About the department
The Department of the Premier and Cabinet (DPC) is the lead agency of the Queensland Government.
DPC serves the Premier and Cabinet, builds confidence in and drives an innovative government, facilitating the delivery of the government’s priorities. The department’s vision is to make a real and tangible difference for Queenslanders today, and for future generations.
We lead the public sector in developing innovative and effective policy for government, and are a central point of resolution, providing objective and balanced advice, while leveraging external expertise. We maintain a whole-of‑government line of sight when addressing issues and embrace new technologies and business models to ensure we capitalise on emerging trends and strategic opportunities for Queensland. We also ensure the delivery of a robust system of government and work to develop and empower our workforce so we can meet the challenges of the future.
DPC collaborates with agencies across government to deliver on the government’s objectives for the community to build safe, caring and connected communities, encourage investment, innovation and infrastructure, create more jobs and strengthen Queensland’s diverse economy. We also work to protect our unique environment and build trust and confidence in government by supporting the delivery of quality frontline services.
We value and celebrate our diverse and inclusive Queensland communities, and consider the needs of all Queenslanders—no matter where they live or what their circumstances may be. We work for the people of Queensland, and we seek to meet their expectations of government and their aspirations for the future.
Each year, we measure our success as part of our ongoing commitment to continuous improvement. In 2017–18, we again surveyed our key stakeholders—Ministers, Chiefs of Staff, Directors-General, Cabinet Legislation and Liaison Officers and Senior Policy Officers—to obtain feedback on DPC service delivery. DPC had high satisfaction amongst our key stakeholders, with 89 per cent agreeing we delivered services in a timely way, 90 per cent saying they had very positive interactions with DPC staff who were knowledgeable, helpful and understanding, and 88 per cent agreed that our services met their needs.
Further information on results relating to our specific services are included throughout this report.
Strategic Plan 2017–21
The department’s performance against the Strategic Plan 2017–21 is addressed in the following sections of the annual report: Policy Advice and Coordination, and Cabinet Support; Strategy and Engagement; Government Services; and in the Our People sections.
| Objectives | ||||
| Lead the public sector to achieve strong policy outcomes for the government | Grow the arts sector and foster a community that values the arts | Ensure the delivery of a robust system of government | Inform the strategic direction of government | Maintain a high‑performing workforce |
|---|---|---|---|---|
STRATEGIES Lead development of forward thinking policy advice and programs. Support integrated policy-making and program design through stakeholder partnerships. Coordinate, develop and implement whole of government strategies and initiatives in response to emerging trends. Coordinate the government Cabinet program. |
STRATEGIES Manage investment programs that support individual artists and arts and cultural organisations across Queensland Support capacity building opportunities that strengthen the arts and cultural sector. Enhance regional connectivity by supporting Queenslanders’ access to arts and cultural experiences. |
STRATEGIES Support the Premier and Cabinet in constitutional and legal matters and significant appointments. Coordinate the Executive Council program and provide constitutional support to the Governor. Provide policy and operational advice and support in relation to executive government and machinery of government matters. Draft and publish legislation of the highest standard. |
STRATEGIES Identify emerging trends and lead Queensland’s future-focused strategy and policy development to support the delivery of the government’s priorities. Advocate Queensland’s interests and facilitate negotiations and outcomes on issues of national and state significance through intergovernmental forums, in particular the Council of Australian Governments. Provide strategic advice and coordination of the Premier’s official overseas visits, functions and international relations. Lead the planning and delivery of whole of government communication and events, including stakeholder and community engagement programs, advertising direction and crisis communication. |
STRATEGIES Empower our people to perform at their highest level. Foster a culture that inspires our people to collaborate, lead and act in ways that enhance their impact in our organisation. Provide efficient and effective processes and systems. Deliver strong governance and risk management. |
MEASURES OF SUCCESS Customer satisfaction with the department’s engagement through the policy development process. Customer satisfaction with support provided by Cabinet Services. |
MEASURES OF SUCCESS Customer satisfaction with Arts Queensland service delivery. Visitation to state-owned cultural facilities. |
MEASURES OF SUCCESS Customer satisfaction with support and advice provided by Government Services. Customer satisfaction with legislation drafted and published by the Office of the Queensland Parliamentary Counsel. |
MEASURES OF SUCCESS Customer satisfaction with support and advice from Strategy and Engagement Division. |
MEASURES OF SUCCESS Employee opinion survey results in areas of job empowerment, innovation, organisational leadership and agency engagement. |
Organisational structure
DPC primarily operates out of 1 William Street, Brisbane, and delivers its services through the structure outlined in the organisational chart. The North Queensland Office of DPC is located at 445 Flinders Street, Townsville.
- Ministerial Portfolio Premier and Minister for Trade
- Department of the Premier and Cabinet
- Director-General
- Strategy and Engagement
- Integrated Communications and Protocol
- Intergovernmental Relations
- Strategic Policy
- Policy
- Economic Policy
- Environmental Policy
- Social Policy
- Policy Futures
- Corporate and Government Services
- Corporate Services
- Executive Correspondence Unit
- Government Services
- Anzac Centenary Coordination Unit
- Cabinet Services
- Cabinet and Parliamentary Services
- Performance Unit
- Office of the Queensland Parliamentary Counsel
- Legislative Drafting
- Legislation and Business Services
- Public Service Commission
- Integrity Commissioner
- Office of the Governor
- Queensland Audit Office
- Trade and Investment Queensland
- Screen Queensland
- Department of the Premier and Cabinet
Machinery of government changes
Administrative Arrangements Order (AAO) (No. 3) 2017 transferred:
- the Arts Queensland function, Queensland Art Gallery, Queensland Museum, Queensland Performing Arts Trust, Queensland Theatre and the Corporate Administration Agency to the Minister for Environment and the Great Barrier Reef, Minister for Science and Minister for the Arts
- the Queensland Family and Child Commission to the Attorney-General and Minister for Justice
- Trade and Investment Queensland into the Premier’s portfolio.
The Queensland Government Chief Information Office, the One-Stop Shop Strategy and Implementation Office and Digital Economy and Productivity (from the abolished Department of Science, Information Technology and Innovation) were also transferred to the Premier’s portfolio. These functions were subsequently transferred to the Minister for Housing and Public Works, Minister for Digital Technology and Minister for Sport under Administrative Arrangements Amendment Order (AAAO) (No. 1) 2018 (9 February 2018).
Related annual reports
The following tables outline where the financial statements and the non-financial performance information can be found for the incoming and outgoing entities or functions that joined and left DPC in 2017–18 and the periods of reporting that are covered.
| Financial statements | Related annual reports |
|---|---|
Queensland Government Chief Information Office 1 July 2017 to 12 December 2017 |
Department of Science, Information Technology and Innovation |
One‑Stop Shop Strategy and Implementation Office 1 July 2017 to 12 December 2017 |
Department of Science, Information Technology and Innovation |
Digital Economy and Productivity 1 July 2017 to 12 December 2017 |
Department of Science, Information Technology and Innovation |
Arts Queensland 1 July 2017 to 31 December 2017 |
Department of the Premier and Cabinet |
Corporate Administration Agency 1 July 2017 to 31 December 2017 |
Department of the Premier and Cabinet |
| Non-financial performance information | Related annual reports |
|---|---|
Queensland Government Chief Information Office 1 July 2017 to 30 June 2018 (outgoing) |
Department of Housing and Public Works |
One-Stop Shop Strategy and Implementation Office 1 July 2017 to 30 June 2018 (outgoing) |
Department of Housing and Public Works |
Digital Economy and Productivity 1 July 2017 to 30 June 2018 (outgoing) |
Department of Housing and Public Works |
Arts Queensland 1 July 2017 to 30 June 2018 (outgoing) |
Department of Environment and Science |
Corporate Administration Agency 1 July 2017 to 30 June 2018 (outgoing) |
Department of Environment and Science |
Other entities in the Premier’s portfolio
The Premier’s ministerial portfolio also includes the Public Service Commission, Queensland Integrity Commissioner, Office of the Governor, the Queensland Audit Office, Screen Queensland and Trade and Investment Queensland. For further information, please refer to each agency’s annual report. For Screen Queensland, refer to their tabled Financial Statements.