{ "entity_id": "B-003996", "folder": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "name": "Australian Small Business and Family Enterprise Ombudsman", "type": "Statutory Body", "jurisdiction": "Commonwealth", "portfolio": "Treasury", "website": "http://www.asbfeo.gov.au", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 7, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Providing support and advocacy to small businesses and family enterprises to help them thrive.", "official_site_url": "http://www.asbfeo.gov.au", "source_documents": [ { "type": "strategie", "title": "strategic framework", "url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "period": "2025", "confidence": "medium" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [ { "name": "Assistance", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Data Analysis", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Enablement", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Advocacy", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Communications", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Information", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Reporting", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Operations", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Dispute Resolution", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Addressing Sector Economic Impact", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null }, { "name": "Strategic Agency Capability", "description": "", "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Assisting small businesses and family enterprises", "description": "Providing support and advocacy to small businesses and family enterprises to help them thrive.", "activities": [ "Assistance & Data Analysis Enablement & Advocacy", "Communications & Information & Reporting" ], "source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "source_page": 1, "source_deep_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf#page=1" } ], "performance_measures": [ { "code": "ADRE01", "measure": "Number of disputes resolved", "target": "Increase by 15%", "latest_result": "14% increase", "status": "Partially achieved", "target_source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": 1 }, { "code": "ADRE02", "measure": "Client satisfaction rate", "target": "90%", "latest_result": "88%", "status": "Substantially achieved", "target_source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": 1 }, { "code": "ADRE03", "measure": "Number of advocacy initiatives", "target": "20", "latest_result": "18", "status": "Mostly achieved", "target_source_url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "target_source_page": 1, "result_source_url": "", "result_source_page": 1 } ], "document_alignment_terms": { "must_support": [], "watch_terms": [ "Number of disputes resolved", "Client satisfaction rate", "Number of advocacy initiatives" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": null, "purposes_source_page": null, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [], "outcomes": [ { "name": "Outcome 1: Assisting small businesses and family enterprises", "description": "Providing support and advocacy to small businesses and family enterprises to help them thrive.", "key_activities": [ "Assistance & Data Analysis Enablement & Advocacy", "Communications & Information & Reporting" ], "source_page": 1 } ], "values": [ "Assistance", "Data Analysis", "Enablement", "Advocacy", "Communications", "Information", "Reporting", "Operations", "Dispute Resolution", "Addressing Sector Economic Impact", "Strategic Agency Capability" ], "values_framework_name": "ASBFEO Strategic Framework", "kpi_targets_2025_26": [ { "code": "ADRE01", "measure": "Number of disputes resolved", "target": "Increase by 15%", "source_page": 1 }, { "code": "ADRE02", "measure": "Client satisfaction rate", "target": "90%", "source_page": 1 }, { "code": "ADRE03", "measure": "Number of advocacy initiatives", "target": "20", "source_page": 1 } ], "kpi_results_2024_25": [ { "code": "ADRE01", "measure": "Number of disputes resolved", "result": "14% increase", "status": "Partially achieved", "source_page": 1 }, { "code": "ADRE02", "measure": "Client satisfaction rate", "result": "88%", "status": "Substantially achieved", "source_page": 1 }, { "code": "ADRE03", "measure": "Number of advocacy initiatives", "result": "18", "status": "Mostly achieved", "source_page": 1 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 80]\nAttachment D | Recommendations | Inquiry Report\nRoyal Commission Recommendations Relevant for Small\nBusiness\nRecommendation 3.4 Australian Government agencies should work together across all\nIntegrating disaster phases of disaster management.\nmanagement of the\nAustralian Government\nRecommendation 3.5 The Australian Government should establish a standing entity\nEstablishing a standing that will enhance national natural disaster resilience and\nresilience and recovery recovery, focused on long-term disaster risk reduction.\nentity\nRecommendation 3.6 The Australian Government should enhance national\nEnhanced national preparedness for, and response to, natural disasters, building on\npreparedness and the responsibilities of Emergency Management Australia, to\nresponse entity include facilitating resource sharing decisions of governments\nand stress testing national disaster plans.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 80]\nAttachment D | Recommendations | Inquiry Report\nRoyal Commission Recommendations Relevant for Small\nBusiness\nRecommendation 3.4 Australian Government agencies should work together across all\nIntegrating disaster phases of disaster management.\nmanagement of the\nAustralian Government\nRecommendation 3.5 The Australian Government should establish a standing entity\nEstablishing a standing that will enhance national natural disaster resilience and\nresilience and recovery recovery, focused on long-term disaster risk reduction.\nentity\nRecommendation 3.6 The Australian Government should enhance national\nEnhanced national preparedness for, and response to, natural disasters, building on\npreparedness and the responsibilities of Emergency Management Australia, to\nresponse entity include facilitating resource sharing decisions of governments\nand stress testing national disaster plans.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "8.2.15 The OECD suggests ‘budget tagging’ as a method of incentivising policy makers across multiple\nlevels of government to incorporate resilience considerations into their decisions, and to also\nfind ‘areas of synergies and gaps to fill’ in small business resilience spending.93\n8.2.16 The recently released UN conference on trade and development paper examining the impact of\nCOVID on micro, small, and medium sized enterprises (MSMEs), highlights how disasters can\ntrigger changes in market composition and produce competition-related challenges, especially\nimpacting on smaller enterprises.94 The paper highlights how the eventual recovery of\neconomies requires the restoration of market access and competition policy influences to\nensure MSMEs can again retain or gain access to markets and consumers.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "8.2.15 The OECD suggests ‘budget tagging’ as a method of incentivising policy makers across multiple\nlevels of government to incorporate resilience considerations into their decisions, and to also\nfind ‘areas of synergies and gaps to fill’ in small business resilience spending.93\n8.2.16 The recently released UN conference on trade and development paper examining the impact of\nCOVID on micro, small, and medium sized enterprises (MSMEs), highlights how disasters can\ntrigger changes in market composition and produce competition-related challenges, especially\nimpacting on smaller enterprises.94 The paper highlights how the eventual recovery of\neconomies requires the restoration of market access and competition policy influences to\nensure MSMEs can again retain or gain access to markets and consumers.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Recommendation 12.1 State and territory governments, working with local\nRoadside vegetation governments and fire and emergency service agencies, should\nmanagement ensure that there are appropriate arrangements for roadside\nvegetation management that take into account, among other\nthings:\n1. priority access and egress routes\n2. road priority, utility and strategic value\n3. cost, and\n4.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Recommendation 12.1 State and territory governments, working with local\nRoadside vegetation governments and fire and emergency service agencies, should\nmanagement ensure that there are appropriate arrangements for roadside\nvegetation management that take into account, among other\nthings:\n1. priority access and egress routes\n2. road priority, utility and strategic value\n3. cost, and\n4.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "They provide jobs and employment, improve the quality of life for residents, help\nto create a vibrant community, provide economic opportunities, attract investment to the\nregion, and in some instances help to encourage migration to the bush.52\n6.1.6 This criticality of the small and family business community is recognised in the current Disaster\nRecovery Funding Arrangement, which points to the need for support for small and family\nbusinesses where there is a risk that the community will lose essential businesses,53 although\nthere is little acknowledgement of this in other disaster prevention activities with stakeholders\npointing to the 2018 National Risk Reduction Framework as largely overlooking small\nbusinesses.54\n6.1.7 The nature of the DRFA and event classification and variations in elements of the response and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "They provide jobs and employment, improve the quality of life for residents, help\nto create a vibrant community, provide economic opportunities, attract investment to the\nregion, and in some instances help to encourage migration to the bush.52\n6.1.6 This criticality of the small and family business community is recognised in the current Disaster\nRecovery Funding Arrangement, which points to the need for support for small and family\nbusinesses where there is a risk that the community will lose essential businesses,53 although\nthere is little acknowledgement of this in other disaster prevention activities with stakeholders\npointing to the 2018 National Risk Reduction Framework as largely overlooking small\nbusinesses.54\n6.1.7 The nature of the DRFA and event classification and variations in elements of the response and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "DRFA Category C measures are ‘…a community\nrecovery package that is intended to support a holistic approach to the recovery of regions,\ncommunities or sectors severely affected by an eligible disaster…’.59\n6.2.7 DRFA Category C measures include recovery grants for small and family businesses where the\nbusiness sector is severely affected and the community risks losing essential businesses and\nmust be approved by the Prime Minister.60 Recovery grants under DRFA Category C are required\nto not exceed $10,000 except in exceptional circumstances, in which case grants of up to\n$25,000 may be granted.61\n6.2.8 DRFA Category D measures are to be used only in extreme circumstances, such as the\nFebruary/March 2022 floods in New South Wales and southern Queensland and are ‘…an act of\nrelief or recovery carried out to alleviate distress or damage in circumstances which are, in the", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "DRFA Category C measures are ‘…a community\nrecovery package that is intended to support a holistic approach to the recovery of regions,\ncommunities or sectors severely affected by an eligible disaster…’.59\n6.2.7 DRFA Category C measures include recovery grants for small and family businesses where the\nbusiness sector is severely affected and the community risks losing essential businesses and\nmust be approved by the Prime Minister.60 Recovery grants under DRFA Category C are required\nto not exceed $10,000 except in exceptional circumstances, in which case grants of up to\n$25,000 may be granted.61\n6.2.8 DRFA Category D measures are to be used only in extreme circumstances, such as the\nFebruary/March 2022 floods in New South Wales and southern Queensland and are ‘…an act of\nrelief or recovery carried out to alleviate distress or damage in circumstances which are, in the", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Unlike the DFAA and NDMP, for-profit organisations can be eligible recipients\nof DMAF (working in partnership with a province or territory, or public sector body with a\nstream that is allocatable to projects with eligible costs between CAD$1 million and CAD$20\nmillion.129\n8.5.13 Despite this stream allowing for projects that could within the reach of small and family\nbusiness working with government, small and family businesses are not singled out for\nencouragement to apply, and it does not appear that any approved projects have small and\nfamily business applicants.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003996", "entity_name": "Australian Small Business and Family Enterprise Ombudsman", "folder_name": "Australian-Small-Business-and-Family-Enterprise-Ombudsman", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Unlike the DFAA and NDMP, for-profit organisations can be eligible recipients\nof DMAF (working in partnership with a province or territory, or public sector body with a\nstream that is allocatable to projects with eligible costs between CAD$1 million and CAD$20\nmillion.129\n8.5.13 Despite this stream allowing for projects that could within the reach of small and family\nbusiness working with government, small and family businesses are not singled out for\nencouragement to apply, and it does not appear that any approved projects have small and\nfamily business applicants.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "reviews/Small-20Business-20Natural-20Disaster-20Preparedness-20and-20Resilience-20Inquir.pdf (https://asbfeo.gov.au/sites/default/files/2025-12/Small%20Business%20Natural%20Disaster%20Preparedness%20and%20Resilience%20Inquiry%20Report_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", "year": "2025", "url": "https://asbfeo.gov.au/sites/default/files/2025-04/ASBFEO%20Strategic%20Framework.pdf", "file": "strategies/ASBFEO-20Strategic-20Framework.pdf", "bytes": 106912, "link_text": "strategic framework" }, { "category": "reviews", "year": 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