As part of our performance audit work program, we plan to deliver 19 performance engagements in 2022‒23 and 18 in 2023‒24. In addition to the performance engagements set out in this section we also plan to deliver annually recurring limited assurance reviews and associated dashboards:
The Auditor-General provides independent assurance to the Parliament of Victoria and the Victorian community about the financial integrity and performance of the state and local governments, with assistance from the Victorian Auditor-General's Office (VAGO).
Under the Audit Act 1994, the Auditor-General must prepare and table an annual plan before 30 June each year that details VAGO's proposed work program for the coming financial year.
| Who we audited | What the audit cost |
|---|---|
| DELWP, DET, DHHS (DFFH and DH), DJCS, DJPR, DoT, DPC, DTF and Cenitex | The cost of this audit was $800 000. |
This audit used the following lines of inquiry and criteria:
Figure D1 outlines our assessment of departments’ BIAs prior to COVID-19.
FIGURE D1: Our assessment of departments’ BIAs prior to COVID-19
| Acronyms | |
|---|---|
| BCM | business continuity management |
| BCP | business continuity plan |
| BIA | business impact analysis |
| DEDJTR | Department of Economic Development, Jobs, Transport and Resources |
| DELWP |
Click the link below to download a PDF copy of Appendix A. Submissions and comments.
Departments responded quickly and flexibly to COVID-19 and continue to do so. Departments’ BCM processes, structures and strategies have helped them quickly set up teams, make decisions and communicate to staff.
However, departments were not sufficiently prepared for a complex disruption. This meant they had to invest resources into developing documents, streamlining processes, upgrading technology and transitioning to remote working during the early stages of the pandemic.
The VPS was not adequately prepared for the COVID-19 pandemic.
The VPS had limited central oversight and leadership on business continuity. This meant that it was not able to harness lessons learnt across all departments, and departments did not have a clear understanding of whole of government business continuity priorities in a large-scale disruption.
The Victorian Government delivers a wide range of services that are important to Victorians’ economic, financial and social wellbeing—from managing state finances to child protection, transport and criminal justice.
Disruptions to these services can have a significant negative impact on communities, businesses and industries. Effective business continuity strategies ensure that departments can respond quickly to disruptions and continue to deliver prioritised services to the community.