{ "entity_id": "S-SA-010", "folder": "Department-of-the-Premier-and-Cabinet", "name": "Department of the Premier and Cabinet", "type": "State Department", "jurisdiction": "SA", "portfolio": "Premier", "website": "https://www.dpc.sa.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 18, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "official_site_url": "https://www.dpc.sa.gov.au/", "source_documents": [ { "type": "annual_report", "title": "annual-reports/2020-21.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2021-22.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2022-23.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2023-24.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2024-25.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "strategie", "title": "strategies/dpc-strategic-plan-2020-2024.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2021-2025.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2022-2026.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2023-2027.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_Strategic_Plan_2024-2028.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/OQPC_StrategicPlan_2020-2024.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/strategicplan_0.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "source_url": "", "source_page": 11, "source_deep_url": "" }, "vision": { "text": "an informed and influential department that delivers for Queenslanders. [CP p.11]", "source_url": "", "source_page": 11, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Safety where you live", "description": "Safety where you live", "source_url": "", "source_page": 6, "source_deep_url": "" }, { "title": "Health services when you need them", "description": "Health services when you need them", "source_url": "", "source_page": 6, "source_deep_url": "" }, { "title": "A better lifestyle through a stronger economy", "description": "A better lifestyle through a stronger economy", "source_url": "", "source_page": 6, "source_deep_url": "" }, { "title": "A plan for Queensland’s future", "description": "A plan for Queensland’s future", "source_url": "", "source_page": 6, "source_deep_url": "" } ], "values": [ { "name": "Bold but faithful", "description": "", "source_url": "", "source_page": null }, { "name": "Listen and lead", "description": "", "source_url": "", "source_page": null }, { "name": "Lift each other up", "description": "", "source_url": "", "source_page": null }, { "name": "An accountable and effective government", "description": "", "source_url": "", "source_page": null }, { "name": "An informed and connected Queensland.", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Government Decision Support", "description": "Provide outstanding strategic policy advice and insights to support government decisions on key social, economic, law and justice, environment and planning policy.", "activities": [ "Delivering strategic advice to Cabinet and Cabinet coordination and advice on parliamentary processes and procedures.", "Supporting line agencies in the development of evidence-based policy, legislative reform, and delivery of key policy initiatives across all government portfolios." ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Outcome 2: Government Service Delivery Implementation Support", "description": "Improve outcomes in existing programs and implement new and improved approaches to drive delivery of the government’s priorities and objectives.", "activities": [ "Continued to work with partner agencies to improve the delivery of key services and priorities, including in housing and reducing victims of crime.", "Continued to explore opportunities to support agencies to deliver improved services for Queensland communities." ], "source_url": "", "source_page": 15, "source_deep_url": "" }, { "name": "Outcome 3: Governance Support and Advisory Services", "description": "Provide policy and operational advice and support to the Premier and the public sector in relation to constitutional, executive government, and machinery-of-government matters.", "activities": [ "Supported the implementation of new policy requirements arising from the Information Privacy and Other Legislation Amendment Act 2023, which commenced on 1 July 2025.", "Provided advice to government agencies on the Guidelines on the Caretaker Conventions for the 2024 State General Election and led the coordination of incoming government briefs." ], "source_url": "", "source_page": 17, "source_deep_url": "" }, { "name": "Outcome 4: Engagement and Events Support", "description": "Lead whole-of-government strategic communication and engagement to enhance the government’s profile and to communicate with all Queenslanders.", "activities": [ "Delivered best-practice communication and media services as well as capability development through ongoing leadership of the Heads of Communication Network, Heads of Media Network and associated specialist subcommittees.", "Designed and delivered communication and media activities, campaigns, and strategies to engage and inform Queenslanders." ], "source_url": "", "source_page": 18, "source_deep_url": "" }, { "name": "Outcome 5: Legislative Drafting and e-Publishing", "description": "Provide drafting and e-publishing services for Queensland legislation.", "activities": [ "Pursued excellence in legislative drafting and access to legislation by adopting best practice to ensure Queensland legislation is easy to find, understand and use, and maintaining open data arrangements.", "Significant legislation drafted and introduced within the reporting period included: Making Queensland Safer (Adult Crime, Adult Time) Amendment Bill 2025." ], "source_url": "", "source_page": 21, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Cabinet and Cabinet Committee processes", "target": "Stability or improvement", "latest_result": "Mostly achieved", "status": "Mostly achieved", "target_source_url": "", "target_source_page": 13, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE02", "measure": "Disaster management and counter-terrorism arrangements", "target": "Best-practice", "latest_result": "Best-practice", "status": "Best-practice", "target_source_url": "", "target_source_page": 13, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE03", "measure": "Service delivery across government portfolios", "target": "Improvement", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 15, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE04", "measure": "Policy reform and legislative reform", "target": "On-time delivery", "latest_result": "On-time delivery", "status": "On-time delivery", "target_source_url": "", "target_source_page": 15, "result_source_url": null, "result_source_page": 51 }, { "code": "CCE05", "measure": "Crisis communication preparedness, training, and response", "target": "Proactive and whole-of-government approach", "latest_result": "Proactive and whole-of-government approach", "status": "Proactive and whole-of-government approach", "target_source_url": "", "target_source_page": 13, "result_source_url": null, "result_source_page": 51 } ], "document_alignment_terms": { "must_support": [ "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "an informed and influential department that delivers for Queenslanders. [CP p.11]", "Safety where you live", "Health services when you need them", "A better lifestyle through a stronger economy", "A plan for Queensland’s future" ], "watch_terms": [ "Cabinet and Cabinet Committee processes", "Disaster management and counter-terrorism arrangements", "Service delivery across government portfolios", "Policy reform and legislative reform", "Crisis communication preparedness, training, and response" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "an informed and influential department that delivers for Queenslanders. [CP p.11]", "vision_source_page": 11, "purposes": "to lead the public sector to provide government with the best advice for the best outcomes. [CP p.11]", "purposes_source_page": 11, "how_we_deliver": "We work together and with others to achieve great outcomes. [CP p.11]", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "Safety where you live", "source_page": 6 }, { "text": "Health services when you need them", "source_page": 6 }, { "text": "A better lifestyle through a stronger economy", "source_page": 6 }, { "text": "A plan for Queensland’s future", "source_page": 6 } ], "outcomes": [ { "name": "Outcome 1: Government Decision Support", "description": "Provide outstanding strategic policy advice and insights to support government decisions on key social, economic, law and justice, environment and planning policy.", "key_activities": [ "Delivering strategic advice to Cabinet and Cabinet coordination and advice on parliamentary processes and procedures.", "Supporting line agencies in the development of evidence-based policy, legislative reform, and delivery of key policy initiatives across all government portfolios." ], "source_page": 13 }, { "name": "Outcome 2: Government Service Delivery Implementation Support", "description": "Improve outcomes in existing programs and implement new and improved approaches to drive delivery of the government’s priorities and objectives.", "key_activities": [ "Continued to work with partner agencies to improve the delivery of key services and priorities, including in housing and reducing victims of crime.", "Continued to explore opportunities to support agencies to deliver improved services for Queensland communities." ], "source_page": 15 }, { "name": "Outcome 3: Governance Support and Advisory Services", "description": "Provide policy and operational advice and support to the Premier and the public sector in relation to constitutional, executive government, and machinery-of-government matters.", "key_activities": [ "Supported the implementation of new policy requirements arising from the Information Privacy and Other Legislation Amendment Act 2023, which commenced on 1 July 2025.", "Provided advice to government agencies on the Guidelines on the Caretaker Conventions for the 2024 State General Election and led the coordination of incoming government briefs." ], "source_page": 17 }, { "name": "Outcome 4: Engagement and Events Support", "description": "Lead whole-of-government strategic communication and engagement to enhance the government’s profile and to communicate with all Queenslanders.", "key_activities": [ "Delivered best-practice communication and media services as well as capability development through ongoing leadership of the Heads of Communication Network, Heads of Media Network and associated specialist subcommittees.", "Designed and delivered communication and media activities, campaigns, and strategies to engage and inform Queenslanders." ], "source_page": 18 }, { "name": "Outcome 5: Legislative Drafting and e-Publishing", "description": "Provide drafting and e-publishing services for Queensland legislation.", "key_activities": [ "Pursued excellence in legislative drafting and access to legislation by adopting best practice to ensure Queensland legislation is easy to find, understand and use, and maintaining open data arrangements.", "Significant legislation drafted and introduced within the reporting period included: Making Queensland Safer (Adult Crime, Adult Time) Amendment Bill 2025." ], "source_page": 21 } ], "values": [ "Bold but faithful", "Listen and lead", "Lift each other up", "An accountable and effective government", "An informed and connected Queensland." ], "values_framework_name": "DPC Strategic Plan 2024–2028", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Cabinet and Cabinet Committee processes", "target": "Stability or improvement", "source_page": 13 }, { "code": "CCE02", "measure": "Disaster management and counter-terrorism arrangements", "target": "Best-practice", "source_page": 13 }, { "code": "CCE03", "measure": "Service delivery across government portfolios", "target": "Improvement", "source_page": 15 }, { "code": "CCE04", "measure": "Policy reform and legislative reform", "target": "On-time delivery", "source_page": 15 }, { "code": "CCE05", "measure": "Crisis communication preparedness, training, and response", "target": "Proactive and whole-of-government approach", "source_page": 13 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Cabinet and Cabinet Committee processes", "result": "Mostly achieved", "status": "Mostly achieved", "source_page": 51 }, { "code": "CCE02", "measure": "Disaster management and counter-terrorism arrangements", "result": "Best-practice", "status": "Best-practice", "source_page": 51 }, { "code": "CCE03", "measure": "Service delivery across government portfolios", "result": "Partially achieved", "status": "Partially achieved", "source_page": 51 }, { "code": "CCE04", "measure": "Policy reform and legislative reform", "result": "On-time delivery", "status": "On-time delivery", "source_page": 51 }, { "code": "CCE05", "measure": "Crisis communication preparedness, training, and response", "result": "Proactive and whole-of-government approach", "status": "Proactive and whole-of-government approach", "source_page": 51 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 117]\nSummary of requirement Basis for requirement Annual report reference\nHuman Rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation Security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 117]\nSummary of requirement Basis for requirement Annual report reference\nHuman Rights Human Rights Act 2019 Our people\nARRs – section 13.5\nQueensland public service ARRs – section 13.6 Our people\nvalues\nGovernance – risk Risk management ARRs – section 14.1 Corporate Support Functions\nmanagement and\nRisk management\naccountability\nAudit and Risk Management Committee\nAudit committee ARRs – section 14.2 Corporate Support Functions\nAudit and Risk Management Committee\nInternal audit ARRs – section 14.3 Corporate Support Functions\nInternal audit\nExternal scrutiny ARRs – section 14.4 Corporate Support Functions\nExternal scrutiny\nInformation systems and ARRs – section 14.5 Corporate Support Functions\nrecordkeeping Information systems and recordkeeping\nInformation Security ARRs – section 14.6 Corporate Support Functions\nattestation Information systems and recordkeeping", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 74]\nDepartment of the Premier and Cabinet\nNotes to the Financial Statements\nfor the year ended 30 June 2021\nSection F: Notes about our Administered Activities\nF1: Schedule of Administered Income, Expenses, Assets and Liabilities\nF1-1: 2020-21 Financial Information\nMinisterial\nOffices and\nOffice of the Former Queensland Trade and\nLeader of the Governor's Veterans Investment Screen\nOpposition Pension Council Queensland Queensland Total\n$'000 $'000 $'000 $'000 $'000 $'000\nAdministered Revenues\nAppropriation revenue (Note F1-4) (1) 50,027 - - 45,935 48,582 144,544\nOther revenue 154 - - - - 154\nTotal Administered Revenues 50,181 - - 45,935 48,582 144,698\nAdministered Expenses\nEmployee expenses 33,077 - - - - 33,077\nSupplies and services 16,716 - - - - 16,716\nGrants and subsidies (Note F1-3) - - - 45,935 48,582 94,517\nDepreciation and amortisation 228 - - - - 228", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 74]\nDepartment of the Premier and Cabinet\nNotes to the Financial Statements\nfor the year ended 30 June 2021\nSection F: Notes about our Administered Activities\nF1: Schedule of Administered Income, Expenses, Assets and Liabilities\nF1-1: 2020-21 Financial Information\nMinisterial\nOffices and\nOffice of the Former Queensland Trade and\nLeader of the Governor's Veterans Investment Screen\nOpposition Pension Council Queensland Queensland Total\n$'000 $'000 $'000 $'000 $'000 $'000\nAdministered Revenues\nAppropriation revenue (Note F1-4) (1) 50,027 - - 45,935 48,582 144,544\nOther revenue 154 - - - - 154\nTotal Administered Revenues 50,181 - - 45,935 48,582 144,698\nAdministered Expenses\nEmployee expenses 33,077 - - - - 33,077\nSupplies and services 16,716 - - - - 16,716\nGrants and subsidies (Note F1-3) - - - 45,935 48,582 94,517\nDepreciation and amortisation 228 - - - - 228", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Notes 2024–2025 2024–2025\nService standards\nTarget/Est Actual\nEffectiveness measures\nOverall client satisfaction with legislative drafting services provided by 90% 100%\nthe Office of the Queensland Parliamentary Counsel\nOverall client satisfaction with the quality of access to legislation 90% 100%\navailable online\nEfficiency measure\nAverage cost per hour of legislative drafting and publishing output $180 $181\nAnnual Report 2024–2025\nDepartment of the Premier and Cabinet 52", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Notes 2024–2025 2024–2025\nService standards\nTarget/Est Actual\nEffectiveness measures\nOverall client satisfaction with legislative drafting services provided by 90% 100%\nthe Office of the Queensland Parliamentary Counsel\nOverall client satisfaction with the quality of access to legislation 90% 100%\navailable online\nEfficiency measure\nAverage cost per hour of legislative drafting and publishing output $180 $181\nAnnual Report 2024–2025\nDepartment of the Premier and Cabinet 52", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and surveys\nFull-time equivalents FTE − leadership and all staff forums\nTotal FTE for the Department of 419.84\nthe Premier and Cabinet (includes 43.35 FTE in the Office of the − development of DPC’s new operating model\nQueensland Parliamentary Counsel)\nand organisational structure, to align with the key\ndelivery areas of policy, governance,\nTarget group data1\nengagement and implementation\nGender Number Percentage of", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 27]\nWorkforce profile 2021–2022 Key achievements for 2021–2022\nThe following is a snapshot of the department’s workforce\n Engaged our workforce in the delivery of a Strategic\nprofile for 2021–2022 based on June 2022 Minimum\nReview of the department and supported the\nObligatory Human Resources Information (MOHRI)1, 2\nimplementation of review outcomes through:\ndata.\n− employee consultation including focus groups\nWorkforce profile data and surveys\nFull-time equivalents FTE − leadership and all staff forums\nTotal FTE for the Department of 419.84\nthe Premier and Cabinet (includes 43.35 FTE in the Office of the − development of DPC’s new operating model\nQueensland Parliamentary Counsel)\nand organisational structure, to align with the key\ndelivery areas of policy, governance,\nTarget group data1\nengagement and implementation\nGender Number Percentage of", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "The strategic objectives are:\nStrategic engagement with partners: build\nExcellence in legislative drafting and\nstronger functional relationships and open\naccess: identify and adopt best practice in\nchannels of communication with DPC and\ndrafting Bills, amendments to Bills, and\nCabinet, Table Office, client departments and\nsubordinate legislation, having regard to\nother partners; continue to work with key\nfundamental legislative principles and\npartners towards a process for the clear\ncompatibility with human rights; ensure,\nordering of priorities within the government’s\nidentify and adopt best practice in making\nlegislative program; and work with\nQueensland legislation easy to find, easy to\nstakeholders to continuously improve the\nunderstand, and easy to use; with timely\nquality of access to Queensland legislation.\naccess to Bills, legislation, and related", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "The strategic objectives are:\nStrategic engagement with partners: build\nExcellence in legislative drafting and\nstronger functional relationships and open\naccess: identify and adopt best practice in\nchannels of communication with DPC and\ndrafting Bills, amendments to Bills, and\nCabinet, Table Office, client departments and\nsubordinate legislation, having regard to\nother partners; continue to work with key\nfundamental legislative principles and\npartners towards a process for the clear\ncompatibility with human rights; ensure,\nordering of priorities within the government’s\nidentify and adopt best practice in making\nlegislative program; and work with\nQueensland legislation easy to find, easy to\nstakeholders to continuously improve the\nunderstand, and easy to use; with timely\nquality of access to Queensland legislation.\naccess to Bills, legislation, and related", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[pages 8,9,10,11]\nQueensland Governance and Implementation Office of First Nations\nThe Cabinet Office\nParliamentary Counsel Engagement Division Engagement and Innovation\nPeople and Governance and Engagement and Cabinet and Behavioural\nDrafting Services Services Legal Integrity Events Parliamentary Sevrices Economic Policy Economics\nBu L s e i g n i e s s la s t i S on e r a v n ic d e s P F e in r a fo n r c m e a a n n c d e Communications Performance Unit Law a P n o d li c J y ustice External Affairs\nPeople and Culture Events Inter R go e v la e t r io n n m s ental E P n l v a i n ro n n in m g e P n o t l a ic n y d\nInf T o e rm ch a n ti o o l n o g a y n d No T r a fo s l k k f o Is rc la e nd Social Policy\nServices\nAudit and Risk Reform\nAnnual Report 2023–2024\nDepartment of the Premier and Cabinet 7", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-SA-010", "entity_name": "Department of the Premier and Cabinet", "folder_name": "Department-of-the-Premier-and-Cabinet", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[pages 8,9,10,11]\nQueensland Governance and Implementation Office of First Nations\nThe Cabinet Office\nParliamentary Counsel Engagement Division Engagement and Innovation\nPeople and Governance and Engagement and Cabinet and Behavioural\nDrafting Services Services Legal Integrity Events Parliamentary Sevrices Economic Policy Economics\nBu L s e i g n i e s s la s t i S on e r a v n ic d e s P F e in r a fo n r c m e a a n n c d e Communications Performance Unit Law a P n o d li c J y ustice External Affairs\nPeople and Culture Events Inter R go e v la e t r io n n m s ental E P n l v a i n ro n n in m g e P n o t l a ic n y d\nInf T o e rm ch a n ti o o l n o g a y n d No T r a fo s l k k f o Is rc la e nd Social Policy\nServices\nAudit and Risk 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