Strategic Plan 2016–2020

Our vision

We make a real and tangible difference today and our contributions will be recognised by future generations.

Our role

As the lead central agency of the Queensland public service the department serves the Premier and Cabinet, building confidence in and driving an innovative government, while providing whole-of-government leadership to deliver outstanding results and value for money for Queenslanders.

Objectives for the community

DPC collaborates across the whole of government to develop policy to support the Government’s objectives for the community of:

fostering regional solutions to create job opportunities and economic development through innovation, investment and infrastructure development
building safe, caring and connected communities through strengthening policy development to build social cohesion
protecting the environment through collaboration with agencies and the Australian Government to develop innovative solutions to counteract the effects of climate change
delivering quality frontline services, building confidence in government and effectively leading the Queensland public service.

Measures of success

Workforce capability
Customer satisfaction and engagement
Leadership and innovation
Systems, processes and outcomes
Return on investment

Key priorities for 2016–17

Lead a whole-of-government focus on policy development for:

jobs and economic growth
social cohesion with attention on domestic and family violence prevention
protecting and managing the Great Barrier Reef World Heritage area
shaping the Advance Queensland agenda
advancing the Queensland Government’s North Queensland priority projects

Encourage diversity and new models of working for our staff in the 1 William Street environment
Play a leadership role in addressing state/federal challenges in education and health reform
Manage investment programs that support arts and cultural organisations and arts capital infrastructure projects
Strengthen community engagement to better inform policy direction.

Risks

Customers and stakeholders are not effectively engaged
Policy priorities lack innovation and evidence base
Regional issues are not addressed successfully
Misaligned organisational capacity and capability
Lack of agility to respond to changes and disruptions.

Objectives

Support the Premier to set the strategic direction of government
Lead the development, coordination and implementation of effective and innovative policy solutions
Maintain a robust system of government with disciplined Cabinet and Executive Council systems and processes
Lead Queensland’s engagement with the Council of Australian Governments (COAG) and other whole-of-government interjurisdictional activities
Lead planning and delivery of whole-of-government communication
Provide strategic advice and coordination of the Premier’s official overseas visits and functions
Deliver the legislative program for Queensland
Support Queenslanders’ access to arts and cultural experiences to enable growth of the arts sector and a strong community of arts
Attract and retain a talented and diverse workforce.

Strategies

To create value and deliver our objectives we will:

lead with integrity, transparency and accountability in the Westminster tradition
engage with people early, foster collaboration and better understand stakeholder perspectives
ensure objective and impartial advice based on evidence, learning from evaluation and leveraging outside expertise
focus on those issues central to improving our living standards and Queensland’s economic performance into the future
lead complex, cross-portfolio projects and initiatives
foster innovation to improve the performance of public services
strengthen our workforce, governance and systems to better implement government priorities.