Connecting startups to Government.

The Go2Gov program calls on startups and early stage businesses to help transform public policy, modernise service delivery and drive economic growth.

It takes the form of an innovation challenge, requiring participants to pitch novel solutions to public sector challenges.

Participants can test their ideas, develop prototypes and conduct trials in a supportive partnership; with scope to extend service delivery beyond the program’s pilot and become an ongoing provider to one or more state government agencies.


The program is open to individuals, partnerships and startup/early-stage businesses:

  • headquartered (or willing to be headquartered) in South Australia

  • less than seven years old

  • with less than $10 million revenue in the previous financial year.

How to get involved

Startups can engage with the program by responding to public sector challenges issued by participating agencies through a Call for Proposals process, or by directly approaching the program with an "unmatched" proposal.

Public sector challenges

Contribute your expertise to one of these public sector challenges.

How might we systemise asset management for State Government ICT equipment?

Challenge summary

Consumer and Business Services (Attorney-General’s Department) (CBS) purchase and maintain numerous ICT equipment including computer monitors, hard drives, tablets, docks, mobile phones, and chargers. Currently, CBS has identified its internal monitoring of its ICT assets is not optimal. This is increasingly becoming a challenge for CBS (and the public sector as a whole) as the list of assets needing to be recorded, tracked and maintained is increasing dramatically.

As a result of the quarantining requirements from COVID-19 many CBS staff worked from home and/or under flexible arrangements. Looking into the future, the prevalence of remote and working from home arrangements is likely to increase where public sector assets will be much more mobile or home-based compared to the current static office-based arrangement. The increase in working from home across all of government has increased the need for appropriate asset management system or tool.

CBS is seeking an innovative, flexible, technology-driven and user-friendly way to manage and easily maintain these assets to increase operational efficiencies and mitigate the associated risks.

Challenge context

Every government agency is responsible for managing their own ICT assets. The process is largely manual; requiring resources to physically sight and electronically tag every item, where the equipment data is recorded (at best) in a spreadsheet, which is then put on an audit review cycle. Furthermore, having an accurate real-time report of the department’s ICT assets that are currently deployed would assist in responding to emergencies where ICT equipment is urgently required to be redistributed.

The current approach is cumbersome, resource intensive, difficult to maintain data accuracy and provides limited capability for strategic reporting. These assets are increasingly mobile, and this has been heightened with this year’s dramatic increase in working from home arrangements.

In addition to the inefficiencies and difficulties that surround accurate record keeping of ICT assets, maintaining the security of these assets is a growing problem for the government.

Customers and end users

Solving this problem would be a highly beneficial for government agency’s ICT Operations who are responsible for maintaining the ICT assets.

ICT operational teams would administer the innovative solution.

Solution requirements

An ideal solution would be a system that:

  • Can hold all data relating to ICT assets, including; type, age, cost, assignment, etc.

  • Identify expiration/update needs and dates

  • Identify owner and location of each asset

  • Ideally have a tracker against each item that makes it easy to find these assets if they happen to be transferred to home or another person

  • Usage (if been logged into or not in the last X period)

  • Has flexible reporting capabilities

  • Integrates seamlessly into existing and future Asset Management Systems

Benefits of the solution

  • Eliminate inefficiencies of current manual system

  • Improve accuracy and currency of data

  • Address ICT asset tracking (eliminate risk of asset loss)

  • Reduce/Eliminate ICT asset security risks.

Resources and help available CBS is ready to make their subject matter experts available to provide further details regarding this Public Sector Challenge. Further information about this challenge Robert Templeton
Director Customer Service and Transformation Consumer and Business Services Attorney-General’s Department E: Apply now through the application form below.

How might we create accessible virtual rehabilitation programs for alcohol and other drugs for offenders in the community?

Challenge summary

The Department for Correctional Services (DCS) is responsible for prisoners and offenders in the community. The Department facilitates a range of alcohol and other drugs (AOD) programs in both the prison and community context, however there is significant demand for AOD programs for offenders in the community, with demand exceeding supply.

Many offenders experience issues with AOD. There is limited access to services for offenders in the community, particularly in regional and remote communities. Timing of service access is also critical for offenders released from prison, as the first 3 months post-release is a critical time in relation to reoffending.

To bridge this gap, DCS is seeking a long-term solution which could include partnering with community-based organisations to conduct AOD rehabilitation programs via virtual means. This should also include exploring the option of using Virtual Reality. Virtual Reality is a relatively new approach used to compliment and build upon existing rehabilitation approaches such as Cognitive Behavioural Therapy but it is most commonly used to support substance abuse treatment programs.

Challenge context

DCS provides services that contribute to a safer community by protecting the public and reducing reoffending. DCS is an important part of the justice sector in South Australia.

Undertaking orders in the community enables offenders to retain community and family ties, and family units to remain intact. It enables offenders to continue with rehabilitative efforts and make restitution, it provides them with access to counselling and education programs and it reduces the risk of reoffending by promoting reintegration and preventing exposure to the prison environment.

Customers and end users

A virtual solution is desired to address the challenge. This would be used in conjunction with a partner organisation that would deliver programs through a virtual solution, including possible Virtual Reality options.

The end-user of the solution would be offenders in the community with AOD issues that are seeking support, either independently, or as part of their compliance with their supervision.

Solution requirements

A technological solution would need to:

  • Be accessible from an offender’s home

  • Need to interface with subject matter experts (e.g. AOD specialists) for specific requirements

  • Include human centred co-design (e.g. offender representatives)


  • Internet access – those living in remote locations may not have access and may not be able to afford access

  • Access to IT hardware i.e. computer, laptop, smart phone

  • Costs associated with Virtual Reality infrastructure

  • Continued financial burden to maintain internet, computer, smart phone etc.

Benefits of the solution

DCS aims to reduce reoffending by 10% by 2020. In order to achieve this, supports and services accessible to offenders in the community and in their homes can assist in addressing issues that contribute to reoffending. If people were able to access both individual and group-based rehabilitation programs while under DCS supervision, this could improve outcomes for both the offender and the community.

Conducting virtual alcohol and other drug rehabilitation programs may also:

  • Empower offenders to take control of their recovery

  • Address the rehabilitation needs of offenders

  • Reduce costs associated with travel time

  • Provide peer support if conducted in groups

  • Improve community safety

  • Reduce burden on SA Health and the justice system

  • Reduce reoffending and increase pro-social connection to the community

  • Improve offenders’ IT skills which may assist with employment prospects

Resources and help available

  1. Using Virtual Reality to Treat Offenders: An Examination

  2. Using Virtual Reality technologies for Drug Rehabilitation

  3. Alcoholic convicts to receive VR treatment

  4. Virtual Reality (VR) in Assessment and Treatment of Addictive Disorders: A Systematic Review

  5. Virtual Reality and the Criminal Justice System: New Possibilities for Research, Training, and Rehabilitation

Further information about this challenge

Mr Henry Pharo
Director, Offender Rehabilitation Services
Department for Correctional Services

Apply now through the application form below.

How might we ensure the wellbeing and resilience of the DCS workforce considering mobile and remote environments?

Challenge summary

The COVID-19 pandemic has had a tremendous impact on the way South Australian workers operate, in particular, working in isolation and the barriers associated with social distancing. A large portion of the South Australian workforce, including the Department for Correctional Services (DCS) staff have been advised to work from home when possible. The uncertainty of, if or when, things will return to “normal” has had an impact on the resilience and wellbeing of staff.

Whilst DCS has a formal partnership with South Australian Health and Medical Research Institute (SAHMRI), to deliver Wellbeing and Resilience training for staff, the training is currently delivered face-to-face over two days. The partnership aims to equip staff with skills to build their positive mental health and grow through life's challenges.

A technological solution is required to support the wellbeing and resilience of DCS staff to complement other strategies being used across the department.

Challenge context

Just under 500 DCS staff are currently working from home or in rural or remote communities. The ability for DCS staff to access the current resilience and wellbeing strategies, whilst working from home or in a rural/remote community is challenging.

DCS is seeking a technological solution i.e. an app, which staff can access to assist with building their resilience and wellbeing.

The flexibility that an app would provide to the DCS workforce, would ensure staff feel supported by their employer and assist with reducing staff absenteeism due to stress and other mental health issues.

Customers and end users

DCS staff and senior managers would greatly benefit from the development of an app that can be accessed as required. This will not only benefit staff working from home or rural/remote locations, but also those working at a DCS worksite.

DCS and SAHMRI would partner with an app development team.

Solution requirements

The development of an app that contains activities and learning modules that improve wellbeing and resilience. This app will need to complement activity already occurring in DCS through their partnership with SAHMRI. The app will need to be able to reach a larger audience, particularly as staff are working remotely or from home. Research shows that targeting wellbeing reduces the risk of mental illness and is a clear protective factor.

The app would need to:

  • Be flexible

  • Be tailored to user needs

  • Target wellbeing and health providers

  • Not be a one size fits all app

  • Be compatible with both iOS and Android platforms

  • Consider privacy and cyber security requirements

Benefits of the solution

Mental illness affects 4.5 million Australians (20%) costing $180 billion per annum. An app designed to enhance resilience and wellbeing, has the ability to reach a wide-ranging audience not only within DCS but across the sector. This in turn may reduce the number of staff being absent from work due to stress and also providing positive supports as an employer of choice.

Resources and help available

SAHMRI website

Further information about this challenge

Mr Henry Pharo
Director, Offender Rehabilitation Services
Department for Correctional Services

Apply now through the application form below.

How might we charge electric vehicles in holiday (caravan) parks?

Challenge summary

Regional holiday (caravan) parks could play an important role in away from home or work electric vehicle charging services in South Australia.

New business models are required to fund infrastructure upgrades in holiday parks to harness South Australian renewable energy generation during periods of high generation or low demand, and manage electricity consumption during peak periods to provide a secure, convenient and reliable service that meet customers’ needs and expectations.

Challenge context

This new role in our energy system will follow a period when their electricity use has grown and their demand may have become more variable (‘peaky’) due to appliances such as air conditioners, coffee machines and ovens in caravans, and onsite pool pumps, fridges and onsite solar PV. With fast electric vehicle chargers pulling 7kW to 11kW, each vehicle could increase electricity demand equivalent to a large ducted home air conditioning system.

Despite this, holiday parks may be poorly prepare for this challenge as they are often located on less stable sections of the regional electricity grid, do not have a user pay system for electricity to encourage efficient use or reduced use of electricity when total site demand or National Electricity Market costs are high.

With SA Power Networks moving all consumers to time-of-use tariffs, the financial sustainability of this model could be seriously challenged by EV uptake if guests seek to charge their vehicles from conventional power points, with and without the consent of the operator. This will be further exacerbated if battery storage is integrated into caravans for EV range extension or off-grid appliance use and larger EVs emerge like the Tesla Cyber truck which could have 150kWh to 200kWh batteries.

With slow charging off the 15A supply, each guest could draw an additional 50kWh to 100kWh or $20 to $40 of electricity during their stay. As large vehicles pulling caravans are likely to have difficulty parking at highway charging services, they may be compelled to use destination services at the end of each day.

Vehicle to grid capabilities, which is already possible with the Nissan Leaf and Mitsubishi Outlander PHEV and expected to become more widely available by 2025, may even allow guests to generate income during their stay from providing grid services as a part of a virtual power plant or micro grid within the site through frequency control, price arbitrage and other revenue generating activities.

How will they cost effective retrofit powered sites to manage their costs, reshape customer expectations and generate new revenue streams to support their economic recovery?

Customers and end users

The intended customers are holiday park owners such as local government, sole traders who own a single site and large companies such as Discovery and Big 4 that have national network of parks.

Solution requirements

  1. The solution should be focused upon combining existing technologies to create a micro grid user solution that caravan parks could deploy to move powered sites to a time-of-use, user pays electricity supply for guests.

  2. The solution should provide for existing 15A requirements plus a minimum of up to 7kW for vehicle charging and should be adaptable for both one and two-way charging (Vehicle to Grid).

  3. The system should have an equipment footprint that is consistent with existing powered site layout in holiday parks.

  4. Business models should be scalable from single sites through to national chains.

  5. An integrated hardware and software solution will be required (Electric vehicle chargers, smart power points and power management and billing software).

  6. All electrical equipment must be a certified electrical equipment and billing systems must comply with relevant standards and protocols for measurement and payment security.

  7. After hours help and remote support will be an important part of the service.

  8. The system may be integrated with national electric vehicle networks such as Chargefox or Evie Networks.

  9. Customers will need a record of transactions for cost monitoring and taxation purposes.

Solutions must be novel and have scope for commercialisation and scaling into other markets nationally or internationally.

Benefits of the solution

With global automotive manufacturers planning to release 400 electrified models by 2025, including many pure electric versions, the solution will help holiday parks to plan and prepare to rein in electricity costs through a simple to use, consumer focused time-of-use pricing model that provides cost reflective electricity and incentivizes electricity use during the middle of the day and over-night when electricity prices are lowest and there is capacity in the local and state electricity network.

As holiday parks are located all across Australia and around the world, electrification of transport is a global megatrend, the addressable market could be significant for the right products.

Resources and help available

Additional resources will be made available.

Further information about this challenge

Peter Nattrass
Manager, Future Industries
Department for Energy and Mining
GPO Box 320
Adelaide SA 5001

Apply now through the application form below.

How might we better connect people living with disability with trusted accessible and inclusive places?

Challenge summary

The Department of Human Services (DHS) is committed to creating a more inclusive South Australia and reduce barriers faced by people living with disability. The critical innovation is to better connect people living with disability with trusted places in South Australia and foster inclusion and accessibility in a new way.

Challenge context

Inclusive SA was launched on 1 November 2019 and is the South Australian Government’s first State Disability Inclusion Plan (State Plan). It is our commitment to create an accessible and inclusive South Australia based on fairness and respect. The State Plan brings State Government agencies and local councils together to reduce the barriers faced by people living with disability and sets out our State’s priorities and actions for the next four years under the following themes:

  • Inclusive communities for all

  • Leadership and collaboration

  • Accessible communities

  • Learning and employment.

Priority 8 of the State Plan sets out action items related to accessible and available information to provide key resources for people living with disability and the community to raise awareness about disability.

The accessibility of the built environment, quality services and information is key to ensuring people living with disability are included and have the opportunity to equally participate in all aspects of community life. The State Government aims to increase accessibility to public and community infrastructure, transport, services, information, sport and recreation and the greater community.

‘I’ Statements:

I can live the life I want in my community

I am included and can access everything I need

I can access the information I need.

Customers and end users

People living with disability, service providers, carers, families, community members, businesses, local council, State Government.

Solution requirements

Solving this challenge will require innovative thinking related to how the State Government can use technology to connect people living with disability with accessible and inclusive places within the South Australian community. These could be restaurants, parks and playgrounds, museums, recreational centres, shopping centres, businesses and transportation. The challenge will be to balance any existing infrastructure with user-identified places and a means to collate this data into a format that promotes easy accessibility.

It should also consider strategies for continuous improvement given the ever-changing digital landscape and how DHS can continue to keep abreast of emerging places of interest. The solution should be a human-centred design and have capacity to integrate with other platforms and technologies. End user needs will also need to be considered, including accessibility and usability of content, community content contribution and moderation.

Ideally the solution will be accessed via mobile (app) and be considerate of existing branding. DHS are also cautious of minimising any potential market duplication and further investigation into existing technologies will form part of the scoping process.

Solutions must be novel and have scope for commercialisation and scaling into other markets nationally or internationally.

Benefits of the solution

The benefits of this solution will encourage places to apply Universal Design principles to their infrastructure to support accessible facilities and raise awareness of the importance of accessible communities. Social benefits of the solution would include the engagement and inclusion of all people, by encouraging minimum standards for places that improve access and inclusion and allow people to provide feedback for continuous improvement.

Further information about this challenge

Mr Reece Turtur
Senior Project Officer, Disability Access and Inclusion
Department of Human Services

Apply now through the application form below.

How might we increase the state’s biosecurity through the redesign and real-time monitoring of quarantine bins?

Challenge summary

The Department for Primary Industries and Regions (DPIR) is responsible for managing the state’s quarantine bins. South Australia has restrictions on what fruit, vegetables, and plant products can be brought into the state, whether crossing into the state or Riverland Pest Free Area (PFA). Quarantine bins (a yellow metal bin above the ground with a composting pit below) are placed around the Riverland PFA and at entry points into the state. The public uses these to dispose of material when traveling, usually by car with smaller stainless steel bins used within buildings at entry points like airports, bus depots, and rail depots. The bins are a critical part of the measures used to prevent the entry of pests and diseases that could devastate horticulture production and the many industries that rely on them. While there are legislative requirements to use the bins, the results from random roadblocks demonstrate an unacceptable level of non-compliance. Ongoing maintenance and monitoring is also a significant draw on government resources. Many issues have been experienced over the life of the bins, including:

  • The public’s reluctance to waste good quality material (food). This leads to people leaving material outside the bin in the hope someone will use it

  • Material left outside the bin accumulates, and people think the bin is full and continue to leave material outside

  • There is no current means of remotely monitoring any material outside the bin and responding quickly to stop this issue

  • Lack of awareness of the importance of disposing of the host material (written information is detailed and can be difficult to understand quickly)

  • A lack of understanding of the requirements means people will ring the fruit fly hotline instead, resulting in lost time answering and responding to the phone

  • The bins not being designed in a way that makes it easy to dispose of the material (small opening) to prevent people from disposing of large non-quarantine material at these sites

  • People sometimes report inadvertently dropping personal items (keys) into the bin, which cannot be easily retrieved

  • Not knowing how full the bin is and when it needs to be emptied leading to costly ongoing monitoring

  • The remoteness of the bins means there can be a slow response time to issues often identified by the public (eg clean up, blockages, vandalism)

  • Vandalism is always a problem, both graffiti and damage to the bins

  • Both green and non-compostable material is put into the same bin.

Greater use of the bins will reduce pests and diseases entering the state that require eradication. Improved information at the site will reduce the number of phone inquiries from travelers at bins.

Challenge context

The bins have been in place for over 20 years and used extensively across Australia. The fundamental design of the bins has not changed in light of the changing public perception of recycling, availability of fruit and vegetables, use of car fridges, or traveling more freely within and between states and territories. The increased prevalence of pests and disease from interstate and overseas places more significance on the importance of the bins.

In recent years fruit fly, just one of the pests the bins are used for, has caused a large number of outbreaks across metropolitan Adelaide. The cost of eradication is significant. These outbreaks are likely caused by the public bringing infected fruit in from other states and not disposing of it within the quarantine bins. When the public do not know what to dispose of, they will ring DPIR to check. Improving the information at the bins could reduce the number of calls and subsequent draw on DPIR resources.

Greater use of the bins will reduce the risk of the spread of the pest and disease into SA. Minimising maintenance costs and improving monitoring are required to ensure the bins can be functional and practical. Less enquires will result in the more efficient management of the quarantine bins for DPIR.

We would also like to investigate and reduce the public’s resistance to using the bins and improve the willingness to comply with the requirements and ensure the bins are in a state of readiness.

Customers and end users

DPIR is responsible for the maintenance and monitoring of the quarantine bins across the state. The implementation of any solutions will be the responsibility of DPIR.

The end-user of the bins will be the traveling public who will interact with the bins as they aim to comply with the legislative requirements.

Solution requirements

There are a number of issues and possible solutions. It will be important that any solution(s) are integrated and complement each other.

Considerations need to be given to:

  • Must include a human-centered design customer co-design component

  • The remote locations and access to telecommunications

  • Restrictions or requirement of other agencies (eg Department for Infrastructure and Transport) on how to manage the area/locations of the bins

  • Utilisation of the current infrastructure to reduce costs

  • Compliance with any industry/government standards

  • The bin must be able to be used regardless of the technology

  • The solution must provide efficiency in at least one aspect of maintenance, monitor or increased compliance

  • Information must be accessible and understood by a wide demographic

Attempts have been made to install sensors within the bins to monitor the level with varying degrees of success, which may be available for further modification or development. Solutions must be novel and have scope for commercialisation and scaling into other markets nationally or internationally.

Benefits of the solution

The physical maintenance of the bins is relatively minor due to the simplicity of the infrastructure used. The monitoring of the bins is ongoing and managed through third party contractors and DPIR staff. The level of monitoring can be up to four days per week for someone to check each bin within the Riverland PFA.

In SA, there are 23 bins in the regional locations and five internal bins (within airports and train stations). Nationally, there are quarantine bins that do not have an underground pit. The issue we have identified is constant with other quarantine bins, eg design, information, reluctant to dispose of good quality goods, no composting, etc.

The impact of a bin failure by either not understanding the requirements can be significant. It can cost around $500,000 to complete a simple response to a single outbreak of fruit fly in metropolitan Adelaide. We are currently responding to eight complicated outbreaks of fruit fly in metropolitan Adelaide with a total expected cost of well over $10M. Also, a full bin has a range of risks that are not easily quantified, including the political risk that may embarrass the Minister, CEO, or division executive team. A community benefit includes greater compliance (use of the bins) that will result in fewer fines for the public and reduced workload to process fines. There are many pests and diseases that could impact the states’ ability to grow and sell our horticulture product, produce wine and foresty products, including Fruit fly, European house borer, Green snail, Melon thrips, Citrus blight, Citrus stem pitting virus, Red imported fire ants, Myrtle rust, Tomato wilt, Phyllloxera, and Tomato potato psyllid.

Resources and help available

The Plant Health Operation Groups’ Manager Logistics and Monitoring is in the best position to address the issues highlighted. Along with other staff within Biosecurity SA that have tried to implement solutions over the years.

Further information about this challenge

Dave Hall Manager, Logistics & Monitoring
Department of Primary Industries and Regions SA - DPIR
Government of South Australia

Additional contact:
David Hubbard Team Leader, Surveillance and Plant Pest Control
Department of Biosecurity SA Primary Industries and Regions SA - DPIR
Government of South Australia

Apply now through the application form below.

How might we ensure that SA Library staff have the digital skills to meet the needs of their communities?

Challenge summary

The world of digital is dynamic and constantly changing. Digital literacy means having the skills you need to live, learn, and work in a society where communication and access to information is increasingly through digital technologies like internet platforms, social media, and mobile devices. Libraries are regularly re-assessing existing services and offering new ones to support the work of both staff and their communities.

Research shows important connection between library support of digital literacy skills and employment. Contributing to the economic health of the community, and the economic success of individuals, are major reasons that teaching digital literacy skills is important. Ensuring library staff have the required skills to meet the needs of its communities will ensure they can continue to support digital literacy skills development.

Libraries SA is seeking a digital skills audit program which can identify skills gaps and inform staff professional development and community training.

Challenge context

Libraries SA strategic direction report ‘Tomorrows Libraries: Future Directions of the South Australian Public Library Network’ (see Resources section below) has a goal to ‘Empower Staff to Provide Outstanding Services’.

To support this goal, an action to ‘develop and implement a skills audit across the Network every 3 years, set benchmarks/goals and collaborate on strategies (e.g. staff digital passport) to increase staff capabilities’ has been set. In order to meet this goal, we’re now looking to partner with organisations that have the advanced expertise and skills to assist us in completing our goal.

Customers and end users

Libraries SA supports the South Australian One Card Network, which connects more than 130 public libraries across the State. A digital skills audit solution can be applied to staff in all these libraries.

The lack of in-house expertise currently for digital skills auditing means the solution would be owned and managed by any prospective start-ups. Their professional intricate knowledge of digital literacy would make them best placed to maintain the solution as the technologies and literacies change over time.

This tool would be valuable to use in other Government and Industry sectors, where organisations are looking to ensure their digital skills profile of their workforce are understood, maintained and relevant.

Solution requirements

The solution must be accessible across the library network. It needs to be easy to use, flexible and scalable to small and large organisations. It needs to identify skills gaps against basic digital literacy skills and the latest technologies and trends.

Libraries SA is not seeking a digital literacy training suite.

Benefits of the solution

Digital literacy is vital for social inclusion, education and employment opportunities. Libraries play a big role in supporting these skills for their communities. Any solution applied to South Australia’s 130 public libraries, could be scaled to the 1400 library branches in Australia. A successful solution could be applied to libraries globally. A flexible solution could be applied to any organisation interested in assessing digital literacy capabilities.

Resources and help available

Further information about this challenge

Brendan Robinson
Project Officer, Public Library Services
State Library of South Australia
Department of the Premier and Cabinet

Apply now through the application fotm below.

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Disclosure of Information

Any information provided to the Department for Innovation and Skills (Department) to apply for funding or report on progress, including information identified by the applicant as confidential, may be disclosed by the Department:

  • to its employees, advisers or third parties to evaluate and assess the applicant's claims;

  • within the Government of South Australia where this serves the legitimate interest of the Department;

  • in response to a request by a House or Committee of the Parliament of the Commonwealth of Australia or South Australia;

  • where information is authorised or required by law to be disclosed; and

  • where the information is already in the public domain.


General details of successful applicants may be disclosed including but not limited to, the name of Recipient, project summary, estimated and actual economic outcomes and amount of funding subject to the Government’s consideration of any commercial and public interest factors.

Merit Criteria

Each proposal will be evaluated against the following Merit Criteria:

  1. the market need for the proposed product or service, including within government 

  2. the feasibility/likelihood of the innovative product or service being commercially and technically viable

  3. the uniqueness of the proposed product or service relative to what is already in the market 

  4. the capability, expertise, skills, and ambition of the team 

  5. ability to match the innovative product or services to an identified department/agency problem/challenge and its likelihood to improve service delivery outcomes 

  6. the anticipated cost of conducting a proof of concept or other form of trial in a department/agency 

  7. the intended commercialisation plan that includes the future commercial potential of the solution in local and/or global markets that outlines:  

    • a clear set of objectives​​

    • a clearly defined path to market  

    • the size of the target market and defined customer type 

    • the intellectual property strategy 

    • the manufacturing strategy (where applicable) 

    • the financial plan 

    • the capacity and capability or ability to access capability to deliver on the commercialisation plan

    • intended impact of the project/proof of concept/trial for the company’s growth and the department/agency (deliverables to the department/agency). 


Applications close Friday 13 November.​

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