Individual initiative template Part A
Attachment C: Individual initiative template
Initiative title:
<Note: the initiative title should be short, succinct, and clearly describe the initiative>
A.1 Budget priority
A.2 Proposal type
Election commitment
Output only
Service demand
Asset only
Asset and Output
Prison demand
Acute health
Concessions
Disability services
Out of home care
Revenue
Offset/savings
A.3 Responsible Minister
Other, subject to offsets
Minister for XXX
Asset approved for consideration in the
2014-15 budget process
A.4 Coordinating Minister’s
ranking:
XX
A.5 Location
Region:
A.6
Area of service:
Summary description
<Provide a brief (i.e. one paragraph) description of the initiative>
A.7 Performance measures
To which output in the Department’s 2014-15 output structure will the initiative contribute?
Output name:
<Using the table below, identify all output performance measures (existing and new) to which this
initiative will contribute. This should include all measures that the initiative will contribute to,
regardless of whether the target will change as a result of this initiative>
<Do not include in this table any measures/KPIs that will not form part of the Department’s output
structure to be published in the 2014-15 budget papers. KPIs other than output performance
measures should be outlined in the full business case or Part B of the submission template (as
applicable)>
Individual initiative template
1
Individual initiative template Part A
Change in target if this initiative is endorsed
Performance measures
Unit of
measure
2013-14
2014-15
2015-16
2016-17
2017-18
Quantity:
Quality:
Timeliness:
<Refer to Attachment D for an example of how to complete the above table>
If there are no changes to outputs and/or performance measures as a result of funding this
initiative, provide an explanation and/or justification, including how the initiative will
contribute to departmental objectives.
A.8
Funding/revenue
A.8.1 Funding history
<In the table below provide details of the funding history for this or similar/related initiatives. This
table should include funding for an earlier stage in a multi-stage project, funding for business case
development or scoping study, funding for a lapsing program, or funding for a related program that
has broadly the same policy objective as this initiative>
Description of funding provided
2009-10
$m
2010-11
$m
2011-12
$m
2012-13
$m
2013-14
$m
A.8.2 Existing funding base over forward estimates
<In the table below provide details of the existing funding base that has been provided for this or
similar/related programs. This should include funding that is in the Department’s base as well as
funding for any related lapsing programs>
Description of funding provided
Individual initiative template
2014-15
$m
2015-16
$m
2016-17
$m
2017-18
$m
Ongoing
$m
2
Individual initiative template Part A
A.8.3 Output funding
Escalation
The process and rates for applying indexation to new output initiatives will be advised in
January 2014.
Budget impact – output funding
Price change requested for provision
of output
(Component a) gross output price
(Component b) gross output price
(Component c) gross output price
(Component d) gross output price
(Component e) gross output price
Offset from internal reprioritisation
Sub total (net output price increase)
Offset from revenue
Offset from another funding source
(eg. Commonwealth funding, CSF,
trust account) – please specify
Net Impact
2013-14
$m
2014-15
$m
2015-16
$m
2016-17
$m
2017-18
$m
Ongoing
$m
0.000
0.000
0.000
0.000
0.000
(0.000)
0.000
0.000
0.000
0.000
0.000
(0.000)
0.000
0.000
0.000
0.000
0.000
(0.000)
0.000
0.000
0.000
0.000
0.000
(0.000)
0.000
0.000
0.000
0.000
0.000
(0.000)
0.000
0.000
0.000
0.000
0.000
(0.000)
0.000
0.000
0.000
0.000
0.000
0.000
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
0.000
0.000
0.000
0.000
0.000
0.000
<Notes:
Indexed and non-indexed expense items are required to be separately listed.
The attached Standard costing for VPS staff impacts is required to be used to estimate the cost of any additional VPS staff. If
existing VPS staff will be transferred to this initiative, the cost of these staff should only be included in the costings where it
is not already in the Department’s forward estimates (eg. where the staff are currently funded through a lapsing program
ceasing before this initiative commences).
Where an initiative relates to grants payments, the funding table must separately identify the value of grants to be
provided and administration costs sought (if any) to manage the grants program.
A detailed costings spreadsheet, including all cost assumptions, is required to be attached to this submission>
A.8.4 Asset funding
Budget impact – capital funding
2013-14
$m
2014-15
$m
2015-16
$m
2016-17
$m
2017-18
$m
TEI
$m
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
0.000
0.000
0.000
0.000
0.000
If the project requests funding beyond 2016-17, please provide the year that funding for the project ceases
0.000
Estimated asset investment cash
flow
(Component a)
(Component b)
(Component c)
(Component d)
(Component e)
Sub total (gross asset price increase)
Funds from other sources (e.g.
proceeds from asset sales, trust
accounts, Commonwealth funding) –
please specify
Net impact
Individual initiative template
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Individual initiative template Part A
<Note: A detailed costings spreadsheet, including all cost assumptions, is required to be attached to this
submission>
Budget impact – CAC and depreciation equivalent revenue
2013-14
$m
2014-15
$m
2015-16
$m
2016-17
$m
2017-18
$m
Ongoing
$m
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
2013-14
$m
0.000
0.000
2014-15
$m
0.000
0.000
2015-16
$m
0.000
0.000
2016-17
$m
0.000
0.000
2017-18
$m
0.000
0.000
Ongoing
$m
0.000
0.000
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
(0.000)
0.000
0.000
0.000
0.000
0.000
0.000
Capital asset charge
Depreciation expense
Output price change required
A.8.5 Revenue
Revenue increase/decrease
Revenue initiative 1
Revenue initiative 2
Less revenue already in
budget/forward estimates
Net revenue impact
A.8.6 Proposed funding sources
<Outline the proposed funding source(s) for the initiative. Provide details of discrete
components, including funding from offsets or revenue>
<If the initiative is proposed to be funded through offsets/internal reprioritisation, provide
details of the nature of the reprioritisation option nominated, including:

a description of the offset/internal reprioritisation;

the impact on service delivery (i.e. whether an existing program/project will be
discontinued or downsized);

the reason(s) why this offset/internal reprioritisation has been selected;

whether the new initiative addresses, in whole or in part, the problem/service need
addressed by the offset program/project;

the impact of the offset/internal reprioritisation on performance measures and
delivery of election commitments; and

details of any new revenue sources>
<If the initiative is not proposed to be funded through offsets/internal reprioritisation,
outline why cost recovery/reprioritisation are not appropriate>
A.8.7 Alternative funding options
<Identify any alternative funding options for the initiative. For example:

could cost recovery be introduced/increased to fund the initiative?

if there are multiple stakeholders, could other stakeholders provide a financial
contribution?>
Individual initiative template
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Individual initiative template Part A
A.9
Staffing requirements
<Estimate the impact of this initiative on the number of VPS staff (i.e. number of staff to be
employed within the State government) and the number of non-VPS staff (i.e. staff to be
employed in the private or non-government sector). All numbers entered should be full time
equivalent (FTE).
For all VPS staff, the number of staff is required to be broken down between new and
existing VPS staff, and between each of the five functional categories (refer to Attachment D
for definitions of these categories).
Full time equivalent (FTE) numbers should include employment opportunities created as a
direct result of this initiative, if the initiative is funded. FTE numbers should not include
downstream jobs created, or estimated jobs created indirectly as a result of the initiative>
New VPS staff
Functional category
2013-14
2014-15
2015-16
2016-17
2017-18
Ongoing
Service delivery category (i)
Service delivery category (ii)
Public administration and
accountability category (i)
Public administration and
accountability category (ii)
Corporate support services
Total
Existing VPS staff (i.e. staff that can be transferred from within the Department)
Functional category
2013-14
2014-15
2015-16
2016-17
2017-18
Ongoing
2013-14
2014-15
2015-16
2016-17
2017-18
Ongoing
Service delivery category (i)
Service delivery category (ii)
Public administration and
accountability category (i)
Public administration and
accountability category (ii)
Corporate support services
Total
Non-VPS staff
Service delivery staff*
Non-service delivery staff
Total
* Service delivery staff means any worker that would fall into Service Delivery category (i) or
(ii) if these staff were employed within the VPS.
Individual initiative template
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Individual initiative template Part A
Attachments
Attach the following documents to the submission (as applicable)
 Detailed costings in Excel (required for all initiatives)
 Full business case or Part B of the individual initiative template (a full business case is
required for all asset initiatives with a TEI of greater than $10 million, and is optional for other
initiatives. The business case template is available from
http://www.lifecycleguidance.dtf.vic.gov.au)
 Investment Logic Map (Note: an Investment Logic Map (ILM) should be completed in the initial
stages of the investment lifecycle process subject to the discretion of the submitting
Minister/Secretary. The ILM template is available from
http://www.lifecycleguidance.dtf.vic.gov.au)
 Investment Concept Brief or Strategic Assessment
 Benefit management plan
 Lapsing program evaluation (Note: a Lapsing program evaluation is required for all lapsing
programs for which further funding is sought)
 Report back requested by BERC
 Other supporting documents
Individual initiative template
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Individual initiative template Part B
<Note: Part B – Short form business case is not required if a full
business case is attached to the submission>
Initiative title:
Description of proposal
B.1
<Provide details of the initiative, including the proposed outcomes that are to be achieved
and the drivers for this funding request. This section should focus on what the initiative is,
how it is to be delivered, by who, and why this is considered to be the most effective and
efficient way to deliver the proposed outcomes. The description should specify exactly what
the Government will be buying (what, when, how many units, number of staff etc)>
<Where applicable, briefly outline the history of this or a related program. For example, if
this initiative is intended to replace or continue a lapsing program, provide details of that
lapsing program>
Problem/service need and benefits
B.2
<Clearly state the problem(s)/service need(s) in terms of cause and effect. The focus should
be on identifying the existing gap in service delivery that is to be addressed by this proposal>
<Include evidence of the cause and effect of the problem(s)/service need(s), including the
extent and nature of demand>
<Describe the benefits arising from addressing the problem(s) including:

type and level of benefits (social, economic, environmental etc)

beneficiaries; and

how the benefits address the problem>
<Provide details of how this service need is currently addressed, and the impact this
proposal will have on the service level. For example:

what approaches have been taken to address this problem?

who currently delivers similar or related services at the location where they are
required (consider both government and non-government providers)?

how are these services currently provided?

what is the current service level and by how much will this increase/improve if the
initiative is endorsed?

if the proposal is a lapsing program, what is the current service level? Will there be
any change in service level if this proposal is funded?>
Individual initiative template
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Individual initiative template Part B
Why Government should be involved
B.3
<Outline the reason(s) why the State Government should be involved in addressing this
problem/service need. Consider:

could this problem/service need be addressed with little (or no) Government
intervention?

is involvement consistent with Government policy?

how does the proposed initiative align to the published objectives of the
department?

are there currently mechanisms in place to address the problem/service need either
partially or fully? If so, how will Government involvement improve on the current
mechanisms?

is this currently/or is it more appropriately addressed by the Commonwealth
government or local government?

could the problem/service need be addressed through a market-based solution?>
Alternative solutions
B.4
<Outline alternative options that would address the service need. This could include:

different approaches to achieving the desired outcome

different combinations of services

alternative service providers or procurement options

scalability/size options for the proposed initiative

phasing options>
<Outline the criteria used to compare these options, and the reason(s) why the preferred
option was selected>
B.5
Procurement and service providers
<Who will deliver the services (eg. government, non-government)? Will there be a number
of service providers?>
<What process will be used to procure the services?>
<Is there an established market for non-government service providers? If so, how will the
department leverage off this market? How can the department further develop the market?
If there is not an established market, what attempts have been made to develop a market?
What further work could be undertaken to develop the market?>
Individual initiative template
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Individual initiative template Part B
Timelines/key milestones
B.6
<Using the table below, outline the timelines for this initiative. This should include details of
key implementation components or project milestones. This should include both the
forecast start and end dates>
Implementation component/key milestone
Timeline
Evaluation strategy [Section not required for asset initiatives]
B.7
<Outline the proposed evaluation strategy for this initiative>
<A strategy should include the following:

how will the initiative be evaluated to ensure it meets its objectives?

at what stage of implementation will the evaluation be conducted?

what information, data collection and evaluation methodology will be used?

what mechanisms are/will be in place to collect the relevant data?

how do you intend to report on the evaluation findings and use it to inform the
government’s understanding of the success of the initiative?>
Key performance indicators
B.8
<Define the measures used to determine that expected benefits have been delivered>
<This should include:

KPIs that will be used as evidence that each benefit has been delivered, including:
- Measures;
- whether KPIs are totally attributable to the initiative;
- baseline target measures and deliverable date for each – including interim
targets, indicating why the specified targets are appropriate;

whether data can be collected in a timely manner to enable reporting of benefit
delivery>
Individual initiative template
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Individual initiative template Part B
B.9
Exit strategy
<Detail the exit strategy should the initiative not be endorsed by BERC for ongoing funding>
B.10 Other relevant information
<Provide information on any factors not addressed elsewhere in this submission that may
impact on the department’s ability to deliver the initiative as stated, or that should be
considered by BERC in making a funding decision>
Individual initiative template
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