The Queensland Government is in a caretaker period until after the state election. Minimal updates will be made to this site until after the election results are declared.
Queensland Rail has improved and maintained the on-time running performance of South East Queensland (SEQ) trains over the past 24 months.
A dedicated taskforce has ensured train control, train crew and station staff work together to provide the best possible services for customers.
Today more than 96 per cent of trains are on time. As a result, the timetable was reworked to deliver an extra 200 services each weekday in SEQ.
The Elective Surgery Patient Long-Wait Reduction Strategy was developed to meet the health care needs of the community.
In line with the Blueprint for better healthcare in Queensland, the initiative drastically streamlined service delivery to better enable patients to receive the right care, at the right time and in the right place.
In February 2013, Department of Health had a list of 62,512 people who had been waiting more than two years for a routine dental check-up at public dental clinics across Queensland.
By the end of June 2014, no one in Queensland was waiting longer than two years for a check-up. The wait list had been completely cleared in 16 months.
EHP has developed a number of customer focused initiatives to streamline the regulation of the petroleum and gas industry.
These initiatives have reduced the regulatory burden on industry as well as the administrative burden on the department, whilst maintaining environmental protection standards and implementing the EHP’s Regulatory Strategy.
West Moreton Hospital and Health Service has implemented an innovative suite of practical solutions, drawn from international best practice and research from other industries such as nuclear energy and aviation.
The Highly Reliable Care Strategy has seen the development of a safety management system, designed to overcome the modern complexities of a health care system—24/7.
Addressing this challenge has been achieved through the implementation of pioneering practices such as daily safety briefings, executive rounding and cascading team huddles, which enable rapid responses to changing environments and early spread of improvement.
DSDIP is committed to working with local government to fast‑track development and innovate new tools and approaches to planning and engagement.
Economic Development Queensland, within DSDIP, has been working to deliver targeted infrastructure and planning in parts of Queensland to facilitate growth and economic development.
The Toondah Harbour and Weinam Creek Priority Development Areas (PDA) in Redlands are strong examples of this approach. The PDA declarations provide opportunities for mixed-use residential, tourism, retail development and upgraded ferry terminals through the transformation of the existing run-down terminals and car parks into vibrant waterfront precincts.
The Join the Drive to Save Lives (Christmas campaign) marked the beginning of a new social change strategy for road safety. Queenslanders were invited to participate by sharing their thoughts and ideas about how we, as a community, can improve road safety.
The content of these interviews with real Queenslanders then featured in advertising on TV, radio and various online channels.
The shift from messaging ‘for the people’ to messaging ‘by the people’ marked a significant change in government communication.
The Queensland Plan began with one simple idea—every Queenslander should have a say in how to best navigate the challenges and opportunities of the future.
The result was the largest community engagement activity of its kind ever undertaken in Queensland, with more than 80,000 people contributing to the process.
Public participation was crucial to all aspects of the development process, with Queenslanders’ input determining the types of engagement, the questions asked and the plan’s goals, targets and measures.
The Magnet Recognition Program is an evidence based international framework that supports professional nursing practice to achieve exemplary standards for quality patient care, nursing excellence and innovation.
The program provides a benchmark framework to create an optimal healthcare work environment that achieves extraordinary workplace culture, delivers the highest standards of care and achieves exemplary patient outcomes.
Wave 1 of the PTP developed a new and collaborative approach to procurement and proved that significant benefits could be realised by changing work practices and building staff capability.
Wave 1 empowered cultural change and actively engaged government agencies, government owned corporations and local governments to achieve outstanding performance results.
Wave 1’s success set the foundation for growing the PTP to meet the government target of more than $600 million in savings by June 2018 without reducing staff numbers.
The Townsville-based ESC project was an integrated program of 33 initiatives aimed at deferring capital investment, trialling alternative energy solutions and better managing electricity demand.
Running from 2011 to mid-2014, ESC successfully changed the way Ergon Energy plans, builds and manages the network.
The project significantly improved the economic outcome for customers and the state of Queensland by achieving above the targeted deferral for capital investment, leading to cost‑effective network outcomes.
The GCUH project team recently completed the largest Greenfield health infrastructure program in Australia, including the move of patients, staff and services from an existing hospital to the new facility.
A dedicated project team applied innovative project management skills to achieve the fast track program, delivering the GCUH within contract time.
GCUH opened in September 2013 following extensive commissioning and the planned relocation of more than 200 patients and 4500 health service staff without incident.
The WSDOS is a multidisciplinary study, completed transparently and in the interests of Brisbane and Ipswich communities.
WSDOS is a key step in the Queensland Government’s response to the devastating 2011 floods which saw over 20,000 houses inundated.
Objectives of the study were to minimise the impact of future flooding, improve resilience for life-threatening weather events and implement recommendations of the Queensland Floods Commission of Inquiry.
The Racing Science Centre has demonstrated a consistent performance above the level of the racing industry’s Key Performance Indicator.
It also continues to refine drug detection capabilities in direct response to the integrity protection needs and accountability of Racing Queensland and the Queensland racing industry.
The GHHP is an initiative that was established following community concern about fish health and water quality in Gladstone Harbour.
The Secretariat worked with industry organisations, community groups, conservation groups, traditional owners, local agencies, federal agencies and research organisations to form the partnership.
This resulted in 23 organisations signing a GHHP memorandum of understanding that more than matched the Queensland Government’s $3 million of membership fees for the first two years.
In May 2009, the Queensland Government entered a $1.153 billion, 10 year NPARIH with the Australian Government to address overcrowding, homelessness, and poor housing shortages and conditions in Queensland’s remote Indigenous communities.
The NPARIH has met and, in some cases exceeded, agreed targets including the delivery of 510 new constructions, upgrade of 1490 homes and the introduction of a new Housing Support Program employing local Indigenous housing officers to help the community manage their housing.
To build a world-class academic comprehensive cancer centre, the Cancer Nursing Professorial Precinct aims to create capacity for embedding research into clinical practice by bringing the brightest minds together.
This strategic collaboration between cancer nurses at the Royal Brisbane and Women’s Hospital, Metro North Hospital and Health Service, and the academics at Queensland University of Technology fosters innovation in a highly complex and challenging area of healthcare.
During the 2013 drought, the situation for stock animals and graziers was dire in Northern and Western Queensland.
Through an initiative by an interdepartmental team, 27 grazing families saved their breeding stock and sustained long-standing businesses.
As a drought relief measure, over 400,000 hectares across five national parks and eight National Reserve System properties was made available for agistment.
The team ensured arrangements were in place to protect the natural and cultural values of the land and assist graziers during a difficult time.
Following the introduction of National Elective Surgery Targets, the Department of Health identified elective surgery, specifically those patients identified as surgical long-waits, as a target for urgent intervention.
The NEST Project Steering Group was created and funding was allocated to the Cairns and Hinterland Hospital and Health Service to reduce surgical long-waits to zero within 12 months.
As a result of the excellent leadership provided by all members of the Steering Group, the goal of zero surgical long-waits was achieved within the timeframe.
The Cultural Performance Development Program within SSS Division, Department of Health, was established to drive divisional performance improvement in response to the outcomes of the 2013 Working for Queensland Employee Opinion Survey.
The program was designed to promote a collaborative performance culture and comprised of the Champions of change program, made up of four completed change projects for divisional staff—an innovation lab, a values implementation and adoption program for the SSS commitment statement and leadership development initiatives.
Queensland Rail has improved and maintained the on-time running performance of South East Queensland (SEQ) trains over the past 24 months.
A dedicated taskforce has ensured train control, train crew and station staff work together to provide the best possible services for customers.
Today more than 96 per cent of trains are on time. As a result, the timetable was reworked to deliver an extra 200 services each weekday in SEQ.
