{ "entity_id": "S-NSW-067", "folder": "Port-Authority-of-NSW", "name": "Port Authority of NSW", "type": "State-Owned Corporation", "jurisdiction": "NSW", "portfolio": "", "website": "https://www.portauthoritynsw.com.au/", "data_status": "partial", "completeness": { "has_strategy_brief": false, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": false, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 7, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 0, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "", "official_site_url": "https://www.portauthoritynsw.com.au/", "source_documents": [ { "type": "strategie", "title": "Download", "url": "https://www.portauthoritynsw.com.au/sites/default/files/media/migrated/files/noise-impact-mitigation-strategy-report.pdf", "period": null, "confidence": "medium" }, { "type": "annual_report", "title": "Annual Report", "url": "https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Annual%20Report%202024-25.pdf", "period": "2025", "confidence": "high" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [], "outcomes": [], "performance_measures": [], "document_alignment_terms": { "must_support": [], "watch_terms": [], "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": null, "purposes_source_page": null, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [], "outcomes": [], "values": [], "values_framework_name": null, "kpi_targets_2025_26": [], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Annual%20Report%202024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NSW-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Performance target summary - SPIs\nCategory Measure Baseline Short-term target Long-term target\nNew staff recruits being female achieved 54% ≥ 50% ≥ 50%\nStaff\nNew staff identify as Aboriginal or Torres Strait\n3.6% > 4% > 4.4%\nIslander achieved\n≥ 1 initiative led or substantially ≥ 1 initiative led or substantially\nSustainability embedded in business n/a contributed to and embedded contributed to and embedded in\nin each divisional strategic plan each divisional strategic plan\nEnvironmental actions closed out n/a ≥ 95% ≥ 95%\nSustainability Utilising 100% renewable Utilising 100% renewable\nn/a\nelectricity electricity\nIncremental steps towards net zero strategy\nContinued monitoring of and Continued monitoring of and\nachieved\nmatching of total electricity matching of total electricity\nn/a\nconsumption and renewable consumption and renewable\ngeneration generation", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Performance target summary - SPIs\nCategory Measure Baseline Short-term target Long-term target\nNew staff recruits being female achieved 54% ≥ 50% ≥ 50%\nStaff\nNew staff identify as Aboriginal or Torres Strait\n3.6% > 4% > 4.4%\nIslander achieved\n≥ 1 initiative led or substantially ≥ 1 initiative led or substantially\nSustainability embedded in business n/a contributed to and embedded contributed to and embedded in\nin each divisional strategic plan each divisional strategic plan\nEnvironmental actions closed out n/a ≥ 95% ≥ 95%\nSustainability Utilising 100% renewable Utilising 100% renewable\nn/a\nelectricity electricity\nIncremental steps towards net zero strategy\nContinued monitoring of and Continued monitoring of and\nachieved\nmatching of total electricity matching of total electricity\nn/a\nconsumption and renewable consumption and renewable\ngeneration generation", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "The Noise Restriction Policy includes penalties for non-\ncompliance that result in a ship being relocated from WBCT at\nnight (between 22:00-07:00); or for a further non-compliance\nbanned from WBCT in the future.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/noise-impact-mitigation-strategy-report.pdf (https://www.portauthoritynsw.com.au/sites/default/files/media/migrated/files/noise-impact-mitigation-strategy-report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "The Noise Restriction Policy includes penalties for non-\ncompliance that result in a ship being relocated from WBCT at\nnight (between 22:00-07:00); or for a further non-compliance\nbanned from WBCT in the future.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/noise-impact-mitigation-strategy-report.pdf (https://www.portauthoritynsw.com.au/sites/default/files/media/migrated/files/noise-impact-mitigation-strategy-report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Where\nappropriate and relevant, Port Authority has referred to Treasury’s Internal\nAudit and Risk Management Policy for the General Government Sector\n(TPP20-08) for the NSW Public Sector, and utilised the Risk Management\nToolkit (TPP20-08) in the development of its risk management systems.\nf) John McKenna was appointed as Chief Executive Officer by the\nGovernor on 9 April 2025.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Where\nappropriate and relevant, Port Authority has referred to Treasury’s Internal\nAudit and Risk Management Policy for the General Government Sector\n(TPP20-08) for the NSW Public Sector, and utilised the Risk Management\nToolkit (TPP20-08) in the development of its risk management systems.\nf) John McKenna was appointed as Chief Executive Officer by the\nGovernor on 9 April 2025.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Category Measure FY26 Target\nSafety Total number of serious injuries, dangerous incidents, and high potential near misses occurred ≤ 2\nEmployee engagement score achieved – Operations ≥ 73%\nStaff\nEmployee engagement score achieved – Corporate ≥ 83%\nOn time pilotage services delivered ≥ 98%\nCruise bookings facilitated (terminal and vessel movement) ≥ 99%\nService Delivery Critical asset availability – Service & Compliance related (navaids) ≥ 98%\nCapex program delivered ≥ 80% of rolling forecast\nCritical IT systems available ≥ 99% uptime hours\nSecurity NIST controls compliance ≥ 99% compliance\nEBITDA $ achieved\nFinancial Cashflow from operations $ achieved ≥ 97.5% of budget\nReturns to Shareholders $ achieved\nCustomer & Stakeholder Corporate Reputation Index achieved (based on independent social research, Kantar or equivalent) ≥ 65 score", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Category Measure FY26 Target\nSafety Total number of serious injuries, dangerous incidents, and high potential near misses occurred ≤ 2\nEmployee engagement score achieved – Operations ≥ 73%\nStaff\nEmployee engagement score achieved – Corporate ≥ 83%\nOn time pilotage services delivered ≥ 98%\nCruise bookings facilitated (terminal and vessel movement) ≥ 99%\nService Delivery Critical asset availability – Service & Compliance related (navaids) ≥ 98%\nCapex program delivered ≥ 80% of rolling forecast\nCritical IT systems available ≥ 99% uptime hours\nSecurity NIST controls compliance ≥ 99% compliance\nEBITDA $ achieved\nFinancial Cashflow from operations $ achieved ≥ 97.5% of budget\nReturns to Shareholders $ achieved\nCustomer & Stakeholder Corporate Reputation Index achieved (based on independent social research, Kantar or equivalent) ≥ 65 score", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Category Measure FY26 Target\nSafety Total number of serious injuries, dangerous incidents, and high potential near misses occurred ≤ 2\nEmployee engagement score achieved – Operations ≥ 73%\nStaff\nEmployee engagement score achieved – Corporate ≥ 83%\nOn time pilotage services delivered ≥ 98%\nCruise bookings facilitated (terminal and vessel movement) ≥ 99%\nService Delivery Critical asset availability – Service & Compliance related (navaids) ≥ 98%\nCapex program delivered ≥ 80% of rolling forecast\nCritical IT systems available ≥ 99% uptime hours\nSecurity NIST controls compliance ≥ 99% compliance\nEBITDA $ achieved\nFinancial Cashflow from operations $ achieved ≥ 97.5% of budget\nReturns to Shareholders $ achieved\nCustomer & Stakeholder Corporate Reputation Index achieved (based on independent social research, Kantar or equivalent) ≥ 65 score", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Category Measure FY26 Target\nSafety Total number of serious injuries, dangerous incidents, and high potential near misses occurred ≤ 2\nEmployee engagement score achieved – Operations ≥ 73%\nStaff\nEmployee engagement score achieved – Corporate ≥ 83%\nOn time pilotage services delivered ≥ 98%\nCruise bookings facilitated (terminal and vessel movement) ≥ 99%\nService Delivery Critical asset availability – Service & Compliance related (navaids) ≥ 98%\nCapex program delivered ≥ 80% of rolling forecast\nCritical IT systems available ≥ 99% uptime hours\nSecurity NIST controls compliance ≥ 99% compliance\nEBITDA $ achieved\nFinancial Cashflow from operations $ achieved ≥ 97.5% of budget\nReturns to Shareholders $ achieved\nCustomer & Stakeholder Corporate Reputation Index achieved (based on independent social research, Kantar or equivalent) ≥ 65 score", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Port-20Authority-20of-20NSW-20Statement-20of-20Corporate-20Intent-202025-26.pdf (https://www.portauthoritynsw.com.au/sites/default/files/2025-12/Port%20Authority%20of%20NSW%20Statement%20of%20Corporate%20Intent%202025-26.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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Expand\nCollapse\nUpdate July 2024\nAs of 1 January 2024, Port Authority achieved full State-wide offsetting of all its ‘large site’ electricity consumption with renewable generation under the Power Purchase Agreement (PPA) via the purchase of equivalent electricity generated by renewable energy projects in the New England Renewable Energy Zone (REZ) and sourcing 100% renewable electricity for all ‘small sites’ through the State government electricity contract.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/strategies-index__01.html (https://www.portauthoritynsw.com.au/sustainability-and-heritage/sustainability/net-zero)", "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-067", "entity_name": "Port Authority of NSW", "folder_name": "Port-Authority-of-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": "Expand\nCollapse\nUpdate July 2024\nAs of 1 January 2024, Port Authority achieved full State-wide offsetting of all its ‘large site’ electricity consumption with renewable generation under the Power Purchase Agreement (PPA) via the purchase of equivalent electricity generated by renewable energy projects in the New England Renewable Energy Zone (REZ) and sourcing 100% renewable electricity for all ‘small sites’ through the State government electricity contract.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/strategies-index__01.html (https://www.portauthoritynsw.com.au/sustainability-and-heritage/sustainability/net-zero)", "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 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