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 |
Follow Up of Selected 2012–13 and 2013–14 Performance Audits
Body
Each year we ask agencies to attest to their progress in implementing actions that address previous performance audit recommendations that they accepted. Using these attestations―as well as our assessment of the public interest and materiality of audit topics―we selected two audits to follow up: Management of Freshwater Fisheries and Managing Victoria’s Native Forest Timber Resources.
Appendix B. Public Transport Victoria's Response to Operation Fitzroy
In October 2014, IBAC published its investigation report into allegations of serious corruption in the former Department of Transport and PTV. The investigation examined the circumstances around the procurement of infrastructure works between 2006 and 2013. Victoria Police laid more than 100 criminal charges against nine individuals and one company.
Appendix A. Audit Act 1994 section 16—submissions and comments
We have consulted with DEDJTR and PTV, 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 of the report to the Department of Premier and Cabinet.
Responsibility for the accuracy, fairness and balance of those comments rests solely with the agency head.
Responses were received as follows: