{ "entity_id": "S-TAS-007", "folder": "Department-of-State-Growth", "name": "Department of State Growth", "type": "State Department", "jurisdiction": "TAS", "portfolio": "State Growth", "website": "https://www.stategrowth.tas.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": false, "has_kpi_results": false, "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": 20, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "official_site_url": "https://www.stategrowth.tas.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "Corporate Plan 2019-2022 - Final (PDF 648.0 KB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "period": "2060", "confidence": "high" }, { "type": "strategie", "title": "Cultural and Creative Industries Strategy", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Strategy (PDF 3.9 MB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Strategic Growth Plan (PDF 1.3 MB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0006/525633/Strategic_Growth_Plan_Final_As_Printed.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Renewable Energy Action Plan (PDF 483.1 KB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "CCIRS Implementation Plan Updated December 2023", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Burnie to Hobart Freight Corridor Strategy", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/164323/Burnie_to_Hobart_Freight_Corridor_Strategy.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Burnie to Hobart Freight Corridor Strategy Consultancy Reports", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Rail Access Framework Policy", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/173242/Tasmanian_Rail_Access_Framework_Policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Stage 1 Action Plan (PDF 157.1 KB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0005/526334/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Trade Action Plan 2024-25", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/525960/Tasmanian_Trade_Action_Plan_2024-25.pdf", "period": "2024-25", "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Trade Action Plan 2023-24", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/460585/Tasmanian_Trade_Action_Plan_2023-24.pdf", "period": "2023-24", "confidence": "medium" } ], "purpose": { "text": "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 5, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5" }, "vision": null, "strategic_priorities": [ { "title": "Work with Tasmanian businesses and industry to support strategic growth and job creation", "description": "Work with Tasmanian businesses and industry to support strategic growth and job creation", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 7, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7" }, { "title": "Grow and support Tasmania’s visitor economy", "description": "Grow and support Tasmania’s visitor economy", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "title": "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "description": "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "title": "Strategically develop our infrastructure and transport systems to support industry and business growth, and our communit", "description": "Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" }, { "title": "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "description": "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" } ], "values": [ { "name": "Teamwork", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null }, { "name": "Respect", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null } ], "outcomes": [ { "name": "Objective 1: Work with Tasmanian businesses and industry to support strategic growth and job creation", "description": "This will include spreading growth opportunities across our regions by supporting the creation of new, and encouraging the growth of existing businesses, investment and opportunities, by: facilitating new opportunities and encouraging innovation and the use of technology; attracting new businesses to the State and retaining and increasing investment in Tasmania; delivering targeted programs and information services, particularly for small businesses; developing and implementing targeted action plans and strategies to drive growth in key sectors; actively working to explore options to best manage and use our forestry and mineral resources and land; engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce; encouraging innovation and supporting growth in the advanced manufacturing and defence industries; supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy.", "activities": [ "facilitating new opportunities and encouraging innovation and the use of technology", "attracting new businesses to the State and retaining and increasing investment in Tasmania", "delivering targeted programs and information services, particularly for small businesses", "developing and implementing targeted action plans and strategies to drive growth in key sectors", "actively working to explore options to best manage and use our forestry and mineral resources and land", "engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce", "encouraging innovation and supporting growth in the advanced manufacturing and defence industries", "supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 7, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7" }, { "name": "Objective 2: Grow and support Tasmania’s visitor economy", "description": "This will include working alongside industry associations and our tourism and hospitality businesses to: encourage and support investment in quality visitor infrastructure and services; build capability, capacity and career opportunities in the industry and its workforce; develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions; support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow; promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories.", "activities": [ "encourage and support investment in quality visitor infrastructure and services", "build capability, capacity and career opportunities in the industry and its workforce", "develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions", "support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow", "promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "name": "Objective 3: Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "description": "We will continue to drive growth that complements our brand through strategic land use, maintaining and growing our liveability, supporting the promotion and celebration of our regions, and nurturing our welcoming and supportive community. This will include: being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas; promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation; delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand; promoting and growing business-related events hosted in Tasmania; working with Brand Tasmania to promote the State’s strengths, brand and opportunities; working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals.", "activities": [ "being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas", "promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation", "delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand", "promoting and growing business-related events hosted in Tasmania", "working with Brand Tasmania to promote the State’s strengths, brand and opportunities", "working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "name": "Objective 4: Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "description": "This will include: managing the State Road Network as part of an integrated transport system to serve the community; providing access to the transport system, enabling access to employment, education, services and social participation; reviewing and managing our policy and regulatory programs in accordance with best practice principles; working to prevent crashes that result in death or serious injury; harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation.", "activities": [ "managing the State Road Network as part of an integrated transport system to serve the community", "providing access to the transport system, enabling access to employment, education, services and social participation", "reviewing and managing our policy and regulatory programs in accordance with best practice principles", "working to prevent crashes that result in death or serious injury", "harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" }, { "name": "Objective 5: Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "description": "This will include: ensuring that the health and safety of our people is paramount in all that we do; living by our shared values to build on our strengths as a department and improve the way we work together; investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels; promoting and fostering collaboration and communication within the department and across Government, at all levels; building an inclusive workplace that promotes and supports a diverse workforce; strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management; through responsible and careful financial management, supporting the delivery of priorities and programs; seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture.", "activities": [ "ensuring that the health and safety of our people is paramount in all that we do", "living by our shared values to build on our strengths as a department and improve the way we work together", "investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels", "promoting and fostering collaboration and communication within the department and across Government, at all levels", "building an inclusive workplace that promotes and supports a diverse workforce", "strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management", "through responsible and careful financial management, supporting the delivery of priorities and programs", "seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" } ], "performance_measures": [], "document_alignment_terms": { "must_support": [ "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "Work with Tasmanian businesses and industry to support strategic growth and job creation", "Grow and support Tasmania’s visitor economy", "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture" ], "watch_terms": [], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2019-2022", "vision": null, "vision_source_page": null, "purposes": "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "purposes_source_page": 5, "how_we_deliver": "We will do this guided by the following principles: Client-centric Innovative and creative; Collaborative and coordinated; Adaptable and agile; Efficient; Values based; Diverse and supportive; Results driven. [CP p.5]", "how_we_deliver_source_page": 5, "government_priorities": [ { "text": "Work with Tasmanian businesses and industry to support strategic growth and job creation", "source_page": 7 }, { "text": "Grow and support Tasmania’s visitor economy", "source_page": 8 }, { "text": "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "source_page": 8 }, { "text": "Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "source_page": 9 }, { "text": "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "source_page": 9 } ], "outcomes": [ { "name": "Objective 1: Work with Tasmanian businesses and industry to support strategic growth and job creation", "description": "This will include spreading growth opportunities across our regions by supporting the creation of new, and encouraging the growth of existing businesses, investment and opportunities, by: facilitating new opportunities and encouraging innovation and the use of technology; attracting new businesses to the State and retaining and increasing investment in Tasmania; delivering targeted programs and information services, particularly for small businesses; developing and implementing targeted action plans and strategies to drive growth in key sectors; actively working to explore options to best manage and use our forestry and mineral resources and land; engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce; encouraging innovation and supporting growth in the advanced manufacturing and defence industries; supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy.", "key_activities": [ "facilitating new opportunities and encouraging innovation and the use of technology", "attracting new businesses to the State and retaining and increasing investment in Tasmania", "delivering targeted programs and information services, particularly for small businesses", "developing and implementing targeted action plans and strategies to drive growth in key sectors", "actively working to explore options to best manage and use our forestry and mineral resources and land", "engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce", "encouraging innovation and supporting growth in the advanced manufacturing and defence industries", "supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy" ], "source_page": 7 }, { "name": "Objective 2: Grow and support Tasmania’s visitor economy", "description": "This will include working alongside industry associations and our tourism and hospitality businesses to: encourage and support investment in quality visitor infrastructure and services; build capability, capacity and career opportunities in the industry and its workforce; develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions; support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow; promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories.", "key_activities": [ "encourage and support investment in quality visitor infrastructure and services", "build capability, capacity and career opportunities in the industry and its workforce", "develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions", "support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow", "promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories" ], "source_page": 8 }, { "name": "Objective 3: Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "description": "We will continue to drive growth that complements our brand through strategic land use, maintaining and growing our liveability, supporting the promotion and celebration of our regions, and nurturing our welcoming and supportive community. This will include: being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas; promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation; delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand; promoting and growing business-related events hosted in Tasmania; working with Brand Tasmania to promote the State’s strengths, brand and opportunities; working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals.", "key_activities": [ "being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas", "promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation", "delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand", "promoting and growing business-related events hosted in Tasmania", "working with Brand Tasmania to promote the State’s strengths, brand and opportunities", "working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals" ], "source_page": 8 }, { "name": "Objective 4: Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "description": "This will include: managing the State Road Network as part of an integrated transport system to serve the community; providing access to the transport system, enabling access to employment, education, services and social participation; reviewing and managing our policy and regulatory programs in accordance with best practice principles; working to prevent crashes that result in death or serious injury; harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation.", "key_activities": [ "managing the State Road Network as part of an integrated transport system to serve the community", "providing access to the transport system, enabling access to employment, education, services and social participation", "reviewing and managing our policy and regulatory programs in accordance with best practice principles", "working to prevent crashes that result in death or serious injury", "harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation" ], "source_page": 9 }, { "name": "Objective 5: Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "description": "This will include: ensuring that the health and safety of our people is paramount in all that we do; living by our shared values to build on our strengths as a department and improve the way we work together; investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels; promoting and fostering collaboration and communication within the department and across Government, at all levels; building an inclusive workplace that promotes and supports a diverse workforce; strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management; through responsible and careful financial management, supporting the delivery of priorities and programs; seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture.", "key_activities": [ "ensuring that the health and safety of our people is paramount in all that we do", "living by our shared values to build on our strengths as a department and improve the way we work together", "investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels", "promoting and fostering collaboration and communication within the department and across Government, at all levels", "building an inclusive workplace that promotes and supports a diverse workforce", "strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management", "through responsible and careful financial management, supporting the delivery of priorities and programs", "seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture" ], "source_page": 9 } ], "values": [ "Teamwork", "Integrity", "Respect", "Excellence" ], "values_framework_name": "None", "kpi_targets_2025_26": [], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF" } }, "ideas": [ { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "[Page 27]\nAppendix A\nPriority 1: Transforming Tasmania into Priority 2: Making energy work for the Priority 3: Growing the economy and\na global renewable energy powerhouse Tasmanian community providing jobs\nTargets Targets Targets\n By 2022 Tasmania will be 100 per cent  Ensure regulated electricity prices  Grow Tasmania’s renewable energy\nself-sufficient in renewable electricity remain affordable with the target to ‘brand’ nationally and globally.\ngeneration. achieve the lowest regulated electricity\n Attract new load and energy intensive\nprices in the NEM by 2022.\n By 2040 we will double our renewable industries to Tasmania.\ngeneration with a target of 200 per cent of  Maintain and further strengthen\n Create thousands of new jobs and realise\nour current needs.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "[Page 27]\nAppendix A\nPriority 1: Transforming Tasmania into Priority 2: Making energy work for the Priority 3: Growing the economy and\na global renewable energy powerhouse Tasmanian community providing jobs\nTargets Targets Targets\n By 2022 Tasmania will be 100 per cent  Ensure regulated electricity prices  Grow Tasmania’s renewable energy\nself-sufficient in renewable electricity remain affordable with the target to ‘brand’ nationally and globally.\ngeneration. achieve the lowest regulated electricity\n Attract new load and energy intensive\nprices in the NEM by 2022.\n By 2040 we will double our renewable industries to Tasmania.\ngeneration with a target of 200 per cent of  Maintain and further strengthen\n Create thousands of new jobs and realise\nour current needs.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Skip to content\nHome\nClose this menu\nDepartment of State Growth\nDepartment of State Growth\nNews\nNews\n2025 Tasmanian Agritourism Regulatory Review Report released\n11 Feb 2026\nThe 2025 Tasmanian Agritourism Regulatory Review Report builds on an initial review completed in 2022 and maps the regulatory permits and approvals required to establish an agritourism business in Tasmania\nRead more\nabout 2025 Tasmanian Agritourism Regulatory Review Report released\nTasmanian Critical Minerals Prospectus released\n19 Dec 2025\nThe Tasmanian Government has released the Critical Minerals Prospectus - an investment guide showcasing Tasmania's unique strengths in critical and strategic material exploration and development.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/news-latest.html (https://www.stategrowth.tas.gov.au/news)", "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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Skip to content\nHome\nClose this menu\nDepartment of State Growth\nDepartment of State Growth\nNews\nNews\n2025 Tasmanian Agritourism Regulatory Review Report released\n11 Feb 2026\nThe 2025 Tasmanian Agritourism Regulatory Review Report builds on an initial review completed in 2022 and maps the regulatory permits and approvals required to establish an agritourism business in Tasmania\nRead more\nabout 2025 Tasmanian Agritourism Regulatory Review Report released\nTasmanian Critical Minerals Prospectus released\n19 Dec 2025\nThe Tasmanian Government has released the Critical Minerals Prospectus - an investment guide showcasing Tasmania's unique strengths in critical and strategic material exploration and development.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/news-latest.html (https://www.stategrowth.tas.gov.au/news)", "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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Commitment Action/s Status Funding Timeframe\nCultural Arts Cultural Arts and Community Development Fund Delivered $1 million 2021\nand Community (CACD) (2020-21\nDevelopment The CACD Fund delivered a number of Arts State Budget)\nTasmania programs to assist cultural and community\nrecovery.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Commitment Action/s Status Funding Timeframe\nCultural Arts Cultural Arts and Community Development Fund Delivered $1 million 2021\nand Community (CACD) (2020-21\nDevelopment The CACD Fund delivered a number of Arts State Budget)\nTasmania programs to assist cultural and community\nrecovery.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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 15]\nFigure 1 .1 Proposed Energy Security Risk Response Framework\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT XIII\nrossessA\ndna\nrotinoM\nWater\nStorage Level\nCommercial Operation\nPrudent\nStorage Level Increased Monitoring\nHigh\nReliability Level Increased Response\nEnergy Security Reserve\nEmergency - demand not met\n(national arrangements)\nrotanidrooC\nytiruceS\nygrenE\nAEMO,\nRO, JSSC\nFigure 1 .2 Risk of an energy security event across scenarios modelled by the Taskforce\n12%\n10% 1 in 10 year event risk threshold\n8%\n6%\n4%\n2%\n1 in 200 year event risk threshold\n0%\nBase Case ‘The Long Dry’ ‘Changing ‘On-island Energy PSL 35% ‘Gas Supply PSL 30% ‘Changing PSL 25% ‘The Long Dry’\n10% annual Demand’ - Balance’ @ 1 July Interruption’ @ 1 July Demand’ - @ 1 July 10% annual\ninflow Load decrease, +700 GWh Load growth, inflow reduction\nreduction PSL adjusted Renewable PSL adjusted up\nGeneration", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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 15]\nFigure 1 .1 Proposed Energy Security Risk Response Framework\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT XIII\nrossessA\ndna\nrotinoM\nWater\nStorage Level\nCommercial Operation\nPrudent\nStorage Level Increased Monitoring\nHigh\nReliability Level Increased Response\nEnergy Security Reserve\nEmergency - demand not met\n(national arrangements)\nrotanidrooC\nytiruceS\nygrenE\nAEMO,\nRO, JSSC\nFigure 1 .2 Risk of an energy security event across scenarios modelled by the Taskforce\n12%\n10% 1 in 10 year event risk threshold\n8%\n6%\n4%\n2%\n1 in 200 year event risk threshold\n0%\nBase Case ‘The Long Dry’ ‘Changing ‘On-island Energy PSL 35% ‘Gas Supply PSL 30% ‘Changing PSL 25% ‘The Long Dry’\n10% annual Demand’ - Balance’ @ 1 July Interruption’ @ 1 July Demand’ - @ 1 July 10% annual\ninflow Load decrease, +700 GWh Load growth, inflow reduction\nreduction PSL adjusted Renewable PSL adjusted up\nGeneration", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level by up to 40 per cent would only result in a\nslight demand reduction\n— rail service level increases of around 40 per cent could more than double rail demand.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level by up to 40 per cent would only result in a\nslight demand reduction\n— rail service level increases of around 40 per cent could more than double rail demand.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Table 3 .2 Large-scale renewable energy projects under construction or completed in Australia in\n2017 (as at 2 May 2017)\nState Projects Capacity (MW) Investment (A$million) Jobs\nQueensland 15 963 2 224 1 680\nNew South Wales 8 1 017 2 140 1 170\nVictoria 5 685 1 295 535\nSouth Australia 6 863 1 737 620\nWestern Australia 1 20 50 100\nTasmania 0 0 0 0\nSource: Clean Energy Council, 2017, Another $2 billion of Renewable Energy Investment in Unprecedented Year.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Table 3 .2 Large-scale renewable energy projects under construction or completed in Australia in\n2017 (as at 2 May 2017)\nState Projects Capacity (MW) Investment (A$million) Jobs\nQueensland 15 963 2 224 1 680\nNew South Wales 8 1 017 2 140 1 170\nVictoria 5 685 1 295 535\nSouth Australia 6 863 1 737 620\nWestern Australia 1 20 50 100\nTasmania 0 0 0 0\nSource: Clean Energy Council, 2017, Another $2 billion of Renewable Energy Investment in Unprecedented Year.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.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": "corporate-plans", "year": "2060", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "file": "corporate-plans/2019.pdf", "bytes": 663517, "link_text": "Corporate Plan 2019-2022 - Final (PDF 648.0 KB)" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF", "file": "strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf", "bytes": 6547238, "link_text": "Cultural and Creative Industries Strategy" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf", "file": "strategies/Advanced-technology-strategy_5March.pdf", "bytes": 4082194, "link_text": "Strategy (PDF 3.9 MB)" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0006/525633/Strategic_Growth_Plan_Final_As_Printed.pdf", "file": "strategies/Strategic_Growth_Plan_Final_As_Printed.pdf", "bytes": 1332190, "link_text": "Strategic Growth Plan (PDF 1.3 MB)" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF", "file": "strategies/TREAP.pdf", "bytes": 494726, "link_text": "Tasmanian Renewable Energy Action Plan (PDF 483.1 KB)" }, { "category": "strategies", "year": "2023", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF", "file": "strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf", "bytes": 9570247, "link_text": "CCIRS Implementation Plan Updated December 2023" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/164323/Burnie_to_Hobart_Freight_Corridor_Strategy.PDF", "file": "strategies/Burnie_to_Hobart_Freight_Corridor_Strategy.pdf", "bytes": 1250763, "link_text": "Burnie to Hobart Freight Corridor Strategy" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF", "file": "strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf", "bytes": 5439828, "link_text": "Burnie to Hobart Freight Corridor Strategy Consultancy Reports" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/173242/Tasmanian_Rail_Access_Framework_Policy.pdf", "file": "strategies/Tasmanian_Rail_Access_Framework_Policy.pdf", "bytes": 430090, "link_text": "Tasmanian Rail Access Framework Policy" }, { "category": "strategies", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0005/526334/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf", "file": "strategies/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf", "bytes": 160888, "link_text": "Stage 1 Action Plan (PDF 157.1 KB)" }, { "category": "strategies", "year": "2024-25", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/525960/Tasmanian_Trade_Action_Plan_2024-25.pdf", "file": "strategies/Tasmanian_Trade_Action_Plan_2024-25.pdf", "bytes": 4815032, "link_text": "Tasmanian Trade Action Plan 2024-25" }, { "category": "strategies", "year": "2023-24", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/460585/Tasmanian_Trade_Action_Plan_2023-24.pdf", "file": "strategies/Tasmanian_Trade_Action_Plan_2023-24.pdf", "bytes": 3655352, "link_text": "Tasmanian Trade Action Plan 2023-24" }, { "category": "reviews", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/587476/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf", "file": "reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf", "bytes": 2323014, "link_text": "Final Government Response to Homes Tasmania Independent Review" }, { "category": "reviews", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF", "file": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf", "bytes": 4172285, "link_text": "Final Report (PDF 4.0 MB)" }, { "category": "reviews", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0014/151160/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.PDF", "file": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pdf", "bytes": 1432200, "link_text": "Final Report Executive Summary (PDF 1.4 MB)" }, { "category": "other-pdfs", "year": "2025", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/587477/Independent-Review-of-Homes-Tasmania-7-April-2025.pdf", "file": "other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pdf", "bytes": 384959, "link_text": "Independent Review of Homes Tasmania 7 April 2025" }, { "category": "other-pdfs", "year": "2025", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/585424/State-Growth-Organisational-Structure-as-at-15-December-2025-State-Growth-Website.pdf", "file": "other-pdfs/State-Growth-Organisational-Structure-as-at-15-December-2025-State-Growth-Websit.pdf", "bytes": 124666, "link_text": "State Growth Organisational Structure" }, { "category": "other-pdfs", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/417980/Greater_Hobart_-_Growth,_Renewal_and_Connection.pdf", "file": "other-pdfs/Greater_Hobart_-_Growth-_Renewal_and_Connection.pdf", "bytes": 6263958, "link_text": "urban renewal (PDF 6.0 MB)" }, { "category": "other-pdfs", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0005/538358/Western_Strategic_Regional_Partnership_MOU.PDF", "file": "other-pdfs/Western_Strategic_Regional_Partnership_MOU.pdf", "bytes": 1337859, "link_text": "Memorandum of Understanding (PDF 1.3 MB)" }, { "category": "other-pdfs", "year": null, "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/538357/Eastern_Strategic_Regional_Partnership_MOU.PDF", "file": "other-pdfs/Eastern_Strategic_Regional_Partnership_MOU.pdf", "bytes": 209825, "link_text": "Memorandum of Understanding (PDF 204.9 KB)" } ], "_meta": { "snapshot_built_at": "2026-05-14T02:12:46+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Department-of-State-Growth", "annual_report": { "file": null, "url": "", "year": null }, "corporate_plan": { "file": "corporate-plans\\2019.txt", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "year": "2019" }, "usage": { "input_tokens": 4147, "output_tokens": 2052, "total_tokens": 6199, "model": "nova-micro" }, "cost_usd": 0.00043242500000000006, "elapsed_seconds": 27.89, "generated_at": "2026-05-13T04:02:28+00:00" }, "ideas_manifest": { "entity_id": "S-TAS-007", "entity_name": 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