{ "entity_id": "S-QLD-005", "folder": "Department-of-Housing-and-Public-Works", "name": "Department of Housing and Public Works", "type": "State Department", "jurisdiction": "QLD", "portfolio": "Housing", "website": "https://www.housing.qld.gov.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 13, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector", "official_site_url": "https://www.housing.qld.gov.au/", "source_documents": [ { "type": "strategie", "title": "Strategic Plan 2024–28 (PDF, 1559.62 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan measures 2024–28 (PDF, 126.87 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2024–28 (PDF, 1558.86 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0015/80421/hpw-strategic-plan-2024-28.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2024–28 (PDF, 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"https://www.housing.qld.gov.au/__data/assets/pdf_file/0035/49868/dsdilgp-strategic-plan-2023.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2023–27 (PDF, 765.6 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "2022–2026 Strategic Plan (PDF, 1049.22 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "2021–2025 Strategic Plan (PDF, 617.02 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "2020–2024 Strategic Plan (PDF, 801.67 KB)", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf", "period": "2020", "confidence": "medium" } ], "purpose": { "text": "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, "vision": null, "strategic_priorities": [ { "title": "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosti", "description": "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosting the Brisbane 2032 Olympic and Paralympic Games.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver", "description": "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver housing that helps people find, secure, and keep a place to call home.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated cons", "description": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and co", "description": "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and continuously improve.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "title": "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders.", "description": "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders.", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" } ], "values": [ { "name": "Customers first", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Ideas into action", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Unleash potential", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Empower people", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Be courageous", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null }, { "name": "Healthy and safe workplace", "description": "", "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Secure Queensland’s housing foundations", "description": "Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.", "activities": [ "Deliver social and affordable homes to meet the Queensland Government’s target of 53,500 additional social and community homes by 2044.", "Strengthen tenancy management for social housing for Queenslanders." ], "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "name": "Outcome 2: Build Queensland’s future", "description": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "activities": [ "Lead and empower efficient, best-in-class procurement practices across government to create exceptional outcomes, drive innovation and deliver value for money.", "Enhance QBuild’s value for money services while expanding the regulated construction industry." ], "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" }, { "name": "Outcome 3: Strengthen our performance", "description": "Foster a high performing culture driven by innovation, clear, consistent legislation and regulation that attracts and supports renters and homeowners.", "activities": [ "Commit to high standards of professional conduct and ethical practices in everything we do, with unwavering integrity and a strong sense of accountability.", "Expand our digital capability to drive innovation, transform our services and improve productivity." ], "source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "source_page": 1, "source_deep_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf#page=1" } ], "performance_measures": [ { "code": "CCE01", "measure": "Number of social and affordable homes delivered", "target": "53,500", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE02", "measure": "Percentage of client satisfaction with procurement", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE03", "measure": "Percentage of government-owned employee housing in an acceptable condition", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE04", "measure": "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null }, { "code": "CCE05", "measure": "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses", "target": "100%", "latest_result": "N/A", "status": "Not achieved", "target_source_url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thr", "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of 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capabilities after attending a youth leadership program", "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2025-26", "corporate_plan_period": "2024-28", "vision": null, "vision_source_page": null, "purposes": "Deliver a place to call home for more Queenslanders | Create a more prosperous Queensland through government procurement, youth engagement building and service innovation and a thriving night-life economy | Strengthen the construction sector", "purposes_source_page": 1, "how_we_deliver": "Integrity – Our behaviours Partnership – We work Recognition – We honour Leadership – We make Innovation – We are agile Inclusion – We are kind, Safety – We embrace", "how_we_deliver_source_page": 1, "government_priorities": [ { "text": "Support Queensland businesses, especially in our regions, to maximise the potential long-term economic benefits of hosting the Brisbane 2032 Olympic and Paralympic Games.", "source_page": 1 }, { "text": "Increase housing options and harness the potential of the community housing and homelessness sectors to grow and deliver housing that helps people find, secure, and keep a place to call home.", "source_page": 1 }, { "text": "Create future prosperity by unleashing Queensland’s procurement power, bolstering the night-life economy, regulated construction industry and contribute to a more sustainable, low-emission future.", "source_page": 1 }, { "text": "Foster a culture of integrity, wellbeing, learning and inclusion where we empower our people to deliver solutions and continuously improve.", "source_page": 1 }, { "text": "Harness data, research and stakeholder insights to optimise service delivery and enhance outcomes for Queenslanders.", "source_page": 1 } ], "outcomes": [ { "name": "Outcome 1: Secure Queensland’s 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"name": "Outcome 3: Strengthen our performance", "description": "Foster a high performing culture driven by innovation, clear, consistent legislation and regulation that attracts and supports renters and homeowners.", "key_activities": [ "Commit to high standards of professional conduct and ethical practices in everything we do, with unwavering integrity and a strong sense of accountability.", "Expand our digital capability to drive innovation, transform our services and improve productivity." ], "source_page": 1 } ], "values": [ "Customers first", "Ideas into action", "Unleash potential", "Empower people", "Be courageous", "Healthy and safe workplace" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Number of social and affordable homes delivered", "target": "53,500", "source_page": 1 }, { "code": "CCE02", "measure": "Percentage of client satisfaction with procurement", "target": "100%", "source_page": 1 }, { "code": "CCE03", "measure": "Percentage of government-owned employee housing in an acceptable condition", "target": "100%", "source_page": 1 }, { "code": "CCE04", "measure": "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "target": "100%", "source_page": 1 }, { "code": "CCE05", "measure": "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses", "target": "100%", "source_page": 1 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Number of social and affordable homes delivered", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE02", "measure": "Percentage of client satisfaction with procurement", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE03", "measure": "Percentage of government-owned employee housing in an acceptable condition", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE04", "measure": "Percentage of participants who identify as having improved leadership capabilities after attending a youth leadership program", "result": "N/A", "status": "Not achieved", "source_page": null }, { "code": "CCE05", "measure": "Percentage of spend on QBuild customer assets across local, small, medium and First Nations businesses", "result": "N/A", "status": "Not achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 2]\nStrategic Plan performance measures 2020-21\nObjective 2 – Customer and Digital Services\nPerformance Collection/ Branch/\nStrategic measures * Division\nindicator Reporting Unit\nServices are Percentage of data sets available on qld.gov.au Annual QGCDG TET\nresponsive and with an Open Data Certificate (Open\naccessible Data)\nPercentage increase in number of Queensland Annual QGCDG SDO\nState Archives records accessed (QSA)\nCITEC ICT service availability Monthly QGCDG TET\n(CITEC)\nCustomers and Overall satisfaction with Responsive Government Annual QGCDG CDS\nstakeholders partnerships, advice and support (internal to (RG)\nare satisfied government)\nwith services\nPercentage of customers satisfied with the Annual QGCDG SDO\nservices provided by Smart Service Queensland (SSQ)\non behalf of government agencies\nCustomer satisfaction with HR Services (QSS) Monthly/ QGCDG SDO\nQuarterly (QSS)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/strategicplan2020-21-performancemeasures.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Invest in Queensland’s arts, cultural and creative sector to Promote and strengthen Queensland First Nations Engage key stakeholders to ensure policy and investment Invest in partnerships and digital infrastructure\nArts support job growth, secure the state’s creative talent pipeline, arts through First Nation-led protocols, processes, programs are responsive to arts sector and community needs to create new and/or enhanced distribution Grow our services and relationships\nand create quality arts experiences that enhance liveability, investment and initiatives. and work to support Queensland Government priorities, and engagement platforms for arts products, to meet future demands and position\nEnhance Queenslanders’\ndrive regional growth and engage Queenslanders and their including the implementation of Creative Together 2020-2030.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Invest in Queensland’s arts, cultural and creative sector to Promote and strengthen Queensland First Nations Engage key stakeholders to ensure policy and investment Invest in partnerships and digital infrastructure\nArts support job growth, secure the state’s creative talent pipeline, arts through First Nation-led protocols, processes, programs are responsive to arts sector and community needs to create new and/or enhanced distribution Grow our services and relationships\nand create quality arts experiences that enhance liveability, investment and initiatives. and work to support Queensland Government priorities, and engagement platforms for arts products, to meet future demands and position\nEnhance Queenslanders’\ndrive regional growth and engage Queenslanders and their including the implementation of Creative Together 2020-2030.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "We work closely with domestic and international organisations to facilitate significant and complex projects that align with government priorities, stimulate economic growth and create jobs across the state.\nwb_incandescent\nSocial impact investment\nHarnessing new resources and innovations to improve the lives of Queenslanders.\npartly_cloudy_day\nClimate adaption strategy\nDelivering adaptation actions that mitigate the risk of potential economic, social and environmental impacts.\nsupport\nInvestment support\nFunding programs and investment support for business.\nanalytics\nQueensland sustainability report\nUp-to-date, detailed, transparent financial and non-financial information.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "We work closely with domestic and international organisations to facilitate significant and complex projects that align with government priorities, stimulate economic growth and create jobs across the state.\nwb_incandescent\nSocial impact investment\nHarnessing new resources and innovations to improve the lives of Queenslanders.\npartly_cloudy_day\nClimate adaption strategy\nDelivering adaptation actions that mitigate the risk of potential economic, social and environmental impacts.\nsupport\nInvestment support\nFunding programs and investment support for business.\nanalytics\nQueensland sustainability report\nUp-to-date, detailed, transparent financial and non-financial information.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/annual-reports-index.html (https://www.epw.qld.gov.au/about/corporate-information/annual-reports)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Our strategies\nTogether:\nCapable, dynamic workforce Fit-for-purpose systems\nEPW working together\n• Understand our future workforce needs so • Create digital roadmaps to support our\nCultivate an inclusive, future-focussed\nOur values\nwe recruit, grow and retain people with the long-term objectives, ensuring we have\nculture with collaborative strategic capabilities and skills we need contemporary systems and processes and\nour information is secure, protected and\npartnerships, contemporary practices\n• Build a workforce with people of diverse Customers first\ntrusted\nand a trusted brand backgrounds and lead by example to\ninfluence industry employment behaviours Better connections\nEmpower people\nOur performance indicators Target Positive culture • Build on our proud history as an agency\nthat is trusted to deliver value-driven", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/epw-strategic-plan-2023-2027.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2022-26\nOur vision: Our strategic risks:\nThe agency supports the Government’s objectives\nThriving communities where all Queenslanders can have a for the community: • External pressures in the community challenge the department’s ability\nsafe and stable place to live and enjoy high levels of social to improve the social and economic outcomes for Queenslanders\nand economic wellbeing, supported by a strong digital\neconomy and a vibrant arts sector.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": "Department-of-Housing-and-Public-Works", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[pages 1]\n[Page 1]\nDepartment of Communities, Housing and Digital Economy\nStrategic Plan 2022-26\nOur vision: Our strategic risks:\nThe agency supports the Government’s objectives\nThriving communities where all Queenslanders can have a for the community: • External pressures in the community challenge the department’s ability\nsafe and stable place to live and enjoy high levels of social to improve the social and economic outcomes for Queenslanders\nand economic wellbeing, supported by a strong digital\neconomy and a vibrant arts sector.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/chde-strategic-plan-2022-26.pdf (https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "file": "strategies/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "bytes": 1597049, "link_text": "Strategic Plan 2024–28 (PDF, 1559.62 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0018/80424/hpw-strategic-plan-measures-2024-28.pdf", "file": "strategies/hpw-strategic-plan-measures-2024-28.pdf", "bytes": 129916, "link_text": "Strategic Plan measures 2024–28 (PDF, 126.87 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0015/80421/hpw-strategic-plan-2024-28.pdf", "file": "strategies/hpw-strategic-plan-2024-28.pdf", "bytes": 1596270, "link_text": "Strategic Plan 2024–28 (PDF, 1558.86 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/62733/hlgppw-strategic-plan-2024-28.pdf", "file": "strategies/hlgppw-strategic-plan-2024-28.pdf", "bytes": 1104877, "link_text": "Strategic Plan 2024–28 (PDF, 1078.98 KB)" }, { "category": "strategies", "year": "2024", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/62736/strategic-plan-kpis-measures-2024-28.pdf", "file": "strategies/strategic-plan-kpis-measures-2024-28.pdf", "bytes": 198881, "link_text": "Strategic Plan measures 2024–28 (PDF, 194.22 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0034/49867/hlgppw-strategic-plan-2023-27.pdf", "file": "strategies/hlgppw-strategic-plan-2023-27.pdf", "bytes": 778077, "link_text": "Strategic Plan 2023–27 (PDF, 759.84 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/36456/doh-strategic-plan-2023-27.pdf", "file": "strategies/doh-strategic-plan-2023-27.pdf", "bytes": 2751129, "link_text": "Strategic Plan 2023–27 (PDF, 2686.65 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0035/49868/dsdilgp-strategic-plan-2023.pdf", "file": "strategies/dsdilgp-strategic-plan-2023.pdf", "bytes": 328600, "link_text": "Strategic Plan 2023–27 (PDF, 320.9 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0036/49869/epw-strategic-plan-2023-2027.pdf", "file": "strategies/epw-strategic-plan-2023-2027.pdf", "bytes": 783978, "link_text": "Strategic Plan 2023–27 (PDF, 765.6 KB)" }, { "category": "strategies", "year": "2022", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0023/21587/chde-strategic-plan-2022-26.pdf", "file": "strategies/chde-strategic-plan-2022-26.pdf", "bytes": 1074400, "link_text": "2022–2026 Strategic Plan (PDF, 1049.22 KB)" }, { "category": "strategies", "year": "2021", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0029/17786/chde-strategic-plan-2021-25.pdf", "file": "strategies/chde-strategic-plan-2021-25.pdf", "bytes": 631829, "link_text": "2021–2025 Strategic Plan (PDF, 617.02 KB)" }, { "category": "strategies", "year": "2020", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0024/17817/chde-strategic-plan-2020-2024.pdf", "file": "strategies/chde-strategic-plan-2020-2024.pdf", "bytes": 820911, "link_text": "2020–2024 Strategic Plan (PDF, 801.67 KB)" }, { "category": "other-pdfs", "year": "2020-21", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0016/12175/strategicplan2020-21-performancemeasures.pdf", "file": "other-pdfs/strategicplan2020-21-performancemeasures.pdf", "bytes": 192173, "link_text": "Performance indicators and measures, HPW (PDF, 187.67 KB)" } ], "_meta": { "snapshot_built_at": "2026-05-14T02:12:42+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Department-of-Housing-and-Public-Works", "annual_report": { "file": null, "url": "", "year": null }, "corporate_plan": { "file": "strategies\\D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.txt", "url": "https://www.housing.qld.gov.au/__data/assets/pdf_file/0021/83145/D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER.pdf", "year": "D-548-HPW-Strategic-Plan-2024-28-v24-ONE-PAGER" }, "usage": { "input_tokens": 3543, "output_tokens": 1394, "total_tokens": 4937, "model": "nova-micro" }, "cost_usd": 0.00031916500000000005, "elapsed_seconds": 3.76, "generated_at": "2026-05-13T05:16:07+00:00" }, "ideas_manifest": { "entity_id": "S-QLD-005", "entity_name": "Department of Housing and Public Works", "folder_name": 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