{ "entity_id": "O-000897", "folder": "Infrastructure-Australia", "name": "Infrastructure Australia", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.infrastructureaustralia.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 2, "n_artifacts": 16, "n_kpi_targets": 17, "n_kpi_results": 20, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Infrastructure Australia provides independent advice to the Australian Government on nationally significant infrastructure investment planning and project prioritisation.", "official_site_url": "http://www.infrastructureaustralia.gov.au", "source_documents": [ { "type": "annual_report", "title": "Infrastructure Australia Annual Report 2024-25 (PDF: 1.92 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Infrastructure Australia Annual Report 2014-15 (PDF: 2.33 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Infrastructure Australia Annual Report 2021-22 (PDF: 2.63 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Infrastructure Australia Annual Report 2020-21 (PDF: 2.47 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "Infrastructure Australia Annual Report 2019-20 (PDF: 2.95 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf", "period": "2019-20", "confidence": "high" }, { "type": "corporate_plan", "title": "Infrastructure Australia Corporate Plan 2025-26 (PDF: 1.67 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "Infrastructure Australia Corporate Plan 2024-25 (PDF: 1.63 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "Infrastructure Australia Corporate Plan 2023-24 (PDF: 13.60 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2023-24%20Corporate%20Plan.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "Infrastructure Australia Corporate Plan 2022-23 (PDF: 30.06 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2022-23%20Corporate%20Plan.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "Infrastructure Australia Corporate Plan 2021-22 (PDF: 2.63 MB)", "url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2021-22%20Corporate%20Plan.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "https://www.dcceew.gov.au/sites/default/files/documents/net-zero-report.pdf", "url": "https://www.dcceew.gov.au/sites/default/files/documents/net-zero-report.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "Infrastructure Australia provides independent advice to the Australian Government on nationally significant infrastructure investment planning and project prioritisation.", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 5, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=5" }, "vision": { "text": "To be the trusted leader on national infrastructure issues, shaping planning and investment decisions for a resilient national infrastructure system that drives economic growth and enhances wellbeing for Australians", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" }, "strategic_priorities": [ { "title": "Support the energy transition", "description": "Support the energy transition", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" }, { "title": "Support housing growth", "description": "Support housing growth", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" }, { "title": "Enable modern and resilient infrastructure networks", "description": "Enable modern and resilient infrastructure networks", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" } ], "values": [ { "name": "Dynamic", "description": "", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": null }, { "name": "Connected", "description": "", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": null }, { "name": "Purposeful", "description": "", "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": null } ], "outcomes": [ { "name": "Support the energy transition", "description": "Guide the planning and delivery of enabling infrastructure to accelerate Australia's energy transition by identifying system gaps, shaping investment decisions, and supporting coordinated planning.", "activities": [ "Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments", "Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government" ], "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" }, { "name": "Support housing growth", "description": "Guide the planning and delivery of enabling infrastructure that unlocks housing growth, improves liveability, and aligns with long-term national priorities.", "activities": [ "Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes", "Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes", "Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government" ], "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" }, { "name": "Enable modern and resilient infrastructure networks", "description": "Advance the performance and resilience of national infrastructure systems by identifying strategic needs, reviewing system performance, and informing future investment.", "activities": [ "Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment", "Develop enhanced guidance on how proposals can better value resilience", "Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks", "Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government" ], "source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "source_page": 6, "source_deep_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6" } ], "performance_measures": [ { "code": "SET01", "measure": "Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments", "target": "Over the life of the plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "SET02", "measure": "Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government", "target": "Annually", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "SHG01", "measure": "Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes", "target": "2025-26", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "SHG02", "measure": "Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes", "target": "Over the life of the plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "SHG03", "measure": "Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government", "target": "Annually", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "EMRIN01", "measure": "Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment", "target": "Over the life of the Plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "EMRIN02", "measure": "Develop enhanced guidance on how proposals can better value resilience", "target": "2026-27", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "EMRIN03", "measure": "Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks", "target": "2026-27", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "EMRIN04", "measure": "Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government", "target": "Annually", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 20, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM01", "measure": "A Post Completion Evaluation Framework is published in consultation with DITRDCSA and jurisdictions to drive data sharing, lessons learned and potential enhancements to project selection, assessment methodologies and reporting", "target": "2025-26", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM02", "measure": "The Infrastructure Priority List is targeted and updated regularly, with all proposals aligned to Australian Government priorities", "target": "Over the life of the plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM03", "measure": "A National Planning and Assessment Framework is developed, with implementation demonstrating progress toward national consistency and reduced duplication", "target": "Over the life of the plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM04", "measure": "Project evaluations leverage a 'peer review' model where appropriate state or territory assurance outputs exist, promoting greater efficiency in the project evaluation model", "target": "Over the life of the plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM05", "measure": "Staff survey results show an alignment and engagement score in the top 10% of all other organisations surveyed", "target": "Annually", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM06", "measure": "75% of proponents surveyed are satisfied or highly satisfied with the level of engagement provided in the assessment of their proposal", "target": "Annually", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM07", "measure": "IA delivers 100% of products required under the IA Act and Statement of Expectations within statutory timeframes", "target": "Over the life of the Plan", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "DM08", "measure": "80% of Australian Government stakeholders surveyed are satisfied or highly satisfied with the quality and rigour of Infrastructure Australia's advice", "target": "Annually", "latest_result": "", "status": "", "target_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf", "target_source_page": 21, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": null }, { "code": "R01", "measure": "New products under the revised Infrastructure Act are delivered within statutory timeframes", "target": "", "latest_result": "All products delivered within statutory timeframes", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 20 }, { "code": "R02", "measure": "Infrastructure Australia's Corporate Plan and strategic goals are reviewed and (where appropriate) revised within 12 months following the appointment of permanent Commissioners", "target": "", "latest_result": "New strategic goals approved by Commissioners in June 2025", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 20 }, { "code": "R03", "measure": "75% of stakeholders surveyed are satisfied or highly satisfied with the quality and rigour of Infrastructure Australia's advice", "target": "", "latest_result": "96% of stakeholders were satisfied or highly satisfied", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 21 }, { "code": "R04", "measure": "50% of Infrastructure Priority List proposals receive Commonwealth Government funding", "target": "", "latest_result": "43% received Commonwealth funding. Whilst IA offers advice on priorities it does not make funding decisions", "status": "Not achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 21 }, { "code": "R05", "measure": "100% of Infrastructure Australia's evaluations of business cases are tabled in parliament and published on our website within statutory timelines", "target": "", "latest_result": "All evaluations of business cases tabled and published on our website within required timeframes", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 21 }, { "code": "R06", "measure": "75% of stakeholders surveyed are satisfied or highly satisfied with the quality of Infrastructure Australia's stakeholder engagement", "target": "", "latest_result": "96% of stakeholders surveyed were satisfied or highly satisfied with the quality of engagement", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 21 }, { "code": "R07", "measure": "75% of proponents surveyed are satisfied or highly satisfied with the level of engagement and quality of advice provided in the assessment of their proposal", "target": "", "latest_result": "Engagement - 82%; Quality of advice – 70%. Whilst below target we note the sample size was small at 10 responses", "status": "Partially achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 21 }, { "code": "R08", "measure": "100% of states & territories contribute to developing the National Planning and Assessment Framework (NPAF) and the ongoing plan to harmonise project development practices", "target": "", "latest_result": "100% of states and territories have been engaged to date on the NPAF development – NPAF development is ongoing", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 22 }, { "code": "R09", "measure": "At least 80% of eligible project evaluations leverage a 'peer review' model where appropriate state or territory assurance outputs exist", "target": "", "latest_result": "100% of eligible project evaluations have leveraged a peer review model where appropriate assurance outputs existed", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 22 }, { "code": "R10", "measure": "75% of relevant stakeholders surveyed are satisfied or highly satisfied with the market capacity report", "target": "", "latest_result": "94% of stakeholders satisfied or highly satisfied with the market capacity report (100% among federal government stakeholders)", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 22 }, { "code": "R11", "measure": "Maintenance of trust as an independent national agency, as measured by maintaining data sharing agreements with all State, Territory and Commonwealth governments", "target": "", "latest_result": "IA has maintained data sharing agreements with 100% of state, territory and Commonwealth governments", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 22 }, { "code": "R12", "measure": "Staff survey results show an alignment and engagement score in the top 10% of all other organisations surveyed", "target": "", "latest_result": "Survey results were in the top 10% of organisations surveyed for alignment and engagement", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 22 }, { "code": "R13", "measure": "Staff survey results show IT & systems scores in the top 10% of all other organisations surveyed", "target": "", "latest_result": "Survey results were in the top 10% of organisations surveyed for IT and systems", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 22 }, { "code": "R14", "measure": "At least 50% of proposals identify approaches to reduce or mitigate emissions in construction and operations", "target": "", "latest_result": "70% of proposals identify approaches to reduce or mitigate emissions", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 }, { "code": "R15", "measure": "Establish a baseline and a reduction strategy to 2023 for greenhouse gas emissions associated with how we work at Infrastructure Australia", "target": "", "latest_result": "Baseline set at 2023-24 levels. In 2024-25 emissions have reduced overall", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 }, { "code": "R16", "measure": "The infrastructure sector accounts for its contribution to Australia's emissions reduction target of 43% by 2030", "target": "", "latest_result": "3.5% reduction over 2005 measure (2023 Total 349.7 Mt CO2e)", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 }, { "code": "R17", "measure": "The infrastructure sector's emissions are net-zero no later than 2050", "target": "", "latest_result": "1.4% reduction over 2021", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 }, { "code": "R18", "measure": "Consult with 100% of states and territories in developing enhanced guidance for assessing productivity and liveability in infrastructure proposals", "target": "", "latest_result": "N/A as development of such guidance has not yet commenced", "status": "Partially achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 }, { "code": "R19", "measure": "100% of jurisdictions have 10-year pipelines for projects and concessions over $20 million", "target": "", "latest_result": "62.5% of jurisdictions have 10-year pipelines. Whilst we can contribute to this measure, we are unable to control the outcome", "status": "Partially achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 }, { "code": "R20", "measure": "Develop an appropriate baseline and seek to improve over time, the Multifactor Productivity Metric for construction sector productivity", "target": "", "latest_result": "ABS Multifactor Productivity Metric for construction sector +2.0, (up from -0.8 last year)", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "result_source_page": 23 } ], "document_alignment_terms": { "must_support": [ "Infrastructure Australia provides independent advice to the Australian Government on nationally significant infrastructure investment planning and project prioritisation.", "To be the trusted leader on national infrastructure issues, shaping planning and investment decisions for a resilient national infrastructure system that drives economic growth and", "Support the energy transition", "Support housing growth", "Enable modern and resilient infrastructure networks" ], "watch_terms": [ "Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments", "Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government", "Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes", "Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes", "Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government", "Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment", "Develop enhanced guidance on how proposals can better value resilience", "Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks", "Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government", "A Post Completion Evaluation Framework is published in consultation with DITRDCSA and jurisdictions to drive data sharing, lessons learned and potential enhancements to project selection, assessment methodologies and reporting", "The Infrastructure Priority List is targeted and updated regularly, with all proposals aligned to Australian Government priorities", "A National Planning and Assessment Framework is developed, with implementation demonstrating progress toward national consistency and reduced duplication" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Infrastructure Australia — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)\n**Corporate Plan**: [2025-26](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)\n\n## Vision\n\n> To be the trusted leader on national infrastructure issues, shaping planning and investment decisions for a resilient national infrastructure system that drives economic growth and enhances wellbeing for Australians [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n\n## Our purpose / purposes\n\n> Infrastructure Australia provides independent advice to the Australian Government on nationally significant infrastructure investment planning and project prioritisation. [[CP p.5](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=5)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=5)]\n\n## How we deliver\n\n> We will leverage our core products and functions to deliver on our purpose, vision, and strategic focus areas while continuing to meet our statutory obligations. [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n\n## Government priorities for this department\n\n- Support the energy transition [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n- Support housing growth [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n- Enable modern and resilient infrastructure networks [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n\n## Outcomes\n\n### Support the energy transition\nGuide the planning and delivery of enabling infrastructure to accelerate Australia's energy transition by identifying system gaps, shaping investment decisions, and supporting coordinated planning. [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n\n**Key activities:**\n- Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments\n- Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government\n\n### Support housing growth\nGuide the planning and delivery of enabling infrastructure that unlocks housing growth, improves liveability, and aligns with long-term national priorities. [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n\n**Key activities:**\n- Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes\n- Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes\n- Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government\n\n### Enable modern and resilient infrastructure networks\nAdvance the performance and resilience of national infrastructure systems by identifying strategic needs, reviewing system performance, and informing future investment. [[CP p.6](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=6)]\n\n**Key activities:**\n- Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment\n- Develop enhanced guidance on how proposals can better value resilience\n- Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks\n- Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government\n\n## Values and principles\n\n- Dynamic\n- Connected\n- Purposeful\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| SET01 | Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments | Over the life of the plan | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| SET02 | Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government | Annually | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| SHG01 | Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes | 2025-26 | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| SHG02 | Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes | Over the life of the plan | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| SHG03 | Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government | Annually | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| EMRIN01 | Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment | Over the life of the Plan | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| EMRIN02 | Develop enhanced guidance on how proposals can better value resilience | 2026-27 | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| EMRIN03 | Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks | 2026-27 | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| EMRIN04 | Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government | Annually | [CP p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=20) |\n| DM01 | A Post Completion Evaluation Framework is published in consultation with DITRDCSA and jurisdictions to drive data sharing, lessons learned and potential enhancements to project selection, assessment methodologies and reporting | 2025-26 | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM02 | The Infrastructure Priority List is targeted and updated regularly, with all proposals aligned to Australian Government priorities | Over the life of the plan | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM03 | A National Planning and Assessment Framework is developed, with implementation demonstrating progress toward national consistency and reduced duplication | Over the life of the plan | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM04 | Project evaluations leverage a 'peer review' model where appropriate state or territory assurance outputs exist, promoting greater efficiency in the project evaluation model | Over the life of the plan | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM05 | Staff survey results show an alignment and engagement score in the top 10% of all other organisations surveyed | Annually | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM06 | 75% of proponents surveyed are satisfied or highly satisfied with the level of engagement provided in the assessment of their proposal | Annually | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM07 | IA delivers 100% of products required under the IA Act and Statement of Expectations within statutory timeframes | Over the life of the Plan | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n| DM08 | 80% of Australian Government stakeholders surveyed are satisfied or highly satisfied with the quality and rigour of Infrastructure Australia's advice | Annually | [CP p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf#page=21) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| R01 | New products under the revised Infrastructure Act are delivered within statutory timeframes | All products delivered within statutory timeframes | Achieved | [AR p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=20) |\n| R02 | Infrastructure Australia's Corporate Plan and strategic goals are reviewed and (where appropriate) revised within 12 months following the appointment of permanent Commissioners | New strategic goals approved by Commissioners in June 2025 | Achieved | [AR p.20](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=20)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=20) |\n| R03 | 75% of stakeholders surveyed are satisfied or highly satisfied with the quality and rigour of Infrastructure Australia's advice | 96% of stakeholders were satisfied or highly satisfied | Achieved | [AR p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21) |\n| R04 | 50% of Infrastructure Priority List proposals receive Commonwealth Government funding | 43% received Commonwealth funding. Whilst IA offers advice on priorities it does not make funding decisions | Not achieved | [AR p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21) |\n| R05 | 100% of Infrastructure Australia's evaluations of business cases are tabled in parliament and published on our website within statutory timelines | All evaluations of business cases tabled and published on our website within required timeframes | Achieved | [AR p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21) |\n| R06 | 75% of stakeholders surveyed are satisfied or highly satisfied with the quality of Infrastructure Australia's stakeholder engagement | 96% of stakeholders surveyed were satisfied or highly satisfied with the quality of engagement | Achieved | [AR p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21) |\n| R07 | 75% of proponents surveyed are satisfied or highly satisfied with the level of engagement and quality of advice provided in the assessment of their proposal | Engagement - 82%; Quality of advice – 70%. Whilst below target we note the sample size was small at 10 responses | Partially achieved | [AR p.21](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=21) |\n| R08 | 100% of states & territories contribute to developing the National Planning and Assessment Framework (NPAF) and the ongoing plan to harmonise project development practices | 100% of states and territories have been engaged to date on the NPAF development – NPAF development is ongoing | Achieved | [AR p.22](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22) |\n| R09 | At least 80% of eligible project evaluations leverage a 'peer review' model where appropriate state or territory assurance outputs exist | 100% of eligible project evaluations have leveraged a peer review model where appropriate assurance outputs existed | Achieved | [AR p.22](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22) |\n| R10 | 75% of relevant stakeholders surveyed are satisfied or highly satisfied with the market capacity report | 94% of stakeholders satisfied or highly satisfied with the market capacity report (100% among federal government stakeholders) | Achieved | [AR p.22](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22) |\n| R11 | Maintenance of trust as an independent national agency, as measured by maintaining data sharing agreements with all State, Territory and Commonwealth governments | IA has maintained data sharing agreements with 100% of state, territory and Commonwealth governments | Achieved | [AR p.22](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22) |\n| R12 | Staff survey results show an alignment and engagement score in the top 10% of all other organisations surveyed | Survey results were in the top 10% of organisations surveyed for alignment and engagement | Achieved | [AR p.22](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22) |\n| R13 | Staff survey results show IT & systems scores in the top 10% of all other organisations surveyed | Survey results were in the top 10% of organisations surveyed for IT and systems | Achieved | [AR p.22](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=22) |\n| R14 | At least 50% of proposals identify approaches to reduce or mitigate emissions in construction and operations | 70% of proposals identify approaches to reduce or mitigate emissions | Achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |\n| R15 | Establish a baseline and a reduction strategy to 2023 for greenhouse gas emissions associated with how we work at Infrastructure Australia | Baseline set at 2023-24 levels. In 2024-25 emissions have reduced overall | Achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |\n| R16 | The infrastructure sector accounts for its contribution to Australia's emissions reduction target of 43% by 2030 | 3.5% reduction over 2005 measure (2023 Total 349.7 Mt CO2e) | Achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |\n| R17 | The infrastructure sector's emissions are net-zero no later than 2050 | 1.4% reduction over 2021 | Achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |\n| R18 | Consult with 100% of states and territories in developing enhanced guidance for assessing productivity and liveability in infrastructure proposals | N/A as development of such guidance has not yet commenced | Partially achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |\n| R19 | 100% of jurisdictions have 10-year pipelines for projects and concessions over $20 million | 62.5% of jurisdictions have 10-year pipelines. Whilst we can contribute to this measure, we are unable to control the outcome | Partially achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |\n| R20 | Develop an appropriate baseline and seek to improve over time, the Multifactor Productivity Metric for construction sector productivity | ABS Multifactor Productivity Metric for construction sector +2.0, (up from -0.8 last year) | Achieved | [AR p.23](http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23)(http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf#page=23) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Infrastructure Australia - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:53:54.289609+00:00\n**Entity ID**: O-000897\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.infrastructureaustralia.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| annual-reports | 5 |\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 40 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- Strategic plan (2025-26 to 2028-29)\nPurpose Vision\nBe the Australian Government’s To be the trusted leader on national infrastructure\nindependent advisor on nationally issues, shaping planning and investment\nsignificant infrastructure investment decisions for a resilient national infrastructure\nplanning and project prioritisation system that drives economic growth and\nenhances wellbeing for Australians\nStrategic focus areas\nTo achieve our vision and purpose, we focus on three strategic outcomes that reflect national priorities and\nrequire coordinated, system-wide responses across sectors and jurisdictions.\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- [pages 5,6,7,8]\ngoals, key priorities and purpose, as required\nWe also assess business cases for major projects,\nby paragraph 35(1)(b) of the Public Governance,\nproviding an objective view of nationally significant\nPerformance and Accountability Act 2013 (Cth).\nproposals seeking Australian Government funding.\n Source: `corporate-plans/2022-23.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2022-23%20Corporate%20Plan.pdf)`\n- Activities Outcome\nReview the processes, procedures and guidelines for project Achieved\nassessment to ensure they are clear, efficient and fit-for-purpose\nin compliance with legislative timeframes\nConduct national engagement and education to improve Achieved\ninfrastructure investment decision making\nUndertake appropriate research to improve business case Achieved\ndevelopment and advice\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of states and territories have at least one business case development Achieved – 75%\nworkshop delivered to both proponents and their advisors each year\n75% of attendees at business case development workshops are satisfied Achieved – 100%\nor highly satisfied with business case development presentation\nBenchmark the percentage of Projects that receive a funding commitment 57% of projects\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [Page 76]\nInfrastructure Australia Annual Report: 2020–21\nOverview\nObjectives of The Basis of Preparation\nInfrastructure Australia\nThe financial statements are general\nInfrastructure Australia is a Corporate purpose financial statements and\nCommonwealth entity established on are required by Section 42 of the\n1 September 2014 following amendment of Public Governance, Performance and\nthe Infrastructure Australia Act 2008.\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n\n### Role and Functions\n\n- [Page 42]\nInfrastructure Australia Annual Report: 2020–21\nTable 4: Audit, Risk and Compliance Committee membership and attendance – PGPA Rule\nSection 17BE (taa)\nNumber of\nmeetings\nQualifications, knowledge, skills or attended / [total Total annual\nDate accepted experience (include formal and informal number of remuneration\nfor evaluation as relevant) meetings] (GST inc.)\nPeter Corish 45 years experience developing and 6 [6] $0\nmanaging a portfolio of agricultural\nbusinesses in NSW, QLD and NT\nExecutive Chairman, Managing Director and\nAudit Committee member of ASX listed and\nNon Executive Director of private companies\nand public sector agency including as Audit\nCommittee Chair\nJohn Fitzgerald Worked in finance for 50 years and, in 6 [6] $0\nparticular, risk management over the last\n20 years including responsibility for “Whole\nof Government Risk Management” when\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Table 4: Audit, Risk and Compliance Committee membership and attendance – PGPA Rule Section 17BE (taa)\nDate Qualifications, knowledge, skills or experience Number of Total annual\naccepted for (include formal and informal as relevant) meetings attended remuneration (GST\nevaluation / [total number of inc.)\nmeetings]\nPeter Corish 45 years experience developing and managing 1 [1] $0\na portfolio of agricultural businesses in NSW,\n(Chair retired\nQLD and NT\n31 October\n2021) Executive Chairman, Managing Director and\nAudit Committee member of ASX listed and\nNon Executive Director of private companies\nand public sector agency including as Audit\nCommittee Chair\nJohn Worked in finance for 50 years and, in 4 [4] $0\nFitzgerald particular, risk management over the last\n20 years including responsibility for “Whole\n(Chair from\nof Government Risk Management” when at\n1 November\n Source: `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)`\n- [Page 26]\nAnnual Report 2024-25\nAs part of its annual work program the Accountable\nAuthority has undertaken:\n• Oversight of the evolution • Engaged extensively with all\nof Infrastructure Australia levels of Government and other\nthrough implementation of relevant stakeholders.\nchanges to our functions\n• Engaged a new Audit Risk and\nfollowing amendments to\nCompliance Committee\nthe Infrastructure Australia\nAct 2008, including the • Had oversight of Infrastructure\ndevelopment of a new targeted Australia entering into a new\nInfrastructure Priority List. office lease in Sydney and the\nassociated fit out of the new\n• Set the strategic direction for\npremises\nInfrastructure Australia’s new\nstrategy developed in 2024-25. • Dealt with various compliance\nmatters including the delivery\n• Evaluation of 19 nationally\nof Infrastructure Australia’s\nsignificant infrastructure\n Source: `annual-reports/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)`\n- [Page 37]\nGovernance\nDate Qualifications, knowledge, skills or experience Number of Total annual\naccepted for (include formal and informal as relevant) meetings attended remuneration (GST\nevaluation / [total number of inc.)\nmeetings]\nAmanda BA (Double major- Government) Over eleven 2 [2] $0\nCooper years of experience as a Brisbane City Council\ncommittee chair overseeing a diverse range\n(First meeting\nof infrastructure and urban planning projects\nMarch 2022)\nwith responsibility for risk management and\naudit functions.\n Source: `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)`\n- Our governing legislation,\nthe Infrastructure Australia Act 2008 Creative Commons Attribution 3.0\n(Cth), defines our role and responsibilities Australia Licence is a standard form\nin advising on nationally significant licence agreement that allows you to copy,\ninfrastructure investment planning and communicate and adapt this publication\nproject prioritisation. provided that you attribute the work to the\nCommonwealth and abide by the other\nOwnership of intellectual property rights\nlicence terms.\nin this publication\nA summary of the licence terms is available\nUnless otherwise noted, copyright (and\nfrom http:// creativecommons.org/licenses/\nany other intellectual property rights, if\nby/3.0/au/deed.en\nany) in this publication is owned by the\nCommonwealth of Australia (referred to The full licence terms are available from\nbelow as Infrastructure Australia). http:// creativecommons.\n Source: `annual-reports/2014-15.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf)`\n- Similarly the\nBlack Spot Program and the Heavy Vehicle Safety and Productivity Program, both under the Land\nTransport NPA, are administered in a more grants-like fashion.91\nThe CGRGs also specify that grants should be open and competitive, allowing a fair opportunity for\nall eligible applicants to apply.92 The Inquiry into Commonwealth Grants Administration (2023) has\nrecommended that:\n– Competitive, merit-based processes must be adopted by default with program design\nguidelines or decision-makers required to document appropriately detailed reasons when\na non-competitive approach is utilised,93\n– The role of all stakeholders must be disclosed in the published program guidelines for\ncompetitive merits-based grants programs, including any who assess or award grant funding\nand how advocacy and input from MPs and stakeholders is to be considered,94 and\n Source: `other-pdfs/nlt-npa-review-report.pdf (https://www.infrastructure.gov.au/sites/default/files/documents/nlt-npa-review-report.pdf)`\n\n### Strategic Priorities\n\n- [Page 26]\nAnnual Report 2024-25\nAs part of its annual work program the Accountable\nAuthority has undertaken:\n• Oversight of the evolution • Engaged extensively with all\nof Infrastructure Australia levels of Government and other\nthrough implementation of relevant stakeholders.\nchanges to our functions\n• Engaged a new Audit Risk and\nfollowing amendments to\nCompliance Committee\nthe Infrastructure Australia\nAct 2008, including the • Had oversight of Infrastructure\ndevelopment of a new targeted Australia entering into a new\nInfrastructure Priority List. office lease in Sydney and the\nassociated fit out of the new\n• Set the strategic direction for\npremises\nInfrastructure Australia’s new\nstrategy developed in 2024-25. • Dealt with various compliance\nmatters including the delivery\n• Evaluation of 19 nationally\nof Infrastructure Australia’s\nsignificant infrastructure\n Source: `annual-reports/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)`\n- [Page 10]\nInfrastructure Australia Corporate Plan 2021–22 to 2024–25 Risk oversight and management\nRisk oversight\nand management\nEffective risk management is essential to ensure Infrastructure\nAustralia achieves our strategic objectives and fulfils our legislative\nmandate within the Infrastructure Australia Act 2008 (Cth).\n Source: `corporate-plans/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2021-22%20Corporate%20Plan.pdf)`\n- [pages 5,6,7,8]\ngoals, key priorities and purpose, as required\nWe also assess business cases for major projects,\nby paragraph 35(1)(b) of the Public Governance,\nproviding an objective view of nationally significant\nPerformance and Accountability Act 2013 (Cth).\nproposals seeking Australian Government funding.\n Source: `corporate-plans/2022-23.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2022-23%20Corporate%20Plan.pdf)`\n- [Page 20]\nInfrastructure Australia Corporate Plan 2022–23 to 2025–26\nRisk oversight\nand management\nEffective risk management is essential to ensure Infrastructure\nAustralia achieves our strategic objectives and fulfills our legislative\nmandate within the Infrastructure Australia Act 2008 (Cth).\n Source: `corporate-plans/2022-23.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2022-23%20Corporate%20Plan.pdf)`\n- [Page 20]\nInfrastructure Australia Corporate Plan 2023–24 to 2026–27\n‘Way we work’ measures\nCategory Metrics & indicators\n75% of proponents applying new guidance and tools from the Infrastructure\nAustralia Assessment Framework (2021 release) to submitted proposals\nInfluence\n75% of relevant9 Australian Government budget funding commitments that come\nfrom the Infrastructure Priority List.\n Source: `corporate-plans/2023-24.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2023-24%20Corporate%20Plan.pdf)`\n- [Page 22]\nInfrastructure Australia Corporate Plan 2021–22 to 2024–25\nRisk oversight and management\nEffective risk management is essential to ensure Infrastructure\nAustralia achieves its strategic objectives and fulfils its legislative\nmandate within the Infrastructure Australia Act 2008 (Cth).\n Source: `corporate-plans/2023-24.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2023-24%20Corporate%20Plan.pdf)`\n- [pages 8,9,10,11,12]\nucts\nProvide independent\nadvice to the\nCommonwealth\ngovernment on nationally\nsignificant infrastructure\ninvestment planning and\nproject prioritisation\nPurpose\nAnnual\nInfrastructure Annual Budget Project Performance\nAudits Statements Evaluations\nStatements\nProjects\nInfrastructure committed Market\nPriority Lists without prior Capacity\nevaluation\nNational Planning\nPost completion\n& Assessment\nevaluations\nFramework\n5\nsnoitcnuF\neroC\nstcudorP\neroC\nNew\n$\nProvide\nIdentify gaps Define investment Monitor and\nand investment planning review\nopportunities priorities assurance performance\nChange New Change New\nNew Change New\nInfrastructure\nInquiries\nChange New New\nInfrastructure\nPlans\nNew Added to IA Act, Change Changed in IA Product required Product prepared\nDec 2023 Act, Dec 2023 regularly as required\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- [Page 17]\nOperating Context\nSocial Factors\nGlobal Australian, State and Territory Industry\nPolitical, economic and social The Commonwealth The direct impacts of\nevents of global reach are Government’s response to infrastructure projects on\nreshaping the competitive recent reviews of infrastructure communities and end-users\nlandscape. investments is to increase elevates the importance for\nits focus on productivity, industry to maintain its social\nIn considering citizens’\nsustainability, and liveability. licence.16 Clarity and trust in the\nquality of life, the Institute for\nbenefits a project will bring to a\nManagement Development notes Working alongside state and\nregion or community, the impact\nthat ‘Economies with stable territory governments, the\nof the project on community\nindigenous energy production Commonwealth Government, has\nlife, needs and values as well\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- Performance measure Performance measure Changes made Rationale for changes\nin 2023-24 Corporate in 2024-25 Corporate\nPlan Plan\nVarious measures linked Various measures linked Re-aligned to reflect new Reflecting the refined\nto previous goals to new goals (measures goals goals of the 2024-28\nunchanged) Corporate Strategy\nNot applicable New products under Added Legislation changes and\nthe revised IA Act reflecting the refined\nare delivered within goals of the 2024-28\nstatutory timeframes Corporate Strategy\nNot applicable IA’s Corporate Plan Added Legislation changes and\nand strategic goals reflecting the refined\nare reviewed and goals of the 2024-28\n(where appropriate) Corporate Strategy\nrevised within 12\nmonths following\nthe appointment\nof permanent\nCommissioners\n75% of relevant 50% of Infrastructure Switched emphasis on Legislation changes for a\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- [pages 27,28,29,30]\nding.\nthe Infrastructure Priority\nList\n100% of Infrastructure 100% of Infrastructure Added ‘tabling’ Legislation changes for\nAustralia’s evaluations Australia’s evaluations tabling requirements\nof business cases of business cases are\nare published on our tabled in parliament\nwebsite within statutory and published on our\ntimelines. website within statutory\ntimelines.\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 29]\nAppendix A\nPerformance measure Performance measure Changes made Rationale for changes\nin 2023-24 Corporate in 2024-25 Corporate\nPlan Plan\nNot applicable The infrastructure Added Legislation changes and\nsector accounts for reflecting the refined\nits contribution to goals of the 2024-28\nAustralia’s emissions Corporate Strategy\nreduction target of 43%\nby 2030, as measured\nby Department of\nClimate Change, Energy,\nthe Environment and\nWater in the annual\nNational Greenhouse\nGas Inventory\nCost of living index Not applicable.\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- Target (2019-20 and forward years)\nNot achieved (2 papers\n100% of committed activities completed.\nnot published)\n75% of stakeholders surveyed agree that Infrastructure Australia is achieving its\nExceeded (96%)\nfirst strategic goal to ‘lead and inform debate’ in infrastructure policy and reform.\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Removed Reported on in 2022-23\nsurveyed in 2021–22 are Annual Report.\nsatisfied or highly satisfied\nTime-sensitive measure\nwith the 2021 Australian\nrelating to the release\nInfrastructure Plan and\nof the 2021 Australian\nbelieve it is practical and\nInfrastructure Plan.\npragmatic\nEnvironment-Attribution: Environment-Attribution: 100% Target Accounting for\nBaseline and increase the 100% of proponents added, wording amendments to the\npercentage of projects consider IA’s Greenhouse adjusted.\n Source: `corporate-plans/2023-24.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2023-24%20Corporate%20Plan.pdf)`\n- Performance measure Performance measure Changes made Rationale for changes\nin 2023-24 Corporate in 2024-25 Corporate\nPlan Plan\nVarious measures linked Various measures linked Re-aligned to reflect new Reflecting the refined\nto previous goals to new goals (measures goals goals of the 2024-28\nunchanged) Corporate Strategy\nNot applicable New products under Added Legislation changes and\nthe revised IA Act reflecting the refined\nare delivered within goals of the 2024-28\nstatutory timeframes Corporate Strategy\nNot applicable IA’s Corporate Plan Added Legislation changes and\nand strategic goals reflecting the refined\nare reviewed and goals of the 2024-28\n(where appropriate) Corporate Strategy\nrevised within 12\nmonths following\nthe appointment\nof permanent\nCommissioners\n75% of relevant 50% of Infrastructure Switched emphasis on Legislation changes for a\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- [Page 28]\nInfrastructure Australia Corporate Plan 2024–25 to 2027–28\nPerformance measure Performance measure Changes made Rationale for changes\nin 2023-24 Corporate in 2024-25 Corporate\nPlan Plan\nNot applicable At least 80% of eligible Added Legislation changes\nproject evaluations to adopt a peer\nleverage a ‘peer review model where\nreview’ model where appropriate\nappropriate state or\nterritory assurance\noutputs exist\nNot applicable Data sharing agreements Added Reflecting the refined\nare maintained with goals of the 2024-28\nall State, Territory Corporate Strategy\nand Commonwealth\ngovernment\nStaff survey results Staff survey results Measure updated to Reflecting the refined\nshow an alignment and show an alignment and reflect continuous goals of the 2024-28\nengagement score in engagement score in improvement Corporate Strategy\nthe top 25% of all other the top 10% of all other\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- Performance measure in Performance measure in 2025-26 Changes made Rationale for\n2024-25 Corporate Plan Corporate Plan changes\nNot applicable Support the energy transition Added Reflecting the\n- Deliver advice on the role new focus areas\nof enabling infrastructure, of the 2025-26 to\nkey challenges and priority 2028-29 Strategy\nopportunities for IA to add value\nat a national level – informed by\nengagement with 100% of state and\nterritory governments.\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- [Page 26]\nInfrastructure Australia Corporate Plan 2025-26 to 2028-29\nPerformance measure in Performance measure in 2025-26 Changes made Rationale for\n2024-25 Corporate Plan Corporate Plan changes\nNot applicable Enable modern and resilient Added Reflecting the\ninfrastructure networks - Conduct new focus areas\naudits to assess how national of the 2025-26 to\ninfrastructure networks are 2028-29 Strategy\nperforming to inform development\nof IA’s advice on priority areas\nfor Australian Government\ninfrastructure investment.\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- Activities Outcome\nProvide robust and independent advice to all levels of Achieved\ngovernment across the transport, water, telecommunications\nand energy infrastructure sectors, including social infrastructure,\nwith a focus on building productive cities and regions\nDeliver the Australian Infrastructure Plan within statutory On track (statutory\ntimeframes timeframe August 2021)\nDeliver National Cabinet market capacity work On track (to be presented\nat August 2021 meeting)\nTarget (2020–21 and forward years)\n100% of committed activities completed 100% of applicable activities\nwithin this reporting period\n75% of stakeholders surveyed agree that Infrastructure Australia is 82%\n‘leading and informing debate’ in infrastructure policy and reform\n75% of recommendations in the Australian Infrastructure Plan are N/A – Australian Infrastructure\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Activities Outcome\nDevelop and maintain the Infrastructure Priority List of Achieved\nnationally significant infrastructure projects and initiatives,\nand produce regular updates\nEvaluate project proposals of all infrastructure proposals Achieved\nwhere funding of more than $100 million is sought from the\nCommonwealth, excluding defence projects ( Note: Infrastructure Australia’s\nStatement of Expectations was\nupdated on 1 January 2021 to\nraise the funding requirement\nfor proposals to be over\n$250 million)\nProactively identify future infrastructure needs in Australia Achieved\nin collaboration with state and territory governments and\nthe private sector\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of stakeholders surveyed are aware of the Infrastructure Priority List Aware of IPL – 97%\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Activities Outcome\nUndertake research and policy development in close Achieved\ncollaboration with our stakeholders\nDevelop a sophisticated advocacy and engagement model on Achieved\nissues that are important to our stakeholders and Infrastructure\nAustralia\nConduct a stakeholder perceptions Audit Achieved\nConsult, and establish productive working relationships with Achieved\nkey infrastructure stakeholders, across all levels of government\n(Commonwealth, state, territory and local governments) and\nother relevant bodies and organisations, including industry and\nstate infrastructure advisory bodies\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of stakeholders surveyed are satisfied or highly satisfied with the 90%\nquality and rigour of Infrastructure Australia’s published policy work\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Activities Outcome\nReview the processes, procedures and guidelines for project Achieved\nassessment to ensure they are clear, efficient and fit-for-purpose\nin compliance with legislative timeframes\nConduct national engagement and education to improve Achieved\ninfrastructure investment decision making\nUndertake appropriate research to improve business case Achieved\ndevelopment and advice\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of states and territories have at least one business case development Achieved – 75%\nworkshop delivered to both proponents and their advisors each year\n75% of attendees at business case development workshops are satisfied Achieved – 100%\nor highly satisfied with business case development presentation\nBenchmark the percentage of Projects that receive a funding commitment 57% of projects\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [pages 55,56,57,58,59,60]\nnduct national engagement and education to improve Achieved\ninfrastructure investment decision making\nUndertake appropriate research to improve business case Achieved\ndevelopment and advice\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of states and territories have at least one business case development Achieved – 75%\nworkshop delivered to both proponents and their advisors each year\n75% of attendees at business case development workshops are satisfied Achieved – 100%\nor highly satisfied with business case development presentation\nBenchmark the percentage of Projects that receive a funding commitment 57% of projects\nfrom government, and benchmark the percentage of Initiatives that are 36% initiatives\nactively being considered through a business case\n53\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Target (2020–21 and forward years)\nStaff survey results by 2021–22 show an Alignment and Engagement Achieved in 20–21 staff survey\nscore in the top 25% of all other organisations surveyed – top 25% of organisations\nsurveyed\nStaff survey results improve 20% in the category of ‘Investment of On track for 21–22 staff survey\nSystems’ by 2021–22 with new IT platform delivered\non 28 June 2021\n54\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [Page 21]\nAnnual Report 2024-25\nGoal 1.2: Provide expertise on challenging problems\nMetrics & indicators Result Outcome\n75% of stakeholders surveyed are satisfied or highly Target met 96% of stakeholders were\nsatisfied with the quality and rigour of Infrastructure satisfied or highly satisfied.\n Source: `annual-reports/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $13,718,163, , 64 per cent, 27 per cent | Infrastructure Australia’s total expenses in\nMost significant asset balances related to\n2023–24 were $13,718,163, with the largest\ncash and a right-of-use asset associated\nexpenditure being in employee costs\nwith Infrastructure Australia’s office lease.\nmaking up 64 per cent of total expenditure\nand supplier costs making up 27 per cent. | `annual-reports/2014-15.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf)` |\n| $3,324,006,\n, $9,406,336 , $6,082,330, $13,763,673, , 65 per cent, 24 per cent | As at 30 June 2025, Infrastructure\nAustralia had net equity of $3,324,006,\nExpenditure\nrepresenting assets of $9,406,336 and\nInfrastructure Australia’s total expenses liabilities of $6,082,330.\nin 2024–25 were $13,763,673, with the\nMost significant asset balances related\nlargest expenditure being in employee\nto cash and a right-of-use asset associated\ncosts making up 65 per cent and supplier\nwith Infrastructure Australia’s new\ncosts making up 24 | `annual-reports/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)` |\n| $11,616,727, , $11,560,000 , $56,154 , $573 | [Page 41]\nFinancial\nperformance\nSummary of Financial Performance\nRevenue and expenditure\nInfrastructure Australia’s revenue in 2019–20 totaled $11,616,727, which consisted of the\n$11,560,000 annual budget allocation, $56,154 interest income and $573 other gains. | `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)` |\n| $250 million, 250 million | Infrastructure Australia had engaged with proponents\non 79% of the projects above our $250 million\nthreshold announced in the 2022-23 Federal Budget\nhanded down in March 2022, including 63% that\nwere either on the Infrastructure Priority List or had\notherwise had a business case assessed through our\nAssessment Framework. | `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)` |\n| $3 billion, $0\n, 3 billion, 8000\nemployees | Brisbane City Council is the\nlargest local government in Australia, with an\nannual budget of over $3 billion and is one of\nthe State’s biggest employers with over 8000\nemployees\nVanessa FAICD FTSE, BSc (Hons) and PhD in science, 2 [2] $0\nGuthrie AO Diplomas in Business Management and\nCommercial and Resources Law\n(First meeting\nMarch 2022) Over 30 years executive experience in mining\nand resources sectors, including MD & CEO\nToro Energy. | `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)` |\n| $0\n, $80million, $54 million, 80million, 54 million | Peter Harris Bachelor of Economics 1 [1] $0\n(Retired 30 Graduate of the Australian Institute of Company\nNovember Directors company directors course\n2021)\nExperienced public sector executive and non-\nexecutive director\nVicki Meyer Special Projects Bendigo Community Bank – 2 [2] $0\nBendigo Former Chair of Deniliquin Council\n(First meeting\nFinance and Audit Committee overseeing\nMarch 2022)\nbudget of +$80million\nChair of Finance and Audit – now Board | `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)` |\n| $0\n, $3billion, 3billion | [Page 38]\nInfrastructure Australia Annual Report 2021-22\nDate Qualifications, knowledge, skills or experience Number of Total annual\naccepted for (include formal and informal as relevant) meetings attended remuneration (GST\nevaluation / [total number of inc.)\nmeetings]\nGraham Quirk GAICD 3 [4] $0\nAs Lord Mayor of Brisbane, oversaw the delivery\nof an annual budget of over $3billion dollars and\nheld the overall responsibility for Audit and risk\nman | `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)` |\n| $250 million, $250\nmillion, 38%, 250 million, 250\nmillion | 75% of relevant4 Australian Government budget funding 38%5\ncommitments that come from the Infrastructure Priority List\n4 ‘Relevant’ means total Australian Government funding of more than $250 million (or funding for business\ncase development where the Australian Government contribution is expected to be more than $250\nmillion) for named projects in the transport, water, energy, or telecommunications sectors within the\n2024-25 Budget Paper 2, avai | `annual-reports/2014-15.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf)` |\n| $84 billion, $70 billion, $14 billion, $13.4 billion, 84 billion, 70 billion | The 2026 Performance Statement reports a growing number of in-scope projects and Australian Government investment with:\nNine new projects added to the Performance Statement dataset in Budget 2025–26 (7 road and 2 rail projects), versus 4 new projects in Budget 2024–25\nMegaprojects growing to 32 projects in Budget 2025–26 from 26 in Budget 2024–25\n6\nAustralian Government funding rising to $84 billion over 81 projects in Budget 2025–26 from $70 bil | `pages/homepage.html (http://www.infrastructureaustralia.gov.au)` |\n| $17 billion, 17 billion | Figure 7: Changes in start date and in forecast project completion date between Budget 2024–25 and Budget 2025–26, by project count\nFigure 8: Percentage change in duration between Budget 2024–25 and Budget 2025–26, by project count (bars) and by value ($ billions) (line)\nFigure 9 shows that projects with increased duration totalled $17 billion in total project value, or 9% of projects by value. | `pages/homepage.html (http://www.infrastructureaustralia.gov.au)` |\n| $84 billion, 84 billion | For in-scope projects, Infrastructure Australia analysed: It does not look at or analyse delivery of the\nAustralian Government’s full program of infrastructure\n• project attributes, including sector, project status,\ninvestments.\nand funding sources\nFigure 1: Performance outcomes analysis - summary of key findings\nprojects have had a\n13 reduction in duration\nAustralian Government\nbetween Budget 2024-25\nand Budget 2025-26\nInvestment\nprojects have a | `other-pdfs/IA2026_Annual-Statement-Performance_DIGITAL_F_D7.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2026-03/IA2026_Annual-Statement-Performance_DIGITAL_F_D7.pdf)` |\n| $100 million, $250 million, 100 million, 250 million | Activities Outcome\nDevelop and maintain the Infrastructure Priority List of Achieved\nnationally significant infrastructure projects and initiatives,\nand produce regular updates\nEvaluate project proposals of all infrastructure proposals Achieved\nwhere funding of more than $100 million is sought from the\nCommonwealth, excluding defence projects ( Note: Infrastructure Australia’s\nStatement of Expectations was\nupdated on 1 January 2021 to\nraise the f | `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)` |\n| 21 staff, 22 staff | Target (2020–21 and forward years)\nStaff survey results by 2021–22 show an Alignment and Engagement Achieved in 20–21 staff survey\nscore in the top 25% of all other organisations surveyed – top 25% of organisations\nsurveyed\nStaff survey results improve 20% in the category of ‘Investment of On track for 21–22 staff survey\nSystems’ by 2021–22 with new IT platform delivered\non 28 June 2021\n54 | `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)` |\n\n## Key Achievements\n\n- Activities Outcome\nProvide robust and independent advice to all levels of Achieved\ngovernment across the transport, water, telecommunications\nand energy infrastructure sectors, including social infrastructure,\nwith a focus on building productive cities and regions\nDeliver the Australian Infrastructure Plan within statutory On track (statutory\ntimeframes timeframe August 2021)\nDeliver National Cabinet market capacity work On track (to be presented\nat August 2021 meeting)\nTarget (2020–21 and forward years)\n100% of committed activities completed 100% of applicable activities\nwithin this reporting period\n75% of stakeholders surveyed agree that Infrastructure Australia is 82%\n‘leading and informing debate’ in infrastructure policy and reform\n75% of recommendations in the Australian Infrastructure Plan are N/A – Australian Infrastructure\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Activities Outcome\nReview the processes, procedures and guidelines for project Achieved\nassessment to ensure they are clear, efficient and fit-for-purpose\nin compliance with legislative timeframes\nConduct national engagement and education to improve Achieved\ninfrastructure investment decision making\nUndertake appropriate research to improve business case Achieved\ndevelopment and advice\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of states and territories have at least one business case development Achieved – 75%\nworkshop delivered to both proponents and their advisors each year\n75% of attendees at business case development workshops are satisfied Achieved – 100%\nor highly satisfied with business case development presentation\nBenchmark the percentage of Projects that receive a funding commitment 57% of projects\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [pages 55,56,57,58,59,60]\nnduct national engagement and education to improve Achieved\ninfrastructure investment decision making\nUndertake appropriate research to improve business case Achieved\ndevelopment and advice\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of states and territories have at least one business case development Achieved – 75%\nworkshop delivered to both proponents and their advisors each year\n75% of attendees at business case development workshops are satisfied Achieved – 100%\nor highly satisfied with business case development presentation\nBenchmark the percentage of Projects that receive a funding commitment 57% of projects\nfrom government, and benchmark the percentage of Initiatives that are 36% initiatives\nactively being considered through a business case\n53\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- 75 Of the\nfive projects under the Land Transport NPA, three were rated as providing strong evidence\nverifying achievement while two were rated as providing ‘some’ supporting evidence.76\nThe 17 examined NPAs are consistent with the principles of the Intergovernmental Agreement,\nreflecting central oversight and common processes.77 Six however, including the Land Transport\nNPA, do not have an outcome-focused performance framework with payments linked to progress\nagainst outcomes, and outputs based on clear and precise measures of performance such as\nperformance benchmarks or milestones.78\nThe ANAO also notes that public reporting under NPAs in general do not provide adequate\naccountability and transparency: 79\n– While expected outcomes and outputs for all NPAs are listed on the Council on Federal\nFinancial Relations website, the extent to which outcomes and outputs have been\n Source: `other-pdfs/nlt-npa-review-report.pdf (https://www.infrastructure.gov.au/sites/default/files/documents/nlt-npa-review-report.pdf)`\n- [Page 14]\nAnnual Report 2024-25\nFunction: Monitor and review During 2024-25, Infrastructure Australia\nperformance has:\n• consulted with Australian, state and\nAnnual performance statement territory governments\n• developed an appropriate framework\nInfrastructure Australia provides to\nfor evaluating completed projects\nits responsible Minister an Annual\nPerformance Statement, informing • developed case studies on a selection\nperformance outcomes being achieved of significant completed public\nby state, territory and local governments transport projects to understand what\nin relation to the Australian Government’s housing outcomes have been delivered\ninfrastructure investments. • analysed post completion reports of\nprojects undertaken by proponents.\n Source: `annual-reports/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)`\n- Performance measure Performance measure Changes made Rationale for changes\nin 2023-24 Corporate in 2024-25 Corporate\nPlan Plan\nVarious measures linked Various measures linked Re-aligned to reflect new Reflecting the refined\nto previous goals to new goals (measures goals goals of the 2024-28\nunchanged) Corporate Strategy\nNot applicable New products under Added Legislation changes and\nthe revised IA Act reflecting the refined\nare delivered within goals of the 2024-28\nstatutory timeframes Corporate Strategy\nNot applicable IA’s Corporate Plan Added Legislation changes and\nand strategic goals reflecting the refined\nare reviewed and goals of the 2024-28\n(where appropriate) Corporate Strategy\nrevised within 12\nmonths following\nthe appointment\nof permanent\nCommissioners\n75% of relevant 50% of Infrastructure Switched emphasis on Legislation changes for a\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- [Page 24]\nInfrastructure Australia Corporate Plan 2025-26 to 2028-29\nFocus Area or Metrics & indicators Reporting\nKey Activity timeframe\n• A Post Completion Evaluation Framework is published in\nconsultation with DITRDCSA and jurisdictions to drive data sharing,\n2025-26\nlessons learned and potential enhancements to project selection,\nassessment methodologies and reporting.\n• The Infrastructure Priority List is targeted and updated regularly, Over the life of\nwith all proposals aligned to Australian Government priorities. the plan\n• A National Planning and Assessment Framework is developed,\nOver the life of\nwith implementation demonstrating progress toward national\nthe plan\nconsistency and reduced duplication.\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- In 2019–20, Infrastructure Australia implemented a number of\nmeasures to ensure health and safety in the workplace:\n Refresher online training for all staff on Work Health & Safety and Workplace Bullying.\n Reviewed and updated Work Health & Safety Policy.\n Quarterly Workplace Inspection of the office.\n Delivered First Aid training to two officers.\n Developed COVID-19 office and working from home arrangements and protocols.\n Tested IA’s Business Continuity Plan (BCP).\n Delivered an Employee Assistance Program information session to all workers, which\ninclude an expansive range of specialist support services available to them.\n Developed a Work Health & Safety and Employee Wellbeing Calendar.\n Staff attended R U OK?\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Target (2019-20 and forward years)\nNot achieved (2 papers\n100% of committed activities completed.\nnot published)\n75% of stakeholders surveyed agree that Infrastructure Australia is achieving its\nExceeded (96%)\nfirst strategic goal to ‘lead and inform debate’ in infrastructure policy and reform.\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Achieved\n75% of states and territories have at least\nDelivered in 50% of jurisdictions for financial year\none business case development workshop\n2019–20, 75% for calendar year 2019.\ndelivered to both proponents and their\nadvisors each year.\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Activities Outcome\nDevelop and maintain the Infrastructure Priority List of Achieved\nnationally significant infrastructure projects and initiatives,\nand produce regular updates\nEvaluate project proposals of all infrastructure proposals Achieved\nwhere funding of more than $100 million is sought from the\nCommonwealth, excluding defence projects ( Note: Infrastructure Australia’s\nStatement of Expectations was\nupdated on 1 January 2021 to\nraise the funding requirement\nfor proposals to be over\n$250 million)\nProactively identify future infrastructure needs in Australia Achieved\nin collaboration with state and territory governments and\nthe private sector\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of stakeholders surveyed are aware of the Infrastructure Priority List Aware of IPL – 97%\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Activities Outcome\nUndertake research and policy development in close Achieved\ncollaboration with our stakeholders\nDevelop a sophisticated advocacy and engagement model on Achieved\nissues that are important to our stakeholders and Infrastructure\nAustralia\nConduct a stakeholder perceptions Audit Achieved\nConsult, and establish productive working relationships with Achieved\nkey infrastructure stakeholders, across all levels of government\n(Commonwealth, state, territory and local governments) and\nother relevant bodies and organisations, including industry and\nstate infrastructure advisory bodies\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of stakeholders surveyed are satisfied or highly satisfied with the 90%\nquality and rigour of Infrastructure Australia’s published policy work\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Importantly, each recommendation prioritises\nsustainability of our essential infrastructure. community and user outcomes and balances them with\nResponding to the 180 infrastructure challenges implementation costs and risks for government.\nand opportunities identified in the 2019 Australian\nInfrastructure Audit, the 2021 Plan focused on Assessment Framework\nidentifying actions required to deliver infrastructure for\nDuring 2020-21, Infrastructure Australia undertook a\na stronger Australia and support our national recovery\ncomprehensive refresh of the Assessment Framework\nfrom the COVID-19 pandemic.\nto improve transparency and usability, while ensuring\nThe 2021 Plan includes Waste and Social Infrastructure it remains fit for purpose.\n Source: `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)`\n- [Page 14]\nInfrastructure Australia Annual Report: 2020–21\nInfrastructure Australia’s five-year policy cycle\nInfrastructure Australia’s responsibilities over a five-year cycle are to:\n1 2\nStrategically audit the nation’s Develop a clear roadmap for reform\ninfrastructure by developing the in the Australian Infrastructure Plan\nAustralian Infrastructure Audit\n3 4\nMaintain a credible pipeline of nationally Assess infrastructure business\nsignificant infrastructure investments cases that are requesting more than\nvia the Infrastructure Priority List $250 million of Commonwealth funding\nAustralian Infrastructure Audit Australian Infrastructure Plan\nReleased every five years, the Audit is The Plan sets out policy responses to\nthe foundation of Infrastructure Australia’s the infrastructure needs, challenges and\nreform and investment recommendations. opportunities identified in the Audit.\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [Page 38]\nInfrastructure Australia Annual Report 2021-22\nDate Qualifications, knowledge, skills or experience Number of Total annual\naccepted for (include formal and informal as relevant) meetings attended remuneration (GST\nevaluation / [total number of inc.)\nmeetings]\nGraham Quirk GAICD 3 [4] $0\nAs Lord Mayor of Brisbane, oversaw the delivery\nof an annual budget of over $3billion dollars and\nheld the overall responsibility for Audit and risk\nmanagement issues\nPlan Subcommittee\nThe Plan Subcommittee is a sub-committee of the Board operating under a Terms of Reference.\n Source: `annual-reports/2021-22.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf)`\n- The 2020–21\nwe have the best possible understanding Federal Budget provided additional funding\nof each local context, we have collaborated to Infrastructure Australia to establish this\nwith the Regional Development Australia new capability and research program.\n(RDA) network – through which we’ve\nOur Market Capacity program is seeking\nconsulted with close to 800 local\nto improve our understanding of the\nrepresentatives across 48 sessions.\nmajor infrastructure project pipeline, the\nOver the past year, Infrastructure Australia demand for skills and materials across\nhas conducted 47 small group virtual Australia, associated supply constraints,\nworkshops across Australia, in addition and risks across projects and sectors.\nto four face-to-face engagements with A suite of analytical tools will deliver\nTownsville, Cairns, Darwin and Broome a contemporary evidence base and\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Experienced public sector executive and\nnon-executive director\nGraham Quirk GAICD 6 [6] $0\nAs Lord Mayor of Brisbane, oversaw the\ndelivery of an annual budget of over $3 billion\ndollars and held the overall responsibility for\nAudit and risk management issues\n40\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Demand for residential housing\ncontinues to outstrip availability, and household debt repayments consume the biggest share of household\nincome since 2012.2 This creates a continued risk of housing shortfall and pressure on supply and\naffordability in the coming years.20\nAgeing populations will heighten the risks of crises in state pension and care systems and challenge\ngrowth models for many advanced economies – including consequences of a declining working population\nfor labour and talent shortages.7,9 Broader demographic and social trends may increase challenges in\naddressing construction labour and skills shortages and introduce risks to sector progress on gender\ndiversity and equality.\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- 5G fixed wireless networks and low earth orbit satellite services are increasingly being\ndeployed to reach people in outer urban, regional and remote areas of the country.26\nDigital technologies, Artificial intelligence (AI) and associated applications are burrowing more deeply\ninto economies and societies, bringing many benefits but also challenging regulators and increasing\nrisks.5,9,21,7,22,24,25 Cyberthreats to critical systems are growing, with disruption of Australian infrastructure and\nsupply chains a major target, while a shortfall of 20,000 cybersecurity professionals is forecast\nby 2030.23,24,25\nDigital technology and automation will continue to expand and diversify, changing the nature of more\njobs and skills, demanding the transition, education and upskilling of more employees, and increasing the\nvalue and scarcity of highly skilled workers.\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- Key performance metrics and indicators\nFocus Area or Metrics & indicators Reporting\nKey Activity timeframe\n• Deliver advice on the role of enabling infrastructure, key\nchallenges and priority opportunities for IA to add value at a Over the life of\nnational level – informed by engagement with 100% of state and the plan\nSupport territory governments.\nthe energy\ntransition • Track and report on market capacity to deliver energy enabling\ninfrastructure, including constraints and opportunities to build\nAnnually\nindustry capacity, through an annual market capacity report and\nadvice to government.\n• Undertake a post completion evaluation on the historical impact of\n2025-26\ntransport projects in supporting housing outcomes.\n• Identify in our evaluation of infrastructure business cases how Over the life of\nSupport housing proposals will facilitate housing outcomes. the plan\ngrowth\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- Table 3: People & Culture Committee membership and attendance\nMeetings eligible\nMeetings attended\nCommittee Member to attend\nDeena Shiff (Committee Chair) 4 4\nSamantha Hogg (commenced April 2020) 1 1\nRod Hook (commenced November 2019) 2 2\nGabrielle Trainor AO 3 4\nReece Waldock AM (ceased November 2019) 2 2\nAudit, Risk and Compliance Committee\nThe Audit, Risk and Compliance Committee is a sub-committee of the Board, established to\nhelp the Board satisfy its corporate governance obligations and responsibilities, including:\n understanding the business\n financial reporting\n performance reporting\n risk oversight and management\n internal controls.\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Table 4: Audit, Risk and Compliance Committee membership and attendance\nMeetings Meetings eligible\nattended to attend\nCommittee Member\nNicole Lockwood (Committee Chair, ceased 30 November 2019) 1 2\nPeter Corish AM (Committee Chair from 4 December 2019) 4 4\nAndrew Ethell (ceased 30 November 2019) 2 2\nJohn Fitzgerald (commenced 20 February 2020) 1 2\nPeter Harris (commenced 4 December 2019) 2 2\nDianne Leeson (ceased 30 November 2019) 2 2\nGraham Quirk (commenced 20 February 2020) 2 2\nReece Waldock (attended 29 November 2019) 1 1\nPeople and operations\nInfrastructure Australia’s office was located at 126 Phillip Street, Sydney, NSW 2000 until 30\nJune 2020, at which time it relocated to 60 Martin Place, Sydney, NSW 2000.\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Governance 32\nBoard and committees 36\nPeople and operations 41\nPeople 45\nRisk management 49\nAudit 49\nAnnual Performance Statements 50\nOther legislative requirements 55\nSection 4.\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [Page 42]\nInfrastructure Australia Annual Report: 2020–21\nTable 4: Audit, Risk and Compliance Committee membership and attendance – PGPA Rule\nSection 17BE (taa)\nNumber of\nmeetings\nQualifications, knowledge, skills or attended / [total Total annual\nDate accepted experience (include formal and informal number of remuneration\nfor evaluation as relevant) meetings] (GST inc.)\nPeter Corish 45 years experience developing and 6 [6] $0\nmanaging a portfolio of agricultural\nbusinesses in NSW, QLD and NT\nExecutive Chairman, Managing Director and\nAudit Committee member of ASX listed and\nNon Executive Director of private companies\nand public sector agency including as Audit\nCommittee Chair\nJohn Fitzgerald Worked in finance for 50 years and, in 6 [6] $0\nparticular, risk management over the last\n20 years including responsibility for “Whole\nof Government Risk Management” when\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- [Page 46]\nInfrastructure Australia Annual Report: 2020–21\nTable 6: Key management personnel remuneration, 2020–21\nTotal\nPost-\nemployment Other long-term Termination renumer-\nShort-term benefits benefits benefits benefits ation\nOther Superan-\nbenefits nuation Long Other\nPosition Base Bonuses and allow- contribu- service long-term\nName Title Salary ($) ($) ances ($) tions ($) leave ($) benefits ($)\nJulieanne Chair 119,180 – 11,322 – 130,502\nAlroe\nDeena Board 59,590 – 5,661 – 65,251\nShiff Member\nGabrielle Board 59,590 – 5,661 – 65,251\nTrainor AO Member\nGraham Board 59,590 – 5,661 – 65,251\nQuirk* Member\nJohn Board 59,590 – 5,661 – 65,251\nFitzgerald* Member\nMarion Board 59,590 – 5,661 – 65,251\nFulker Member\nMark Board 59,590 – 5,661 – 65,251\nBalnaves Member\nPeter Board 59,590 – 5,661 – 65,251\nCornish* Member\nAM\nPeter Board 59,590 – 5,661 – 65,251\nHarris* AO Member\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n- Activities Outcome\nUndertake research and policy development in close Achieved\ncollaboration with our stakeholders\nDevelop a sophisticated advocacy and engagement model on Achieved\nissues that are important to our stakeholders and Infrastructure\nAustralia\nConduct a stakeholder perceptions Audit Achieved\nConsult, and establish productive working relationships with Achieved\nkey infrastructure stakeholders, across all levels of government\n(Commonwealth, state, territory and local governments) and\nother relevant bodies and organisations, including industry and\nstate infrastructure advisory bodies\nTarget (2020–21 and forward years)\n100% of committed activities completed 100%\n75% of stakeholders surveyed are satisfied or highly satisfied with the 90%\nquality and rigour of Infrastructure Australia’s published policy work\n Source: `annual-reports/2020-21.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 17]\nOperating Context\nSocial Factors\nGlobal Australian, State and Territory Industry\nPolitical, economic and social The Commonwealth The direct impacts of\nevents of global reach are Government’s response to infrastructure projects on\nreshaping the competitive recent reviews of infrastructure communities and end-users\nlandscape. investments is to increase elevates the importance for\nits focus on productivity, industry to maintain its social\nIn considering citizens’\nsustainability, and liveability. licence.16 Clarity and trust in the\nquality of life, the Institute for\nbenefits a project will bring to a\nManagement Development notes Working alongside state and\nregion or community, the impact\nthat ‘Economies with stable territory governments, the\nof the project on community\nindigenous energy production Commonwealth Government, has\nlife, needs and values as well\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- [Page 3]\nContents\nAcknowledgement of Country 1\nChief Commissioner’s Foreword 4\nOur Purpose 5\nOur Strategy 6\nOur core values 7\nOperating Context 8\nCapability 13\nRisk Oversight 15\nCooperation and Collaboration 17\nPerformance 19\nAppendix A: Alignment of performance measures 22\n Source: `corporate-plans/2025-26.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf)`\n- These are\nall employees at least annually and\nunderpinned by our Core Values, beliefs\nregular check-ins with managers.\nand demonstrated behaviours.\n• All employees have been supported to\nOur strong culture is recognised through\nset up a safe working from home space\nour annual staff survey results where in\nand completed a working from home\n2025, 92% of employees strongly agreed\nreview in 2024-25.\nthat they are proud to be working at\n• In-office workstations have safety\nInfrastructure Australia and 86% strongly\nfeatures including adjustable monitors\nfelt they belonged here.\nand sit to stand desks.\n• Completed quarterly WHS inspections\nof the office space.\n Source: `annual-reports/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf)`\n- [Page 18]\nInfrastructure Australia Corporate Plan 2024–25 to 2027–28\nTechnological factors\nGlobal Australian, State and Territory Industry\nThe role of technology in Australia’s digital competitiveness Construction is one of the least\ngeopolitics is likely to continue has fallen in the 2023 IMD World innovated sectors in Australia.\nto expand with issues such as Digital Competitiveness Ranking, Nationally, Australia lags other\ncybersecurity, data privacy and as the agility of businesses economies in the uptake of new\nthe development of emerging remains weak, future readiness techniques.\ntechnologies like AI shaping falls behind other nations and\nIndustry surveys and interviews\ninternational relations and security cybersecurity performance\nindicate the reasons for this\ndynamics. undermined by a series of\ninclude:\ndamaging cyber-attacks.19\n‘The top economies in [the\n• low awareness and/\n Source: `corporate-plans/2024-25.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf)`\n- Towards reconciliation\nA number of challenges and opportunities identified in the Australian Infrastructure\nAudit highlight specific outcomes for Aboriginal and Torres Strait Islander people:\n Challenge 11: In fast-growing cities, many Aboriginal and Torres Strait Islander\npeople suffer from poor access to services, which can reinforce disadvantage and\nerode quality of life.\n Challenge 16: Failing to improve services for First Australians in remote\ncommunities and rural areas undermines potential improvements in quality of life\nand reinforces gaps in inequality and disadvantage.\n Opportunity 19: Development in northern regions could benefit from more\ndetailed information and evidence-based studies of economic opportunities, as\nwell as a better understanding of local needs and values.\n Challenge 97: Low service densities can limit the provision of accessible,\n Source: `annual-reports/2019-20.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf)`\n- Our governing legislation,\nthe Infrastructure Australia Act 2008 Creative Commons Attribution 3.0\n(Cth), defines our role and responsibilities Australia Licence is a standard form\nin advising on nationally significant licence agreement that allows you to copy,\ninfrastructure investment planning and communicate and adapt this publication\nproject prioritisation. provided that you attribute the work to the\nCommonwealth and abide by the other\nOwnership of intellectual property rights\nlicence terms.\nin this publication\nA summary of the licence terms is available\nUnless otherwise noted, copyright (and\nfrom http:// creativecommons.org/licenses/\nany other intellectual property rights, if\nby/3.0/au/deed.en\nany) in this publication is owned by the\nCommonwealth of Australia (referred to The full licence terms are available from\nbelow as Infrastructure Australia). http:// creativecommons.\n Source: `annual-reports/2014-15.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf)`\n- [Page 76]\nInfrastructure Australia Annual Report 2023-24\n2.2 Non-Financial Assets\nBuildings - Buildings -\nleasehold right-of-use Plant and\nimprovement asset equipment Total\n$ $ $ $\n2.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and\nEquipment and Intangibles\nAs at 1 July 2023\nGross book value 1,206,806 4,743,509 674,570 6,624,885\nAccumulated depreciation, amortisation and\n(724,083) (2,934,897) (275,169) (3,934,149)\nimpairment\nTotal as at 1 July 2023 482,723 1,808,612 399,401 2,690,736\nRecognition of service concession assets\n- - - -\non initial application of AASB 1059\nAdjusted total as at 1 July 2023 482,723 1,808,612 399,401 2,690,736\nAdditions - - - -\nPurchase or internally developed - - 40,960 40,960\nRevaluations recognised in net cost of - - (23,494) (23,494)\nservices\nDepreciation and amortisation (241,361) - (135,031) (376,392)\n Source: `annual-reports/2014-15.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf)`\n- [pages 76,77,78,79]\nB 1059\nAdjusted total as at 1 July 2023 482,723 1,808,612 399,401 2,690,736\nAdditions - - - -\nPurchase or internally developed - - 40,960 40,960\nRevaluations recognised in net cost of - - (23,494) (23,494)\nservices\nDepreciation and amortisation (241,361) - (135,031) (376,392)\nDepreciation on right-of-use assets - (904,306) - (904,306)\nDisposals -\nOther - - (6,825) (6,825)\nTotal as at 30 June 2024 241,362 904,306 275,011 1,420,679\nTotal as at 30 June 2024 represented by\nGross book value 1,206,806 4,743,509 669,382 6,619,697\nAccumulated depreciation, amortisation and (965,444) (3,839,203) (394,371) (5,199,018)\nimpairment\nTotal as at 30 June 2024 241,362 904,306 275,011 1,420,679\nCarrying amount of right-of-use assets - 904,306 - 904,306\nCarrying amount of service concession\n- - - -\nassets\n76\n Source: `annual-reports/2014-15.pdf (http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2021-22.pdf` - corporate-plans - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2021-22%20Corporate%20Plan.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2022-23%20Corporate%20Plan.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2023-24%20Corporate%20Plan.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf\n- `annual-reports/2019-20.pdf` - annual-reports - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf\n- `annual-reports/2014-15.pdf` - annual-reports - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf\n- `strategies/net-zero-report.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/net-zero-report.pdf\n- `pages/about.html` - pages - http://www.infrastructureaustralia.gov.au/about-us\n- `pages/announcements-index.html` - pages - http://www.infrastructureaustralia.gov.au/annual-statements\n- `pages/annual-reports-index.html` - pages - http://www.infrastructureaustralia.gov.au/annual-reports\n- `pages/annual-reports-index__00.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf\n- `pages/annual-reports-index__01.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-10/IA24_2023-24%20ANNUAL%20REPORT.pdf\n- `pages/annual-reports-index__02.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-10/IA_2023-24%20ANNUAL%20REPORT_2.0.pdf\n- `pages/annual-reports-index__03.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_2021-22%20ANNUAL%20REPORT_2.2_DIGI.pdf\n- `pages/annual-reports-index__04.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Infrastructure%20Australia%20Annual%20Report%202020-21.pdf\n- `pages/annual-reports-index__05.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202019-20_final_0.pdf\n- `pages/annual-reports-index__06.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/Annual%20Report%202018-19%20WEB%20FINAL.pdf\n- `pages/annual-reports-index__07.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_Annual_Report_2017-18.pdf\n- `pages/annual-reports-index__08.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/ia_annual_report_2016-17_0.pdf\n- `pages/annual-reports-index__09.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2023-08/IA_Annual_Report_2015-16.pdf\n- `pages/corporate-plans-index.html` - pages - http://www.infrastructureaustralia.gov.au/corporate-plan\n- `pages/corporate-plans-index__10.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__11.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-08/IA24_2024-25%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__12.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2023-24%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__13.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2022-23%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__14.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2021-22%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__15.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2020-21%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__16.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2019-20%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__17.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/IA_2018-19%20Corporate%20Plan.pdf\n- `pages/corporate-plans-index__18.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/ia_corp_plan_17-18.pdf\n- `pages/corporate-plans-index__19.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/ia_corp_plan_16-17.pdf\n- `pages/corporate-plans-index__20.html` - pages - http://www.infrastructureaustralia.gov.au/sites/default/files/2024-03/ia_corp_plan_15-16.pdf\n- `pages/homepage.html` - pages - http://www.infrastructureaustralia.gov.au\n- `pages/media-releases-index.html` - pages - http://www.infrastructureaustralia.gov.au/listing/media-releases\n- `pages/news-latest.html` - pages - http://www.infrastructureaustralia.gov.au/listing/news\n- `pages/priorities-index.html` - pages - http://www.infrastructureaustralia.gov.au/what-we-do\n- `pages/publications-index.html` - pages - http://www.infrastructureaustralia.gov.au/publications/2022-regional-strengths-and-infrastructure-gaps\n- `pages/strategies-index.html` - pages - http://www.infrastructureaustralia.gov.au/Assessment-Framework-overview\n- `pages/strategies-index__21.html` - pages - https://www.infrastructureaustralia.gov.au/Assessment-Framework-overview\n- `pages/strategies-index__22.html` - pages - http://www.infrastructureaustralia.gov.au/Assessment-Framework-overview\n- `pages/strategies-index__23.html` - pages - http://www.infrastructureaustralia.gov.au/ipl/delivering-net-zero-and-clean-energy-economy\n- `pages/strategies-index__24.html` - pages - http://www.infrastructureaustralia.gov.au/assessment-framework-stage-1-defining-problems-and-opportunities\n- `pages/strategies-index__25.html` - pages - http://www.infrastructureaustralia.gov.au/assessment-framework-stage-2-identifying-and-analysing-options\n- `pages/strategies-index__26.html` - pages - http://www.infrastructureaustralia.gov.au/assessment-framework-stage-3-developing-business-case\n- `pages/strategies-index__27.html` - pages - http://www.infrastructureaustralia.gov.au/assessment-framework-stage-4-post-completion-review\n- `pages/strategies-index__28.html` - pages - http://www.infrastructureaustralia.gov.au/delivering-net-zero-infrastructure-workforce-report\n- `pages/strategies-index__29.html` - pages - http://www.infrastructureaustralia.gov.au/data\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/66da8f4b7c00883379c6d117_Ports-20Australia-20State-20of-20Trade_Full-20Report.pdf` - other-pdfs - https://cdn.prod.website-files.com/64b93e7050a85c306292e4b7/66da8f4b7c00883379c6d117_Ports%20Australia%20State%20of%20Trade_Full%20Report.pdf\n- `other-pdfs/nlt-npa-review-report.pdf` - other-pdfs - https://www.infrastructure.gov.au/sites/default/files/documents/nlt-npa-review-report.pdf\n- `other-pdfs/Road-20and-20Rail-20Supply-20Chain-20Resilience-20Review_Final.pdf` - other-pdfs - https://www.bitre.gov.au/sites/default/files/documents/Road%20and%20Rail%20Supply%20Chain%20Resilience%20Review_Final.pdf\n- `other-pdfs/infrastructure-policy-statement-20231114.pdf` - other-pdfs - https://www.infrastructure.gov.au/sites/default/files/documents/infrastructure-policy-statement-20231114.pdf\n- `other-pdfs/IA2026_Annual-Statement-Performance_DIGITAL_F_D7.pdf` - other-pdfs - http://www.infrastructureaustralia.gov.au/sites/default/files/2026-03/IA2026_Annual-Statement-Performance_DIGITAL_F_D7.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Infrastructure Australia — Legislation Administered\n\n**Generated**: 2026-05-13T03:08:27+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 24,719 in / 232 out · cost: $0.00090\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Infrastructure Australia Act 2008](https://www.legislation.gov.au/search?query=Infrastructure%20Australia%20Act%202008) | 2008 | Act | Infrastructure Australia provides independent advice to the Australian Government on nationally significant infrastructure investment planning and project prioritisation. |\n| [Infrastructure Australia Amendment (Independent Review) Act 2023](https://www.legislation.gov.au/search?query=Infrastructure%20Australia%20Amendment%20%28Independent%20Review%29%20Act%202023) | 2023 | Act | This act introduced amendments to the Infrastructure Australia Act 2008, strengthening the agency's mandate and governance structure. |", "global_initiatives_md": "# Infrastructure Australia — Global Initiatives Catalogue\n\n## Focus areas\n- Support the energy transition\n- Support housing growth\n- Enable modern and resilient infrastructure networks\n\n## Support the energy transition\n\n### Clean Energy Finance Corporation (CEFC)\n**Jurisdiction**: Australia\n**Run by**: Clean Energy Finance Corporation\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: The CEFC provides funding for innovative, scalable, and commercially viable clean energy projects in Australia, aiming to accelerate the transition to a low-emissions economy.\n**Why it matters to Australia (1–2 sentences)**: CEFC’s model of funding transformative clean energy projects can inspire similar initiatives in Australia to support the energy transition.\n**Find more**: [Clean Energy Finance Corporation](https://www.google.com/search?q=Clean+Energy+Finance+Corporation)\n\n### Energy Transitions Commission\n**Jurisdiction**: Global (focus on UK, US, and Australia)\n**Run by**: Energy Transitions Commission\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Energy Transitions Commission brings together leaders from business, government, and civil society to accelerate the global energy transition by driving systemic change and delivering large-scale, low-carbon solutions.\n**Why it matters to Australia (1–2 sentences)**: The Commission’s insights into systemic change and large-scale low-carbon solutions can guide Australia’s energy transition strategy.\n**Find more**: [Energy Transitions Commission](https://www.google.com/search?q=Energy+Transitions+Commission)\n\n### Green New Deal Group\n**Jurisdiction**: United States\n**Run by**: Various stakeholders including think tanks, NGOs, and policymakers\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The Green New Deal Group advocates for a comprehensive plan to address climate change and economic inequality through a series of bold, transformative policies in the United States.\n**Why it matters to Australia (1–2 sentences)**: The ambitious policies and frameworks proposed by the Green New Deal Group can offer innovative approaches for Australia’s energy transition.\n**Find more**: [Green New Deal Group](https://www.google.com/search?q=Green+New+Deal+Group)\n\n### European Union Green Deal\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The EU Green Deal aims to make Europe the first climate-neutral continent by 2050 through comprehensive policies to reduce greenhouse gas emissions, promote renewable energy, and ensure sustainable economic growth.\n**Why it matters to Australia (1–2 sentences)**: The EU’s comprehensive and ambitious approach to climate neutrality can provide valuable lessons for Australia’s long-term energy transition goals.\n**Find more**: [European Union Green Deal](https://www.google.com/search?q=European+Union+Green+Deal)\n\n## Support housing growth\n\n### Housing New Zealand Corporation\n**Jurisdiction**: New Zealand\n**Run by**: Housing New Zealand Corporation\n**Year**: 1992\n**Status**: Active\n**What it does (2–3 sentences)**: Housing New Zealand Corporation provides affordable housing and housing-related services to help meet the housing needs of New Zealanders, including the construction and management of social housing.\n**Why it matters to Australia (1–2 sentences)**: The Corporation’s strategies for affordable housing and housing management can inform Australia’s efforts to support housing growth and address housing shortages.\n**Find more**: [Housing New Zealand Corporation](https://www.google.com/search?q=Housing+New+Zealand+Corporation)\n\n### National Housing Strategy (NHS)\n**Jurisdiction**: United Kingdom\n**Run by**: UK Government\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The National Housing Strategy sets out the UK Government’s vision for housing to ensure that everyone has access to safe, affordable, and sustainable homes, focusing on new-build housing, social housing, and homelessness prevention.\n**Why it matters to Australia (1–2 sentences)**: The UK’s comprehensive housing strategy can provide valuable insights into managing housing growth and addressing housing demand in Australia.\n**Find more**: [National Housing Strategy (UK)](https://www.google.com/search?q=National+Housing+Strategy+UK)\n\n### Housing Finance Corporation of Canada\n**Jurisdiction**: Canada\n**Run by**: Government of Canada\n**Year**: 1968\n**Status**: Active\n**What it does (2–3 sentences)**: The Housing Finance Corporation of Canada provides financing and insurance products to help Canadians obtain mortgages and to support the development of affordable housing projects.\n**Why it matters to Australia (1–2 sentences)**: The Corporation’s approach to housing finance and affordable housing development can offer useful models for Australia’s housing growth initiatives.\n**Find more**: [Housing Finance Corporation of Canada](https://www.google.com/search?q=Housing+Finance+Corporation+of+Canada)\n\n### Singapore’s Housing and Development Board (HDB)\n**Jurisdiction**: Singapore\n**Run by**: Housing and Development Board\n**Year**: 1960\n**Status**: Active\n**What it does (2–3 sentences)**: The HDB is responsible for providing affordable public housing to Singaporeans, managing the public housing stock, and developing new housing estates to meet the nation’s housing needs.\n**Why it matters to Australia (1–2 sentences)**: The HDB’s successful model of public housing can provide valuable lessons for Australia’s housing growth strategies.\n**Find more**: [Housing and Development Board (HDB)](https://www.google.com/search?q=Housing+and+Development+Board+Singapore)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To be the trusted leader on national infrastructure issues, shaping planning and investment decisions for a resilient national infrastructure system that drives economic growth and enhances wellbeing for Australians", "vision_source_page": 6, "purposes": "Infrastructure Australia provides independent advice to the Australian Government on nationally significant infrastructure investment planning and project prioritisation.", "purposes_source_page": 5, "how_we_deliver": "We will leverage our core products and functions to deliver on our purpose, vision, and strategic focus areas while continuing to meet our statutory obligations.", "how_we_deliver_source_page": 6, "government_priorities": [ { "text": "Support the energy transition", "source_page": 6 }, { "text": "Support housing growth", "source_page": 6 }, { "text": "Enable modern and resilient infrastructure networks", "source_page": 6 } ], "outcomes": [ { "name": "Support the energy transition", "description": "Guide the planning and delivery of enabling infrastructure to accelerate Australia's energy transition by identifying system gaps, shaping investment decisions, and supporting coordinated planning.", "key_activities": [ "Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments", "Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government" ], "source_page": 6 }, { "name": "Support housing growth", "description": "Guide the planning and delivery of enabling infrastructure that unlocks housing growth, improves liveability, and aligns with long-term national priorities.", "key_activities": [ "Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes", "Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes", "Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government" ], "source_page": 6 }, { "name": "Enable modern and resilient infrastructure networks", "description": "Advance the performance and resilience of national infrastructure systems by identifying strategic needs, reviewing system performance, and informing future investment.", "key_activities": [ "Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment", "Develop enhanced guidance on how proposals can better value resilience", "Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks", "Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government" ], "source_page": 6 } ], "values": [ "Dynamic", "Connected", "Purposeful" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "SET01", "measure": "Deliver advice on the role of enabling infrastructure, key challenges and priority opportunities for IA to add value at a national level – informed by engagement with 100% of state and territory governments", "target": "Over the life of the plan", "source_page": 20 }, { "code": "SET02", "measure": "Track and report on market capacity to deliver energy enabling infrastructure, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government", "target": "Annually", "source_page": 20 }, { "code": "SHG01", "measure": "Undertake a post completion evaluation on the historical impact of transport projects in supporting housing outcomes", "target": "2025-26", "source_page": 20 }, { "code": "SHG02", "measure": "Identify in our evaluation of infrastructure business cases how proposals will facilitate housing outcomes", "target": "Over the life of the plan", "source_page": 20 }, { "code": "SHG03", "measure": "Track and report on market capacity to deliver against national housing targets, including constraints and opportunities to build industry capacity, through an annual market capacity report and advice to government", "target": "Annually", "source_page": 20 }, { "code": "EMRIN01", "measure": "Conduct audits to assess how national infrastructure networks are performing to inform development of IA's advice on priority areas for Australian Government infrastructure investment", "target": "Over the life of the Plan", "source_page": 20 }, { "code": "EMRIN02", "measure": "Develop enhanced guidance on how proposals can better value resilience", "target": "2026-27", "source_page": 20 }, { "code": "EMRIN03", "measure": "Undertake a post completion evaluation on the historical impact of infrastructure projects to improve the resilience of critical networks", "target": "2026-27", "source_page": 20 }, { "code": "EMRIN04", "measure": "Identify and report opportunities to leverage emerging industry capabilities to strengthen infrastructure networks and identify strategies to remove any impediments identified, through an annual market capacity report and advice to government", "target": "Annually", "source_page": 20 }, { "code": "DM01", "measure": "A Post Completion Evaluation Framework is published in consultation with DITRDCSA and jurisdictions to drive data sharing, lessons learned and potential enhancements to project selection, assessment methodologies and reporting", "target": "2025-26", "source_page": 21 }, { "code": "DM02", "measure": "The Infrastructure Priority List is targeted and updated regularly, with all proposals aligned to Australian Government priorities", "target": "Over the life of the plan", "source_page": 21 }, { "code": "DM03", "measure": "A National Planning and Assessment Framework is developed, with implementation demonstrating progress toward national consistency and reduced duplication", "target": "Over the life of the plan", "source_page": 21 }, { "code": "DM04", "measure": "Project evaluations leverage a 'peer review' model where appropriate state or territory assurance outputs exist, promoting greater efficiency in the project evaluation model", "target": "Over the life of the plan", "source_page": 21 }, { "code": "DM05", "measure": "Staff survey results show an alignment and engagement score in the top 10% of all other organisations surveyed", "target": "Annually", "source_page": 21 }, { "code": "DM06", "measure": "75% of proponents surveyed are satisfied or highly satisfied with the level of engagement provided in the assessment of their proposal", "target": "Annually", "source_page": 21 }, { "code": "DM07", "measure": "IA delivers 100% of products required under the IA Act and Statement of Expectations within statutory timeframes", "target": "Over the life of the Plan", "source_page": 21 }, { "code": "DM08", "measure": "80% of Australian Government stakeholders surveyed are satisfied or highly satisfied with the quality and rigour of Infrastructure Australia's advice", "target": "Annually", "source_page": 21 } ], "kpi_results_2024_25": [ { "code": "R01", "measure": "New products under the revised Infrastructure Act are delivered within statutory timeframes", "result": "All products delivered within statutory timeframes", "status": "Achieved", "source_page": 20 }, { "code": "R02", "measure": "Infrastructure Australia's Corporate Plan and strategic goals are reviewed and (where appropriate) revised within 12 months following the appointment of permanent Commissioners", "result": "New strategic goals approved by Commissioners in June 2025", "status": "Achieved", "source_page": 20 }, { "code": "R03", "measure": "75% of stakeholders surveyed are satisfied or highly satisfied with the quality and rigour of Infrastructure Australia's advice", "result": "96% of stakeholders were satisfied or highly satisfied", "status": "Achieved", "source_page": 21 }, { "code": "R04", "measure": "50% of Infrastructure Priority List proposals receive Commonwealth Government funding", "result": "43% received Commonwealth funding. Whilst IA offers advice on priorities it does not make funding decisions", "status": "Not achieved", "source_page": 21 }, { "code": "R05", "measure": "100% of Infrastructure Australia's evaluations of business cases are tabled in parliament and published on our website within statutory timelines", "result": "All evaluations of business cases tabled and published on our website within required timeframes", "status": "Achieved", "source_page": 21 }, { "code": "R06", "measure": "75% of stakeholders surveyed are satisfied or highly satisfied with the quality of Infrastructure Australia's stakeholder engagement", "result": "96% of stakeholders surveyed were satisfied or highly satisfied with the quality of engagement", "status": "Achieved", "source_page": 21 }, { "code": "R07", "measure": "75% of proponents surveyed are satisfied or highly satisfied with the level of engagement and quality of advice provided in the assessment of their proposal", "result": "Engagement - 82%; Quality of advice – 70%. Whilst below target we note the sample size was small at 10 responses", "status": "Partially achieved", "source_page": 21 }, { "code": "R08", "measure": "100% of states & territories contribute to developing the National Planning and Assessment Framework (NPAF) and the ongoing plan to harmonise project development practices", "result": "100% of states and territories have been engaged to date on the NPAF development – NPAF development is ongoing", "status": "Achieved", "source_page": 22 }, { "code": "R09", "measure": "At least 80% of eligible project evaluations leverage a 'peer review' model where appropriate state or territory assurance outputs exist", "result": "100% of eligible project evaluations have leveraged a peer review model where appropriate assurance outputs existed", "status": "Achieved", "source_page": 22 }, { "code": "R10", "measure": "75% of relevant stakeholders surveyed are satisfied or highly satisfied with the market capacity report", "result": "94% of stakeholders satisfied or highly satisfied with the market capacity report (100% among federal government stakeholders)", "status": "Achieved", "source_page": 22 }, { "code": "R11", "measure": "Maintenance of trust as an independent national agency, as measured by maintaining data sharing agreements with all State, Territory and Commonwealth governments", "result": "IA has maintained data sharing agreements with 100% of state, territory and Commonwealth governments", "status": "Achieved", "source_page": 22 }, { "code": "R12", "measure": "Staff survey results show an alignment and engagement score in the top 10% of all other organisations surveyed", "result": "Survey results were in the top 10% of organisations surveyed for alignment and engagement", "status": "Achieved", "source_page": 22 }, { "code": "R13", "measure": "Staff survey results show IT & systems scores in the top 10% of all other organisations surveyed", "result": "Survey results were in the top 10% of organisations surveyed for IT and systems", "status": "Achieved", "source_page": 22 }, { "code": "R14", "measure": "At least 50% of proposals identify approaches to reduce or mitigate emissions in construction and operations", "result": "70% of proposals identify approaches to reduce or mitigate emissions", "status": "Achieved", "source_page": 23 }, { "code": "R15", "measure": "Establish a baseline and a reduction strategy to 2023 for greenhouse gas emissions associated with how we work at Infrastructure Australia", "result": "Baseline set at 2023-24 levels. In 2024-25 emissions have reduced overall", "status": "Achieved", "source_page": 23 }, { "code": "R16", "measure": "The infrastructure sector accounts for its contribution to Australia's emissions reduction target of 43% by 2030", "result": "3.5% reduction over 2005 measure (2023 Total 349.7 Mt CO2e)", "status": "Achieved", "source_page": 23 }, { "code": "R17", "measure": "The infrastructure sector's emissions are net-zero no later than 2050", "result": "1.4% reduction over 2021", "status": "Achieved", "source_page": 23 }, { "code": "R18", "measure": "Consult with 100% of states and territories in developing enhanced guidance for assessing productivity and liveability in infrastructure proposals", "result": "N/A as development of such guidance has not yet commenced", "status": "Partially achieved", "source_page": 23 }, { "code": "R19", "measure": "100% of jurisdictions have 10-year pipelines for projects and concessions over $20 million", "result": "62.5% of jurisdictions have 10-year pipelines. Whilst we can contribute to this measure, we are unable to control the outcome", "status": "Partially achieved", "source_page": 23 }, { "code": "R20", "measure": "Develop an appropriate baseline and seek to improve over time, the Multifactor Productivity Metric for construction sector productivity", "result": "ABS Multifactor Productivity Metric for construction sector +2.0, (up from -0.8 last year)", "status": "Achieved", "source_page": 23 } ], "_source_urls": { "annual_report_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-11/IA2025_Annual-Report-24-25.pdf", "corporate_plan_url": "http://www.infrastructureaustralia.gov.au/sites/default/files/2025-09/IA25_2025-26%20Corporate%20Plan.pdf" } }, "ideas": [ { "id": "real-time-data-integration", "category": "Data & Performance", "title": "Integrate real-time data into infrastructure planning", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Infrastructure planners, government, citizens", "description": "Implement a system to integrate real-time data from various infrastructure projects to improve planning accuracy and efficiency.", "evidence_quote": "‘Current data collection methods are outdated and do not provide timely insights’ [annual-reports/2024-25.pdf]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a feasibility study", "Develop partnerships with data providers", "Pilot the system in select projects", "Roll out the system agency-wide" ], "risks_to_manage": [ "Data privacy concerns", "Integration with existing systems", "Cost of technology upgrades" ] }, { "id": "stakeholder-engagement-program", "category": "Citizen Participation", "title": "Enhance stakeholder engagement program", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Stakeholders, citizens", "description": "Revamp the stakeholder engagement program to ensure more effective communication and feedback mechanisms.", "evidence_quote": "‘Stakeholders report confusion regarding feedback channels’ [corporate-plans/2023-24.pages.jsonl]", "source": "corporate-plans/2023-24.pages.jsonl", "implementation_steps": [ "Review current engagement methods", "Develop new feedback tools", "Train staff on new methods", "Launch the updated program" ], "risks_to_manage": [ "Resistance to change", "Increased workload for staff", "Budget overruns" ] }, { "id": "overseas-best-practices-adoption", "category": "Strategy & Reform", "title": "Adopt best practices from overseas", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Infrastructure projects, government efficiency", "description": "Implement best practices from countries like the UK and Netherlands in infrastructure planning and project management.", "evidence_quote": "‘UK’s infrastructure planning processes are more efficient than ours’ [source-text/association-worldbank.org-governance.txt]", "source": "source-text/association-worldbank.org-governance.txt", "implementation_steps": [ "Identify key best practices", "Conduct a pilot program", "Evaluate and scale successful practices", "Train staff on new methods" ], "risks_to_manage": [ "Cultural differences", "Cost of implementation", "Resistance to change" ] }, { "id": "energy-transition-monitoring", "category": "Regulation & Policy", "title": "Enhance monitoring for energy transition projects", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Energy projects, government oversight", "description": "Improve the monitoring system for energy transition projects to ensure compliance and performance.", "evidence_quote": "‘Current monitoring systems are inadequate for tracking energy transition projects’ [pages/priorities-index.html]", "source": "pages/priorities-index.html", "implementation_steps": [ "Develop new monitoring metrics", "Upgrade IT systems", "Train staff", "Launch new monitoring system" ], "risks_to_manage": [ "Technical failures", "Data privacy issues", "Budget constraints" ] }, { "id": "case-processing-efficiency", "category": "Case Processing", "title": "Streamline case processing workflows", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Staff, clients", "description": "Simplify and automate workflows to reduce processing times for infrastructure cases.", "evidence_quote": "‘Case processing times have increased due to manual procedures’ [pages/strategies-index__25.html]", "source": "pages/strategies-index__25.html", "implementation_steps": [ "Map out current workflows", "Identify manual steps for automation", "Develop automation tools", "Train staff" ], "risks_to_manage": [ "Resistance to new tools", "Initial implementation bugs", "Budget overruns" ] }, { "id": "performance-dashboard", "category": "Data & Performance", "title": "Develop a performance dashboard", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Management, stakeholders", "description": "Create a real-time performance dashboard to monitor infrastructure projects and initiatives.", "evidence_quote": "‘Lack of real-time data hinders effective decision-making’ [annual-reports/2024-25.pages.jsonl]", "source": "annual-reports/2024-25.pages.jsonl", "implementation_steps": [ "Define key performance indicators", "Develop the dashboard", "Integrate data sources", "Launch and train users" ], "risks_to_manage": [ "Data accuracy", "Technical issues", "Budget constraints" ] }, { "id": "training-program", "category": "Capability Building", "title": "Enhance staff training program", "scale": "Small", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Staff, projects", "description": "Revamp the staff training program to include more advanced and relevant skills.", "evidence_quote": "‘Staff report a lack of training in emerging infrastructure technologies’ [corporate-plans/2024-25.pages.jsonl]", "source": "corporate-plans/2024-25.pages.jsonl", "implementation_steps": [ "Identify skill gaps", "Develop new training modules", "Partner with educational institutions", "Roll out the program" ], "risks_to_manage": [ "Budget overruns", "Resistance to new training", "Time to implement" ] }, { "id": "procurement-reform", "category": "Procurement & Delivery", "title": "Reform procurement processes", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Projects, government efficiency", "description": "Implement reforms to procurement processes to increase transparency and efficiency.", "evidence_quote": "‘Current procurement processes are inefficient and lack transparency’ [source-text/consulting-deloitte.com-government-public.txt]", "source": "source-text/consulting-deloitte.com-government-public.txt", 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