{ "entity_id": "S-QLD-028", "folder": "Screen-Queensland", "name": "Screen Queensland", "type": "Statutory Authority", "jurisdiction": "QLD", "portfolio": "", "website": "https://screenqueensland.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 13, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 7, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Screen Queensland’s purpose is to grow the screen industry to be a significant contributor to the economic and cultural wellbeing of Queensland. [CP p.2]", "official_site_url": "https://screenqueensland.com.au/", "source_documents": [ { "type": "annual_report", "title": "Screen Queensland Annual Review 2019-20", "url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "period": "2019-20", "confidence": "high" }, { "type": "annual_report", "title": "Screen Queensland Annual Review 2017-18", "url": "https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf", "period": "2017-18", "confidence": "high" }, { "type": "annual_report", "title": "2012 – 2013 Annual Report", "url": "https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf", "period": "2012-13", "confidence": "high" }, { "type": "annual_report", "title": "2011 – 2012 Annual Report", "url": "https://screenqueensland.com.au/app/uploads/2015/09/2011-2012.pdf", "period": "2011-12", "confidence": "high" }, { "type": "annual_report", "title": "2010 – 2011 Annual Report", "url": "https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf", "period": "2010-11", "confidence": "high" }, { "type": "strategie", "title": "Screen Queensland Strategic Plan 2023-2025", "url": "https://screenqueensland.com.au/app/uploads/2024/02/ScreenQueensland_2023–25_StrategicPlan.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Read More", "url": "https://screenqueensland.com.au/app/uploads/2024/10/Screen-Queensland-—-Beyond-The-Screen-–-First-Nations-screen-strategy-2024–34.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Production Attraction Strategy Framework", "url": "https://screenqueensland.com.au/app/uploads/2021/07/Production-Attraction-Strategy-Framework.pdf", "period": "2021", "confidence": "medium" } ], "purpose": { "text": "Screen Queensland’s purpose is to grow the screen industry to be a significant contributor to the economic and cultural wellbeing of Queensland. [CP p.2]", "source_url": "", "source_page": 2, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Growing Queensland Talent", "description": "Growing Queensland Talent", "source_url": "", "source_page": 13, "source_deep_url": "" }, { "title": "Attracting Productions to Queensland", "description": "Attracting Productions to Queensland", "source_url": "", "source_page": 11, "source_deep_url": "" }, { "title": "Investing in Development", "description": "Investing in Development", "source_url": "", "source_page": 17, "source_deep_url": "" }, { "title": "Investing in Queensland Production", "description": "Investing in Queensland Production", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Investing in Game Development", "description": "Investing in Game Development", "source_url": "", "source_page": 22, "source_deep_url": "" }, { "title": "Supporting Aboriginal and Torres Strait Islander Practitioners", "description": "Supporting Aboriginal and Torres Strait Islander Practitioners", "source_url": "", "source_page": 23, "source_deep_url": "" }, { "title": "Respect, Inclusion, Diversity, Equality = RIDE", "description": "Respect, Inclusion, Diversity, Equality = RIDE", "source_url": "", "source_page": 24, "source_deep_url": "" } ], "values": [ { "name": "innovation", "description": "", "source_url": "", "source_page": null }, { "name": "agility", "description": "", "source_url": "", "source_page": null }, { "name": "generosity", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Growing Queensland Talent", "description": "During the 2019-2020 financial year, Screen Queensland allocated more than $3.7 million across more than 30 initiatives aimed at supporting and growing screen talent in the state. [AR p.13]", "activities": [ "BIFF – Screen Queensland Short Film Award Charlie’s Writers Lab", "Creative Consultations Nice Shorts", "First Peoples: First Draft" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Outcome 2: Attracting Productions to Queensland", "description": "During the 2019-2020 financial year, Screen Queensland secured three international productions (two feature films, one TV series) and one domestic production (TV series) via the Production Attraction Strategy, including: Irreverent, a TV series from Matchbox Productions, Harrow (Season 3), a TV series from Queensland-based Hoodlum Entertainment that created 120 job opportunities and achieved approximately $15 million in QPE. [AR p.11]", "activities": [ "Irreverent", "Harrow (Season 3)", "Great White", "ScaryGirl" ], "source_url": "", "source_page": 11, "source_deep_url": "" }, { "name": "Outcome 3: Investing in Development", "description": "During the 2019-2020 financial year, Screen Queensland invested in 43 in-development projects. [AR p.18]", "activities": [ "Alligator Creek", "Extreme Women", "Blood Sisters", "Blue Bones", "Lone Star", "Born Savage", "Macquarie Island", "Boy Girl Wall", "On Dying", "Dinner and A Show", "Drop Bears", "Rough Nut", "Sharko", "Stage Mums (Season 2)", "Stranded", "Street of Origin", "The Book Ninja", "The Coal Face", "Turo Rudi", "The Good Knight", "The Gulf", "Untethered", "Z Special Unit" ], "source_url": "", "source_page": 18, "source_deep_url": "" }, { "name": "Outcome 4: Investing in Queensland Production", "description": "Screen Queensland’s Finance program invested in 22 film and broadcast projects and seven games projects during the 2019-2020 financial year. These projects are predicted to generate $36 million in QPE, supporting approximately 820 jobs for Queenslanders. [AR p.20]", "activities": [ "Retrograde", "Streamline", "All My Friends are Racist", "Darby and Joan", "This Little Love of Mine", "6 Festivals", "Big Weather (And How to Survive It)", "Muster Dogs", "A Dingo’s Got My Baby: The Lindy Chamberlain Story", "Hating Peter Tatchell", "Two Hundred Years on Ice", "The Bureau of Magical Things, Season 2", "Just Animals, Season 2", "The Strange Chores, Season 2", "Harrow, Season 3", "Demolition Down Under, Seasons 2 & 3" ], "source_url": "", "source_page": 20, "source_deep_url": "" }, { "name": "Outcome 5: Investing in Game Development", "description": "During the 2019-2020 financial year, Screen Queensland supported the development of seven Queensland-created games, estimated to deliver $2.3 million in QPE, with an investment of $300,000 via the Finance program. [AR p.22]", "activities": [ "Dros", "Runaway Mage", "Anytown Garage Sale Monsters", "Blueberry", "Capes", "Potions Express", "Foolproof" ], "source_url": "", "source_page": 22, "source_deep_url": "" }, { "name": "Outcome 6: Supporting Aboriginal and Torres Strait Islander Practitioners", "description": "More than $250,000 was invested in the development and production of eight Indigenous stories in the 2019-2020 financial year. These stories included Mitch Stanley’s epic anthology feature Cook 2020, comprising eight short films created by Indigenous teams from Australia and New Zealand, and Caden Pearson’s documentary Wawu, which focuses on the residents of Hopevale during a special Easter tradition. [AR p.23]", "activities": [ "Cook 2020", "Wawu" ], "source_url": "", "source_page": 23, "source_deep_url": "" }, { "name": "Outcome 7: Respect, Inclusion, Diversity, Equality = RIDE", "description": "Through its dedicated RIDE program, Screen Queensland is committed to fostering a fair and respectful screen industry, creating initiatives that open doors for diverse practitioners, as well as events that ignite vital conversations to encourage change in the sector. [AR p.24]", "activities": [ "RIDE Signature Event", "RIDE Feature Film Fund", "Attagirl", "Talent Camp", "SQRL" ], "source_url": "", "source_page": 24, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Total productions supported", "target": "40", "latest_result": "36", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "result_source_page": null }, { "code": "CCE02", "measure": "Total jobs created", "target": "2000", "latest_result": "1,380", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "result_source_page": null }, { "code": "CCE03", "measure": "Total Queensland Production Expenditure (QPE)", "target": "$200 million", "latest_result": "$129 million", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "result_source_page": null }, { "code": "CCE04", "measure": "Total games supported", "target": "10", "latest_result": "7", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "result_source_page": null }, { "code": "CCE05", "measure": "Total Indigenous stories produced", "target": "10", "latest_result": "8", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "result_source_page": null }, { "code": "CCE06", "measure": "Total RIDE initiatives", "target": "20", "latest_result": "15", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Screen Queensland’s purpose is to grow the screen industry to be a significant contributor to the economic and cultural wellbeing of Queensland. [CP p.2]", "Growing Queensland Talent", "Attracting Productions to Queensland", "Investing in Development", "Investing in Queensland Production", "Investing in Game Development", "Supporting Aboriginal and Torres Strait Islander Practitioners", "Respect, Inclusion, Diversity, Equality = RIDE" ], "watch_terms": [ "Total productions supported", "Total jobs created", "Total Queensland Production Expenditure (QPE)", "Total games supported", "Total Indigenous stories produced", "Total RIDE initiatives" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Screen Queensland — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf)\n\n## Our purpose / purposes\n\n> Screen Queensland’s purpose is to grow the screen industry to be a significant contributor to the economic and cultural wellbeing of Queensland. [CP p.2] [CP p.2]\n\n## How we deliver\n\n> Screen Queensland invests in people and projects to grow a creative, innovative and successful screen industry, and delivers an active screen culture across the state. [CP p.2] [CP p.2]\n\n## Government priorities for this department\n\n- Growing Queensland Talent [CP p.13]\n- Attracting Productions to Queensland [CP p.11]\n- Investing in Development [CP p.17]\n- Investing in Queensland Production [CP p.20]\n- Investing in Game Development [CP p.22]\n- Supporting Aboriginal and Torres Strait Islander Practitioners [CP p.23]\n- Respect, Inclusion, Diversity, Equality = RIDE [CP p.24]\n\n## Outcomes\n\n### Outcome 1: Growing Queensland Talent\nDuring the 2019-2020 financial year, Screen Queensland allocated more than $3.7 million across more than 30 initiatives aimed at supporting and growing screen talent in the state. [AR p.13](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=13) [CP p.13]\n\n**Key activities:**\n- BIFF – Screen Queensland Short Film Award Charlie’s Writers Lab\n- Creative Consultations Nice Shorts\n- First Peoples: First Draft\n\n### Outcome 2: Attracting Productions to Queensland\nDuring the 2019-2020 financial year, Screen Queensland secured three international productions (two feature films, one TV series) and one domestic production (TV series) via the Production Attraction Strategy, including: Irreverent, a TV series from Matchbox Productions, Harrow (Season 3), a TV series from Queensland-based Hoodlum Entertainment that created 120 job opportunities and achieved approximately $15 million in QPE. [AR p.11](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=11) [CP p.11]\n\n**Key activities:**\n- Irreverent\n- Harrow (Season 3)\n- Great White\n- ScaryGirl\n\n### Outcome 3: Investing in Development\nDuring the 2019-2020 financial year, Screen Queensland invested in 43 in-development projects. [AR p.18](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=18) [CP p.18]\n\n**Key activities:**\n- Alligator Creek\n- Extreme Women\n- Blood Sisters\n- Blue Bones\n- Lone Star\n- Born Savage\n- Macquarie Island\n- Boy Girl Wall\n- On Dying\n- Dinner and A Show\n- Drop Bears\n- Rough Nut\n- Sharko\n- Stage Mums (Season 2)\n- Stranded\n- Street of Origin\n- The Book Ninja\n- The Coal Face\n- Turo Rudi\n- The Good Knight\n- The Gulf\n- Untethered\n- Z Special Unit\n\n### Outcome 4: Investing in Queensland Production\nScreen Queensland’s Finance program invested in 22 film and broadcast projects and seven games projects during the 2019-2020 financial year. These projects are predicted to generate $36 million in QPE, supporting approximately 820 jobs for Queenslanders. [AR p.20](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=20) [CP p.20]\n\n**Key activities:**\n- Retrograde\n- Streamline\n- All My Friends are Racist\n- Darby and Joan\n- This Little Love of Mine\n- 6 Festivals\n- Big Weather (And How to Survive It)\n- Muster Dogs\n- A Dingo’s Got My Baby: The Lindy Chamberlain Story\n- Hating Peter Tatchell\n- Two Hundred Years on Ice\n- The Bureau of Magical Things, Season 2\n- Just Animals, Season 2\n- The Strange Chores, Season 2\n- Harrow, Season 3\n- Demolition Down Under, Seasons 2 & 3\n\n### Outcome 5: Investing in Game Development\nDuring the 2019-2020 financial year, Screen Queensland supported the development of seven Queensland-created games, estimated to deliver $2.3 million in QPE, with an investment of $300,000 via the Finance program. [AR p.22](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=22) [CP p.22]\n\n**Key activities:**\n- Dros\n- Runaway Mage\n- Anytown Garage Sale Monsters\n- Blueberry\n- Capes\n- Potions Express\n- Foolproof\n\n### Outcome 6: Supporting Aboriginal and Torres Strait Islander Practitioners\nMore than $250,000 was invested in the development and production of eight Indigenous stories in the 2019-2020 financial year. These stories included Mitch Stanley’s epic anthology feature Cook 2020, comprising eight short films created by Indigenous teams from Australia and New Zealand, and Caden Pearson’s documentary Wawu, which focuses on the residents of Hopevale during a special Easter tradition. [AR p.23](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=23) [CP p.23]\n\n**Key activities:**\n- Cook 2020\n- Wawu\n\n### Outcome 7: Respect, Inclusion, Diversity, Equality = RIDE\nThrough its dedicated RIDE program, Screen Queensland is committed to fostering a fair and respectful screen industry, creating initiatives that open doors for diverse practitioners, as well as events that ignite vital conversations to encourage change in the sector. [AR p.24](https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf#page=24) [CP p.24]\n\n**Key activities:**\n- RIDE Signature Event\n- RIDE Feature Film Fund\n- Attagirl\n- Talent Camp\n- SQRL\n\n## Values and principles\n\n_Screen Queensland’s mission_\n\n- innovation\n- agility\n- generosity\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 | Total productions supported | 40 | |\n| CCE02 | Total jobs created | 2000 | |\n| CCE03 | Total Queensland Production Expenditure (QPE) | $200 million | |\n| CCE04 | Total games supported | 10 | |\n| CCE05 | Total Indigenous stories produced | 10 | |\n| CCE06 | Total RIDE initiatives | 20 | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Total productions supported | 36 | Achieved | |\n| CCE02 | Total jobs created | 1,380 | Achieved | |\n| CCE03 | Total Queensland Production Expenditure (QPE) | $129 million | Achieved | |\n| CCE04 | Total games supported | 7 | Achieved | |\n| CCE05 | Total Indigenous stories produced | 8 | Achieved | |\n| CCE06 | Total RIDE initiatives | 15 | Achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Screen Queensland - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:51:41.962144+00:00\n**Entity ID**: S-QLD-028\n**Entity type**: Statutory Authority\n**Jurisdiction**: QLD\n**Portfolio**: \n**Website**: https://screenqueensland.com.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| pages | 16 |\n| strategies | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- Strategic Plans and Projects\nAbout Us\nOur Team\nOur Board\nElevating Aboriginal and Torres Strait Islander Voices\nDocuments & Policies\nStrategic Plans and Projects\nJobs at Screen Queensland\nContact Us\nChoose Sub Menu\nAbout\nFunding & Support\nEvents & Workshops\nMake it in QLD\nStudios\nNews\nStrategic Plans and Projects\ncomposite of 2024 Capital Grants Program recipients\nScreen Queensland Strategic Plan 2023–25\nThe Screen Queensland Strategic Plan 2023–25 outlines the agency's vision, mission and values, as well as five strategic directions which underpin our purpose to enable and grow a thriving local screen industry.\n Source: `pages/strategies-index.html (https://screenqueensland.com.au/strategic-plans-and-committees/)`\n- Dividends in respect of differential financial reporting framework • clarifying the application of AASB 108\nthese investments that are a return consisting of two tiers of financial prior to an entity’s first Australian-\non investment can be recognised reporting requirements for those Accounting-Standards financial\nin profit or loss and there is no entities preparing general purpose statements;\nimpairment or recycling on disposal financial statements:\nof the instrument; • adding an explicit statement to\nTier 1: Australian Accounting AASB 7 that qualitative disclosures\n• requiring financial assets to be Standards; and should be made in the context\nreclassified where there is a change of the quantitative disclosures to\nin an entity’s business model as they Tier 2: Australian Accounting better enable users to evaluate an\nare initially classified based on;\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [pages 6,7,8,9,10]\neager to see what we can\nof local digital games projects has more than prospects for the local sector in the years to come,\nachieve in the 2023–24 financial year with a\ntripled, highlighting the growing opportunity for especially as Queensland prepares for the Brisbane\nrenewed vision and a shared sense of purpose.\ngames developers in Queensland.\n Source: `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)`\n- [pages 1,2]\n[Page 1]\nSCREEN QUEENSLAND\nSTRATEGIC PLAN\n2023–25\nOur Vision\nA diverse, inclusive and sustainable industry with dynamic screen creatives\nachieving economic, cultural and social benefits for Queensland\nOur Purpose\nEnable and grow a thriving Queensland screen industry\nthat creates valuable screen content in Queensland\nOur Values\nAuthenticity Boldness Collaboration\nIntegrity Innovation Inclusion\n Source: `strategies/ScreenQueensland_2023-25_StrategicPlan.pdf (https://screenqueensland.com.au/app/uploads/2024/02/ScreenQueensland_2023–25_StrategicPlan.pdf)`\n\n### Role and Functions\n\n- [Page 23]\n21\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nEnvironmental policy\nIt is the company’s policy to:\na) abide by the concepts and principles of sustainable development;\nb) carry out operations in an environmentally responsible manner having consideration for individual and community welfare;\nc) ensure that, at a minimum, business is conducted in compliance with existing environmental legislation and regulations; and\nd) educate staff and employees in the importance of understanding their environmental responsibilities for the sensitive\nimplementation of all operations.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 34]\n32\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nAASB 2010-5: Amendments to Australian The Board of Directors has overall Credit Risk\nAccounting Standards (AASB 1, 3,4,5, responsibility for the establishment\nCredit risk is the risk of financial loss to\n101, 107, 112, 118,119, 121, 132, 133, and oversight of the risk management\nthe company if a client or counterparty\n134, 137, 139, 140, 1023 & 1038 and framework.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- The Board delegated to\nto a financial instrument fails to\nInterpretations 112, 115, 127, 132 & the Audit and Accounts Committee,\nmeet its contractual obligations, and\n1042) (applicable for annual reporting responsibility for developing and\narises principally from the company’s\nperiods beginning on or after monitoring risk management policies.\nreceivables from clients and investment\n1 January 2011).\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 8]\n07\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2013\nPage 5\ndIRECTORS’\nREPORT\nReview of financial Significant changes in the Proceedings on behalf\noperations state of affairs of the company\nThe profit is due to a timing difference There were no significant changes No person has applied to the\nbetween the year in which revenue in the nature of the activities of Court under section 237 of the\nis received and the timing of funds the company during the year, and Corporations Act 2001 for leave\nbeing expended. during the current as at the signing date of these to bring proceedings on behalf of\nfinancial year more funding was statements there has been no the company, or to intervene in any\napproved than expensed, however change in budgeted Queensland proceedings to which the company\ndue to accounting policy, this is not Government funding support.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 9]\nScreen Queensland Annual Report 2012-2013 08\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2013\nPage 6\ndIRECTORS’\nREPORT\nEnvironmental policy\nIt is the company’s policy to:\n• abide by the concepts and principles of sustainable development;\n• carry out operations in an environmentally responsible manner having consideration for individual\nand community welfare;\n• ensure that, at a minimum, business is conducted in compliance with existing environmental legislation\nand regulations; and\n• educate staff and employees in the importance of understanding their environmental responsibilities for\nthe sensitive implementation of all operations.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 16]\n14\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nDirectors’ Report\nThe Directors present their report on The following persons were Directors\nthe company for the year ended of the company during the whole of the\n30 June 2011. year and up to the date of this report\n(unless otherwise noted):\nName Experience, qualifications and special responsibilities\nCherrie Bottger is the Head of Children’s Programming and Documentaries at\nCherrie Bottger Network 10 and has had more than 30 years experience in the broadcast industry.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n\n### Strategic Priorities\n\n- SCRIPTED SERIES\nTHE STATE ECONOMY • R ock Island Mysteries Season 2 (Fremantle Media\nSeven projects received funding from multiple\nAustralia)\nstreams, typifying Screen Queensland’s support\nfor local production from development through to • T he Strange Chores Season 3 (Ludo Studio)\npost-production. • T roppo Season 2 (EQ Media Group)\nThe supported films and series generated an FACTUAL SERIES\nestimated QPE of $38.4 million and represent\n• A ussie Truck Rehab (Whistling Wolf)\nmore than 1,250 employment opportunities for\nQueensland crew and on-screen talent. • B aby Animals: The Top Ten (WildBear\nEntertainment)\n• T he Black Hand (WildBear Entertainment)\n• G em Hunters Down Under Season 2 (WildBear\nNathan Mayfield\nEntertainment)\nChief Creative Officer and Co-Founder,\nHoodlum Entertainment • G em Hunters Down Under Season 3 (WildBear\nEntertainment)\n Source: `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)`\n- Invest in diverse screen stories and experiences that reach and engage audiences\nObjectives:\n1.1 A strong and robust representation of Aboriginal and Torres Strait Islander voices as a priority\n1.2 Valuable and innovative Queensland screen content\n1.3 More under-represented voices in all screen content\n1.4 High impact from Screen Culture funding\n2.\n Source: `strategies/ScreenQueensland_2023-25_StrategicPlan.pdf (https://screenqueensland.com.au/app/uploads/2024/02/ScreenQueensland_2023–25_StrategicPlan.pdf)`\n- [Page 13]\nStrategic Priorities\nBeyond the Screen\nis built on four key pillars\nIMAGE CREDIT: BEHIND THE SCENES OF BLACK SNOW, KAYLENE BUTLER (PRODUCER),\nCHRISTINA TOGO (DIRECTORS ATTACHMENT) & MURRAY LUI (DOP)\n2024–34 FIRST NATIONS STRATEGIC PLAN SCREEN QUEENSLAND\n Source: `strategies/Screen-Queensland---Beyond-The-Screen---First-Nations-screen-strategy-2024-34.pdf (https://screenqueensland.com.au/app/uploads/2024/10/Screen-Queensland-—-Beyond-The-Screen-–-First-Nations-screen-strategy-2024–34.pdf)`\n- The committee Options nature of the activities of the company\nreviews the annual financial during the year.\nstatements prior to consideration No options over unissued shares or\nby the Board. interests in the company were granted Operating result\nduring or since the end of the financial\nCode of conduct year and there were no options The company’s net profit after income tax\noutstanding at the date of this report. for the year was a profit of $1,462,041\nDirectors, management and staff are (2010: profit of $3,720,828).\nexpected to perform their duties in line\nwith the company’s code of conduct\nensuring professionalism, integrity\nand objectivity, striving at all times to\nenhance the reputation and performance\nof the company.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 23]\n21\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nEnvironmental policy\nIt is the company’s policy to:\na) abide by the concepts and principles of sustainable development;\nb) carry out operations in an environmentally responsible manner having consideration for individual and community welfare;\nc) ensure that, at a minimum, business is conducted in compliance with existing environmental legislation and regulations; and\nd) educate staff and employees in the importance of understanding their environmental responsibilities for the sensitive\nimplementation of all operations.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 28]\n26\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nNotes to the financial statements for the year ended 30 June 2011\n1 Statement of significant accounting policies\n2 Revenue and other income\n3 Expenses\n4 Auditors’ remuneration\n5 Cash and cash equivalents\n6 Trade and other receivables\n7 Other assets\n8 Plant and equipment\n9 Trade and other payables\n10 Borrowings\n11 Provisions for employee entitlements\n12 Contributed equity\n13 Commitments for Expenditure\n14 Notes to statement of cash flows\n15 Remuneration of key management personnel\n16 Transactions and balances with related parties\n17 Financial Risk Management\n18 Economic support\n19 Events subsequent to reporting date\n20 Company Details\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Dividends in respect of differential financial reporting framework • clarifying the application of AASB 108\nthese investments that are a return consisting of two tiers of financial prior to an entity’s first Australian-\non investment can be recognised reporting requirements for those Accounting-Standards financial\nin profit or loss and there is no entities preparing general purpose statements;\nimpairment or recycling on disposal financial statements:\nof the instrument; • adding an explicit statement to\nTier 1: Australian Accounting AASB 7 that qualitative disclosures\n• requiring financial assets to be Standards; and should be made in the context\nreclassified where there is a change of the quantitative disclosures to\nin an entity’s business model as they Tier 2: Australian Accounting better enable users to evaluate an\nare initially classified based on;\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 34]\n32\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nAASB 2010-5: Amendments to Australian The Board of Directors has overall Credit Risk\nAccounting Standards (AASB 1, 3,4,5, responsibility for the establishment\nCredit risk is the risk of financial loss to\n101, 107, 112, 118,119, 121, 132, 133, and oversight of the risk management\nthe company if a client or counterparty\n134, 137, 139, 140, 1023 & 1038 and framework.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- The Board delegated to\nto a financial instrument fails to\nInterpretations 112, 115, 127, 132 & the Audit and Accounts Committee,\nmeet its contractual obligations, and\n1042) (applicable for annual reporting responsibility for developing and\narises principally from the company’s\nperiods beginning on or after monitoring risk management policies.\nreceivables from clients and investment\n1 January 2011).\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 35]\n33\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nInvestments – cash and cash equivalents Market risk (q) Prior years adjustment\nThe company uses its best endeavours Market risk is the risk that changes in the\nThe company changed its accounting\nto limit its exposure to credit risk by only market prices, such as foreign exchange\npolicy for the financial year ending\ninvesting in liquid securities and only with rates and equity prices will affect the\n30 June 2011 relating to the treatment\ncounterparties that have a high credit company’s income or the value of its\nof grant revenues and grant liabilities.\nrating.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- The committee Options nature of the activities of the company\nreviews the annual financial during the year.\nstatements prior to consideration No options over unissued shares or\nby the Board. interests in the company were granted Operating result\nduring or since the end of the financial\nCode of conduct year and there were no options The company’s net profit after income tax\noutstanding at the date of this report. for the year was a profit of $1,462,041\nDirectors, management and staff are (2010: profit of $3,720,828).\nexpected to perform their duties in line\nwith the company’s code of conduct\nensuring professionalism, integrity\nand objectivity, striving at all times to\nenhance the reputation and performance\nof the company.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Dividends in respect of differential financial reporting framework • clarifying the application of AASB 108\nthese investments that are a return consisting of two tiers of financial prior to an entity’s first Australian-\non investment can be recognised reporting requirements for those Accounting-Standards financial\nin profit or loss and there is no entities preparing general purpose statements;\nimpairment or recycling on disposal financial statements:\nof the instrument; • adding an explicit statement to\nTier 1: Australian Accounting AASB 7 that qualitative disclosures\n• requiring financial assets to be Standards; and should be made in the context\nreclassified where there is a change of the quantitative disclosures to\nin an entity’s business model as they Tier 2: Australian Accounting better enable users to evaluate an\nare initially classified based on;\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- The board\nb) film culture and presentation of film\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 3]\nIn the 2017–18 Financial Year, Screen Queensland funded 28 film and television\nscreen productions and games, which generated an estimated $168 million\nin direct Queensland Production Expenditure (QPE) and more than 1,960\nemployment opportunities for Queenslanders.\n> CONTENTS\nMessage from The Premier of Queensland 5\nScreen Queensland Chair 7\nLook What We Achieved Together 8\n2017-18 Highlights 10\nProduction in Queensland 14\nNew Initiatives in Screen 18\nScreen Support Programs 26\nProduction Attraction Funding Program 30\nDora the Explorer 32\nSoundstage 9 Village Roadshow Studios 34\nIndustry Participation 38\nDevelopment Investment in 2017-18 40\nSQ Screen Investment 42\nSQ Content Initiatives 44\nAboriginal Torres Strait Islander Initiatives 44\nInvesting in Game Developers 46\nsqhub 47\nShort Films 48\nScreen Culture 2017-18 50\nWomen on Screen 52\n Source: `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)`\n- [Page 6]\n> LOOK WHAT\nA SHARED WORKING SPACE\nAND INCUBATOR PROGRAM\nWE ACHIEVED\nWAS CREATED THE\nFIRST-OF-ITS KIND IN AUSTRALIA\nTOGETHER\nJOBS CREATED THROUGH\nSQ-SUPPORTED PRODUCTIONS\nROI\nFOR EVERY $1 INVESTED,\nWE RETURNED\nESTIMATED\n$7 TO THE\nQUEENSLAND ECONOMY\nGNIDNUF\n$672,136 sqhub\nABORIGINAL & TORRES STRAIT ISLANDER\nFUNDING\n$\n1,652,184\nTEAMS/\n31\nPROJECTS\nSPENT ON SQ CONTENT INITIATIVES\nSUPPORTED\nTEAMS/\n137\n$612,998\nPROJECTS\n1,963\nSUPPORTED\nDEVELOPMENT FUNDING\nSHORT/\nESTIMATED\n12\n$ FILMS 168M 23\n(INCL.\n Source: `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)`\n- SQ DEVELOPMENT\nTo enhance the professional development of Queensland screen practitioners, SQ provides\ndevelopment funding that supports practitioners to create high-quality screen projects with audience\nappeal that clearly identify their target markets and are commercially focused.\n$612,998 47 100%\nincluding $150,000 for Talent Projects funded (+15% on 2016-17) Queensland-created\nDevelopment Funding\n87%\nQueensland-owned/part-owned\nMARKET FUNDING\n$171,821 62 12\nin 2017-18 Recipients International markets\n109 6\ntravellers Domestic markets\n> Tidelands\n41\n Source: `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)`\n- [Page 11]\n> ATTRACTING During the 2019-2020 financial year, Screen Queensland\nsecured three international productions (two feature films,\none TV series) and one domestic production (TV series) via\nPRODUCTIONS\nthe Production Attraction Strategy, including:\nTO\n• Irreverent, a TV series from Matchbox Productions,\nQUEENSLAND estimated to create 77 job opportunities and achieve\napproximately $17.5 million in QPE\n• Harrow (Season 3), a TV series from Queensland-\nbased Hoodlum Entertainment that created 120 job\nScreen Queensland’s Production Attraction Strategy\nopportunities and achieved approximately $15 million\n(PAS) incentivises projects that provide significant\nin QPE.\neconomic benefits, industry up-skilling, cultural,\ntourism and community benefits to Queensland,\nScreen Queensland also attracts productions into the state\nwhile supporting the creation and viability of\n Source: `annual-reports/2019-20.pdf (https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf)`\n- THE STATE ECONOMY • Dros (emergeWorlds)\n• Phantom Abyss (Team WIBY) The new Brisbane-based AAA digital games studio,\n11 GAMES DEVELOPERS SUPPORTED • Unannounced project (SMG Studio) Tantalus North, confirmed its establishment as a direct\nTO ATTEND MARKETS result of the highly competitive Screen Queensland\n• Sky Fights (5 Lives Studios)\nDigital Games Incentive.\n• Sling Kong (Protostar Games)\n• Super Starfish (Protostar Games) Head of Studio Kendra Fairbairn McCarthy said the\nThe 2022–23 financial year was a transformative\nestablishment of Tantalus North is a significant\nperiod for digital games in Queensland, with • The Oregon Trail (Gameloft Brisbane)\nmilestone in the growth of the local sector.\nrenewed support for the sector through the Digital • Unannounced project (5 Lives Studios)\n Source: `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)`\n- [Page 28]\nPRODUCTION ATTRACTION\nPRODUCTION ATTRACTION STRATEGY\n11 PRODUCTIONS SUPPORTED\n• 1 LOCAL\n• 3 INTERSTATE\n• 7 INTERNATIONAL\n3,437 EMPLOYMENT\nOPPORTUNITIES FOR Godzilla X Kong: The New Empire (Legendary Pictures)\nQUEENSLAND CAST AND CREW\n$346 MILLION INJECTED INTO\nThe 2023–24 financial year achieved a 37.5 per cent • A ussie Shore Paramount+ and MTV\nTHE STATE ECONOMY\nincrease in the number of high-end productions Entertainment Studios\nsecured through Screen Queensland Production • Dangerous Animals Brouhaha Entertainment\nQueensland’s international reputation as a Attraction Strategy, contributing to a 28 per cent • D eadloch (Season Two) Guesswork TV and\nproduction destination of choice has grown rise in local employment opportunities for local Amazon Prime\nsignificantly in recent years and despite the cast, crew and creatives.\n Source: `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf (https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf)`\n- [Page 8]\nKEY ACHIEVEMENTS:\n2024–25 FINANCIAL YEAR\n108\nScreen Queensland has delivered a landmark year Queensland Production Expenditure (QPE)—almost\nPRODUCTIONS AND\nof growth and achievement, affirming Queensland’s double the $69 million achieved in 2023–24.\n Source: `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)`\n- This growth strengthens not\nexpertise in game development and its ability beyond the Digital Games Incentive to support\nonly Queensland’s creative economy but also its\nto handle complex, high-profile projects developers at every stage:\ninnovation and technology capabilities, which will be\nthat require both creativity and precision\nvital in the lead-up to the 2032 Brisbane Olympic and\nengineering. • G ames Grants – enabling local studios to create\nParalympic Games.\ngames for global markets and attract further\ninvestment with seed funding of up to $300,000\nIn 2024–25, Screen Queensland supported 25 games\nper project.\nprojects, generating an estimated $19 million in\nQueensland Games Development Expenditure.\n• G ames Residency program – providing\nemerging developers with the chance to hone\nStandout Projects\ntheir skills, develop their first projects and secure\n Source: `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)`\n- The result was a strong festival programme • Opening film, landmark Australian 3D\ndocumentary Cane Toads: The Conquest,\nat three of Brisbane’s premier cinemas\nproduced and directed by Mark Lewis,\nattended by almost 20,000 festival-goers,\nwho was a special guest of the festival\nwith the invaluable assistance of 140 BIFF along with cane toad wrangler Peter\nvolunteers.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- QPE generated from PDV increased by\n270 per cent since 2019–20, while growth achieved\nfrom games measured 282 per cent over the same\ntimeframe.\n Source: `other-pdfs/Annual-Review-Screen-Queensland-2021-22-3.pdf (https://screenqueensland.com.au/app/uploads/2025/05/Annual-Review-Screen-Queensland-2021–22-3.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $445 million, $119, 445 million | [Page 22]\nQUEENSLAND’S SCREEN INCENTIVES\nDELIVER BLOCKBUSTERS AND JOBS\nPRODUCTION ATTRACTION STRATEGY (PAS) PDV highlights included:\n14 productions supported • Bluey feature – Ludo Studio’s big screen debut\n2 local for BBC Studios and Disney (Cosmic Dino\n3 interstate Studio, Folklore Sound, Chop Shop Post)\n9 international\n• Deadloch Season 2 – the acclaimed Aussie\n3,261 employment opportunities for Queensland\ncomedy crime mystery series from Gues | `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)` |\n| $4 million, 4 million | Download\nNorth Queensland Regional Program\nThe $4 million North Queensland Regional Program (ending June 2025) was announced in the 2022–23 budget as a strategy to build the production capacity across North Queensland and Far North Queensland. | `pages/strategies-index.html (https://screenqueensland.com.au/strategic-plans-and-committees/)` |\n| $1,462,041\n, $3,720,828 | The committee Options nature of the activities of the company\nreviews the annual financial during the year.\nstatements prior to consideration No options over unissued shares or\nby the Board. interests in the company were granted Operating result\nduring or since the end of the financial\nCode of conduct year and there were no options The company’s net profit after income tax\noutstanding at the date of this report. for the year was a profit of $1,46 | `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)` |\n| $325,280 , $391,032 | The board\nb) film culture and presentation of film\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to per | `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)` |\n| $325,280 , $391,032 | [pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperati | `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)` |\n| $168 million, 168 million | [Page 3]\nIn the 2017–18 Financial Year, Screen Queensland funded 28 film and television\nscreen productions and games, which generated an estimated $168 million\nin direct Queensland Production Expenditure (QPE) and more than 1,960\nemployment opportunities for Queenslanders.\n> CONTENTS\nMessage from The Premier of Queensland 5\nScreen Queensland Chair 7\nLook What We Achieved Together 8\n2017-18 Highlights 10\nProduction in Queensland 14\nNew Initiatives | `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)` |\n| $3,448,441 , $3,824,000\n, $3.5m, $4.0m, $2,970,000\n, $3.0m | 137\n137 teams/projects supported in 2017-18 (+251% on $3,448,441 $3,824,000\n$3.5m $4.0m\n2016-17 and +125% on 2015-16).\n$2,970,000\nteams/projects supported $3.0m $3.0m $2,755,431\nABORIGINAL AND TORRES\n$2.5m $2.5m\nSTRAIT ISLANDER INITIATIVES $2,065,000 $2,217,768\n$2.0m $2.0m\n$530,593 was allocated through the Aboriginal and\nTorres Strait Islander initiatives budget including $1,550,000\n$672,136 $1.5m $1.5m\n$124,311.95 allocated for payment in 2018- | `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)` |\n| $17.5 million, $15 million, 17.5 million, 15 million | [Page 11]\n> ATTRACTING During the 2019-2020 financial year, Screen Queensland\nsecured three international productions (two feature films,\none TV series) and one domestic production (TV series) via\nPRODUCTIONS\nthe Production Attraction Strategy, including:\nTO\n• Irreverent, a TV series from Matchbox Productions,\nQUEENSLAND estimated to create 77 job opportunities and achieve\napproximately $17.5 million in QPE\n• Harrow (Season 3), a TV series from Q | `annual-reports/2019-20.pdf (https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf)` |\n| $5.8 million, 5.8 million | In June 2022, the Queensland Government\nProjects utilising the Studios’ facilities throughout the announced a further budget boost of $5.8 million, On set of Joe vs. | `other-pdfs/Annual-Review-Screen-Queensland-2021-22-3.pdf (https://screenqueensland.com.au/app/uploads/2025/05/Annual-Review-Screen-Queensland-2021–22-3.pdf)` |\n| $38.4 million, 38.4 million | SCRIPTED SERIES\nTHE STATE ECONOMY • R ock Island Mysteries Season 2 (Fremantle Media\nSeven projects received funding from multiple\nAustralia)\nstreams, typifying Screen Queensland’s support\nfor local production from development through to • T he Strange Chores Season 3 (Ludo Studio)\npost-production. • T roppo Season 2 (EQ Media Group)\nThe supported films and series generated an FACTUAL SERIES\nestimated QPE of $38.4 million and represent\n• A ussie | `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)` |\n| $346 MILLION, 346 MILLION, 37.5 per cent, 28 per cent | [Page 28]\nPRODUCTION ATTRACTION\nPRODUCTION ATTRACTION STRATEGY\n11 PRODUCTIONS SUPPORTED\n• 1 LOCAL\n• 3 INTERSTATE\n• 7 INTERNATIONAL\n3,437 EMPLOYMENT\nOPPORTUNITIES FOR Godzilla X Kong: The New Empire (Legendary Pictures)\nQUEENSLAND CAST AND CREW\n$346 MILLION INJECTED INTO\nThe 2023–24 financial year achieved a 37.5 per cent • A ussie Shore Paramount+ and MTV\nTHE STATE ECONOMY\nincrease in the number of high-end productions Entertainment Studios\nsecur | `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf (https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf)` |\n| $69 million, 69 million | [Page 8]\nKEY ACHIEVEMENTS:\n2024–25 FINANCIAL YEAR\n108\nScreen Queensland has delivered a landmark year Queensland Production Expenditure (QPE)—almost\nPRODUCTIONS AND\nof growth and achievement, affirming Queensland’s double the $69 million achieved in 2023–24. | `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)` |\n| $300,000\n, $19 million, 19 million | This growth strengthens not\nexpertise in game development and its ability beyond the Digital Games Incentive to support\nonly Queensland’s creative economy but also its\nto handle complex, high-profile projects developers at every stage:\ninnovation and technology capabilities, which will be\nthat require both creativity and precision\nvital in the lead-up to the 2032 Brisbane Olympic and\nengineering. • G ames Grants – enabling local studios to create | `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)` |\n| $1,462,041\n, $3,720,828 | The committee Options nature of the activities of the company\nreviews the annual financial during the year.\nstatements prior to consideration No options over unissued shares or\nby the Board. interests in the company were granted Operating result\nduring or since the end of the financial\nCode of conduct year and there were no options The company’s net profit after income tax\noutstanding at the date of this report. for the year was a profit of $1,46 | `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)` |\n| $325,280 , $391,032 | The board\nb) film culture and presentation of film\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to per | `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)` |\n| $325,280 , $391,032 | [pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperati | `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)` |\n| $168 million, 168 million | [Page 3]\nIn the 2017–18 Financial Year, Screen Queensland funded 28 film and television\nscreen productions and games, which generated an estimated $168 million\nin direct Queensland Production Expenditure (QPE) and more than 1,960\nemployment opportunities for Queenslanders.\n> CONTENTS\nMessage from The Premier of Queensland 5\nScreen Queensland Chair 7\nLook What We Achieved Together 8\n2017-18 Highlights 10\nProduction in Queensland 14\nNew Initiatives | `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)` |\n| $1 , $7 , $672,136 , $612,998 | [Page 6]\n> LOOK WHAT\nA SHARED WORKING SPACE\nAND INCUBATOR PROGRAM\nWE ACHIEVED\nWAS CREATED THE\nFIRST-OF-ITS KIND IN AUSTRALIA\nTOGETHER\nJOBS CREATED THROUGH\nSQ-SUPPORTED PRODUCTIONS\nROI\nFOR EVERY $1 INVESTED,\nWE RETURNED\nESTIMATED\n$7 TO THE\nQUEENSLAND ECONOMY\nGNIDNUF\n$672,136 sqhub\nABORIGINAL & TORRES STRAIT ISLANDER\nFUNDING\n$\n1,652,184\nTEAMS/\n31\nPROJECTS\nSPENT ON SQ CONTENT INITIATIVES\nSUPPORTED\nTEAMS/\n137\n$612,998\nPROJECTS\n1,963\nSUPPORTED\nDEVELOP | `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)` |\n| $612,998 , $150,000 , $171,821 | SQ DEVELOPMENT\nTo enhance the professional development of Queensland screen practitioners, SQ provides\ndevelopment funding that supports practitioners to create high-quality screen projects with audience\nappeal that clearly identify their target markets and are commercially focused.\n$612,998 47 100%\nincluding $150,000 for Talent Projects funded (+15% on 2016-17) Queensland-created\nDevelopment Funding\n87%\nQueensland-owned/part-owned\nMARKET FUNDING | `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)` |\n| $17.5 million, $15 million, 17.5 million, 15 million | [Page 11]\n> ATTRACTING During the 2019-2020 financial year, Screen Queensland\nsecured three international productions (two feature films,\none TV series) and one domestic production (TV series) via\nPRODUCTIONS\nthe Production Attraction Strategy, including:\nTO\n• Irreverent, a TV series from Matchbox Productions,\nQUEENSLAND estimated to create 77 job opportunities and achieve\napproximately $17.5 million in QPE\n• Harrow (Season 3), a TV series from Q | `annual-reports/2019-20.pdf (https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf)` |\n\n## Key Achievements\n\n- [Page 8]\nKEY ACHIEVEMENTS:\n2024–25 FINANCIAL YEAR\n108\nScreen Queensland has delivered a landmark year Queensland Production Expenditure (QPE)—almost\nPRODUCTIONS AND\nof growth and achievement, affirming Queensland’s double the $69 million achieved in 2023–24.\n Source: `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)`\n- [Page 3]\nCONTENTS\nMessage from The Minister for the Arts The Honourable Leeanne Enoch MP 2\nMessage from Screen Queensland Chair The Honourable Roslyn Atkinson AO 3\nMessage from Screen Queensland CEO Jacqui Feeney 4\nKey Achievements: 2022–23 Financial Year 6\n2022–23 Financial Year in Highlights 9\nInvesting in Queensland Screen Stories – Screen Finance Fund 14\nInvesting in Queensland Screen Stories – Development Fund 16\nInvesting in Queensland Screen Practitioners – Market and Travel Fund 18\nInvesting in Aboriginal and Torres Strait Islander Screen Practioners 20\nInvesting in Queensland Screen Practitioners – Talent Development Initiatives 22\nInvesting in Queensland Screen Practitioners – Industry Engagement Events 24\nDigital Games 27\nBehind the scenes on Rock Island Mysteries Season 2\n(Fremantle Australia)\nProduction Attraction – Production Attraction Strategy 30\n Source: `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)`\n- [Page 20]\nINVESTING IN QUEENSLAND SCREEN PRACTITIONERS\nTALENT DEVELOPMENT INITIATIVES\n$3.1 MILLION IN FUNDING HIGHLIGHTS channels are being supported to complete a 16-week\nYouTube Accelerator program of masterclasses and\nBusiness Enterprise\n35 INITIATIVES mentoring delivered in partnership with Queensland\nScreen Queensland’s $3 million, three-year Business\nstudio Changer and supported by YouTube.\n>1,100 ATTENDEES AT Enterprise fund was created to assist local screen\nbusinesses to attract, develop and expand, as part of\n11 INDUSTRY EVENTS SheDoc\nthe agency’s commitment to supporting the creation\nIn partnership with Documentary Australia, Screen\nand retention of local Intellectual Property.\n Source: `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf (https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf)`\n- Once complete, these projects\nintroduced in 2022.\nwill contribute an estimated $610.8 million to the 5 , 137\nQueensland economy and create more than 5,000 Queensland-made content reached new milestones\nemployment opportunities across the state. this year, with Screen Queensland increasing the\nnumber of local projects supported by 46 per cent EMPLOYMENT OPPORTUNITIES\nThis year’s results highlight the value of strategic\n(61, up from 41 in 2023–24) ensuring growing cultural CREATED THROUGH SUPPORTED\ninvestment, with every dollar committed by\nimpact alongside economic achievements.\n Source: `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)`\n- [Page 3]\nIn the 2017–18 Financial Year, Screen Queensland funded 28 film and television\nscreen productions and games, which generated an estimated $168 million\nin direct Queensland Production Expenditure (QPE) and more than 1,960\nemployment opportunities for Queenslanders.\n> CONTENTS\nMessage from The Premier of Queensland 5\nScreen Queensland Chair 7\nLook What We Achieved Together 8\n2017-18 Highlights 10\nProduction in Queensland 14\nNew Initiatives in Screen 18\nScreen Support Programs 26\nProduction Attraction Funding Program 30\nDora the Explorer 32\nSoundstage 9 Village Roadshow Studios 34\nIndustry Participation 38\nDevelopment Investment in 2017-18 40\nSQ Screen Investment 42\nSQ Content Initiatives 44\nAboriginal Torres Strait Islander Initiatives 44\nInvesting in Game Developers 46\nsqhub 47\nShort Films 48\nScreen Culture 2017-18 50\nWomen on Screen 52\n Source: `annual-reports/2017-18.pdf (https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf)`\n- THE STATE ECONOMY • Dros (emergeWorlds)\n• Phantom Abyss (Team WIBY) The new Brisbane-based AAA digital games studio,\n11 GAMES DEVELOPERS SUPPORTED • Unannounced project (SMG Studio) Tantalus North, confirmed its establishment as a direct\nTO ATTEND MARKETS result of the highly competitive Screen Queensland\n• Sky Fights (5 Lives Studios)\nDigital Games Incentive.\n• Sling Kong (Protostar Games)\n• Super Starfish (Protostar Games) Head of Studio Kendra Fairbairn McCarthy said the\nThe 2022–23 financial year was a transformative\nestablishment of Tantalus North is a significant\nperiod for digital games in Queensland, with • The Oregon Trail (Gameloft Brisbane)\nmilestone in the growth of the local sector.\nrenewed support for the sector through the Digital • Unannounced project (5 Lives Studios)\n Source: `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)`\n- [Page 22]\nQUEENSLAND’S SCREEN INCENTIVES\nDELIVER BLOCKBUSTERS AND JOBS\nPRODUCTION ATTRACTION STRATEGY (PAS) PDV highlights included:\n14 productions supported • Bluey feature – Ludo Studio’s big screen debut\n2 local for BBC Studios and Disney (Cosmic Dino\n3 interstate Studio, Folklore Sound, Chop Shop Post)\n9 international\n• Deadloch Season 2 – the acclaimed Aussie\n3,261 employment opportunities for Queensland\ncomedy crime mystery series from Guesswork\ncast and crew\nTelevision filmed at Screen Queensland Studios,\n$445 million injected into the state economy Brisbane (Alt.VFX)\nPOST, DIGITAL AND VISUAL EFFECTS (PDV) Bluey (Ludo Studio) • Beast of War – a WWII-era shark thriller\nfilmed at Screen Queensland Studios, Brisbane,\n42 PDV projects supported directed by genre favourite Kiah Roache-Turner\nA Stellar Slate\nfor Bronte Pictures (Folklore Sound, Formation\n$119.\n Source: `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)`\n- In 2024–25, 56 PAS highlights included: (The Production Mill).\nproductions were supported through these\nprograms, generating an estimated $564.3 million • Anaconda – a Sony Pictures action-comedy Collectively, these projects not only brought global\nin Queensland Production Expenditure. horror starring Jack Black and Paul Rudd stars and franchises to Queensland but also\ndelivered significant opportunities for local screen\n• Spa Weekend – a star-studded comedy from professionals and suppliers, while boosting the\nBlack Bear and Suzanne Todd Productions with profile of Screen Queensland’s studios and facilities.\n Source: `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)`\n- Aboriginal and Torres Strait Island arts and stories I congratulate the Screen Queensland Board and\nwas reinforced in 2023–24, with 16 First Nations-led staff for their achievements in the past 12 months.\nscreen projects and 36 practitioners supported.\n Source: `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf (https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf)`\n- A year-round engagement program of Studios, Brisbane\npresentations, panel discussions, networking\n• I n the Frame: Screen Queensland\nevents and online webinars connected screen\nPractitioners Forum\npractitioners from across the state with industry\n• S BS Meet the Broadcasters\nleaders and each other.\n• S creen Queensland Studios, Brisbane tour\nHighlights included the return of the agency’s and networking\nannual signature event, relaunched as In the • S creen Queensland Studios Virtual\nFrame: Screen Queensland Practitioners Production Show and Tell\nForum on 24 August 2023, which featured\ninspiring and insightful panel discussions Regional events\nwith some of Queensland’s most successful • I ndustry meet and greet at Gold Coast Film Festival\nproduction companies.\n• S creen Queensland Studios, Cairns Official Opening\nThe red carpet was rolled out in Far North\n Source: `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf (https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf)`\n- [Page 23]\nTASTES OF THE TROPICS\nNORTH QUEENSLAND REGIONAL PROGRAM\nThe Tastes of the Tropics series premiered on SBS\nFood in March 2024, delighting audiences with\nthree tantalising episodes exploring the unique\nScreen Queensland continued its commitment INITIATIVES\ncuisine, cultures and communities of North and\nto building screen sector capacity and capability\n• Authentic NQ Far North Queensland.\nin North and Far North Queensland through the\n• Note-taking workshop with Libby Butler\nNorth Queensland Regional Program during\nDelivered by Screen Queensland in partnership\n2023–24. • NQ Animation Bootcamp\nwith Screenworks, in association with SBS\n• NQ Discovering New Online Voices and supported by Cutting Edge, Tastes of the\nHighlights included skills development and\n• NQ Enterprise Tropics provided three emerging to mid-career\n Source: `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf (https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf)`\n- Contents\nMessage from the Chair page 2\nMessage from the CEO page 3\nHighlights page 4\nDevelopment and Production page 6\nScreen Culture page 10\nFinancial Report page 13\nAppendix i: Funding Decisions page 58\nAppendix ii: Award and Nomination Recipients page 64\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- The Board delegated to\nto a financial instrument fails to\nInterpretations 112, 115, 127, 132 & the Audit and Accounts Committee,\nmeet its contractual obligations, and\n1042) (applicable for annual reporting responsibility for developing and\narises principally from the company’s\nperiods beginning on or after monitoring risk management policies.\nreceivables from clients and investment\n1 January 2011).\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 21]\nScreen Queensland Annual Report 2012-2013 20\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2013\nPage 18\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS (Continued)\nThe company Audit and Accounts The board has established a credit The company uses historical data,\nCommittee oversees how management policy under which each new which assists it in monitoring cash flow\nmonitors compliance with the major client is analysed individually requirements and optimising its cash\ncompany’s risk management policies for creditworthiness before the return on investments.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 28]\n26\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nNotes to the financial statements for the year ended 30 June 2011\n1 Statement of significant accounting policies\n2 Revenue and other income\n3 Expenses\n4 Auditors’ remuneration\n5 Cash and cash equivalents\n6 Trade and other receivables\n7 Other assets\n8 Plant and equipment\n9 Trade and other payables\n10 Borrowings\n11 Provisions for employee entitlements\n12 Contributed equity\n13 Commitments for Expenditure\n14 Notes to statement of cash flows\n15 Remuneration of key management personnel\n16 Transactions and balances with related parties\n17 Financial Risk Management\n18 Economic support\n19 Events subsequent to reporting date\n20 Company Details\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Dividends in respect of differential financial reporting framework • clarifying the application of AASB 108\nthese investments that are a return consisting of two tiers of financial prior to an entity’s first Australian-\non investment can be recognised reporting requirements for those Accounting-Standards financial\nin profit or loss and there is no entities preparing general purpose statements;\nimpairment or recycling on disposal financial statements:\nof the instrument; • adding an explicit statement to\nTier 1: Australian Accounting AASB 7 that qualitative disclosures\n• requiring financial assets to be Standards; and should be made in the context\nreclassified where there is a change of the quantitative disclosures to\nin an entity’s business model as they Tier 2: Australian Accounting better enable users to evaluate an\nare initially classified based on;\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 34]\n32\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nAASB 2010-5: Amendments to Australian The Board of Directors has overall Credit Risk\nAccounting Standards (AASB 1, 3,4,5, responsibility for the establishment\nCredit risk is the risk of financial loss to\n101, 107, 112, 118,119, 121, 132, 133, and oversight of the risk management\nthe company if a client or counterparty\n134, 137, 139, 140, 1023 & 1038 and framework.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 35]\n33\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nInvestments – cash and cash equivalents Market risk (q) Prior years adjustment\nThe company uses its best endeavours Market risk is the risk that changes in the\nThe company changed its accounting\nto limit its exposure to credit risk by only market prices, such as foreign exchange\npolicy for the financial year ending\ninvesting in liquid securities and only with rates and equity prices will affect the\n30 June 2011 relating to the treatment\ncounterparties that have a high credit company’s income or the value of its\nof grant revenues and grant liabilities.\nrating.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Trade and other receivables\n2011 2010\n$’000 $’000\nCurrent\nSundry debtors 89 79\nGST receivable 52 39\nLoans receivable – Film assistance loans 11,045 10,131\n11,186 10,249\nNon-current\nLoans receivable – Film assistance loans 4,675 4,126\n4,675 4,126\nCredit Risk\nTrade and other receivables excluding\nFilm assistance loans are non-interest\nbearing and are generally on 30 day\nterms.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [Page 50]\n48\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nSpecific Financial Risk Exposures a) Credit risk b) Liquidity risk\nand Management\nThe company has no significant The tables below reflect an undiscounted\nThe main risks the company is exposed concentrations of credit risk with contractual maturity analysis for financial\nto through its financial instruments are any single counterparty or group of liabilities.\ncredit risk, liquidity risk and market risk counterparties.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Year ended 30 June 2011\n+/- 1% in interest rates +/-40 +/-40\nThe table indicates the impact on how\nprofit and equity values reported at Year ended 30 June 2010\nthe end of the reporting period would\n+/- 1% in interest rates +/-40 +/-40\nhave been affected by changes in the\nrelevant risk variable that management\nconsiders to be reasonably possible.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- The board\nb) film culture and presentation of film\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 15]\nScreen Queensland Annual Report 2012-2013 14\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2013\nPage 12\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nNote Contents\n1 Statement of significant accounting policies\n2 Revenue and other income\n3 Expenses\n4 Auditors’ remuneration\n5 Cash and cash equivalents\n6 Trade and other receivables\n7 Other assets\n8 Plant and equipment\n9 Trade and other payables\n10 Borrowings\n11 Provisions\n12 Contributed equity\n13 Commitments for expenditure\n14 Notes to statement of cash flows\n15 Remuneration of key management personnel\n16 Transactions and balances with related parties\n17 Financial risk management\n18 Economic support\n19 Events subsequent to reporting date\n20 Company details\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 20]\n19\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2013\nPage 17\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS (Continued)\n(n) Taxation (o) Critical accounting estimates (q) Financial risk management\nand judgments\nThe company is exempt from income The company has exposure to credit\ntax under Section 50-25 of the The preparation of the financial risk, liquidity risk and market risk from\nIncome Tax Assessment Act 1997. statements necessarily requires the their use of financial instruments.\ndetermination and use of certain critical\nGoods and Services Tax (GST) is This note presents information\nestimates and judgments, based on\npayable by the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 22]\n21\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2013\nPage 19\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS (Continued)\nInterest rate risk A discussion of those future - allowing an irrevocable election\nrequirements and their impact on initial recognition to present\nInterest rate risk arises from cash\non the company is as follows: gains and losses on investments\nand cash equivalents, loans and\nin equity instruments that are\nreceivables, and borrowings.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [pages 1,2]\n[Page 1]\nSCREEN QUEENSLAND\nSTRATEGIC PLAN\n2023–25\nOur Vision\nA diverse, inclusive and sustainable industry with dynamic screen creatives\nachieving economic, cultural and social benefits for Queensland\nOur Purpose\nEnable and grow a thriving Queensland screen industry\nthat creates valuable screen content in Queensland\nOur Values\nAuthenticity Boldness Collaboration\nIntegrity Innovation Inclusion\n Source: `strategies/ScreenQueensland_2023-25_StrategicPlan.pdf (https://screenqueensland.com.au/app/uploads/2024/02/ScreenQueensland_2023–25_StrategicPlan.pdf)`\n- The committee Options nature of the activities of the company\nreviews the annual financial during the year.\nstatements prior to consideration No options over unissued shares or\nby the Board. interests in the company were granted Operating result\nduring or since the end of the financial\nCode of conduct year and there were no options The company’s net profit after income tax\noutstanding at the date of this report. for the year was a profit of $1,462,041\nDirectors, management and staff are (2010: profit of $3,720,828).\nexpected to perform their duties in line\nwith the company’s code of conduct\nensuring professionalism, integrity\nand objectivity, striving at all times to\nenhance the reputation and performance\nof the company.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Dividends in respect of differential financial reporting framework • clarifying the application of AASB 108\nthese investments that are a return consisting of two tiers of financial prior to an entity’s first Australian-\non investment can be recognised reporting requirements for those Accounting-Standards financial\nin profit or loss and there is no entities preparing general purpose statements;\nimpairment or recycling on disposal financial statements:\nof the instrument; • adding an explicit statement to\nTier 1: Australian Accounting AASB 7 that qualitative disclosures\n• requiring financial assets to be Standards; and should be made in the context\nreclassified where there is a change of the quantitative disclosures to\nin an entity’s business model as they Tier 2: Australian Accounting better enable users to evaluate an\nare initially classified based on;\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- The board\nb) film culture and presentation of film\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)`\n- [Page 35]\n33\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nInvestments – cash and cash equivalents Market risk (q) Prior years adjustment\nThe company uses its best endeavours Market risk is the risk that changes in the\nThe company changed its accounting\nto limit its exposure to credit risk by only market prices, such as foreign exchange\npolicy for the financial year ending\ninvesting in liquid securities and only with rates and equity prices will affect the\n30 June 2011 relating to the treatment\ncounterparties that have a high credit company’s income or the value of its\nof grant revenues and grant liabilities.\nrating.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- Year ended 30 June 2011\n+/- 1% in interest rates +/-40 +/-40\nThe table indicates the impact on how\nprofit and equity values reported at Year ended 30 June 2010\nthe end of the reporting period would\n+/- 1% in interest rates +/-40 +/-40\nhave been affected by changes in the\nrelevant risk variable that management\nconsiders to be reasonably possible.\n Source: `annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)`\n- [pages 22,23,24,25]\n0 June 2013. embedded derivatives; of the change in its fair value due\nto changes in the entity’s own\nThe company expects to first apply - removing the tainting rules credit risk in other comprehensive\nthese Standards and Interpretations associated with held-to-maturity income, except when that would\nin the financial report of the company assets; create an accounting mismatch.\nrelating to the annual reporting - removing the requirements to If such a mismatch would be\nperiod beginning after the effective separate and fair value embedded created or enlarged, the entity is\ndate of each pronouncement. derivatives for financial assets required to present all changes in\ncarried at amortised cost; fair value (including the effects of\nchanges in the credit risk of the\nliability) in profit or loss.\n Source: `annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.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/2010-11.pdf` - annual-reports - https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf\n- `annual-reports/2011-12.pdf` - annual-reports - https://screenqueensland.com.au/app/uploads/2015/09/2011-2012.pdf\n- `annual-reports/2012-13.pdf` - annual-reports - https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf\n- `annual-reports/2017-18.pdf` - annual-reports - https://screenqueensland.com.au/app/uploads/2019/07/SQ-Annual_report_2018_web-final.pdf\n- `annual-reports/2019-20.pdf` - annual-reports - https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf\n- `strategies/Production-Attraction-Strategy-Framework.pdf` - strategies - https://screenqueensland.com.au/app/uploads/2021/07/Production-Attraction-Strategy-Framework.pdf\n- `strategies/Screen-Queensland---Beyond-The-Screen---First-Nations-screen-strategy-2024-34.pdf` - strategies - https://screenqueensland.com.au/app/uploads/2024/10/Screen-Queensland-—-Beyond-The-Screen-–-First-Nations-screen-strategy-2024–34.pdf\n- `strategies/ScreenQueensland_2023-25_StrategicPlan.pdf` - strategies - https://screenqueensland.com.au/app/uploads/2024/02/ScreenQueensland_2023–25_StrategicPlan.pdf\n- `pages/about.html` - pages - https://screenqueensland.com.au/about-sq/sq-staff/\n- `pages/homepage.html` - pages - https://screenqueensland.com.au/\n- `pages/media-releases-index.html` - pages - https://screenqueensland.com.au/category/sq-news/media-centre/\n- `pages/media-releases-index__05.html` - pages - https://screenqueensland.com.au/app/uploads/2021/06/cropped-sq-fav-icon-Q-32x32.png\n- `pages/media-releases-index__06.html` - pages - https://screenqueensland.com.au/app/uploads/2021/06/cropped-sq-fav-icon-Q-192x192.png\n- `pages/media-releases-index__07.html` - pages - https://screenqueensland.com.au/app/uploads/2021/06/cropped-sq-fav-icon-Q-180x180.png\n- `pages/media-releases-index__08.html` - pages - https://screenqueensland.com.au/category/sq-news/media-centre/\n- `pages/news-latest.html` - pages - https://screenqueensland.com.au/category/sq-news/latest-news/\n- `pages/priorities-index.html` - pages - https://screenqueensland.com.au/about-sq/what-we-do/\n- `pages/publications-index.html` - pages - https://screenqueensland.com.au/about-sq/corporate-publications/corporate-reports/\n- `pages/strategies-index.html` - pages - https://screenqueensland.com.au/strategic-plans-and-committees/\n- `pages/strategies-index__00.html` - pages - https://screenqueensland.com.au/strategic-plans-and-committees/\n- `pages/strategies-index__01.html` - pages - https://screenqueensland.com.au/investment-support/incentives/production-attraction/\n- `pages/strategies-index__02.html` - pages - https://screenqueensland.com.au/investment-support/incentives/post-digital-vfx/\n- `pages/strategies-index__03.html` - pages - https://screenqueensland.com.au/games/digital-games-incentive/\n- `pages/strategies-index__04.html` - pages - https://screenqueensland.com.au/app/uploads/2024/10/Screen-Queensland-—-Beyond-The-Screen-–-First-Nations-screen-strategy-2024–34.pdf\n- `other-pdfs/Annual-Review-Screen-Queensland-2020-21-web.pdf` - other-pdfs - https://screenqueensland.com.au/app/uploads/2021/10/Annual-Review-Screen-Queensland-2020-21-web.pdf\n- `other-pdfs/Annual-Review-Screen-Queensland-2021-22-3.pdf` - other-pdfs - https://screenqueensland.com.au/app/uploads/2025/05/Annual-Review-Screen-Queensland-2021–22-3.pdf\n- `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf` - other-pdfs - https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf\n- `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pdf` - other-pdfs - https://screenqueensland.com.au/app/uploads/2024/10/ScreenQueensland_2023–24_FinancialYearOverview_web.pdf\n- `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf` - other-pdfs - https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Screen Queensland - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:37:23.429414+00:00\n**Entity ID**: S-QLD-028\n**Jurisdiction**: Queensland\n**Portfolio**: \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: 29\n- Unique legislation references found: 5\n\n| Type | Count |\n|---|---:|\n| Act | 4 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Australian Accounting Standards and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.qld.gov.au/search?query=Australian+Accounting+Standards+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2010-11.pages.jsonl`\n- `annual-reports/2012-13.pages.jsonl`\n\n**Evidence contexts**:\n- s and other explanatory\ninformation, and the directors’ declaration.\nDirectors’ Responsibility for the Financial Report\nThe directors of the company are responsible for the preparation of the financial report that gives a true and fair view in\naccordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the directors\ndetermine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due\nto fraud or error.\nAuditor’s Responsibility\nMy responsibility is to express an opinion\n Source: `annual-reports/2010-11.pages.jsonl`\n- s and other explanatory information, and the directors’ declaration.\nDirectors’ Responsibility for the Financial Report\nThe directors of the company are responsible for the preparation of the financial report that gives a true and fair view\nin accordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the\ndirectors determine is necessary to enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nAuditor’s Responsibility\nMy responsi\n Source: `annual-reports/2012-13.pages.jsonl`\n\n### Australian Accounting Standards and the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.qld.gov.au/search?query=Australian+Accounting+Standards+and+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2010-11.pages.jsonl`\n- `annual-reports/2012-13.pages.jsonl`\n\n**Evidence contexts**:\n- rt of Screen Queensland Pty Ltd is in accordance with the Corporations Act 2001, including\n–\n(i) giving a true and fair view of the company’s financial position as at 30 June 2011 and of its performance for the\nyear ended on that date; and\n(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001.\nOther Matters - Electronic Presentation of the Audited Financial Report\nThis auditor’s report relates to the financial report of Screen Queensland Pty Ltd for the year ended 30 June 2011. Where\nthe financial report is included on Screen Queensland Pty Ltd’s\n Source: `annual-reports/2010-11.pages.jsonl`\n- rt of Screen Queensland Pty Ltd is in accordance with the Corporations Act 2001, including –\n(i) giving a true and fair view of the company’s financial position as at 30 June 2013 and of its performance for the year\nended on that date; and\n(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001.\nOther Matters - Electronic Presentation of the Audited Financial Report\nThose viewing an electronic presentation of these financial statements should note that audit does not provide assurance\non the integrity of the information presented electronically and\n Source: `annual-reports/2012-13.pages.jsonl`\n\n### Independence The Auditor-General Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.qld.gov.au/search?query=Independence+The+Auditor-General+Act+2009\n\n**Sources**:\n- `annual-reports/2010-11.pages.jsonl`\n- `annual-reports/2012-13.pages.jsonl`\n\n**Evidence contexts**:\n- sed and the reasonableness of\naccounting estimates made by the directors, as well as evaluating the overall presentation of the financial report.\nI believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.\nIndependence\nThe Auditor-General Act 2009 promotes the independence of the Auditor-General and all authorised auditors. The Auditor-\nGeneral is the auditor of all Queensland public sector entities and can only be removed by Parliament.\nThe Auditor-General may conduct an audit in any way considered ap\n Source: `annual-reports/2010-11.pages.jsonl`\n- sed and the reasonableness of accounting\nestimates made by the directors, as well as evaluating the overall presentation of the financial report.\nI believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.\nIndependence\nThe Auditor-General Act 2009 promotes the independence of the Auditor-General and all authorised auditors.\nThe Auditor-General is the auditor of all Queensland public sector entities and can be removed only by Parliament.\nThe Auditor-General may conduct an audit in any way considered app\n Source: `annual-reports/2012-13.pages.jsonl`\n\n### Classification (Publications, Films and Computer Games) Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.qld.gov.au/search?query=Classification+%28Publications%2C+Films+and+Computer+Games%29+Act+1995\n\n**Sources**:\n- `pages/strategies-index__03.html`\n\n**Evidence contexts**:\n- following are ineligible to receive the Incentive:\ngames that are not completely digital (boardgames or hybrid digital/physical games)\ngambling games\ngames that are, in Screen Queensland’s opinion, likely to be refused classification under the\nClassification (Publications, Films and Computer Games) Act 1995\ngames designed to, in Screen Queensland’s opinion, predominantly or substantially market, promote or advertise a product or service\ngames designed primarily for educational or training purposes.\nOnly one company may apply for the Incentive per game.\nWhat qual\n Source: `pages/strategies-index__03.html`\n\n### Income Tax Assessment Act 1997\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.qld.gov.au/search?query=Income+Tax+Assessment+Act+1997\n\n**Sources**:\n- `annual-reports/2012-13.pages.jsonl`\n\n**Evidence contexts**:\n- xation (o) Critical accounting estimates (q) Financial risk management\nand judgments\nThe company is exempt from income The company has exposure to credit\ntax under Section 50-25 of the The preparation of the financial risk, liquidity risk and market risk from\nIncome Tax Assessment Act 1997. statements necessarily requires the their use of financial instruments.\ndetermination and use of certain critical\nGoods and Services Tax (GST) is This note presents information\nestimates and judgments, based on\npayable by the company. Revenues, about the com\n Source: `annual-reports/2012-13.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/media-releases-index__05.html` (page)\n- `pages/media-releases-index__06.html` (page)\n- `pages/media-releases-index__07.html` (page)\n- `pages/media-releases-index__08.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `annual-reports/2010-11.pages.jsonl` (pdf_pages)\n- `annual-reports/2011-12.pages.jsonl` (pdf_pages)\n- `annual-reports/2012-13.pages.jsonl` (pdf_pages)\n- `annual-reports/2017-18.pages.jsonl` (pdf_pages)\n- `annual-reports/2019-20.pages.jsonl` (pdf_pages)\n- `other-pdfs/Annual-Review-Screen-Queensland-2020-21-web.pages.jsonl` (pdf_pages)\n- `other-pdfs/Annual-Review-Screen-Queensland-2021-22-3.pages.jsonl` (pdf_pages)\n- `other-pdfs/ScreenQueensland_2023-24_FinancialYearOverview_web.pages.jsonl` (pdf_pages)\n- `other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pages.jsonl` (pdf_pages)\n- `other-pdfs/ScreenQueensland_AnnualReview_2022-23.pages.jsonl` (pdf_pages)\n- `strategies/Production-Attraction-Strategy-Framework.pages.jsonl` (pdf_pages)\n- `strategies/Screen-Queensland---Beyond-The-Screen---First-Nations-screen-strategy-2024-34.pages.jsonl` (pdf_pages)\n- `strategies/ScreenQueensland_2023-25_StrategicPlan.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "Screen Queensland’s purpose is to grow the screen industry to be a significant contributor to the economic and cultural wellbeing of Queensland. [CP p.2]", "purposes_source_page": 2, "how_we_deliver": "Screen Queensland invests in people and projects to grow a creative, innovative and successful screen industry, and delivers an active screen culture across the state. [CP p.2]", "how_we_deliver_source_page": 2, "government_priorities": [ { "text": "Growing Queensland Talent", "source_page": 13 }, { "text": "Attracting Productions to Queensland", "source_page": 11 }, { "text": "Investing in Development", "source_page": 17 }, { "text": "Investing in Queensland Production", "source_page": 20 }, { "text": "Investing in Game Development", "source_page": 22 }, { "text": "Supporting Aboriginal and Torres Strait Islander Practitioners", "source_page": 23 }, { "text": "Respect, Inclusion, Diversity, Equality = RIDE", "source_page": 24 } ], "outcomes": [ { "name": "Outcome 1: Growing Queensland Talent", "description": "During the 2019-2020 financial year, Screen Queensland allocated more than $3.7 million across more than 30 initiatives aimed at supporting and growing screen talent in the state. [AR p.13]", "key_activities": [ "BIFF – Screen Queensland Short Film Award Charlie’s Writers Lab", "Creative Consultations Nice Shorts", "First Peoples: First Draft" ], "source_page": 13 }, { "name": "Outcome 2: Attracting Productions to Queensland", "description": "During the 2019-2020 financial year, Screen Queensland secured three international productions (two feature films, one TV series) and one domestic production (TV series) via the Production Attraction Strategy, including: Irreverent, a TV series from Matchbox Productions, Harrow (Season 3), a TV series from Queensland-based Hoodlum Entertainment that created 120 job opportunities and achieved approximately $15 million in QPE. [AR p.11]", "key_activities": [ "Irreverent", "Harrow (Season 3)", "Great White", "ScaryGirl" ], "source_page": 11 }, { "name": "Outcome 3: Investing in Development", "description": "During the 2019-2020 financial year, Screen Queensland invested in 43 in-development projects. [AR p.18]", "key_activities": [ "Alligator Creek", "Extreme Women", "Blood Sisters", "Blue Bones", "Lone Star", "Born Savage", "Macquarie Island", "Boy Girl Wall", "On Dying", "Dinner and A Show", "Drop Bears", "Rough Nut", "Sharko", "Stage Mums (Season 2)", "Stranded", "Street of Origin", "The Book Ninja", "The Coal Face", "Turo Rudi", "The Good Knight", "The Gulf", "Untethered", "Z Special Unit" ], "source_page": 18 }, { "name": "Outcome 4: Investing in Queensland Production", "description": "Screen Queensland’s Finance program invested in 22 film and broadcast projects and seven games projects during the 2019-2020 financial year. These projects are predicted to generate $36 million in QPE, supporting approximately 820 jobs for Queenslanders. [AR p.20]", "key_activities": [ "Retrograde", "Streamline", "All My Friends are Racist", "Darby and Joan", "This Little Love of Mine", "6 Festivals", "Big Weather (And How to Survive It)", "Muster Dogs", "A Dingo’s Got My Baby: The Lindy Chamberlain Story", "Hating Peter Tatchell", "Two Hundred Years on Ice", "The Bureau of Magical Things, Season 2", "Just Animals, Season 2", "The Strange Chores, Season 2", "Harrow, Season 3", "Demolition Down Under, Seasons 2 & 3" ], "source_page": 20 }, { "name": "Outcome 5: Investing in Game Development", "description": "During the 2019-2020 financial year, Screen Queensland supported the development of seven Queensland-created games, estimated to deliver $2.3 million in QPE, with an investment of $300,000 via the Finance program. [AR p.22]", "key_activities": [ "Dros", "Runaway Mage", "Anytown Garage Sale Monsters", "Blueberry", "Capes", "Potions Express", "Foolproof" ], "source_page": 22 }, { "name": "Outcome 6: Supporting Aboriginal and Torres Strait Islander Practitioners", "description": "More than $250,000 was invested in the development and production of eight Indigenous stories in the 2019-2020 financial year. These stories included Mitch Stanley’s epic anthology feature Cook 2020, comprising eight short films created by Indigenous teams from Australia and New Zealand, and Caden Pearson’s documentary Wawu, which focuses on the residents of Hopevale during a special Easter tradition. [AR p.23]", "key_activities": [ "Cook 2020", "Wawu" ], "source_page": 23 }, { "name": "Outcome 7: Respect, Inclusion, Diversity, Equality = RIDE", "description": "Through its dedicated RIDE program, Screen Queensland is committed to fostering a fair and respectful screen industry, creating initiatives that open doors for diverse practitioners, as well as events that ignite vital conversations to encourage change in the sector. [AR p.24]", "key_activities": [ "RIDE Signature Event", "RIDE Feature Film Fund", "Attagirl", "Talent Camp", "SQRL" ], "source_page": 24 } ], "values": [ "innovation", "agility", "generosity" ], "values_framework_name": "Screen Queensland’s mission", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Total productions supported", "target": "40", "source_page": null }, { "code": "CCE02", "measure": "Total jobs created", "target": "2000", "source_page": null }, { "code": "CCE03", "measure": "Total Queensland Production Expenditure (QPE)", "target": "$200 million", "source_page": null }, { "code": "CCE04", "measure": "Total games supported", "target": "10", "source_page": null }, { "code": "CCE05", "measure": "Total Indigenous stories produced", "target": "10", "source_page": null }, { "code": "CCE06", "measure": "Total RIDE initiatives", "target": "20", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Total productions supported", "result": "36", "status": "Achieved", "source_page": null }, { "code": "CCE02", "measure": "Total jobs created", "result": "1,380", "status": "Achieved", "source_page": null }, { "code": "CCE03", "measure": "Total Queensland Production Expenditure (QPE)", "result": "$129 million", "status": "Achieved", "source_page": null }, { "code": "CCE04", "measure": "Total games supported", "result": "7", "status": "Achieved", "source_page": null }, { "code": "CCE05", "measure": "Total Indigenous stories produced", "result": "8", "status": "Achieved", "source_page": null }, { "code": "CCE06", "measure": "Total RIDE initiatives", "result": "15", "status": "Achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "https://screenqueensland.com.au/app/uploads/2020/12/Annual_report_2019-2020_FINAL.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[pages 34,35,36,37,38]\nrade and other payables\n9 - - 268 268\n(excluding annual leave)\nBorrowings 10 - 11,576 - 11,576\nTotal - 11,576 268 11,844\nSpecific financial risk exposures and management\nThe main risks the company is exposed to through its financial instruments are credit risk, liquidity risk and market\nrisk relating to interest rate risk.\n(a) Credit risk\nThe company has no significant concentrations of credit risk with any single counterparty or group of counterparties.\ndetails with respect to credit risk of trade and other receivables are provided in Note 6.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[pages 34,35,36,37,38]\nrade and other payables\n9 - - 268 268\n(excluding annual leave)\nBorrowings 10 - 11,576 - 11,576\nTotal - 11,576 268 11,844\nSpecific financial risk exposures and management\nThe main risks the company is exposed to through its financial instruments are credit risk, liquidity risk and market\nrisk relating to interest rate risk.\n(a) Credit risk\nThe company has no significant concentrations of credit risk with any single counterparty or group of counterparties.\ndetails with respect to credit risk of trade and other receivables are provided in Note 6.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.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-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "This growth strengthens not\nexpertise in game development and its ability beyond the Digital Games Incentive to support\nonly Queensland’s creative economy but also its\nto handle complex, high-profile projects developers at every stage:\ninnovation and technology capabilities, which will be\nthat require both creativity and precision\nvital in the lead-up to the 2032 Brisbane Olympic and\nengineering. • G ames Grants – enabling local studios to create\nParalympic Games.\ngames for global markets and attract further\ninvestment with seed funding of up to $300,000\nIn 2024–25, Screen Queensland supported 25 games\nper project.\nprojects, generating an estimated $19 million in\nQueensland Games Development Expenditure.\n• G ames Residency program – providing\nemerging developers with the chance to hone\nStandout Projects\ntheir skills, develop their first projects and secure", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "This growth strengthens not\nexpertise in game development and its ability beyond the Digital Games Incentive to support\nonly Queensland’s creative economy but also its\nto handle complex, high-profile projects developers at every stage:\ninnovation and technology capabilities, which will be\nthat require both creativity and precision\nvital in the lead-up to the 2032 Brisbane Olympic and\nengineering. • G ames Grants – enabling local studios to create\nParalympic Games.\ngames for global markets and attract further\ninvestment with seed funding of up to $300,000\nIn 2024–25, Screen Queensland supported 25 games\nper project.\nprojects, generating an estimated $19 million in\nQueensland Games Development Expenditure.\n• G ames Residency program – providing\nemerging developers with the chance to hone\nStandout Projects\ntheir skills, develop their first projects and secure", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/ScreenQueensland_2024-25AnnualReview_WEB.pdf (https://screenqueensland.com.au/app/uploads/2026/02/ScreenQueensland_2024–25AnnualReview_WEB.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "[Page 23]\n21\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nEnvironmental policy\nIt is the company’s policy to:\na) abide by the concepts and principles of sustainable development;\nb) carry out operations in an environmentally responsible manner having consideration for individual and community welfare;\nc) ensure that, at a minimum, business is conducted in compliance with existing environmental legislation and regulations; and\nd) educate staff and employees in the importance of understanding their environmental responsibilities for the sensitive\nimplementation of all operations.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "[Page 23]\n21\nScreen Queensland Annual Report 2010-2011\nScreen Queensland\nABN 20 056 169 316\nAnnual Report for the year ended 30 June 2011\nEnvironmental policy\nIt is the company’s policy to:\na) abide by the concepts and principles of sustainable development;\nb) carry out operations in an environmentally responsible manner having consideration for individual and community welfare;\nc) ensure that, at a minimum, business is conducted in compliance with existing environmental legislation and regulations; and\nd) educate staff and employees in the importance of understanding their environmental responsibilities for the sensitive\nimplementation of all operations.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2010-11.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2010_11_web.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-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "THE STATE ECONOMY • Dros (emergeWorlds)\n• Phantom Abyss (Team WIBY) The new Brisbane-based AAA digital games studio,\n11 GAMES DEVELOPERS SUPPORTED • Unannounced project (SMG Studio) Tantalus North, confirmed its establishment as a direct\nTO ATTEND MARKETS result of the highly competitive Screen Queensland\n• Sky Fights (5 Lives Studios)\nDigital Games Incentive.\n• Sling Kong (Protostar Games)\n• Super Starfish (Protostar Games) Head of Studio Kendra Fairbairn McCarthy said the\nThe 2022–23 financial year was a transformative\nestablishment of Tantalus North is a significant\nperiod for digital games in Queensland, with • The Oregon Trail (Gameloft Brisbane)\nmilestone in the growth of the local sector.\nrenewed support for the sector through the Digital • Unannounced project (5 Lives Studios)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "THE STATE ECONOMY • Dros (emergeWorlds)\n• Phantom Abyss (Team WIBY) The new Brisbane-based AAA digital games studio,\n11 GAMES DEVELOPERS SUPPORTED • Unannounced project (SMG Studio) Tantalus North, confirmed its establishment as a direct\nTO ATTEND MARKETS result of the highly competitive Screen Queensland\n• Sky Fights (5 Lives Studios)\nDigital Games Incentive.\n• Sling Kong (Protostar Games)\n• Super Starfish (Protostar Games) Head of Studio Kendra Fairbairn McCarthy said the\nThe 2022–23 financial year was a transformative\nestablishment of Tantalus North is a significant\nperiod for digital games in Queensland, with • The Oregon Trail (Gameloft Brisbane)\nmilestone in the growth of the local sector.\nrenewed support for the sector through the Digital • Unannounced project (5 Lives Studios)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/ScreenQueensland_AnnualReview_2022-23.pdf (https://screenqueensland.com.au/app/uploads/2024/05/ScreenQueensland_AnnualReview_2022–23.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "[pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "[pages 7,8,9,10,11,12]\nlm\nthe annual financial statements prior of directors resolved to adopt the\nrelated events in Queensland.\nto consideration by the Board. recommendations in the advice\nand each entered into the deeds of There were no significant changes\nCode of conduct\nAccess and Indemnity in July 2013. in the nature of the activities of the\ndirectors, management and staff company during the year.\nare expected to perform their duties\nOperating result\nin line with the company’s code of\nconduct ensuring professionalism, The company’s net profit after\nintegrity and objectivity, striving at income tax for the year was\nall times to enhance the reputation $325,280 (2012: loss of $391,032).\nand performance of the company.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2012-13.pdf (https://screenqueensland.com.au/app/uploads/2015/09/2012-2013_Annual_Report1.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "QPE generated from PDV increased by\n270 per cent since 2019–20, while growth achieved\nfrom games measured 282 per cent over the same\ntimeframe.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Annual-Review-Screen-Queensland-2021-22-3.pdf (https://screenqueensland.com.au/app/uploads/2025/05/Annual-Review-Screen-Queensland-2021–22-3.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-028", "entity_name": "Screen Queensland", "folder_name": "Screen-Queensland", "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": "QPE generated from PDV increased by\n270 per cent since 2019–20, while growth achieved\nfrom games measured 282 per cent over the same\ntimeframe.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Annual-Review-Screen-Queensland-2021-22-3.pdf (https://screenqueensland.com.au/app/uploads/2025/05/Annual-Review-Screen-Queensland-2021–22-3.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" ] } ], 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