Term | Definition |
For the purposes of this document, Cabinet refers to the full Cabinet of the NSW Government and any relevant standing sub-committees of Cabinet. |
A project primarily comprised of one or more of the following elements: ■ Operational technology that forms a component of a capital project |
Notification to a delivery agency by Infrastructure NSW that a Gateway Review or Health Check for a project has been cleared and an appropriate Close-out Plan is in place to assist with project development or delivery. It does not constitute approval or an endorsement of a Gateway Review or Health Check. |
Document outlining actions, responsibilities, accountabilities and timeframes that respond to recommendations identified in Gateway Review and Health Check Final Reports. |
A document prepared by Infrastructure NSW in collaboration with delivery agencies outlining assurance requirements for delivering projects/programs over the financial year. These plans will be produced annually and updated quarterly. |
A project delivered in multiple stages and potentially across varying time periods. This could also be across a large (but connected) geography. Individual project stages may be identified during the development phase or during the procurement and delivery phases. This occurs when individual project stages are being procured and delivered under different contracts and potentially over different time periods. In some cases, these individual project stages may have a different Project Tier to the overall complex project. |
Deep Dive Reviews are similar to a Health Check but focus on a particular issue or limited terms of reference rather than the full range of issues normally considered at a Health Check. These Reviews are generally undertaken in response to issues being raised by key stakeholders to the project or at the direction of the relevant Government Minister. |
The Government agency tasked with developing and / or delivering a project applicable under this Framework and the NSW Gateway Policy. |
The necessary assets used on or to support an infrastructure system and can include fleet and rolling stock. |
An advisory group providing advice on Expert Reviewer capability, gaps and requirements to support a high performing Expert Reviewer Panel. |
Panel comprising independent highly qualified Expert Reviewers established to cover all aspects of Gateway Review needs. |
Particular decision point(s) in a project/program's lifecycle when a Gateway Review may be undertaken. |
The agency responsible for the design and administration of an approved, risk-based model for the assessment of projects/programs, the coordination of Gateway Reviews and the reporting of performance of the Gateway Review Process. |
A Review of a project/program by an independent team of experienced practitioners at a specific key decision point (gate) in the project/program's lifecycle. A Gateway Review is a short, focused, independent expert appraisal of the project/program that highlights risks and issues, which if not addressed may threaten successful delivery. It provides a view of the current progress of a project/program and assurance that it can proceed successfully to the next stage if any critical recommendations are addressed. |
The Gateway Review Manager guides the implementation of the Gateway Review or Health Check. The Manager facilitates the Review, but does not participate in the Review. |
A series of Gateway Reviews held at key decision points in a project/program's lifecycle. |
A framework, designed and operated by a GCA, that assesses the risks associated with a project or program of a particular nature in order to determine the application of Gateway. A GCA Framework defines the roles and responsibilities to deliver Gateway and should align with the Gateway review process outlined in the NSW Gateway Policy. |
Independent Reviews carried out by a team of experienced practitioners seeking to identify issues in a project/program which may arise between Gateway Reviews. |
Resources required to acquire, process, store and disseminate information. This includes stand-alone operational technology projects and programs. |
The basic services, facilities and installations to support society and can include water, wastewater, transport, sport and culture, power, policy, justice, health education and family and community services. |
The dedicated team within Infrastructure NSW responsible for implementing and administering the IIAF including organising Reviews. |
Online portal administered by Infrastructure NSW for the management of IIAF functions. |
The Government, representing the State of NSW. |
A project or program that contain a material combination of elements relating to multiple GCA frameworks. |
Document prepared by delivery agencies and lodged with Infrastructure NSW for endorsement after completion of a particular Gateway Review, after which a program or complex project may be considered in its component parts. For complex projects this would be individual stages, for programs this would be individual projects or sub-programs. The Modified Project Assurance Plan outlines the proposed delivery agency assurance arrangements for future Gateway Reviews for each individual component of work initiated (stage/project/sub-program). |
Can include systems that relate to service delivery, such as tolling systems, rail signalling or technology to support a new school or hospital. |
For the purpose of the NSW Gateway Policy, the Policy owner is NSW Treasury. |
The totality of an organisation's capital investment program. |
A temporary, flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation's strategic objectives. A program is likely to be longer term and have a life that spans several years. Programs typically deal with outcomes; whereas projects deal with outputs. Projects that form part of a program may be grouped together for a variety of reasons including spatial co-location (e.g. Western Sydney Infrastructure Program), the similar nature of the projects (e.g. Bridges for the Bush) or projects collectively achieving an outcome (e.g. 2018 Rail Timetable). Programs provide an umbrella under which these projects can be coordinated. The component parts of a program are usually individual projects or smaller groups of projects (sub-programs). In some cases, these individual projects or sub-programs may have a different Project Tier to the overall program. |
A temporary organisation, usually existing for a much shorter duration than a program, which will deliver one or more outputs in accordance with an agreed business case. Under the IIAF a capital project is defined as infrastructure, equipment, property developments or operational technology that forms a component of a capital project. Projects are typically delivered in a defined time period on a defined site. Projects have a clear start and finish. Projects may be restricted to one geographic site or cover a large geographical area, however, will be linked and not be geographically diverse. A particular project may or may not be part of a program. Where a project is delivered in multiple stages and potentially across varying time periods it is considered a 'complex project'. Refer to the definition for 'complex project'. |
Document prepared by delivery agencies and lodged with Infrastructure NSW for endorsement when registering projects via the Reporting and Assurance Portal. Project Assurance Plans detail proposed delivery agency initiated project assurance arrangements in line with the IIAF requirements. |
Committee performing Gate 0 Reviews which involves providing advice and recommendations on delivery agency submissions on project need, strategic alignment and planning to advance a project to strategic and final business cases. |
Online tool as part of the Reporting and Assurance Portal available to delivery agencies to self-assess risk profile of projects/programs. |
Tier-based classification of project profile and risk potential based on the project's estimated total cost and qualitative risk profile criteria (level of government priority, interface complexity, procurement complexity, agency capability and whether it is deemed as an essential service). The Project Tier classification is comprised of four Project Tiers, where Tier 1 encompasses projects deemed as being the highest risk and profile (Tier 1 - High Profile/High Risk projects), and Tier 4 with the lowest risk profile. |
Wholesale and/or retail urban renewal or Greenfield developments managed by the Government where a capital investment over $10 million has been made to facilitate those developments. |
Proposals that require funding for additional staff, outsourced service provision, legislative or regulatory changes including taxes and revenue or grants, as a result of new Government policies or programs or where there is a significant change in the current funding for an existing policy/program (outside the scope of an agreed parameter and technical adjustment). |
Routine reporting of projects (based on Project Tier) prepared by Infrastructure NSW and provided to bodies including the Infrastructure Investor Assurance Committee and Cabinet. |
A team of expert independent reviewers, sourced from the Expert Reviewer Panel engaged to undertake a Gateway Review, Health Check or Deep Dive Review. |
An advisory group providing advice to Infrastructure Investor Assurance Committee on proposed Project Tier and Project Assurance Plans provided by delivery agencies and reviewed by Infrastructure NSW. |
The delivery agency executive with strategic responsibility and the single point of overall accountability for a project/program. Refer to Attachment B for further detail. |