Appendix B. Benefit management—a typical better practice model
To determine whether a project is realising its expected benefits the following need to be examined:
Appendix A. Audit Act 1994 section 16—submissions and comments
We have consulted with DEDJTR, DPC, DTF, PTV, VicTrack, and V/Line, and we considered their views when reaching our audit conclusions. As required by section 16(3) of the Audit Act 1994, we gave a draft copy of this report, or relevant extracts, to those agencies and asked for their submissions and comments.
Responsibility for the accuracy, fairness and balance of those comments rests solely with the agency head.
Responses were received as follows:
3 Outcomes and benefits of the RRL project
The RRL project was expected to provide a number of transport, economic, community, and environmental benefits including:
2 Expected benefits of the RRL project
In the Victorian public sector, a business case is used to describe the anticipated benefits that a major capital project is expected to deliver and how the agency responsible for the project will measure them.
A sound business case or equivalent documentation should clearly identify:
1 Audit context
Originally budgeted at $4.32 billion, with an expected final cost of $3.65 billion, the RRL project was, at the time of approval and delivery, one of the largest and most expensive rail projects ever to be built in Victoria.
The RRL was designed to improve the capacity and reliability of rail services by:
Audit overview
The Regional Rail Link (RRL) project was, at the time of its approval and delivery, one of the largest and most expensive rail projects ever built in Victoria, with an estimated final cost of $3.65 billion.
Since its official opening in mid-2015, the RRL has transformed public transport journeys in key growth corridors to the west of Melbourne.
Acronyms
| DEDJTR | Department of Economic Development, Jobs, Transport and Resources |
| DOT | former Department of Transport |
| DPC | Department of Premier and Cabinet |
| DTF | Department of Treasury and Finance |
| HVHR | High Value High Risk |
| IA | Infrastructure Australia |
| KPI | Key performance indicator |
Transmittal letter
Ordered to be published
VICTORIAN GOVERNMENT PRINTER March 2018
PP No 384, Session 2014–18
The Hon. Bruce Atkinson MLC
President
Legislative Council
Parliament House
Melbourne
President
Legislative Council
Parliament House
Melbourne
The Hon Colin Brooks MP
Speaker
Legislative Assembly
Parliament House
Melbourne
Speaker
Legislative Assembly
Parliament House
Melbourne
Dear Presiding Officers
Appendix D. Improvements in new private prison contracts
The table below lists the contractual improvements or 'negotiation benefits' described by DJR in the contract administration manuals for the new contracts, and our comments on the validity of the claimed improvements and benefits.
Figure D1
Improvements in the new contacts
|
Claimed feature or improvement |
Description and VAGO comment |
|---|---|
|
Long-term contractual arrangements |
Appendix C. SDO 23 Case Management
CV granted concessions to both operators on the measurement of their performance against SDO 23 (prisoner case management) in 2016–17. The circumstances leading to this decision demonstrate the importance for CV to consider any contractual implications for the state and private operators when planning any substantive changes in system-wide standards, initiatives or performance measurement approaches.