Overview guideline
To set the scene, the revised Overview document outlines:
- the investment lifecycle framework;
- background information about when and how to use the lifecycle guidelines;
- the context surrounding the guidelines, with particular reference to the High Value/ High Risk (HVHR) process;
- resources, skills and roles required at the different stages; and
- summaries of each of the stages of the investment lifecycle framework.
Stage 1: Conceptualise guideline
The Conceptualise stage is the initial examination of problems or opportunities which agencies believe may become a priority for government attention. It allows decision-makers to consider the merits of the proposal early in its development and to determine whether it justifies further investigation.
If an agency concludes that an asset investment proposal is warranted, it may choose to present a submission to government either as a strategic assessment (non-HVHR), or a preliminary business case (HVHR). Where agencies do not have funds to develop a full business case and have an investment they consider worthy of government attention, they may prepare an investment development funding submission.
This guideline will assist departments and agencies in the preparation of submissions to the Government's early filtering of asset proposals. The guideline is accompanied by templates and worked examples to assist with the development of high quality submissions. The examples provide clarity on the difference in information requirements for a strategic assessment or preliminary business case.
The new templates, which have been updated since the 2011 budget process, are the:
Other useful content included in Stage 1: Conceptualise is a snapshot brochure with a summary of the stage and a road map to guide you through the process.
Investment Management Standard
The Investment Management Standard (IMS) has also undergone a recent review. Edition 5 has taken the IMS to a new level of maturity. Using its established approach and language it not only supports organisations to shape and manage individual investments and programs but can help to refocus and measure the outcomes of entire organisations. The main changes include:
- new discipline in identifying the preferred strategic response;
- a re-aligned investment logic map format that provides a direct logical connection from problem, to benefit, to strategic response through to solution;
- an increased focus on the delivery of benefits; and
- improved practices to drive better management of programs and organisational outcomes.