{
  "entity_id": "O-000860",
  "folder": "Tourism-Australia",
  "name": "Tourism Australia",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Foreign Affairs and Trade",
  "website": "http://www.tourism.australia.com",
  "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": true,
    "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": 0,
    "n_kpi_results": 0,
    "n_outcomes": 0,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "medium",
    "summary": "",
    "official_site_url": "http://www.tourism.australia.com",
    "source_documents": [
      {
        "type": "strategie",
        "title": "WGEA Employer Statement",
        "url": "https://www.tourism.australia.com/content/dam/digital/corporate/documents/wgea-employer-statement-2025.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Download our Board Charter",
        "url": "http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Australian Indigenous place-based guide Learn about key Australian destinations through the lens of Indigenous history, storytelling and experiences of the worl",
        "url": "http://www.tourism.australia.com/content/dam/digital/corporate/documents/australian-indigenous-place-based-guide.pdf",
        "period": null,
        "confidence": "medium"
      }
    ],
    "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": "",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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 3]\nTourism Australia also regularly reviews its policies and Continuing Annual Benchmarking\nprocedures and has made changes in recent years to support Annual benchmarking activities around staff renumeration\ngender equality by ensuring that: will continue but with additional focus on diversity.\n• Superannuation is paid for all employees on parental Enhancements to Parental Leave Communications\nleave including unpaid parental leave (since 2021) A focus on further enhancing communications with staff on\nparental leave practices, to provide clarity and encourage\n• Employees on parental leave have the opportunity more people, including men, to take parental leave.\nfor salary reviews and increases\nEmployee Training Programs\n• Policies are continuously updated to prevent sex-based Expand employee training programs to ensure all staff",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/wgea-employer-statement-2025.pdf (https://www.tourism.australia.com/content/dam/digital/corporate/documents/wgea-employer-statement-2025.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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 3]\nTourism Australia also regularly reviews its policies and Continuing Annual Benchmarking\nprocedures and has made changes in recent years to support Annual benchmarking activities around staff renumeration\ngender equality by ensuring that: will continue but with additional focus on diversity.\n• Superannuation is paid for all employees on parental Enhancements to Parental Leave Communications\nleave including unpaid parental leave (since 2021) A focus on further enhancing communications with staff on\nparental leave practices, to provide clarity and encourage\n• Employees on parental leave have the opportunity more people, including men, to take parental leave.\nfor salary reviews and increases\nEmployee Training Programs\n• Policies are continuously updated to prevent sex-based Expand employee training programs to ensure all staff",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/wgea-employer-statement-2025.pdf (https://www.tourism.australia.com/content/dam/digital/corporate/documents/wgea-employer-statement-2025.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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 3]\n• Ensuring that the performance of Tourism Australia’s functions and the exercise of Tourism Australia’s\npowers are consistent with, and designed to give effect to, the current Corporate Plan and the current\nAnnual Operational Plan;\n• Appointing and monitoring the performance of the Managing Director;\n• Reviewing the performance of Executive Management;\n• Ensuring good corporate governance, including effective risk management, legal compliance,\nstrategic direction and appropriate organisational structure of Tourism Australia;\n• Ensuring that a Corporate Plan and Annual Operational Plan for Tourism Australia are prepared and\nprovided to the Minister;\n• Ensuring that budget estimates are prepared;\n• Ensuring that records are kept which measure and assess Tourism Australia’s performance;\n• Ensuring that an annual performance statement is prepared;",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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 3]\n• Ensuring that the performance of Tourism Australia’s functions and the exercise of Tourism Australia’s\npowers are consistent with, and designed to give effect to, the current Corporate Plan and the current\nAnnual Operational Plan;\n• Appointing and monitoring the performance of the Managing Director;\n• Reviewing the performance of Executive Management;\n• Ensuring good corporate governance, including effective risk management, legal compliance,\nstrategic direction and appropriate organisational structure of Tourism Australia;\n• Ensuring that a Corporate Plan and Annual Operational Plan for Tourism Australia are prepared and\nprovided to the Minister;\n• Ensuring that budget estimates are prepared;\n• Ensuring that records are kept which measure and assess Tourism Australia’s performance;\n• Ensuring that an annual performance statement is prepared;",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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": "BOARD MEMBERS’ RESPONSIBILITIES\n5.1 Board Members’ Code of Conduct\n5.2 Confidentiality\n5.3 Disclosure of Interests\n5.4 Restrictions on Voting\n5.5 Access to Independent Advice\n5.6 Cost of Independent Advice\n6.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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": "BOARD MEMBERS’ RESPONSIBILITIES\n5.1 Board Members’ Code of Conduct\n5.2 Confidentiality\n5.3 Disclosure of Interests\n5.4 Restrictions on Voting\n5.5 Access to Independent Advice\n5.6 Cost of Independent Advice\n6.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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": "3.2 Board Duties (Public Governance, Performance and Accountability Act sections 15-19, 25-29)\n3.2.1 The Board must comply with the duties as set out in sections 15-19 and 25-29 of the Public Governance,\nPerformance and Accountability Act including a duty to:\n• Govern Tourism Australia so as to oversee the proper use and management of public resources,\npromote the achievement of Tourism Australia’s purposes and ensure the financial sustainability of\nTourism Australia;\n• Establish and maintain systems relating to risk management and controls;\n• Encourage cooperation with others to achieve common objectives;\n• Consider the risks and effects of imposing requirements on others in relation to the use or\nmanagement of public resources;\n• Keep the responsible Minister and Finance Minister informed;\n• Exercise care and diligence;\n• Act in good faith and for a proper purpose; and",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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": "3.2 Board Duties (Public Governance, Performance and Accountability Act sections 15-19, 25-29)\n3.2.1 The Board must comply with the duties as set out in sections 15-19 and 25-29 of the Public Governance,\nPerformance and Accountability Act including a duty to:\n• Govern Tourism Australia so as to oversee the proper use and management of public resources,\npromote the achievement of Tourism Australia’s purposes and ensure the financial sustainability of\nTourism Australia;\n• Establish and maintain systems relating to risk management and controls;\n• Encourage cooperation with others to achieve common objectives;\n• Consider the risks and effects of imposing requirements on others in relation to the use or\nmanagement of public resources;\n• Keep the responsible Minister and Finance Minister informed;\n• Exercise care and diligence;\n• Act in good faith and for a proper purpose; and",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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": "3.5 Ministerial Approval and Reporting Requirements (Tourism Australia Act section 59)\n3.5.1 The Tourism Australia Act states that the Board must not, without the written approval of the Minister, enter\ninto:\n• A contract under which Tourism Australia is to pay or receive an amount exceeding A$3,000,000; or\n• A lease of property for a period of 10 years or more.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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": "3.5 Ministerial Approval and Reporting Requirements (Tourism Australia Act section 59)\n3.5.1 The Tourism Australia Act states that the Board must not, without the written approval of the Minister, enter\ninto:\n• A contract under which Tourism Australia is to pay or receive an amount exceeding A$3,000,000; or\n• A lease of property for a period of 10 years or more.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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 Board’s\nresponsibilities include:\n• Setting Tourism Australia’s strategic direction, including setting its vision, approving strategies and\ntargets and establishing policies;\n• Accountability for monitoring Tourism Australia’s business;\n• Communicating with the Minister;\n• Complying with general government policy as directed by the Minister and according to Tourism\nAustralia’s obligations as a corporate Commonwealth entity under the Public Governance, Performance\nand Accountability Act;\n• Establishing, determining, upholding and promoting the Tourism Australia values and the Tourism\nAustralia Code of Conduct;\nDocument Name: Board Charter\nDocument Owner: Tourism Australia Board of Directors Page 2 of 8\nApproved by the Board 6 June 2024",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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": "O-000860",
      "entity_name": "Tourism Australia",
      "folder_name": "Tourism-Australia",
      "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 Board’s\nresponsibilities include:\n• Setting Tourism Australia’s strategic direction, including setting its vision, approving strategies and\ntargets and establishing policies;\n• Accountability for monitoring Tourism Australia’s business;\n• Communicating with the Minister;\n• Complying with general government policy as directed by the Minister and according to Tourism\nAustralia’s obligations as a corporate Commonwealth entity under the Public Governance, Performance\nand Accountability Act;\n• Establishing, determining, upholding and promoting the Tourism Australia values and the Tourism\nAustralia Code of Conduct;\nDocument Name: Board Charter\nDocument Owner: Tourism Australia Board of Directors Page 2 of 8\nApproved by the Board 6 June 2024",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/tourism-australia-board-charter.pdf (http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.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"
      ]
    }
  ],
  "legislation_administered": [],
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      "category": "strategies",
      "year": "2025",
      "url": "https://www.tourism.australia.com/content/dam/digital/corporate/documents/wgea-employer-statement-2025.pdf",
      "file": "strategies/wgea-employer-statement-2025.pdf",
      "bytes": 131317,
      "link_text": "WGEA Employer Statement"
    },
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      "category": "strategies",
      "year": null,
      "url": "http://www.tourism.australia.com/content/dam/digital/corporate/documents/tourism-australia-board-charter.pdf",
      "file": "strategies/tourism-australia-board-charter.pdf",
      "bytes": 187677,
      "link_text": "Download our Board Charter"
    },
    {
      "category": "strategies",
      "year": null,
      "url": "http://www.tourism.australia.com/content/dam/digital/corporate/documents/australian-indigenous-place-based-guide.pdf",
      "file": "strategies/australian-indigenous-place-based-guide.pdf",
      "bytes": 5847611,
      "link_text": "Australian Indigenous place-based guide Learn about key Australian destinations through the lens of Indigenous history, storytelling and experiences of the worl"
    }
  ],
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        "file": "strategies\\wgea-employer-statement-2025.txt",
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