{ "entity_id": "B-002680", "folder": "RDA-NSW-Central-Coast", "name": "RDA NSW Central Coast", "type": "Statutory Agreement Body", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.rdacc.org.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": 2, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "The Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities.", "official_site_url": "http://www.rdacc.org.au", "source_documents": [ { "type": "strategie", "title": "NSW Government's Central Coast & Lake Macquarie Regional Economic Development Strategy 2023 Update", "url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Central Coast Council's Long Term Economic Development Strategy", "url": "https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf", "period": null, "confidence": "medium" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [], "outcomes": [ { "name": "Tourism", "description": "The Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities.", "activities": [ "Accommodation and Food Services", "Arts and Recreation Services" ], "source_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true", "source_page": 28, "source_deep_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true#page=28" }, { "name": "Health care", "description": "Despite increasing demand for related services, future growth of the region's healthcare and social assistance sectors may be constrained by restricted local labour supply and housing supply challenges.", "activities": [ "Gosford Hospital", "Wyong Public Hospital", "Sub-acute care providers in Woy Woy and Belmont Hospital and Long Jetty Healthcare Centre", "Proximity to John Hunter Hospital Newcastle" ], "source_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true", "source_page": 29, "source_deep_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true#page=29" } ], "performance_measures": [ { "code": "", "measure": null, "target": null, "latest_result": null, "status": null, "target_source_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true", "target_source_page": null, "result_source_url": "", "result_source_page": null } ], "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": [ { "name": "Tourism", "description": "The Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities.", "key_activities": [ "Accommodation and Food Services", "Arts and Recreation Services" ], "source_page": 28 }, { "name": "Health care", "description": "Despite increasing demand for related services, future growth of the region's healthcare and social assistance sectors may be constrained by restricted local labour supply and housing supply challenges.", "key_activities": [ "Gosford Hospital", "Wyong Public Hospital", "Sub-acute care providers in Woy Woy and Belmont Hospital and Long Jetty Healthcare Centre", "Proximity to John Hunter Hospital Newcastle" ], "source_page": 29 } ], "values": [], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": null, "measure": null, "target": null, "source_page": null } ], "kpi_results_2024_25": [ { "code": null, "measure": null, "result": null, "status": null, "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "The supply of zoned and serviced employment land Measures to be reported on will include the\nrequires a partnership between the NSW Government percentage of development that is either infill or\nand Council, infrastructure providers and the greenfield, the timeframe and responsibility to\ndevelopment industry. complete each action, the number of years of zoned\nThe department will monitor the take up of and serviced land, the average travel time and mode\nemployment lands and work with agencies and of choice between and within the region, the amount\nCouncil through the urban development program to of land retained for areas of regional biodiversity\nmeet industry demand. value, auditing the performance of the regional plan\nincluding the number of low risk, no risk, or high risk\nThe status, supply and challenges to delivering\nplanning proposals.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "The supply of zoned and serviced employment land Measures to be reported on will include the\nrequires a partnership between the NSW Government percentage of development that is either infill or\nand Council, infrastructure providers and the greenfield, the timeframe and responsibility to\ndevelopment industry. complete each action, the number of years of zoned\nThe department will monitor the take up of and serviced land, the average travel time and mode\nemployment lands and work with agencies and of choice between and within the region, the amount\nCouncil through the urban development program to of land retained for areas of regional biodiversity\nmeet industry demand. value, auditing the performance of the regional plan\nincluding the number of low risk, no risk, or high risk\nThe status, supply and challenges to delivering\nplanning proposals.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "The attendees of\nplanning as circumstances change.\neach place delivery group will be depending on\nrequirements and issues Where agreed milestones or deliverables are not\nbeing met, the place delivery group can escalate\n• determine technical investigation requirements\nconcerns to the Planning Delivery Unit for resolution.\nand seek to remove the requirement for\nsubsequent public authority concurrences and The place-delivery group will be established to\nreferrals at rezoning stage resolve planning and infrastructure constraints for an\narea undergoing significant change.\n• track performance of place strategies and\nescalate to the department’s Planning Delivery\nUnit where there are risks to milestones or\nMinister for\ndelivering objectives of the regional plan\nPlanning and\n• endorse place strategies and infrastructure\nMinister for\ndelivery plans\nHomes", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "The attendees of\nplanning as circumstances change.\neach place delivery group will be depending on\nrequirements and issues Where agreed milestones or deliverables are not\nbeing met, the place delivery group can escalate\n• determine technical investigation requirements\nconcerns to the Planning Delivery Unit for resolution.\nand seek to remove the requirement for\nsubsequent public authority concurrences and The place-delivery group will be established to\nreferrals at rezoning stage resolve planning and infrastructure constraints for an\narea undergoing significant change.\n• track performance of place strategies and\nescalate to the department’s Planning Delivery\nUnit where there are risks to milestones or\nMinister for\ndelivering objectives of the regional plan\nPlanning and\n• endorse place strategies and infrastructure\nMinister for\ndelivery plans\nHomes", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "Place\nstrategies will also result in endorsed place strategies 1. regionally significant growth areas\nto support future planning proposals, adding\n2. areas nominated by Council and identified in\ncertainty and removing risk, while supporting planned\nits local strategic planning statement or local\ndevelopment and investment in high quality places.\nhousing strategy that have been endorsed by the\nPlace strategies will help provide certainty to department.\ncommunity on areas of significant change and identify\nThese areas of change are typically of a scale that\ncatalytic infrastructure to enable the cost-effective\nwill facilitate more than 2,000 dwellings, promote\ndelivery of new homes and jobs.\nsignificant investment, are of regional significance,\nDeveloped with community consultation, place contain multiple parcels of land or require complex", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "Place\nstrategies will also result in endorsed place strategies 1. regionally significant growth areas\nto support future planning proposals, adding\n2. areas nominated by Council and identified in\ncertainty and removing risk, while supporting planned\nits local strategic planning statement or local\ndevelopment and investment in high quality places.\nhousing strategy that have been endorsed by the\nPlace strategies will help provide certainty to department.\ncommunity on areas of significant change and identify\nThese areas of change are typically of a scale that\ncatalytic infrastructure to enable the cost-effective\nwill facilitate more than 2,000 dwellings, promote\ndelivery of new homes and jobs.\nsignificant investment, are of regional significance,\nDeveloped with community consultation, place contain multiple parcels of land or require complex", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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 DIMENSION\nEconomic & Community\nProgress\nOBJECTIVES\nPERFORMANCE DIMENSION\nBuild a stronger Central Coast\nProgram & Project Impacts economy which generates and\nshares prosperity, now and into the\nfuture (see Page 22 for full list of\nOBJECTIVES objectives)\n> Improve community and\ncustomer satisfaction with MEASUREMENT\neconomic development\nprograms/projects Economic, social and\nenvironmental KPIs (see Page 22)\n> Increase innovation and\nentrepreneurial activity\n> Build economic, business and\ninnovation skills and capabilities\n> Enhance the Central Coast’s\nprofile as a destination for\nvisitors, business, investment\nand innovation\nMEASUREMENT\n> Feedback and indicators from\ncustomer surveys and interviews\n> Quantity and type of innovation\nactivity\n> Level, type and distribution of\nkey skills/capabilities\n> Perceptions of the Central\nCoast’s economy", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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 DIMENSION\nEconomic & Community\nProgress\nOBJECTIVES\nPERFORMANCE DIMENSION\nBuild a stronger Central Coast\nProgram & Project Impacts economy which generates and\nshares prosperity, now and into the\nfuture (see Page 22 for full list of\nOBJECTIVES objectives)\n> Improve community and\ncustomer satisfaction with MEASUREMENT\neconomic development\nprograms/projects Economic, social and\nenvironmental KPIs (see Page 22)\n> Increase innovation and\nentrepreneurial activity\n> Build economic, business and\ninnovation skills and capabilities\n> Enhance the Central Coast’s\nprofile as a destination for\nvisitors, business, investment\nand innovation\nMEASUREMENT\n> Feedback and indicators from\ncustomer surveys and interviews\n> Quantity and type of innovation\nactivity\n> Level, type and distribution of\nkey skills/capabilities\n> Perceptions of the Central\nCoast’s economy", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "Vulnerabilities\n• A growing population (see page 19) and the additional demand for health services that this brings presents\nchallenges for the region͛s health system, particularly given the demographic mix skewing toward an older age\ngroup, which requires specialised aged care services and infrastructure.\n• A shortage of skilled workers (see page 21) also acts as a constraint for the sector.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)", "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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "Vulnerabilities\n• A growing population (see page 19) and the additional demand for health services that this brings presents\nchallenges for the region͛s health system, particularly given the demographic mix skewing toward an older age\ngroup, which requires specialised aged care services and infrastructure.\n• A shortage of skilled workers (see page 21) also acts as a constraint for the sector.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)", "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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "This brings\nPatterns\n26,800 residents while Sydney declined by 5,200.[9] with it both challenges in\nmeeting infrastructure and\nFuture changes and investment will likely further increase\nservice delivery demands,\ninternal migration to the region, given the potential for\nand opportunities to grow\nmajor transport investment which may reduce commute\nand diversify the region͛s\ntimes, as well as regulatory and policy changes associated\neconomy.\nwith the adoption of the Greater Cities Commission (GCC)\nSix Cities region incorporating the Central Coast City,\nalongside the Lower Hunter and Greater Newcastle City.[10]\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 13", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)", "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": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "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": "This brings\nPatterns\n26,800 residents while Sydney declined by 5,200.[9] with it both challenges in\nmeeting infrastructure and\nFuture changes and investment will likely further increase\nservice delivery demands,\ninternal migration to the region, given the potential for\nand opportunities to grow\nmajor transport investment which may reduce commute\nand diversify the region͛s\ntimes, as well as regulatory and policy changes associated\neconomy.\nwith the adoption of the Greater Cities Commission (GCC)\nSix Cities region incorporating the Central Coast City,\nalongside the Lower Hunter and Greater Newcastle City.[10]\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 13", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)", "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" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", "year": "2023", "url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true", "file": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf", "bytes": 5914235, "link_text": "NSW Government's Central Coast & Lake Macquarie Regional Economic Development Strategy 2023 Update" }, { "category": "strategies", "year": null, "url": "https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf", "file": "strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf", "bytes": 1604701, "link_text": "Central Coast Council's Long Term Economic Development Strategy" }, { "category": "other-pdfs", "year": "2023", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf", "file": "other-pdfs/central-coast-regional-plan-2041.pdf", "bytes": 12116093, "link_text": "NSW Government's Central Coast Regional Plan 2041" }, { "category": "other-pdfs", "year": "2022", "url": "https://www.future.transport.nsw.gov.au/sites/default/files/2022-12/central_coast_regional_transport_plan_2041.pdf", "file": "other-pdfs/central_coast_regional_transport_plan_2041.pdf", "bytes": 139562, "link_text": "NSW Government's Draft Central Coast Regional Transport Plan" }, { "category": "other-pdfs", "year": "2024", "url": "https://www.rdacc.org.au/_files/ugd/9cc694_9d013788c80c44ec9c16d6e2847fa83b.pdf", "file": "other-pdfs/9cc694_9d013788c80c44ec9c16d6e2847fa83b.pdf", "bytes": 5154557, "link_text": "Pacific Link Housing's The State of Affordable Housing on the central Coast 2024" }, { "category": "other-pdfs", "year": null, "url": "https://www.rdacc.org.au/_files/ugd/9cc694_a6cce68828154abf9b901037821b08ed.pdf", "file": "other-pdfs/9cc694_a6cce68828154abf9b901037821b08ed.pdf", "bytes": 6017745, "link_text": "Business NSW's Central Coast Residential Development Guide" } ], "_meta": { "snapshot_built_at": "2026-05-14T02:13:37+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "RDA-NSW-Central-Coast", "annual_report": { "file": null, "url": "", "year": null }, "corporate_plan": { "file": "strategies\\Central-Coast-and-Lake-Macquarie-REDS-2023-Update.txt", "url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true", "year": "Central-Coast-and-Lake-Macquarie-REDS-2023-Update" }, "usage": { "input_tokens": 11371, "output_tokens": 415, "total_tokens": 11786, "model": "nova-micro" }, "cost_usd": 0.000456085, "elapsed_seconds": 15.59, "generated_at": "2026-05-13T05:18:45+00:00" }, "ideas_manifest": { "entity_id": "B-002680", "entity_name": "RDA NSW Central Coast", "folder_name": "RDA-NSW-Central-Coast", "generated_at": "2026-05-09T23:05:46.418200+00:00", "idea_count": 12, "markdown": "ideas/RDA-NSW-Central-Coast_ideas.md", "jsonl": "ideas/ideas.jsonl", "inputs": [ "RDA-NSW-Central-Coast_strategy-overview.md", "strategy-evidence.json", "global-intelligence/source-manifest.json" ] }, "global_intel_meta": null } }