4 Managing the MMBF agreement
At a glance
Background
This Part of the report examines the contract management processes, policies, systems and practices in place for the Melbourne Metropolitan Bus Franchise (MMBF).
This Part of the report examines the contract management processes, policies, systems and practices in place for the Melbourne Metropolitan Bus Franchise (MMBF).
The Melbourne Metropolitan Bus Franchise (MMBF) was established using a competitive tender process. This Part of the report examines the planning and conduct of the MMBF tender.
The Melbourne Metropolitan Bus Franchise (MMBF) is intended to improve services, reduce costs and progress reform of the bus industry. This Part of the report examines the MMBF's progress in achieving these outcomes.
Public Transport Victoria (PTV) cannot yet reliably demonstrate that MMBF is achieving full value for money for the state due to shortcomings with performance data. Unless PTV promptly addresses these deficiencies, MMBF's full benefits are unlikely to be achieved.
Buses are an important part of Melbourne's public transport system providing local and cross-town travel and connections to rail and tram networks. They also provide an alternative to travelling by car. Buses are often the only readily accessible form of public transport available for people living in Melbourne's middle and outer suburbs.
![]() John Doyle Auditor-General |
Audit team Steven Vlahos—Engagement Leader Tony Brown—Acting Engagement Leader Helen Lilley—Team Leader Ray Seidel-Davies—Senior Analyst |
Ordered to be published
VICTORIAN GOVERNMENT PRINTER May 2015
PP No 31, Session 2014–15
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 relevant agencies with a request for their submissions or comments.
The submissions and comments provided are not subject to audit nor the evidentiary standards required to reach an audit conclusion. Responsibility for the accuracy, fairness and balance of those comments rests solely with the agency head.
Responses were received as follows:
This part examines the information and communications technology (ICT) expenditure data provided by all 417 agencies included in the audit.
Victorian agencies and entities are currently not in a position to assure Parliament and the Victorian community that ICT investments have resulted in public value.
The current financial and management processes do not enable comprehensive reporting on actual ICT expenditure across the public sector.
![]() John Doyle Auditor-General |
Audit team Karen Phillips—Engagement Leader Elsie Alcordo—Team Leader Annie Skelton—Analyst Engagement Quality Control Reviewer Tony Brown |