The Estimate Hearings follow the presentation of the Queensland 2024 Budget and gives an opportunity for State Members of Parliament (MPs) to ‘drill’ down into the details on how funds are being spent, or not spent.
As mentioned in our 2023 Estimates Summary, as part of efforts to see the failings of this process addressed, Sandy has continued to advocate for a review of the Committee and Estimates systems and this year we did see some improvements as a result. More background information is available here.
Previously, even though not permitted, we would submit Questions on Notice (QONs) to the various portfolio Committees, as an example to demonstrate how to achieve greater efficiency. However, these were not accepted due to Standing Orders 181 and 182 which needed to be amended, as they constrain the intent of the Freedom of Information Act 2019. Welcome changes have now been made via a Parliamentary motion, which can be seen below and in the Official Parliamentary record (Hansard) at https://documents.parliament.qld.gov.au/events/han/2024/2024_06_14_WEEKLY.pdf#page=56
Estimates Hearings
(Leader of the House) (2.35 pm), by leave, without notice: I move—
SCHEDULE 7 1.
That Standing Rules and Orders of the Legislative Assembly be amended by replacing Schedule 7 with that in Table 1, effective immediately.
ESTIMATES 2024
- That for the consideration of the annual appropriation bills for 2024-25, so much of standing and sessional orders be suspended to enable:
(a) the portfolio committees to only hold hearings and take evidence within the timeframes provided in Table 2, circulated in the Leader of the House’s name;
(b) where a minister administers a number of distinct portfolio matters, matters relating to each portfolio area can only be raised during the period specified for that area in Table 2, circulated in the Leader of the House’s name;
(c) the Leader of the House, if necessary, may issue a memorandum changing the days and times for each hearing in Table 2 (without reducing what is agreed to by the Legislative Assembly), by providing advice to the Speaker of the Legislative Assembly, the Clerk of the Parliament and the relevant committee secretariat;
(d) hearings to occur before 9 am and after 9.30 pm, if required;
(e) any crossbench member to ask one question on notice prior to an estimates hearing of any minister, if they are not a member of that portfolio committee, with committees ensuring all crossbench members are advised of the timeframes for lodgement of questions;
(f) time allocated for government questions should not exceed 30 per cent of the total allocated time, with the remaining distributed proportionately between the opposition and crossbench members (that is, 5:1 ratio); and
(g) one opening statement per minister for their entire portfolio of no longer than five minutes, with the Premier allocated no longer than 10 minutes.
- That so much of standing order 181(e) is suspended so to allow crossbench members who are not a member of a portfolio committee to attend any estimates hearing, by advising the committee ahead of their attendance and in doing so leave is not required.
- That, in accordance with standing order 177(5), each portfolio committee report to the Legislative Assembly on the annual appropriation bills by 9 August 2024.
As you can see from subclause (f) above, time allocated for Government questions has been reduced and now cannot exceed 30 per cent of the total allocated time, with the remaining distributed proportionately between the Opposition and Crossbench MPs. In addition, subclause (e), that any Crossbench MP can ask one question on notice prior to an estimate hearing of any minister. This will ensure greater transparency for all of Queensland as well as assist the Opposition and Crossbench MPs in their efforts to hold the Government to account.
This year, questions were sent to the relevant Ministers and Committees or asked at the public hearings, over a broad range of budgetary inquiries relevant to the Noosa Electorate from community safety, domestic and family violence, to community batteries, land tax, roads and more. All 49 questions are listed below and will be updated as responses are received. It is not a short read; you may use the ‘Control F’ search function on computers to skip to the topics you are interested in!
To view Sandy’s 2024 – 25 Budget Summary including her reply speech, please visit www.sandybolton.com/budget-2024-25-summary.
Written and video transcripts for the 2024 Estimate Committee hearings including the Community Safety and Legal Affairs Committee in which Sandy is a member of will be available at www.parliament.qld.gov.au/Work-of-Committees/Estimates-Hearings.
If Noosa Electorate residents have any questions, please don’t hesitate to contact our office via noosa@parliament.qld.gov.au or on 5319 3100.
SANDY’S QUESTIONS SUBMITTED BEFORE AND DURING ESTIMATE HEARINGS 2024
Please note that they are grouped together by issue and are in the order that they were answered. Below each issue heading, you will see a question by Sandy followed by the answer indented and in italics.
Public Sector Commission
With the SDS page 23 reporting an increase in the Public Sector Commission’s staffing by 18 over the next year, how will these additional resources be deployed and in what capacity to make tangible improvements to the capabilities of the public sector?
I am advised that this investment responds to recommendations 5 and 6 in the report of Professor Peter Coaldrake AO, Let the sunshine in: Review of culture and accountability in the Queensland public sector, that government consider establishing a complaints clearinghouse and that the rejuvenation of the public sector be a major and concerted focus.
The Public Sector Commission will use these FTEs to:
- commence delivery of the foundation phase of a complaints clearinghouse model and work with agencies to improve complaints handling.
- support implementation of the Even better public sector for Queensland strategy 2024–2028 (the Even Better Strategy) and first Action Plan 2024 and 2025.
The Even Better Strategy, launched in March this year, recognises the strengths of the public sector but acknowledges that there is always room for improvement and the sector needs to be positioned to be able to respond to challenges now and in the future.
Key actions to be delivered in the first two years of the Even Better Strategy include a sector-wide induction and onboarding program on the craft of the public service aimed at giving employees the knowledge they need to thrive in the public sector; practical guidance to build employee skills in collaboration and engagement; workforce planning processes that focus on building and maintaining the sector’s core capability; a new chief executive performance leadership framework that promotes contemporary, inclusive and accountable leadership practices; and a new model for a sector-wide non-frontline graduate program that will launch and support meaningful careers in the public sector.
Given the Coaldrake report’s criticism of the use of commercial-in-confidence in contracts, what will be undertaken to amend practices to address Coaldrake’s concerns?
I thank the member for the question. In relation to Coaldrake’s recommendation, which I understand was one of the 14 recommendations in the report—if you can give me a moment, I will take you to the government’s response to that.
I believe it has been confirmed that, in fact, there was not one recommendation. There was no recommendation, of the 14 recommendations, dealing with commercial-in-confidence in the Coaldrake report, which the government has implemented. Commercial-in-confidence, as the member would know, is a longstanding business and legal practice and is used all around the state, the country and the world. The use of commercial-in-confidence turns on the facts of each situation and, therefore, there cannot be a broad, sweeping statement regarding its use. However, I do note that it should only be used where appropriate and depending on the situation at the time. The Premier this week in his estimates hearing stated— that is, in the report. The Public Sector Commissioner then echoed the words of the Premier in relation to there being balance and the need for that and that there are places that commercial-in-confidence, on a case-by-case basis, is needed.
Note: The Attorney General mistakenly referred to a recommendation where Sandy asked regarding the Coaldrake’s criticism which is being followed up.
Land Tax and Valuations
Referencing page 5 of the SDS which budgets $202m next year for land administration (including valuation), what funding have the Government provided to the Valuer-General to improve the operation of the valuation system including the provision of an improved appeals process?
In 2024–25, $29.12 million has been allocated to the Valuer-General and the State Valuation Service to undertake the statutory requirements of the Land Valuation Act 2010.
To support the objectives of the Department of Resources’ Strategic Plan 2024-28, the Valuer-General works closely with the State Valuation Service to continue to modernise and transform the way it delivers services to the people of Queensland.
Key recent initiatives aligning to the department’s objectives to improve the operation of the valuation system include:
Strategic Objective – Optimising land use of land resources in the state via modernising land administration:
- Establishment of a dedicated appeals team of registered valuers for complex grievance matters, advice, training, and consistency.
- Business and system improvements to support the valuation system, including automation and process improvements.
- Establishment of a Valuer-General’s technical advisory panel.
With Budget Paper No. 2 page 102 reporting Land Tax revenue nearly doubling over the five years from 2022-23, can the break-down of this increase be provided given it is a contributor to housing and rental prices, and in addition what will the Government be undertaking to provide land tax relief to Queenslanders?
As outlined in Budget Paper No. 2 page 102, Table 4.2, land tax revenue is projected to grow from $1.732 billion in 2022-23 to $3.300 billion in 2027-28. The breakdown of this increase is as follows:
- 2023-24 growth: $300 million
- 2024-25 growth: $467 million
- 2025-26 growth: $333 million
- 2026-27 growth: $288 million
- 2027-28 growth: $180 million
As outlined previously in response to Question on Notice No. 499 asked on 30 April 2024, Queensland has a generous land tax framework, with principal places of residence being exempt and a rate structure that ensures that smaller landholders are subject to lower marginal rates of tax.
The thresholds at which land tax becomes payable in Queensland are among the most generous in Australia. For individuals, the land tax-free threshold of $600,000 is one of the highest in the country. Notably, from 1 January 2024 Victoria reduced its general land tax threshold to just $50,000 – meaning Queensland’s individual threshold is 12 times higher than Victoria’s.
I am advised that higher rental and dwellings prices are driven fundamentally by increased demand for properties which is outstripping supply of new dwellings. Factors such as strong population growth, a decrease in household size and capacity constraints in the construction sector have driven higher rental and dwelling prices. I am advised by Queensland Treasury that, because the incidence of land tax only falls on a small proportion within the market, and those participants meet overall market pricing, it is unlikely that land tax is having a material impact on prices and rents. It is notable that Victoria has recently significantly increased the scope and amount of land tax payable by property investors. Following this change, Melbourne and Victoria have not demonstrated higher dwelling or rental price increase, relative to jurisdictions that have not made this change.
A range of land tax exemptions are available in Queensland for various land types, reducing the amount payable.
The principal place exemption means most Queensland homeowners have no liability for land tax. Further, an exemption may also be available where all or part of the land is used solely for the business of primary production.
All of this means that only one per cent of Queenslanders pay land tax each year.
Land tax is collected to provide government services and infrastructure for Queenslanders. It forms part of the Government’s general revenue base that is used to provide health, education, justice, transport and other services that are utilised by all Queenslanders.
The Queensland Government clearly recognises the impact of national inflation pressures and dwelling price growth on households and home buyers.
The Government will continue delivery of its whole-of-system housing plan, Homes for Queenslanders, in 2024-25. As part of Homes for Queenslanders, the Government has committed $3.1 billion to initiatives to respond to key housing pressures, including supply, affordability, and homelessness, and enhance the focus on planning and development outcomes.
Delivering more housing supply will help housing affordability. As part of Homes for Queenslanders, the Government has a target of 1 million new homes by 2046, including 53,500 new social homes by 2046.
The 2024-25 Budget also delivers substantial support for Queensland’s first home buyers by increasing eligibility thresholds for 2 key transfer duty concessions – the first home concession, and first home vacant land concession.
The changes will increase the maximum value of the first home concession to $17,350 and provide more relief to a wider range of Queensland first home buyers.
In relation to property taxes more generally, the Government has committed to a post-election review of state taxes and charges impacting the property industry as requested by the Property Council. The review will consider potential reforms and how these may affect housing supply, state revenues and ongoing fiscal sustainability.
Commercial Fishing Licenses
Referring to fishing license buyback on page 178 on Budget Paper No. 4, what processes are being initiated and funding allocated to identify further locations where commercial fishing licenses will be bought back?
Our State’s fisheries resources are important to all Queenslanders.
Fisheries Queensland is committed to a sustainable wild-caught seafood industry that provides the quality products that consumers appreciate, while protecting our unique marine environments.
Licence buyback programs have been initiated to implement specific government policy decisions in the Gulf of Carpentaria, the Great Barrier Reef Marine Park World Heritage Area, and the Great Sandy Strait Marine Park rezoning plan
There are no plans at this time to initiate new processes and funding allocations to identify locations where commercial fishing licences will be bought back.
Katie Rose Cottage Hospice
With the SDS on page 8 referencing sub- and non-acute care including palliative care, what provision has been made to ensure increases that will emanate from the review into funding models for Queensland hospices will be available for 2024-25 and ongoing?
Queensland has a proud history of delivering hospice services. These services are highly valued and play an important role in delivering palliative care services within the community, and supporting people to receive care, and die, at home.
Those working in palliative care organisations dedicate their lives to ensuring people are comfortable and dignified in those final days. Demand for palliative care services is increasing, at the same time that operating costs also continue to rise.
The Department of Health, in consultation with relevant Queensland Health Hospital and Health Services, is reviewing funding arrangements for non-government organisations contracted by the Department to provide community-based palliative care services in South East Queensland. The aim of the review is to help these organisations to meet the increasing costs of delivering services and also respond to the increasing demand for these services within the community.
On 23 May 2024, I announced that as a result of the first stage of the review, additional funding of $4.1 million per year would be allocated across eight non-government organisations. Beneficiaries include Katie Rose Cottage Hospice, Hummingbird House, Karuna Hospital Services, Little Haven Cooloola, Hopewell House, Cittamani Hospice Service, St Vincent’s Private, and Toowoomba Hospice.
This increase of $4.1 million in funding is currently being added to the non-government organisations’ service agreements. The extra funding starts in 2024-25 and continues each year for the remainder of the service agreement terms.
The second phase of the review is expected to be completed in 2024-25, with outcomes to be implemented from 2025-26. This phase will focus on developing a long-term, sustainable funding model that allows these services to plan for the future and continue delivering care in their communities.
The additional funding builds upon the strong foundation laid by the Miles Government’s Palliative and End-of-Life Care Strategy and Queensland Health Specialist Palliative Care Workforce Plan, both released in October 2022.
QPWS Funding
With the SDS on page 2 only committing funds to the QPWS firefighting capacity yet no increases for its environmental management even though there is an increase of land under its care, what will the Government undertake to address the underfunding of QPWS compared to other states and provide an essential budget uplift of $200m to ensure our National Parks are appropriately managed?
The Queensland Government recognises the significant value Queensland’s national parks provide across the environmental, social and economic sectors.
During the 10-year period from 2015-16 to 2024-25, over $1 billion of additional funds (including centrally held funds) have been allocated for the management of Queensland’s protected area estate, State forests, marine parks, fish habitat areas, threatened species and world heritage areas.
The Government has allocated $262.5 million to grow the protected area estate. It is recognised that with the acquisition of additional properties, there are management requirements that are necessary to ensure the lands are conserved and protected, now and for future generations. Importantly, these acquisitions will see new rangers in regional communities, provide significant opportunities for local contractors and boost ecotourism, and deliver enhanced pest, weed and fire management on the properties.
In 2023-24, the Government allocated $38.6 million over five years with ongoing funding of $11.9 million to support continuation of Queensland’s Protected Area Strategy 2020-2030 and improve the management of Queensland’s World Heritage Areas. From this allocation, funds are supporting management of the newly acquired properties as they transition to protected area.
Acknowledging the important role the Queensland Parks and Wildlife Service has in managing fire and protecting neighbours, the Government has allocated additional funding of $39.2 million in the 2024-25 financial year. This foundational investment includes an allocation of 39 additional personnel and $21.1 million to enhance the delivery of fire management activities across Queensland’s parks and forests. The funding also includes $18.1 million to invest in fireground capability including new heavy plant and equipment, new fire appliances, upgrades of fire lines and equipment for fireground operations.
This funding will enhance community safety, support greater First Nations involvement in land management, and improve collaboration with our partner agencies, including the newly established Queensland Fire Department.
This Government has a strong track record of supporting Queensland’s national parks and will continue our efforts to ensure they are well managed, protected and conserved for all Queenslanders.
Fire Department
With reference to Queensland Fire Department expenses on page 4 of the SDS, what funding increases have been made to address the predicted impact of climate change on the frequency and impact of fires and the needed increases in resources and facilities to mitigate, such as the Tinbeerwah rural fire station?
With the influence of climate change, disasters such as bushfires are becoming more extreme and complex.
In 2024–25, this Government is providing more than $1.09 billion for the Queensland Fire Department (QFD), including more than $960 million in operating funding to support the delivery of essential emergency, safety, mitigation and response services to Queensland. QFD will also have a capital budget of $138.40 million to fund fire and emergency services facilities, fleet program, and essential operational equipment and information systems across both of QFD’s fire services.
With reference to the QFD SDS, the Government has recognised the importance of an increased investment to bolster resources and enhance facilities to respond to our communities during Queensland’s fire and severe weather seasons.
One way this funding is being used to address the impact of climate change is through the Rural Fire Service Queensland’s (RFSQ) Resource to Risk (R2R) program. The R2R program model will inform the RFSQ’s resource asset and investment plans, using data, including emerging patterns in climate change, to deliver an appropriate service with a focus on where it is needed most.
Incorporating brigade, area, district and regional knowledge, the R2R model will apply a careful and considered process to the allocation of resources and infrastructure to RFSQ fire brigades, based on available data and statistics detailing the past, current and future service delivery needs and underpinned by evidence-based decision making.
The RFSQ 2024–25 budget of $121.8 million will assist to fund the R2R program, as well as funding additional RFSQ staff, new appliances, facilities and equipment, which will benefit all Rural Fire Service Queensland Brigades across the state like the Tinbeerwah and District Rural Fire Brigade in the Noosa Electorate.
This 2024-25 budget allocation for the RSFQ is a 20% increase compared to 2023-24 and will support and enhance fire service delivery in our rural areas and enable QFD to position itself to meet the challenges that Queensland faces both now and into the future due to climate change and the increase in the regularity and intensity of natural events such as bushfire.
I refer to the response to question on notice No. 12 regarding the $13.6 million that has been committed for new and upgraded fire brigade stations. As you know, we have been waiting on something for Tinbeerwah and I think we have been advised in previous correspondence that the department is assessing the status of all rural fire facilities. If there is no allocation for Tinbeerwah in this assessment, what is the timeframe for that completion and when will that be made public?
I thank the member for the question. The Rural Fire Service’s commitment through the course of this financial year is to conduct a condition assessment of all of our facilities and look at what further requirements are needed across brigades in terms of station replacement and enhancements. With regard to that work, as you indicated, $13.6 million is allocated this year in terms of supporting capital programs, land acquisition enhancements and new station builds. The condition assessments will inform what our priorities are moving forward and our ability to plan and program that work, so I cannot give you an answer specifically on Tinbeerwah at the moment, but that would be the driver of that—that is, the overall condition assessment across the state and the prioritisation of that work and investment.
The assessments will be completed through the course of this financial year and part of that work and the ability to do that work is a significant uplift in Rural Fire Service Queensland in terms of those additional people out across the state where there are more area officers and asset officers to support that assessment and condition understanding so we can plan and support our volunteers on the front line in greater detail.
Our SES, Schools and Cadet Volunteers
Going back to our SES volunteers, what pathways are in the new structure for volunteers to have their voice heard?
Thanks, member. I am not sure if members have picked this up, but both the commissioner and I are very proud of the new structure. Part of the new structure is you that are seeing people from their service agency in uniform at this table for the first time. That is all about identity. It feeds into the answer I will give you, member.
We are very proud that we have accomplished leaders like Mark Armstrong, who comes from the Australian Army, as our inaugural Chief Officer, and also Tony Wulff, who has an outstanding corporate and nautical background, as the Chief Officer of Marine Rescue. Having them at the table here in uniform was done deliberately so that all of the members of the organisations that they lead can see that their organisation is recognised, valued and clearly identified as an important contributor to Queensland. Having excellent leaders like Tony and Mark in those respective roles is important to engaging volunteers so that they can raise issues and have their voices heard.
I will focus on the SES because that was the focus of your question. There has been an extraordinary volume of engagement with SES volunteers the length and breadth of the state since the Chief Officer has started and during the transition of the machinery-of-government changes for SES to move into a government construct where it is supported and hosted by the Queensland Police Service. It is very, very important. It is also one reason we have significantly uplifted the staff.
As at 30 June, there were 189 approved positions, and the substantive headcount was actually one more—190. As part of this budget year, there are additional growth positions being created, so the total number will increase to 219 and we will recruit against that.
To put that in context, it was only two years ago that the staff numbers at the SES were about 100. It has gone from about 100 to about 200 in two years—doubling the paid staff support for volunteers. We have been really particular about how we have calibrated that staffing mix to be about volunteer support, recruitment, retention and building a strong foundation for the SES.
Maybe I am a little bit romantic in this thought as well, but I really hope that, in encouraging people to think about contributing to and being of service to their community—and because now we have this well-resourced, identified State Emergency Service with a chief officer and many stepping stones in between—there are young people out there who will turn their minds to starting to volunteer with the SES with the view to one day getting a job in the SES and one day taking over from Mark Armstrong.
Through the transition and in the lead-up to 3 June, there was a lot of work within the reform implementation team and in the Queensland Fire and Emergency Services environment. The feedback mechanisms included town halls that were available and recorded and an email address that people could email directly and get answers directly in reply. Those questions would be put on an available page on ForGov so that volunteers could not only get their own questions answered but also see everybody else’s questions and, within reason, the answers to those.
As we approached the transition, we did a series of regional visits to discuss the specifics around the changes occurring with the transition for staff, and they included volunteer-gathering events where we briefed them but also took the opportunity to engage them to get their feedback and ideas. As transition approached, we produced fact sheets and had other specific sessions, like training on particular things that were changing, including ICT. Importantly, that engagement has continued beyond 3 June and transition. We will continue to run the town halls. We have a new email address so any volunteer at any time can email and that will be addressed and answered.
Also, we have recently introduced an internal social media platform called Workplace, which has been used extensively within QPS already. We have our own instance in SES, and that enables volunteers right across the state to engage with each other group to group, region to region, individual to individual, including with me. We are excited to see the uptake and use of Workplace and some of the interesting ways that it is being used for people to talk to each other.
Again, that has to continue because it is an essential part of an organisation like ours. As part of our growth strategy, we need to create the environment that our citizens want to serve in and want to continue to serve in, and they need to feel a part of it and important. Fundamentally, without volunteers we do not have a State Emergency Service.
We spoke about working with Volunteering Queensland and councils to be able to increase our volunteers. What about our schools and our cadets?
We can touch on that as well. There is a very important initiative which is supported by the Queensland Police Service and partners, including the Queensland Fire Department, SES, Marine Rescue Queensland, and that is the Emergency Services Cadets. We fund PCYC Queensland to host that program. We have recently boosted their funding which will give them not only greater sustainability but also capacity to expand the Emergency Services Cadets program. It is quite extraordinary because you attract a few different types of people: firstly, people who are natural leaders who want to be in the program; secondly, people who want to contribute in a workplace environment afterwards as a member of the police or emergency services; and, thirdly, people who need a bit of confidence, people who need a little bit of additional support. It is a very good program. We are very proud to fund it.
Political Donations, Data Harvesting of Postal Ballots
With South Australia introducing a ban on political donations, is there any allocation for Queensland to follow suit or investigate following suit?
I thank the member for her question. I cannot speak on behalf of the party in any proposals, but, as far as government reforms around electoral donations are concerned, we have actually led the country in that regard. We are the only ones who have put a complete cap on electoral expenditure as well as donation caps. We have real-time disclosure. We are the only jurisdiction to have done that to the extent that we have. In many other places you are waiting months before you know of any of those donations and where they have come from. We have more transparency in relation to donations, I believe, than anywhere else in the country.
We looked at all options in developing the legislation. I make no comments in relation to South Australia’s model, but we did look at all models. We looked at case law in relation to those models and what is considered appropriate. We believe that we have the balance right in relation to these issues. Some of the case law talks about the right of individuals to contribute in the political space and to make donations, but it is also about having proper transparency around all of that, accountability and full disclosure of it, which we have.
I think in the case of the Commonwealth, it is well over $14,000 in donations that you can make before even disclosing from any one individual organisation. We have $1,000. We have not indexed that. It has been $1,000 from day one, when we changed the laws in 2015, and it remains $1,000 today. We have a lot of disclosure and I think we have a really good model here, so at this stage we are not looking at changing that model. We are very close to an election and it would be inappropriate to try to change those laws at such short notice when the current system is really only being implemented for the first time in this four-year fixed term—the full caps and the disclosure regime.
When we go to transparency and the issue of infringing on privacy of Queenslanders with the application for postal votes, which we have raised previously, is there anything in the budget to bring that in line with the recommendations of the federal inquiry?
On postal votes, the ECQ have legislation around disclosure of information and privacy in relation to all of the information they get from voters including their postal votes. About postal votes I will say that there is a much broader issue and a conversation we have to have, which is the postal system and whether postal votes are actually suitable for our system anymore. Due to the structure, we end up waiting weeks for final decisions on elections because we have to wait until all of those postal votes come in. There are other better and more efficient systems around the world in relation to that. That has to be the conversation, because I do fear that changes in the Australia Post system will lead to further delays in sending an application, receiving the ballot paper and getting the ballot paper back to the Electoral Commission.
Local Disaster Management Plans and Disaster Funding
When assessing local disaster management plans, how does the QCoast 2100 and the CHAP relate? In your assessment, in what way would that need to be connected so that the disaster management plans have reference to those?
As part of that review, we send out a questionnaire to them initially. I would like to first of all thank the honourable member. You can actually ask me directly because I report to the minister. I know Steve is probably glad he has got rid of me.
We sent out a questionnaire to the local groups and asked them to inform us about some of their risks and what their priorities are. As those plans come in, we do the analysis across the questions that we asked and the answers that came back. We then look at what the situational awareness is for us across the state, which is based on a lot of research and also a lot of predictive modelling, which you see from the bureau as well.
It is about acknowledging that each of the local disaster management groups and each of the districts is very unique in its own way. Although they can be neighbours, they can have these completely different environments. It is a qualitative analysis process. We do not count the number of people, the number of ladders or things like that. We are looking at their ability to respond, and part of that is also looking at where they can get support from. A good example of that is things like council-to-council support, which is provided by the Local Government Association of Queensland.
So it is not reliant on their having a CHAP in place?
It is about the plan relevant to their area. For example, if I lived in an inland area, I might not have a reference to tsunami, but I might have an acknowledgement there that I might be a supporting area for another local government area that may have that.
With regard to disaster resilience and mitigation infrastructure, page 2 of the SDS shows $38 million. Can I ask what inputs the department uses to assess climate risk from the state government, the Commonwealth and the IPCC and whether this integrates into the state government’s sponsored program for local government in terms of QCoast 2100 and the CHAPS, and I do note in response to question on notice No. 10 the resources to risk. I am just trying to understand better how that correlates in the data and where that data comes from in making those assessments.
I thank the member for the question and acknowledge her continued advocacy in this space. In terms of the climate risk, for me it is an interesting one in that it sits over both the fire agency but also the Queensland Reconstruction Authority. I will get the commissioner to talk here about that, but it might also be worthwhile asking it of Mr Jake Ellwood from QRA when he comes in. From a fire perspective, there is so much work that the department does in terms of our bushfire mapping and we work with local area groups to be able to progress that. Of course there is that synergy that happens with local government as well as upward with the Commonwealth, but more specifically, member, I might get the commissioner to talk about the mechanics of that in terms of how that all interplays and works together because I am sure that he will have a much more detailed response for you.
Queensland is the most disaster-prone state in the country and we are very focused on the impacts of more frequent, high-intensity events and what that means for us in terms of our response capability and how we support our people in approaching that. The state level risk reports are a key element of how we operate and in that regard there is a state disaster risk report that informs us based on the latest scientific information.
In terms of the specific approach we take for bushfire mapping particularly, our state bushfireprone area mapping involves the latest science, remote sensing, vegetation type and the link between field sampling to prove that validation and that informs our planning and preparation and the public education campaigns that we engage in. There is a Queensland Bushfire Plan that links to support and how you operationalise those things across Queensland, because we work with many partners across the state in terms of bushfire management. Of particular importance in connecting with the partners and people who own the hazard—landowners—the state bushfire committee is critical at the highest level in supporting that through the disaster management connections. Area fire management groups with that local knowledge and connection feeding in know their local areas better than anyone and we work closely with them in order to support local decision-making and mitigation focused in on that local knowledge and the best science behind it.
So ultimately it is the feed-in from the predictory modelling from local governments that actually form part of the state management plan?
Yes. Local input absolutely is part of our overall assessment of risk and our ability to support them in minimising that risk.
I will go to an earlier question that I asked the minister regarding the interrelation between things like CHAP and QCoast 2100 in relation to the criteria. In relation to mitigation funding or the efficiencies funding, is there criteria that says, ‘A local government must have in place their disaster management plans or their coastal hazard adaptation plans’? Do they all have to be in place? Is there a criteria from the state that says, ‘To access that funding this is what you need to have’?
No.
Given the amount of money that you have been speaking about—we are talking in the billions—can you clarify whether that funding comes from the Commonwealth?
Reconstruction is a joint arrangement between state and federal.
With the increases in disasters that are predicted, obviously those funds are going to increase further and further. Does the data that is used in the forecasting come from local government forecasting?
In fact, I will jump back to the very first question. Through the Sendai agreements, every region now has a regional resilience strategy. This is really important because it ensures that every region has contemplated what it needs to do and the measures it must take to make it more resilient. That was done over the last 24 months and it is amazing work by councils. We work very closely with councils; we have resilience and recovery officers who work with councils to walk them through that. They do have plans. That is essential to make sure that we are not making poor investments.
In terms of the risks that are evolving with climate, we work very closely with councils because we are always going to be council led. That is the strength of Queensland and that is the basis upon which we have been working. The Queensland Flood Risk Management Framework again focuses on a decentralised model, but at the same time we work hand in glove. We have our flood risk management team who are experts in flood risk and understanding what climate change over time will do. Indeed, for our very own strategy for the Queensland Reconstruction Authority I will not say we are fixated but we are fascinated by what climate change is going to bring and what we need to do to make ourselves more resilient. Having now seen up close and personal the Black Summer fires and then the terrible floods of 2021-22—and then many forget in 2022-23 the terrible flooding in the north and north-west, some of it unprecedented, and then over Christmas the tropical cyclone and flooding and the storms in South-East Queensland, Tropical Cyclone Kirrily and the subsequent flooding—we have to make sure that what we are doing is focused on getting stronger because the impacts are growing.
Youth Justice, Victims of Crime, Police, Domestic and Family Violence, Courts and Community Safety
Page 61 of Budget Paper No. 3 allocates funding to work on Brisbane courthouses, however what is being provided to ensure that the Sunshine Coast receives a dedicated DFV Court for a fast growing region?
In 2022-23, capital funding of $49.1 M over 4 years (2022-26) was allocated to address recommendations from the Women’s Safety Justice Taskforce (WSJT) Report 1 and deliver Domestic and Family Violence (DFV) courthouse improvements in stages across eight sites comprising the Brisbane Magistrates Court, Cairns, Caboolture, Ipswich, Mackay, Maroochydore, Rockhampton, and Toowoomba Courthouses.
Upgrades include new DFV courtrooms, new secure DFV safe rooms with direct access to courtrooms and support services, registry refurbishments to accommodate new DFV resources, vulnerable witness recording rooms and other associated spaces.
Maroochydore Courthouse designs are well developed and include a new dedicated DFV safe room with direct access to an existing courtroom, vulnerable witness recording room and support services, registry refurbishment to increase occupancy including a new counter and public waiting area, and a security entry upgrade. This project remains on track for the construction tender to be released in early 2025 with site works commencing in mid-2025 and reaching completion by mid2026.
Referencing the Community Safety Plan for Queensland in Budget Paper no. 4, page 40, what allocation has been made, as recommended in the Interim Youth Justice Report, that every young person released from detention is provided a monitored 12 month plan for transitioning back into the community, which addresses skills, education, health and residential accommodation?
The Department of Youth Justice Policy and Practice Framework supports sustained transitional planning and continued case management throughout detention and into release and re-integration as a critical component in reducing the likelihood of offending post custody.
Current programs available to young people in Queensland Youth Detention Centres cover areas of education and vocational training, targeted cultural programs, speech and language, sport and fitness, life skills, targeted health programs including mental health and substance use, as well as behavioural change programs.
Casework is commenced whilst a young person is in detention to assess individual needs and risks, make referrals to programs, and actively plan for their supported release. The Department of Youth Justice applies a Youth Justice Case Management Framework across the entire youth justice system, including for young offenders transitioning from detention into the community. This approach supports a service delivery model where intervention is planned, integrated, goal-oriented and accountable while ensuring each young person receives culturally appropriate services in an effective and efficient manner that is consistent throughout the youth justice system.
Service Response Plans are developed for all young people exiting detention to support ongoing community-based responses that address criminogenic risk factors. A young person can be placed under a 12-month case management plan; if there is a legal instrument in place or they are placed under an order; where Multi Agency Collaborative Panels are utilised and identify a case lead without a Youth Justice order in place and voluntarily where the department can assist young people and their families e.g. Early Action Groups.
If a young person is subject to a 12-month order, then they will be subject to a service response plan for that period. Other tools, such as 72-hour transition plans which are focused on information sharing and practical activities post release, are designed to complement the response plans.
The Youth Justice Reform Select Committee made several interim recommendations relevant to transitional planning, including that the Queensland Government fund a minimum 12-month transition plan for children reintegrating back into community, with the plan to be skills, education, health, and housing focused.
In response, the Queensland Government confirmed that it supports better transitional planning for young people exiting detention, and that it considers additional effort could be made in this part of the justice and human services systems.
In addition, the Queensland Government has committed to undertaking further work to support better transitional planning with government agencies, community organisations, young people and their families, for young people exiting detention, and to developing a service model that will focus on reducing recidivism. The Community Safety Plan for Queensland, Putting Queensland Kids First and the Queensland Youth Justice Strategy 2024-2028 provide significant detail on programs and investments to support case management.
Further changes have been made to support the performance of Multi Agency Collaborative Panels, with a new Expert Senior Practitioners Group (senior executive level) as an escalation point for the 20 existing panels, and to better coordinate services across systems to longer term responses where required.
As part of the $446.4 million investment in youth justice reforms through the 2023-24 State Budget, $10 million was allocated to undertake a comprehensive evaluation of the youth justice package including individual initiatives and holistic government responses. As part of this work, the Department of the Premier and Cabinet will lead an evaluation of transitional planning policies and procedures for those exiting detention, which will inform refinement of processes and practice. A report is estimated to be delivered in 2025. An early focus area of this program of work led by the Department of the Premier and Cabinet is the evaluation of the multiagency collaborative panels, which brings together relevant agencies and non-government service providers to work together to find ways to prevent the offending of individual serious repeat offenders based on their specific circumstances. The final report of the multiagency collaborative panel evaluation is expected to be received later this year.
Referencing the increased funding on page 2 of the SDS for victims of crime what additional allocation is provided to develop a pilot victim advocate service to support victims of crime to navigate through the criminal justice system, as recommended by the Youth Justice Inquiry?
Recommendation 13 of the Youth Justice Reform Select Committee was that the Queensland Government report to the Parliament on its progress implementing the 18 recommendations of the former Legal Affairs and Safety Committee, Report No. 48, 57th Parliament – Inquiry into support provided to victims of crime tabled on 19 May 2023; and commit to prioritising the implementation of recommendation 1 of that report, which is the responsibility of the Department of Justice and Attorney-General.
Recommendation 1 was that the Government develop a pilot victim advocate service to support victims of crime to navigate through the criminal justice system.
The Government accepted this recommendation in principle, noting that it has committed to implementing the recommendations of the Inquiry into support provided to victims of crime. The Government noted some work already underway as part of its response to the Women’s Safety and Justice Taskforce Reports, including around victim advocacy services.
Under the response to the Women’s Safety and Justice Taskforce, the Government allocated $3.368 M for a Victim Advocacy Pilot. The victim advocates will provide individualised, culturally safe, trauma-informed support to victims of sexual violence to help them navigate through the service and criminal justice systems and beyond. Their role will involve providing impartial information, rights, and needs-based support, liaison, and consistency to empower those experiencing sexual violence.
In 2023-24 a procurement process to engage an external consultant to co-design, develop, deliver and evaluate a state-wide victim-centric trauma-informed advocate model was completed.
Deakin University was contracted in April 2024 to consult, research and co-design the service model based on their extensive experience in this field, with a placed-based victim advocacy service to be trialled over 2 years between 2025 and 2027 to inform a state-wide model.
With reference to the 900 new police mentioned in page 22 of Budget Paper No. 5, how many of the 98 police funded for the Sunshine coast will be allocated to the Noosa region on a permanent basis, and when?
Through the Community Safety Plan for Queensland, the Miles Government has committed to uplifting the QPS by 900 police personnel (500 police officers and 400 staff members) for the QPS to meet increasing policing demands and deliver for the Queensland community.
The allocation of police resources is a matter for the Commissioner of Police based on operational policing demand and direct service delivery requirements to ensure a fair and equitable service is provided throughout the State and that is as it should be. This aligns with the outcome of the Fitzgerald Inquiry.
I am advised by the QPS that additional staff member positions will be implemented during the 2024-25 financial year, and the 500 additional police officer positions will be implemented in the 2025-26 and 2026-27 financial years.
Initial demand modelling has been undertaken to inform the future allocation of police positions, and it is planned that 98 new police positions will be allocated to North Coast Region in the 2024-25, 2025-26 and 2026-27 Financial Years. North Coast Region includes the Sunshine Coast District (of which Noosa is a part).
Further details about specific allocations will be provided by the QPS in due course.
The QPS is currently undertaking the largest recruitment drive in its history to deliver 1,450 new police officers, in addition to the further 500 new police officers announced on 30 April 2024. The QPS advise that as at 30 June 2024 there were 650 recruits employed by the QPS and more than 2,300 in the recruitment pipeline. The combined number of police officers and recruits is currently the highest number in Queensland history.
With reference to the additional funding provided in the SDS on page 2, what additional allocation will be provided to ensure the Queensland Police Service is appropriately resourced to appeal bail decisions relating to children and young people to higher courts where they consider this to be appropriate, as recommended by the Youth Justice Inquiry?
I am advised by the Queensland Police Service (QPS) that the QPS, in addition to 398 prosecutor positions, has 13 specialist senior (youth justice) prosecutor positions who are focussed on reviewing charges, bail objections and court bail decisions in relation to young people and who police have objected to bail. The specialist youth justice prosecutors, who service all police districts, scrutinise bail decisions made by the Childrens (Magistrates) Courts and, where appropriate, review those decisions to the Supreme Court for fresh consideration.
Through the Community Safety Plan for Queensland, the Miles Government has committed to uplifting the QPS by 900 police personnel (500 police officers and 400 staff members) for the QPS to meet increasing policing demands and deliver for the Queensland community.
The allocation of police resources is a matter for the Commissioner of Police based on operational policing demand and direct service delivery requirements to ensure a fair and equitable service is provided throughout the State and that is as it should be. This aligns with the outcome of the Fitzgerald Inquiry. I am advised the QPS is giving careful consideration to how best to allocate the resources provided by the Queensland Government.
With reference to the increased funding provided in the SDS page 2, what additional allocation is provided to ensure detainees in corrective services, including those transferred from youth justice system, receive appropriate rehabilitation, training and life skills, to reduce recidivism
Queensland Corrective Services (QCS) enhances community safety through humane, modern, sustainable, and evidence-informed corrective services to maximise rehabilitation and reduce recidivism. Reducing recidivism is a key part of how QCS contributes to keeping Queenslanders safe. Every day as role models and agents of change to ensure prisoners and offenders are less likely to reoffend. -23 recidivism rate of 49.4% was a reduction from the 2021-22 rate of 52.0%. QCS works to reduce recidivism through prisoner and offender centred assessment, interventions, End-to-End case management, psychological support, and re-entry services.
QCS provides a range of evidence-informed rehabilitation programs, services, education and training opportunities that aim to address offending behaviour and positively re-integrate offenders to the community. Intervention programs are available to address sexual offending, violent offending, general offending, substance use and psychological wellbeing, complemented by a range of other desistance programs that are provided by external services with expertise in relevant areas.
Education and training options offered in correctional centres include literacy and numeracy programs, vocational education and training, secondary and tertiary education courses. Vocational education and training courses, and units of competencies align to state skill shortages that identify a pathway to employment, including a traineeship or an apprenticeship. Through education and training, prisoners can gain skills in a range of industries, for example welding, mining and hospitality. Valuable life skills can also be developed such as budgeting, cooking, cleaning, laundry and gardening.
Contracted re-entry services also provide both pre and post release support to individuals transitioning to the community. QCS was allocated $14.8 million over two (2) years in the 2024-25 budget to deliver domestic and family violence perpetrator programs that support rehabilitation and reentry to the community. The need for intervention to address domestic and family violence is high, with 4,539 of 10,878 prisoners (41.7%) in custody being subject to an imprisonment or remand warrant with a domestic violence offence indicator.
Currently the Disrupting Family Violence Program is delivered at Woodford, Wolston, Maryborough and Capricornia Correctional Centres. The additional $14.8 million allocated to the department to deliver domestic and family violence perpetrator programs that support rehabilitation and re-entry to the community will enable increased delivery of domestic and family violence perpetrator programs with planning currently underway to expand on program delivery within QCS correctional centres.
Youth transferred into QCS custody are assessed on an individual basis to identify suitable programs and interventions within the adult system. Consideration is given to potential management including vulnerability, safety and behavioural concerns. Vocational and educational preferences of the youth are also considered in conjunction with best placement where able.
I go to that $689 million in the youth justice system, SDS page 9. Keith Hamburger AM has raised the importance of getting a taskforce together to quickly analyse the types of small place-based rehabilitation and assessment centres. I realise part of this is in the youth justice minister’s space but also part is in yours. Within that was also the therapeutic assessment centre, court sentencing with restorative justice, and court supervised offender pathways and transitions. Those transitions would include 12-month exit transitions as well. Is there any allocation within that $689 million to facilitate that?
I thank the member for her question. The majority of what you have asked does go to youth justice. Those assessments and what is done outside of the court in terms of diversionary processes, community engagement and support are all part of youth justice. Within the court, though, we have court ordered youth justice conferencing. We also have the youth court in Townsville. All of this is about how we divert children away from crime and assist them in relation to their rehabilitation.
The reality is once a young person is prosecuted for an offence and they are found not guilty or guilty, at the end of the day they are then passed on to another agency whether they are doing community work or are in detention—all of those sorts of things. Although everyone tends to look at the justice system and the Attorney-General role as the be-all and end-all—and we do have a huge portfolio—the reality is when it comes to youth justice and criminal activity generally we have such a limited space because we deal with what comes before us. We are not necessarily in the prevention space other than working with diversionary processes and the court system, which we have done and we will continue to do to improve the system in relation to that.
We have committed $39.14 million for strengthening and sustaining court reforms relating to children’s courts. You asked about that $689 million. This includes continuing two initiatives in 2024-25 to directly address youth offending. We have the Fast Track Sentencing pilot. That is in Brisbane, Southport, Cairns and Townsville children’s courts in magistrates courts to investigate and address delays contributing to the number of children on remand, their length of time on remand, court case duration, total number of court events in Childrens Court proceedings and the youth court, which I have already mentioned, in Townsville. That is a Childrens Court for young people between the ages of 10 and 17 who are repeat offenders and are considered to be at high risk of reoffending. Having the same magistrate sitting in those courts, they know the history and they can work with those young people. We have allocated funding of $7.984 million over two years for the continuation of that youth court in Townsville. I just want to go back to that Fast Track Sentencing.
We know that it is important for a young person to be held accountable for their offending as close as possible to when that offending occurred. We know that that is the way their brains work at that age in order for them to be held accountable and to understand the consequences of that.
We also know that, in shortening the remand time, if a young person is going to be incarcerated that is best to happen as quickly as possible so we can get them into those programs that you are talking about. That is what the fast-tracked sentencing pilot is about. I believe it is showing great outcomes as far as it is identifying where those roadblocks are. Some things we do not control such as delays in matters before the court, but where we can we are identifying those and trying to get young people off remand as quickly as possible.
Just on Mr Hamburger’s proposal, the Independent Ministerial Advisory Council is also assessing that proposal, so we have asked it to independently have a look at that proposal for us.
Going to the delays within the courts, I think recommendation 7 from the youth justice inquiry was for additional magistrates across the Childrens Court, and I think there has been an additional one to Mount Isa. Is there anything in the budget to not only expand those but also look at the modelling? With regard to the increases that have been allocated, what is that actually going to do in terms of decreasing the incredibly long wait times not only within the Childrens Court but also with the DV courts and matters in general? In Noosa we have had one now for over two years—a really urgent matter—so what are we faced with?
I thank the member for the question. We have invested significantly in our court staff and our judiciary. We have seen a 23 per cent increase since 2014-15 in the number of staff who support our court operations. We have had four new magistrates, including one coroner, funded to be established over the next three years from 2022. This takes the current Queensland magistracy to a total of 107 magistrates, including the Chief Magistrate.
An additional four new magistrate positions will soon be appointed to support initiatives announced as part of the government’s community safety plan, so there are four new ones starting. One of those is in Mount Isa, but they are not the only new one. Having just travelled to Mount Isa and met with the staff there, I can say that they are really excited about this new magistrate because it means that they are going to be able to start servicing the gulf directly from Mount Isa again where it is being done from Townsville at the moment. They know that that means that is going to be really beneficial for the community.
We had the DFV Live List solution successfully implemented in the Beenleigh specialist DV court in August 2023. That helps to streamline the court processes and support a reduction in delays. That solution will be expanded to a further 13 locations by mid next year, including six existing specialist domestic and family violence courts, because, as you have said, it is the whole spectrum, so actually dealing with the delays across the magistrates courts is really important.
The Domestic and Family Violence Protection (Combating Coercive Control) and Other Legislation Amendment Act 2023 also requires cross-applications to be heard together now, supporting further streamlining of domestic and family violence court processes, and it also requires consideration of who is the person most at risk, with the intention of trying to reduce the number of cross-applications as well as misidentification.
The department has worked alongside QPS to pilot the Video Recorded Evidence-in-Chief program in the Ipswich and Southport magistrates courts which enables trained police officers to take videorecorded statements to be used as evidence-in-chief in certain domestic and family violence proceedings. Early evaluation of that program identified potential benefits including increased efficiencies and accessibility as well as reducing the need for complainants to repeat their stories, with complainants being more than able to confirm statement accuracy and less likely to withdraw complaints. The QPS continues to offer videorecording of evidence-in-chief statements to eligible complainants in pilot locations, and the proposed legislation under the Criminal Justice Legislation (Sexual Violence and Other Matters) Amendment Bill will also clarify use of videorecorded evidence-in-chief statements in committal proceedings.
I was being asked by the member for Clayfield as well previously about acting magistrates. That allows for the Chief Magistrate to flex up as well, but I know the Chief Magistrate is constantly looking at the allocation of magistrates to specialised lists so that we know that they work. We know that when you get to know the individuals coming before the court and you are able to reflect on that, that can really help in making decisions going forward. I know that the Chief Magistrate is constantly doing that as well.
Commissioner, I know that we have just gone through numbers (Note – this is in relation to police numbers), but I would like to go back to them. I refer to the targets that have been set for FTEs in terms of what is required across the state. Were those targets set using the new allocation modelling as a result of the Auditor-General’s report or the old, superseded model?
If I could just clarify—and thank you for the question—there are two aspects that we need to cover here: firstly, the 1,450 police where the planning has been done over a number of years, and that predates the QAO report to some degree; and, secondly, the 500 that is future growth in the years beyond next year that we are currently doing planning around. I might go to the deputy chief executive, who is leading the planning and coordinating on how we are going to allocate that growth going forward.
Thank you for the question. The QPS, in formulating that growth model, relied on the demand model developed in partnership with the QTC in 2019 which draws on information such as calls to service and population and urban growth to determine demand. It draws from QPRIME data, HR establishment data, ITAS data and QCAD data to provide analytics on actual demand within defined periods of time. The demand model forecasts out to 2032 by applying a compound annual growth rate to the historical data and uses the Queensland Government Statistician’s Office’s population projections.
The commitment to provide extra police personnel, including 500 police officers, is over and above the 2025 additional police personnel. The initial demand modelling has already been undertaken to inform the distribution of the 500-growth officer positions. Further work is being undertaken to develop a more robust model for forecasting demand across the service to ensure police resources are allocated appropriately.
I raised this question, I think, last estimates regarding hidden demand, which can include the increase in administrative burdens through legislative change. We have heard of extended leave and sick leave leading to gaps and shortages in the resourcing. I did not hear in what you said that hidden demand was accommodated for. What is also included in that? Is that those added administrative
We are evolving in that space. We did a piece of work in 2019 with the Queensland Treasury Corporation to develop an initial demand model. More recently, we have done a body of work around domestic and family violence demand modelling which captures more information that was not included in the earlier model around watch houses, prosecutions and other areas of demand that are attached to that particular offence.
We are very cognisant, having regard to some of the demand pressures and those increasing pressures, of the need to get better at demand measurement and management. To that end, we have two pieces of work that have commenced. The first is at the enterprise level. We have a new position that the QPS has created, which is the Chief Digital Officer. The Chief Digital Officer is very focused on designing digital solutions for the enterprise and for the front line as well as uplifting data governance and management. Her role is to look at all of the potential datasets we have within the organisation and how we might innovate to bring that together for a better look at demand at an enterprise level.
The second piece of work is for the front line. We have a program of work being carried out in rostering which involves a deeper dive into two areas—the Gold Coast and I will have to look up the other area. It is really looking at measuring demand at the station level, or at the district level, at a much more granular level. So we are tackling demand from both ends—at the enterprise level and at the frontline level. It is certainly an area we are very focused on. We have dedicated quite a bit of new resourcing to it and we see it as the answer to some of the demand challenges we have.
In those calculations of the volume, or targets, and the provisions, we also have youth co-responders and early action groups. The recommendation from the youth justice inquiry was to expand those—and I think it was recommendation 39. I see in the budget that there is only $300,000 in funding to expand the Youth Co-Responder Team, which does not sound like a lot. Can I get a little bit of information as to how that will be accommodated—whether that $300,000 will be for the one in progress on the Sunshine Coast? Where does it fit in the mix in the budget?
Thank you for acknowledging that investment. The amount in the budget that you are referring to is the capital component of that investment, so that refers to the vehicles. There is significant uplift through personnel to support the resourcing of the co-responder teams.
So, in good news for your region, a Youth Co-Responder Team will be established on the Sunshine Coast for the first time. That will mean that every single district in Queensland will have a Youth Co-Responder Team. Some of them do have more than one, like the Far North and Townsville. They are very effective. They have been evaluated by the police service as being a very constructive way to engage with young people, divert them from crime and prevent crime from happening.
Again, this came up in recommendation 59 in the youth justice inquiry—regarding the QPS and the current practices for improving the accuracy of victim data. What is being done in this space to improve that?
It is very important that we do have independent analysis of QPS data, which is why the Queensland Government Statistician provides the verification, review and interpretation of QPS data. That data is provided in its raw form to the Queensland Government Statistician which then independently makes the interpretations and provides that public report each year.
The QPS is very conscious of making sure that data is recorded accurately in the first place. As we evolve the technology options available to police, mostly through their QLiTE devices, it is becoming easier to capture more data about more people, and, just to reinforce, all of that data is expected to be held privately to ensure the protection of victims.
Regarding the new funding for victims of crime, are there any allocations to address recommendations 14, 15 and 58 from the youth justice inquiry? Those recommendations are around specially trained staff to provide victims with clear information on the youth justice system, extending financial support for victims of non-violent crimes and funding a public awareness campaign.
On the broader issue of victim liaison officers, there is a lot of work across agencies being done in that space which includes victim liaison officers with ODPP. We have established the permanent Office of the Victims’ Commissioner and appointed a permanent Victims’ Commissioner. That person will commence on Monday, 29 July.
In relation to, for example, the non-violent crimes, we have announced—and you may have picked that up in my opening statement—that we have expanded Victim Assist Queensland to now cover the victims of property crime where there is not violence or a threat of violence. For example, they may have been asleep, they never interacted with those who came into their home or they may not have even been home. However, we recognise there is trauma as a consequence of that. We have expanded our support for victims of property crime so they are now going to be able to have access to free therapeutic counselling, information, advice and referrals to appropriate support organisations through UnitingCare, and that took effect on 1 July. Also there is the broader education and support of victims. There is continuing work being done through the work that the Interim Victims’ Commissioner has already started. It is really looking at where those gaps are and making sure that we are improving that liaison wherever we can.
There is no doubt when it comes to victims of crime it is about communication. It is about letting them know what is available, what is happening and keeping them informed through that process. It will not always satisfy the outcome that they want, but information is so critical along the way. In part the increase we have seen in VOC applications is because of that education, awareness and advertising that we are doing to assist.
With the increase in young people transferring from youth detention to adult corrections as a result of amendments to the Youth Justice Act, how is Corrections ensuring that these detainees maintain any of the rehabilitations, supports and other services they were receiving before transfer?
I thank the member for the question—an important question particularly with young people coming in to adult facilities, because it is a difficult time for them. However, it is the responsibility of Youth Justice to make sure there is consideration given to how individuals involved in any programs or education continue that on through QCS. When the 18-year-olds transfer to our facility, Youth Justice provide us with information in relation to what they have been doing and, where we can, we will continue on with those, noting that within Queensland Corrective Services we have the whole range of services that are provided to all adults, whether 18 or not, in relation to numeracy and literacy, vocational training, alcohol and other drugs, violence—a whole range of programs. We would ensure that if those young people were required to do that they would participate in those programs.
It comes out of the Youth Justice budget. As I said, it is a matter for Youth Justice, if they are already in the youth justice system, for them to consider prior to transfer when the appropriate time, of course, is to transfer.
Then if you have somebody at 18 transfer across, they might be with you for three months—and we have heard through the inquiries the importance of the exit transition, that there needs to be 12 months. It could comprise a residential component but work and skills-based education. Because you have, in the budget, end-to-end case management, would that exit transition come from Corrections’ budget or would that have to be funded from Youth Justice?
No, once they came into our facility it would be a matter for our budget. Whether it was a re-entry process and a reintegration back into the community at the end of their sentence or onto parole, as the case may be, and under supervision from Community Corrections, it would then be a matter of responsibility for us as an agency for that individual.
Has there been any forecasting and provision made for 12-month transitions out of corrections for these young people, as per recommendation 36?
They would be, from our perspective, under the adult system. Once they were in the adult system, they would be subjected to whatever our arrangements are at the end of the sentence for individuals. That may be some re-entry and re-integration contact, but I am not aware of a 12-month process in place in relation to adults, even if they come from a youth facility and are exiting the adult system.
In essence, if this was brought in for youth it would not necessarily then apply—
Apply across to us, yes.
Accessibility or Inclusion Officer for Councils
With reference to the $300m dedicated to seniors and disability services for 2024-25 in the SDS page 7, what increased assistance will government provide for local governments to employ an Accessibility or Inclusion Officer to assess and improve accessibility in their local environments for seniors and Queenslanders with a disability?
The Department of Child Safety, Seniors and Disability Services was allocated $313 million in the 2024-25 budget allocation for Seniors and Disability Services.
This amount reflects the budget for all related services delivered under this portfolio, including supported independent living for people with disability, specialist forensic disability services and administering statutory safeguards.
It also includes funding for disability, seniors and carers peak and representative bodies and disability advocacy organisations, as well as elder abuse prevention, seniors social isolation services, and a program of Seniors Expos and Seniors Savings Pop-Up events across Queensland.
The $313 million allocation does not include funding for positions for local governments in Queensland.
The Australian Local Government Association, like the Queensland Government, is a signatory to Australia’s Disability Strategy 2021-31 (ADS). Under the ADS, governments at all levels are responsible for driving inclusion and the accessibility of their services.
The Queensland Government’s commitment to implementing the ADS is articulated in Queensland’s Disability Plan 2022-27: Together, a better Queensland (QDP). Each Queensland Government department has established a Disability Service Plan, which describes the actions they will take to drive inclusion and improve the accessibility of their services and workplaces.
The QDP also encourages local governments to develop and/or build on their disability action plans.
The QDP website (www.qld.gov.au/qld-disability-plan) is progressively updated with resources and information to support key areas of the plan, including co-design and inclusive practices.
Energy and Community Batteries
With the Government providing increased funding of $70m in Budget Paper No. 4 page 13 for battery manufacturing, what is the Government implementing to incentivise the manufacturing of diverse and affordable electric vehicles in Queensland, as well for community batteries?
Following the release of the Queensland’s Zero Emission Vehicle (ZEV) Strategy 2022-2032 and the first Zero Emission Vehicle Action Plan 2022-2024, the Department of Regional Development, Manufacturing and Water (the Department) is currently developing a ZEV Industry Roadmap (Roadmap). This will support the manufacture of electric and hydrogen powered vehicles and components in Queensland and aims to identify opportunities for our local manufacturers in the Zero Emissions Vehicle supply chain.
In February 2024, the Queensland Battery Industry Strategy was released. The Strategy outlines actions supported by a $570 million investment over the next five years. A key action for the Department from the Strategy was establishing and launching Australia’s first Battery Supply Chain Database. The Database was released on 2 July 2024. This will help battery technology companies identify business and supply chain opportunities to support domestic production. Manufacturers outside of the battery supply chain can also use the database to identify new customers and markets, and to connect with the battery supply chain and potential investors.
In addition, DRDMW is also undertaking an in-depth Battery Component Study that will identify the niche manufacturing requirements and capability of Queensland’s manufacturers to produce components. The study will investigate new battery technologies and their inputs to identify opportunities for Queensland manufacturers to engage in battery supply chains.
Two Queensland manufacturers including Pixii in Darra and EcoJoule in Loganholme have manufactured batteries in South East Queensland through the $10 million Community Neighbourhood Battery Initiative under the Queensland Energy and Jobs Plan. The Department will continue building local capability in the renewables supply chain to ensure our local manufacturers have they support they need to harness emerging opportunities.
With Budget Paper No. 3 page 44 battery funding and Australian Energy Market Operator’s 2024 Integrated System Plan recognising community batteries valuable transitional role, what funding is being made available for local governments/communities to roll out community batteries, and how is government addressing the tariff charges that are disincentivising investment?
The Australian Energy Market Operator’s 2024 Integrated System Plan indicates that a diverse portfolio of energy storage solutions is essential to deliver a resilient and responsive energy system. This includes a need for coordinated storage solutions to be deployed at the grid, distribution and household levels, including through community and network batteries.
The Queensland Government has provided substantial support for the rollout of distribution level energy storage infrastructure, targeting regions with high solar uptake to soak excess renewable energy generation and alleviate pressure on the energy network during peak demand periods. These investments can deliver system wide benefits by deferring the need for network upgrades and augmentation, supporting additional renewable energy generation on the local network and by improving network stability and reliability.
In the 2024-25 State Budget, the Queensland Government allocated $254.7 million for the deployment of 18 new network-connected batteries under Stage 5 of Energy Queensland’s Local Network Battery program. Preceding stages have seen:
- Stage 1 – Five batteries installed in regional areas in Queensland.
- Stage 2 –12 batteries installed across Queensland.
- Stage 3 – 12 batteries installed across Queensland.
- Stage 4 – A trial of alternate battery technologies, using two flow batteries
The Local Network Battery plan will deliver the strategic placement of network batteries throughout Queensland that are capable of storing 800MWh of solar energy daily.
The Queensland Government is also exploring how distributed renewable energy and storage technologies can be leveraged in local communities, through Local Renewable Energy Zone (LREZ) pilots in Caloundra and Townsville. Energy Queensland is leading the pilot projects, which are expected to see the deployment of up to 8.4MW/18.8MWh of battery storage in each LREZ.
The Queensland Government is providing $40 million for each LREZ to demonstrate how renewable energy can be generated, stored and shared locally. The LREZ will investigate increased access to renewable energy for local customers, including renters, vulnerable customers and those who live in unit complexes and do not have access to solar power.
In addition, the Commonwealth Community Batteries for Household Solar Program has made $200 million available for local governments and communities to deliver community batteries. Energy Queensland has secured funding from the Commonwealth Government for 12 community batteries through the program.
The National Consumer Resources Roadmap released recently, following endorsement by the Energy and Climate Change Ministerial Council, includes priority reforms to enable new market offers and tariff structures to extract greater benefits from consumer energy resources, including community batteries.
The Australian Energy Regulator’s (AER) assessment of tariff proposals ensures compliance with established electricity rules, which is instrumental in maintaining an efficient and cost-effective energy market. The evaluation by the AER includes verifying that costs are prudently incurred and align with industry best practices, thereby upholding the interests of all energy consumers in Queensland.
Indigenous Land and Sea Rangers
Within the capital budget as identified on page 117 of Budget Statement No. 3, what increased funding will be provided for much needed accommodation for local indigenous land and sea rangers for Noosa and Great Sandy National Parks with anticipated growth in indigenous partnerships following the granting of the Kabi Kabi native title claim?
Native title is a key component of Queensland’s pathway towards reconciliation. The Federal Court’s formal recognition of the Kabi Kabi people’s pre-existing rights and ongoing connection to country strongly aligns with the Outcome 15 and 16 of the National Agreement of Closing the Gap:
- Outcome 15 – Aboriginal and Torres Strait Islander people maintain a distinctive cultural, spiritual, physical and economic relationship with their land and waters
- Outcome 16 – Aboriginal and Torres Strait Islander cultures and languages are strong, supported and flourishing.
The Queensland Government is committed to efforts to close the gap and supports native title as a way to progress self-determination and empowerment of Aboriginal and Torres Strait Islander peoples to a pathway to economic, social and cultural wealth.
Specific matters relating to the Indigenous Land and Sea Rangers program fall within the portfolio of the Honourable Leanne Linard MP, Minister for the Environment and the Great Barrier Reef and Minister for Science and Innovation.
Olympics Games
Referencing Budget Paper No. 4’s, page 19, allocation of funds for an Olympics legacy program, can the Minister provide the specifics of which and how many of the athlete’s accommodation for the Olympics will be converted exclusively to social and community housing at the completion of the Games as part of a legacy and ongoing efforts to address the need for affordable housing?
The Queensland Government is committed to providing safe, secure and affordable housing in the lead up to, during, and after the Brisbane 2032 Olympic and Paralympic Games.
The Games will be a catalytic opportunity for the development of social and affordable housing to meet the needs of Queensland’s growing population.
After the Games, the Athletes’ Villages in Brisbane, the Gold Coast and the Sunshine Coast will collectively deliver more than 2,500 permanent dwellings.
It is envisioned that a diverse range of housing types will be delivered, including social and affordable housing. The specific composition of housing types across the athlete villages will be determined as the projects progress.
Small Business Commissioner
Referencing the funding for the Small Business Strategy in Budget Paper No. 4, page 51, what allocation will be made available to expand the Small Business Commissioner capabilities to encompass business-to-business disputes and compel mediation, identify and work to remove red tape, develop a standard small business property lease, and increase advocacy capacity to address the ongoing challenges being faced by our businesses?
The Queensland Small Business Commissioner (QSBC) has been established as a permanent role, with functions as set out in the Small Business Commissioner Act 2022 (SBC Act).
The QSBC continues to deliver a range of services related to the functions as set out in the SBC Act, such as advocating about matters affecting small businesses and helping to resolve leasing disputes involving small businesses. The QSBC also provides informal assistance to small businesses about other matters such as business-to-business disputes (e.g. unpaid invoices).
The Queensland Small Business Strategy 2024-2027 builds on the important work being undertaken by the QSBC to advocate on behalf of Queensland’s small businesses and enhance the small business operating environment across the state.
The Queensland Small Business Strategy sets out a $250 million investment and renewed strategic direction to build a thriving, resilient small business sector supporting local jobs and contributing to a strong economy across Queensland.
The Queensland Small Business Strategy delivers 20 key actions over three years to help businesses innovate, adapt, grow and succeed, with a focus on helping to lower business operating costs and ease the impact of national cost of living pressures on small business.
The QSBC will play an important role in supporting the implementation of it.
Sporting
With reference to the $300m dedicated to seniors and disability services for 2024-25 in the SDS page 7, what increased assistance will government provide for local governments to employ an Accessibility or Inclusion Officer to assess and improve accessibility in their local environments for seniors and Queenslanders with a disability?
The Department of Child Safety, Seniors and Disability Services was allocated $313 million in the 2024-25 budget allocation for Seniors and Disability Services.
This amount reflects the budget for all related services delivered under this portfolio, including supported independent living for people with disability, specialist forensic disability services and administering statutory safeguards.
It also includes funding for disability, seniors and carers peak and representative bodies and disability advocacy organisations, as well as elder abuse prevention, seniors social isolation services, and a program of Seniors Expos and Seniors Savings Pop-Up events across Queensland.
The $313 million allocation does not include funding for positions for local governments in Queensland.
The Australian Local Government Association, like the Queensland Government, is a signatory to Australia’s Disability Strategy 2021-31 (ADS). Under the ADS, governments at all levels are responsible for driving inclusion and the accessibility of their services.
The Queensland Government’s commitment to implementing the ADS is articulated in Queensland’s Disability Plan 2022-27: Together, a better Queensland (QDP). Each Queensland Government department has established a Disability Service Plan, which describes the actions they will take to drive inclusion and improve the accessibility of their services and workplaces.
The QDP also encourages local governments to develop and/or build on their disability action plans.
The QDP website (www.qld.gov.au/qld-disability-plan) is progressively updated with resources and information to support key areas of the plan, including co-design and inclusive practices.
Within the new funding for Tourism and Sports provided on pages 89-90 on Budget Paper No. 4, what increases have been made available for -sports clubs to upgrade facilities to accommodate local and visiting female teams including changerooms?
Pages 89 to 90 of Budget Paper 4 reference funding in 2024-25 of:
- $10 million for the North Ipswich Sport and Entertainment Precinct – this redevelopment will deliver more inclusive and accessible sporting infrastructure, including fit-for-purpose and universally designed amenities;
- $9.5 million for the Minor Infrastructure Program – providing targeted funding to eligible organisations to help the sport and active recreation industry deliver new, upgraded and end of life infrastructure projects and works; and
- $5.5 million for the Activate! Queensland 2019-2029 strategy – continuing the delivery of capital grants programs that support fit-for-purpose infrastructure that is inclusive and accessible for all relevant target groups, including females.
Transport and Main Roads
In reference to page 11 of the SDS with expenditure of $9.3b for Transport and Main Roads, why has the funding of stages 2 and 3 of the Tewantin Bypass been combined and delayed for two years, given the urgency for detailed design funding in this budget for Stage 2 to alleviate the congestion as originally sought, as well the Pomona Factory Street pedestrian crossing?
I thank the Member for Noosa for the question.
The Tewantin Bypass, Beckmans Road will benefit Noosa and Tewantin communities, and the Department of Transport and Main Roads (TMR) remains committed to progressing planning for sustainable, economically viable improvements.
A total of $1.4 million has been allocated in the Queensland Transport and Roads Investment Program (QTRIP) 2024–25 to 2027–28 to progress planning for a long-term solution to increase network capacity and safety between Cooroy–Noosa Road and Eumundi–Noosa Road. Preliminary planning will be completed in 2028. Funding for detailed planning, design and construction will be considered in future program reviews and against competing infrastructure projects across Queensland.
In relation to the pedestrian crossing infrastructure on Factory Street in Pomona, TMR has liaised with Noosa Shire Council on concepts for a safe and appropriate crossing facility. Further funding will be considered in future reviews of the works program in line with competing statewide priorities.
The Miles Government is delivering its ninth record transport and roads infrastructure program in a row, as detailed in QTRIP 2024–25 to 2027–28, which outlines $37.4 billion in investment over the four financial years and is estimated to support an average of 28,000 direct jobs over the life of the program. Of this, $5.385 billion is committed across TMR’s North Coast Region, investment which is estimated to support an average of 3860 direct jobs over the life of the program.
Queensland Building and Construction Commission
With some Queensland Building and Construction Commission (QBCC) performance figures falling below target as reported in the SDS, page 31, what is being undertaken to reform and significantly improve the service delivery by the QBCC, given the challenge to ensure builders rectify building faults in an acceptable timeframe?
With regard to the service measures “Percentage of insurance claims for defective work assessed and response provided within 35 business days” and “Average approval time for defects claims less than $20,000”, the QBCC is actively taking steps to improve its claims management timeframes through the initiation of a Claims Management Improvement Project, overseen by senior QBCC staff.
From 1 July 2024, a dedicated team was established to centralise the management of defective work and subsidence claims. Additionally, the Project involves development and implementation of a data strategy to provide better oversight of performance and inform decision-making, as well as a communication and engagement plan to enable early prevention measures to reduce the number of complaints submitted that do not meet the eligibility criteria, ensure a clear understanding of requirements at the claim lodgement stage, and drive prospective QBCC panel builder interest.
For rectification and delivery processes for approved claims, work has been undertaken through a tender process to onboard additional service provider/s, and it is anticipated that they will commence work under new contract provisions from August 2024. The QBCC has sought contract inclusions that take a proactive oversight of rectification delivery, including ‘health checks’ during works, and a more rigorous reporting regime throughout the whole process. The Project will continue to review the new contract provisions and significant case management enhancements over the next six months to identify further improvements to service timeframes.
The QBCC has also implemented a Building Inspection Wait Time Reduction Program to ultimately improve its service with respect to the resolution of alleged defective work. This Program has involved the centralisation of the QBCC’s technical resources in the Building and Technical Inspectorate, increases to the QBCC’s building inspection resources, process changes to enhance efficiency, development of improved communication materials and a temporary uplift in the capacity to conduct
building inspections. This work has led to a 55% reduction in the average wait time for an inspection of alleged defective building work during the 2023-24 financial year.
Other work undertaken by the QBCC to improve its service delivery includes:
- Structural changes to deliver better outcomes for customers, support people, and help to improve efficiency and effectiveness as a regulator in alignment with Recommendation 4 of the QBCC Governance Review;
- Developed and implemented the Customer Improvement Plan (Plan), which was comprised of customer-focused initiatives being undertaken throughout the organisation across the many touchpoints to improve customer experience; this included customer research to inform future service improvements and creation of a homeowner pack that is available on the QBCC’s website;
- a Mediation and Conciliation pilot to help resolve building disputes earlier (October 2023);
- a proactive compliance campaign to crack down on unlicensed contracting and other offences (October 2023);
- Commencement of the Regulatory Academy and Engagement Unit to empower staff to perform their roles and responsibilities with the support of appropriate training;
- Progressed elements of the QBCC’s Digital Strategy as it relates to customer services and case management;
- Implemented priority recommendations from a diagnostic review of licensee liquidations, to enable earlier detection of licensees experiencing financial difficulty.
With respect to the “percentage of owner builder permits approved within 15 working days”, some variance against the target for this measure can be attributed to the receipt of incomplete applications which requires QBCC to seek further information and then allow a reasonable timeframe to provide what was originally missing. The QBCC’s application forms have been reviewed and are being significantly augmented with built-in guidance to assist applicants in making complete applications, and operational improvements have been made to the QBCC’s Licensing Branch to promote and improve the customer experience and quality assurance.
In relation to the measure “Percentage of adjudication applications referred to an adjudicator within 4 business days”, the QBCC has established additional process materials and taken steps to ensure this target is achieved. Notably, it is considered that in each case where applications were not referred within 4 business days (5 of 325 cases), the matter was resolved with no consequence.