{ "entity_id": "S-VIC-062", "folder": "State-Revenue-Office", "name": "State Revenue Office", "type": "Statutory Authority", "jurisdiction": "VIC", "portfolio": "Treasurer", "website": "https://www.sro.vic.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": 3, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Government data should be open and transparent where possible. The SRO is committed to delivering the benefits of open data by proactively making its data freely available to the public where appropriate, having regard to its legislative and administrative obligations.", "official_site_url": "https://www.sro.vic.gov.au/", "source_documents": [ { "type": "strategie", "title": "Download SRO Strategic Plan 2023 - 2027.pdf / 1.13 MB", "url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.pdf", "period": "2020", "confidence": "medium" }, { "type": "strategie", "title": "Download Open data strategy 2024–27.pdf / 441.6 KB", "url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Download Compliance Strategy 2023–27.pdf / 441.6 KB", "url": "https://www.sro.vic.gov.au/sites/default/files/2025-08/Compliance%20Strategy%202023-2027.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "Government data should be open and transparent where possible. The SRO is committed to delivering the benefits of open data by proactively making its data freely available to the public where appropriate, having regard to its legislative and administrative obligations.", "source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "source_page": 4, "source_deep_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf#page=4" }, "vision": null, "strategic_priorities": [ { "title": "Raise the Open Data profile within SRO and community", "description": "Raise the Open Data profile within SRO and community", "source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "source_page": 9, "source_deep_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf#page=9" }, { "title": "Promote transparency of the Open Data program", "description": "Promote transparency of the Open Data program", "source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "source_page": 9, "source_deep_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf#page=9" }, { "title": "Embed identification and release of datasets in SRO processes", "description": "Embed identification and release of datasets in SRO processes", "source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "source_page": 9, "source_deep_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf#page=9" }, { "title": "Improve the quality and timeliness of data released", "description": "Improve the quality and timeliness of data released", "source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "source_page": 9, "source_deep_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf#page=9" } ], "values": [], "outcomes": [ { "name": "Outcome 1: Open Data Program", "description": "The SRO is committed to the Open Data Strategy and has developed goals and strategies to achieve this outcome. Since 2020 the SRO has identified and released 90 datasets to DataVic. The released datasets are updated annually.", "activities": [ "review its information assets to identify datasets that are appropriate for publication", "appoint asset custodians to the identified information assets" ], "source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "source_page": 9, "source_deep_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf#page=9" } ], "performance_measures": [ { "code": "KPI01", "measure": "Number of datasets published", "target": "100", "latest_result": "90", "status": "Achieved", "target_source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null }, { "code": "KPI02", "measure": "Percentage of datasets published under Creative Commons Attribution 4.0 licence", "target": "100%", "latest_result": "100%", "status": "Achieved", "target_source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null }, { "code": "KPI03", "measure": "Timely response to data publication requests", "target": "90%", "latest_result": "90%", "status": "Achieved", "target_source_url": "https://www.sro.vic.gov.au/sites/default/files/SRO%20Open%20Data%20Strategy_2024-2027.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Government data should be open and transparent where possible. The SRO is committed to delivering the benefits of open data by proactively making its data freely available to the p", "Raise the Open Data profile within SRO and community", "Promote transparency of the Open Data program", "Embed identification and release of datasets in SRO processes", "Improve the quality and timeliness of data released" ], "watch_terms": [ "Number of datasets published", "Percentage of datasets published under Creative Commons Attribution 4.0 licence", "Timely response to data publication requests" ], "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": "Government data should be open and transparent where possible. The SRO is committed to delivering the benefits of open data by proactively making its data freely available to the public where appropriate, having regard to its legislative and administrative obligations.", "purposes_source_page": 4, "how_we_deliver": "The SRO’s Information Management Governance Committee (IMGC) will be responsible for implementing and administering the Strategy. The IMGC will be responsible for: providing leadership and fostering an organisational culture that supports open data, building organisational capability in identifying, developing, releasing and managing datasets, monitoring and reporting the SRO’s progress towards reaching goals in the Strategy, determining whether to publish datasets recommended for publication by asset custodians, and maintaining the Strategy.", "how_we_deliver_source_page": 7, "government_priorities": [ { "text": "Raise the Open Data profile within SRO and community", "source_page": 9 }, { "text": "Promote transparency of the Open Data program", "source_page": 9 }, { "text": "Embed identification and release of datasets in SRO processes", "source_page": 9 }, { "text": "Improve the quality and timeliness of data released", "source_page": 9 } ], "outcomes": [ { "name": "Outcome 1: Open Data Program", "description": "The SRO is committed to the Open Data Strategy and has developed goals and strategies to achieve this outcome. Since 2020 the SRO has identified and released 90 datasets to DataVic. The released datasets are updated annually.", "key_activities": [ "review its information assets to identify datasets that are appropriate for publication", "appoint asset custodians to the identified information assets" ], "source_page": 9 } ], "values": [], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "KPI01", "measure": "Number of datasets published", "target": "100", "source_page": null }, { "code": "KPI02", "measure": "Percentage of datasets published under Creative Commons Attribution 4.0 licence", "target": "100%", "source_page": null }, { "code": "KPI03", "measure": "Timely response to data publication requests", "target": "90%", "source_page": null } ], "kpi_results_2024_25": [ { "code": "KPI01", "measure": "Number of datasets published", "result": "90", "status": "Achieved", "source_page": null }, { "code": "KPI02", "measure": "Percentage of datasets published under Creative Commons Attribution 4.0 licence", "result": "100%", "status": "Achieved", "source_page": null }, { "code": "KPI03", "measure": "Timely response to data publication requests", "result": "90%", "status": "Achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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 8]\nPAGE 11\nS TR ATEGIC GOA L 4 — MO DERNISE\nTECHNOLO GY\nPROVIDE MODERN KEY OUTCOME\nTECHNOLOGY SERVICES BY:\nThe SRO has a comprehensive, modern and\nefficient revenue management system\n• Implementing our technology strategic plan\nin line with the whole of government digital\nstrategy EXPECTED OUTCOMES\n• Modernising and re-platforming our revenue\n• SRO data quality has improved, evidenced by\nmanagement system\nmeasurable improvements in efficiency and\n• Maximising value and enhancing decision\neffectiveness across the SRO\nmaking through improved data quality\n• Systems availability, performance and security\n• Ensuring systems availability, performance and\nmeets targets\nsecurity meets targets\n• Business decisions are supported by real-time\n• Developing and implementing real-time\nreporting and analytical tools that are broadly\nbusiness reporting tools and enhanced analytics\naccessible", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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 8]\nPAGE 11\nS TR ATEGIC GOA L 4 — MO DERNISE\nTECHNOLO GY\nPROVIDE MODERN KEY OUTCOME\nTECHNOLOGY SERVICES BY:\nThe SRO has a comprehensive, modern and\nefficient revenue management system\n• Implementing our technology strategic plan\nin line with the whole of government digital\nstrategy EXPECTED OUTCOMES\n• Modernising and re-platforming our revenue\n• SRO data quality has improved, evidenced by\nmanagement system\nmeasurable improvements in efficiency and\n• Maximising value and enhancing decision\neffectiveness across the SRO\nmaking through improved data quality\n• Systems availability, performance and security\n• Ensuring systems availability, performance and\nmeets targets\nsecurity meets targets\n• Business decisions are supported by real-time\n• Developing and implementing real-time\nreporting and analytical tools that are broadly\nbusiness reporting tools and enhanced analytics\naccessible", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "[pages 7,8,9,10,11]\ntomers to conduct\nimprove our customer interface through smarter\ncommon transactions decreases\ntechnology\n• Feedback from taxpayers and their\n• Using Customer Experience (CX) practices\nrepresentatives indicates they can access\nto better understand our customers and\ninformation and transact in an easy manner\ntheir preferences, and using those insights to\n• New digital opportunities are identified,\ninform services, processes and communication\nimplemented and adopted by customers\nimprovements\n• Comprehensive and targeted customer\n• Putting human-centred and co-design principles\ninformation and education campaigns delivered\nat the forefront of digital and non-digital service\nin accordance with targets\ndesign\n• Continually seeking to resolve issues that\nnegatively impact the customer experience", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "[pages 7,8,9,10,11]\ntomers to conduct\nimprove our customer interface through smarter\ncommon transactions decreases\ntechnology\n• Feedback from taxpayers and their\n• Using Customer Experience (CX) practices\nrepresentatives indicates they can access\nto better understand our customers and\ninformation and transact in an easy manner\ntheir preferences, and using those insights to\n• New digital opportunities are identified,\ninform services, processes and communication\nimplemented and adopted by customers\nimprovements\n• Comprehensive and targeted customer\n• Putting human-centred and co-design principles\ninformation and education campaigns delivered\nat the forefront of digital and non-digital service\nin accordance with targets\ndesign\n• Continually seeking to resolve issues that\nnegatively impact the customer experience", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 9]\nPAGE 12\nS TR ATEGIC GOA L 5 — M A XIMISE\nCOMPLIA NCE\nMA XIMISE COMPLIANCE KEY OUTCOME\nWITH REVENUE MANAGEMENT\nVoluntary compliance is improved, and back-end\nL AWS BY: compliance revenue targets are met\n• Providing clear and concise communication\nEXPECTED OUTCOMES\nto customers, enabling them to meet their\nobligations • Increased voluntary compliance\n• Improving our understanding of the causes of • Optimised back-end compliance\nnon-compliance and identifying opportunities\n• Identification of further compliance audits\nto improve voluntary compliance\nthrough enhanced data-matching\n• Accessing new data sources and deploying\n• Debt targets are met or exceeded\nforensic analytical tools to target non-\n• Regular tax gap analyses are completed\ncompliance\n• Detecting, assessing and recovering unpaid\ntaxes\n• Adopting a ‘payment thinking’ focus throughout", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 9]\nPAGE 12\nS TR ATEGIC GOA L 5 — M A XIMISE\nCOMPLIA NCE\nMA XIMISE COMPLIANCE KEY OUTCOME\nWITH REVENUE MANAGEMENT\nVoluntary compliance is improved, and back-end\nL AWS BY: compliance revenue targets are met\n• Providing clear and concise communication\nEXPECTED OUTCOMES\nto customers, enabling them to meet their\nobligations • Increased voluntary compliance\n• Improving our understanding of the causes of • Optimised back-end compliance\nnon-compliance and identifying opportunities\n• Identification of further compliance audits\nto improve voluntary compliance\nthrough enhanced data-matching\n• Accessing new data sources and deploying\n• Debt targets are met or exceeded\nforensic analytical tools to target non-\n• Regular tax gap analyses are completed\ncompliance\n• Detecting, assessing and recovering unpaid\ntaxes\n• Adopting a ‘payment thinking’ focus throughout", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "Risk Management Framework aligned with the Victorian Government Risk Management Framework and AS/NZS ISO 31000:2009 standard.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "pages/strategies-index__09.html (https://www.sro.vic.gov.au/about-us/our-organisation/strategies-and-policies/cyber-security)", "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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "Risk Management Framework aligned with the Victorian Government Risk Management Framework and AS/NZS ISO 31000:2009 standard.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "pages/strategies-index__09.html (https://www.sro.vic.gov.au/about-us/our-organisation/strategies-and-policies/cyber-security)", "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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "[Page 5]\nPAGE 4\nS TR ATEGIC GOA L 1 — FA IR A ND EFFICIENT\nRE VENUE M A N AGEMENT\nDELIVER FAIR AND EFFICIENT KEY OUTCOME\nREVENUE MANAGEMENT\nRevenue management services are delivered\nSERVICES BY: to meet government expectations and KPIs are\nachieved\n• Achieving key performance indicators (KPIs)\n• Providing high-quality advice to government EXPECTED OUTCOMES\nand the Department of Treasury and Finance\n(DTF) • Revenue is collected in line with forecasts\n• Meeting government requirements as stated in • Government and DTF are satisfied with the\nthe Ministerial Statement of Expectations SRO’s performance\n• Implementing new initiatives efficiently and • Ministerial Statement of Expectations targets\neffectively met\n• Providing effective dispute resolution and • New revenue management initiatives are\nprivate rulings processes successfully implemented", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "[Page 5]\nPAGE 4\nS TR ATEGIC GOA L 1 — FA IR A ND EFFICIENT\nRE VENUE M A N AGEMENT\nDELIVER FAIR AND EFFICIENT KEY OUTCOME\nREVENUE MANAGEMENT\nRevenue management services are delivered\nSERVICES BY: to meet government expectations and KPIs are\nachieved\n• Achieving key performance indicators (KPIs)\n• Providing high-quality advice to government EXPECTED OUTCOMES\nand the Department of Treasury and Finance\n(DTF) • Revenue is collected in line with forecasts\n• Meeting government requirements as stated in • Government and DTF are satisfied with the\nthe Ministerial Statement of Expectations SRO’s performance\n• Implementing new initiatives efficiently and • Ministerial Statement of Expectations targets\neffectively met\n• Providing effective dispute resolution and • New revenue management initiatives are\nprivate rulings processes successfully implemented", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/SRO-20Strategic-20Plan-202023-20--202027.pdf (https://www.sro.vic.gov.au/sites/default/files/SRO%20Strategic%20Plan%202023%20-%202027.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "Contracts signed on or after 1 July 2021 and before 1 July 2023\nThe Victorian Government temporarily increased the threshold to $1 million.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/priorities-index__16.html (https://www.sro.vic.gov.au/buying-property/land-transfer-stamp-duty/concessions-exemptions-and-waivers/plan-duty-concession-0/understanding-plan-duty-concession)", "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-VIC-062", "entity_name": "State Revenue Office", "folder_name": "State-Revenue-Office", "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": "Contracts signed on or after 1 July 2021 and before 1 July 2023\nThe Victorian Government temporarily increased the threshold to $1 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