{ "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_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": 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": "" }, "global_initiatives": 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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