Appendix D. Agency strategies and actions
Figure D1 lists the actions that each agency is delivering or planning under the key strategies that we examined in the audit. It also shows which of the four aspects of major project resourcing they address. Figure D2 lists the members of the two IDCs.
FIGURE D1: Key strategies the audited agencies have underway or in draft to address delivery capability and capacity shortages, and the actions that each strategy includes
Appendix C. Scope of this audit
| Who we audited | What we assessed | What the audit cost |
|---|---|---|
|
We assessed how the agencies: |
Appendix B. Acronyms and abbreviations
| Acronyms | |
|---|---|
| ANZSCO | Australian and New Zealand Standard Classification of Occupations |
| DET | Department of Education and Training |
| DJPR | Department of Jobs, Precincts and Regions |
| DoT | Department of Transport |
Appendix A. Submissions and comments
Click the link below to download a PDF copy of Appendix A. Submissions and comments.
3. Addressing resource shortages and risks
Conclusion
All audited agencies have strategies and actions that target human and material resource shortages and risks. However, many of these actions are behind schedule and agencies do not know if they are effectively reducing delivery risks to the state’s infrastructure pipeline.
2. Assessing resource shortages and risks
Conclusion
DTF, OPV, DoT, MTIA and DJPR have assessed the human and material resources needed to deliver the government's pipeline of major infrastructure projects. However, their assessments are not complete or accurate due to limitations and data gaps in the models they use. While all agencies can address many of their limitations―and OPV and DJPR have work underway to do this―significant gaps remain.
1. Audit context
Victoria's annual infrastructure investment is four times higher than it was in 2015–16, and other states are also boosting their investment in major projects.
Victoria's 2021–22 state Budget noted that the state has $144 billion of new and existing projects funded and underway, up 35 per cent from the 2019–20 state Budget. Of these, $111 billion are major projects. This has led to pressure on the market’s capacity and shortages in skills and resources, which makes it harder for the government to deliver projects on time and on budget.
Appendix F Agency responses to assurance review
Agencies were required to self‐attest to the accuracy and completeness of their survey response. The survey sought information on the status of performance audit recommendations:
- from all VAGO performance audits tabled in Parliament in 2018–19 to 2019–20 and two audits that tabled in early 2020–21
- that were reported to us in our 2020 survey as unresolved from audits tabled in 2015–16 to 2017–18.
In total, the survey included 1 063 recommendations from 76 audits involving 102 agencies.
Appendix E. Between-year trends of departmental completion times
Departments reported more timely completion rates for recommendations from 2015–16 to 2020–21. Departments completed recommendations from 2018–19 quicker than previous years, as overall completion rates dropped from a median of 35 months to in 2017–18 to 13 months in 2018–19.
Figures E1 to E4 show a breakdown of between-year trends of department completion times. Due to the short timeframe between reviewing and publishing, we included only two audits from 2020–21. This is why we have excluded 2020–21 in the figures.