Strategic Plan 2025–2029
Our vision
A public service that delivers for Queenslanders.
Our purpose
We lead and connect the public sector to enable the delivery of government priorities.
Our guiding principles
Bold but faithful
We approach our work with courage and integrity.
We deliver
We take responsibility and see things through.
Back the facts
We use evidence, insight and experience.
Engage and collaborate
We work together and challenge ourselves and others to achieve great outcomes.
Lift each other up
We take pride in our work and deliver as one.
Through our strategic objectives
- Outstanding advice supporting good decision-making.
- Better service delivery for Queenslanders.
- An accountable and effective government.
- An informed and connected Queensland.
- An empowered, responsive and accountable department.
We support the government's objectives for the community
Safety where you live: Making Queensland safer.
A better lifestyle through a stronger economy: Growing our economy to drive down the
cost of living and give Queenslanders a better lifestyle and a place to call home.
Health services when you need them: Restoring health services when Queenslanders need
them most.
A plan for Queensland's future: Planning for Queensland's future.
We value and respect Aboriginal and Torres Strait Islander cultures in all that we do.
We respect, protect and promote human rights in our decision-making and actions.
Our strategic objectives
Through our strategic objectives we contribute to the government's objectives for the community.
Measures
- Overall satisfaction with leadership and engagement in the policy development process.
- Overall client satisfaction with Cabinet and Parliamentary support.
- Overall client satisfaction with intergovernmental relations services.
Strategies
- Provide excellent policy advice to support effective decision-making.
- Ensure outstanding Cabinet and parliamentary support.
- Provide support to achieve the best outcomes for Queensland in intergovernmental forums.
- Ensure that cross-border communities are engaged and consulted to inform good decision-making and
achieve positive outcomes.
Measures
- Overall client satisfaction with advice and support relating to performance management and reporting
requirements.
Strategies
- Improve outcomes in existing programs and implement new approaches to drive delivery of the
government's priorities.
- Enlist behavioural economics and research insights to inform reform proposals, good decisions,
engagement and communications.
- Strengthen implementation of the government's Performance Management Framework across the public
sector and drive delivery of the government's commitments.
Measures
- Overall client satisfaction with governance support and advisory services.
Strategies
- Provide efficient and effective support for Executive Council.
- Provide policy and operational advice on government boards, executive government, constitutional and
machinery-of-government and public accountability matters.
Measures
- Overall client satisfaction with engagement and events support.
Strategies
- Lead whole-of-government strategic communications to ensure efficient, timely and aligned public messaging.
- Lead, partner and coordinate community engagement programs and events that align with government
priorities.
- Provide strategic support and advice on protocol and international engagement matters and
coordination of official functions and ceremonial protocol to advance Queensland's interests.
- Enhance engagement with the veterans' community and stakeholders to develop, coordinate and implement policies, programs and initiatives to support veterans.
Measures
- Our employees demonstrate high levels of leadership, trust, agility, innovation, inclusion and
collaboration.
- Our clients are satisfied with DPC services.
Strategies
- Develop, attract and retain a skilled and capable workforce.
- Cultivate an inclusive and diverse workplace that is healthy and safe and supports workforce needs.
- Effectively and efficiently manage and develop our resources to support the work of the department.
- Continuously improve corporate governance, security and risk management practices.
- Drive the development of optimal, future-focused business processes and systems.
- Provide timely and effective corporate support services to ministerial offices and the Office of the Leader of the Opposition.
Our strategic risks and opportunities
Risks
- Providing misaligned and/or untimely advice for government decision-making.
- Providing inaccurate and/or untimely governance advice for the proper administration and functioning
of government.
- Failing to prepare quality/timely legislative drafting and access to support Queensland's democratic
process.
- Planning for and maintaining robust information and technology solutions to protect against cyber
threats or information loss.
Opportunities
- Building and enhancing a capable, resilient, safe, and resourced department.
- Deploying innovative implementation approaches for timely delivery of departmental and
whole-of-government service delivery aligned to government's priorities.
- Driving engagement and connecting stakeholders across Queensland with government priorities and
decisions.
The DPC Strategic Plan 2025-29 is current as at 1 July 2025.
The Office of the Queensland Parliamentary Counsel is a statutory office within the Department of the
Premier and Cabinet. View their
strategic plan at www.oqpc.qld.gov.au.
