{ "entity_id": "S-NSW-023", "folder": "Infrastructure-NSW", "name": "Infrastructure NSW", "type": "Statutory Authority", "jurisdiction": "NSW", "portfolio": "", "website": "https://www.infrastructure.nsw.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 15, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Creating a sustainable infrastructure legacy for NSW. [AR p.4]", "official_site_url": "https://www.infrastructure.nsw.gov.au/", "source_documents": [ { "type": "annual_report", "title": "2024-25 Annual Report", "url": "https://www.infrastructure.nsw.gov.au/media/3ksmcprb/id0056_insw_annual-report_2024-25_wcag.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-24 Annual Report", "url": "https://www.infrastructure.nsw.gov.au/media/b0jiic2c/insw-annual-report-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-23 Annual Report", "url": "https://www.infrastructure.nsw.gov.au/media/5sibp0mf/annual-report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021-22 Annual Report", "url": "https://www.infrastructure.nsw.gov.au/media/strpdiwu/insw-annual-report-2021-22.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020-21 Annual Report", "url": "https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "State Infrastructure Strategy Update 2014", "url": "https://www.infrastructure.nsw.gov.au/media/ickmuycp/inf_j14_871_sis_report_book_web_new.pdf", "period": "2014", "confidence": "medium" }, { "type": "strategie", "title": "State Infrastructure Strategy 2012 – interactive version", "url": "https://www.infrastructure.nsw.gov.au/media/mfwfayje/sis_report_complete_interactive.pdf", "period": "2012", "confidence": "medium" }, { "type": "strategie", "title": "State Infrastructure Strategy 2012 – print version", "url": "https://www.infrastructure.nsw.gov.au/media/hk2i1l0n/sis_2012_report_print_version.pdf", "period": "2012", "confidence": "medium" }, { "type": "strategie", "title": "Strategic framework", "url": "https://www.infrastructure.nsw.gov.au/media/qhmdksac/sis_report_section10_print.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Read the Data Breach Policy", "url": "http://www.infrastructure.nsw.gov.au/media/v20edhqg/data-breach-policy.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "Creating a sustainable infrastructure legacy for NSW. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Infrastructure to support employment priorities: focus on freight logistics and employment-related development in Wester", "description": "Infrastructure to support employment priorities: focus on freight logistics and employment-related development in Western Sydney and the Aerotropolis.", "source_url": "", "source_page": 17, "source_deep_url": "" }, { "title": "Infrastructure to support housing priorities: supporting housing development as per the NSW housing targets and housing ", "description": "Infrastructure to support housing priorities: supporting housing development as per the NSW housing targets and housing reforms as well as the National Housing Accord.", "source_url": "", "source_page": 17, "source_deep_url": "" }, { "title": "Budgeting and funding: advice on capital expenditure allocations and ensuring it is aligned with government priorities.", "description": "Budgeting and funding: advice on capital expenditure allocations and ensuring it is aligned with government priorities.", "source_url": "", "source_page": 17, "source_deep_url": "" } ], "values": [ { "name": "Safety and Wellbeing", "description": "", "source_url": "", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "", "source_page": null }, { "name": "Truth and Courage", "description": "", "source_url": "", "source_page": null }, { "name": "Achievement", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Infrastructure Delivery", "description": "Infrastructure NSW delivered 4 major projects and 2 major precinct renewals with a combined capital investment value of $2.84 billion. [AR p.15]", "activities": [ "Project outcomes were improved, ultimately delivering better infrastructure and services for the people of NSW.", "Infrastructure program delivered a fully integrated approach to assurance." ], "source_url": "", "source_page": 15, "source_deep_url": "" }, { "name": "Outcome 2: Coordination", "description": "Infrastructure NSW established the Housing Delivery Authority to accelerate the delivery of well-located homes by streamlining planning approvals for major housing developments. [AR p.17]", "activities": [ "Up to June 2025, 136 proposals amounting to more than 53,300 potential homes have been declared state significant." ], "source_url": "", "source_page": 17, "source_deep_url": "" }, { "name": "Outcome 3: People", "description": "The Women in Construction Program delivered on the following priority actions: creation of a quarterly newsletter, hosting a forum, sponsorship of scholarships, and communications and engagement campaigns. [AR p.23]", "activities": [ "The Program launched the Women in Leadership video series.", "The Program piloted increased targets of 4% for women in trades and introduced a new target of 7% for non-traditional roles." ], "source_url": "", "source_page": 23, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Increased targets of women in trades", "target": "4% for women in trades and 7% for non-traditional roles", "latest_result": "4.6% for women in trades and 5.4% for women in non-traditional roles", "status": "Mostly achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.infrastructure.nsw.gov.au/media/3ksmcprb/id0056_insw_annual-report_2024-25_wcag.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Creating a sustainable infrastructure legacy for NSW. [AR p.4]", "Infrastructure to support employment priorities: focus on freight logistics and employment-related development in Western Sydney and the Aerotropolis.", "Infrastructure to support housing priorities: supporting housing development as per the NSW housing targets and housing reforms as well as the National Housing Accord.", "Budgeting and funding: advice on capital expenditure allocations and ensuring it is aligned with government priorities." ], "watch_terms": [ "Increased targets of women in trades" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "Creating a sustainable infrastructure legacy for NSW. [AR p.4]", "purposes_source_page": 4, "how_we_deliver": "We have the best people for the job. We improve infrastructure outcomes and they are trusted, empowered and supported. We support a culture that is collaborative, ethical, inclusive and focused on delivering better outcomes for the community. We develop our people and give them the freedom, support and technology to deliver on their objectives. [AR p.17]", "how_we_deliver_source_page": 17, "government_priorities": [ { "text": "Infrastructure to support employment priorities: focus on freight logistics and employment-related development in Western Sydney and the Aerotropolis.", "source_page": 17 }, { "text": "Infrastructure to support housing priorities: supporting housing development as per the NSW housing targets and housing reforms as well as the National Housing Accord.", "source_page": 17 }, { "text": "Budgeting and funding: advice on capital expenditure allocations and ensuring it is aligned with government priorities.", "source_page": 17 } ], "outcomes": [ { "name": "Outcome 1: Infrastructure Delivery", "description": "Infrastructure NSW delivered 4 major projects and 2 major precinct renewals with a combined capital investment value of $2.84 billion. [AR p.15]", "key_activities": [ "Project outcomes were improved, ultimately delivering better infrastructure and services for the people of NSW.", "Infrastructure program delivered a fully integrated approach to assurance." ], "source_page": 15 }, { "name": "Outcome 2: Coordination", "description": "Infrastructure NSW established the Housing Delivery Authority to accelerate the delivery of well-located homes by streamlining planning approvals for major housing developments. [AR p.17]", "key_activities": [ "Up to June 2025, 136 proposals amounting to more than 53,300 potential homes have been declared state significant." ], "source_page": 17 }, { "name": "Outcome 3: People", "description": "The Women in Construction Program delivered on the following priority actions: creation of a quarterly newsletter, hosting a forum, sponsorship of scholarships, and communications and engagement campaigns. [AR p.23]", "key_activities": [ "The Program launched the Women in Leadership video series.", "The Program piloted increased targets of 4% for women in trades and introduced a new target of 7% for non-traditional roles." ], "source_page": 23 } ], "values": [ "Safety and Wellbeing", "Collaboration", "Truth and Courage", "Achievement" ], "values_framework_name": "Infrastructure NSW Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Increased targets of women in trades", "target": "4% for women in trades and 7% for non-traditional roles", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Increased targets of women in trades", "result": "4.6% for women in trades and 5.4% for women in non-traditional roles", "status": "Mostly achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "https://www.infrastructure.nsw.gov.au/media/3ksmcprb/id0056_insw_annual-report_2024-25_wcag.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NSW-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-NSW", "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": "[Page 17]\nAchievements/milestones in 2020-21\nA number of initiatives have been delivered against the 10-point commitment resulting from the\ncollaborative approach by agencies and industry, including:\n• development and publication of Interactive Tendering Guidelines and Procurement Method\nGuidelines in support of government and industry best practices in tendering and\nprocurement\n• establishment of a working group to develop an implementation plan for the Construction\nIndustry Culture Task Force (CICT) draft ‘Culture Standard’\n• implementation of the NSW Procurement Board’s updated Procurement Policy Framework,\nincluding the new Aboriginal Procurement Policy\n• working with NSW delivery agencies in implementing the Infrastructure Skills Legacy\nProgram (ISLP) which as of 1 July 2020 mandated comprehensive skills and diversity\ntargets for government infrastructure procurement;", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2020-21.pdf (https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-NSW", "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": "[Page 17]\nAchievements/milestones in 2020-21\nA number of initiatives have been delivered against the 10-point commitment resulting from the\ncollaborative approach by agencies and industry, including:\n• development and publication of Interactive Tendering Guidelines and Procurement Method\nGuidelines in support of government and industry best practices in tendering and\nprocurement\n• establishment of a working group to develop an implementation plan for the Construction\nIndustry Culture Task Force (CICT) draft ‘Culture Standard’\n• implementation of the NSW Procurement Board’s updated Procurement Policy Framework,\nincluding the new Aboriginal Procurement Policy\n• working with NSW delivery agencies in implementing the Infrastructure Skills Legacy\nProgram (ISLP) which as of 1 July 2020 mandated comprehensive skills and diversity\ntargets for government infrastructure procurement;", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2020-21.pdf (https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "Table 4, Audit and Risk Committee 2020-21 meetings:\nAudit and Risk Committee Member Meetings Attended\nArlene Tansey (Chair) 5\nKerrie Mather 5\nRod Pearse, OAM (retired 25 May 2021) 4\nDianne Leeson (retired 26 April 2021) 4\nAkiko Jackson (appointed 19 May 2021) 1\nMarika Calfas (appointed 21 June 2021) 0\nAudit and Risk Committee members that retired during 2020-21\nDianne Leeson and Rod Pearse retired their position as members of the Audit and Risk Committee\nduring 2020-21.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "Table 4, Audit and Risk Committee 2020-21 meetings:\nAudit and Risk Committee Member Meetings Attended\nArlene Tansey (Chair) 5\nKerrie Mather 5\nRod Pearse, OAM (retired 25 May 2021) 4\nDianne Leeson (retired 26 April 2021) 4\nAkiko Jackson (appointed 19 May 2021) 1\nMarika Calfas (appointed 21 June 2021) 0\nAudit and Risk Committee members that retired during 2020-21\nDianne Leeson and Rod Pearse retired their position as members of the Audit and Risk Committee\nduring 2020-21.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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\nheading\nN/A Acknowledgement of Country TPG25-10a Yes III\nN/A Letter of submission TPG25-10a Yes IV\nOverview Purpose and values TPG25-10a Yes 4\nOverview Governing Acts TPG25-10a Yes 4-5\nOverview Management and structure TPG25-10a Yes 6\nOverview Board structure and members TPG25-10a Yes 6\nOverview Organisational structure TPG25-10a Yes 10\nStrategic objectives and\nStrategy TPG25-10a Yes 12\noutcomes\nStrategy Strategic Plan TPG25-10a Yes 13\nOperations and\nPerformance against metrics TPG25-10a Yes 15\nperformance\nOperations and\nKey products and services TPG25-10a Yes 15-22\nperformance\nOperations and Significant programs and\nTPG25-10a Yes 15-22\nperformance operations\nOperations and Infrastructure program and asset\nTPG25-10a Yes 15-16\nperformance acquisitions or disposals\nOperations and Costs and benefits associated\nTPG25-10a Yes 25\nperformance with MoG changes", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.infrastructure.nsw.gov.au/media/3ksmcprb/id0056_insw_annual-report_2024-25_wcag.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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\nheading\nN/A Acknowledgement of Country TPG25-10a Yes III\nN/A Letter of submission TPG25-10a Yes IV\nOverview Purpose and values TPG25-10a Yes 4\nOverview Governing Acts TPG25-10a Yes 4-5\nOverview Management and structure TPG25-10a Yes 6\nOverview Board structure and members TPG25-10a Yes 6\nOverview Organisational structure TPG25-10a Yes 10\nStrategic objectives and\nStrategy TPG25-10a Yes 12\noutcomes\nStrategy Strategic Plan TPG25-10a Yes 13\nOperations and\nPerformance against metrics TPG25-10a Yes 15\nperformance\nOperations and\nKey products and services TPG25-10a Yes 15-22\nperformance\nOperations and Significant programs and\nTPG25-10a Yes 15-22\nperformance operations\nOperations and Infrastructure program and asset\nTPG25-10a Yes 15-16\nperformance acquisitions or disposals\nOperations and Costs and benefits associated\nTPG25-10a Yes 25\nperformance with MoG changes", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.infrastructure.nsw.gov.au/media/3ksmcprb/id0056_insw_annual-report_2024-25_wcag.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "LTD 98,290 Professional advisory services supporting\nAsset Management initiatives by carrying\nout scope analysis on Asset Information\nExchange options\nCOGENCE PTY LTD 91,800 Providing consultation on Asset\nManagement Capability Framework\nDELOITTE TAX SERVICES PTY LTD 84,214 Technical advice outlining GST outcomes\nfor stakeholders in projects delivered by\nInfrastructure NSW under terms of the\nInfrastructure NSW Act 2011\nHawkesbury-Nepean Valley Flood Risk\nManagement Strategy\nRHELM 196,930 River flood study and review on flood\ndamage assessment\nNEWGATE AUSTRALIA 175,667 Provision of social and stakeholder\nresearch\nWMA WATER P/L 167,230 Provision of technical advice and\nmodelling\nProject Delivery\nBarangaroo Precinct Development\nTTF JULIAN FRECKLINGTON FAMILY TRUST 100,276 Harbour Park & Central Strategic\nAdvisory Service\nERNST & YOUNG 80,000 Central Barangaroo - feasibility modelling", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.infrastructure.nsw.gov.au/media/5sibp0mf/annual-report-2022-23.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "LTD 98,290 Professional advisory services supporting\nAsset Management initiatives by carrying\nout scope analysis on Asset Information\nExchange options\nCOGENCE PTY LTD 91,800 Providing consultation on Asset\nManagement Capability Framework\nDELOITTE TAX SERVICES PTY LTD 84,214 Technical advice outlining GST outcomes\nfor stakeholders in projects delivered by\nInfrastructure NSW under terms of the\nInfrastructure NSW Act 2011\nHawkesbury-Nepean Valley Flood Risk\nManagement Strategy\nRHELM 196,930 River flood study and review on flood\ndamage assessment\nNEWGATE AUSTRALIA 175,667 Provision of social and stakeholder\nresearch\nWMA WATER P/L 167,230 Provision of technical advice and\nmodelling\nProject Delivery\nBarangaroo Precinct Development\nTTF JULIAN FRECKLINGTON FAMILY TRUST 100,276 Harbour Park & Central Strategic\nAdvisory Service\nERNST & YOUNG 80,000 Central Barangaroo - feasibility modelling", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.infrastructure.nsw.gov.au/media/5sibp0mf/annual-report-2022-23.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "Figure 3, 2018 SIS Recommendations for Completion in 0-5 Years, Progress to Date11\n35 33\n30\n26\n25 23\n20\n15 12\n10\n5 3 2\n1\n0\nIn progress Complete In progress Complete In Progress Complete Superceded\n0 - 5 Investment 0 - 5 Planning 0 - 5 Policy\nKey projects and initiatives achieved since the 2018 State Infrastructure Strategy\n• Comprehensive suite of sectoral strategies across NSW Government.\n• Asset Management Policy and Assurance Framework for the NSW Public Sector.\n• Moving towards a place-based approach, including Smart Places Strategy development.\n• Cyber Security Strategy and Internet of Things Policy.\n• Warringah Freeway Upgrade.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "Figure 3, 2018 SIS Recommendations for Completion in 0-5 Years, Progress to Date11\n35 33\n30\n26\n25 23\n20\n15 12\n10\n5 3 2\n1\n0\nIn progress Complete In progress Complete In Progress Complete Superceded\n0 - 5 Investment 0 - 5 Planning 0 - 5 Policy\nKey projects and initiatives achieved since the 2018 State Infrastructure Strategy\n• Comprehensive suite of sectoral strategies across NSW Government.\n• Asset Management Policy and Assurance Framework for the NSW Public Sector.\n• Moving towards a place-based approach, including Smart Places Strategy development.\n• Cyber Security Strategy and Internet of Things Policy.\n• Warringah Freeway Upgrade.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://www.infrastructure.nsw.gov.au/media/ceybsky4/insw_annual-report-2020-2021-final_website-a483171.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-023", "entity_name": "Infrastructure NSW", "folder_name": "Infrastructure-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": "LTD 98,290 Professional advisory services supporting\nAsset Management initiatives by carrying\nout scope analysis on Asset Information\nExchange options\nCOGENCE PTY LTD 91,800 Providing consultation on Asset\nManagement Capability Framework\nDELOITTE TAX SERVICES PTY LTD 84,214 Technical advice outlining GST outcomes\nfor stakeholders in projects delivered by\nInfrastructure NSW under terms of the\nInfrastructure NSW Act 2011\nHawkesbury-Nepean Valley Flood Risk\nManagement Strategy\nRHELM 196,930 River flood study and review on flood\ndamage assessment\nNEWGATE AUSTRALIA 175,667 Provision of social and stakeholder\nresearch\nWMA WATER 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