{ "entity_id": "S-NSW-019", "folder": "Destination-NSW", "name": "Destination NSW", "type": "Statutory Authority", "jurisdiction": "NSW", "portfolio": "", "website": "https://www.destinationnsw.com.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": 7, "n_kpi_targets": 16, "n_kpi_results": 16, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To deliver social and economic benefits to the people of NSW by growing the visitor economy. [CP p.7]", "official_site_url": "https://www.destinationnsw.com.au/", "source_documents": [ { "type": "annual_report", "title": "annual-reports/2081.pdf", "url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "period": "2081", "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2049.pdf", "url": "https://cdn.sanity.io/files/faycjvmy/production/c86c0d86a5bcd5acb5317117d09732049e04050f.pdf/DNSW-Annual-Report-21-22-Accessible_LR.pdf", "period": "2049", "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2023-24.pdf", "url": "https://cdn.sanity.io/files/faycjvmy/production/44e52ec0be43a683a3f2d6bb7905dbfe41dd2f47.pdf/DNSW Annual Report 2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2020-21.pdf", "url": "https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2019-20.pdf", "url": "https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.pdf", "period": "2019-20", "confidence": "high" }, { "type": "strategie", "title": "strategies/Visitor-Economy-Strategy-Document-Accessible.pdf", "url": "https://cdn.sanity.io/files/faycjvmy/production/3c9663f974fc468621e7469e39908d069668ee16.pdf/Visitor Economy Strategy Document Accessible.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To deliver social and economic benefits to the people of NSW by growing the visitor economy. [CP p.7]", "source_url": "", "source_page": 7, "source_deep_url": "" }, "vision": { "text": "For NSW to be the premier visitor economy in the Asia-Pacific by 2030. [CP p.13]", "source_url": "", "source_page": 13, "source_deep_url": "" }, "strategic_priorities": [ { "title": "To grow the visitor economy to $91 billion in annual visitor expenditure by 2035.", "description": "To grow the visitor economy to $91 billion in annual visitor expenditure by 2035.", "source_url": "", "source_page": 13, "source_deep_url": "" }, { "title": "$25 billion in regional overnight visitor expenditure by 2030.", "description": "$25 billion in regional overnight visitor expenditure by 2030.", "source_url": "", "source_page": 13, "source_deep_url": "" }, { "title": "$65 billion in total visitor expenditure for NSW by 2030.", "description": "$65 billion in total visitor expenditure for NSW by 2030.", "source_url": "", "source_page": 13, "source_deep_url": "" }, { "title": "$10 billion in domestic day trips by 2030.", "description": "$10 billion in domestic day trips by 2030.", "source_url": "", "source_page": 13, "source_deep_url": "" }, { "title": "$55 billion in overnight visitor expenditure by 2030.", "description": "$55 billion in overnight visitor expenditure by 2030.", "source_url": "", "source_page": 13, "source_deep_url": "" } ], "values": [ { "name": "EXCELLENCE", "description": "", "source_url": "", "source_page": null }, { "name": "OWNERSHIP", "description": "", "source_url": "", "source_page": null }, { "name": "AGILITY", "description": "", "source_url": "", "source_page": null }, { "name": "COLLABORATION", "description": "", "source_url": "", "source_page": null }, { "name": "PASSION", "description": "", "source_url": "", "source_page": null }, { "name": "RESPECT", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Visitor economy growth", "description": "To grow the visitor economy to $91 billion in annual visitor expenditure by 2035 through strategic initiatives and partnerships. [AR p.28]", "activities": [ "Strategic research", "Policy leadership", "Stakeholder engagement", "Commercial partnerships", "Targeted investment" ], "source_url": "", "source_page": 28, "source_deep_url": "" }, { "name": "Outcome 2: Infrastructure, job creation, industry resilience and sustainability", "description": "To invest in infrastructure, create jobs, build industry resilience and ensure sustainability for the visitor economy through streamlined processes, major projects and training programs. [AR p.28]", "activities": [ "Streamlined licensing and planning", "Major projects", "Training programs" ], "source_url": "", "source_page": 28, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Visitor expenditure (Sydney events)", "target": "$536.8 million", "latest_result": "$536.8 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE02", "measure": "Visitor expenditure (regional events)", "target": "$307.5 million", "latest_result": "$307.5 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE03", "measure": "Events won or retained for regional NSW", "target": "18", "latest_result": "18", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE04", "measure": "Events won or retained for Sydney Metro", "target": "20", "latest_result": "20", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE05", "measure": "NSW domestic day trip visitors", "target": "81.5 million", "latest_result": "81.5 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE06", "measure": "NSW domestic overnight visitors", "target": "39.2 million", "latest_result": "39.2 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE07", "measure": "Total NSW visitors", "target": "124.6 million", "latest_result": "124.6 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE08", "measure": "NSW international visitor nights", "target": "101.8 million", "latest_result": "101.8 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE09", "measure": "Total NSW visitor nights", "target": "219.5 million", "latest_result": "219.5 million", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE10", "measure": "Sport and destination events contracted", "target": "$12.8 billion", "latest_result": "$12.8 billion", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE11", "measure": "Domestic visitor expenditure", "target": "$29.2 billion", "latest_result": "$29.2 billion", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE12", "measure": "Business events secured by BESydney", "target": "73", "latest_result": "73", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE13", "measure": "Business event delegate days spent in Sydney", "target": "243,000", "latest_result": "243,000", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE14", "measure": "Destination events secured", "target": "17", "latest_result": "17", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE15", "measure": "Sporting events secured for regional NSW", "target": "45", "latest_result": "45", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 }, { "code": "CCE16", "measure": "Visitor attraction signposting applications approved", "target": "10", "latest_result": "10", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "result_source_page": 26 } ], "document_alignment_terms": { "must_support": [ "To deliver social and economic benefits to the people of NSW by growing the visitor economy. [CP p.7]", "For NSW to be the premier visitor economy in the Asia-Pacific by 2030. [CP p.13]", "To grow the visitor economy to $91 billion in annual visitor expenditure by 2035.", "$25 billion in regional overnight visitor expenditure by 2030.", "$65 billion in total visitor expenditure for NSW by 2030.", "$10 billion in domestic day trips by 2030.", "$55 billion in overnight visitor expenditure by 2030." ], "watch_terms": [ "Visitor expenditure (Sydney events)", "Visitor expenditure (regional events)", "Events won or retained for regional NSW", "Events won or retained for Sydney Metro", "NSW domestic day trip visitors", "NSW domestic overnight visitors", "Total NSW visitors", "NSW international visitor nights", "Total NSW visitor nights", "Sport and destination events contracted", "Domestic visitor expenditure", "Business events secured by BESydney" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "For NSW to be the premier visitor economy in the Asia-Pacific by 2030. [CP p.13]", "vision_source_page": 13, "purposes": "To deliver social and economic benefits to the people of NSW by growing the visitor economy. [CP p.7]", "purposes_source_page": 7, "how_we_deliver": "Through strategic research, policy leadership, stakeholder engagement, commercial partnerships and targeted investment in experiences, business support, marketing and events. [CP p.7]", "how_we_deliver_source_page": 7, "government_priorities": [ { "text": "To grow the visitor economy to $91 billion in annual visitor expenditure by 2035.", "source_page": 13 }, { "text": "$25 billion in regional overnight visitor expenditure by 2030.", "source_page": 13 }, { "text": "$65 billion in total visitor expenditure for NSW by 2030.", "source_page": 13 }, { "text": "$10 billion in domestic day trips by 2030.", "source_page": 13 }, { "text": "$55 billion in overnight visitor expenditure by 2030.", "source_page": 13 } ], "outcomes": [ { "name": "Outcome 1: Visitor economy growth", "description": "To grow the visitor economy to $91 billion in annual visitor expenditure by 2035 through strategic initiatives and partnerships. [AR p.28]", "key_activities": [ "Strategic research", "Policy leadership", "Stakeholder engagement", "Commercial partnerships", "Targeted investment" ], "source_page": 28 }, { "name": "Outcome 2: Infrastructure, job creation, industry resilience and sustainability", "description": "To invest in infrastructure, create jobs, build industry resilience and ensure sustainability for the visitor economy through streamlined processes, major projects and training programs. [AR p.28]", "key_activities": [ "Streamlined licensing and planning", "Major projects", "Training programs" ], "source_page": 28 } ], "values": [ "EXCELLENCE", "OWNERSHIP", "AGILITY", "COLLABORATION", "PASSION", "RESPECT" ], "values_framework_name": "NSW Visitor Economy Strategy 2030", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Visitor expenditure (Sydney events)", "target": "$536.8 million", "source_page": 26 }, { "code": "CCE02", "measure": "Visitor expenditure (regional events)", "target": "$307.5 million", "source_page": 26 }, { "code": "CCE03", "measure": "Events won or retained for regional NSW", "target": "18", "source_page": 26 }, { "code": "CCE04", "measure": "Events won or retained for Sydney Metro", "target": "20", "source_page": 26 }, { "code": "CCE05", "measure": "NSW domestic day trip visitors", "target": "81.5 million", "source_page": 26 }, { "code": "CCE06", "measure": "NSW domestic overnight visitors", "target": "39.2 million", "source_page": 26 }, { "code": "CCE07", "measure": "Total NSW visitors", "target": "124.6 million", "source_page": 26 }, { "code": "CCE08", "measure": "NSW international visitor nights", "target": "101.8 million", "source_page": 26 }, { "code": "CCE09", "measure": "Total NSW visitor nights", "target": "219.5 million", "source_page": 26 }, { "code": "CCE10", "measure": "Sport and destination events contracted", "target": "$12.8 billion", "source_page": 26 }, { "code": "CCE11", "measure": "Domestic visitor expenditure", "target": "$29.2 billion", "source_page": 26 }, { "code": "CCE12", "measure": "Business events secured by BESydney", "target": "73", "source_page": 26 }, { "code": "CCE13", "measure": "Business event delegate days spent in Sydney", "target": "243,000", "source_page": 26 }, { "code": "CCE14", "measure": "Destination events secured", "target": "17", "source_page": 26 }, { "code": "CCE15", "measure": "Sporting events secured for regional NSW", "target": "45", "source_page": 26 }, { "code": "CCE16", "measure": "Visitor attraction signposting applications approved", "target": "10", "source_page": 26 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Visitor expenditure (Sydney events)", "result": "$536.8 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE02", "measure": "Visitor expenditure (regional events)", "result": "$307.5 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE03", "measure": "Events won or retained for regional NSW", "result": "18", "status": "Achieved", "source_page": 26 }, { "code": "CCE04", "measure": "Events won or retained for Sydney Metro", "result": "20", "status": "Achieved", "source_page": 26 }, { "code": "CCE05", "measure": "NSW domestic day trip visitors", "result": "81.5 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE06", "measure": "NSW domestic overnight visitors", "result": "39.2 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE07", "measure": "Total NSW visitors", "result": "124.6 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE08", "measure": "NSW international visitor nights", "result": "101.8 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE09", "measure": "Total NSW visitor nights", "result": "219.5 million", "status": "Achieved", "source_page": 26 }, { "code": "CCE10", "measure": "Sport and destination events contracted", "result": "$12.8 billion", "status": "Achieved", "source_page": 26 }, { "code": "CCE11", "measure": "Domestic visitor expenditure", "result": "$29.2 billion", "status": "Achieved", "source_page": 26 }, { "code": "CCE12", "measure": "Business events secured by BESydney", "result": "73", "status": "Achieved", "source_page": 26 }, { "code": "CCE13", "measure": "Business event delegate days spent in Sydney", "result": "243,000", "status": "Achieved", "source_page": 26 }, { "code": "CCE14", "measure": "Destination events secured", "result": "17", "status": "Achieved", "source_page": 26 }, { "code": "CCE15", "measure": "Sporting events secured for regional NSW", "result": "45", "status": "Achieved", "source_page": 26 }, { "code": "CCE16", "measure": "Visitor attraction signposting applications approved", "result": "10", "status": "Achieved", "source_page": 26 } ], "_source_urls": { "annual_report_url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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]\nORGANISATION\nDestination NSW Performance 2019-2020\nCONTINUED\nStrategic Objective 6:\nCreate and sustain a high performance organisation\nKey Performance\nTargeted Outcomes Achieved Comment\nIndicators\nOrganisation Key People Management\nEmbedded Value and Culture Ongoing\nGovernance Strategies\nDisability Inclusion Plan review Updated\nCode of Conduct Ongoing\nPerformance Review Process Ongoing\nLearning and Development Ongoing\nWork Health and Safety (WHS) including Health and Wellbeing Ongoing\nNo Workers’ Compensation cases and lost time for injuries Achieved\nDiversity and Inclusion Plan Updated\nWages Policy Outcome Ongoing\nMulticultural Plan review Updated\nOne industrial instrument matter Ongoing\nImproved provision of\nCorporate Operations Policies and Guidelines Ongoing\nOperational Support\nTreasury SAP and GOVConnect Implementation migration Ongoing", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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]\nORGANISATION\nDestination NSW Performance 2019-2020\nCONTINUED\nStrategic Objective 6:\nCreate and sustain a high performance organisation\nKey Performance\nTargeted Outcomes Achieved Comment\nIndicators\nOrganisation Key People Management\nEmbedded Value and Culture Ongoing\nGovernance Strategies\nDisability Inclusion Plan review Updated\nCode of Conduct Ongoing\nPerformance Review Process Ongoing\nLearning and Development Ongoing\nWork Health and Safety (WHS) including Health and Wellbeing Ongoing\nNo Workers’ Compensation cases and lost time for injuries Achieved\nDiversity and Inclusion Plan Updated\nWages Policy Outcome Ongoing\nMulticultural Plan review Updated\nOne industrial instrument matter Ongoing\nImproved provision of\nCorporate Operations Policies and Guidelines Ongoing\nOperational Support\nTreasury SAP and GOVConnect Implementation migration Ongoing", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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 82]\nAPPENDICES\nInternal Audit and Risk Management Attestation Statement\nfor the 2019-2020 Financial Year for Destination NSW\nThe Board of Destination NSW is of the opinion that Destination NSW has internal audit and risk management processes in\noperation that are, excluding the exceptions described below, compliant with the core requirements set out in the Internal Audit and\nRisk Management Policy for the NSW Public Sector, specifically:\nFor each requirement, please\nCORE REQUIREMENTS specify whether compliant,\nnon-compliant, or in transition\nRisk Management Framework\n1.1 The agency head is ultimately responsible and accountable for risk management in the agency Compliant\nA risk management framework that is appropriate to the agency has been established and\n1.2 Compliant\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2019-20.pdf (https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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 82]\nAPPENDICES\nInternal Audit and Risk Management Attestation Statement\nfor the 2019-2020 Financial Year for Destination NSW\nThe Board of Destination NSW is of the opinion that Destination NSW has internal audit and risk management processes in\noperation that are, excluding the exceptions described below, compliant with the core requirements set out in the Internal Audit and\nRisk Management Policy for the NSW Public Sector, specifically:\nFor each requirement, please\nCORE REQUIREMENTS specify whether compliant,\nnon-compliant, or in transition\nRisk Management Framework\n1.1 The agency head is ultimately responsible and accountable for risk management in the agency Compliant\nA risk management framework that is appropriate to the agency has been established and\n1.2 Compliant\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2019-20.pdf (https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "Consolidated Parent\n2021 2020 2021 2020\n$000 $000 $000 $000\n(a) Sale of goods and services\nRendering of Services\nOther services - 234 - 234\n- 234 - 234\nRecognition and Measurement\nRevenue from sale of goods or rendering of services is recognised when the entity satisfies a performance obligation by transferring the\npromised goods or services.\n(b) Grants and contributions\nGrants – NSW Budget Sector Agencies 8,832 7,800 8,832 7,800\nIn kind sponsorship 1,282 3,319 1,282 3,319\nOther grants and contributions with sufficiently specific performance\n12,319 4,269 12,319 4,269\nobligations\nGrants without sufficiently specific performance obligations - Principal\n171,990 121,612 171,990 121,612\nDepartment\n194,423 137,000 194,423 137,000\nRecognition and Measurement\nRevenue from grants and contributions with sufficiently specific performance obligations is recognised as when the Entity satisfies a", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2020-21.pdf (https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "Consolidated Parent\n2021 2020 2021 2020\n$000 $000 $000 $000\n(a) Sale of goods and services\nRendering of Services\nOther services - 234 - 234\n- 234 - 234\nRecognition and Measurement\nRevenue from sale of goods or rendering of services is recognised when the entity satisfies a performance obligation by transferring the\npromised goods or services.\n(b) Grants and contributions\nGrants – NSW Budget Sector Agencies 8,832 7,800 8,832 7,800\nIn kind sponsorship 1,282 3,319 1,282 3,319\nOther grants and contributions with sufficiently specific performance\n12,319 4,269 12,319 4,269\nobligations\nGrants without sufficiently specific performance obligations - Principal\n171,990 121,612 171,990 121,612\nDepartment\n194,423 137,000 194,423 137,000\nRecognition and Measurement\nRevenue from grants and contributions with sufficiently specific performance obligations is recognised as when the Entity satisfies a", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2020-21.pdf (https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "[Page 82]\nAPPENDICES\nInternal Audit and Risk Management Attestation Statement\nfor the 2019-2020 Financial Year for Destination NSW\nThe Board of Destination NSW is of the opinion that Destination NSW has internal audit and risk management processes in\noperation that are, excluding the exceptions described below, compliant with the core requirements set out in the Internal Audit and\nRisk Management Policy for the NSW Public Sector, specifically:\nFor each requirement, please\nCORE REQUIREMENTS specify whether compliant,\nnon-compliant, or in transition\nRisk Management Framework\n1.1 The agency head is ultimately responsible and accountable for risk management in the agency Compliant\nA risk management framework that is appropriate to the agency has been established and\n1.2 Compliant\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2019-20.pdf (https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "[Page 82]\nAPPENDICES\nInternal Audit and Risk Management Attestation Statement\nfor the 2019-2020 Financial Year for Destination NSW\nThe Board of Destination NSW is of the opinion that Destination NSW has internal audit and risk management processes in\noperation that are, excluding the exceptions described below, compliant with the core requirements set out in the Internal Audit and\nRisk Management Policy for the NSW Public Sector, specifically:\nFor each requirement, please\nCORE REQUIREMENTS specify whether compliant,\nnon-compliant, or in transition\nRisk Management Framework\n1.1 The agency head is ultimately responsible and accountable for risk management in the agency Compliant\nA risk management framework that is appropriate to the agency has been established and\n1.2 Compliant\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2019-20.pdf (https://cdn.sanity.io/files/faycjvmy/production/9b60b91932912feaae46fdadda1ecd6c0ce91b2f.pdf/destination-nsw-annual-report-2019-2020.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "[Page 25]\nORGANISATION\nDestination NSW Performance 2020-2021\nCONTINUED\nStrategic Objective 4:\nIncrease industry stakeholder and customer engagement\nTarget Actual %\nKey Performance Indicators Comment\n2020-2021 2020-2021 Achieved\nMedia Exposure\nNo. of media articles generated 16,582 25,705 155%\nEquivalent Advertising Value $117,038,801 $161,947,069 138%\nNo. of supported media visits to Sydney and\n195 205 105%\nregional destinations\nMedia distribution/ pitches / service\n40,207 207,139 515%\nengagements\nTarget Actual %\nTrade and Industry Development Comment\n2020-2021 2020-2021 Achieved\nNo. of trade missions & events 5 14 280% Note 1\nNo. of New South Wales businesses\n180 66 37% Note 1\nattending trade missions\nNo. of trade familiarisations 57 21 37% Note 2\nNo. of trade familiarisation participants 537 149 28% Note 2\nNo. of workshops delivered 25 14 56% Note 3\nNo.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2020-21.pdf (https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "[Page 25]\nORGANISATION\nDestination NSW Performance 2020-2021\nCONTINUED\nStrategic Objective 4:\nIncrease industry stakeholder and customer engagement\nTarget Actual %\nKey Performance Indicators Comment\n2020-2021 2020-2021 Achieved\nMedia Exposure\nNo. of media articles generated 16,582 25,705 155%\nEquivalent Advertising Value $117,038,801 $161,947,069 138%\nNo. of supported media visits to Sydney and\n195 205 105%\nregional destinations\nMedia distribution/ pitches / service\n40,207 207,139 515%\nengagements\nTarget Actual %\nTrade and Industry Development Comment\n2020-2021 2020-2021 Achieved\nNo. of trade missions & events 5 14 280% Note 1\nNo. of New South Wales businesses\n180 66 37% Note 1\nattending trade missions\nNo. of trade familiarisations 57 21 37% Note 2\nNo. of trade familiarisation participants 537 149 28% Note 2\nNo. of workshops delivered 25 14 56% Note 3\nNo.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2020-21.pdf (https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "PERCENTAGE OF STAFF BY GRADING: FULL-TIME EQUIVALENT (FTE)\nTotal staff on 30 June 2021 2020-2021 Men Women % Total % Men % Women\nGrade 3–4 $72,635-$79,535 4 1 3 2% 0.5% 1.4%\nGrade 5–6 $85,744 -$94,610 31 6 25 15% 2.9% 12.0%\nGrade 7–8 $97,443-$107,864 37 5 32 18% 2.4% 15.3%\nGrade 9–10 $111,077-$122,404 29 2 27 14% 1.0% 12.9%\nGrade 11–12 $128,473-$148,578 16 5 11 8% 2.4% 5.3%\nSenior Executives Band 1–3 18 6 12 9% 2.9% 5.7%\nOverseas Staff 21 3 18 10% 1.4% 8.6%\nContingent Workforce 53 18 36 26% 8.1% 17.2%\nTotal 209 45 164 100% 21.5% 78.5%\n*Includes 8 staff on Maternity Leave\nSTAFF PROFILE BY EMPLOYMENT BASIS\nTotal staff on 30 June 2021 2020-2021 2019-2020 2018-2019 2017-2018\nPermanent Full-time 111 104 98 119\nPermanent Part-time 12 18 14 14\nTemporary Full-time 14 17 14 10\nTemporary Part-time 1 2 2 0\nSenior Executives 18 18 18 18\nContingent 53 40 52 33\nTotal staff on 30 June 209 199 198 194", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf (https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.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-NSW-019", "entity_name": "Destination NSW", "folder_name": "Destination-NSW", "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": "PERCENTAGE OF STAFF BY GRADING: FULL-TIME EQUIVALENT (FTE)\nTotal staff on 30 June 2021 2020-2021 Men Women % Total % Men % Women\nGrade 3–4 $72,635-$79,535 4 1 3 2% 0.5% 1.4%\nGrade 5–6 $85,744 -$94,610 31 6 25 15% 2.9% 12.0%\nGrade 7–8 $97,443-$107,864 37 5 32 18% 2.4% 15.3%\nGrade 9–10 $111,077-$122,404 29 2 27 14% 1.0% 12.9%\nGrade 11–12 $128,473-$148,578 16 5 11 8% 2.4% 5.3%\nSenior Executives Band 1–3 18 6 12 9% 2.9% 5.7%\nOverseas Staff 21 3 18 10% 1.4% 8.6%\nContingent Workforce 53 18 36 26% 8.1% 17.2%\nTotal 209 45 164 100% 21.5% 78.5%\n*Includes 8 staff on Maternity Leave\nSTAFF PROFILE BY EMPLOYMENT BASIS\nTotal staff on 30 June 2021 2020-2021 2019-2020 2018-2019 2017-2018\nPermanent Full-time 111 104 98 119\nPermanent Part-time 12 18 14 14\nTemporary Full-time 14 17 14 10\nTemporary Part-time 1 2 2 0\nSenior Executives 18 18 18 18\nContingent 53 40 52 33\nTotal staff on 30 June 209 199 198 194", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf (https://cdn.sanity.io/files/faycjvmy/production/7f386f468da1a7b8911aada875e9b45aa78910eb.pdf/destination-nsw-annual-report-2020-2021.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" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2081", "url": "https://cdn.sanity.io/files/faycjvmy/production/832848ae01a2081215c2ee78a08ebfa5d512118e.pdf/Destination NSW Accessible Annual Report 24-25 LOW RES.pdf", "file": "annual-reports/2081.pdf", "bytes": 21758609, "link_text": "" }, { 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