With current forecasts indicating that Victoria’s population could reach up to 10 million by 2051, this audit examines whether strategic planning for rapid population growth is effective and integrated. We focus on planning for birthing, maternal and child health, and funded kindergarten services, which are critical for the long-term health and wellbeing of babies and young children.

This audit examines V/Line's performance and whether it is managing current and future challenges. We also examine Public Transport Victoria’s and Department of Economic Development, Jobs, Transport and Resources roles in overseeing and monitoring V/Line’s operational performance and the Department of Treasury and Finance's role in monitoring V/Line’s financial performance.

In this audit, we examined the internal audit functions of all seven Victorian Government portfolio departments and assessed how well they use their internal audit resources. We evaluated the role and positioning of the internal audit function within departments, its independence and objectivity, the alignment of internal audit plans with departmental goals and risks, quality assurance and resourcing, performance against stakeholder expectations, and the communication of internal audit outcomes and insights.

This report follows up on three performance audits we completed in 2014–15—Additional School Costs for Families, Effectiveness of Support for Local Government and Operational Effectiveness of the myki Ticketing System. We examined the progress audited agencies have made in implementing actions to address the recommendations from the original audits.

This audit examined whether Victoria’s road network is being effectively and efficiently maintained. To assess this, we looked at whether VicRoads’ road pavement maintenance program is soundly based and being efficiently managed.

In this audit, we examined whether the development of the whole-of-Victorian Government housing strategy, as it relates to public housing, is supported by sound advice, and whether the Department of Health and Human Services is managing public housing effectively.

Section 7A of the Audit Act 1994 requires the Auditor-General to develop an annual plan and present it to Parliament, following consultation with Parliament's Public Accounts and Estimates Committee. The annual plan is a key accountability mechanism for the office of the Auditor-General. It gives Parliament, the public sector and the community an opportunity to assess our goals, understand our audit priorities and scrutinise our program. It sets out, for the coming financial year, our work program and the resources required to implement the program.

This audit examined the effectiveness of the Victorian Public Sector Commission (VPSC) and its governance and its oversight. We focused on organisational planning across VPSC, and looked at how it prioritises its resources and measures its performance.

In this report, we outline the results of, and our observations from, the 2016 financial and performance report audits of the 12 state-owned Technical and Further Education institutes (TAFEs)—and their 16 controlled entities—that operate in the vocational education and training (VET) sector.

This report provides information on the outcomes and findings of the 2016 financial audits of the eight Victorian universities and the 51 entities they control.

This audit assessed the effectiveness of information and communication and technology (ICT) strategic planning in the public health sector. We examined the Department of Health and Human Services and four health services.

In this audit, we examine whether boards are performing effectively and contributing to effective governance of public sector entities. Boards set the overall strategic direction for the entity, and monitor and manage the performance of senior management. In Victoria, around 3 400 public sector entities are governed by boards with, in total, about 33 000 board members.