{
  "entity_id": "S-TAS-031",
  "folder": "Infrastructure-Tasmania",
  "name": "Infrastructure Tasmania",
  "type": "Statutory Authority",
  "jurisdiction": "TAS",
  "portfolio": "",
  "website": "https://www.infrastructure.tas.gov.au/",
  "data_status": "partial",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": false,
    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 12,
    "n_legislation": 0,
    "n_artifacts": 6,
    "n_kpi_targets": 1,
    "n_kpi_results": 1,
    "n_outcomes": 1,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "medium",
    "summary": "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.",
    "official_site_url": "https://www.infrastructure.tas.gov.au/",
    "source_documents": [
      {
        "type": "strategie",
        "title": "Project Assurance Framework v2.1",
        "url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf",
        "period": null,
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.",
      "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf",
      "source_page": 5,
      "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5"
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "strengthening and supporting the successful delivery of government capital infrastructure investment projects",
        "description": "strengthening and supporting the successful delivery of government capital infrastructure investment projects",
        "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf",
        "source_page": 4,
        "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=4"
      },
      {
        "title": "regular monitoring and reporting on capital infrastructure project/program delivery",
        "description": "regular monitoring and reporting on capital infrastructure project/program delivery",
        "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf",
        "source_page": 4,
        "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=4"
      }
    ],
    "values": [],
    "outcomes": [
      {
        "name": "Outcome: Successful delivery of infrastructure projects",
        "description": "The framework provides a structured approach for the independent assessment of the health and viability of projects/programs and focuses on gate assurance reviews, health checks and deep dives, and infrastructure project reporting.",
        "activities": [
          "gate assurance reviews",
          "health checks",
          "deep dives",
          "infrastructure project reporting"
        ],
        "source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf",
        "source_page": 5,
        "source_deep_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5"
      }
    ],
    "performance_measures": [
      {
        "code": "NA",
        "measure": "Not applicable",
        "target": "Not specified",
        "latest_result": "Not specified",
        "status": "Not specified",
        "target_source_url": "https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf",
        "target_source_page": null,
        "result_source_url": "",
        "result_source_page": null
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.",
        "strengthening and supporting the successful delivery of government capital infrastructure investment projects",
        "regular monitoring and reporting on capital infrastructure project/program delivery"
      ],
      "watch_terms": [
        "Not applicable"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": "Structured strategy exists but is incomplete."
  },
  "strategy_brief_md": "# Infrastructure Tasmania — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)\n\n## Our purpose / purposes\n\n> Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered. [[CP p.5](https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5)]\n\n## How we deliver\n\n> Project assurance helps manage risk and improves delivery confidence. [[CP p.5](https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5)]\n\n## Government priorities for this department\n\n- strengthening and supporting the successful delivery of government capital infrastructure investment projects [[CP p.4](https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=4)]\n- regular monitoring and reporting on capital infrastructure project/program delivery [[CP p.4](https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=4)]\n\n## Outcomes\n\n### Outcome: Successful delivery of infrastructure projects\nThe framework provides a structured approach for the independent assessment of the health and viability of projects/programs and focuses on gate assurance reviews, health checks and deep dives, and infrastructure project reporting. [[CP p.5](https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf#page=5)]\n\n**Key activities:**\n- gate assurance reviews\n- health checks\n- deep dives\n- infrastructure project reporting\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| NA | Not applicable | Not specified |  |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| NA | Not applicable | Not specified | Not specified |  |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Infrastructure Tasmania - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:00:52.019140+00:00\n**Entity ID**: S-TAS-031\n**Entity type**: Statutory Authority\n**Jurisdiction**: TAS\n**Portfolio**: \n**Website**: https://www.infrastructure.tas.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 5 |\n| pages | 6 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- 2\nBusiness case\n3\nReadiness for market\nProcurement\n4\nTender evaluation\n5\nReadiness for service\nExecute\n6\nBenefits realisation\nClose\nConsiders the project’s original purpose, benefits and the lessons learned.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 7,8,9,10,11,12]\nwith delivery agencies identifying and mitigating problems before\nthere is an impact on the project, or community and stakeholder outcomes.\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- [pages 43,44,45,46]\nHas the cost plan been developed in line with the delivery agency or Treasury guidance?\n• Is the cost plan appropriately detailed and benchmarked?\n• Have the risks to completion of the project on budget been incorporated into the cost plan, at a\nlevel sufficient for the scale and complexity of the project?\n• How was the project contingency estimated?\n• Is the level of detail in the design used to determine the cost estimate appropriate?\n• Is the methodology used to determine the whole-of-life cost estimate appropriate?\n• What is the escalation rate applied?\n• Is the level of escalation applied an appropriate reflection of anticipated market risk?\n• Have all costs to deliver the project and its key objectives been included, such as cost of\nassociated and peripheral works?\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- Purpose of the framework\nProject assurance is a critical part of identifying and managing project and program risk to ensure\nobjectives can be successfully delivered.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nDocument control and approval\nNo Version Date Approval Variations\n1 1.0 May 2021 Martin Blake\nCEO,\nInfrastructure\nTasmania\n2 1.1 June 2024 Ben Goodsir Clarifies roles and responsibilities, strengthens\nCEO, information and confidentiality, and provides for\nInfrastructure incidental amendments\nTasmania\n3 2.0 April 2025 Ben Goodsir Confirms thresholds for mandatory reviews, ability to\nrequest voluntary reviews, and incidental\nGeneral\nManager, amendments.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 17,18,19,20,21]\n– high value,\nproject tier\nhigh risk projects), and Tier 3 with the lowest risk profile.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- The risk assessment considers six criteria:\n• government priority (20%)\n• agency capability and capacity (20%)\n• funding and procurement complexity (15%)\n• project interface complexity (20%)\n• stakeholders and approvals complexity (15%)\n• environmental and sustainability complexity (10%).\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- The government has now mandated the framework for all infrastructure and capital work projects that are:\nvalued above $50 million delivered by Tasmanian Government agencies\nvalued between $10 million and $50 million that are referred for an independent review by the Budget Committee, portfolio Ministers or Heads of Agency.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 34,35,36,37]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 5 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n\n### Strategic Priorities\n\n- The risk assessment considers six criteria:\n• government priority (20%)\n• agency capability and capacity (20%)\n• funding and procurement complexity (15%)\n• project interface complexity (20%)\n• stakeholders and approvals complexity (15%)\n• environmental and sustainability complexity (10%).\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 21,22,23,24,25]\nhould be a significant knowledge base\nneed\nregarding project impacts and needs.\n• Evidence of how the\nThe Structured Infrastructure Investment project scope meets\nReview deliverables\nReview Process (SIIRP) should guide the the service needs\noptions analysis to define the benefits sought, • Options analysis\nrisk management, impacts and affordability\n• Appropriate level of\nassessment.\ncost benefit analysis\nA cost-benefit analysis is required for the options being considered, however the agency’s own economic\nevaluation tool may be used if it applies a similar level of rigor.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 17,18,19,20,21]\n– high value,\nproject tier\nhigh risk projects), and Tier 3 with the lowest risk profile.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 34,35,36,37]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 5 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- 2\nBusiness case\n3\nReadiness for market\nProcurement\n4\nTender evaluation\n5\nReadiness for service\nExecute\n6\nBenefits realisation\nClose\nConsiders the project’s original purpose, benefits and the lessons learned.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 31,32,33,34]\nsmanian Government guidelines, frameworks and\nUnderstanding\nprocesses not considered, employed or complied with during\ngovernment processes\nproject development and delivery.\n• The project objectives do not align to government priorities, are\nnot clear or do not articulate the service need.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 1 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 2 Workbook 33\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- [pages 34,35,36]\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nOption\ndevelopment\nSchedule\nand cost\nGate 3 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-3-Readiness-for-Market.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0007/615499/Workbook-Gate-3-Readiness-for-Market.PDF)`\n\n## KPIs, Targets, and Where They Are At\n\n- [pages 1,2,3]\n[Page 1]\nProject Assurance Workbook\nGate 5: Readiness for service\nHow well have the project delivery team, asset owner and/or operator\nplanned a handover to ensure the benefits outlined in the business\ncase are achieved?\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- [pages 17,18,19,20,21]\n– high value,\nproject tier\nhigh risk projects), and Tier 3 with the lowest risk profile.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- The risk assessment considers six criteria:\n• government priority (20%)\n• agency capability and capacity (20%)\n• funding and procurement complexity (15%)\n• project interface complexity (20%)\n• stakeholders and approvals complexity (15%)\n• environmental and sustainability complexity (10%).\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 38,39,40]\nthis process achieved in a fair, ethical and transparent manner?\n• How will the evaluation process assess the asset’s future adaptability, including event shock and\nstress resilience, or asset reconfiguration in response to technological change?\n  Source: `other-pdfs/Workbook-Gate-3-Readiness-for-Market.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0007/615499/Workbook-Gate-3-Readiness-for-Market.PDF)`\n- [pages 36,37,38]\nompliances of the preferred commercial offer been recorded?\n• Are there any additional benefits or changes in scope driving an improved outcome, as a result of\nthe acceptance of the preferred commercial offer?\n• What is the performance regime (such as key performance indicators or performance\nspecifications) included in the preferred commercial offer, to ensure the scope delivered facilitates\nand drives benefits realisation?\n• What alternative solutions or options have been proposed by the preferred commercial offer and\nhow have these been considered?\n  Source: `other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF)`\n- [Page 32]\nWhat to look for at Gate 5\nThe Gate 5 Review seeks to answer the question: How well has the project and asset owner and/or\noperator planned a handover to ensure the benefits outlined in the business case are achieved?\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- [pages 34,35,36,37]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 5 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- 2\nBusiness case\n3\nReadiness for market\nProcurement\n4\nTender evaluation\n5\nReadiness for service\nExecute\n6\nBenefits realisation\nClose\nConsiders the project’s original purpose, benefits and the lessons learned.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 21,22,23,24,25]\nhould be a significant knowledge base\nneed\nregarding project impacts and needs.\n• Evidence of how the\nThe Structured Infrastructure Investment project scope meets\nReview deliverables\nReview Process (SIIRP) should guide the the service needs\noptions analysis to define the benefits sought, • Options analysis\nrisk management, impacts and affordability\n• Appropriate level of\nassessment.\ncost benefit analysis\nA cost-benefit analysis is required for the options being considered, however the agency’s own economic\nevaluation tool may be used if it applies a similar level of rigor.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 1 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 2 Workbook 33\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- [pages 34,35,36]\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nOption\ndevelopment\nSchedule\nand cost\nGate 3 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-3-Readiness-for-Market.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0007/615499/Workbook-Gate-3-Readiness-for-Market.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 4 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $50 million, $10 million, 50 million, 10 million | The government has now mandated the framework for all infrastructure and capital work projects that are:\nvalued above $50 million delivered by Tasmanian Government agencies\nvalued between $10 million and $50 million that are referred for an independent review by the Budget Committee, portfolio Ministers or Heads of Agency. | `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)` |\n| $30 million, 30 million | Example: A ‘community centre upgrade’ project with a budget of $30 million, delivered by an agency\nwith significant experience successfully delivering similar projects, and minimal project risks may be\nclassed as a Tier 3 project. | `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)` |\n| $30 million, 30 million | A ‘stadium upgrade’ project with a $30 million budget may be classed as a\nTier 1 project based on multiple external stakeholder partners involved in delivery and uncertain\napproval and procurement complexities which add to the project risk. | `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)` |\n| $10 million, 10 million | Infrastructure projects valued over $10 million can be referred for review at the discretion of Budget\nCommittee, portfolio ministers or heads of agencies. | `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)` |\n| $5M, $10M, $50M, $100M | Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16 | `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)` |\n| $50 million, 50 million | [Page 13]\nProject assurance in Tasmania\nThe Tasmanian Government has adopted a formal project assurance framework for infrastructure\nprojects valued at $50 million and above, being developed and/or delivered by Tasmanian Government\nagencies. | `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)` |\n| $5M, $10M, $50M, $100M | Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16 | `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)` |\n\n## Key Achievements\n\n- Gate reviews Tier 1 Tier 2 Tier 3\nGate 0 – Project registration R R R\nGate 1 – Project justification R R O\nGate 2 – Business case R R O\nGate 3 – Readiness for market R O O\nGate 4 – Tender evaluation R O O\nGate 5 – Readiness for service R O O\nGate 6 –Benefits realisation R R R\nHealth checks\nDelivery R R O\nDeep dives\nAny phase O O O\nOther assurance activities\nRegular progress reporting R R R\nR= Recommended; O= Optional\nProject Assurance Framework 6\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 17,18,19,20,21]\n– high value,\nproject tier\nhigh risk projects), and Tier 3 with the lowest risk profile.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- The risk assessment considers six criteria:\n• government priority (20%)\n• agency capability and capacity (20%)\n• funding and procurement complexity (15%)\n• project interface complexity (20%)\n• stakeholders and approvals complexity (15%)\n• environmental and sustainability complexity (10%).\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- The government has now mandated the framework for all infrastructure and capital work projects that are:\nvalued above $50 million delivered by Tasmanian Government agencies\nvalued between $10 million and $50 million that are referred for an independent review by the Budget Committee, portfolio Ministers or Heads of Agency.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 36,37,38]\nompliances of the preferred commercial offer been recorded?\n• Are there any additional benefits or changes in scope driving an improved outcome, as a result of\nthe acceptance of the preferred commercial offer?\n• What is the performance regime (such as key performance indicators or performance\nspecifications) included in the preferred commercial offer, to ensure the scope delivered facilitates\nand drives benefits realisation?\n• What alternative solutions or options have been proposed by the preferred commercial offer and\nhow have these been considered?\n  Source: `other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF)`\n- [pages 34,35,36,37]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 5 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- Example: A ‘community centre upgrade’ project with a budget of $30 million, delivered by an agency\nwith significant experience successfully delivering similar projects, and minimal project risks may be\nclassed as a Tier 3 project.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- 2\nBusiness case\n3\nReadiness for market\nProcurement\n4\nTender evaluation\n5\nReadiness for service\nExecute\n6\nBenefits realisation\nClose\nConsiders the project’s original purpose, benefits and the lessons learned.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 21,22,23,24,25]\nhould be a significant knowledge base\nneed\nregarding project impacts and needs.\n• Evidence of how the\nThe Structured Infrastructure Investment project scope meets\nReview deliverables\nReview Process (SIIRP) should guide the the service needs\noptions analysis to define the benefits sought, • Options analysis\nrisk management, impacts and affordability\n• Appropriate level of\nassessment.\ncost benefit analysis\nA cost-benefit analysis is required for the options being considered, however the agency’s own economic\nevaluation tool may be used if it applies a similar level of rigor.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 1 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 38,39,40,41]\nvil infrastructure and assets\n• Is there consideration of green space or recreational opportunities within the options analysis?\n• What consideration has been given to the achievement of a relevant sustainability/environmental\nrating (such as an Infrastructure Sustainability Council rating)?\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n\n## Key Issues, Risks, and Recommendations\n\n- ITas uses its copy to:\n• report on metrics and analytics from aggregated project assurance reviews\n• identify trends affecting the performance of infrastructure projects, key drivers of risk, challenges\nand opportunities associated with the infrastructure investment program\n• monitor the recommendations provided and follow up with delivery agencies on the status of\naddressing those recommendations as/if required and\n• use as background for a subsequent assurance review for the same project or program.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 17,18,19,20,21]\n– high value,\nproject tier\nhigh risk projects), and Tier 3 with the lowest risk profile.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- The risk assessment considers six criteria:\n• government priority (20%)\n• agency capability and capacity (20%)\n• funding and procurement complexity (15%)\n• project interface complexity (20%)\n• stakeholders and approvals complexity (15%)\n• environmental and sustainability complexity (10%).\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- Table 1 weighted risk score matrix\nEstimated total cost range\nWeighted risk\nscore\n$5M – $10M $10M-$50M $50M-$100M $100M-$500M >$500M\n0.0 - 2.0 Tier 3 Tier 3 Tier 2 Tier 2 Tier 2\n2.1 - 2.2 Tier 3 Tier 3 Tier 2 Tier 2 Tier 1\n2.3 - 2.4 Tier 3 Tier 2 Tier 2 Tier 1 Tier 1\n2.5 - 2.9 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1\n3.0 – 3.9 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1\n4.0 – 5.0 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1\nProject Assurance Framework 16\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [Page 40]\nKey focus area 5: Risk management\nGate 4 application\nRisk allocation agreed, no outstanding commercial risk issues.\n  Source: `other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF)`\n- [pages 34,35,36,37]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 5 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- [Page 40]\nKey focus area 5: Risk management\nGate 5 application\nRisk approach focused on testing, commissioning and operational issues that will\nimpact delivery, on time and on cost.\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- [pages 8,9,10,11]\ne a\nspecific focus on common delivery issues or risks, to inform the readiness for the next project stage.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [Page 14]\n• Provide regular high-level performance reports to\nagencies and government, including commentary on\nrecommendations, as/if required.\n• Collect and analyse data and insights to identify common\nissues, common themes, data trends and analytics to be\nincluded in an annual report.\n• Work with agencies, industry and assurance review teams\non how to best address challenges at a whole of\ngovernment level.\n• Explore opportunities to share lessons and insights across\ngovernment agencies and project management\ncommunities.\n• Maintain and continuously review policy, process and\nprovide advice to government.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [Page 19]\nRole Responsibility\n• Provide regular high-level performance reports to\nagencies and government, including commentary\non recommendations, as/if required.\n• Collect and analyse data and insights to identify\ncommon issues, common themes, data trends\nand analytics to be included in an annual report.\n• Work with agencies, industry and assurance\nreview teams on how to best address challenges\nat a whole of government level.\n• Explore opportunities to share lessons and\ninsights across government agencies and project\nmanagement communities.\n• Maintain and continuously review policy, process\nand provide advice to government.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 21,22,23,24,25]\nhould be a significant knowledge base\nneed\nregarding project impacts and needs.\n• Evidence of how the\nThe Structured Infrastructure Investment project scope meets\nReview deliverables\nReview Process (SIIRP) should guide the the service needs\noptions analysis to define the benefits sought, • Options analysis\nrisk management, impacts and affordability\n• Appropriate level of\nassessment.\ncost benefit analysis\nA cost-benefit analysis is required for the options being considered, however the agency’s own economic\nevaluation tool may be used if it applies a similar level of rigor.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 1 Workbook 29\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 34,35,36]\nt\n• Increasing Deliver the\ndefinition\nright project\nand certainty\nat the right price\n• Reducing risk at the right time\nDelivery\napproach\nSchedule\nand cost\nGate 2 Workbook 33\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- [pages 40,41,42,43]\nf promptly escalated specific project risks and critical\nissues to senior management?\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n\n## Corporate Values and Operating Culture\n\n- [pages 1,2,3,4]\n[Page 1]\nProject Assurance Workbook\nGate 2: Business case\nHow well does the preferred option meet the service need and\ndoes it provide value for money?\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- [pages 17,18,19,20,21]\n– high value,\nproject tier\nhigh risk projects), and Tier 3 with the lowest risk profile.\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n- [pages 12,13,14]\nof the following key focus areas:\n• service need\n• value for money and affordability\n• governance\n• risk management\n• stakeholder management\n• asset owner's needs and change management\n• social, economic and environmental sustainability.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 12,13,14]\nthe following key focus areas:\n• service need\n• value for money and affordability\n• governance\n• risk management\n• stakeholder management\n• asset owner's needs and change management\n• social, economic and environmental sustainability.\n  Source: `other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)`\n- 2\nBusiness case\n3\nReadiness for market\nProcurement\n4\nTender evaluation\n5\nReadiness for service\nExecute\n6\nBenefits realisation\nClose\nConsiders the project’s original purpose, benefits and the lessons learned.\n  Source: `pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)`\n- [pages 21,22,23,24,25]\nhould be a significant knowledge base\nneed\nregarding project impacts and needs.\n• Evidence of how the\nThe Structured Infrastructure Investment project scope meets\nReview deliverables\nReview Process (SIIRP) should guide the the service needs\noptions analysis to define the benefits sought, • Options analysis\nrisk management, impacts and affordability\n• Appropriate level of\nassessment.\ncost benefit analysis\nA cost-benefit analysis is required for the options being considered, however the agency’s own economic\nevaluation tool may be used if it applies a similar level of rigor.\n  Source: `other-pdfs/Workbook-Gate-1-Project-Justification.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF)`\n- [pages 1,2,3]\n[Page 1]\nProject Assurance Workbook\nGate 5: Readiness for service\nHow well have the project delivery team, asset owner and/or operator\nplanned a handover to ensure the benefits outlined in the business\ncase are achieved?\n  Source: `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF)`\n- Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4\n  Source: `strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/Project-Assurance-Framework-v2.1-Final.pdf` - strategies - https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf\n- `pages/about.html` - pages - https://www.infrastructure.tas.gov.au/major_projects\n- `pages/homepage.html` - pages - https://www.infrastructure.tas.gov.au/\n- `pages/strategies-index.html` - pages - https://www.infrastructure.tas.gov.au/policy_and_advice\n- `pages/strategies-index__00.html` - pages - https://www.infrastructure.tas.gov.au/policy_and_advice\n- `pages/strategies-index__01.html` - pages - https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework\n- `pages/strategies-index__02.html` - pages - https://www.infrastructure.tas.gov.au/policy_and_advice/tasmanias_strategic_infrastructure_framework\n- `other-pdfs/Workbook-Gate-1-Project-Justification.pdf` - other-pdfs - https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0003/615495/Workbook-Gate-1-Project-Justification.PDF\n- `other-pdfs/Workbook-Gate-2-Business-Case.pdf` - other-pdfs - https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF\n- `other-pdfs/Workbook-Gate-3-Readiness-for-Market.pdf` - other-pdfs - https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0007/615499/Workbook-Gate-3-Readiness-for-Market.PDF\n- `other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf` - other-pdfs - https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF\n- `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pdf` - other-pdfs - https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0020/615503/Workbook-Gate-5-Readiness-for-Service.PDF\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# Infrastructure Tasmania - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:45:09.077317+00:00\n**Entity ID**: S-TAS-031\n**Jurisdiction**: Tasmania\n**Portfolio**: \n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 12\n- Unique legislation references found: 0\n\n## Legislation References\n\n_No Act/Regulation/Instrument references found in the local corpus._\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `other-pdfs/Workbook-Gate-1-Project-Justification.pages.jsonl` (pdf_pages)\n- `other-pdfs/Workbook-Gate-2-Business-Case.pages.jsonl` (pdf_pages)\n- `other-pdfs/Workbook-Gate-3-Readiness-for-Market.pages.jsonl` (pdf_pages)\n- `other-pdfs/Workbook-Gate-4-Tender-Evaluation.pages.jsonl` (pdf_pages)\n- `other-pdfs/Workbook-Gate-5-Readiness-for-Service.pages.jsonl` (pdf_pages)\n- `strategies/Project-Assurance-Framework-v2.1-Final.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "Project assurance is a critical part of identifying and managing project and program risk to ensure objectives can be successfully delivered.",
    "purposes_source_page": 5,
    "how_we_deliver": "Project assurance helps manage risk and improves delivery confidence.",
    "how_we_deliver_source_page": 5,
    "government_priorities": [
      {
        "text": "strengthening and supporting the successful delivery of government capital infrastructure investment projects",
        "source_page": 4
      },
      {
        "text": "regular monitoring and reporting on capital infrastructure project/program delivery",
        "source_page": 4
      }
    ],
    "outcomes": [
      {
        "name": "Outcome: Successful delivery of infrastructure projects",
        "description": "The framework provides a structured approach for the independent assessment of the health and viability of projects/programs and focuses on gate assurance reviews, health checks and deep dives, and infrastructure project reporting.",
        "key_activities": [
          "gate assurance reviews",
          "health checks",
          "deep dives",
          "infrastructure project reporting"
        ],
        "source_page": 5
      }
    ],
    "values": [],
    "values_framework_name": null,
    "kpi_targets_2025_26": [
      {
        "code": "NA",
        "measure": "Not applicable",
        "target": "Not specified",
        "source_page": null
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "NA",
        "measure": "Not applicable",
        "result": "Not specified",
        "status": "Not specified",
        "source_page": null
      }
    ],
    "_source_urls": {
      "annual_report_url": "",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Procurement & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Procurement & Delivery",
      "scale": "large",
      "title": "Portfolio delivery office for major investments",
      "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "How is this kept current?\n• Has the development of the risk matrix, identification and quantification of risks involved all relevant\nstakeholders (including the industry), and verification and sign-off by the asset owner/operator?\n• How do the major risks to project procurement and delivery affect the business case?\n• How have the risks to the on time completion of the project been addressed through a sufficiently\ndocumented and robust delivery program?\n• How are risks outside the project team’s control (for example, regulatory, legislative, market and\nsupply chain risks) identified, assessed and addressed?\n• Could you share examples of when project staff promptly escalated specific project risks and critical\nissues to senior management?",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "How is this kept current?\n• Has the development of the risk matrix, identification and quantification of risks involved all relevant\nstakeholders (including the industry), and verification and sign-off by the asset owner/operator?\n• How do the major risks to project procurement and delivery affect the business case?\n• How have the risks to the on time completion of the project been addressed through a sufficiently\ndocumented and robust delivery program?\n• How are risks outside the project team’s control (for example, regulatory, legislative, market and\nsupply chain risks) identified, assessed and addressed?\n• Could you share examples of when project staff promptly escalated specific project risks and critical\nissues to senior management?",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "other-pdfs/Workbook-Gate-2-Business-Case.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0005/615497/Workbook-Gate-2-Business-Case.PDF)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "Assurance activities across the project lifecycle\nProject\nInitiate Plan and development Procurement Execute Close\nphase\nLifecycle Establish Strategic Investment Prepare for Competitive Award contract\nCompletion\nphase mandate analysis decision market procurement and delivery\nGate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6\nGate\nProject Project Business Readiness for Tender Readiness for Benefits\nreviews\nregistration justification case market evaluation service realisation\nHealth\nDevelopment Procurement Delivery\nchecks\nDeep dives Technical and specific scope as required\nSponsor agency Delivery agency\nSenior\nResponsible\nOfficer\nAsset manager / owner operator\nProject Assurance Framework 4",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "[pages 36,37,38]\nompliances of the preferred commercial offer been recorded?\n• Are there any additional benefits or changes in scope driving an improved outcome, as a result of\nthe acceptance of the preferred commercial offer?\n• What is the performance regime (such as key performance indicators or performance\nspecifications) included in the preferred commercial offer, to ensure the scope delivered facilitates\nand drives benefits realisation?\n• What alternative solutions or options have been proposed by the preferred commercial offer and\nhow have these been considered?",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "[pages 36,37,38]\nompliances of the preferred commercial offer been recorded?\n• Are there any additional benefits or changes in scope driving an improved outcome, as a result of\nthe acceptance of the preferred commercial offer?\n• What is the performance regime (such as key performance indicators or performance\nspecifications) included in the preferred commercial offer, to ensure the scope delivered facilitates\nand drives benefits realisation?\n• What alternative solutions or options have been proposed by the preferred commercial offer and\nhow have these been considered?",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "other-pdfs/Workbook-Gate-4-Tender-Evaluation.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0018/615501/Workbook-Gate-4-Tender-Evaluation.PDF)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Citizen Services",
      "scale": "small",
      "title": "Plain-language service pages and proactive status updates",
      "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.",
      "quote": "PDF Workbooks\nWorkbook Gate 1 Project Justification\nPDF 9.4 KB\nWorkbook Gate 2 Business Case\nPDF 975.6 KB\nWorkbook Gate 3 Readiness for Market\nPDF 938.6 KB\nWorkbook Gate 4 Tender Evaluation\nPDF 935.8 KB\nWorkbook Gate 5 Readiness for Service\nPDF 919 KB\nWorkbook Gate 6 Benefits Realisation\nPDF 722.8 KB\nWorkbook Health Check in Development\nPDF 914.5 KB\nWorkbook Health Check in Procurement\nPDF 826.2 KB\nWorkbook Health Check in Delivery\nPDF 884.8 KB\nWorkbook Deep Dive\nPDF 717.9 KB\nWORD Workbooks\nWorkbook Gate 1 Project Justification\nDOCX 1.6 MB\nWorkbook Gate 2 Business Case\nDOCX 1.6 MB\nWorkbook Gate 3 Readiness for Market\nDOCX 1.7 MB\nWorkbook Gate 4 Tender Evaluation\nDOCX 1.6 MB\nWorkbook Gate 5 Readiness for Service\nDOCX 1.6 MB\nWorkbook Gate 6 Benefits Realisation\nDOCX 1.5 MB\nWorkbook Health Check in Development\nDOCX 1.7 MB\nWorkbook Health Check in Procurement\nDOCX 1.6 MB",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Citizen Services",
      "scale": "large",
      "title": "Single front door for life-event based services",
      "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.",
      "quote": "PDF Workbooks\nWorkbook Gate 1 Project Justification\nPDF 9.4 KB\nWorkbook Gate 2 Business Case\nPDF 975.6 KB\nWorkbook Gate 3 Readiness for Market\nPDF 938.6 KB\nWorkbook Gate 4 Tender Evaluation\nPDF 935.8 KB\nWorkbook Gate 5 Readiness for Service\nPDF 919 KB\nWorkbook Gate 6 Benefits Realisation\nPDF 722.8 KB\nWorkbook Health Check in Development\nPDF 914.5 KB\nWorkbook Health Check in Procurement\nPDF 826.2 KB\nWorkbook Health Check in Delivery\nPDF 884.8 KB\nWorkbook Deep Dive\nPDF 717.9 KB\nWORD Workbooks\nWorkbook Gate 1 Project Justification\nDOCX 1.6 MB\nWorkbook Gate 2 Business Case\nDOCX 1.6 MB\nWorkbook Gate 3 Readiness for Market\nDOCX 1.7 MB\nWorkbook Gate 4 Tender Evaluation\nDOCX 1.6 MB\nWorkbook Gate 5 Readiness for Service\nDOCX 1.6 MB\nWorkbook Gate 6 Benefits Realisation\nDOCX 1.5 MB\nWorkbook Health Check in Development\nDOCX 1.7 MB\nWorkbook Health Check in Procurement\nDOCX 1.6 MB",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "pages/strategies-index__01.html (https://www.infrastructure.tas.gov.au/policy_and_advice/project_assurance_framework)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Staff Productivity",
      "scale": "small",
      "title": "Reusable briefing and summary assistant for internal documents",
      "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.",
      "quote": "Infrastructure projects valued over $10 million can be referred for review at the discretion of Budget\nCommittee, portfolio ministers or heads of agencies.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
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        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "S-TAS-031",
      "entity_name": "Infrastructure Tasmania",
      "folder_name": "Infrastructure-Tasmania",
      "category": "Staff Productivity",
      "scale": "large",
      "title": "Department-wide knowledge and briefing platform",
      "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.",
      "quote": "Infrastructure projects valued over $10 million can be referred for review at the discretion of Budget\nCommittee, portfolio ministers or heads of agencies.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/Project-Assurance-Framework-v2.1-Final.pdf (https://www.infrastructure.tas.gov.au/__data/assets/pdf_file/0011/586658/Project-Assurance-Framework-v2.1-Final.pdf)",
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        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
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        "Change fatigue",
        "Unclear accountability",
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    }
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