Victorian Auditor-General's Office

3 Governance and benefits realisation

At a glance

Background

Appropriate governance arrangements play an important role in the effective implementation of ICT projects and their ability to deliver intended benefits.

Conclusion

By themselves, the defined governance arrangements in the six examined ICT projects could not guarantee successful implementation. The involvement of senior management in actively engaging with the vendor, particularly when there are vendor performance concerns, is critical to project implementation.

2 Project cost and time

At a glance

Background

VAGO's 2015 audit Digital Dashboard: Status Review of ICT Projects and Initiatives – Phase 1 found that nearly 35 per cent of Victorian Government information and communications technology (ICT) projects went over budget, while some 50 per cent were completed after their initially planned completion dates.

1 Background

1.1 Introduction

Information and communications technology (ICT) has become integral to how governments manage information and deliver services. This steadily increasing reliance on ICT is reflected in the Victorian Government's significant $3 billion annual ICT investment across the public sector, as reported by VAGO in its April 2015 report Digital Dashboard: Status Review of ICT Projects and Initiatives – Phase 1

Appendix C. Audit Act 1994 section 16—submissions and comments

Introduction

In accordance with section 16(3) of the Audit Act 1994, a copy of this report, or part of this report, was provided to the Department of Premier & Cabinet, the Department of Treasury & Finance, the Department of Health & Human Services, the Department of Environment, Land, Water & Planning, the Department of Justice & Regulation, the State Revenue Office and the Public Record Office Victoria.

Appendix A. Agency information management maturity ratings

Formative (~) Information management is reactive.

There is an absence of an agency-wide information management strategy, senior level support and adequate governance structures. Policies and procedures are incomplete with decisions being made locally and improvements are generally driven by reactions to adverse events.

In development (✔) Information management is basic and partial.

4 Governance

At a glance

Background

Government's response to the 2009 parliamentary Inquiry into Improving Access to Victorian Public Sector Information and Data recognised the need for a strong, appropriately authorised, whole-of-government governance approach if agencies were to achieve the type of transformation envisaged.

This Part examines how well whole-of-government leadership and oversight have supported improvements in providing public access to public sector information (PSI).

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