{ "entity_id": "S-TAS-007", "folder": "Department-of-State-Growth", "name": "Department of State Growth", "type": "State Department", "jurisdiction": "TAS", "portfolio": "State Growth", "website": "https://www.stategrowth.tas.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "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_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 20, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "official_site_url": "https://www.stategrowth.tas.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "Corporate Plan 2019-2022 - Final (PDF 648.0 KB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "period": "2060", "confidence": "high" }, { "type": "strategie", "title": "Cultural and Creative Industries Strategy", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Strategy (PDF 3.9 MB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Strategic Growth Plan (PDF 1.3 MB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0006/525633/Strategic_Growth_Plan_Final_As_Printed.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Renewable Energy Action Plan (PDF 483.1 KB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "CCIRS Implementation Plan Updated December 2023", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Burnie to Hobart Freight Corridor Strategy", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/164323/Burnie_to_Hobart_Freight_Corridor_Strategy.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Burnie to Hobart Freight Corridor Strategy Consultancy Reports", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Rail Access Framework Policy", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/173242/Tasmanian_Rail_Access_Framework_Policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Stage 1 Action Plan (PDF 157.1 KB)", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0005/526334/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Trade Action Plan 2024-25", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/525960/Tasmanian_Trade_Action_Plan_2024-25.pdf", "period": "2024-25", "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Trade Action Plan 2023-24", "url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/460585/Tasmanian_Trade_Action_Plan_2023-24.pdf", "period": "2023-24", "confidence": "medium" } ], "purpose": { "text": "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 5, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5" }, "vision": null, "strategic_priorities": [ { "title": "Work with Tasmanian businesses and industry to support strategic growth and job creation", "description": "Work with Tasmanian businesses and industry to support strategic growth and job creation", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 7, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7" }, { "title": "Grow and support Tasmania’s visitor economy", "description": "Grow and support Tasmania’s visitor economy", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "title": "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "description": "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "title": "Strategically develop our infrastructure and transport systems to support industry and business growth, and our communit", "description": "Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" }, { "title": "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "description": "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" } ], "values": [ { "name": "Teamwork", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null }, { "name": "Respect", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": null } ], "outcomes": [ { "name": "Objective 1: Work with Tasmanian businesses and industry to support strategic growth and job creation", "description": "This will include spreading growth opportunities across our regions by supporting the creation of new, and encouraging the growth of existing businesses, investment and opportunities, by: facilitating new opportunities and encouraging innovation and the use of technology; attracting new businesses to the State and retaining and increasing investment in Tasmania; delivering targeted programs and information services, particularly for small businesses; developing and implementing targeted action plans and strategies to drive growth in key sectors; actively working to explore options to best manage and use our forestry and mineral resources and land; engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce; encouraging innovation and supporting growth in the advanced manufacturing and defence industries; supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy.", "activities": [ "facilitating new opportunities and encouraging innovation and the use of technology", "attracting new businesses to the State and retaining and increasing investment in Tasmania", "delivering targeted programs and information services, particularly for small businesses", "developing and implementing targeted action plans and strategies to drive growth in key sectors", "actively working to explore options to best manage and use our forestry and mineral resources and land", "engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce", "encouraging innovation and supporting growth in the advanced manufacturing and defence industries", "supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 7, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7" }, { "name": "Objective 2: Grow and support Tasmania’s visitor economy", "description": "This will include working alongside industry associations and our tourism and hospitality businesses to: encourage and support investment in quality visitor infrastructure and services; build capability, capacity and career opportunities in the industry and its workforce; develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions; support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow; promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories.", "activities": [ "encourage and support investment in quality visitor infrastructure and services", "build capability, capacity and career opportunities in the industry and its workforce", "develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions", "support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow", "promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "name": "Objective 3: Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "description": "We will continue to drive growth that complements our brand through strategic land use, maintaining and growing our liveability, supporting the promotion and celebration of our regions, and nurturing our welcoming and supportive community. This will include: being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas; promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation; delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand; promoting and growing business-related events hosted in Tasmania; working with Brand Tasmania to promote the State’s strengths, brand and opportunities; working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals.", "activities": [ "being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas", "promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation", "delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand", "promoting and growing business-related events hosted in Tasmania", "working with Brand Tasmania to promote the State’s strengths, brand and opportunities", "working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 8, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8" }, { "name": "Objective 4: Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "description": "This will include: managing the State Road Network as part of an integrated transport system to serve the community; providing access to the transport system, enabling access to employment, education, services and social participation; reviewing and managing our policy and regulatory programs in accordance with best practice principles; working to prevent crashes that result in death or serious injury; harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation.", "activities": [ "managing the State Road Network as part of an integrated transport system to serve the community", "providing access to the transport system, enabling access to employment, education, services and social participation", "reviewing and managing our policy and regulatory programs in accordance with best practice principles", "working to prevent crashes that result in death or serious injury", "harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" }, { "name": "Objective 5: Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "description": "This will include: ensuring that the health and safety of our people is paramount in all that we do; living by our shared values to build on our strengths as a department and improve the way we work together; investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels; promoting and fostering collaboration and communication within the department and across Government, at all levels; building an inclusive workplace that promotes and supports a diverse workforce; strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management; through responsible and careful financial management, supporting the delivery of priorities and programs; seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture.", "activities": [ "ensuring that the health and safety of our people is paramount in all that we do", "living by our shared values to build on our strengths as a department and improve the way we work together", "investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels", "promoting and fostering collaboration and communication within the department and across Government, at all levels", "building an inclusive workplace that promotes and supports a diverse workforce", "strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management", "through responsible and careful financial management, supporting the delivery of priorities and programs", "seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture" ], "source_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF", "source_page": 9, "source_deep_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9" } ], "performance_measures": [], "document_alignment_terms": { "must_support": [ "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "Work with Tasmanian businesses and industry to support strategic growth and job creation", "Grow and support Tasmania’s visitor economy", "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture" ], "watch_terms": [], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of State Growth — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2019-2022\n**Corporate Plan**: [2019-2022](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF)\n\n## Our purpose / purposes\n\n> To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5) [[CP p.5](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5)]\n\n## How we deliver\n\n> We will do this guided by the following principles: Client-centric Innovative and creative; Collaborative and coordinated; Adaptable and agile; Efficient; Values based; Diverse and supportive; Results driven. [CP p.5](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5) [[CP p.5](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=5)]\n\n## Government priorities for this department\n\n- Work with Tasmanian businesses and industry to support strategic growth and job creation [[CP p.7](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7)]\n- Grow and support Tasmania’s visitor economy [[CP p.8](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)]\n- Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family [[CP p.8](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)]\n- Strategically develop our infrastructure and transport systems to support industry and business growth, and our community [[CP p.9](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)]\n- Build organisational capacity by working collaboratively and developing our people, safety, systems and culture [[CP p.9](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)]\n\n## Outcomes\n\n### Objective 1: Work with Tasmanian businesses and industry to support strategic growth and job creation\nThis will include spreading growth opportunities across our regions by supporting the creation of new, and encouraging the growth of existing businesses, investment and opportunities, by: facilitating new opportunities and encouraging innovation and the use of technology; attracting new businesses to the State and retaining and increasing investment in Tasmania; delivering targeted programs and information services, particularly for small businesses; developing and implementing targeted action plans and strategies to drive growth in key sectors; actively working to explore options to best manage and use our forestry and mineral resources and land; engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce; encouraging innovation and supporting growth in the advanced manufacturing and defence industries; supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy. [[CP p.7](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=7)]\n\n**Key activities:**\n- facilitating new opportunities and encouraging innovation and the use of technology\n- attracting new businesses to the State and retaining and increasing investment in Tasmania\n- delivering targeted programs and information services, particularly for small businesses\n- developing and implementing targeted action plans and strategies to drive growth in key sectors\n- actively working to explore options to best manage and use our forestry and mineral resources and land\n- engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce\n- encouraging innovation and supporting growth in the advanced manufacturing and defence industries\n- supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy\n\n### Objective 2: Grow and support Tasmania’s visitor economy\nThis will include working alongside industry associations and our tourism and hospitality businesses to: encourage and support investment in quality visitor infrastructure and services; build capability, capacity and career opportunities in the industry and its workforce; develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions; support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow; promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories. [[CP p.8](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)]\n\n**Key activities:**\n- encourage and support investment in quality visitor infrastructure and services\n- build capability, capacity and career opportunities in the industry and its workforce\n- develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions\n- support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow\n- promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories\n\n### Objective 3: Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family\nWe will continue to drive growth that complements our brand through strategic land use, maintaining and growing our liveability, supporting the promotion and celebration of our regions, and nurturing our welcoming and supportive community. This will include: being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas; promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation; delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand; promoting and growing business-related events hosted in Tasmania; working with Brand Tasmania to promote the State’s strengths, brand and opportunities; working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals. [[CP p.8](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=8)]\n\n**Key activities:**\n- being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas\n- promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation\n- delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand\n- promoting and growing business-related events hosted in Tasmania\n- working with Brand Tasmania to promote the State’s strengths, brand and opportunities\n- working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals\n\n### Objective 4: Strategically develop our infrastructure and transport systems to support industry and business growth, and our community\nThis will include: managing the State Road Network as part of an integrated transport system to serve the community; providing access to the transport system, enabling access to employment, education, services and social participation; reviewing and managing our policy and regulatory programs in accordance with best practice principles; working to prevent crashes that result in death or serious injury; harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation. [[CP p.9](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)]\n\n**Key activities:**\n- managing the State Road Network as part of an integrated transport system to serve the community\n- providing access to the transport system, enabling access to employment, education, services and social participation\n- reviewing and managing our policy and regulatory programs in accordance with best practice principles\n- working to prevent crashes that result in death or serious injury\n- harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation\n\n### Objective 5: Build organisational capacity by working collaboratively and developing our people, safety, systems and culture\nThis will include: ensuring that the health and safety of our people is paramount in all that we do; living by our shared values to build on our strengths as a department and improve the way we work together; investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels; promoting and fostering collaboration and communication within the department and across Government, at all levels; building an inclusive workplace that promotes and supports a diverse workforce; strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management; through responsible and careful financial management, supporting the delivery of priorities and programs; seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture. [[CP p.9](https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)(https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF#page=9)]\n\n**Key activities:**\n- ensuring that the health and safety of our people is paramount in all that we do\n- living by our shared values to build on our strengths as a department and improve the way we work together\n- investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels\n- promoting and fostering collaboration and communication within the department and across Government, at all levels\n- building an inclusive workplace that promotes and supports a diverse workforce\n- strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management\n- through responsible and careful financial management, supporting the delivery of priorities and programs\n- seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture\n\n## Values and principles\n\n_None_\n\n- Teamwork\n- Integrity\n- Respect\n- Excellence", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of State Growth - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:58:56.303633+00:00\n**Entity ID**: S-TAS-007\n**Entity type**: State Department\n**Jurisdiction**: TAS\n**Portfolio**: State Growth\n**Website**: https://www.stategrowth.tas.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 1 |\n| other-pdfs | 4 |\n| pages | 44 |\n| reviews | 3 |\n| strategies | 11 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 100]\nBurnie to Hobart\nFreight Corridor Strategy\nTASK 2: ROAD AND RAIL\nINFRASTRUCTURE\nCAPACITY & RESPONSES\nDepartment of State Growth, Tasmania\nREV DATE DETAILS\n0 Initial Draft For ACIL Allen review and comment\n1 Draft For State Growth comment\n2 Revised Draft Restructure in response to State Growth request\n3 Revised Draft Take in feedback and revise tonnage inputs\n4 Final Take in updates\nAUTHOR, REVIEWER AND APPROVER DETAILS\nDenis Leviny\nPrepared by: Date: 7/12/16 Signature:\nLachlan Piper\nReviewed by: Les Chandra Date: 7/12/16 Signature:\nApproved by: Rowan Dick Date: 7/12/16 Signature:\nWSP | Parsons Brinckerhoff\nLevel 15, 28 Freshwater Place\nSouthbank VIC 3006\nTel: +61 3 9861 1111\nFax: +61 3 9861 1144\nwww.wsp-pb.com\nFilename: Burnie-Hobart Infrastructure Responses Rev4b\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- Rather, it concludes that while\nthere is a strong foundation, Homes Tasmania requires greater clarity of purpose, a stronger strategic\ndirection, a more focused vision and role, and increased flexibility to achieve the outcomes originally\nenvisaged under our housing model.\n Source: `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/587476/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf)`\n- Table 7 .2 Assessment of options for addressing on-island energy balance\nNew Generation – New generation – TVPS running for five\nMeasure1\nWind Mixed Renewables months\nAvailability ‑ solutions that improve Tasmania’s resilience to shocks\nChange in energy supply (GWh)2 +700 +700 +700\nEnergy security rating Resilient Resilient Resilient\nOn‑island coverage Yes Yes Yes\nEnergy supply diversity Good Strong Good\nAffordability ‑ solutions that are low in expected system costs, are viable under a range of future price scenarios and\ndo not unfairly impact particular user groups\nNet cost (annualised, $ million) ‑12 ‑9 9\nImpact on wholesale electricity price\n‑1 .16 ‑0 .81 +0 .85\n($/MWh)\nImpact on wholesale electricity price (%) ‑ 1 .7 ‑ 1 .2 + 1 .2\nImpact on typical retail bills (%) ‑ 0 .5 ‑ 0 .3 + 0 .3\nSensitivity to uncontrollable market\nGood (once developed) Good (once developed) Susceptible\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [pages 69,70,71]\nmpact on land, water and air quality\nOn‑island/total carbon emissions\n‑51/‑413 ‑48/‑383 +244/‑245\n(000’ t CO ‑e pa)\n2\nRegulation – solutions that are consistent with energy policies and energy security objectives\nGovernment budget impact Favourable Mixed Unfavourable\nCompatibility with existing policy Compatible May require change Compatible\nNew regulation or legislation No No No\nEconomic development – solutions that support the sustainability of the Tasmanian economy\nSupport ongoing economic activity and\n  \nemployment\nIndirect support to confidence and\nh h ‑\ninvestment\nNotes:\n1 .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n\n### Role and Functions\n\n- 10 .2 Monitor and Assessor\n10 .2 .1 Key functions\nAs highlighted in section 10 .1, the Taskforce has prepared a functional specification to detail the activities\nthe Monitor and Assessor role could be expected to undertake .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- 59\n10 .1 Energy Security Risk Response Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60\n10 .2 Monitor and Assessor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60\n10 .2 .1 Key functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60\n10 .2 .2 Recommended entity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64\n10 .3 Energy Security Coordinator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64\n10 .3 .1 Key functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64\n10 .3 .2 Recommended entity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- 10 .3 Energy Security Coordinator\n10 .3 .1 Key functions\nAs per the Monitor and Assessor role, the Taskforce has prepared a functional specification to detail the\nactivities and requirements of the Energy Security Coordinator role .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- 10 .3 .2 Recommended entity\nBased on discussions with all stakeholders and consideration of the application of operational and\nlegislative frameworks, the Taskforce has assessed that the Director of Energy Planning (DEP) should\nundertake the role of Energy Security Coordinator, supported by the Department of State Growth (State\nGrowth), provided that the following necessary prerequisites are in place:\n• external technical and analytical capability is contracted on an ongoing basis, with TasNetworks\ncontracted to undertake this role in the first instance; and\n• the Energy Security Coordinator function is provided with an explicit State Growth budget allocation .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [Page 24]\nTable 1 .1 Priority actions and final Taskforce recommendations\nNo . in Interim\nRecommendations Report or Final\nReport4\nPriority Action 1: Define energy security and responsibilities\nThe following definition of energy security should be adopted for Tasmania: IR‑1\nEnergy security is the adequate, reliable and competitive supply of low carbon emissions energy across\nshort, medium and long-term timeframes that supports the efficient use of energy by Tasmanians for\ntheir economic and social activities.\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- 10 .5 Implementation principles\nBased on a number of key points of feedback provided to the Taskforce the following are recommended as\nkey principles to ensure a successful and effective new oversight framework:\n• the framework should be implemented as soon as practicable, with interim measures/directives in\nplace by 1 July 2017 where possible, and no later than the end of October 2017 to enable the first\nannual energy security assessment to be undertaken;\n• the framework must be fully resourced with dedicated allocations to ensure it is not subsumed within\npresent functions; and\n• whether through laws, rules and/or licence conditions, it is important that the Energy Security Risk\nResponse Framework is embedded as a sustainable operating model that will persist over years,\nif not decades, regardless of changes in board compositions, corporate strategies or government\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n\n### Strategic Priorities\n\n- Corporate Plan\nStrategic direction, priorities and objectives\nGroup / Division Business Plans\nStrategies to contribute to achievement of\nthe department’s objectives\nBranch / Team Plans\nCapture key activities to be undertaken\nthat contribute to the achievement of the\ndepartment’s and Group/Division strategies\nPersonal Performance and Learning\nPlans\nLink individual work programs to the\nachievement of departmental outcomes\nthrough specific activities and tasks\nDepartment of State Growth Corporate Plan 2019-2022 10\n Source: `corporate-plans/2019.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF)`\n- Very important 21%\nImportant 23%\nFairly important 19%\nof respondents reported earning less\nSlightly important 17%\nin 2019-2020\nNot important 17%\nIn terms of supporting Tasmania’s recovery, respondents 52%\nidentified creative and cultural industries as a priority\narea for support by the Tasmanian State Government\n(when asked to select up to five).\n Source: `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)`\n- [Page 8]\nPriority 1: Transforming Tasmania into a\nglobal renewable energy powerhouse\nKEY  By 2022 Tasmania will be 100 per cent self-sufficient in renewable\nTARGETS electricity generation.\n By 2040 we will double our renewable energy generation with a\ntarget of 200 per cent of our current needs.\n From 2030 Tasmania will be a producer and exporter of renewable\nhydrogen.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- [Page 27]\nAppendix A\nPriority 1: Transforming Tasmania into Priority 2: Making energy work for the Priority 3: Growing the economy and\na global renewable energy powerhouse Tasmanian community providing jobs\nTargets Targets Targets\n By 2022 Tasmania will be 100 per cent  Ensure regulated electricity prices  Grow Tasmania’s renewable energy\nself-sufficient in renewable electricity remain affordable with the target to ‘brand’ nationally and globally.\ngeneration. achieve the lowest regulated electricity\n Attract new load and energy intensive\nprices in the NEM by 2022.\n By 2040 we will double our renewable industries to Tasmania.\ngeneration with a target of 200 per cent of  Maintain and further strengthen\n Create thousands of new jobs and realise\nour current needs.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- The 2020-21 State Budget confirms our Government’s strong support for our cultural and creative industries by providing an additional $4 million funding for the arts, including:\n$2.5 million over two years for an arts and cultural support fund to support artists and arts organisations who have not been able to earn the income they had planned due to cancelled engagements and terminated contracts through the COVID-19 period, and to produce new work for new markets;\n$1 million over two years to support a brand new program of Community Arts and Cultural Development (CACD) to deliver long-term improvements in social health and wellbeing through partnerships - that address health, disability, justice and education priorities - between the arts and community sectors; and\n Source: `pages/strategies-index__07.html (https://www.stategrowth.tas.gov.au/news/archived_news/cultural_and_creative_industries_recovery_strategy_launched)`\n- [Page 24]\nTable 1 .1 Priority actions and final Taskforce recommendations\nNo . in Interim\nRecommendations Report or Final\nReport4\nPriority Action 1: Define energy security and responsibilities\nThe following definition of energy security should be adopted for Tasmania: IR‑1\nEnergy security is the adequate, reliable and competitive supply of low carbon emissions energy across\nshort, medium and long-term timeframes that supports the efficient use of energy by Tasmanians for\ntheir economic and social activities.\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [Page 19]\nTable 1 .1 Priority actions and final Taskforce recommendations\nNo . in Interim\nRecommendations Report or Final\nReport4\nPriority Action 1: Define energy security and responsibilities\nThe following definition of energy security should be adopted for Tasmania: IR-1\nEnergy security is the adequate, reliable and competitive supply of low carbon emissions energy across\nshort, medium and long-term timeframes that supports the efficient use of energy by Tasmanians for\ntheir economic and social activities.\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0014/151160/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.PDF)`\n- [Page 5]\nSummary\nGlobal economies are being reshaped It focuses on four strategic priority areas:\nby rapid technological change.\n Source: `strategies/Advanced-technology-strategy_5March.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf)`\n- [pages 6,7,8,9,10]\ncorecard to business and industry which details\nTasmania’s national and international trade performance over the 2024–25 financial\nyear, a key deliverable of the Strategy.\n Source: `strategies/Tasmanian_Trade_Action_Plan_2024-25.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/525960/Tasmanian_Trade_Action_Plan_2024-25.pdf)`\n- Build organisational capacity by working collaboratively and developing our people,\nsafety, systems and culture\nThis will include:\n ensuring that the health and safety of our people is paramount in all that we do\n living by our shared values to build on our strengths as a department and improve the way we work\ntogether\n investing in and supporting the active engagement and development of our people and building our\nleadership capability and agility at all levels\n promoting and fostering collaboration and communication within the department and across\nGovernment, at all levels\n building an inclusive workplace that promotes and supports a diverse workforce\n strengthening our governance and accountability frameworks, promoting leadership in good decision\nmaking and a culture of risk management, including emergency management\n Source: `corporate-plans/2019.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF)`\n\n## KPIs, Targets, and Where They Are At\n\n- Based on current assumptions for 2022, a renewable energy target commitment of an\nadditional 10 500 GWh per year by 2040 would result in a total of approximately 21 000\nGWh per year of renewable energy generation.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- This drives\nTasmania achieved 100 per cent renewable\ndistinctive capability in remote operations,\nelectricity in 2020, with a legislated target\nextreme-environment engineering and long-\nof 200 per cent by 2040.\n Source: `strategies/Advanced-technology-strategy_5March.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf)`\n- 2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level by up to 40 per cent would only result in a\nslight demand reduction\n— rail service level increases of around 40 per cent could more than double rail demand.\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- For example, for a freight task of 100 tonnes\ntransported on rail with a rail price elasticity of two, a five per cent price increase would result in a\nwillingness to change of 0.1 ((5 per cent * 2 *100 tonnes) / 100 tonnes).\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- Table 4.3 Allocation of rail freight trucks to road sections\nROAD SECTION CONTAINER COAL TRUCKS CEMENT TRUCKS 2014-15 TOTAL\nTRUCKS\nEach way Two way Each way Two way Each way Two way Each way Two way\ntruck trips truck truck trips truck truck trips truck truck trips truck\nper day trips per per day trips per per day trips per per day trips per\nday day day day\nBoyer to Brighton 30 60 30 60\nBrighton to Conara 81 161 81 161\nConara to Fingal 32 65 32 65\nConara to Perth 81 161 32 65 113 226\nIllawarra Road 66 132 32 65 98 197\nIllawarra Junction to 80 159 32 65 112 224\nElizabeth Town\nElizabeth Town to Railton 32 65 32 65\nRailton to Devonport 137 275 137 275\nElizabeth Town to 80 159 80 159\nDevonport\nDevonport to Burnie 44 87 44 87\nPerth to Launceston 15 29 15 29\nLaunceston to Bell Bay 15 29 15 29\nLaunceston to Illawarra Rd 14 27 14 27\n4.3.2 Impacts on road network capacity\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- Adding\nthe $0.78M maintenance cost increase predicted to result from the transfer of all rail freight to road, this gives\nan annual average road maintenance cost of $16,900 per kilometre p.a. compared to $16,700 per kilometre\np.a. calculated for the existing network, an increase of $200 per km pa.\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- [Page 8]\nPriority 1: Transforming Tasmania into a\nglobal renewable energy powerhouse\nKEY  By 2022 Tasmania will be 100 per cent self-sufficient in renewable\nTARGETS electricity generation.\n By 2040 we will double our renewable energy generation with a\ntarget of 200 per cent of our current needs.\n From 2030 Tasmania will be a producer and exporter of renewable\nhydrogen.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- [Page 27]\nAppendix A\nPriority 1: Transforming Tasmania into Priority 2: Making energy work for the Priority 3: Growing the economy and\na global renewable energy powerhouse Tasmanian community providing jobs\nTargets Targets Targets\n By 2022 Tasmania will be 100 per cent  Ensure regulated electricity prices  Grow Tasmania’s renewable energy\nself-sufficient in renewable electricity remain affordable with the target to ‘brand’ nationally and globally.\ngeneration. achieve the lowest regulated electricity\n Attract new load and energy intensive\nprices in the NEM by 2022.\n By 2040 we will double our renewable industries to Tasmania.\ngeneration with a target of 200 per cent of  Maintain and further strengthen\n Create thousands of new jobs and realise\nour current needs.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- [Page 48]\nPart A | Options for Addressing Tasmania’s Energy Security\nFigure 5 .2 Annualised cost savings versus annual risk of an energy security event with TVPS\nunavailable and various energy storage levels at 1 July\n9%\nWith no TVPS and target energy in storage of 25% at 1 July,\n8% there is a high chance of an energy security event\n25%\n7%\n6%\n5%\nWith no TVPS and target storage levels below\n4% 30% at 1 July, cost and risk increased together,\ndue to the high chance of an energy security event\n3%\n30%\n2%\n1% 35%\n(cid:163)(cid:3)(cid:136)(cid:152)(cid:3)(cid:211)(cid:228)(cid:228)(cid:3)(cid:222)(cid:105)(cid:62)(cid:192)(cid:3)(cid:105)(cid:219)(cid:105)(cid:152)(cid:204)(cid:3)(cid:192)(cid:136)(cid:195)(cid:142)(cid:3)(cid:204)(cid:133)(cid:192)(cid:105)(cid:195)(cid:133)(cid:156)(cid:143)(cid:96) 40%\n0%\n-16 -14 -12 -10 -8 -6 -4 -2 0\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- NEM Carbon Market With the Australian Government committing to reducing national greenhouse gas emissions\nby 26 to 28 per cent below 2005 levels by 2030, it is likely that some form of a price on carbon\nwill be required during the period 2020‑2030 in order to achieve that target .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- The assumed carbon price is\n$25/tCO ‑e rising linearly to $50/tCO ‑e in 2030 .44\n2 2\nThe introduction of a price on carbon emissions would result in a significant increase in wholesale prices in\nthe NEM .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- Table 7 .1 shows that the lower PSL profile would result in a lower overall cost over\n10 years (due to increased energy available for Basslink exports) whilst still maintaining a very low risk (less\nthan 0 .1 per cent or 1 in 100 year chance) of an energy security event occurring each year .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- Since the Taskforce’s Interim Report\nwas finalised, BPL has reported that Basslink was available for 99 .6 per cent of the time during 2015‑16,\nalthough in reporting this figure BPL excluded the 20 December 2015 to 14 June 2016 outage .50 This\nexceeds the Basslink Operations Agreement (BOA) performance requirement for a minimum availability\nof 97 per cent and a performance target of 97 .5 per cent (excluding force majeure events) .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [pages 72,73]\ner 2015 to 14 June 2016 outage .50 This\nexceeds the Basslink Operations Agreement (BOA) performance requirement for a minimum availability\nof 97 per cent and a performance target of 97 .5 per cent (excluding force majeure events) .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1 million, 1 million | State Budget)\n$1 million (2022-23\nState Budget)\nSupport Tasmanian Respecting Cultures review In progress Departmental 2023–2025\nAboriginal An extensive review of Respecting Cultures resourcing\ncommunities to in partnership with Tasmanian Aboriginal\ntell their stories representatives. | `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)` |\n| $59.8 million, $120 million, 59.8 million, 120 million | [Page 32]\nRail Renewal Program\nIn the 2017-18 budget the Tasmanian Government committed an additional $59.8 million over four years in rail\ncapital funding commencing in 2019-20, representing the Tasmanian Government’s co-contribution towards a\nsecond tranche of the Tasmanian Freight Rail Revitalisation Program which is a whole-of-network infrastructure\ninvestment program of up to $120 million. | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/164323/Burnie_to_Hobart_Freight_Corridor_Strategy.PDF)` |\n| $2.5 million, 2.5 million | Arts and Cultural Arts and Cultural Support Fund Delivered $2.5 million 2021–2022\nSupport Fund This fund comprises of a number of programs to (2020-21\nsupport artists and arts organisations who have not State Budget)\nbeen able to earn the income they had planned due\nto cancelled engagements and terminated contracts\nthrough the COVID-19 period, and to produce new\nwork for new markets. | `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)` |\n| $500,000 , $3 million, 3 million | Supporting Screen Innovation Fund Partially $500,000 (2020-21 2021–2025\nworks on screen Additional funding for the Screen Innovation delivered State Budget);\nFund over two years on strategically important $3 million (2021-22\nfilm and television projects in Tasmania. | `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)` |\n| $4 million, $2.5 million, $1 million, 4 million, 2.5 million, 1 million | The 2020-21 State Budget confirms our Government’s strong support for our cultural and creative industries by providing an additional $4 million funding for the arts, including:\n$2.5 million over two years for an arts and cultural support fund to support artists and arts organisations who have not been able to earn the income they had planned due to cancelled engagements and terminated contracts through the COVID-19 period, and to produce new wor | `pages/strategies-index__07.html (https://www.stategrowth.tas.gov.au/news/archived_news/cultural_and_creative_industries_recovery_strategy_launched)` |\n| $454 million, 454 million | The 2024-25 State Budget allows for further borrowings up to $454 million by 30 June\n2028. | `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/587477/Independent-Review-of-Homes-Tasmania-7-April-2025.pdf)` |\n| $119.6 million, $240 million, 119.6 million, 240 million | However, during the 2015 State and Commonwealth budget\nprocesses, only $119.6 million of the full $240 million was made available over the first five year period of the\nIIP. | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)` |\n| $21,370 | [Page 119]\n19\nThe financial outcome is reliant on TasRail being able to retain its existing customer base and constrain its\ntrack maintenance budget to $21,370 per km, and that there are no special expense items related to\noccurrences such as derailments, accidents or failures that are not covered by insurance. | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)` |\n| $1 million, 1 million | Commitment Action/s Status Funding Timeframe\nCultural Arts Cultural Arts and Community Development Fund Delivered $1 million 2021\nand Community (CACD) (2020-21\nDevelopment The CACD Fund delivered a number of Arts State Budget)\nTasmania programs to assist cultural and community\nrecovery. | `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)` |\n| $2 billion, 2 billion | On 15 March 2017, the Federal Government announced a $2 billion expansion of the Snowy Hydro scheme\nwhich would add 2 000 MW of energy capacity to the NEM through increasing the scheme’s pumped hydro\ncapability .13 Subsequent to this announcement, the Australian and Tasmanian Governments announced on\n20 April 2017 that ARENA was assessing applications from Hydro Tasmania to support feasibility work into\nseveral new projects to enhance opportuniti | `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)` |\n| $14 , $2 , 6 million, 30 per cent, 1 million, 40 per cent | The Taskforce’s modelling shows that cost savings\n(annualised over 10 years) from the absence of TVPS range from around $14 .6 million with a 1 July PSL of\n30 per cent to $2 .1 million with a 1 July PSL of 40 per cent .36\nIn a scenario where the TVPS is available to support low inflow periods (base case in Figure 5 .2), the risk\nof an energy security event is less than 0 .5 per cent . | `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)` |\n| $240 million, 240 million | The $240 million program was reflected in the 2014 Commonwealth budget under the newly-named\nInfrastructure Investment Program (IIP). | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)` |\n| $205.3 million, $78 million, $127.3 million, $24 million, $28.9 million, $20.3 million | [Page 112]\n12\nIn 2008-9 the Australian Government committed $205.3 million for the state’s rail system under the National\nBuilding Economic Stimulus (NB) program as follows:\n $78 million under the Rail Rescue Package, and\n $127.3 million in 2007 through election commitments to the Tasmanian Rail Network:\n Rail capacity improvements at Rhyndaston $24 million.\n Upgrade of the Burnie to Western Junction line $28.9 million.\n Upgrade for the Hoba | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)` |\n| $119.6 million, 119.6 million | Under the Infrastructure Improvement Program (IIP), the Tasmanian and Australian Governments\nco-contributed a first tranche of funding totalling $119.6 million over four years to 30 June 2019 for the\nTasmanian Freight Rail Revitalisation program that provides for significant rail network renewals such as.\n Western Line – Continue the resleeper and rerail works packages.\n Southern Line – Continue the resleeper and rerail works packages.\n Bell B | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)` |\n| $1.5 million, $2 million, 1.5 million, 2 million | The programs included:\nIn recognition of the contribution of the sector and the\nhardships they were facing, the Tasmanian Government • 2020 Business Continuity Program\nannounced a Cultural and Creative Industries Stimulus\n• 2020 Small Business Emergency Support Grant\nSupport package to assist the sector through the early stage\nof COVID-19. • 2020 Small Business Hardship Grant\nThe package committed new funding of $1.5 million and new • COVID-19 Bu | `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)` |\n| $4.28 million, $500 , $250 , 4.28 million | The cultural and creative industries, through 1245 applications\nIt included new funding, namely:\nto these programs, received $4.28 million of support,\n• Arts and Screen Digital Production Fund ($500 000) representing almost 4% of the total amount of funding\napproved across all business stimulus support activity.\n• Tasmanian Contemporary Music Fund ($250 000)\n• Additional Screen Development Fund ($250 000)\n• Additional Arts Organisations funding ( | `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)` |\n| $2 million, 2 million | [pages 10,11,12,13]\ne\noperational measures of over $2 million and was designed to\n• COVID-19 Regional Chambers of Commerce\nspecifically address the immediate challenges facing our artists,\nGrant Program.\nscreen practitioners and organisations. | `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)` |\n| $1 million, $2.5 million, $1.5 million, 1 million, 2.5 million | Under the guidance of Tasmanian Aboriginal\nWe will establish a $1 million CACD program over two years representative organisations and practitioners, work to\nto assist cultural and community recovery. develop a range of initiatives, which may include:\n• Provision of identified funding opportunities for\nArts and Cultural\nTasmanian Aboriginal artists through grants and\nSupport Fund residency opportunities\n• Continuing to support and uphold the Indi | `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)` |\n| 100 per cent, 200 per cent | This drives\nTasmania achieved 100 per cent renewable\ndistinctive capability in remote operations,\nelectricity in 2020, with a legislated target\nextreme-environment engineering and long-\nof 200 per cent by 2040. | `strategies/Advanced-technology-strategy_5March.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf)` |\n| 15 per cent, 40 per cent | 2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level | `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)` |\n\n## Key Achievements\n\n- Arts and Cultural Arts and Cultural Support Fund Delivered $2.5 million 2021–2022\nSupport Fund This fund comprises of a number of programs to (2020-21\nsupport artists and arts organisations who have not State Budget)\nbeen able to earn the income they had planned due\nto cancelled engagements and terminated contracts\nthrough the COVID-19 period, and to produce new\nwork for new markets.\n Source: `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)`\n- Supporting Screen Innovation Fund Partially $500,000 (2020-21 2021–2025\nworks on screen Additional funding for the Screen Innovation delivered State Budget);\nFund over two years on strategically important $3 million (2021-22\nfilm and television projects in Tasmania.\n Source: `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)`\n- Trade initiatives In progress Departmental Ongoing\nProvide support and assistance to enable Tasmanian resourcing\nbusinesses to connect customers with and purchase\nTasmanian cultural and creative products and\nexperiences, including:\n• The Buy Something Tasmanian initiative\n(Delivered, 30 June 2021)\n• The Collect Art Purchase Scheme\n• PAX Australia game expo\nData tells a story UTAS Partnership Delivered Departmental 2021–2023\nUndertake a research partnership with the Institute resourcing\nfor Social Change to produce sector-specific data\non the impact of COVID-19 and the Cultural and\nCreative Workforce in Tasmania, and to support\nsector advocacy.\n Source: `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)`\n- State Budget)\n$1 million (2022-23\nState Budget)\nSupport Tasmanian Respecting Cultures review In progress Departmental 2023–2025\nAboriginal An extensive review of Respecting Cultures resourcing\ncommunities to in partnership with Tasmanian Aboriginal\ntell their stories representatives.\n Source: `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)`\n- 10 .5 Implementation principles\nBased on a number of key points of feedback provided to the Taskforce the following are recommended as\nkey principles to ensure a successful and effective new oversight framework:\n• the framework should be implemented as soon as practicable, with interim measures/directives in\nplace by 1 July 2017 where possible, and no later than the end of October 2017 to enable the first\nannual energy security assessment to be undertaken;\n• the framework must be fully resourced with dedicated allocations to ensure it is not subsumed within\npresent functions; and\n• whether through laws, rules and/or licence conditions, it is important that the Energy Security Risk\nResponse Framework is embedded as a sustainable operating model that will persist over years,\nif not decades, regardless of changes in board compositions, corporate strategies or government\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [pages 1,2]\n[Page 1]\nTasmania’s Population Policy – Stage 1 Action Plan\nv 1.0 - Current as July 2024\nThe Stage 1 Action Plan outlines how the Tasmanian Government will progress the Population Policy’s outcomes with\nkey stakeholders.\n Source: `strategies/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0005/526334/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf)`\n- The government through Brand Tasmania will highlight this milestone achievement through a\nmajor public campaign that highlights Tasmania’s leadership and innovation in renewable\nenergy generation.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- Commitment Action/s Status Funding Timeframe\nCultural Arts Cultural Arts and Community Development Fund Delivered $1 million 2021\nand Community (CACD) (2020-21\nDevelopment The CACD Fund delivered a number of Arts State Budget)\nTasmania programs to assist cultural and community\nrecovery.\n Source: `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF)`\n- New oversight roles proposed as part of the Energy Security Response Framework should be FR‑6\nimplemented as soon as practicable, with interim measures/directives in place by 1 July 2017 where\npossible, and no later than the end of October 2017 to enable the first annual energy security\nassessment to be undertaken at the commencement of the 2017‑18 dry season .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- According to its investigation into the\nevent, AEMO directed the interruption of supply to 100 MW of customer load in South Australia .7 However,\nSA Power Networks implemented load shedding in response to AEMO’s direction resulting in an excess\ndemand reduction of 300 MW, with approximately 90 000 properties being affected for a 30 minute period .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- According to the Clean Energy Council, more than 3 300 MW of new renewable energy\ncapacity will be under construction or completed in 2017 representing around $7 .4 billion in investment .18\n13 https://www .pm .gov .au/media/2017‑03‑16/securing‑australias‑energy‑future‑snowy‑mountains‑20\n14 https://www .hydro .com .au/about‑us/news/2017‑04/supporting‑australia%E2%80%99s‑energy‑transition\n15 http://www .gdfsuezau .com/hazelwood‑closure/Announcement\n16 AEMC, 2016, 2016 Residential Electricity Price Trends.\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- Table 3 .2 Large-scale renewable energy projects under construction or completed in Australia in\n2017 (as at 2 May 2017)\nState Projects Capacity (MW) Investment (A$million) Jobs\nQueensland 15 963 2 224 1 680\nNew South Wales 8 1 017 2 140 1 170\nVictoria 5 685 1 295 535\nSouth Australia 6 863 1 737 620\nWestern Australia 1 20 50 100\nTasmania 0 0 0 0\nSource: Clean Energy Council, 2017, Another $2 billion of Renewable Energy Investment in Unprecedented Year.\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n\n## Key Issues, Risks, and Recommendations\n\n- Initially these benchmarks could be established by adopting the recommendations of the\nTaskforce and then only varied following consideration of advice from the Monitor and Assessor .\n• A material change in either supply or demand would need to occur before undertaking a\nreassessment of the HRL and PSL profiles .\n• Energy security issues created by capacity constraints (rather than energy constraints), if they were\nto occur, are managed through existing national arrangements and would most likely happen in\nthe early wet season as a result of a delay in wet season inflows .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- As summarised in Chapter 2, the key short‑term Taskforce recommendations arising from the Interim Report\ninclude the establishment of more prudent energy in storage targets (i .e . a PSL of around 30 per cent at\n1 July each year and 40 per cent at the end of October), the retention of the TVPS as a standby generator\nand the establishment of an Energy Security Risk Response Framework supported by two new energy\nsecurity oversight roles .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- Courage to make a difference through:\nTeamwork\nIntegrity\nOur teams are diverse, caring and productive\nWe are ethical and accountable in all we do\n We listen, learn and share\n We are transparent and consistent in our\n We support each other by stepping up and\ndecision making\nsharing the load\n We take responsibility for our actions\n We bring out the best in people through strong\n We speak up when things aren’t right\nand supportive leadership\n We do what we say we are going to do\n We collaborate to get the best outcome\nRespect\nExcellence\nWe are fair, trusting and appreciative\nWe take pride in our work and encourage new ideas to\ndeliver public value  We create a diverse and inclusive workplace\n We care for the health, safety and wellbeing of\n We innovate, adapt and set ambitious goals\neach other\n We seek continuous improvement and learn\n We listen without judgement and seek to\n Source: `corporate-plans/2019.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF)`\n- [pages 12,13,14,15,16,17]\needs to be considered in the context of the business risk.\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- A Framework for COVID-19\nProject to research the value of Tasmania’s cultural and\nSafe Events, effective from 1 December 2020, will enable\ncreative industries through COVID-19 and beyond.\norganisers to apply to hold an event, where patron attendance\nIn addition to a focus on the key themes of the resilience of\nexceeds the current gathering restrictions.\narts careers and organisations including impacts of COVID-19,\nIt outlines the thresholds, guiding principles and key\nit also investigates the value of culture by the Tasmanian\nrequirements to assist event organisers to identify and\ncommunity and touches on cultural participation, public\nmanage the risk of COVID-19 for a range of events and\nappreciation and engagement, and well-being.\nactivities in different settings.\n Source: `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)`\n- [Page 18]\nManage Tasmania’s Energy Security Risk Response Framework in response to COVID-19\nAs a result of the Coronavirus or COVID-19, there are unprecedented challenges facing\nAustralian households and industries.\n Source: `strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)`\n- 24\n6 .1 Description of scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25\n6 .2 ‘The Long Dry’ scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26\n6 .3 ‘Changing Demand’ scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28\n6 .4 ‘Gas Supply Interruption’ scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32\n6 .5 ‘On‑island Energy Balance’ scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34\n6 .6 ‘NEM Carbon Market’ scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36\n6 .7 Risk of an energy security event across modelled scenarios . . . . . . . . .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [pages 5,6]\n. . . . . . . . . . . . . . . . . . . . . . . . . .36\n6 .7 Risk of an energy security event across modelled scenarios . . . . . . . . . . . . . . . . . . . . . . . . .38\n7 Assessment of Energy Security Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- 59\n10 .1 Energy Security Risk Response Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60\n10 .2 Monitor and Assessor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60\n10 .2 .1 Key functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60\n10 .2 .2 Recommended entity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64\n10 .3 Energy Security Coordinator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64\n10 .3 .1 Key functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64\n10 .3 .2 Recommended entity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [Page 15]\nFigure 1 .1 Proposed Energy Security Risk Response Framework\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT XIII\nrossessA\ndna\nrotinoM\nWater\nStorage Level\nCommercial Operation\nPrudent\nStorage Level Increased Monitoring\nHigh\nReliability Level Increased Response\nEnergy Security Reserve\nEmergency - demand not met\n(national arrangements)\nrotanidrooC\nytiruceS\nygrenE\nAEMO,\nRO, JSSC\nFigure 1 .2 Risk of an energy security event across scenarios modelled by the Taskforce\n12%\n10% 1 in 10 year event risk threshold\n8%\n6%\n4%\n2%\n1 in 200 year event risk threshold\n0%\nBase Case ‘The Long Dry’ ‘Changing ‘On-island Energy PSL 35% ‘Gas Supply PSL 30% ‘Changing PSL 25% ‘The Long Dry’\n10% annual Demand’ - Balance’ @ 1 July Interruption’ @ 1 July Demand’ - @ 1 July 10% annual\ninflow Load decrease, +700 GWh Load growth, inflow reduction\nreduction PSL adjusted Renewable PSL adjusted up\nGeneration\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- The framework, which is outlined in Chapter 5 of the Interim Report, assesses\nenergy security risk by the three criteria in the definition of adequacy, reliability and competitiveness, and\nacross the three time frames of short term (1‑5 years), medium term (5‑10 years) and long term (beyond 10\nyears) .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [Page 35]\nPart A | Options for Addressing Tasmania’s Energy Security Part A | Options for Addressing Tasmania’s Energy Security\nFigure 2 .1 Proposed Energy Security Risk Response Framework\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT 9\nrossessA\ndna\nrotinoM\nWater\nStorage Level\nCommercial Operation\nPrudent\nStorage Level Increased Monitoring\nHigh\nReliability Level Increased Response\nEnergy Security Reserve\nEmergency - demand not met\n(national arrangements)\nrotanidrooC\nytiruceS\nygrenE\nAEMO,\nRO, JSSC\nThe Interim Report also found that Tasmania currently has an annual energy deficit between on‑island\ngeneration and Tasmanian consumption of between 700 GWh and 1 000 GWh, based on long‑term\naverages .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- [Page 46]\nPart A | Options for Addressing Tasmania’s Energy Security\nFigure 5 .1 Annualised cost savings versus annual risk of an energy security event with the TVPS\nunavailable and with/without adjustment of energy storage levels\n3.0%\nThere are cost savings from not having\nthe TVPS on standby, but increased\n2.5%\nrisk of a repeat energy security event\n2.0%\n1.5%\nPart of the increased risk of not having the TVPS\n1.0% can be offset by increasing energy in storage\n0.5% (cid:163)(cid:3)(cid:136)(cid:152)(cid:3)(cid:211)(cid:228)(cid:228)(cid:3)(cid:222)(cid:105)(cid:62)(cid:192)(cid:3)(cid:105)(cid:219)(cid:105)(cid:152)(cid:204)(cid:3)(cid:192)(cid:136)(cid:195)(cid:142)(cid:3)(cid:204)(cid:133)(cid:192)(cid:105)(cid:195)(cid:133)(cid:156)(cid:143)(cid:96)\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n- The Taskforce’s modelling shows that cost savings\n(annualised over 10 years) from the absence of TVPS range from around $14 .6 million with a 1 July PSL of\n30 per cent to $2 .1 million with a 1 July PSL of 40 per cent .36\nIn a scenario where the TVPS is available to support low inflow periods (base case in Figure 5 .2), the risk\nof an energy security event is less than 0 .5 per cent .\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)`\n\n## Corporate Values and Operating Culture\n\n- Courage to make a difference through:\nTeamwork\nIntegrity\nOur teams are diverse, caring and productive\nWe are ethical and accountable in all we do\n We listen, learn and share\n We are transparent and consistent in our\n We support each other by stepping up and\ndecision making\nsharing the load\n We take responsibility for our actions\n We bring out the best in people through strong\n We speak up when things aren’t right\nand supportive leadership\n We do what we say we are going to do\n We collaborate to get the best outcome\nRespect\nExcellence\nWe are fair, trusting and appreciative\nWe take pride in our work and encourage new ideas to\ndeliver public value  We create a diverse and inclusive workplace\n We care for the health, safety and wellbeing of\n We innovate, adapt and set ambitious goals\neach other\n We seek continuous improvement and learn\n We listen without judgement and seek to\n Source: `corporate-plans/2019.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF)`\n- Build organisational capacity by working collaboratively and developing our people,\nsafety, systems and culture\nThis will include:\n ensuring that the health and safety of our people is paramount in all that we do\n living by our shared values to build on our strengths as a department and improve the way we work\ntogether\n investing in and supporting the active engagement and development of our people and building our\nleadership capability and agility at all levels\n promoting and fostering collaboration and communication within the department and across\nGovernment, at all levels\n building an inclusive workplace that promotes and supports a diverse workforce\n strengthening our governance and accountability frameworks, promoting leadership in good decision\nmaking and a culture of risk management, including emergency management\n Source: `corporate-plans/2019.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF)`\n- Tasmanian sectors Jobs Output Advanced technology\nand industries examples\nAgriculture 14,100 $7,758m Precision agriculture,\nautonomous harvesting,\nFarming, aquaculture, forestry, fishing,\nsmart irrigation, microbiome\nagricultural services\nengineering\nMining 6,800 $2,856m Automated drilling, autonomous\nhauling, orebody imaging,\nCoal, metal ore, quarrying, mining\nsensor-based sorting,\nservices\npredictive maintenance\nManufacturing 18,300 $6,632m Rapid prototyping, additive\nmanufacturing, predictive\nFood, beverages, textiles, timber,\nmaintenance, automated\npaper, printing, chemicals, plastics,\ninspection, digital twin\nbuilding materials, metals, fabricated\nsimulation\nmetals, vehicles, machinery, furniture\nUtilities 4,700 $3,117m Smart grid management,\ndemand forecasting, battery\nElectricity, gas, water, waste and\nstorage optimisation, waste-to-\nrecycling\nenergy systems\n Source: `strategies/Advanced-technology-strategy_5March.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf)`\n- TABLE 4.2 MODE CHOICE MODEL EXAMPLE\nExample A Example B Example C\nMass (tonnes) 1,000 80,000 10,000\nBase mode Road Rail Road\nRail price change -20% -20% -20%\nRail share of journey 50% 100% 80%\nPrice elasticity -2.58 -1.68 -2.42\nService level elasticity 0.73 1.52 0.96\nTransit time elasticity -2.33 -0.07 -0.07\nCross price elasticity with road 0.02 0.03 0.04\nTotal willingness to change 0.26 0.34 0.39\nCritical willingness to change 0.3 0.3 0.3\n∆ 0 0 1\nNew mode Road Rail Rail\nEXAMPLE\nIn the following sections, this analysis framework will be applied to a range of scenarios that ACIL\nAllen developed in collaboration with the Department.\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- Submissions received in response to the Consultation Paper\nAustralian Energy Market Operator (PDF 187.3 KB)\nAurora Energy (PDF 310.9 KB)\n^\nBasslink Pty Ltd (PDF 1.4 MB)\nBell Bay Aluminium (PDF 1.2 MB)\nBOC Ltd and LNG Refullers Pty Ltd (PDF 2.1 MB)\nClean Energy Council (PDF 74.3 KB)\nClean Energy Finance Corporation and Goldwin Australia (PDF 250.4 KB)\nClimate Tasmania (PDF 213.4 KB)\nDr John Bishop (PDF 1.8 MB)\nEnergy Networks Association (PDF 5.6 MB)\nEngineers Australia (PDF 174.7 KB)\nEstelle Ross (PDF 182.5 KB)\n-\n(DOCX 18.8 KB)\nGas Energy Australia (PDF 2.3 MB)\nGoanna Energy Consulting Pty Ltd (PDF 1.5 MB)\nHydro Tasmania (PDF 1.5 MB)\nIan Howard (PDF 226.1 KB)\n-\n(DOCX 26.0 KB)\nIsland Fisheries Advisory Council (PDF 225.5 KB)\nLee Dyson (PDF 70.2 KB)\n-\n(DOCX 12.6 KB)\nPavel Ruzicka (PDF 95.2 KB)\n-\n(DOCX 12.1 KB)\nSteel Wave Power (PDF 1.4 MB)\nTasGas Networks and TasGas Retail (PDF 852.3 KB)\n Source: `pages/taskforces-index__28.html (https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce/consultation_paper)`\n- 2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level by up to 40 per cent would only result in a\nslight demand reduction\n— rail service level increases of around 40 per cent could more than double rail demand.\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- Table 4.3 Allocation of rail freight trucks to road sections\nROAD SECTION CONTAINER COAL TRUCKS CEMENT TRUCKS 2014-15 TOTAL\nTRUCKS\nEach way Two way Each way Two way Each way Two way Each way Two way\ntruck trips truck truck trips truck truck trips truck truck trips truck\nper day trips per per day trips per per day trips per per day trips per\nday day day day\nBoyer to Brighton 30 60 30 60\nBrighton to Conara 81 161 81 161\nConara to Fingal 32 65 32 65\nConara to Perth 81 161 32 65 113 226\nIllawarra Road 66 132 32 65 98 197\nIllawarra Junction to 80 159 32 65 112 224\nElizabeth Town\nElizabeth Town to Railton 32 65 32 65\nRailton to Devonport 137 275 137 275\nElizabeth Town to 80 159 80 159\nDevonport\nDevonport to Burnie 44 87 44 87\nPerth to Launceston 15 29 15 29\nLaunceston to Bell Bay 15 29 15 29\nLaunceston to Illawarra Rd 14 27 14 27\n4.3.2 Impacts on road network capacity\n Source: `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF)`\n- A Framework for COVID-19\nProject to research the value of Tasmania’s cultural and\nSafe Events, effective from 1 December 2020, will enable\ncreative industries through COVID-19 and beyond.\norganisers to apply to hold an event, where patron attendance\nIn addition to a focus on the key themes of the resilience of\nexceeds the current gathering restrictions.\narts careers and organisations including impacts of COVID-19,\nIt outlines the thresholds, guiding principles and key\nit also investigates the value of culture by the Tasmanian\nrequirements to assist event organisers to identify and\ncommunity and touches on cultural participation, public\nmanage the risk of COVID-19 for a range of events and\nappreciation and engagement, and well-being.\nactivities in different settings.\n Source: `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2019.pdf` - corporate-plans - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF\n- `strategies/Advanced-technology-strategy_5March.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/624231/Advanced-technology-strategy_5March.pdf\n- `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/164323/Burnie_to_Hobart_Freight_Corridor_Strategy.PDF\n- `strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.PDF\n- `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF\n- `strategies/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0005/526334/Stage_1_Action_Plan_v1.0_-_Tasmanias_Population_Policy.pdf\n- `strategies/Strategic_Growth_Plan_Final_As_Printed.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0006/525633/Strategic_Growth_Plan_Final_As_Printed.pdf\n- `strategies/TREAP.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/173242/Tasmanian_Rail_Access_Framework_Policy.pdf\n- `strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.PDF\n- `strategies/Tasmanian_Trade_Action_Plan_2023-24.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/460585/Tasmanian_Trade_Action_Plan_2023-24.pdf\n- `strategies/Tasmanian_Trade_Action_Plan_2024-25.pdf` - strategies - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/525960/Tasmanian_Trade_Action_Plan_2024-25.pdf\n- `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf` - reviews - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/587476/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf` - reviews - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pdf` - reviews - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0014/151160/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.PDF\n- `pages/about.html` - pages - https://www.stategrowth.tas.gov.au/about\n- `pages/announcements-index.html` - pages - https://www.stategrowth.tas.gov.au/about/legislation_and_regulation/work_health,_safety_and_wellbeing_policy_statement\n- `pages/contact.html` - pages - https://www.stategrowth.tas.gov.au/contact_us\n- `pages/homepage.html` - pages - https://www.stategrowth.tas.gov.au/\n- `pages/media-releases-index.html` - pages - https://www.stategrowth.tas.gov.au/news/archived_news/tassies_tourism_sector_releases_a_safe_travel_campaign\n- `pages/ministers.html` - pages - https://www.stategrowth.tas.gov.au/about/our_ministers\n- `pages/news-latest.html` - pages - https://www.stategrowth.tas.gov.au/news\n- `pages/publications-index.html` - pages - https://www.stategrowth.tas.gov.au/resources\n- `pages/recommendations-index.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/ship/homes-tasmania-review\n- `pages/recommendations-index__21.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/ship/homes-tasmania-review\n- `pages/recommendations-index__22.html` - pages - https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce/final_report\n- `pages/recommendations-index__23.html` - pages - https://www.stategrowth.tas.gov.au/news/homes-tasmania-review-and-government-response\n- `pages/recommendations-index__24.html` - pages - https://www.stategrowth.tas.gov.au/__data/assets/word_doc/0012/587478/Final-Government-Response-to-Homes-Tasmania-Independent-Review.DOCX\n- `pages/recommendations-index__25.html` - pages - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/587476/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pdf\n- `pages/reforms-index.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/Renewables,_Climate_and_Future_Industries_Tasmania_and_resources/forestry/legislative_and_policy_framework/national-environmental-law-reforms-epbc-act\n- `pages/reviews-index.html` - pages - https://www.stategrowth.tas.gov.au/news/consultation-for-independent-review-into-august-storms-closing-soon\n- `pages/strategies-index.html` - pages - https://www.stategrowth.tas.gov.au/policies_and_strategies\n- `pages/strategies-index__00.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/economic_development/advanced-technology-strategy\n- `pages/strategies-index__01.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/Renewables,_Climate_and_Future_Industries_Tasmania_and_resources/forestry/legislative_and_policy_framework\n- `pages/strategies-index__02.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/Renewables,_Climate_and_Future_Industries_Tasmania_and_resources/forestry/programs_and_plans2/strategic_growth_plan\n- `pages/strategies-index__03.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/ship\n- `pages/strategies-index__04.html` - pages - https://www.stategrowth.tas.gov.au/about/divisions/ship/strategic_regional_partnerships\n- `pages/strategies-index__05.html` - pages - https://www.stategrowth.tas.gov.au/careers/workplace-diversity-inclusion-and-wellbeing/state_growth_diversity,_equity_and_inclusion_strategy_2022-2025\n- `pages/strategies-index__06.html` - pages - https://www.stategrowth.tas.gov.au/careers/workplace-diversity-inclusion-and-wellbeing/state_growth_diversity_equity_and_inclusion_action_plan_2024\n- `pages/strategies-index__07.html` - pages - https://www.stategrowth.tas.gov.au/news/archived_news/cultural_and_creative_industries_recovery_strategy_launched\n- `pages/strategies-index__08.html` - pages - https://www.stategrowth.tas.gov.au/news/archived_news/consultation_on_events_framework_underway\n- `pages/strategies-index__09.html` - pages - https://www.stategrowth.tas.gov.au/news/archived_news/tasmanian_renewable_energy_action_plan_2020_giving_young_tasmanians_their_say\n- `pages/strategies-index__10.html` - pages - https://www.stategrowth.tas.gov.au/news/archived_news/draft_renewable_energy_action_plan_released_for_comment\n- `pages/strategies-index__11.html` - pages - https://www.stategrowth.tas.gov.au/news/still-time-to-have-your-say-on-the-new-trade-strategy\n- `pages/strategies-index__12.html` - pages - https://www.stategrowth.tas.gov.au/news/consultation-for-a-new-women-and-girls-in-sport-strategy-now-open!\n- `pages/strategies-index__13.html` - pages - https://www.stategrowth.tas.gov.au/policies_and_strategies\n- `pages/strategies-index__14.html` - pages - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0009/128691/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.PDF\n- `pages/strategies-index__15.html` - pages - https://www.stategrowth.tas.gov.au/cas/ccir_strategy\n- `pages/strategies-index__16.html` - pages - https://www.stategrowth.tas.gov.au/business/trade/tasmanian-export-reports\n- `pages/strategies-index__17.html` - pages - https://www.stategrowth.tas.gov.au/policies_and_strategies/burnie_to_hobart_freight_corridor_strategy\n- `pages/strategies-index__18.html` - pages - https://www.stategrowth.tas.gov.au/policies_and_strategies/tasmanian_rail_access_framework_policy\n- `pages/strategies-index__19.html` - pages - https://www.stategrowth.tas.gov.au/policies_and_strategies/population-strategy\n- `pages/strategies-index__20.html` - pages - https://www.stategrowth.tas.gov.au/business/trade/tasmanian_trade_strategy\n- `pages/structure.html` - pages - https://www.stategrowth.tas.gov.au/about/organisational_structure\n- `pages/taskforces-index.html` - pages - https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce\n- `pages/taskforces-index__26.html` - pages - https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce\n- `pages/taskforces-index__27.html` - pages - https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce/interim_report\n- `pages/taskforces-index__28.html` - pages - https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce/consultation_paper\n- `pages/taskforces-index__29.html` - pages - https://www.stategrowth.tas.gov.au/energy_and_resources/tasmanian_energy_security_taskforce/taskforce_members\n- `other-pdfs/Eastern_Strategic_Regional_Partnership_MOU.pdf` - other-pdfs - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/538357/Eastern_Strategic_Regional_Partnership_MOU.PDF\n- `other-pdfs/Greater_Hobart_-_Growth-_Renewal_and_Connection.pdf` - other-pdfs - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/417980/Greater_Hobart_-_Growth,_Renewal_and_Connection.pdf\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pdf` - other-pdfs - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/587477/Independent-Review-of-Homes-Tasmania-7-April-2025.pdf\n- `other-pdfs/State-Growth-Organisational-Structure-as-at-15-December-2025-State-Growth-Websit.pdf` - other-pdfs - https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0010/585424/State-Growth-Organisational-Structure-as-at-15-December-2025-State-Growth-Website.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of State Growth - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:43:46.476712+00:00\n**Entity ID**: S-TAS-007\n**Jurisdiction**: Tasmania\n**Portfolio**: State Growth\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 64\n- Unique legislation references found: 26\n\n| Type | Count |\n|---|---:|\n| Act | 25 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Residential Tenancy Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.tas.gov.au/search?query=Residential+Tenancy+Act+1997\n\n**Sources**:\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n\n**Evidence contexts**:\n- nto Children in Institutional Care\n14. Be clear about who is responsible for meeting accommodation standards for properties\nhousing clients with a disability and older adults requiring property modifications to age\nin place\n15. Pursue the slated review of the Residential Tenancy Act 1997.\n16. Finalise the builder panels as soon as possible\n17. Continue to regularly meet with sector participants and provide greater clarity about\nescalation and decision making processes\n18. Consider the development of a Direct Dealing (unsolicited Proposal) Fra\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- ves believe current funding creates a staff safety risk and argue the\narrangements do not meet child safety standards. Further, the lack of exit points leads to\nextended stays in short term accommodation. This makes the service response non-compliant\nwith the Residential Tenancy Act 1997 requirements.\nWhen pressed about any changes noted since Homes Tasmania was established as a statutory\nauthority, some stakeholders expressed a view that the broader remit of the authority meant it\nwas now more focused on supply, especially supply of affordab\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- nto Children in Institutional Care\n14. Be clear about who is responsible for meeting accommodation standards for properties\nhousing clients with a disability and older adults requiring property modifications to age\nin place\n15. Pursue the slated review of the Residential Tenancy Act 1997.\nPage 20 of 27\n\n[page 21]\nFindings against the Terms of Reference\ne) The extent to which Homes Tasmania effectively engages with the building and construction\nsector, the rental sector, private property developers, and infrastructure and utility providers,\nAu\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- ture and\noperations of Homes Tasmania, however the impact of these delays in service delivery to the Tasmanian\ncommunity are significant.\nThe Review heard of specific challenges relating to Housing Connect and the housing register, service\ncompliance with the Residential Tenancy Act 1997 and risks associated with funded staff to client ratios.\nIt also heard that there is a lack of understanding on where the responsibility lies for meeting\naccommodation standards for individuals requiring modifications.\nThe Review called for improvements to ri\n Source: `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n- a disability and older adults requiring property modifications to age in\nplace.\nA review of current approaches will be progressed by Homes Tasmania and the Department of\nState Growth to provide further advice on this matter.\n15 Pursue the slated review of the Residential Tenancy Act 1997.\nThe Government has committed to a review of the Residential Tenancy Act 1997 by\n30 June 2027 under the Action Plan.\n16 Finalise the builder panels as soon as possible.\nHomes Tasmania has progressed work to establish the builder panels. The Department of Stat\n Source: `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n\n### Homes Tasmania Act 2022\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Homes+Tasmania+Act+2022\n\n**Sources**:\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n\n**Evidence contexts**:\n- as a statutory authority with a skills-based board and\nbroadened remit across the housing spectrum was a significant initiative and break from past\npractice. The authority has been operating for just over two years. A statutory review of the\noperations of the Homes Tasmania Act 2022 is due in late 2026. At this mid-point, it is timely to\ncheck in on the new arrangements to ensure they are working as effectively as possible.\nI am honoured to be trusted to undertake this targeted review of Homes Tasmania. I am also\ngrateful to the many ind\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- ar $1.5 billion housing package to deliver a total of 10,000\nhomes by 2032. The Premier tasked the proposed new authority and its board with delivery of\nthis package.\nThat statutory authority was Homes Tasmania, which was established on 1 December 2022 by\nthe Homes Tasmania Act 2022 (the Act), replacing the Homes Act 1935, in its entirety. The\npurposes of the Act are as follows:\na) to increase the opportunities for eligible persons, and persons on low or moderate\nincomes, to satisfy the basic human need for housing by living in safe, sec\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- Action Plan 2023-2027, and annual\nand corporate reports of Homes Tasmania. Additional research on housing supply and policy at\na national and Australian jurisdictional level has provided more context to the challenge of\nhousing supply.\nPage 3 of 27\n\n[page 4]\nThe Homes Tasmania Act 2022 S.114 (2) requires that a statutory review of the operation of the\nAct be carried out in late 2026. Further, it is understood that the Department of State Growth\n(the Department) will shortly commence a review of the financial arrangements and adequacy\nof fun\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- d nor the Minister. This causes\nfrustration for the board, the Minister, the Department and authority staff. Confused and often\nduplicated decision making has the effect of slowing everything down and reducing trust\nbetween the parties.\nClarity of strategy\n1. The Homes Tasmania Act 2022 (the Act)\nThe Act provides Homes Tasmania with a very broad remit across the housing and\nhomelessness system, from the crisis end of the spectrum through to facilitation of affordable\nrental and housing ownership for key workers and low or moderate income ear\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- performance needs to be improved\nThe Review found that decision-making and accountability between the responsibilities of the Homes\nTasmania Board and the Minister’s accountability to the Parliament for the performance of Homes\nTasmania are currently unclear.\nThe Homes Tasmania Act 2022 intends for Homes Tasmania to be governed by a skills-based board.\nThe Review found that current governance practices have evolved into the board taking on more of an\nadvisory role, as opposed to a governance role, as Homes Tasmania has needed to seek Governm\n Source: `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n\n### Rail Infrastructure Act 2007\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Rail+Infrastructure+Act+2007\n\n**Sources**:\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n**Evidence contexts**:\n- .......................................................................... 2\nExisting legislative framework ..................................................................................................................................................... 2\nRail Infrastructure Act 2007 .................................................................................................................................................... 2\nRail Safety National Law ...................................................................................\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- and Burnie in the\nnorthwest. Connections are also provided to Fingal in the east and Boyer in the Derwent Valley. The Melba Line\n(formerly named the Emu Bay Line) connects the West Coast to Burnie. The lines comprising the TRN are set\nout in Schedule 1 of the Rail Infrastructure Act 2007.\nBelow-rail assets include 611 kilometres of operational track and 232 kilometres of non-operational track. The\noperational network is accredited and utilised for freight services. The TRN operates under the Rail Infrastructure\nAct 2007 and the Rail Safety Na\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- t in Schedule 1 of the Rail Infrastructure Act 2007.\nBelow-rail assets include 611 kilometres of operational track and 232 kilometres of non-operational track. The\noperational network is accredited and utilised for freight services. The TRN operates under the Rail Infrastructure\nAct 2007 and the Rail Safety National Law.\nOwnership\nThe 2007 Access Declaration was established when the below-rail assets were transferred from a private\ncompany (Pacific National) to the Tasmanian Government but above-rail operations remained in private\nownership (\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- y accreditation and insurance requirements which none of the proponents have been able\nto satisfactorily conclude.\nExisting legislative framework\nThe TRN, operated by TasRail, has a number of governing pieces of legislation. These are briefly described below.\nRail Infrastructure Act 2007\nThe Rail Infrastructure Act 2007 provides for and facilitates the operation of the TRN, including its attendant land\nand infrastructure. The TRN is defined in Schedule 1 of the Act and includes operational and non-operational\nlines. The Tasmanian Rail Access\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- requirements which none of the proponents have been able\nto satisfactorily conclude.\nExisting legislative framework\nThe TRN, operated by TasRail, has a number of governing pieces of legislation. These are briefly described below.\nRail Infrastructure Act 2007\nThe Rail Infrastructure Act 2007 provides for and facilitates the operation of the TRN, including its attendant land\nand infrastructure. The TRN is defined in Schedule 1 of the Act and includes operational and non-operational\nlines. The Tasmanian Rail Access Framework Policy will apply to th\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n### Cultural and Creative Industries Act 2017\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Cultural+and+Creative+Industries+Act+2017\n\n**Sources**:\n- `pages/strategies-index.html`\n- `pages/strategies-index__13.html`\n\n**Evidence contexts**:\n- more\nabout Advanced Technology Strategy\n>\nCity Deals in Tasmania\nCity Deals in Tasmania\nRead more\nabout City Deals in Tasmania\nRead more\nabout City Deals in Tasmania\n>\nCultural and Tourism Development\nCultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\n>\nCultural and Creative Industries Strategy (PDF 6.2 MB)\nRead more\nabout Cultural and Creative Industries Strategy\nRead more\nabout Cultural and Creative Industries Strategy\n>\nEvents Tasmania Strategy\nR\n Source: `pages/strategies-index.html`\n- asmania\nCity Deals in Tasmania\nRead more\nabout City Deals in Tasmania\nRead more\nabout City Deals in Tasmania\n>\nCultural and Tourism Development\nCultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\n>\nCultural and Creative Industries Strategy (PDF 6.2 MB)\nRead more\nabout Cultural and Creative Industries Strategy\nRead more\nabout Cultural and Creative Industries Strategy\n>\nEvents Tasmania Strategy\nRead more\nabout Events Tasmania Strategy\nRead more\nabout Ev\n Source: `pages/strategies-index.html`\n- more\nabout Advanced Technology Strategy\n>\nCity Deals in Tasmania\nCity Deals in Tasmania\nRead more\nabout City Deals in Tasmania\nRead more\nabout City Deals in Tasmania\n>\nCultural and Tourism Development\nCultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\n>\nCultural and Creative Industries Strategy (PDF 6.2 MB)\nRead more\nabout Cultural and Creative Industries Strategy\nRead more\nabout Cultural and Creative Industries Strategy\n>\nEvents Tasmania Strategy\nR\n Source: `pages/strategies-index__13.html`\n- asmania\nCity Deals in Tasmania\nRead more\nabout City Deals in Tasmania\nRead more\nabout City Deals in Tasmania\n>\nCultural and Tourism Development\nCultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\n>\nCultural and Creative Industries Strategy (PDF 6.2 MB)\nRead more\nabout Cultural and Creative Industries Strategy\nRead more\nabout Cultural and Creative Industries Strategy\n>\nEvents Tasmania Strategy\nRead more\nabout Events Tasmania Strategy\nRead more\nabout Ev\n Source: `pages/strategies-index__13.html`\n\n### Energy Co-ordination and Planning Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Energy+Co-ordination+and+Planning+Act+1995\n\n**Sources**:\n- `pages/taskforces-index.html`\n- `pages/taskforces-index__26.html`\n- `strategies/TREAP.pages.jsonl`\n\n**Evidence contexts**:\n- onal electricity market and the potential for a second interconnector\nlikely developments in technology, such as batter storage and supply\na review of energy security oversight arrangements.\nThe Taskforce was established as a committee under section 12 of the\nEnergy Co-ordination and Planning Act 1995.\nThe Taskforce’s\nInterim Report\nwas released on 21 December 2016 and its\nFinal Report\non 16 August 2017.\nConsultation paper\nFinal report\nInterim report\nNewsletters\nTasmanian Energy Taskforce Members\n Source: `pages/taskforces-index.html`\n- onal electricity market and the potential for a second interconnector\nlikely developments in technology, such as batter storage and supply\na review of energy security oversight arrangements.\nThe Taskforce was established as a committee under section 12 of the\nEnergy Co-ordination and Planning Act 1995.\nThe Taskforce’s\nInterim Report\nwas released on 21 December 2016 and its\nFinal Report\non 16 August 2017.\nConsultation paper\nFinal report\nInterim report\nNewsletters\nTasmanian Energy Taskforce Members\n Source: `pages/taskforces-index__26.html`\n- rs through engagement with\nthe Tasmanian Minerals and Energy Council to examine the key strategic issues and challenges\nfacing the Tasmanian gas sector.\nThe Tasmanian Government will further enhance the state’s Energy Security Framework\nthrough reviews of the Energy Co-ordination and Planning Act 1995 and the Petroleum Products\nEmergency Act 1994. These reviews will commence in 2020.\nMonitor, evaluate and ensure the progressive rollout of advanced meters to Tasmanian\nhouseholds\nIn December 2017, electricity retailers began coordinating the progressive roll\n Source: `strategies/TREAP.pages.jsonl`\n\n### Energy Planning and Coordination Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Energy+Planning+and+Coordination+Act+1995\n\n**Sources**:\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pages.jsonl`\n\n**Evidence contexts**:\n- es in place by 1 July 2017 where\npossible, and no later than the end of October 2017 to enable the first annual energy security\nassessment to be undertaken at the commencement of the 2017‑18 dry season .\nA review of the Director of Energy Planning’s role, the Energy Planning and Coordination Act 1995 IR‑8\nand the Electricity Supply Industry Act 1995 (at least as it relates to energy security matters) should be\nundertaken to modernise and streamline arrangements with the other reform considerations .\nThe Monitor and Assessor role should consider forward ga\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n- mass of existing small resources spread investigated, to improve role clarity and the\nacross several agencies . critical mass of existing small resources spread\nacross several agencies .\nA review of the Director of Energy Planning’s 8 No change N/A\nrole, the Energy Planning and Coordination Act\n1995 and the Electricity Supply Industry Act 1995\n(at least as it relates to energy security matters)\nshould be undertaken to modernise and\nstreamline arrangements with the other reform\nconsiderations .\nThe Department of State Growth should limit 10 Amended as fol\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n- es in place by 1 July 2017 where\npossible, and no later than the end of October 2017 to enable the first annual energy security\nassessment to be undertaken at the commencement of the 2017-18 dry season .\nA review of the Director of Energy Planning’s role, the Energy Planning and Coordination Act 1995 IR-8\nand the Electricity Supply Industry Act 1995 (at least as it relates to energy security matters) should be\nundertaken to modernise and streamline arrangements with the other reform considerations .\nThe Monitor and Assessor role should consider forward ga\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pages.jsonl`\n\n### Rail Company Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Rail+Company+Act+2009\n\n**Sources**:\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n**Evidence contexts**:\n- .......................................................................... 2\nRail Safety National Law ........................................................................................................................................................... 3\nRail Company Act 2009 ........................................................................................................................................................... 3\nReview and consultation process .....................................................................\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- l\nSafety National Law, set out in the South Australian Rail Safety National Law (South Australia) Act 2012, in Tasmania.\nAll rail operations in Tasmania must comply with the Rail Safety National Law, including the requirements for\naccreditation and insurance.\nRail Company Act 2009\nThe Rail Company Act 2009 establishes TasRail as a state-owned company for the purposes of acquiring, owning\nand operating a rail business in Tasmania. The Act establishes TasRail’s principal objectives, namely to:\n operate a rail business in Tasmania, effec\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- set out in the South Australian Rail Safety National Law (South Australia) Act 2012, in Tasmania.\nAll rail operations in Tasmania must comply with the Rail Safety National Law, including the requirements for\naccreditation and insurance.\nRail Company Act 2009\nThe Rail Company Act 2009 establishes TasRail as a state-owned company for the purposes of acquiring, owning\nand operating a rail business in Tasmania. The Act establishes TasRail’s principal objectives, namely to:\n operate a rail business in Tasmania, effectively and efficiently;\n\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n### State Services Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=State+Services+Act+2000\n\n**Sources**:\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n\n**Evidence contexts**:\n- s Instructions they deem necessary to\nensure Homes Tasmania has the capability and capacity to innovate and deliver on the\ngovernment’s Housing Strategy.\nThe Act and Statement also make clear that the Chief Executive Officer (CEO) and staff are\nsubject to the State Services Act 2000 and must adhere to any government policy guidelines\nrelating to senior executive remuneration. Board members argue this limits the organisation’s\nability to secure the capability it needs. An oft cited example was the many months it took to\ngain approval to r\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- that the board is required to establish the annual performance obligations of the CEO who\nis responsible to the board for the general administration and management of Homes\nTasmania.\nThe Act also makes clear that the CEO is appointed by the Premier under the State Services Act\n2000. This provision means the CEO is a public servant with obligations to serve the government\nof the day as well as her board. In practice, this takes the form of regular meetings with the\nMinister and his staff to report on strategy and progress against governm\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n- progress against government targets. It also\nmeans supporting the Minister to respond to constituent correspondence and the provision of\ninformation to the parliament. So in effect, she has two masters.\nThe staff of Homes Tasmania are also appointed under the State Services Act 2000. Many are\nlong serving public servants familiar with responding to the requirements of the government of\nthe day. They are comfortable operating within the confines of public sector management and\nprioritise this over responsiveness to the board. One staff me\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n\n### Strategic Infrastructure Corridors (Strategic and Recreational Use) Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Strategic+Infrastructure+Corridors+%28Strategic+and+Recreational+Use%29+Act+2016\n\n**Sources**:\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n**Evidence contexts**:\n- .............................. 9\nTrigger events ............................................................................................................................................................................. 9\nStrategic Infrastructure Corridors (Strategic and Recreational Use) Act 2016 ................................. 10\nSchedule 1: rail access charges ................................................................................................................. 11\nAnnex 1: stakeholder consultation .......................................\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- on-operational line becoming operational.\n A new line being added as part of the TRN.\n Significant change to relevant parts of the Statement of Expectations for TasRail.\nTasmanian Rail Access Framework Policy 9\n\n[page 16]\nStrategic Infrastructure Corridors (Strategic\nand Recreational Use) Act 2016\nThe Strategic Infrastructure Corridors (Strategic and Recreational Use) Act 2016 provides an alternative mechanism to\naccess parts of the TRN under certain circumstances and in some cases may be a more appropriate framework\nfor some parties to seek access.\nTh\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n- TRN.\n Significant change to relevant parts of the Statement of Expectations for TasRail.\nTasmanian Rail Access Framework Policy 9\n\n[page 16]\nStrategic Infrastructure Corridors (Strategic\nand Recreational Use) Act 2016\nThe Strategic Infrastructure Corridors (Strategic and Recreational Use) Act 2016 provides an alternative mechanism to\naccess parts of the TRN under certain circumstances and in some cases may be a more appropriate framework\nfor some parties to seek access.\nThe Act provides a framework to facilitate the alternative use of non-operational r\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n### Climate Change (State Action) Act 2008\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Climate+Change+%28State+Action%29+Act+2008\n\n**Sources**:\n- `strategies/TREAP.pages.jsonl`\n\n**Evidence contexts**:\n- e action to reduce on island emissions and support Australia’s transition\nto a low-carbon future, Tasmania can maintain its status as a global leader on climate change\naction.\nThe Tasmanian Government is committed to net zero emissions and the Climate Change (State\nAction) Act 2008 is being amended to reflect this commitment.\nThe government will conduct a detailed analysis of the pathway Tasmania would need to take\nto achieve a target of net zero emissions prior to 2050, with consideration given to impacts\non industries and jobs. This p\n Source: `strategies/TREAP.pages.jsonl`\n- net emissions prior to 2050. This process will include a targeted\nsix month consultation with industry, the business sector, and the Tasmanian community, and\nwill commence in 2020.\nThe outcome of the consultation will inform amendments to the Climate Change (State Action)\nAct 2008 and the development of the state’s next climate change action plan for 2021 onwards.\nThe Draft Tasmanian Renewable Energy Action Plan 2020 10\n\n[page 13]\nScoping study for the development of a Renewable Energy Centre of Excellence\nThe Tasmanian Government will\n Source: `strategies/TREAP.pages.jsonl`\n\n### State Services Act 2020\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=State+Services+Act+2020\n\n**Sources**:\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n\n**Evidence contexts**:\n- Plan lacked the detail needed to hold Homes Tasmania to account and provide the\nsupply roadmap demanded by private sector and not for profit partners.\nWhile the Act is clear the CEO reports to the board, she is also a public servant with obligations\nunder the State Services Act 2020. This means the CEO, and staff of the authority, have two\nmasters. Responsibility for the functions of policy development through to responding to\nconstituent inquiries are also duplicated with the Department.\nThe inherent tensions in these arrangements mean\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n\n### Cultural and Tourism Development Cultural and Creative Industries Act 2017\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Cultural+and+Tourism+Development+Cultural+and+Creative+Industries+Act+2017\n\n**Sources**:\n- `pages/strategies-index.html`\n- `pages/strategies-index__13.html`\n\n**Evidence contexts**:\n- hnology Strategy\nText for the parent page\nRead more\nabout Advanced Technology Strategy\nRead more\nabout Advanced Technology Strategy\n>\nCity Deals in Tasmania\nCity Deals in Tasmania\nRead more\nabout City Deals in Tasmania\nRead more\nabout City Deals in Tasmania\n>\nCultural and Tourism Development\nCultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\n>\nCultural and Creative Industries Strategy (PDF 6.2 MB)\nRead more\nabout Cultural and Creative Industries Strategy\nRead more\nabout Cultural and\n Source: `pages/strategies-index.html`\n- hnology Strategy\nText for the parent page\nRead more\nabout Advanced Technology Strategy\nRead more\nabout Advanced Technology Strategy\n>\nCity Deals in Tasmania\nCity Deals in Tasmania\nRead more\nabout City Deals in Tasmania\nRead more\nabout City Deals in Tasmania\n>\nCultural and Tourism Development\nCultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\nRead more\nabout Cultural and Creative Industries Act 2017\n>\nCultural and Creative Industries Strategy (PDF 6.2 MB)\nRead more\nabout Cultural and Creative Industries Strategy\nRead more\nabout Cultural and\n Source: `pages/strategies-index__13.html`\n\n### Electricity Supply Industry Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Electricity+Supply+Industry+Act+1995\n\n**Sources**:\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n\n**Evidence contexts**:\n- than the end of October 2017 to enable the first annual energy security\nassessment to be undertaken at the commencement of the 2017‑18 dry season .\nA review of the Director of Energy Planning’s role, the Energy Planning and Coordination Act 1995 IR‑8\nand the Electricity Supply Industry Act 1995 (at least as it relates to energy security matters) should be\nundertaken to modernise and streamline arrangements with the other reform considerations .\nThe Monitor and Assessor role should consider forward gas supply and demand risks as part of its IR‑10\nbro\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n- ted, to improve role clarity and the\nacross several agencies . critical mass of existing small resources spread\nacross several agencies .\nA review of the Director of Energy Planning’s 8 No change N/A\nrole, the Energy Planning and Coordination Act\n1995 and the Electricity Supply Industry Act 1995\n(at least as it relates to energy security matters)\nshould be undertaken to modernise and\nstreamline arrangements with the other reform\nconsiderations .\nThe Department of State Growth should limit 10 Amended as follows: N/A\nitself to a policy role with respec\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n\n### Government Business Enterprise Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Government+Business+Enterprise+Act+1995\n\n**Sources**:\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n\n**Evidence contexts**:\n- ania to undertake certain actions to\navoid a shortfall of supply should be made by the Minister for Energy and the Treasurer under\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT 65\n\n[page 92]\nPart B | Recommended Energy Security Measures\nsection 65 of the Government Business Enterprise Act 1995 .88 As some of these actions may be in\nconflict with the business’ commercial imperatives, any direction made to Hydro Tasmania should be\nbased upon advice from the Energy Security Coordinator, the Monitor and Assessor and the Energy\nSecurity Cabinet Sub‑comm\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n- h as the Water Storage Advisory\nCommittee or Minister’s powers for load shedding etc .) will bring clarity to questions of when a\ncommittee or other agency should be involved in emergency processes from an energy security\nperspective; and\n88 Section 65 of the Government Business Enterprise Act 1995 allows for the Minister for Energy and the Treasurer to jointly give a direction\nto a Government Business Enterprise to “perform, provide or allow a function, service or concession that they are satisfied would not be\nperformed, provided or allowed if the Gov\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n\n### Work Health and Safety Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Work+Health+and+Safety+Act+2012\n\n**Sources**:\n- `pages/announcements-index.html`\n\n**Evidence contexts**:\n- nd better able to contribute to the communities in which they work and live.\nWe will ensure that we provide and maintain a safe and healthy work environment and not put workers, or others, at risk of injury or illness by complying with the requirements of the Work Health and Safety Act 2012 and the Work Health and Safety Regulations 2012.\nOur commitment\nFoster a strong health, safety and positive culture into everyday business activities and encourage worker innovation and involvement in health, safety and wellbeing (WHS&W).\nUphold a culture of\n Source: `pages/announcements-index.html`\n- es\nEach of us is responsible for our own health, safety and wellbeing and that of others who may be affected by the work we do.\nThe Secretary and Executive Committee will:\nExercise due diligence to ensure the department complies with its obligations under the\nWork Health and Safety Act 2012\n.\nFoster a strong health, safety and wellbeing culture.\nEnsure health, safety and wellbeing is included in corporate plans.\nAll managers are to:\nImplement this policy in their area of control.\nImplement safe systems of work and WHS&W policies, procedures and\n Source: `pages/announcements-index.html`\n\n### Energy Coordination and Planning Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Energy+Coordination+and+Planning+Act+1995\n\n**Sources**:\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n\n**Evidence contexts**:\n- e Taskforce) to advise Government on how it can better prepare for, and\nmitigate against, the risk of future energy security threats .\n1 .2 Terms of Reference\nThe Taskforce has been established by the Minister for Energy as a Committee under section 12 of the\nEnergy Coordination and Planning Act 1995 . The Taskforce was formally constituted by legal instruments on\n15 June 2016 for the purpose of undertaking an independent energy security risk assessment for Tasmania,\nhaving regard to the following matters:\na . best practice water management including cons\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `pages/reforms-index.html`\n\n**Evidence contexts**:\n- try\nLegislative and Policy Framework\nNational environmental law reforms (EPBC Act)\nNational environmental law reforms (EPBC Act)\nChanges to the Environment Protection and Biodiversity Conservation Act (EPBC)\nThe Australian Government has passed reforms to the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), introducing a new national framework for environmental regulation.\nTasmania’s forestry sector has a long-established and internationally recognised framework established under Regional Forest Agreements (RFAs), which recognised the State’s forest\n Source: `pages/reforms-index.html`\n\n### Fashion Creative Industries Act 2017\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Fashion+Creative+Industries+Act+2017\n\n**Sources**:\n- `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pages.jsonl`\n\n**Evidence contexts**:\n- • Music composition and publishing\nIn the context of the strategy, the words ‘culture,’ ‘creative’ and\n‘cultural and creative industries’ refer to actions by individuals • Visual arts and crafts\nand organisations that are supported through the Cultural and\n• Fashion\nCreative Industries Act 2017, without limiting or defining any\n• Other culture goods manufacturing and sales\none practice.\n• Supporting activities.\n‘Cultural and creative industries’ is the term that we use\nto embrace the breadth of the creative sectors. The term The professional recogni\n Source: `strategies/SG0263_Cultural_and_Creative_Recovery_Strategy_WCAG.pages.jsonl`\n\n### Home Tasmania Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Home+Tasmania+Act+2022\n\n**Sources**:\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n\n**Evidence contexts**:\n- That said, Homes Tasmania is hamstrung by duplicated and confused decision making and\naccountability between the responsibilities of the board, and the Minister’s accountability to\nthe parliament for the performance of the authority. Fundamentally, while the Home Tasmania\nAct 2022 would suggest the authority is governed by its board, current practice, culture and\nbehaviours make the Board’s role more advisory in nature.\nThese tensions in the authorising environment, coupled with funding uncertainty, impact the\nauthority’s ability to co\n Source: `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl`\n\n### Homes Tasmania and the Homes Tasmania Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Homes+Tasmania+and+the+Homes+Tasmania+Act+2022\n\n**Sources**:\n- `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n\n**Evidence contexts**:\n- o go, the Homes Tasmania dashboard shows we are already approaching the\nhalfway mark. But as this Review highlights, there is more we can do to ensure Homes Tasmania is\npositioned to meet this target as effectively as possible.\nThe Review, which examined both Homes Tasmania and the Homes Tasmania Act 2022, has been\ntimely and appropriate for an organisation now settling into its role. It has identified clear areas for\nimprovement, for both Homes Tasmania and our Government, to address.\nGovernment Response to Homes Tasmania Independent Review 4\n\n[page 5]\nImport\n Source: `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl`\n\n### IR-8 and the Electricity Supply Industry Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=IR-8+and+the+Electricity+Supply+Industry+Act+1995\n\n**Sources**:\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pages.jsonl`\n\n**Evidence contexts**:\n- and no later than the end of October 2017 to enable the first annual energy security\nassessment to be undertaken at the commencement of the 2017-18 dry season .\nA review of the Director of Energy Planning’s role, the Energy Planning and Coordination Act 1995 IR-8\nand the Electricity Supply Industry Act 1995 (at least as it relates to energy security matters) should be\nundertaken to modernise and streamline arrangements with the other reform considerations .\nThe Monitor and Assessor role should consider forward gas supply and demand risks as part of its IR-10\nbro\n Source: `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report_Executive_Summary.pages.jsonl`\n\n### Petroleum Products Emergency Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Petroleum+Products+Emergency+Act+1994\n\n**Sources**:\n- `strategies/TREAP.pages.jsonl`\n\n**Evidence contexts**:\n- nd Energy Council to examine the key strategic issues and challenges\nfacing the Tasmanian gas sector.\nThe Tasmanian Government will further enhance the state’s Energy Security Framework\nthrough reviews of the Energy Co-ordination and Planning Act 1995 and the Petroleum Products\nEmergency Act 1994. These reviews will commence in 2020.\nMonitor, evaluate and ensure the progressive rollout of advanced meters to Tasmanian\nhouseholds\nIn December 2017, electricity retailers began coordinating the progressive rollout of advanced\nmeters to customers across the\n Source: `strategies/TREAP.pages.jsonl`\n\n### Rail Safety National Law (Tasmania) Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Rail+Safety+National+Law+%28Tasmania%29+Act+2012\n\n**Sources**:\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n**Evidence contexts**:\n- afety Regulator (ONRSR) was established and commenced operation in 2013 with\nresponsibility for regulatory oversight of rail safety law across jurisdictions. The ONRSR is responsible for rail\nsafety regulation in Tasmania through the Rail Safety National Law (Tasmania) Act 2012. This Act applies the Rail\nSafety National Law, set out in the South Australian Rail Safety National Law (South Australia) Act 2012, in Tasmania.\nAll rail operations in Tasmania must comply with the Rail Safety National Law, including the requirements for\nacc\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n### Railway Safety Act 1997\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Railway+Safety+Act+1997\n\n**Sources**:\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n**Evidence contexts**:\n- hedule 1 of the Act and includes operational and non-operational\nlines. The Tasmanian Rail Access Framework Policy will apply to the TRN.\nTasmanian Rail Access Framework Policy 2\n\n[page 9]\nRail Safety National Law\nThe 2007 framework referenced the state-based Railway Safety Act 1997 (Tas) in terms of rail operators’\naccreditation and insurance arrangements. However, this legislation has been repealed and the safety regulation\nenvironment has been updated.\nFollowing a Council of Australian Governments (COAG) commitment to national reform\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n### South Australian Rail Safety National Law (South Australia) Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=South+Australian+Rail+Safety+National+Law+%28South+Australia%29+Act+2012\n\n**Sources**:\n- `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n**Evidence contexts**:\n- safety law across jurisdictions. The ONRSR is responsible for rail\nsafety regulation in Tasmania through the Rail Safety National Law (Tasmania) Act 2012. This Act applies the Rail\nSafety National Law, set out in the South Australian Rail Safety National Law (South Australia) Act 2012, in Tasmania.\nAll rail operations in Tasmania must comply with the Rail Safety National Law, including the requirements for\naccreditation and insurance.\nRail Company Act 2009\nThe Rail Company Act 2009 establishes TasRail as a state-owned company for the purpo\n Source: `strategies/Tasmanian_Rail_Access_Framework_Policy.pages.jsonl`\n\n### Work Health and Safety Regulations 2012\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Work+Health+and+Safety+Regulations+2012\n\n**Sources**:\n- `pages/announcements-index.html`\n\n**Evidence contexts**:\n- unities in which they work and live.\nWe will ensure that we provide and maintain a safe and healthy work environment and not put workers, or others, at risk of injury or illness by complying with the requirements of the Work Health and Safety Act 2012 and the Work Health and Safety Regulations 2012.\nOur commitment\nFoster a strong health, safety and positive culture into everyday business activities and encourage worker innovation and involvement in health, safety and wellbeing (WHS&W).\nUphold a culture of zero tolerance to any form of violence and work\n Source: `pages/announcements-index.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/ministers.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/recommendations-index.html` (page)\n- `pages/recommendations-index__21.html` (page)\n- `pages/recommendations-index__22.html` (page)\n- `pages/recommendations-index__23.html` (page)\n- `pages/recommendations-index__24.html` (page)\n- `pages/recommendations-index__25.html` (page)\n- 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`pages/strategies-index__20.html` (page)\n- `pages/structure.html` (page)\n- `pages/taskforces-index.html` (page)\n- `pages/taskforces-index__26.html` (page)\n- `pages/taskforces-index__27.html` (page)\n- `pages/taskforces-index__28.html` (page)\n- `pages/taskforces-index__29.html` (page)\n- `corporate-plans/2019.pages.jsonl` (pdf_pages)\n- `other-pdfs/Eastern_Strategic_Regional_Partnership_MOU.pages.jsonl` (pdf_pages)\n- `other-pdfs/Greater_Hobart_-_Growth-_Renewal_and_Connection.pages.jsonl` (pdf_pages)\n- `other-pdfs/Independent-Review-of-Homes-Tasmania-7-April-2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/State-Growth-Organisational-Structure-as-at-15-December-2025-State-Growth-Websit.pages.jsonl` (pdf_pages)\n- `other-pdfs/Western_Strategic_Regional_Partnership_MOU.pages.jsonl` (pdf_pages)\n- `reviews/Final-Government-Response-to-Homes-Tasmania-Independent-Review.pages.jsonl` (pdf_pages)\n- `reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pages.jsonl` (pdf_pages)\n- 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"global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2019-2022", "vision": null, "vision_source_page": null, "purposes": "To support economic growth and facilitate the creation of jobs and opportunities for the benefit of our community. [CP p.5]", "purposes_source_page": 5, "how_we_deliver": "We will do this guided by the following principles: Client-centric Innovative and creative; Collaborative and coordinated; Adaptable and agile; Efficient; Values based; Diverse and supportive; Results driven. [CP p.5]", "how_we_deliver_source_page": 5, "government_priorities": [ { "text": "Work with Tasmanian businesses and industry to support strategic growth and job creation", "source_page": 7 }, { "text": "Grow and support Tasmania’s visitor economy", "source_page": 8 }, { "text": "Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "source_page": 8 }, { "text": "Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "source_page": 9 }, { "text": "Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "source_page": 9 } ], "outcomes": [ { "name": "Objective 1: Work with Tasmanian businesses and industry to support strategic growth and job creation", "description": "This will include spreading growth opportunities across our regions by supporting the creation of new, and encouraging the growth of existing businesses, investment and opportunities, by: facilitating new opportunities and encouraging innovation and the use of technology; attracting new businesses to the State and retaining and increasing investment in Tasmania; delivering targeted programs and information services, particularly for small businesses; developing and implementing targeted action plans and strategies to drive growth in key sectors; actively working to explore options to best manage and use our forestry and mineral resources and land; engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce; encouraging innovation and supporting growth in the advanced manufacturing and defence industries; supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy.", "key_activities": [ "facilitating new opportunities and encouraging innovation and the use of technology", "attracting new businesses to the State and retaining and increasing investment in Tasmania", "delivering targeted programs and information services, particularly for small businesses", "developing and implementing targeted action plans and strategies to drive growth in key sectors", "actively working to explore options to best manage and use our forestry and mineral resources and land", "engaging and partnering with business, industry and the community to support job creation, pathways to employment and access to a skilled workforce", "encouraging innovation and supporting growth in the advanced manufacturing and defence industries", "supporting market expansion, domestic and international trade through coordinating Tasmania’s whole of government Trade Strategy" ], "source_page": 7 }, { "name": "Objective 2: Grow and support Tasmania’s visitor economy", "description": "This will include working alongside industry associations and our tourism and hospitality businesses to: encourage and support investment in quality visitor infrastructure and services; build capability, capacity and career opportunities in the industry and its workforce; develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions; support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow; promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories.", "key_activities": [ "encourage and support investment in quality visitor infrastructure and services", "build capability, capacity and career opportunities in the industry and its workforce", "develop new, enhance existing and support emerging tourism experiences and destinations that reimagine and encourage renewal and visitation to our regions", "support the delivery of quality services and enhance the productivity of our hospitality industry as it continues to grow", "promote Tasmania’s creativity and culture, including by developing our creative industries and cultural attractions and sharing Tasmania’s unique stories" ], "source_page": 8 }, { "name": "Objective 3: Contribute to Tasmania’s brand as the best place in the country to live, work, invest and raise a family", "description": "We will continue to drive growth that complements our brand through strategic land use, maintaining and growing our liveability, supporting the promotion and celebration of our regions, and nurturing our welcoming and supportive community. This will include: being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas; promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation; delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand; promoting and growing business-related events hosted in Tasmania; working with Brand Tasmania to promote the State’s strengths, brand and opportunities; working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals.", "key_activities": [ "being recognised as a welcoming and supportive community, focusing our population growth on addressing skills shortages and opportunities in regional areas", "promoting and delivering programs and events that celebrate our communities across all seasons, showcase our regions and promote artistic, cultural and sporting excellence and participation", "delivering support for our creative and cultural industries to build industry and individual capacity, and provide opportunities for their work to drive local investment and to build on our brand", "promoting and growing business-related events hosted in Tasmania", "working with Brand Tasmania to promote the State’s strengths, brand and opportunities", "working in partnership with all levels of government and businesses to maintain and enhance Tasmania’s liveability, harness opportunities and drive strategic land use decisions that support sustainable growth, including through City Deals" ], "source_page": 8 }, { "name": "Objective 4: Strategically develop our infrastructure and transport systems to support industry and business growth, and our community", "description": "This will include: managing the State Road Network as part of an integrated transport system to serve the community; providing access to the transport system, enabling access to employment, education, services and social participation; reviewing and managing our policy and regulatory programs in accordance with best practice principles; working to prevent crashes that result in death or serious injury; harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation.", "key_activities": [ "managing the State Road Network as part of an integrated transport system to serve the community", "providing access to the transport system, enabling access to employment, education, services and social participation", "reviewing and managing our policy and regulatory programs in accordance with best practice principles", "working to prevent crashes that result in death or serious injury", "harnessing our renewable energy capability to contribute to the national energy market including through the Battery of the Nation project, progressing Project Marinus and enabling wind-based energy generation" ], "source_page": 9 }, { "name": "Objective 5: Build organisational capacity by working collaboratively and developing our people, safety, systems and culture", "description": "This will include: ensuring that the health and safety of our people is paramount in all that we do; living by our shared values to build on our strengths as a department and improve the way we work together; investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels; promoting and fostering collaboration and communication within the department and across Government, at all levels; building an inclusive workplace that promotes and supports a diverse workforce; strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management; through responsible and careful financial management, supporting the delivery of priorities and programs; seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture.", "key_activities": [ "ensuring that the health and safety of our people is paramount in all that we do", "living by our shared values to build on our strengths as a department and improve the way we work together", "investing in and supporting the active engagement and development of our people and building our leadership capability and agility at all levels", "promoting and fostering collaboration and communication within the department and across Government, at all levels", "building an inclusive workplace that promotes and supports a diverse workforce", "strengthening our governance and accountability frameworks, promoting leadership in good decision making and a culture of risk management, including emergency management", "through responsible and careful financial management, supporting the delivery of priorities and programs", "seeking out and delivering business improvement and ICT services and initiatives to drive efficient operations and services, to support a client centric culture" ], "source_page": 9 } ], "values": [ "Teamwork", "Integrity", "Respect", "Excellence" ], "values_framework_name": "None", "kpi_targets_2025_26": [], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0017/206018/Corporate_Plan_2019-2022_-_Final.PDF" } }, "ideas": [ { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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 27]\nAppendix A\nPriority 1: Transforming Tasmania into Priority 2: Making energy work for the Priority 3: Growing the economy and\na global renewable energy powerhouse Tasmanian community providing jobs\nTargets Targets Targets\n By 2022 Tasmania will be 100 per cent  Ensure regulated electricity prices  Grow Tasmania’s renewable energy\nself-sufficient in renewable electricity remain affordable with the target to ‘brand’ nationally and globally.\ngeneration. achieve the lowest regulated electricity\n Attract new load and energy intensive\nprices in the NEM by 2022.\n By 2040 we will double our renewable industries to Tasmania.\ngeneration with a target of 200 per cent of  Maintain and further strengthen\n Create thousands of new jobs and realise\nour current needs.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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 27]\nAppendix A\nPriority 1: Transforming Tasmania into Priority 2: Making energy work for the Priority 3: Growing the economy and\na global renewable energy powerhouse Tasmanian community providing jobs\nTargets Targets Targets\n By 2022 Tasmania will be 100 per cent  Ensure regulated electricity prices  Grow Tasmania’s renewable energy\nself-sufficient in renewable electricity remain affordable with the target to ‘brand’ nationally and globally.\ngeneration. achieve the lowest regulated electricity\n Attract new load and energy intensive\nprices in the NEM by 2022.\n By 2040 we will double our renewable industries to Tasmania.\ngeneration with a target of 200 per cent of  Maintain and further strengthen\n Create thousands of new jobs and realise\nour current needs.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/TREAP.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0011/241112/TREAP.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Skip to content\nHome\nClose this menu\nDepartment of State Growth\nDepartment of State Growth\nNews\nNews\n2025 Tasmanian Agritourism Regulatory Review Report released\n11 Feb 2026\nThe 2025 Tasmanian Agritourism Regulatory Review Report builds on an initial review completed in 2022 and maps the regulatory permits and approvals required to establish an agritourism business in Tasmania\nRead more\nabout 2025 Tasmanian Agritourism Regulatory Review Report released\nTasmanian Critical Minerals Prospectus released\n19 Dec 2025\nThe Tasmanian Government has released the Critical Minerals Prospectus - an investment guide showcasing Tasmania's unique strengths in critical and strategic material exploration and development.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/news-latest.html (https://www.stategrowth.tas.gov.au/news)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Skip to content\nHome\nClose this menu\nDepartment of State Growth\nDepartment of State Growth\nNews\nNews\n2025 Tasmanian Agritourism Regulatory Review Report released\n11 Feb 2026\nThe 2025 Tasmanian Agritourism Regulatory Review Report builds on an initial review completed in 2022 and maps the regulatory permits and approvals required to establish an agritourism business in Tasmania\nRead more\nabout 2025 Tasmanian Agritourism Regulatory Review Report released\nTasmanian Critical Minerals Prospectus released\n19 Dec 2025\nThe Tasmanian Government has released the Critical Minerals Prospectus - an investment guide showcasing Tasmania's unique strengths in critical and strategic material exploration and development.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/news-latest.html (https://www.stategrowth.tas.gov.au/news)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Commitment Action/s Status Funding Timeframe\nCultural Arts Cultural Arts and Community Development Fund Delivered $1 million 2021\nand Community (CACD) (2020-21\nDevelopment The CACD Fund delivered a number of Arts State Budget)\nTasmania programs to assist cultural and community\nrecovery.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Commitment Action/s Status Funding Timeframe\nCultural Arts Cultural Arts and Community Development Fund Delivered $1 million 2021\nand Community (CACD) (2020-21\nDevelopment The CACD Fund delivered a number of Arts State Budget)\nTasmania programs to assist cultural and community\nrecovery.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/CCIRS_Implementation_Plan_Updated_December_2023.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0019/342505/CCIRS_Implementation_Plan_Updated_December_2023.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "[Page 15]\nFigure 1 .1 Proposed Energy Security Risk Response Framework\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT XIII\nrossessA\ndna\nrotinoM\nWater\nStorage Level\nCommercial Operation\nPrudent\nStorage Level Increased Monitoring\nHigh\nReliability Level Increased Response\nEnergy Security Reserve\nEmergency - demand not met\n(national arrangements)\nrotanidrooC\nytiruceS\nygrenE\nAEMO,\nRO, JSSC\nFigure 1 .2 Risk of an energy security event across scenarios modelled by the Taskforce\n12%\n10% 1 in 10 year event risk threshold\n8%\n6%\n4%\n2%\n1 in 200 year event risk threshold\n0%\nBase Case ‘The Long Dry’ ‘Changing ‘On-island Energy PSL 35% ‘Gas Supply PSL 30% ‘Changing PSL 25% ‘The Long Dry’\n10% annual Demand’ - Balance’ @ 1 July Interruption’ @ 1 July Demand’ - @ 1 July 10% annual\ninflow Load decrease, +700 GWh Load growth, inflow reduction\nreduction PSL adjusted Renewable PSL adjusted up\nGeneration", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "[Page 15]\nFigure 1 .1 Proposed Energy Security Risk Response Framework\nTASMANIAN ENERGY SECURITY TASKFORCE | FINAL REPORT XIII\nrossessA\ndna\nrotinoM\nWater\nStorage Level\nCommercial Operation\nPrudent\nStorage Level Increased Monitoring\nHigh\nReliability Level Increased Response\nEnergy Security Reserve\nEmergency - demand not met\n(national arrangements)\nrotanidrooC\nytiruceS\nygrenE\nAEMO,\nRO, JSSC\nFigure 1 .2 Risk of an energy security event across scenarios modelled by the Taskforce\n12%\n10% 1 in 10 year event risk threshold\n8%\n6%\n4%\n2%\n1 in 200 year event risk threshold\n0%\nBase Case ‘The Long Dry’ ‘Changing ‘On-island Energy PSL 35% ‘Gas Supply PSL 30% ‘Changing PSL 25% ‘The Long Dry’\n10% annual Demand’ - Balance’ @ 1 July Interruption’ @ 1 July Demand’ - @ 1 July 10% annual\ninflow Load decrease, +700 GWh Load growth, inflow reduction\nreduction PSL adjusted Renewable PSL adjusted up\nGeneration", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level by up to 40 per cent would only result in a\nslight demand reduction\n— rail service level increases of around 40 per cent could more than double rail demand.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "2.2.2 Simulation results\nThe simulations show that:\n— rail price reductions (increases) of more than 15 per cent have the potential to significantly increase\n(reduce) rail demand\n— a rail price reduction of 40 per cent or more could grow rail demand by almost one billion tkm\n— changes in rail service levels of up 10 ten per cent in either direction are unlikely to affect rail demand;\nthe model predicts that even a reduction of rail service level by up to 40 per cent would only result in a\nslight demand reduction\n— rail service level increases of around 40 per cent could more than double rail demand.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0018/164322/Burnie_to_Hobart_Freight_Corridor_Strategy_Consultancy_Reports.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-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "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": "Table 3 .2 Large-scale renewable energy projects under construction or completed in Australia in\n2017 (as at 2 May 2017)\nState Projects Capacity (MW) Investment (A$million) Jobs\nQueensland 15 963 2 224 1 680\nNew South Wales 8 1 017 2 140 1 170\nVictoria 5 685 1 295 535\nSouth Australia 6 863 1 737 620\nWestern Australia 1 20 50 100\nTasmania 0 0 0 0\nSource: Clean Energy Council, 2017, Another $2 billion of Renewable Energy Investment in Unprecedented Year.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "reviews/Tasmanian_Energy_Security_Taskforce_-_Final_Report.pdf (https://www.stategrowth.tas.gov.au/__data/assets/pdf_file/0004/151159/Tasmanian_Energy_Security_Taskforce_-_Final_Report.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-007", "entity_name": "Department of State Growth", "folder_name": "Department-of-State-Growth", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Table 3 .2 Large-scale renewable energy projects under construction or completed in Australia in\n2017 (as at 2 May 2017)\nState Projects Capacity (MW) Investment (A$million) Jobs\nQueensland 15 963 2 224 1 680\nNew South Wales 8 1 017 2 140 1 170\nVictoria 5 685 1 295 535\nSouth Australia 6 863 1 737 620\nWestern Australia 1 20 50 100\nTasmania 0 0 0 0\nSource: Clean Energy Council, 2017, Another $2 billion of Renewable Energy Investment in Unprecedented Year.", "impact": "Very High", "effort": "High", 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