{ "entity_id": "S-NT-003", "folder": "Department-of-Health", "name": "Department of Health", "type": "State Department", "jurisdiction": "NT", "portfolio": "Health", "website": "https://health.nt.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "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": 15, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Our mission is simple: Reaching every community takes expertise, innovation, determination and a lot of hard work. Every day, our people deliver safe, quality care as close to home as possible, working with partners across the health sector and community to prevent disease, reduce inequity and improve outcomes. [AR p.8]", "official_site_url": "https://health.nt.gov.au/", "source_documents": [ { "type": "annual_report", "title": "annual report 2024-25 PDF (15.2 MB)", "url": "https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Chief Health Officer’s report PDF (15.4 MB)", "url": "https://health.nt.gov.au/media/pdf/annual-report/chief-health-officers-report.pdf", "period": null, "confidence": "high" }, { "type": "strategie", "title": "Northern Territory Suicide Prevention Implementation Plan 2023-2028 PDF (13.8 MB)", "url": "https://health.nt.gov.au/media/pdf/strategies-and-reviews/northern-territory-suicide-prevention-implementation-plan-2023-28.PDF", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/victorian-alcohol-and-other-drugs-strategy-2025-2035.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/victorian-alcohol-and-other-drugs-strategy-2025-E2-80-932035-summary.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "Our mission is simple: Reaching every community takes expertise, innovation, determination and a lot of hard work. Every day, our people deliver safe, quality care as close to home as possible, working with partners across the health sector and community to prevent disease, reduce inequity and improve outcomes. [AR p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "vision": { "text": "Great health for all Territorians. [AR p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Restore the Territory lifestyle", "description": "Restore the Territory lifestyle", "source_url": "", "source_page": 18, "source_deep_url": "" }, { "title": "Reduce crime", "description": "Reduce crime", "source_url": "", "source_page": 18, "source_deep_url": "" }, { "title": "Rebuild the economy", "description": "Rebuild the economy", "source_url": "", "source_page": 18, "source_deep_url": "" } ], "values": [ { "name": "Aboriginal Cultural Security", "description": "", "source_url": "", "source_page": null }, { "name": "Culturally safe workplaces", "description": "", "source_url": "", "source_page": null }, { "name": "Respectful, effective services for Aboriginal Territorians", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Community capability in managing health and wellbeing improves", "description": "Support and develop our workforce to provide high quality health care that reflects personal and community needs for a sustainable future.", "activities": [ "Promote wellbeing and prevent illness", "Provide high quality health care that reflects personal and community needs" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Aboriginal People have more workforce choice", "description": "Partner to address social determinants, challenges and trends in our community.", "activities": [ "Promote Aboriginal workforce choice", "Address social determinants" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Territorians are supported to have safe and healthy lives", "description": "We are a learning health system.", "activities": [ "Support safe and healthy lives", "Promote learning health system" ], "source_url": "", "source_page": 19, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Alcohol attributed emergency department presentations per 1,000 persons in the NT", "target": "≤ 50", "latest_result": "56", "status": "Not achieved", "target_source_url": "", "target_source_page": 33, "result_source_url": "https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.pdf", "result_source_page": 33 }, { "code": "MH01", "measure": "Separations from public acute mental health inpatient units with community service follow-up within seven days", "target": "≥ 80%", "latest_result": "90%", "status": "Achieved", "target_source_url": "", "target_source_page": 33, "result_source_url": "https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.pdf", "result_source_page": 33 }, { "code": "AC01", "measure": "Aged Care Assessment Program clients receiving timely intervention in accordance with priority at referral", "target": "≥ 90%", "latest_result": "97%", "status": "Achieved", "target_source_url": "", "target_source_page": 33, "result_source_url": "https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.pdf", "result_source_page": 33 } ], "document_alignment_terms": { "must_support": [ "Our mission is simple: Reaching every community takes expertise, innovation, determination and a lot of hard work. Every day, our people deliver safe, quality care as close to home", "Great health for all Territorians. [AR p.8]", "Restore the Territory lifestyle", "Reduce crime", "Rebuild the economy" ], "watch_terms": [ "Alcohol attributed emergency department presentations per 1,000 persons in the NT", "Separations from public acute mental health inpatient units with community service follow-up within seven days", "Aged Care Assessment Program clients receiving timely intervention in accordance with priority at referral" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Great health for all Territorians. [AR p.8]", "vision_source_page": 8, "purposes": "Our mission is simple: Reaching every community takes expertise, innovation, determination and a lot of hard work. Every day, our people deliver safe, quality care as close to home as possible, working with partners across the health sector and community to prevent disease, reduce inequity and improve outcomes. [AR p.8]", "purposes_source_page": 8, "how_we_deliver": "Through our six hospitals, remote health centres and visiting services, we strive to deliver care that is both patient-centred and culturally safe. [AR p.8]", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "Restore the Territory lifestyle", "source_page": 18 }, { "text": "Reduce crime", "source_page": 18 }, { "text": "Rebuild the economy", "source_page": 18 } ], "outcomes": [ { "name": "Community capability in managing health and wellbeing improves", "description": "Support and develop our workforce to provide high quality health care that reflects personal and community needs for a sustainable future.", "key_activities": [ "Promote wellbeing and prevent illness", "Provide high quality health care that reflects personal and community needs" ], "source_page": 19 }, { "name": "Aboriginal People have more workforce choice", "description": "Partner to address social determinants, challenges and trends in our community.", "key_activities": [ "Promote Aboriginal workforce choice", "Address social determinants" ], "source_page": 19 }, { "name": "Territorians are supported to have safe and healthy lives", "description": "We are a learning health system.", "key_activities": [ "Support safe and healthy lives", "Promote learning health system" ], "source_page": 19 } ], "values": [ "Aboriginal Cultural Security", "Culturally safe workplaces", "Respectful, effective services for Aboriginal Territorians" ], "values_framework_name": "NT Health Aboriginal Cultural Security Framework 2016–2026 and Aboriginal Cultural Security Policy", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Alcohol attributed emergency department presentations per 1,000 persons in the NT", "target": "≤ 50", "source_page": 33 }, { "code": "MH01", "measure": "Separations from public acute mental health inpatient units with community service follow-up within seven days", "target": "≥ 80%", "source_page": 33 }, { "code": "AC01", "measure": "Aged Care Assessment Program clients receiving timely intervention in accordance with priority at referral", "target": "≥ 90%", "source_page": 33 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Alcohol attributed emergency department presentations per 1,000 persons in the NT", "result": "56", "status": "Not achieved", "source_page": 33 }, { "code": "MH01", "measure": "Separations from public acute mental health inpatient units with community service follow-up within seven days", "result": "90%", "status": "Achieved", "source_page": 33 }, { "code": "AC01", "measure": "Aged Care Assessment Program clients receiving timely intervention in accordance with priority at referral", "result": "97%", "status": "Achieved", "source_page": 33 } ], "_source_urls": { "annual_report_url": "https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "These categories include a description of the\ntype of product or service line, type of customer and timing of transfer of goods and\nIn addition, the following corporate services staff and functions are centralised and provided\nservices.\nby Department of Corporate and Digital Development on behalf of the agency and form part\nof goods and services received free of charge by the agency:\n2025 2024\n financial services including accounts receivable, accounts payable and payroll $000 $000\n employment and workforce services Type of good and service:\n information management services\nOther 23 21\n procurement services\nTotal revenue from contracts with customers 23 21\n property leasing services.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "These categories include a description of the\ntype of product or service line, type of customer and timing of transfer of goods and\nIn addition, the following corporate services staff and functions are centralised and provided\nservices.\nby Department of Corporate and Digital Development on behalf of the agency and form part\nof goods and services received free of charge by the agency:\n2025 2024\n financial services including accounts receivable, accounts payable and payroll $000 $000\n employment and workforce services Type of good and service:\n information management services\nOther 23 21\n procurement services\nTotal revenue from contracts with customers 23 21\n property leasing services.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 27,28,29]\nnt parts of the country.\nto monitor its progress against the National\n• The new data will help identify the underlying Agreement on Closing the Gap commitments,\nfactors that lead to Indigenous suicides, as well as including Outcome 14 (Aboriginal and Torres\ncomplement and inform current national mental Strait Islander people enjoy high levels of\nhealth and suicide data priority initiatives being social and emotional wellbeing), and Target 14\nled by AIHW, including the National Suicide and (Significant and sustained reduction in suicide\nSelf Harm Monitoring System. of Aboriginal and Torres Strait Islander peoples\ntowards zero).\n• The project consists of four inter related projects\nto build an evidence base that maps suicide\nSUICIDE PREVENTION IMPLEMENTATION PLAN 2018-2023 PROGRESS REPORT 27", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/suicide-prevention-progress-report-four.pdf (https://health.nt.gov.au/media/pdf/strategies-and-reviews/suicide-prevention-progress-report-four.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 27,28,29]\nnt parts of the country.\nto monitor its progress against the National\n• The new data will help identify the underlying Agreement on Closing the Gap commitments,\nfactors that lead to Indigenous suicides, as well as including Outcome 14 (Aboriginal and Torres\ncomplement and inform current national mental Strait Islander people enjoy high levels of\nhealth and suicide data priority initiatives being social and emotional wellbeing), and Target 14\nled by AIHW, including the National Suicide and (Significant and sustained reduction in suicide\nSelf Harm Monitoring System. of Aboriginal and Torres Strait Islander peoples\ntowards zero).\n• The project consists of four inter related projects\nto build an evidence base that maps suicide\nSUICIDE PREVENTION IMPLEMENTATION PLAN 2018-2023 PROGRESS REPORT 27", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/suicide-prevention-progress-report-four.pdf (https://health.nt.gov.au/media/pdf/strategies-and-reviews/suicide-prevention-progress-report-four.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Priority initiatives include: Outcomes\n• Health Services Plan – Reform Victoria’s health\nSustainable healthcare Priority initiatives include: Outcomes\nsystem design and governance through the\nHealth Services Plan to build a connected, Domain Outcome • Victorian 10-year Health Workforce Strategy –\nHealthcare workforce\ncollaborative system that delivers the right care,\nContinue to deliver the Victorian 10-year Health\nSustainable Health resources are well\nin the right place, at the right time.\nsystem managed, maintaining the Workforce Strategy for a modern, sustainable Domain Outcome\n• National health reform agreement – and engaged healthcare workforce.\nsystem into the future\nHealthcare Healthcare workers feel safe,\nSecure cross-government agreement on\n• 8,000 mental health workers by 2030 – Continue\nAffordable care High value care is delivered worker engaged and valued in the", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.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", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Priority initiatives include: Outcomes\n• Health Services Plan – Reform Victoria’s health\nSustainable healthcare Priority initiatives include: Outcomes\nsystem design and governance through the\nHealth Services Plan to build a connected, Domain Outcome • Victorian 10-year Health Workforce Strategy –\nHealthcare workforce\ncollaborative system that delivers the right care,\nContinue to deliver the Victorian 10-year Health\nSustainable Health resources are well\nin the right place, at the right time.\nsystem managed, maintaining the Workforce Strategy for a modern, sustainable Domain Outcome\n• National health reform agreement – and engaged healthcare workforce.\nsystem into the future\nHealthcare Healthcare workers feel safe,\nSecure cross-government agreement on\n• 8,000 mental health workers by 2030 – Continue\nAffordable care High value care is delivered worker engaged and valued in the", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.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", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 31,32,33,34]\neaking to a NT Health staff member or the manager\nof the service being accessed 1593 compliments\n• Using the ‘Talk to Us’ program which invites consumers\nto provide feedback on their experience 469 enquiries\n• Submitting feedback via the NT Health website online\n270 suggestions\nform\n• Emailing feedback to: Feedback.Health@nt.gov.au\nAll complaints are reviewed and investigated in a\n• Contacting the NT Health Consumer Engagement, confidential, fair and just manner, while suggestions are\nComplaints and Feedback Unit used to improve equipment and service delivery.\n• Completing feedback forms and participating in Compliments are shared with NT Health staff and executive\nsurveys. members, so positive outcomes can be recognised and\nreplicated in other areas of the service.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2024-25.pdf (https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 31,32,33,34]\neaking to a NT Health staff member or the manager\nof the service being accessed 1593 compliments\n• Using the ‘Talk to Us’ program which invites consumers\nto provide feedback on their experience 469 enquiries\n• Submitting feedback via the NT Health website online\n270 suggestions\nform\n• Emailing feedback to: Feedback.Health@nt.gov.au\nAll complaints are reviewed and investigated in a\n• Contacting the NT Health Consumer Engagement, confidential, fair and just manner, while suggestions are\nComplaints and Feedback Unit used to improve equipment and service delivery.\n• Completing feedback forms and participating in Compliments are shared with NT Health staff and executive\nsurveys. members, so positive outcomes can be recognised and\nreplicated in other areas of the service.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2024-25.pdf (https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 15,16]\nand Engagement\nRegulation\nProvides strategic advice on functions including\nProvides expert advisory and corporate functions strategic communications, marketing, public affairs\nincluding human resources, workplace relations, and stakeholder and consumer engagement.\nministerial and portfolio coordination, audit and\nrisk, privacy, Freedom of Information, planning\nHospitals Victoria\nand reporting, legal services, integrity, and\nPrimary, community and\nHealth regulation\nhealth regulation.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 15,16]\nand Engagement\nRegulation\nProvides strategic advice on functions including\nProvides expert advisory and corporate functions strategic communications, marketing, public affairs\nincluding human resources, workplace relations, and stakeholder and consumer engagement.\nministerial and portfolio coordination, audit and\nrisk, privacy, Freedom of Information, planning\nHospitals Victoria\nand reporting, legal services, integrity, and\nPrimary, community and\nHealth regulation\nhealth regulation.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 15,16]\nand Engagement\nRegulation\nProvides strategic advice on functions including\nProvides expert advisory and corporate functions strategic communications, marketing, public affairs\nincluding human resources, workplace relations, and stakeholder and consumer engagement.\nministerial and portfolio coordination, audit and\nrisk, privacy, Freedom of Information, planning\nHospitals Victoria\nand reporting, legal services, integrity, and\nPrimary, community and\nHealth regulation\nhealth regulation.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.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": "S-NT-003", "entity_name": "Department of Health", "folder_name": "Department-of-Health", "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": "[pages 15,16]\nand Engagement\nRegulation\nProvides strategic advice on functions including\nProvides expert advisory and corporate functions strategic communications, marketing, public affairs\nincluding human resources, workplace relations, and stakeholder and consumer engagement.\nministerial and portfolio coordination, audit and\nrisk, privacy, Freedom of Information, planning\nHospitals Victoria\nand reporting, legal services, integrity, and\nPrimary, community and\nHealth regulation\nhealth regulation.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/deaprtment-health-victoria-strategic-plan-2023-27-2025-update.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" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://health.nt.gov.au/__data/assets/pdf_file/0006/1568022/nt-health-annual-report-2024-25.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 15931983, "link_text": "annual report 2024-25 PDF (15.2 MB)" }, { "category": 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