qld state government business plan

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Strategic Plan 2019–2023

Succeeding together to achieve a better life for all Queenslanders.

Across government and with our stakeholders we lead, advise, collaborate, coordinate, broker, facilitate, communicate, and monitor to deliver on the government’s objectives for the community, Our Future State: Advancing Queensland’s Priorities , build trust in a strong, responsive and accountable system of government and achieve transformational outcomes for Queenslanders.

Our principles

We lead by providing a whole-of-government perspective, brokering, coordinating and communicating our common purpose.

We inspire trust in the system of government by demonstrating integrity, transparency and accountability in everything we do.

Collaboration

We collaborate with our stakeholders and public sector colleagues to build common understanding and purpose and shared accountability for outcomes.

We are future-focused, seeking innovative solutions to create value for Queensland to capitalise on strategic opportunities and support for whole-of-government risk.

Empowerment

We empower and support our workforce to lead at all levels, achieving the highest standards of public service.

We embrace inclusion and diversity because it makes our workplace and our work more representative, robust and more resilient.

Innovative, effective policy

Strategic advantage for queensland, strong, accountable government, a high-performing workforce.

Lead the policy development process across government, ensuring effective outcomes for Queenslanders.

Our measures:

• Our clients are satisfied with our engagement in the policy development process and with support provided by Cabinet Services.

Our strategies:

• Lead the development of high‑quality, consultative and evidence‑based policy in collaboration with our stakeholders across government.
• Continue to lead, coordinate and contribute to the delivery of the Queensland Government’s objectives for the community, Our Future State: Advancing Queensland’s Priorities .
• Coordinate the government Cabinet program.
• Provide advice and support on whole-of-government performance management and reporting, and monitor and report on the government’s priorities and commitments.

Inform the strategic direction of government.

• Our clients are satisfied with strategic advice and support provided by Strategy and Engagement.
• Lead future-focused strategy and policy development and whole-of-government communications to support the delivery of the government’s priorities— Our Future State: Advancing Queensland’s Priorities.
• Advocate Queensland’s strategic interests and positions in intergovernmental and international forums.
• Coordinate and provide strategic advice for the Premier’s official overseas visits and functions.
• Lead the planning and delivery of whole-of-government strategic communications and events, including stakeholder and community engagement programs.

Ensure a strong system of government.

• Our clients are satisfied with Government Services’ support and advice.
• Coordinate the Executive Council program and provide constitutional support to the Governor.
• Lead policy and operational advice on government boards, executive government, constitutional and machinery of government matters.
• Provide corporate services to ministerial offices and the office of the leader of the opposition.

Maintain a high-performing and responsive workforce.

• Our employees are positive about their job empowerment, and DPC’s organisational innovation, leadership and engagement.
• Empower our people to perform to their highest level.
• Foster a customer-centric workforce.
• Foster a culture that inspires our people to collaborate, lead at all levels and act to enhance their impact in our organisation.
• Provide efficient and effective business processes and systems.
• Demonstrate effective fiscal management to align services and outcomes to government’s priorities.
• Deliver strong governance and risk management including support for whole-of-government risk management.

Our risks and opportunities

We will manage our strategic risks and the impacts of not achieving:

• Client relationships Building and maintaining strong, relevant and purposeful relationships with stakeholders.
• Effective governance We will establish strong and reliable governance to prevent fraud and corruption.
• Information security We will secure our information assets, employ good record keeping to prevent data breaches and unauthorised disclosure.
• Statewide engagement We will connect in a continuous way to achieve informed, timely and effective outcomes for Queenslanders regardless of where they live.

And we will embrace opportunities to maximise benefits for Queenslanders:

• Keeping pace with change We will anticipate and respond to global challenges affecting Queensland so we maintain our competitiveness to meet future challenges.
• Innovative policy Drive innovative solutions to maximise benefits to Queensland.
• Make our systems more effective Harness digital technologies to innovate and continue to improve.
• Continuously develop our staff capability Empower our people for the future.

Public Sector values

The Office of the Queensland Parliamentary Counsel is a statutory office within the Department of the Premier and Cabinet. View their strategic plan .

Department of the Premier and Cabinet Strategic Plan 2019–2023 (PDF, 212KB)

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Queensland Government

Planning framework

• Plan-making
• State planning

State Planning Policy

• Legislation
• What is plan-making?
• Master plans
• Planning code guidance
• Minister’s Guidelines and Rules
• Regional planning
• Local Planning
• Infrastructure planning
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The State Planning Policy (SPP) makes sure the state's interests in planning are protected and delivered as part of local government planning across Queensland.

The SPP outlines 17 state interests arranged under five broad themes:

• liveable communities and housing
• economic growth
• environment and heritage
• safety and resilience to hazards
• infrastructure.

The SPP also contains guiding principles to ensure the plan-making and development assessments systems are outcome focused, integrated, efficient, positive and accountable.

Local government uses the SPP when making or amending their local planning instruments, such as a local planning scheme. Local government will also assess aspects of development applications using the SPP if their local planning scheme has not integrated certain state interests.

The state government works with local governments to ensure the state interests are reflected in their local planning scheme. The Planning Minister provides the final approval of these local planning instruments.

Our interactive mapping system provides a spatial representation of matters of state interest. Further information about individual Key Resource Areas is also available below.

Guidance material has been developed to help local government put the SPP into action.

• Integrating state interests in planning schemes – Guidance for local government
• Delivery of state interests through the Planning Regulation 2017 – Guidance for local government
• Strategic airports and aviation facilities state interest – Example planning scheme assessment benchmarks
• Natural hazards, risk and resilience state interest – Bushfire - Example planning scheme assessment benchmarks
• Natural hazards, risk and resilience – Bushfire: State Planning Policy – state interest guidance material

The SPP interactive mapping system (IMS) is available in a searchable spatial format.

In addition to the SPP IMS, further information about individual key resource areas is available:

• Mining and extractive resources state interest – Key Resource Area reports and maps 1 to 40
• Mining and extractive resources state interest – Key Resource Area reports and maps 41 to 80
• Mining and extractive resources state interest – Key Resource Area reports and maps 81 to 120
• Mining and extractive resources state interest – Key Resource Area reports and maps 121 to 160
• Mining and extractive resources state interest – Key Resource Area reports and maps 161 to 167

For further information visit SPP Interactive Mapping System (IMS) - Schedule of amendments .

• State Planning Policy - April 2016 - Commenced 29 April 2016. Repealed/lapsed 3 July 2017
• State Planning Policy - July 2014 - Commenced 1 July 2014. Repealed/lapsed 29 April 2016
• State Planning Policy - December 2013 - Commenced 2 December 2013. Repealed/lapsed 1 July 2014

The Solar Farm Guidelines are additional materials supporting the Energy and water supply state interest.

View guideline for communities, landowners and project proponents .

Helpful information

• Fact sheet - What is the State Planning Policy?
• Overview - Integrating state interests in planning schemes
• SPP Interactive Mapping System (IMS )
• SPP Interactive Mapping System schedule of amendments
• Aboriginal and Torres Strait Islander guidance material
• Craft brewing industry factsheet
• Healthy and active communities
• Neighbourhood design model code
• Sea turtle sensitive area model code

Last updated: 25 May 2022

The Department of State Development, Infrastructure, Local Government and Planning is changing to the Department of State Development and Infrastructure. Work is underway to update this website. Read more about the new  Ministerial portfolios . Access Planning and Local Government content as changes are being progressed.

Infrastructure

• Governance and resources

Business Case Development Framework

• Infrastructure planning
• Projects and programs
• Queensland Government infrastructure governance
• Strategic Asset Management Plan framework
• Total Asset Management Plan framework
• Local government infrastructure
• Federal and state cooperation
• Completed business cases

The framework guides business case investment proposals through three stages:

Our Business Case Development Framework integrates with frameworks and infrastructure investment systems at both state and national levels. It is scalable and can be applied to all infrastructure proposals. It provides fit-for-purpose guidance recognising the different needs, assumptions and considerations for business case analysis.

You can also view further guidance on the Business Case Development Framework:

Last updated: 09 Nov 2021

The Queensland Cabinet and Ministerial Directory

Queensland businesses the big winners in lead-up to brisbane 2032.

Published Thursday, 20 July, 2023 at 08:00 AM

JOINT STATEMENT

Premier and Minister for the Olympic and Paralympic Games The Honourable Annastacia Palaszczuk

Minister for Energy, Renewables and Hydrogen and Minister for Public Works and Procurement The Honourable Mick de Brenni

Minister for Tourism, Innovation and Sport and Minister Assisting the Premier on Olympics and Paralympics Sport and Engagement The Honourable Stirling Hinchliffe

Minister for Employment and Small Business, Minister for Training and Skills Development and Minister for Youth Justice The Honourable Di Farmer

• Queensland business to share $180 billion in government procurement to 2032
• ‘Buy Queensland’ approach puts Queensland business first
• More than $57 billion already shared by 70,000 Queensland businesses, including more than 31,000 regional businesses since 2017

Queensland-based businesses will be in the box seat to share in $180 billion in government procurement between now and 2032.

With nine years until the Queensland Olympic and Paralympic Games, the government has released its Q2032 Procurement Strategy to help local suppliers make the most of this once in a lifetime opportunity.

The successful ‘Buy Queensland’ approach, which has already seen 70,000 Queensland businesses share in $57.81 billion in government procurement, has been written into the Brisbane 2032 Olympic and Paralympic Arrangements ensuring Queensland businesses benefit from Queensland hosting the Games.

The policy includes a published procurement pipeline plus special advisers available to businesses to help them engage with the government and get Games Ready.

Underpinning this new Procurement Strategy, the Buy Queensland approach gives the Sunshine State’s businesses a clear advantage in the race to reap the rewards of hosting the world’s biggest sporting event with targets and policies maximising the involvement of:

• Small businesses
• First Nations business
• Regional and local business
• Businesses with clear plans for lower emissions

The new Strategy is about future-proofing Queensland businesses by ensuring they’re match-fit to supply to the Games, to the Government more broadly, and capable to win business in the most competitive markets in the world.

Not only will the Games bring a business-boom to Queensland, but it will be regional Queensland and small businesses that will benefit most, with the policy already boasting outstanding results on the scoreboard, increasing regional business involvement to more than 31,000 and an additional $1 billion uplift for small business since 2019.

The vast array of opportunities will extend far beyond the Games, to include multiple supply chains spanning infrastructure, new housing, essential goods and services, technology solutions and more, all with the opportunity to be branded “made in Queensland.”

The Strategy outlines how more than $180 billion in procurement opportunities are estimated to be available in the lead-up to Brisbane 2032, and Queensland Government agencies will work with the Business Chamber Queensland to develop ‘Team Queensland” - a business community that is sustainable, ethical, local, and diverse.

Queensland-based businesses are urged to ensure they are Games-ready by registering for supply opportunity updates and following a three-step game plan: Ready, Set, Go! 

Quote attributable to Premier Annastacia Palaszczuk:

“I have always said that all of Queensland will share the pride of hosting the 2032 Olympic and Paralympic Games.

“That includes Queensland businesses.

“Buy Queensland already has the runs on the board when it comes to ensuring local businesses benefit from a government putting them first.

“We want to put the Q in 2032 and that’s what this policy achieves.”

“ Buy Queensland prioritises Queensland businesses for government contracts – it’s been a massive success since it was first adopted by our great sporting state in 2017.

“This procurement approach multiplies the value of government spending and ensures the benefits are shared among Queenslanders.

“It creates more jobs and greater community benefits because every dollar we spend here in Queensland circulates throughout our economy many times over.”

Quote attributable to Public Works Minister, Mick de Brenni:

“Whilst Brisbane 2032 will be historic in terms of supply opportunities for Queensland business, this Strategy is about catalysing the investment we make in regional Queensland every day, to grow local business, foster collaboration and deliver a real capacity uplift, so the whole state can compete on the international stage.  

“The Q2032 Procurement Strategy means we’ll give priority to firms that employ Queenslanders, companies that invest in our State and our people, and those which use local materials and produce, to help keep Queensland on the winner’s podium.

Quotes attributable to Minister for Employment and Small Businesses, Di Farmer:

“Today we are encouraging Queensland businesses to sign on to Team Queensland and take advantage of our three-step Games supplier game plan: Ready, Set, Go!

“There are already more than 6700 supplier representatives on the Team Queensland register, so it’s best not to leave it too late to get into the race.”

Quotes attributable to Tourism, Innovation and Sport Minister and Minister Assisting the Premier on Olympics and Paralympics Sport and Engagement, Stirling Hinchliffe

“Brisbane 2032 is Queensland’s time to shine.

“The 2032 Games are a massive sporting and economic opportunity for this State.

“By maximising the Palaszczuk Government’s Games investment, we can place Queensland firmly on an economic winner’s podium for years to come.

“From iconic visitor experiences to our credentials as a renewable energy superpower, Brisbane’s 2032 climate-positive Games will put all of Queensland on the global stage.”

Quotes attributable to Business Chamber Queensland CEO Heidi Cooper

“It is critical the opportunity we see with the Olympic and Paralympic Games leaves a lasting business legacy for our state.

“Already the business community is thinking about the next decade. Businesses need to know what that legacy means for procurement, sustainability and the way we do business and most importantly what they need to do now to prepare for those opportunities.

“There is a global focus on sustainable and digital businesses and businesses need to be able to collaborate and partner to take up future opportunities.

“Now is the time for government, industry, business and community to come together to secure the best possible Olympics outcome for Queensland. This will take early thinking, big thinking and courageous thinking to ensure Queensland businesses are ahead of the game.”

Further information:

Queensland 2032 Olympic and Paralympic Games Procurement Strategy

• The Queensland Government forecasts a $180 billion procurement spend between now and 2032.
• The Q2032 Procurement Strategy aims to help businesses get ‘match-fit’ to win State Government supply contracts before, during and after the Olympic and Paralympic Games.
• A forward procurement pipeline for Games-related procurement will be publicly available to inform the market of opportunities.
• The Strategy supports the appointment of a Q2032 Small Business Procurement Adviser and development of a Q2032 Small Business Procurement Action Plan, and also establishes a Q2032 Industry Advisory Group.
• You can register to supply to Team Queensland and receive regular business updates here: qld.gov.au/about/Brisbane2032

Buy Queensland

• Buy Queensland is one of Queensland’s greatest success stories. Since first implemented in 2017, more than $57 billion has been invested with more than 70,480 Queensland-registered businesses.
• More than $5.78 billion was invested with small-to-medium sized enterprises in the 12 months to 30 June 2022.
• Buy Queensland creates more local jobs and more business opportunities, provides more professional training opportunities and delivers more community benefits for Queenslanders.
• Buy Queensland puts Queenslanders first, where they belong.

Media contact:  Elise Williams - 0482 503 675 

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District Disaster Management Plans

Queensland State Disaster Management Plan (PDF, 6.8 MB)

Queensland Recovery Plan , developed by the Queensland Reconstruction Authority, is a sub-plan to the Queensland State Disaster Management Plan and applies to all recovery partners.

State Disaster Management Plan Fact Sheet - 1 (PDF, 998.6 KB)

State Disaster Management Plan Fact Sheet - 2 (PDF, 1.1 MB)

Under the Queensland State Disaster Management Plan, Queensland Fire and Emergency Services (QFES) is responsible for the conduct of a state level disaster risk assessment. Queensland Assessments and Plans is available in  Assessment and Plans .

Functional and Hazard Specific Plans

Queensland Government Cyber Security Hazard Plan (PDF, 1.8 MB)

Biological Disaster Plan (PDF, 287.2 KB)

Blood Supply Emergency and Contingency Plan

Queensland Health chemical biological radiological annex

Chemical / HAZMAT Plan (PDF, 889.6 KB)

Health disaster and Emergency Incident Plan

Human Social Health Plan (PDF, 1.8 MB)

Mass Casualty Incident Plan

Queensland Bushfire Plan (PDF, 2.1 MB)

Queensland Coastal Contingency Action Plan

Queensland Counter–Terrorism Strategy

Queensland Recovery Plan​

Radiological Disaster Plan (PDF, 288.1 KB)

State of Queensland Multi-Agency Response Plan to Chemical, Biological, Radiological Incidents (PDF, 1.1 MB) *

State of Queensland Multi-Agency Hazardous Materials Incident Recovery Plan (PDF, 1.1 MB)

Department of Agriculture and Fisheries Disaster Management Plan (PDF, 1.5 MB)

Emergency Management Sector Adaptation Plan (EM-SAP) for Climate Change

As a part of the Queensland Government's climate change response, QFES has led the development of a Sector Adaptation Plan for Climate Change in partnership with the Department of Environment and Science and the National Climate Change Adaptation Facility. The plan outlines a vision, principles and a series of priorities that intend to guide sector climate change adaptation activities and planning to ensure that it is fully engaged with the risks and opportunities of a changing climate.

Factsheets EM-SAP (PDF, 415.4 KB)

Climate change (PDF, 352.7 KB)

The Plan Executive summary (PDF, 1 MB)

Full version (PDF, 3.3 MB)

EM-SAP by section below: The science of climate change (PDF, 1 MB)

Why is climate change important to the sector (PDF, 554.4 KB)

Sector examples of climate adaptation (PDF, 688.1 KB)

Glossary (PDF, 394.3 KB)

Appendices (PDF, 862.8 KB)

Emergency Management Australia maintains response plans for a range of physical assistance options that can be provided to state and territory governments and international partners responding to an emergency.  Emergency Response Plans are not publicly available however Disaster Management Managers may request copies from  Emergency Management Australia .

Animal Health Australia (AHA) manages the development and review of the Australian Veterinary Emergency Plan (AUSVETPLAN) while is available on the  Animal Health Australia website.

The Department of Agriculture and Water Resources coordinates the development, implementation and maintenance of the  AQUAPLAN , Australia’s National Strategic Plan for Aquatic Animal Health, and  AQUAVETPLAN the Australian Aquatic Veterinary Emergency Plan.

PLANTPLAN is the agreed technical response plan used to respond to an emergency plant pest incident.

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Strategic plan 2023–27

The Strategic Plan outlines our purpose and the objectives and strategies to achieve our vision.

SLQ Strategic Plan 2023-2027

PDF · 148 KB

A library of influence, inspiring and connecting people through knowledge, storytelling and creativity.

Our purpose

State Library collects and preserves Queensland’s cultural and documentary memory, providing free access to information, fostering knowledge and learning. We partner with local government to realise the potential of public libraries and Indigenous Knowledge Centres.

Enduring values

• Access is free and equitable. We serve people everywhere in Queensland, onsite and online
• Diversity is celebrated. We seek and share  the diverse stories of Queenslanders
• First Nations peoples and their knowledge, strength and resilience are centred. We are commited to respectful processes of truth-telling
• Our workplace is safe and purposeful. We respect the expertise of our people

Objectives and strategies

• Collecting memories. Sharing knowledge and stories through our collections.

Strategies:

• Intentionally collect and share a trusted record of Queensland
• Enable respectful truth-telling practices by all and support Path to Treaty, centred on culturally safe co-design with First Nations peoples
• Preserve the collection for future generations through the development of resilient and robust systems and plans
• Decolonise our collections and practices to reflect and reveal shared histories and new narratives
• Enriching experiences. Empowering our audiences to be open to discovery, participation and learning.
• Grow literacy, storytelling and lifelong learning through physical and digital experiences that enable and inspire
• Attract new audiences by celebrating and communicating compelling, innovative visitor experiences and programs
• Build inclusive digital experiences that are secure, rich and intuitive
• Prioritise easy to find and use information however people access collections, services and programs
• People and communities. Building enduring, collaborative engagements and partnerships.
• Advocate the value of libraries to achieve deeply local outcomes
• Embrace Brisbane 2032 by enhancing and accelerating services and programs
• Initiate and collaborate on diverse and culturally informed research to deepen knowledge
• Attract partnerships and investment to enhance service to Queenslanders
• Responsive innovation. Pursuing innovative, sustainable and culturally responsive ways to work.
• Champion an enriching workplace which is healthy, diverse and culturally responsive
• Invest in our people to embrace the opportunities and challenges in the  digital age
• Pursue sustainable, resilient and innovative environments and systems across all our work
• Deepen our agility to ensure flexibility and responsiveness to our changing world

Performance indicators

• Increased additions to Queensland Memory collections
• Increased use of collections
• Increased visits to State Library onsite and online
• Increased new members
• Local Government satisfaction with State Library service delivery
• Increased online regional reach
• Overall visitor satisfaction with services and programs
• Average cost per visit

Commitment to community objectives

Good jobs: Good, secure jobs in our traditional and emerging industries. State Library is investing in skills by providing all Queenslanders with free access to online learning resources.

Better services: Deliver even better services right across Queensland. State Library is connecting Queensland through our partnership with local government to deliver public library services and Indigenous Knowledge Centres. We foster greater social inclusion through documenting and making accessible Queensland’s diverse history and stories, and we build Queenslanders’ digital capability. State Library is backing our frontline services by delivering world-class reference and information services.

Great lifestyle: Protect and enhance our Queensland lifestyle as we grow. State Library honours and embraces our rich and ancient cultural history by enabling truth-telling through our diverse and rich collections, community engagement and exhibitions. State Library’s partnerships are growing our regions by enabling deeply local service provision in public libraries and Indigenous Knowledge Centres.

Commitment to Creative Together

State Library’s objectives and strategies align with Creative Together 2020–30: A 10-year Roadmap for arts, culture and creativity in Queensland to:

• embrace Brisbane 2032 across Queensland — by accelerating programs and services to enhance and build cultural experiences that celebrate what is uniquely Queensland
• elevate First Nations arts — by sharing and celebrating First Nations perspectives through language revitalisation, knowledge creation and truth-telling in culturally informed and respectful ways
• activate Queensland’s places and spaces — enabling statewide access to collections and integrating rich digital experiences into programs, learning initiatives and exhibitions
• drive social change and strengthen communities — partnering with local government to realise the potential of libraries and Indigenous Knowledge Centres as vibrant community hubs building community resilience
• share our stories and celebrate our storytellers — as a memory institution intentionally seek, collect and share authentic Queensland stories, and nurture and celebrate emerging writers.

Strategic opportunities

• We have the opportunity to reach Queenslanders statewide due to our proven experience and capability in digital delivery
• We have the opportunity to contribute to digital inclusion due to our proven experience in digital delivery and effective partnerships
• We have the opportunity to make a significant contribution to Path to Treaty and truth-telling due to our diverse and rich collections, experience in community engagement and strong partnerships.
• We have the opportunity to meet and anticipate future client demand through optimising the building spaces, due to the resilience of the Millennium Library Project design and our ongoing service planning.
• We have the opportunity to deliver transformative services through our strong partnerships and collaborations.

Strategic risks

• Changing community needs and expectations, technology and learning styles — we must meet changing client needs to sustain audience growth.  We will continue to transform, innovate and deliver relevant services.
• ICT infrastructure and security — we must provide trusted, reliable and secure ICT services and enable access, preservation, and delivery of digital collections. We will continue to develop strategies and capability, and prioritise funding to update ICT infrastructure
• Business continuity —  we must manage the impacts of disasters including COVID-19 and extreme weather events. We will continue to review and update our risk mitigation and business continuity plans
• Digital inclusion —  we must work to ensure Queenslanders statewide are able to access our online services and contribute to the digital economy. We will work with our partners to build digital inclusion and engagement
• Transformation of library collections, services and programs to meet the digital age and changing community needs —  we must ensure the community understands the value of libraries in a rapidly changing environment. We will build awareness of the role and value that libraries provide.

Queensland Government funding allocated for State Library’s operations over the next three years:

• 2023-24: $71,569,000  
• 2024-25: $72,802,000  
• 2025-26: $ 73,553,000

Human rights in decision making

State Library respects, protects and promotes human rights in our decision-making and actions.

State Library acknowledges that Aboriginal and Torres Strait Islander self-determination is a human right as enshrined in the United Nations Declaration on the Rights of Indigenous Peoples . The Queensland Human Rights Act 2019 also recognises the particular significance of the right to self determination of Aboriginal and Torres Strait Islander peoples.

State Library, in partnership with National and State Libraries Australasia and the global public library sector, supports the United Nations 2030 Sustainable Development Goals . This includes providing free public access to information, providing opportunities for all Queenslanders to pursue lifelong learning, and ensuring the management and access to collections and services is culturally informed and respectful.

Welcome to Department of Employment, Small Business and Training. You can also access Department of Youth Justice information .

Department of Employment, Small Business and Training

Queensland skills strategy.

To keep Queensland's economy powering and good jobs in reach of Queenslanders, we've developed Good Jobs, Great Training: Queensland Skills Strategy 2024–2028 .

Read Good Jobs, Great training: Queensland Skills Strategy 2024–2028 .

Read the summary .

How we are delivering

Read how we are delivering on our 5-year strategy, including initial actions across our 5 focus areas.

How we listened

Learn about consultation undertaken as part of the most significant review of the state's training system in almost a decade.

Information sessions

Join an information session online or across the state to learn more about the strategy.

About the Queensland Skills Strategy

Good Jobs, Great Training will provide pathways into good jobs for Queenslanders while delivering priority skills in traditional and emerging industries so our communities, industries and economy can thrive.

The strategy further strengthens our TAFE and training system while guiding billions in annual investment in skills over 5 years – funding 1 million subsidised and Free TAFE training places between 2024 and 2028.

It is also Queensland's roadmap to deliver on the National Skills Agreement , tackling national priorities like critical skills growth, delivering TAFE Centres of Excellence, improving course completions and greater access to foundation skills.

The strategy is an action under the Good people. Good jobs: Queensland Workforce Strategy 2022–2032 .

Queensland is a job-creating economic powerhouse driven by skilled Queenslanders.

Our focus areas

• Skills for good jobs – Get more Queenslanders into highly skilled jobs quicker.
• Training that has the power to change lives – Support Queenslanders to access the lifelong benefits of training for good, highly skilled jobs.
• TAFE for all Queenslanders – Deliver training across Queensland and skills for local economies by putting TAFE at the heart of the training system.
• A training system backing Queenslanders – Build on the strengths of our world-class training system by working with our partners, promoting opportunities offered by training and standing up for Queenslanders.
• Quality and results driven – Focus on economic priorities, local needs and student outcomes so our training system delivers for Queensland.

Unlock the power of skills in 3 steps

Get qualified for less, for a job in demand. Check if you're eligible for Free TAFE or subsidised training and find your ideal funded course and provider in 3 steps.

More information

• Read the frequently asked questions .
• Check out our latest training stories and events .
• Subscribe for updates on the implementation of the Queensland Skills Strategy.
• Download promotional materials to help share the strategy across your channels and networks.
• Email [email protected] or phone 1300 369 935.

• Organisations
• Employment, Small Business and Training

Disability Service Plan 2024-2026

• Activity Stream

Department of Employment, Small Business and Training Disability Service Plan 2024-2026 articulates our commitment to achieving the best possible outcomes for Queenslanders with disability.

Data and Resources

Department of Employment, Small Business and Training Disability Service Plan...

• disability service plan

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Plan to pump CO2 from Millmerran power station into Great Artesian Basin unlikely to get approval

Opponents of a controversial plan to store waste carbon dioxide in Australia's biggest underground freshwater system say state government approval will be difficult after the Queensland premier labelled the project "not a good idea".

Mining giant Glencore had been wanting its subsidiary CTSCo to store carbon dioxide from the Millmerran power station in an underground aquifer at a site at Moonie, west of Toowoomba.

Queensland Premier Steven Miles said the project in the Great Artesian Basin was unlikely to get the environmental approvals needed.

"Knowing Queensland's environmental laws as well as I do, I think it's unlikely to pass that environmental test," Mr Miles said on Wednesday at Beef Australia in Rockhampton.

"I've continued to talk with and work with those groups who are concerned about it, even as recently as yesterday and last night.

"I share their concerns … it doesn't sound like a good idea to me."

The Great Artesian Basin is one of the largest underground freshwater reservoirs in the world.

It stretches from Cape York in Queensland to Dubbo in New South Wales, west to Coober Pedy in South Australia, and into the Northern Territory.

Glencore has said the project was based on "robust scientific fieldwork and data" and the CO2 was "food grade" and would "not risk agricultural or town drinking water".

But a report it commissioned found even "food grade" C02 could cause levels of lead and arsenic in the groundwater to rise to hundreds of times the safe drinking water guidelines.

This has farming groups like AgForce concerned with the organisation recently launching legal action against a 2022 decision by the federal government not to label the project a "controlled action" under federal environment laws.

The project instead would be subject to the Queensland environmental approvals process.

An environmental impact statement is under assessment by the Queensland government with a decision on those approvals expected by the end of this month.

"We have a rigorous process of environmental impact assessments here in Queensland and any project can go through that process," Mr Miles said.

"Once we see the outcome of that process, then I'll have more to say about longer-term policy options."

Federal LNP member for Flynn Colin Boyce, who has been a long-term opponent of the project, today welcomed the premier's comments.

He said he did not see how the premier could now "possibly back-pedal from that statement he's made".

"This is a position which they can't retract," Mr Boyce said.

"This is a crazy project. It's nothing more than a giant science project that will put in jeopardy one of the world's largest underground potable water sources.

"Who in their right mind would want to compromise a water source so important as the Great Artesian Basin?"

Ken Cameron runs a major pork business on a property less than 10 kilometres from the CTSCo site.

He said he relied heavily on groundwater and had a licence to extract it from the same aquifer the project planned to store C02 in.

"It's encouraging to hear the premier say that and with any luck sanity will prevail, and the project will be refused now and forever," Mr Cameron said. 

"It should have never even been contemplated.

"It's more than just this project. We need to see the federal government sweep this up in the legislation to ensure that no other project can ever be proposed to inject industrial waste or any other contaminants into the Great Artesian Basin."

AgForce CEO Michael Guerin said while he welcomed the premier's comments, more needed to be done by the federal government to protect the Great Artesian Basin. 

"The Glencore proposal itself can be stopped by the EIS process the premier refers to, but the Great Artesian Basin has to have protection from federal environmental law, and that's the Environmental Protection and Biodiversity Conservation Act, which failed on February 9, 2022 to protect the Great Artesian Basin," he said. 

Glencore says jobs will be lost

A Glencore spokesperson said they were "disappointed" in the premier's comments.

"As the Federal Resources Minister Madeleine King said yesterday, governments should avoid bias when decisions such as these are being made because it puts at risk future investments and the livelihood of hundreds of thousands of workers in resources in Queensland moving forward," they said.

"If the premier continues to intervene and ignores due process, he leaves the resources industry with no credible abatement solution, which means lost Queensland jobs and a hit to regional communities. 

"Our project should be judged on the science, not misinformation or political opportunism."

The spokesperson said they feared Glencore had "been set up by this government to fail even though we are following the CCS approvals process set up by the Queensland government".

"We believe carbon capture and storage can safely coexist with other activities in the Great Artesian Basin — just like CSG, oil and gas do today," they said.

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