Compliance with the Asset Management Accountability Framework
Victoria's roads, railways, schools, prisons and hospitals are part of the $265 billion of non-financial assets that government departments and agencies manage. Managing these assets well is important because they support the delivery of services that affect all Victorians. Despite this, many of our audits show that asset management is often neglected or poorly done, with more focus on building or buying new assets than on managing them strategically to get the best value from them.
Sexual Harassment in the Victorian Public Service
Sexual harassment is harmful, unlawful and, in some instances, a criminal offence. Its impact on individuals and organisations can be significant.
We examined whether the Victorian public service provides workplaces that are free from sexual harassment. We looked at whether all eight departments effectively prevent, report and respond to sexual harassment.
Cybersecurity: Cloud Computing Products
Cenitex: Meeting Customer Needs for ICT Shared Services
Information and communications technology (ICT) shapes service delivery and workforce productivity in the modern public service.
In July 2008, the Victorian government created Cenitex, a state-owned enterprise responsible for delivering defined customer ICT services to its departments and agencies.
We examined whether Cenitex’s performance meets customer needs, expectations and service levels targets for service availability and ICT support; and if it is effectively identifying and managing current and future challenges.
The Victorian Government ICT Dashboard
State Purchase Contracts
Appendix B. Performance management framework for myki
Public Transport Victoria (PTV) has developed a performance framework for the new contract comprising 34 key performance indicators (KPI) with an additional four optional KPIs. The KPIs are divided into five 'layers', according to their purpose in the performance regime. This is outlined in Figure B1.
Figure B1
Performance management framework under the new ticketing contract
Performance requirement layer |
Purpose |
Number of KPIs |
Incentive payment or abatement |
---|
Appendix A. Audit Act 1994 section 16—submissions and comments
We have consulted with the Department of Education and Training, Local Government Victoria, Municipal Association of Victoria, Public Transport Victoria and the Department of Treasury and Finance, 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. We also provided a copy to the Department of Premier and Cabinet.
3 Operational Effectiveness of the myki Ticketing System
3.1 Context
The myki ticketing system is a stored-value smartcard system that allows passengers to pay for travel on metropolitan trains, trams and buses, V/Line commuter trains and some regional town buses. It was first introduced in Victoria in 2008, replacing the magnetic-stripped Metcard tickets for metropolitan public transport by late 2012. The first myki contract expired in 2016 and the government entered into a new $700 million seven-year contract in July 2016 for the operation of the myki ticketing system.