1. Support a high quality, Queensland child protection and family support system. Monitor, review and report on the performance of the protection and family support systems in line with national standards. Influence and the sector on practice improvement through investment in research and access to child death data. Support the sector to develop consistent evaluation frameworks to measure the effectiveness of reforms. Advice on the performance of the protection system and impacts of the reform agenda is used to inform improvements to the system. Advice and/or findings are not translated into practice. 2. Strengthen partnerships and collaboration between government and non-government organisations to achieve better outcomes for children and families. 2.1 Build the capability of the child protection and family support system workforce in collaboration with government, non-government and academic sectors. 2.2 Partner with non-government organisations to strengthen non-government organisations capacity and governance. 2.3 Co-lead the development of sector-wide cultural change management with the Child Protection Reform Leaders Group. Increased capacity and capability of child protection and family support services. Child protection and family support services will not have the capacity to deliver sustainable outcomes for Queensland children and families.
3. Educate Queensland families and communities on their role in keeping children and young people safe in the home and inform them about the resources available to assist them. 3.1 Promote public education to encourage help-seeking behaviours at-risk families and a shared responsibility for protecting children and young people. 3.2 Enhance understanding of the child protection and family support systems in Queensland. 3.3 Improve access to and awareness of services that meet the needs of vulnerable Queensland children and families. Queensland families and communities: • are aware of their role in protecting and caring for children and young people. • access the information and resources to better understand the child protection and family support systems. • access the services and support they require. • Queensland families do not seek and accept help when needed. • Families and communities do not have confidence in the available services. • Queensland children, people and families are not willing or able to access available information and services. 4. Building our capability. 4.1 Strengthen organisational capability. 4.2 Optimise internal processes and tools. • Principal Commissioner’s satisfaction with workforce, Information Technology and governance advice. • Workforce, Information Technology and governance frameworks meet legislative objectives and corporate requirements. • The QFCC has insufficient organisational capacity and capability to deliver on its strategic objectives. Out of respect for, and in recognition of, the culture of Aboriginal people and Torres Strait Islanders, and the critical role Aboriginal and Torres Strait Islander service providers play in supporting families and communities, during the year the QFCC placed a priority upon development of a Reconciliation Action Plan (RAP). The RAP outlines practical actions the QFCC will take to build strong relationships with and enhance respect for Aboriginal and Torres Strait Islander peoples.
Additional information required to be published online only Overseas travel Officer/position Destination Reason Agency cost Contributions from other agencies or services Steve Armitage Principal Commissioner New Zealand Obtain information and learnings from the way the family support and child protection system is designed in that jurisdiction. $2,592.09 Nil Consultancies Category of consultancy service purchased by QFCC Number of consultancies engaged for each category of service Overall expenditure on consultancies for category of service Nil