{ "entity_id": "S-TAS-031", "folder": "Infrastructure-Tasmania", "name": "Infrastructure Tasmania", "type": "Statutory Authority", "jurisdiction": "TAS", "portfolio": "", "website": "https://www.infrastructure.tas.gov.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 6, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.", "official_site_url": "https://www.infrastructure.tas.gov.au/", "source_documents": [ { "type": "strategie", "title": "Project Assurance Framework v2.1", "url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.", "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf", "source_page": 5, "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5" }, "vision": null, "strategic_priorities": [ { "title": "strengthening and supporting the successful delivery of government capital infrastructure investment projects", "description": "strengthening and supporting the successful delivery of government capital infrastructure investment projects", "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf", "source_page": 4, "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=4" }, { "title": "regular monitoring and reporting on capital infrastructure project/program delivery", "description": "regular monitoring and reporting on capital infrastructure project/program delivery", "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf", "source_page": 4, "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=4" } ], "values": [], "outcomes": [ { "name": "Outcome: Successful delivery of infrastructure projects", "description": "The framework provides a structured approach for the independent assessment of the health and viability of projects/programs and focuses on gate assurance reviews, health checks and deep dives, and infrastructure project reporting.", "activities": [ "gate assurance reviews", "health checks", "deep dives", "infrastructure project reporting" ], "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf", "source_page": 5, "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5" } ], "performance_measures": [ { "code": "NA", "measure": "Not applicable", "target": "Not specified", "latest_result": "Not specified", "status": "Not specified", "target_source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.", "strengthening and supporting the successful delivery of government capital infrastructure investment projects", "regular monitoring and reporting on capital infrastructure project/program delivery" ], "watch_terms": [ "Not applicable" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.", "purposes_source_page": 5, "how_we_deliver": "Project assurance helps manage risk and improves delivery confidence.", "how_we_deliver_source_page": 5, "government_priorities": [ { "text": "strengthening and supporting the successful delivery of government capital infrastructure investment projects", "source_page": 4 }, { "text": "regular monitoring and reporting on capital infrastructure project/program delivery", "source_page": 4 } ], "outcomes": [ { "name": "Outcome: Successful delivery of infrastructure projects", "description": "The framework provides a structured approach for the independent assessment of the health and viability of projects/programs and focuses on gate assurance reviews, health checks and deep dives, and infrastructure project reporting.", "key_activities": [ "gate assurance reviews", "health checks", "deep dives", "infrastructure project reporting" ], "source_page": 5 } ], "values": [], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "NA", "measure": "Not applicable", "target": "Not specified", "source_page": null } ], "kpi_results_2024_25": [ { "code": "NA", "measure": "Not applicable", "result": "Not specified", "status": "Not specified", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-TAS-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "How is this kept current?\n• Has the development of the risk matrix, identification and quantification of risks involved all relevant\nstakeholders (including the industry), and verification and sign-off by the asset owner/operator?\n• How do the major risks to project procurement and delivery affect the business case?\n• How have the risks to the on time completion of the project been addressed through a sufficiently\ndocumented and robust delivery program?\n• How are risks outside the project team’s control (for example, regulatory, legislative, market and\nsupply chain risks) identified, assessed and addressed?\n• Could you share examples of when project staff promptly escalated specific project risks and critical\nissues to senior management?", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.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-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "How is this kept current?\n• Has the development of the risk matrix, identification and quantification of risks involved all relevant\nstakeholders (including the industry), and verification and sign-off by the asset owner/operator?\n• How do the major risks to project procurement and delivery affect the business case?\n• How have the risks to the on time completion of the project been addressed through a sufficiently\ndocumented and robust delivery program?\n• How are risks outside the project team’s control (for example, regulatory, legislative, market and\nsupply chain risks) identified, assessed and addressed?\n• Could you share examples of when project staff promptly escalated specific project risks and critical\nissues to senior management?", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.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-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[pages 36,37,38]\nompliances of the preferred commercial offer been recorded?\n• Are there any additional benefits or changes in scope driving an improved outcome, as a result of\nthe acceptance of the preferred commercial offer?\n• What is the performance regime (such as key performance indicators or performance\nspecifications) included in the preferred commercial offer, to ensure the scope delivered facilitates\nand drives benefits realisation?\n• What alternative solutions or options have been proposed by the preferred commercial offer and\nhow have these been considered?", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.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-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[pages 36,37,38]\nompliances of the preferred commercial offer been recorded?\n• Are there any additional benefits or changes in scope driving an improved outcome, as a result of\nthe acceptance of the preferred commercial offer?\n• What is the performance regime (such as key performance indicators or performance\nspecifications) included in the preferred commercial offer, to ensure the scope delivered facilitates\nand drives benefits realisation?\n• What alternative solutions or options have been proposed by the preferred commercial offer and\nhow have these been considered?", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.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-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "PDF Workbooks\nWorkbook Gate 1 Project Justification\nPDF 9.4 KB\nWorkbook Gate 2 Business Case\nPDF 975.6 KB\nWorkbook Gate 3 Readiness for Market\nPDF 938.6 KB\nWorkbook Gate 4 Tender Evaluation\nPDF 935.8 KB\nWorkbook Gate 5 Readiness for Service\nPDF 919 KB\nWorkbook Gate 6 Benefits Realisation\nPDF 722.8 KB\nWorkbook Health Check in Development\nPDF 914.5 KB\nWorkbook Health Check in Procurement\nPDF 826.2 KB\nWorkbook Health Check in Delivery\nPDF 884.8 KB\nWorkbook Deep Dive\nPDF 717.9 KB\nWORD Workbooks\nWorkbook Gate 1 Project Justification\nDOCX 1.6 MB\nWorkbook Gate 2 Business Case\nDOCX 1.6 MB\nWorkbook Gate 3 Readiness for Market\nDOCX 1.7 MB\nWorkbook Gate 4 Tender Evaluation\nDOCX 1.6 MB\nWorkbook Gate 5 Readiness for Service\nDOCX 1.6 MB\nWorkbook Gate 6 Benefits Realisation\nDOCX 1.5 MB\nWorkbook Health Check in Development\nDOCX 1.7 MB\nWorkbook Health Check in Procurement\nDOCX 1.6 MB", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)", "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-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "PDF Workbooks\nWorkbook Gate 1 Project Justification\nPDF 9.4 KB\nWorkbook Gate 2 Business Case\nPDF 975.6 KB\nWorkbook Gate 3 Readiness for Market\nPDF 938.6 KB\nWorkbook Gate 4 Tender Evaluation\nPDF 935.8 KB\nWorkbook Gate 5 Readiness for Service\nPDF 919 KB\nWorkbook Gate 6 Benefits Realisation\nPDF 722.8 KB\nWorkbook Health Check in Development\nPDF 914.5 KB\nWorkbook Health Check in Procurement\nPDF 826.2 KB\nWorkbook Health Check in Delivery\nPDF 884.8 KB\nWorkbook Deep Dive\nPDF 717.9 KB\nWORD Workbooks\nWorkbook Gate 1 Project Justification\nDOCX 1.6 MB\nWorkbook Gate 2 Business Case\nDOCX 1.6 MB\nWorkbook Gate 3 Readiness for Market\nDOCX 1.7 MB\nWorkbook Gate 4 Tender Evaluation\nDOCX 1.6 MB\nWorkbook Gate 5 Readiness for Service\nDOCX 1.6 MB\nWorkbook Gate 6 Benefits Realisation\nDOCX 1.5 MB\nWorkbook Health Check in Development\nDOCX 1.7 MB\nWorkbook Health Check in Procurement\nDOCX 1.6 MB", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)", "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 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(https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-031", "entity_name": "Infrastructure Tasmania", "folder_name": "Infrastructure-Tasmania", "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": "Infrastructure projects valued over $10 million can be referred for review at the discretion of 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