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3. Gateway review process

The gateway review process is an element of the gateway initiative and applies across the general government sector. Gateway reviews can apply to any or all six specified lifecycle stages. They cover new and existing high to medium-risk projects.

The application and level of a gateway review depends on the risks of the project determined by the ‘senior responsible owner’1 of a program, project or proposal at its strategic assessment stage. The project profile model (PPM) is used to assess risk levels relating to the project’s scale, complexity and/or innovation and is required to have executive director, director or equivalent provide final sign-off before submission to Department of Treasury and Finance.

The PPM is a high-level assessment of the risk of a procurement activity and advises of the project’s complexity / risk rating – high, medium or low. The PPM is used to:

  • identify the levels of risk that a project manager will need to manage
  • determine whether, and how, a project or proposal should be subject to a gateway review.

The gateway review process incorporates a facilitated planning meeting before the review begins. Reviews are undertaken on the department or agency’s premises and reports are provided before the review team departs.
Further information on the gateway review process can be found on the Department of Treasury and Finance website.

1. For Gateway purposes, the 'senior responsible owner' is the generic title for the senior individual who is responsible for the successful outcome of a program or project.

Gateway reporting

Gateway reporting is a decision support tool for departments to inform the treasurer and the BERC on delivery progress of all asset investments they have approved. It presents quarterly exception reporting on all approved asset investments.

Gateway reporting presents:

  • information on progress in delivery of all non-current asset investments covering lifecycle stages from ERC approval to handover to the end user
  • monitoring of capacity and capability in asset investment delivery for all portfolios
  • consistency in reporting the health of asset project delivery and the capacity of departments to deliver and sustain assets to the treasurer, the Minister for Finance and the BERC
  • information designed to better inform decision-makers, in formats tailored to suit them
  • the means to intervene early enough in any project requiring attention and minimise any adverse consequences
  • specific reporting, to minimise the overall risk to government in asset investment.

Strategic business case (SBC)

An SBC is the initial justification for a project based on a strategic assessment of business needs and a high level estimate of likely costs and potential for success is required for approval by the service division and Financial and Corporate Services (F&CS).

Sufficient detail to make an initial determination on the initiatives strategic fit and suitability for further development should be included in the key actions.
The strategic business case looks to:

  • review the business need and identify whether it requires a project or a program of projects
  • ensure that the project or program is supported by users and stakeholders and contributes to the organisation’s business strategy
  • review the arrangements for leading and managing the project or program (and its individual projects)
  • review the arrangements for identifying and managing the main project or program risks (and in the case of a program the individual project risks), including external risks such as changing business priorities.


A report that sets out the following:

  • business requirement
  • service plan
  • stakeholder analysis
  • project governance
  • communication strategy
  • capital benchmarking
  • capital project requirements brief (scope definition)
  • outline of next steps
  • project risk assessment (PRA).

Key actions

  • Project governance & management structure established by division. 
  • Division assesses business requirements.
  • CPSP provides indicative capital costs.
  • Scope definition.
  • CPSP advises on design and construction division requirements and the division develops project implementation program.
  • Division prepares SBC - refer to the proformas section to download the template.

Key sign offs

  • Service division approves service plan as part of SBC.
  • Service division / F&CS signs off SBC.
  • Service division / IPD negotiates timeframes and costs of next stage of work and confirm proposed year of funding.