Compliance with the Asset Management Accountability Framework

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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

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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.

Contract Management Capability in DHHS: Service Agreements

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This audit will determine whether the Department of Health and Human Services has sufficient capability in managing service agreements to ensure funded organisations deliver agreed health and well-being supports and outcomes to clients.

Appendix F. Example performance measures for public housing assets

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Figure F1 details 2014 asset management strategy's key performance measures for public housing.

Figure F1

Asset management strategy key performance measures for public housing

Key performance measures (KPM)		Description
KPM 1	Service demand: Improve alignment between supply and demand

Appendix E. Delivery of annual capital plans

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This Appendix examines how the Department of Health and Human Services' (DHHS) annual capital plans for social housing have been implemented by comparing:

Appendix D. Features of asset life cycle implementation plans

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Figure D1 details the expected features of asset life cycle plans based on the Cooperative Research Centre for Infrastructure and Engineering Asset Management's Integrated Strategic Asset Management for Experts.

Figure D1

Features of asset life cycle plans

Plan	Description
Acquisition plan

Appendix C. Asset strategy priorities

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Figure C1 shows the public housing priorities set in the Department of Health and Human Services' (DHHS) 2014 asset management strategy.

Figure C1

2014 asset management strategy priorities

Driver	Priority
Demand

Appendix B. Social housing reform initiatives

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Figure B1 lists the social housing initiatives included in Homes for Victorians.

Figure B1

Homes for Victorians—social housing initiatives

Initiative		Description
Direction 2—Increasing the supply of housing through faster planning
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Appendix A. Audit Act 1994 section 16—submissions and comments

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We have consulted with the Department of Health and Human Services, the Department of Premier and Cabinet 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.

Responsibility for the accuracy, fairness and balance of those comments rests solely with the agency head.

Responses were received as follows:

4 Improving asset management

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This Part of the report assesses the Department of Health and Human Services' (DHHS) implementation of asset management recommendations from our 2012 performance audit Access to Public Housing.

Figure 4A shows the four recommendations we made about public housing asset management.

Figure 4A

Summary of progress against 2012 audit recommendations relating to public housing asset management

The [former] Department of Human Services should:

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