Strategic Plan

STRATEGIC PLAN: 2019 – 2022


Parole is a method developed to prevent reoffending and it plays an integral part in the criminal justice system.

When making decisions, the Board’s highest priority will always be the safety of the community.


To make independent, transparent, fair and evidence-based parole decisions which appropriately address risk to the community.


  • Making independent, transparent, fair and evidence- based decisions.
  • Enhancing community safety through good decision making processes and parole conditions.
  • Fostering a positive workplace culture based on openness and respect.


  • Engage with key stakeholders, especially the community, to communicate the facts and myths of parole and enhance the transparency of the Board’s processes.
  • Work with QCS to improve the nature and quality of information provided to the Board.
  • Engage with reintegration and support services to improve release planning and better inform parole decisions.
  • Improve professional development of members and staff, including by coordinating a national parole conference with a focus on complex areas such as No Body, No Parole.


Healthy people and positive culture


  • Foster a professional, high-performance culture built on the foundation of personal accountability and respect.
  • Promote innovation and creativity in a supportive workplace.
  • Develop and support staff and members of the Board for the benefit of individual performance and wellbeing.

Performance indicators

  • Performance reviews for staff members.
  • Staff and Board member feedback.
  • Provide vicarious trauma training to all staff and members.

A modernised and professional parole board


  • Implement an electronic file management system.
  • Use video conferencing with prisoners and support/ case workers to enhance the decision-making process.
  • Host a national parole conference.
  • Review the legal services provided to the Board in- house and by Crown Law.

Performance indicators

  • Electronic file system implementation.
  • Number of video conferences.
  • Hosting a national parole conference.
  • Saving in legal costs.

Well-informed, evidence-based parole decisions


  • Consult regularly with QCS in the development of the Case Management Unit.
  • Engage with accommodation, reintegration and support service providers for information relevant to the decision-making process.
  • Appoint a Queensland Health employee to access relevant health information in a timely way.
  • Maintain and encourage diversity in Board membership.

Performance indicators

  • Improved quality of QCS reports for the Board.
  • Improved rates of success on Board Ordered Parole.
  • Access health information in a timely manner.
  • A Board representative of the diversity of the Queensland community.

Stakeholder engagement


  • Improve public confidence by increasing transparency and communicating facts and myths.
  • Establish an independent online presence with resources to inform Board members, stakeholders and the Queensland community.
  • Strengthen stakeholder relationships by continuing to engage to improve community safety.

Performance indicators

  • Publish No body, No parole decisions after open hearings.
  • Independent website and online resources.
  • Stakeholder engagement plan.
Last updated: 25 June 2020