This report and our website publish all information required by the Directions of the Minister for Finance.
We can provide further details on the information items listed below if requested, subject to the freedom of information requirements, if applicable:
VAGO does not own or control any government buildings and, therefore, has no responsibilities under the Building Act 1993.
In August 2012, the Victorian Government endorsed the DataVic Access Policy to enable public access to government data, and to improve how the public sector shares information. VAGO complies with this policy, and relevant data sets are available on our website.
Dear Presiding Officers
Figure E1
VAGO's environmental performance, 2016–17 and 2017–18
|
Indicator |
2017–18 |
2016–17 |
|---|---|---|
|
Energy use |
||
|
Total energy usage segmented by primary source (MJ) | ||
The Audit and Risk Committee is appointed by the Auditor-General to provide independent advice to assist him in the discharge of his responsibilities for the management of VAGO's risk, control and compliance framework, and the external accountability responsibilities as prescribed in the Financial Management Act 1994, the Audit Act 1994 and other relevant legislation and prescribed requirements.
In 2017–18, none of our executive officers were involved in carrying out any special projects. All of our executive officers have completed statements declaring whether their interests, shares in, and other benefits from business enterprises could give rise to a conflict of interest. We have processes in place to manage any such conflicts. Further information on the number of our executive officers, by particular classifications, are provided in the figures below.
VAGO's commitment to workplace health and safety (WHS) continued in 2017–18. We focused on embedding our new WHS policy and procedures, and launching our new Workplace Health and Safety, and Appropriate Behaviour eLearning modules for both existing employees and new employees as part of their induction. We took a more active approach to managing incident reporting and workplace inspection procedures. In the last half of the financial year, we also launched a series of wellbeing seminars and activities.
Figure A1
Profile of VAGO employees
|
All employees |
Ongoing | ||||
|---|---|---|---|---|---|
Our primary fiscal objective is to minimise our costs to Parliament and our public sector fee-paying clients, while maintaining the effectiveness and quality of our services and their delivery.
Our financial performance and position are, as a rule, predictable year on year, as the nature of our business and its scale does not change substantially. Following the prior year's organisational transformation, this year's results reflect the embedding of our changed practices.
|
Benchmarking by ACAG in 2016–17 showed that we spent 24 per cent of our total office expenditure on corporate support functions, which was around 8 per cent more than the state and territory average. This was a strong driver for reducing our corporate costs, so that Victorians get better value for money from our work. |