Skip links and keyboard navigation

Skip to primary navigation | Skip to secondary navigation | Skip to content | Skip to content | Skip to footer | Use tab and cursor keys to move around the page (more information)
Skip Navigation LinksDepartment of Housing and Public Works > About us > Reports and publications > Plans, reports and data > Strategic Plan 2019–23 > Strategy and policy

Strategy and policy

Objective

Future-facing Strategy and Policy that leads to evidence-based reforms, influences innovation to achieve change, builds capability, improves performance and delivers a more responsive government.

Tactics

  • Capability – lifting strategy and policy capability in the department and government more broadly and providing timely advice, tools and methodologies
  • Research, insights and analysis – drawing on leading edge research, harnessing data to provide new insights, and utilising scenario planning techniques that support evidence-based options, encourage innovation and enable well targeted approaches for the future
  • Collaboration and co-design – embedding interagency and jurisdictional partnerships and human centred design to actively involve clients, customers, staff and/or key stakeholders in the design process
  • Evaluation – applying learning, through evaluation research and leading practice to inform evidence-based policy and programs
  • Governance – ensuring strong governance that delivers stewardship, strategy and accountability

Key challenge

Planning and resources – by working to align the department’s plans and resources to its strategic direction and priorities we aim to optimise our financial and service delivery outcomes

Performance indicators and measures

These are Service Delivery Statements (SDS) measures unless otherwise indicated.

Policy advice and assistance

  • Percentage of QGEA policies that are no more than 2 years past the last review date (QGCIO)
  • Progress of Government procurement reform program implementation (non- SDS) (Portfolio Strategy)
  • Progress of Be a Responsive Government priority - leadership and capacity improvements to achieve the outcome of making Queensland Government services easy to use (non-SDS) (Portfolio Strategy)
  • Progress requirements of the Queensland Housing Strategy 2017-2020 Action Plan (non-SDS) (Housing, Homelessness and Sport)
  • Implement the Sport and Active Recreation Strategy and 3 Year Action Plan (non-SDS) (Housing, Homelessness and Sport)
  • Deliver security of payment reforms in the Queensland Building Plan (non- SDS) (Building Policy and Asset Management)

Client/customer and stakeholder engagement

  • Customer queries responded to through the “Better Procurement’ mailbox (non-SDS) (Portfolio Strategy)
  • Percentage of customers satisfied with QGCIO services and programs (non- SDS) (QGCIO)
  • Queenslanders reporting satisfaction with the ease of accessing government services (by 2020) (non-SDS) (Portfolio Strategy)
  • Number of Ministerial Construction Council meetings held per year (non-SDS) (Building Policy and Asset Management)
  • Participant’s overall satisfaction with the Skills2procure capability building program (non-SDS) (Portfolio Strategy)
​​​


Last updated 14 May 2019    Creative Commons Attribution 4.0 International (CC BY 4.0)


Copyright |  Disclaimer |  Privacy |  Right to information |  Accessibility |  Jobs in Queensland |  Other languages

© The State of Queensland – Department of Housing and Public Works 2009–2019

Queensland Government