ARRs – section\nperformance 12.1\nAbout the department\nGovernance – • Organisational structure ARRs – section\nOrganisational structure\nmanagement 13.1\nand structure\nOur leaders\n• Executive management ARRs – section\nCorporate Governance –\n13.2\nExecutive Leadership Team\nFinance, Performance and\nPlanning, and Risk Subcommittee\nPeople and Culture Subcommittee\nInformation Steering\nSubcommittee\nStatutory reports\n• Government bodies (statutory bodies and other ARRs – section\nentities) 13.3\nOur people\n• Public Sector Ethics Public Sector\nEthics Act 1994\nARRs – section\n13.4\nOur people\n• Human Rights Human Rights\nAct 2019\nARRs – section\n13.5\nOur people\n• Queensland public service values ARRs – section\n13.6\nCorporate Governance –\n Source: `annual-reports/2024-25.pdf`\n- [Page 100]\nGlossary of terms\nAASB Australian Accounting Standards Board ISO International Standards Organisation\nAO Officer of the Order IT Information technology\nALCS Annual Leave Central Scheme ISSN International Standard Serial Number\nAPES Accounting Professionals Ethical Standards KMP Key Management Personnel\nARMC Audit and Risk Management Committee LDeP Legislative Drafting and e-Publishing\nARRs Annual report requirements for Queensland LSLCS Long Service Leave Central Scheme\nGovernment agencies\nMOG Machinery-of-government\nATO Australian Taxation Office\nMOHRI Minimum Obligatory Human Resources\nBCM Business Continuity Management Information\nCBRC Cabinet Budget Review Committee OFNEI Office of First Nations Engagement and\nInnovation\nDFV Domestic and Family Violence\nOIC Office of the Information Commissioner\nDPC Department of the Premier and Cabinet\n Source: `annual-reports/2024-25.pdf`\n- New South Wales to Queensland under the\n Perform a leadership and coordination role across\nIntergovernmental Partnership Agreement on State\ngovernment to ensure Queensland is well positioned\nService Delivery to Norfolk Island.\nto address government-wide issues through\n Negotiated and delivered additional apprenticeship intergovernmental forums and national forums\nand traineeship services to support Norfolk Islanders. supporting Australia’s international agreements and\nengagements.\n Led implementation of the reforms from the report\ndelivered by Emeritus Professor Peter Coaldrake,  Support delivery of federal funding arrangements\nLet the sunshine in: Review of culture and and reform initiatives for a range of key sectors.\naccountability in the Queensland public sector (the\n Lead the development of the Queensland\nCoaldrake Report), and Mr Kevin Yearbury’s\n Source: `annual-reports/2023-24.pdf`\n- We value and respect Aboriginal and Torres Strait\nIn 2021–2022, the department added an additional Islander cultures in all that we do.\nservice area with a new strategic objective — Lead\nWe respect, protect and promote human rights in our\nBrisbane 2032 Olympic and Paralympic Games\ndecision making and actions.\n(Brisbane 2032) portfolio management and integration\nactivities, in partnership with key state agencies and The DPC Strategic Plan 2021–2025 is available on\nGames Partners.\n Source: `annual-reports/2021-22.pdf`\n- [Page 6]\nOur Strategic Plan\n2020–24\nThe Department’s vision is: ‘succeeding\nOur principles are:\ntogether to achieve a better life of all\nQueenslanders.’\nLeadership\nWe lead by providing a whole-of-government\nOur role is: ‘across government and with our\nperspective, brokering, coordinating, and\nstakeholders we lead, advise, collaborate,\ncommunicating our common purpose.\ncoordinate, broker, facilitate, communicate, and\nmonitor to deliver on the government’s objectives Trust\nfor the community, build trust in a strong, We inspire trust in the system of government by\nresponsive and accountable system of demonstrating integrity, transparency, and\ngovernment and achieve transformational accountability in everything we do.\noutcomes for Queenslanders.’\nCollaboration\nOur strategic objectives are: We collaborate with our stakeholders and public\nsector colleagues to build common\n Source: `annual-reports/2020-21.pdf`\n- Other Office Holder Staff and Other Legislation\nAmendment Act 2020.  Launched a new grants program under the\nAnzac Day Trust to provide financial support for\n Facilitated amendments to the Queensland veterans affected by COVID-19 and veterans’\nIndependent Remuneration Tribunal Act 2013 organisations to assist with staging COVID Safe\nproviding the Tribunal with the function to make commemorative events.\ndeterminations regarding additional staffing\nentitlements for cross bench members.  Continued to support the ongoing operation of the\nmemorial galleries at Anzac Square.\n Facilitated the commencement of the Strategic\nReview of the Integrity Commissioner.  Co-delivered The Oasis Townsville official\nopening on 9 June 2021, and the Queensland\n Led whole-of-government coordination and Government commitment of an additional $1\n Source: `annual-reports/2020-21.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- `annual-reports/2020-21.pdf` - annual-reports - local file\n- `annual-reports/2021-22.pdf` - annual-reports - local file\n- `annual-reports/2022-23.pdf` - annual-reports - local file\n- `annual-reports/2023-24.pdf` - annual-reports - local file\n- `annual-reports/2024-25.pdf` - annual-reports - local file\n- `strategies/OQPC_StrategicPlan_2020-2024.pdf` - strategies - local file\n- `strategies/OQPC_Strategic_Plan_2021-2025.pdf` - strategies - local file\n- `strategies/OQPC_Strategic_Plan_2022-2026.pdf` - strategies - local file\n- `strategies/OQPC_Strategic_Plan_2023-2027.pdf` - strategies - local file\n- `strategies/OQPC_Strategic_Plan_2024-2028.pdf` - strategies - local file\n- `strategies/dpc-strategic-plan-2020-2024.pdf` - strategies - local file\n- `strategies/strategicplan_0.pdf` - strategies - local file\n- `other-pdfs/Cook-20Labor-20Government.pdf` - other-pdfs - local file\n- `other-pdfs/appendix-1.pdf` - other-pdfs - local file\n- `other-pdfs/appendix-2.pdf` - other-pdfs - local file\n- `other-pdfs/appendix-4.pdf` - other-pdfs - local file\n- `other-pdfs/legislation-handbook.pdf` - other-pdfs - local file\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of the Premier and Cabinet - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:41:45.780050+00:00\n**Entity ID**: S-SA-010\n**Jurisdiction**: South Australia\n**Portfolio**: Premier\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: 66\n- Unique legislation references found: 145\n\n| Type | Count |\n|---|---:|\n| Act | 96 |\n| Regulation | 37 |\n| Standard | 12 |\n\n## Legislation References\n\n### Financial Accountability Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 58\n**Register search**: https://www.legislation.sa.gov.au/search?query=Financial+Accountability+Act+2009\n\n**Sources**:\n- `pages/annual-reports-index__00.html`\n- `pages/annual-reports-index__01.html`\n- `pages/annual-reports-index__02.html`\n- `pages/annual-reports-index__03.html`\n- `pages/annual-reports-index__04.html`\n- `pages/annual-reports-index__05.html`\n- `pages/annual-reports-index__08.html`\n- `pages/annual-reports-index__15.html`\n- `pages/annual-reports-index__23.html`\n- `pages/annual-reports-index__24.html`\n\n**Evidence contexts**:\n- trategic Plan 2024-2028\n(PDF, 539KB) and the\n2024-2025 Service Delivery Statement\n.\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nYou can download the full version:\nAnnual Report 2024–25\n(PDF, 24MB)\nFinancial Statements 2024-2025\n(PDF, 585KB)\nCopies of this report\nIf you have trouble viewing or printing this document, contact\n Source: `pages/annual-reports-index__00.html`\n- Strategic Plan 2023–2027\n(PDF, 539KB) and the\n2023–2024 Service Delivery Statement\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nYou can download the full version:\nAnnual Report 2023–24\n(PDF, 24MB)\nFinancial summary and statements\n(PDF, 2MB)\nCopies of this report\nIf you have trouble viewing or printing this document, contact\n Source: `pages/annual-reports-index__01.html`\n- Strategic Plan 2022-2026\n(PDF, 258KB) and the\n2022-23 Service Delivery Statement\n.\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nYou can download the full version:\nAnnual Report 2022–23\n(PDF, 2.6MB)\nFinancial summary and statements\n(PDF, 1.9MB)\nCopies of this report\nIf you have trouble viewing or printing this document, conta\n Source: `pages/annual-reports-index__02.html`\n- Strategic Plan 2021-2025\n(PDF, 258KB) and the\n2021-22 Service Delivery Statement\n.\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nCommunication objective\nLetter of compliance\nAbout the department\nDirector-General's report\nGovernment’s objectives for the community\nPolicy Advice and Coordination, and Cabinet Support\nEngagement a\n Source: `pages/annual-reports-index__03.html`\n- them, their cultures, and to their Elders, past, present and emerging.\nThis annual report provides information about the Department of the Premier and Cabinet’s financial and non-financial performance for 2021–2022. It has been prepared in accordance with the\nFinancial Accountability Act 2009\n.\nThe report records the significant achievements against the strategies and services detailed in the Department of the Premier and Cabinet’s 2021–2025 Strategic Plan, the Office of the Queensland Parliamentary Counsel’s\n2021–2025 Strategic Plan\nand the\n2021–\n Source: `pages/annual-reports-index__04.html`\n\n### Financial and Performance Management Standard 2019\n\n**Type**: Standard\n**Confidence**: high\n**Mentions**: 45\n**Register search**: https://www.legislation.sa.gov.au/search?query=Financial+and+Performance+Management+Standard+2019\n\n**Sources**:\n- `pages/annual-reports-index__00.html`\n- `pages/annual-reports-index__01.html`\n- `pages/annual-reports-index__02.html`\n- `pages/annual-reports-index__03.html`\n- `pages/annual-reports-index__05.html`\n- `pages/annual-reports-index__15.html`\n- `pages/annual-reports-index__20.html`\n- `pages/annual-reports-index__23.html`\n- `pages/annual-reports-index__25.html`\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- he\n2024-2025 Service Delivery Statement\n.\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nYou can download the full version:\nAnnual Report 2024–25\n(PDF, 24MB)\nFinancial Statements 2024-2025\n(PDF, 585KB)\nCopies of this report\nIf you have trouble viewing or printing this document, contact us and we will supply it in an alternative format.\nEmail\n:\n Source: `pages/annual-reports-index__00.html`\n- the\n2023–2024 Service Delivery Statement\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nYou can download the full version:\nAnnual Report 2023–24\n(PDF, 24MB)\nFinancial summary and statements\n(PDF, 2MB)\nCopies of this report\nIf you have trouble viewing or printing this document, contact us and we will supply it in an alternative format.\nEmail\n:\n Source: `pages/annual-reports-index__01.html`\n- the\n2022-23 Service Delivery Statement\n.\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nYou can download the full version:\nAnnual Report 2022–23\n(PDF, 2.6MB)\nFinancial summary and statements\n(PDF, 1.9MB)\nCopies of this report\nIf you have trouble viewing or printing this document, contact us and we will supply it in an alternative format.\nEmail\n Source: `pages/annual-reports-index__02.html`\n- the\n2021-22 Service Delivery Statement\n.\nIt also includes a checklist outlining the governance, performance and reporting obligations contained in the legislation.\nThe annual report is prepared in accordance with the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\n.\nCommunication objective\nLetter of compliance\nAbout the department\nDirector-General's report\nGovernment’s objectives for the community\nPolicy Advice and Coordination, and Cabinet Support\nEngagement and Events support\nGovernment support and advisory services\n Source: `pages/annual-reports-index__03.html`\n- ncy for the 2021–2022 financial year. That is, it reflects the structure, operations and performance of the agency as it now exists.\nWe certify that this annual report complies with the:\nprescribed requirements of the\nFinancial Accountability Act 2009 and the Financial and Performance Management Standard 2019\nrequirements set out in the\nLegislative Standards Act 1992\n, and\ndetailed requirements set out in the\nAnnual report requirements for Queensland Government agencies\n.\nA checklist outlining the annual reporting requirements can be found on pages 66–67 of this a\n Source: `pages/annual-reports-index__05.html`\n\n### Human Rights Act 2019\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 28\n**Register search**: https://www.legislation.sa.gov.au/search?query=Human+Rights+Act+2019\n\n**Sources**:\n- `pages/annual-reports-index__14.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- starter onboarding program and all employees are required to undertake refresher training every three years.\nGood Decision Making training was added to the DPC whole-of-department compliance training schedule and is offered to employees several times a year.\nHuman Rights Act 2019\nDuring 2021–2022, we embedded the provisions of the\nHuman Rights Act 2019\ninto standard business-as-usual activities to ensure that actions are taken, and decisions are made, which are compatible with human rights. Specific actions taken during 2021–2022 incl\n Source: `pages/annual-reports-index__14.html`\n- fresher training every three years.\nGood Decision Making training was added to the DPC whole-of-department compliance training schedule and is offered to employees several times a year.\nHuman Rights Act 2019\nDuring 2021–2022, we embedded the provisions of the\nHuman Rights Act 2019\ninto standard business-as-usual activities to ensure that actions are taken, and decisions are made, which are compatible with human rights. Specific actions taken during 2021–2022 include:\ndeveloped the COVID-19 vaccination requirements—1 William Street poli\n Source: `pages/annual-reports-index__14.html`\n- t actions are taken, and decisions are made, which are compatible with human rights. Specific actions taken during 2021–2022 include:\ndeveloped the COVID-19 vaccination requirements—1 William Street policy, consistent with the provisions and principles of the\nHuman Rights Act 2019\n, to support the safety and wellbeing of employees and visitors to 1 William Street.\ncoordinated delivery of Introduction to the Human Rights Act face-to-face training by the Queensland Human Rights Commission for the 2022 Policy Futures Graduates cohort (38\n Source: `pages/annual-reports-index__14.html`\n- and 30 June 2022.\nWe will continue to review our Human Rights Policy, considering the Queensland Human Rights Commission’s review of the\nAnti-Discrimination Act 1991\n, which was completed in July 2022 and following the statutory review of the operation of the\nHuman Rights Act 2019\n, which is required to occur after 1 July 2023.\nBusiness continuity, security and safety\nWe are responsible for ensuring the safety of staff and continuity of operations. We also have whole-of-government, external, statewide and national responsibilities depe\n Source: `pages/annual-reports-index__14.html`\n- ry new starter induction program and presentation to employees which\nall employees are required to undertake provided a broad overview of the Act\nrefresher training every three years. and the Human Rights Manager Toolkit,\nas well as the examination of various\nHuman Rights Act 2019 case studies.\n The Human Rights Act 2019 (the Act) took reviewed human resources policies and\no\neffect from 1 January 2020. To support the procedures, role descriptions and guides\nintroduction of the Act and in accordance with to ensure human rights were emb\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Legislative Standards Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 28\n**Register search**: https://www.legislation.sa.gov.au/search?query=Legislative+Standards+Act+1992\n\n**Sources**:\n- `pages/annual-reports-index__05.html`\n- `pages/annual-reports-index__13.html`\n- `pages/annual-reports-index__25.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- tions and performance of the agency as it now exists.\nWe certify that this annual report complies with the:\nprescribed requirements of the\nFinancial Accountability Act 2009 and the Financial and Performance Management Standard 2019\nrequirements set out in the\nLegislative Standards Act 1992\n, and\ndetailed requirements set out in the\nAnnual report requirements for Queensland Government agencies\n.\nA checklist outlining the annual reporting requirements can be found on pages 66–67 of this annual report.\nYours sincerely\nRachel Hunter\nDirector-Genera\n Source: `pages/annual-reports-index__05.html`\n- or agencies and access to legislation on the Queensland legislation website (\nwww.legislation.qld.gov.au\n).\nOQPC’s objective is to draft and provide access to Queensland legislation to the highest standard. OQPC was established as a statutory office under the\nLegislative Standards Act 1992\non 1 June 1992. Subject to the Premier, OQPC is controlled by the Queensland Parliamentary Counsel. The Office publishes its own strategic plan and annual report and is included as a service area in the DPC Service Delivery Statement each year.\nKey achievemen\n Source: `pages/annual-reports-index__13.html`\n- eflects the structure, operations and performance of the agency as it now exists.\nWe certify that this annual report complies with the:\nprescribed requirements of the\nFinancial Accountability Act 2009\nand the\nFinancial and Performance Management Standard 2019\nLegislative Standards Act 1992\n, and\ndetailed requirements set out in the\nAnnual report requirements for Queensland Government agencies\n.\nA checklist outlining the annual reporting requirements can be found on pages 98-99 of this annual report.\nYours sincerely\nRachel Hunter\nDirector-Genera\n Source: `pages/annual-reports-index__25.html`\n- cts the structure, operations and\nperformance of the agency as it now exists.\nWe certify that this annual report complies with the:\n• prescribed requirements of the Financial Accountability Act 2009 and the Financial and\nPerformance Management Standard 2019\n• Legislative Standards Act 1992, and\n• detailed requirements set out in the Annual report requirements for Queensland\nGovernment agencies.\nA checklist outlining the annual reporting requirements can be found on pages 98-99 of this\nannual report.\nYours sincerely\nRachel Hunter A D Keyes\nDirec\n Source: `annual-reports/2020-21.pages.jsonl`\n- ctor agencies and\naccess to legislation on the Queensland legislation website\n(www.legislation.qld.gov.au).\nOQPC’s objective is to draft and provide access to Queensland legislation to the highest standard. OQPC\nwas established as a statutory office under the Legislative Standards Act 1992 on 1 June 1992. Subject to\nthe Premier, OQPC is controlled by the Queensland Parliamentary Counsel. The Office publishes its own\nstrategic plan and annual report and is included as a service area in the DPC Service Delivery Statement\neach year.\nKey achievemen\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Statutory Instruments Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 22\n**Register search**: https://www.legislation.sa.gov.au/search?query=Statutory+Instruments+Act+1992\n\n**Sources**:\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- 1.7 Glossary\n3.4.4 Drafting instructions—specific requirements\n2 Policy development of a government Bill 3.5 Role of drafter\n3.5.1 Plain English\n2.1 The nature of policy\n3.5.2 Acts of general application—Acts Interpretation Act\n2.2 Is a new law needed?\n1954, Statutory Instruments Act 1992, Legislative\n2.2.1 Regulatory best practice principles\nStandards Act 1992 and Human Rights Act 2019\n2.3 Does the State have power to make the law?\n3.5.3 Examination for compliance with fundamental\n2.4 Bill or subordinate legislation? legislative principles\n2.\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- ther State officials, and proposals\nThe Queensland Legislation Handbook Governing Queensland page 10\n\n[page 13]\naffecting court or tribunal processes or resources. It should 2.12.8 Regulation-making power\nbe noted, for example, that an increase in the maximum\nThe Statutory Instruments Act 1992, particularly in sections\npenalty for an offence may have an effect on court resources\n21 to 31, provides for specific regulation-making powers.\nif that offence can no longer be dealt with summarily.\nFor example, section 22 provides that, if an Act authorises\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- Drafting instructions—general requirements\n• the Acts Interpretation Act 1954\nDrafting instructions should state:\n• the Legislative Standards Act 1992\n• the Reprints Act 1992 • the general purpose, objective or philosophy behind the\nlegislative proposal\n• the Statutory Instruments Act 1992\n• the main or basic concepts (‘Who and what are we\n• the Human Rights Act 2019\ntalking about?’)\n• current legislative regimes within their department\n• the main rules or objectives (‘What is the main or basic\n• similar regimes administered by other department\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- all legislation. Being familiar with these\nis involved is an update of fees in a fee schedule. However, provisions will result in clearer and more concise drafting.\nordinarily, there is no substitute for comprehensive drafting\ninstructions in narrative form. The Statutory Instruments Act 1992 clarifies the law about\nstatutory instruments, particularly in relation to the power\nto make statutory instruments. The expression ‘statutory\n3.5 Role of drafter\ninstrument’ is defined in detail in the Statutory Instruments\nThe drafting process is designed to\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- parliamentary consideration\nsubordinate legislation (see chapter 6.2)\n• to deal with rapidly changing or uncertain situations\n• is subject to the notification, tabling and disallowance\n• to allow for swift action in the case of an emergency. provisions of the Statutory Instruments Act 1992\n(see chapter 6.13)\nParticular meaning under the\n• is subject to scrutiny by the appropriate portfolio\nStatutory Instruments Act 1992\ncommittee (see chapter 6.14).\nThis handbook, however, uses the term ‘subordinate\nlegislation’ in a more particular sense, in a\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n\n### Acts Interpretation Act 1954\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 14\n**Register search**: https://www.legislation.sa.gov.au/search?query=Acts+Interpretation+Act+1954\n\n**Sources**:\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- reates a liability to a penalty, that should be made clear.\nHowever, it may not be necessary or desirable to create\nAn Act commences on the date of assent unless the Act\nan offence if other legislation already covers the intended\nexpressly provides otherwise (Acts Interpretation Act 1954,\noffence. In particular, if the Criminal Code provides for an\nsection 15A). Often, an Act will include specific arrangements\noffence, it is undesirable that another Act should erode its\nfor its commencement, for example by specifically stating\nnature as a com\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- lt with in\nwithin one year of the assent day automatically commences\nsummary proceedings.\non the next day, although a regulation may extend the\nperiod of one year by a further maximum period of one year Penalties in a Bill are presented as fines or, for more\n(Acts Interpretation Act 1954, section 15DA). Legislation serious offences, terms of imprisonment. Fines are generally\nmay not be commenced in a way that results in it having an expressed as a specified number of penalty units. See the\neffect different to that which Parliament intended wh\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- (Acts Interpretation Act,\n• whether or not the body represents the State\ns 48A(4)). Further, if a form is approved under an Act, strict\n• how appointments to the body are made\ncompliance with the form is not necessary and substantial\ncompliance is sufficient (Acts Interpretation Act 1954, • the status of employees of the body (for example,\ns 48A(1)). whether the Public Service Act 2008 applies) and whether\nparticular Acts of general application apply to the body,\nincluding, for example:\n2.12.6 National Competition Policy\n− Crime and Misconduc\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- body and a conflict of interest arises\ncontinue decisions, appointments or appeals or the right to\nbetween the two offices, it may be necessary to expressly\ndecide, appoint or appeal.\nauthorise such an appointment and provide for ways to\navoid the conflict.4 The Acts Interpretation Act 1954, part 6, contains standard\nprovisions applying to all legislative change. In deciding\nIf it is proposed that criminal history checks must or may be\nwhether specific transitional or savings provisions should be\nmade in relation to persons proposed to be appoin\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n- ocess and prepare for any\nstatement is made, the thing is to be done as soon as adjustment of delegations necessary for when the amending\npossible, and as often as the relevant occasion happens— Act commences. It should not be assumed that an existing\nsee the Acts Interpretation Act 1954, section 38(4). This can delegation, no matter how widely drawn, will still be effective\nsometimes be impractical to administer. to delegate the power as expanded or varied.\nThe Acts Interpretation Act 1954, section 27A provides for\n2.12.12 Transitional and s\n Source: `other-pdfs/legislation-handbook.pages.jsonl`\n\n### Queensland Independent Remuneration Tribunal Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 14\n**Register search**: https://www.legislation.sa.gov.au/search?query=Queensland+Independent+Remuneration+Tribunal+Act+2013\n\n**Sources**:\n- `pages/annual-reports-index__18.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- and activities,\n\nand entitlements to ‘significant travel fee’.\n+\nMember is a public sector employee and is not entitled to remuneration fees.\n<\nMember waived remuneration during reporting period.\nQueensland Independent Remuneration Tribunal\nAct or instrument\nQueensland Independent Remuneration Tribunal Act 2013\nFunctions\nTo review remuneration in connection with members and former members of the Legislative Assembly; review entitlements of cross bench members to additional staff members; and make determinations under the Queensland Independent Remuneration Tribunal\n Source: `pages/annual-reports-index__18.html`\n- nd Independent Remuneration Tribunal Act 2013\nFunctions\nTo review remuneration in connection with members and former members of the Legislative Assembly; review entitlements of cross bench members to additional staff members; and make determinations under the Queensland Independent Remuneration Tribunal Act 2013 about these matters.\nAchievements\nOn 30 March 2022, the Tribunal issued Determination 26/2022 following the Tribunal’s annual review of the allowances and entitlements for Members of Parliament and the entitlement of cross bench members to additional staff me\n Source: `pages/annual-reports-index__18.html`\n- nal issued Determination 26/2022 following the Tribunal’s annual review of the allowances and entitlements for Members of Parliament and the entitlement of cross bench members to additional staff members.\nFinancial reporting\nThe Tribunal is required under the\nQueensland Independent Remuneration Tribunal Act 2013\nto prepare and give to the Clerk of the Parliament a written report about the operations of the Tribunal during the financial year.\nRemuneration\nPosition\nName\nMeetings/\nsessions attendance\nApproved annual, sessional or daily fee\nApproved sub- committee fees i\n Source: `pages/annual-reports-index__18.html`\n- not required to attend a Prevention Council meeting in 2020–2021 financial year.\n#Member waived remuneration.\n*Member is a public sector employee and is not entitled to remuneration.\n93\n\n[page 98]\nQueensland Independent Remuneration Tribunal\nAct or instrument Queensland Independent Remuneration Tribunal Act 2013\nFunctions The role, functions and responsibilities of the Tribunal are to review remuneration in connection with\nMembers and former Members of the Legislative Assembly, to make determinations about remuneration\n(salary, allowances, and entitlements) and addit\n Source: `annual-reports/2020-21.pages.jsonl`\n- public sector employee and is not entitled to remuneration fees.\n< Member waived remuneration during reporting period.\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 54\n\n[page 105]\nQueensland Independent Remuneration Tribunal\nAct or instrument Queensland Independent Remuneration Tribunal Act 2013\nFunctions To review remuneration in connection with members and former members of the Legislative Assembly; review\nentitlements of cross bench members to additional staff members; and make determinations under the Queensland\nIndependent Remuneration Tribunal\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Public Sector Act 2022\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Sector+Act+2022\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- . The Ministerial portfolio of the\nPremier and Minister for the Olympic and Paralympic Games in 2022–2023 includes the following bodies:\n Public Sector Commission (Public Sector Commission’s name changed, effective 1 March 2023, in line with revisions\nto the Public Sector Act 2022)\n Office of the Queensland Integrity Commissioner was established 1 March 2023, in line with changes to the Integrity\nAct 2009\n Office of the Governor\n Queensland Audit Office\n Screen Queensland Pty Ltd\n Queensland Veterans’ Council (established under th\n Source: `annual-reports/2022-23.pages.jsonl`\n- m.\nthe report entitled A Fair and Responsive Public\nService for All.  Continue to provide whole-of-government\ncoordination and advice on the parliamentary\n Developed and facilitated the introduction of a new\nlegislative program, parliamentary processes, and\nPublic Sector Act 2022 (effective 1 March 2023),\nprocedures.\nwhich provides a modern, employee-focused\nframework for the Queensland public sector,  Continue to lead whole-of-government processes for\nsupporting the government’s commitment to being the implementation, monitoring and\n Source: `annual-reports/2022-23.pages.jsonl`\n- newed focus on soft\nskills underpinning effective management.  Delivered a comprehensive Capability Development\nProgram to support professional learning and career\n Reviewed and updated the Human Resources\ndevelopment.\nDelegations Manual, to reflect the new Public Sector\nAct 2022.  Continued to build employee capability with the\nEmployee Development Program, focused on\n Onboarded 41 graduates for the 2023 Policy Futures\nindividual contribution to building organisational\nGraduate Program. Coordinated the end-to-end\nculture and person\n Source: `annual-reports/2022-23.pages.jsonl`\n- Conduct training is also included in DPC’s\nresources and initiatives that support overall mandatory, new starter onboarding program, and all\nwellbeing. employees are required to undertake refresher\ntraining every three years.\n Continue implementation of the Public Sector Act\n2022 and associated directives and guidelines.  Good Decision Making training is part of the DPC\nwhole-of-department compliance training schedule\n Continue implementation of Managing the risk of\nand is offered to employees several times a year.\npsychosocial haza\n Source: `annual-reports/2022-23.pages.jsonl`\n- ocedures to ensure\nQueensland Human Rights Commission for the human rights considerations are embedded in\n2022 Policy Futures Graduates cohort (38 human resource processes and practices, in\nemployees), and provided access to the Human conjunction with the new Public Sector Act 2022\nRights Commission’s Public Entities and the and associated directives.\nQueensland Human Rights Act 2019 online\nDPC received no human rights complaints in relation to\ntraining program, through the department’s\nDPC actions or activities between 1 July 2022 and\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Public Service Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Service+Act+2008\n\n**Sources**:\n- `pages/annual-reports-index__09.html`\n- `pages/annual-reports-index__29.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- c sector employment laws conducted by Peter Bridgman and the report entitled\nA Fair and Responsive Public Service for All\n.\nProgressing stage two of the legislative reforms during 2022. This includes development of new public sector legislation to replace the\nPublic Service Act 2008\n. The new legislation will modernise and integrate the Queensland public sector by facilitating cross-sectoral approaches and fostering collective governance.\nThe new public sector act will extend consistent employment arrangements beyond the public service t\n Source: `pages/annual-reports-index__09.html`\n- by eleven new or amended directives made on 25 September 2020, relating to employment security and positive performance management.\nStage two of legislative reforms are progressing during 2021, which includes developing a new public sector act to replace the Public Service Act 2008, developing a new code of conduct as part of a broader review of the public sector ethics framework, and modernising and unifying the Queensland public sector by facilitating cross-sectoral approaches and fostering collective governance.g collective governanc\n Source: `pages/annual-reports-index__29.html`\n- ment and Whole of Government Consolidated Financial Statements, which are published as part of Queensland\nTreasury’s Report on State Finances.\nRemuneration for the department's other KMP is set by the Queensland Public Service Commission as provided under the\nPublic Service Act 2008. Individual remuneration and other terms of employment (including motor vehicle entitlements and\nperformance payments if applicable) are specified in employment contracts.\nRemuneration expenses for KMP comprise the following components:\n1. Short term employee\n Source: `annual-reports/2020-21.pages.jsonl`\n- Premier and Cabinet\nNotes to the Financial Statements\nfor the year ended 30 June 2021\nG2: Basis of Financial Statement Preparation\nG2-1: General Information\nThe Department of the Premier and Cabinet is a Queensland Government Department established under the Public Service Act\n2008. The department is controlled by the State of Queensland which is the ultimate parent. The head office and principal place\nof business of the department is 1 William Street, Brisbane QLD 4000. These financial statements cover the Department of the\nPremier and\n Source: `annual-reports/2020-21.pages.jsonl`\n- ded 30 June 2022\nSection A: Notes about the Department and this Financial Report\nA1: Basis of Financial Statement Preparation\nA1-1: General Information\nThe Department of the Premier and Cabinet (DPC) is a Queensland Government Department established under the Public\nService Act 2008. The department is controlled by the State of Queensland which is the ultimate parent. The head office\nand principal place of business of the department is 1 William Street, Brisbane QLD 4000. These financial statements cover\nthe Department of the Premier and\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Public Records Act 2002\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Records+Act+2002\n\n**Sources**:\n- `pages/annual-reports-index__15.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- ake Report recommendations. As noted in the\nGovernment’s Response to the Committee’s Report\n, some recommendations of the Yearbury Report will be considered in conjunction with the recommendations of the Coaldrake Report.\nInformation systems and recordkeeping\nThe\nPublic Records Act 2002\nand the department’s\nRecords Governance Policy\nmandate that the department capture, create, manage, and dispose of public records in accordance with Queensland State Archives-approved disposal authorities. The department’s records are efficiently managed thro\n Source: `pages/annual-reports-index__15.html`\n- r training is available online through\nPlan, to align with the department’s strategic\ntraining modules. The department’s policy\nand operational plans, with a focus on cyber\napplies to all public records as defined by the\nsecurity and innovative initiatives to\nPublic Records Act 2002.\nstreamline and improve existing processes\nwithin the department.\nA substantial percentage of records are received\nelectronically and managed through internal\n Enhanced visibility of active and anticipated\nelectronic approval processes. Several\nprojects and\n Source: `annual-reports/2020-21.pages.jsonl`\n- s commitment to the full\nimplementation of the whole-of-government\nInformation Security Management System\n(ISMS). This involves defining, implementing,\nand applying appropriate controls to safeguard\nconfidentiality, integrity, and availability of\ninformation.\nThe Public Records Act 2002 and the\ndepartment’s Records Governance Policy\nmandate that the department capture, create,\nmanage, and dispose of public records in\n34\n\n[page 39]\nFuture directions for 2021–2022  Continue to investigate, identify, and\nremediate potential single points of fa\n Source: `annual-reports/2020-21.pages.jsonl`\n- supports-\nin-principle all recommendations of the Committee and\nYearbury Reports.\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 39\n\n[page 40]\nInformation systems and recordkeeping the delivery of specialist recordkeeping training, as\nrequired.\nThe Public Records Act 2002 and the department’s\nA substantial percentage of records are created and\nRecords Governance Policy mandate that the\ncaptured electronically and managed through approval\ndepartment capture, create, manage, and dispose of\nprocesses codified within the business\n Source: `annual-reports/2021-22.pages.jsonl`\n- usiness resilience\nlearnings into the department’s business to support\nthe Premier and Cabinet in preparedness, response\nand recovery activities.\nAnnual Report 2022–2023\nDepartment of the Premier and Cabinet 34\n\n[page 34]\nInformation systems and recordkeeping\nThe Public Records Act 2002 and the department’s A substantial percentage of records are created and\nRecords Governance Policy mandate that the captured electronically and managed through approval\ndepartment captures, creates, manages, and disposes of processes codified within the busin\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### FAA Financial Accountability Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.sa.gov.au/search?query=FAA+Financial+Accountability+Act+2009\n\n**Sources**:\n- `pages/annual-reports-index__22.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- atements\nCertification of financial statements\nFAA – section 62\nFPMS – sections 38, 39 and 46\nARRs – section 17.1\nFinancial statements 2021–2022\nIndependent Auditor’s Report\nFAA – section 62\nFPMS – section 46\nARRs – section 17.2\nFinancial statements 2021–2022\nFAA\nFinancial Accountability Act 2009\nFPMS\nFinancial and Performance Management Standard 2019\nARRs\nAnnual report requirements for Queensland Government agencies\nLast updated:\n3 November, 2024\nLast reviewed:\n25 January, 2023\nBack to top\n Source: `pages/annual-reports-index__22.html`\n- ents o Certification of financial FAA – section 62 Financial statements 2020–2021\nstatements\nFPMS – sections 38, 39\nand 46\nARRs – section 17.1\no Independent Auditor’s FAA – section 62 Financial statements 2020–2021\nReport\nFPMS – section 46\nARRs – section 17.2\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nARRs Annual report requirements for Queensland Government agencies\n99\n Source: `annual-reports/2020-21.pages.jsonl`\n- atements Certification of financial FAA – section 62 Financial statements 2021–2022\nstatements FPMS – sections 38, 39 and 46\nARRs – section 17.1\nIndependent Auditor’s Report FAA – section 62 Financial statements 2021–2022\nFPMS – section 46\nARRs – section 17.2\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nARRs Annual report requirements for Queensland Government agencies\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 67\n Source: `annual-reports/2021-22.pages.jsonl`\n- atements Certification of financial FAA – section 62 Financial statements 2022–2023\nstatements FPMS – sections 38, 39 and 46\nARRs – section 17.1\nIndependent Auditor’s Report FAA – section 62 Financial statements 2022–2023\nFPMS – section 46\nARRs – section 17.2\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nARRs Annual report requirements for Queensland Government agencies\nAnnual Report 2022–2023\nDepartment of the Premier and Cabinet 64\n Source: `annual-reports/2022-23.pages.jsonl`\n- ements 2023–2024\nstatements FPMS – sections 38, 39 and 46\nARRs – section 17.1\nIndependent Auditor’s Report FAA – section 62 Financial statements 2023–2024\nFPMS – section 46\nARRs – section 17.2\nARRs Annual report requirements for Queensland Government agencies\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 54\n\n[page 103]\nGlossary of terms\nAASB Australian Accounting Standards Board MOG Machinery of government\nAO Officer of the Order NAIDOC Nation\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Public Sector Ethics Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Sector+Ethics+Act+1994\n\n**Sources**:\n- `pages/annual-reports-index__14.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nd into the future.\nDevelop and implement a ‘manager essentials’ program to complement the Manager Induction and Management Development Program to increase understanding of roles and responsibilities with a focus on governance and public sector best practice.\nPublic Sector Ethics Act 1994\nDPC continues to support the\nPublic Sector Ethics Act 1994\nprinciples and build a strong and accountable workforce through ongoing training to all employees, including completion of Code of Conduct training 2021–2022, all of which was delivered through the de\n Source: `pages/annual-reports-index__14.html`\n- ials’ program to complement the Manager Induction and Management Development Program to increase understanding of roles and responsibilities with a focus on governance and public sector best practice.\nPublic Sector Ethics Act 1994\nDPC continues to support the\nPublic Sector Ethics Act 1994\nprinciples and build a strong and accountable workforce through ongoing training to all employees, including completion of Code of Conduct training 2021–2022, all of which was delivered through the department’s online learning management system.\nCode of Condu\n Source: `pages/annual-reports-index__14.html`\n- across the Queensland public sector.  Develop a recruitment and selection online toolkit\nincluding the repositioning of the employee\n Prioritise employee health, safety, and wellbeing induction program.\nthrough the Be Healthy, Be Safe, Be Well\n24\n\n[page 29]\nPublic Sector Ethics Act 1994\ncoordinated delivery of ‘Introduction to\no\n DPC continued to support the principles the Human Rights Act’ face-to-face\nidentified under the Public Sector Ethics Act training by the Queensland Human\n1994 and build a strong and accountable Rights Commission fo\n Source: `annual-reports/2020-21.pages.jsonl`\n- uplift project to\nbuild capability and upskill business support officers\n Develop and embed DPC’s Employee Value by providing access to support, resources, training\nProposition. and networking opportunities.\n Develop the Strategic Workforce Plan 2024–2028. Public Sector Ethics Act 1994\n Onboard the 2024 Policy Futures Graduates and  DPC continues to support the Public Sector Ethics\ndesign programs that build policy capability across Act 1994 principles and build a strong and\nthe Queensland public sector for the 2022, 2023 and accountable\n Source: `annual-reports/2022-23.pages.jsonl`\n- of all employees and recruitment and\nretention of Aboriginal employees and Torres\nStrait Islander employees\n− unifying our approach to wellbeing, mental\nhealth and mental ill health.\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 27\n\n[page 29]\nPublic Sector Ethics Act 1994 Human Rights Act 2019\n DPC recognises the importance of the ethics\nDuring 2023–2024, DPC continued to embed the\nprinciples contained in the Public Sector Ethics Act\nprovisions of the Human Rights Act 2019 (the Act) into\n1994 and builds and maintains a strong\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Anzac Day Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.sa.gov.au/search?query=Anzac+Day+Act+1995\n\n**Sources**:\n- `pages/annual-reports-index__18.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- Boards and committees - Annual Report 2018-19 - The Department of the Premier and Cabinet\n\nAnnual reports\nBoards and committees\nAnzac Day Trust\nAct or instrument\nAnzac Day Act 1995\nFunctions\nLegislation was passed in 1964 that allowed places of public entertainment and amusement to trade on the afternoon\nand evening of Anzac Day. This signalled the end of an era in which Anzac Day was a ‘closed day’ and business\ntrading was very restric\n Source: `pages/annual-reports-index__18.html`\n- 0 $150 daily N/A $0\nMember Emily De La Pena 0 $150 daily N/A $0\nMember Elloise Waite 0 $150 daily N/A $0\nNo. scheduled 0\nmeetings/sessions\nTotal out of pocket $0\nexpenses\n*The Committee ceased on 3 October 2020.\n90\n\n[page 95]\nAnzac Day Trust\nAct or instrument Anzac Day Act 1995\nFunctions Legislation was passed in 1964 that allowed places of public entertainment and amusement to trade on the\nafternoon and evening of Anzac Day. This signalled the end of an era in which Anzac Day was a ‘closed day’\nand business trading was very restric\n Source: `annual-reports/2020-21.pages.jsonl`\n- 349 staff were employed under the Act for the financial year ending 30 June 2022, with 245 staff employed as\nat 30 June 2022.\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 51\n\n[page 102]\nBoards and committees\nAnzac Day Trust\nAct or instrument Anzac Day Act 1995\nFunctions Legislation was passed in 1964 that allowed places of public entertainment and amusement to trade on the afternoon\nand evening of Anzac Day. This signalled the end of an era in which Anzac Day was a ‘closed day’ and business\ntrading was very restric\n Source: `annual-reports/2021-22.pages.jsonl`\n- Transactions and Balances\nThe Anzac Day Trust (Trust) was established in 1964 to give financial support to those institutions and associations which\nprovide financial assistance to ex-seivice personnel and their dependants.\nOn 14 April 2023 section 34 of the Anzac Day Act 1995 came into effect and the Trust was abolished along with the former\nBoard. The functions of the former Trust under the Anzac Day Act 1995 are, from this date, carried out by the Queensland\nVeterans' Council (the council) through the Anzac Day Trust Fund (the F\n Source: `annual-reports/2022-23.pages.jsonl`\n- ations which\nprovide financial assistance to ex-seivice personnel and their dependants.\nOn 14 April 2023 section 34 of the Anzac Day Act 1995 came into effect and the Trust was abolished along with the former\nBoard. The functions of the former Trust under the Anzac Day Act 1995 are, from this date, carried out by the Queensland\nVeterans' Council (the council) through the Anzac Day Trust Fund (the Fund). As a consequence, the assets and liabilities\nof the former Trust became the assets and liabilities of the council.\nAs a result of t\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### FPMS Financial and Performance Management Standard 2019\n\n**Type**: Standard\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.sa.gov.au/search?query=FPMS+Financial+and+Performance+Management+Standard+2019\n\n**Sources**:\n- `pages/annual-reports-index__22.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- atements\nFAA – section 62\nFPMS – sections 38, 39 and 46\nARRs – section 17.1\nFinancial statements 2021–2022\nIndependent Auditor’s Report\nFAA – section 62\nFPMS – section 46\nARRs – section 17.2\nFinancial statements 2021–2022\nFAA\nFinancial Accountability Act 2009\nFPMS\nFinancial and Performance Management Standard 2019\nARRs\nAnnual report requirements for Queensland Government agencies\nLast updated:\n3 November, 2024\nLast reviewed:\n25 January, 2023\nBack to top\n Source: `pages/annual-reports-index__22.html`\n- – section 62 Financial statements 2020–2021\nstatements\nFPMS – sections 38, 39\nand 46\nARRs – section 17.1\no Independent Auditor’s FAA – section 62 Financial statements 2020–2021\nReport\nFPMS – section 46\nARRs – section 17.2\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nARRs Annual report requirements for Queensland Government agencies\n99\n Source: `annual-reports/2020-21.pages.jsonl`\n- A – section 62 Financial statements 2021–2022\nstatements FPMS – sections 38, 39 and 46\nARRs – section 17.1\nIndependent Auditor’s Report FAA – section 62 Financial statements 2021–2022\nFPMS – section 46\nARRs – section 17.2\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nARRs Annual report requirements for Queensland Government agencies\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 67\n Source: `annual-reports/2021-22.pages.jsonl`\n- A – section 62 Financial statements 2022–2023\nstatements FPMS – sections 38, 39 and 46\nARRs – section 17.1\nIndependent Auditor’s Report FAA – section 62 Financial statements 2022–2023\nFPMS – section 46\nARRs – section 17.2\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nARRs Annual report requirements for Queensland Government agencies\nAnnual Report 2022–2023\nDepartment of the Premier and Cabinet 64\n Source: `annual-reports/2022-23.pages.jsonl`\n- tions 38, 39 and 46\nARRs – section 17.1\nIndependent Auditor’s Report FAA – section 62 Financial statements 2023–2024\nFPMS – section 46\nARRs – section 17.2\nARRs Annual report requirements for Queensland Government agencies\nFAA Financial Accountability Act 2009\nFPMS Financial and Performance Management Standard 2019\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 54\n\n[page 103]\nGlossary of terms\nAASB Australian Accounting Standards Board MOG Machinery of government\nAO Officer of the Order NAIDOC National Aborigines and Islanders Day\nObservance Committee\nALC\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Queensland Audit Office Auditor-General Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.sa.gov.au/search?query=Queensland+Audit+Office+Auditor-General+Act+2009\n\n**Sources**:\n- `pages/annual-reports-index__17.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- rt prepared\nOrganising Committee for the Brisbane 2032\nOlympic and Paralympic Games\nBrisbane Olympic and Paralympic\nGames Arrangements Act 2021\nSeparate annual report prepared\n*\nPublic Service Commission\nPublic Service Act 2008\nSeparate annual report prepared\nQueensland Audit Office\nAuditor-General Act 2009\nSeparate annual report prepared\nQueensland Independent Remuneration Tribunal\nQueensland Independent Remuneration Tribunal Act 2013\nSeparate annual report prepared and see boards and committees section\nQueensland Integrity Commissioner\nIntegrity Act 2009\nSepar\n Source: `pages/annual-reports-index__17.html`\n- Separate annual report prepared\nOffice of the Queensland Parliamentary Legislative Standards Act 1992 Included in DPC’s annual report and\nCounsel separate annual report prepared\nPublic Service Commission Public Service Act 2008 Separate annual report prepared\nQueensland Audit Office Auditor-General Act 2009 Separate annual report prepared\nQueensland Independent Remuneration Queensland Independent Separate annual report prepared\nTribunal Remuneration Tribunal Act and see boards and committees\nsection\n2013\nQueensland Integrity Commissioner Integrity Act 2009 Separ\n Source: `annual-reports/2020-21.pages.jsonl`\n- ort prepared\nOrganising Committee for the Brisbane 2032 Brisbane Olympic and Paralympic Separate annual report prepared*\nOlympic and Paralympic Games Games Arrangements Act 2021\nPublic Service Commission Public Service Act 2008 Separate annual report prepared\nQueensland Audit Office Auditor-General Act 2009 Separate annual report prepared\nQueensland Independent Remuneration Queensland Independent Separate annual report prepared and see\nTribunal Remuneration Tribunal Act 2013 boards and committees section\nQueensland Integrity Commissioner Integrity Act 2009 Separ\n Source: `annual-reports/2021-22.pages.jsonl`\n- port prepared\nOlympic and Paralympic Games Games Arrangements Act 2021\nPublic Sector Commission Public Sector Act 2022 Separate annual report prepared\nPublic Sector Governance Council Public Sector Act 2022 Included in Public Sector Commission’s\nannual report\nQueensland Audit Office Auditor-General Act 2009 Separate annual report prepared\nQueensland Independent Remuneration Queensland Independent Separate annual report prepared and see\nTribunal Remuneration Tribunal Act 2013 boards and committees section\nOffice of the Queensland Integrity Integrity Act 2009 Sepa\n Source: `annual-reports/2022-23.pages.jsonl`\n- ded in DPC’s annual report and\nCounsel separate annual report prepared\nPublic Sector Commission Public Sector Act 2022 Separate annual report prepared\nPublic Sector Governance Council Public Sector Act 2022 Included in Public Sector Commission’s\nannual report\nQueensland Audit Office Auditor-General Act 2009 Separate annual report prepared\nQueensland Independent Remuneration Queensland Independent Separate annual report prepared and see\nTribunal Remuneration Tribunal Act 2013 boards and committees section\nOffice of the Queensland Integrity Integrity Act 2009 Sepa\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Queensland Plan Act 2014\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.sa.gov.au/search?query=Queensland+Plan+Act+2014\n\n**Sources**:\n- `pages/annual-reports-index__18.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ith the Committee of the Legislative Assembly, and one meeting with\nthe Clerk of Parliament)\nTotal out of pocket expenses\nNIL\n*\nIncludes fees for meeting attended during 2020–2021 financial year.\nQueensland Plan Ambassadors Council (Council)\nAct or instrument\nQueensland Plan Act 2014\nFunctions\nThe Council fosters community engagement and shared responsibility for achieving the long-term vision and goals of\n\n the\nQueensland Plan\n. Ambassadors on the Council serve as champions of the plan and encourage industry, business\n\n and community org\n Source: `pages/annual-reports-index__18.html`\n- Patrick Weller 8 $400 meeting fee N/A $3200\nNo. scheduled 8\nmeetings/sessions\nTotal out of pocket $213**\nexpenses\n* Excluding superannuation\n** Out of pocket expenses included parking costs\n.\n94\n\n[page 99]\nQueensland Plan Ambassadors Council\nAct or instrument Queensland Plan Act 2014\nFunctions The Council fosters community engagement and shared responsibility for achieving the long-term vision\nand goals of the Queensland Plan. Ambassadors on the Council serve as champions of the Plan and\nencourage industry, business and community organisa\n Source: `annual-reports/2020-21.pages.jsonl`\n- k of Parliament)\nTotal out of pocket NIL\nexpenses\n*Includes fees for meeting attended during 2020–2021 financial year.\nAnnual Report 2021-2022\nDepartment of the Premier and Cabinet 55\n\n[page 106]\nQueensland Plan Ambassadors Council (Council)\nAct or instrument Queensland Plan Act 2014\nFunctions The Council fosters community engagement and shared responsibility for achieving the long-term vision and goals of\nthe Queensland Plan. Ambassadors on the Council serve as champions of the plan and encourage industry, business\nand community organisa\n Source: `annual-reports/2021-22.pages.jsonl`\n- r the meeting/session attended but not paid during\nthe 2022–2023 financial year will be captured in the 2023–2024 annual report.\nAnnual Report 2022–2023\nDepartment of the Premier and Cabinet 59\n\n[page 108]\nQueensland Plan Ambassadors Council\nAct or instrument Queensland Plan Act 2014\nFunctions The Queensland Plan Ambassadors Council (Council) fosters community engagement and shared responsibility for\nachieving the long-term vision and goals of the Queensland Plan (the Plan).\nAmbassadors on the Council serve as champions of the Plan and en\n Source: `annual-reports/2022-23.pages.jsonl`\n- etings/sessions\nTotal out-of-pocket Not applicable\nexpenses\n* Includes fees for meeting attended during 2022–2023 financial year.\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 49\n\n[page 98]\nQueensland Plan Ambassadors Council\nAct or instrument Queensland Plan Act 2014\nFunctions The Queensland Plan Ambassadors Council (Council) fosters community engagement and shared responsibility for\nachieving the long-term vision and goals of The Queensland Plan.\nAmbassadors on the Council serve as champions of The Queensland Plan and en\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Act and the Financial and Performance Management Standard 2019\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.sa.gov.au/search?query=Act+and+the+Financial+and+Performance+Management+Standard+2019\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- to the establishment and\nkeeping of accounts were complied with in all material respects.\nPrescribed requirements scope\nThe prescribed requirements for the establishment and keeping of accounts are contained in\nthe Financial Accountability Act 2009, any other Act and the Financial and Performance\nManagement Standard 2019. The applicable requirements include those for keeping financial\nrecords that correctly record and explain the department's transactions and account\nbalances to enable the preparation of a true and fair financial report.\n20 August 2021\nBrendan Worrall Queensl\n Source: `annual-reports/2020-21.pages.jsonl`\n- to the establishment and keeping\nof accounts were complied with in all material respects.\nPrescribed requirements scope\nThe prescribed requirements for the establishment and keeping of accounts are contained in\nthe Financial Accountability Act 2009, any other Act and the Financial and Performance\nManagement Standard 2019. The applicable requirements include those for keeping financial\nrecords that correctly record and explain the department's transactions and account\nbalances to enable the preparation of a true and fair financial report.\n30 August 2022\nBrendan Worrall Queensl\n Source: `annual-reports/2021-22.pages.jsonl`\n- to the establishment and\nkeeping of accounts were complied with in all material respects.\nPrescribed requirements scope\nThe prescribed requirements for the establishment and keeping of accounts are contained in\nthe Financial Accountability Act 2009, any other Act and the Financial and Performance\nManagement Standard 2019. The applicable requirements include those for keeping financial\nrecords that correctly record and explain the department's transactions and account\nbalances to enable the preparation of a true and fair financial report.\n29 August 2023\nBrendan Worrall Queensl\n Source: `annual-reports/2022-23.pages.jsonl`\n- to the establishment and\nkeeping of accounts were complied with in all material respects.\nPrescribed requirements scope\nThe prescribed requirements for the establishment and keeping of accounts are contained in\nthe Financial Accountability Act 2009, any other Act and the Financial and Performance\nManagement Standard 2019. The applicable requirements include those for keeping financial\nrecords that correctly record and explain the department's transactions and account\nbalances to enable the preparation of a true and fair financial report.\n28 August 2024\nRachel Vagg Queensland\n Source: `annual-reports/2023-24.pages.jsonl`\n- to the establishment and\nkeeping of accounts were complied with in all material respects.\nPrescribed requirements scope\nThe prescribed requirements for the establishment and keeping of accounts are contained in\nthe Financial Accountability Act 2009, any other Act and the Financial and Performance\nManagement Standard 2019. The applicable requirements include those for keeping financial\nrecords that correctly record and explain the department's transactions and account\nbalances to enable the preparation of a true and fair financial report.\n27 August 2025\nRachel Vagg Queensland\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Anti-Discrimination Act 1991\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.sa.gov.au/search?query=Anti-Discrimination+Act+1991\n\n**Sources**:\n- `pages/annual-reports-index__14.html`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `other-pdfs/legislation-handbook.pages.jsonl`\n\n**Evidence contexts**:\n- processes and practices.\nreceived no human rights complaints in relation to DPC actions or activities between 1 July 2021 and 30 June 2022.\nWe will continue to review our Human Rights Policy, considering the Queensland Human Rights Commission’s review of the\nAnti-Discrimination Act 1991\n, which was completed in July 2022 and following the statutory review of the operation of the\nHuman Rights Act 2019\n, which is required to occur after 1 July 2023.\nBusiness continuity, security and safety\nWe are responsible for ensuring the safety of staff an\n Source: `pages/annual-reports-index__14.html`\n- ion to the\nHuman Rights Act face-to-face t\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "an informed and influential department that delivers for Queenslanders. [CP p.11]", "vision_source_page": 11, "purposes": "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "purposes_source_page": 11, "how_we_deliver": "We work together and with others to achieve great outcomes. [CP p.11]", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "Safety where you live", "source_page": 6 }, { "text": "Health services when you need them", "source_page": 6 }, { "text": "A better lifestyle through a stronger economy", "source_page": 6 }, { "text": "A plan for Queensland’s future", "source_page": 6 } ], "outcomes": [ { "name": "Outcome 1: Government Decision Support", "description": "Provide outstanding strategic policy advice and insights to support government decisions on key social, economic, law and justice, environment and planning policy.", "key_activities": [ "Delivering strategic advice to Cabinet and Cabinet coordination and advice on parliamentary processes and procedures.", "Supporting line agencies in the development of evidence-based policy, legislative reform, and delivery of key policy initiatives across all government portfolios." ], "source_page": 13 }, { "name": "Outcome 2: Government Service Delivery Implementation Support", "description": "Improve outcomes in existing programs and implement new and improved approaches to drive delivery of the government’s priorities and objectives.", "key_activities": [ "Continued to work with partner agencies to improve the delivery of key services and priorities, including in housing and reducing victims of crime.", "Continued to explore opportunities to support agencies to deliver improved services for Queensland communities." ], "source_page": 15 }, { "name": "Outcome 3: Governance Support and Advisory Services", "description": "Provide policy and operational advice and support to the Premier and the public sector in relation to constitutional, executive government, and machinery-of-government matters.", "key_activities": [ "Supported the implementation of new policy requirements arising from the Information Privacy and Other Legislation Amendment Act 2023, which commenced on 1 July 2025.", "Provided advice to government agencies on the Guidelines on the Caretaker Conventions for the 2024 State General Election and led the coordination of incoming government briefs." ], "source_page": 17 }, { "name": "Outcome 4: Engagement and Events Support", "description": "Lead whole-of-government strategic communication and engagement to enhance the government’s profile and to communicate with all Queenslanders.", "key_activities": [ "Delivered best-practice communication and media services as well as capability development through ongoing leadership of the Heads of Communication Network, Heads of Media Network and associated specialist subcommittees.", "Designed and delivered communication and media activities, campaigns, and strategies to engage and inform Queenslanders." ], "source_page": 18 }, { "name": "Outcome 5: Legislative Drafting and e-Publishing", "description": "Provide drafting and e-publishing services for Queensland legislation.", "key_activities": [ "Pursued excellence in legislative drafting and access to legislation by adopting best practice to ensure Queensland legislation is easy to find, understand and use, and maintaining open data arrangements.", "Significant legislation drafted and introduced within the reporting period included: Making Queensland Safer (Adult Crime, Adult Time) Amendment Bill 2025." ], "source_page": 21 } ], "values": [ "Bold but faithful", "Listen and lead", "Lift each other up", "An accountable and effective government", "An informed and connected Queensland." ], "values_framework_name": "DPC Strategic Plan 2024–2028", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Cabinet and Cabinet Committee processes", "target": "Stability or improvement", "source_page": 13 }, { "code": "CCE02", "measure": "Disaster management and counter-terrorism arrangements", "target": "Best-practice", "source_page": 13 }, { "code": "CCE03", "measure": "Service delivery across government portfolios", "target": "Improvement", "source_page": 15 }, { "code": "CCE04", "measure": "Policy reform and legislative reform", "target": "On-time delivery", "source_page": 15 }, { "code": "CCE05", "measure": "Crisis communication preparedness, training, and response", "target": "Proactive and whole-of-government approach", "source_page": 13 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Cabinet and Cabinet Committee processes", "result": "Mostly achieved", "status": "Mostly achieved", "source_page": 51 }, { "code": "CCE02", "measure": "Disaster management and counter-terrorism arrangements", "result": "Best-practice", "status": "Best-practice", "source_page": 51 }, { "code": "CCE03", "measure": "Service delivery across government portfolios", "result": "Partially achieved", "status": "Partially achieved", "source_page": 51 }, { "code": "CCE04", "measure": "Policy reform and legislative reform", "result": "On-time delivery", "status": "On-time delivery", "source_page": 51 }, { "code": "CCE05", "measure": "Crisis communication preparedness, training, and response", "result": "Proactive and whole-of-government approach", "status": "Proactive and whole-of-government approach", "source_page": 51 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "[Page 117]\nSummary of requirement Basis for requirement Annual report reference\nHuman Rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation Security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "[Page 117]\nSummary of requirement Basis for requirement Annual report reference\nHuman Rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation Security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.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" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "[Page 74]\nDepartment of the Premier and Cabinet\nNotes to the Financial Statements\nfor the year ended 30 June 2021\nSection F: Notes about our Administered Activities\nF1: Schedule of Administered Income, Expenses, Assets and Liabilities\nF1-1: 2020-21 Financial Information\nMinisterial\nOffices and\nOffice of the Former Queensland Trade and\nLeader of the Governor's Veterans Investment Screen\nOpposition Pension Council Queensland Queensland Total\n$'000 $'000 $'000 $'000 $'000 $'000\nAdministered Revenues\nAppropriation revenue (Note F1-4) (1) 50,027 - - 45,935 48,582 144,544\nOther revenue 154 - - - - 154\nTotal Administered Revenues 50,181 - - 45,935 48,582 144,698\nAdministered Expenses\nEmployee expenses 33,077 - - - - 33,077\nSupplies and services 16,716 - - - - 16,716\nGrants and subsidies (Note F1-3) - - - 45,935 48,582 94,517\nDepreciation and amortisation 228 - - - - 228", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 74]\nDepartment of the Premier and Cabinet\nNotes to the Financial Statements\nfor the year ended 30 June 2021\nSection F: Notes about our Administered Activities\nF1: Schedule of Administered Income, Expenses, Assets and Liabilities\nF1-1: 2020-21 Financial Information\nMinisterial\nOffices and\nOffice of the Former Queensland Trade and\nLeader of the Governor's Veterans Investment Screen\nOpposition Pension Council Queensland Queensland Total\n$'000 $'000 $'000 $'000 $'000 $'000\nAdministered Revenues\nAppropriation revenue (Note F1-4) (1) 50,027 - - 45,935 48,582 144,544\nOther revenue 154 - - - - 154\nTotal Administered Revenues 50,181 - - 45,935 48,582 144,698\nAdministered Expenses\nEmployee expenses 33,077 - - - - 33,077\nSupplies and services 16,716 - - - - 16,716\nGrants and subsidies (Note F1-3) - - - 45,935 48,582 94,517\nDepreciation and amortisation 228 - - - - 228", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "Notes 2024–2025 2024–2025\nService standards\nTarget/Est Actual\nEffectiveness measures\nOverall client satisfaction with legislative drafting services provided by 90% 100%\nthe Office of the Queensland Parliamentary Counsel\nOverall client satisfaction with the quality of access to legislation 90% 100%\navailable online\nEfficiency measure\nAverage cost per hour of legislative drafting and publishing output $180 $181\nAnnual Report 2024–2025\nDepartment of the Premier and Cabinet 52", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "Notes 2024–2025 2024–2025\nService standards\nTarget/Est Actual\nEffectiveness measures\nOverall client satisfaction with legislative drafting services provided by 90% 100%\nthe Office of the Queensland Parliamentary Counsel\nOverall client satisfaction with the quality of access to legislation 90% 100%\navailable online\nEfficiency measure\nAverage cost per hour of legislative drafting and publishing output $180 $181\nAnnual Report 2024–2025\nDepartment of the Premier and Cabinet 52", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and surveys\nFull-time equivalents FTE − leadership and all staff forums\nTotal FTE for the Department of 419.84\nthe Premier and Cabinet (includes 43.35 FTE in the Office of the − development of DPC’s new operating model\nQueensland Parliamentary Counsel)\nand organisational structure, to align with the key\ndelivery areas of policy, governance,\nTarget group data1\nengagement and implementation\nGender Number Percentage of", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and surveys\nFull-time equivalents FTE − leadership and all staff forums\nTotal FTE for the Department of 419.84\nthe Premier and Cabinet (includes 43.35 FTE in the Office of the − development of DPC’s new operating model\nQueensland Parliamentary Counsel)\nand organisational structure, to align with the key\ndelivery areas of policy, governance,\nTarget group data1\nengagement and implementation\nGender Number Percentage of", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "The strategic objectives are:\nStrategic engagement with partners: build\nExcellence in legislative drafting and\nstronger functional relationships and open\naccess: identify and adopt best practice in\nchannels of communication with DPC and\ndrafting Bills, amendments to Bills, and\nCabinet, Table Office, client departments and\nsubordinate legislation, having regard to\nother partners; continue to work with key\nfundamental legislative principles and\npartners towards a process for the clear\ncompatibility with human rights; ensure,\nordering of priorities within the government’s\nidentify and adopt best practice in making\nlegislative program; and work with\nQueensland legislation easy to find, easy to\nstakeholders to continuously improve the\nunderstand, and easy to use; with timely\nquality of access to Queensland legislation.\naccess to Bills, legislation, and related", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "The strategic objectives are:\nStrategic engagement with partners: build\nExcellence in legislative drafting and\nstronger functional relationships and open\naccess: identify and adopt best practice in\nchannels of communication with DPC and\ndrafting Bills, amendments to Bills, and\nCabinet, Table Office, client departments and\nsubordinate legislation, having regard to\nother partners; continue to work with key\nfundamental legislative principles and\npartners towards a process for the clear\ncompatibility with human rights; ensure,\nordering of priorities within the government’s\nidentify and adopt best practice in making\nlegislative program; and work with\nQueensland legislation easy to find, easy to\nstakeholders to continuously improve the\nunderstand, and easy to use; with timely\nquality of access to Queensland legislation.\naccess to Bills, legislation, and related", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.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" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "[pages 8,9,10,11]\nQueensland Governance and Implementation Office of First Nations\nThe Cabinet Office\nParliamentary Counsel Engagement Division Engagement and Innovation\nPeople and Governance and Engagement and Cabinet and Behavioural\nDrafting Services Services Legal Integrity Events Parliamentary Sevrices Economic Policy Economics\nBu L s e i g n i e s s la s t i S on e r a v n ic d e s P F e in r a fo n r c m e a a n n c d e Communications Performance Unit Law a P n o d li c J y ustice External Affairs\nPeople and Culture Events Inter R go e v la e t r io n n m s ental E P n l v a i n ro n n in m g e P n o t l a ic n y d\nInf T o e rm ch a n ti o o l n o g a y n d No T r a fo s l k k f o Is rc la e nd Social Policy\nServices\nAudit and Risk Reform\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 7", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.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-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "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": "[pages 8,9,10,11]\nQueensland Governance and Implementation Office of First Nations\nThe Cabinet Office\nParliamentary Counsel Engagement Division Engagement and Innovation\nPeople and Governance and Engagement and Cabinet and Behavioural\nDrafting Services Services Legal Integrity Events Parliamentary Sevrices Economic Policy Economics\nBu L s e i g n i e s s la s t i S on e r a v n ic d e s P F e in r a fo n r c m e a a n n c d e Communications Performance Unit Law a P n o d li c J y ustice External Affairs\nPeople and Culture Events Inter R go e v la e t r io n n m s ental E P n l v a i n ro n n in m g e P n o t l a ic n y d\nInf T o e rm ch a n ti o o l n o g a y n d No T r a fo s l k k f o Is rc la e nd Social Policy\nServices\nAudit and Risk 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