Before it awarded the contract to CVTS, DTP was aware of several project risks. This included the project’s delivery schedule, subcontracting agreements and availability of some original myki software. But DTP did not address these risks before signing the contract.

DTP and CVTS could not resolve issues in a collaborative manner, which led to a 6-month contract standstill period. The negotiations in this period resulted in a project reset, which extended the project’s timeline by 18 months and increased costs by $136.8 million.

Covered in this section:

We made 6 recommendations to address our findings. The relevant agencies have accepted the recommendations in full, in part or in principle.

What we examined

Our audit followed 3 lines of enquiry:

1. Was the government an informed buyer for the new ticketing approach?

2. Did the tender process for the modernised myki ticketing system support achievement of a value-for-money outcome?

3. Is the rollout of the modernised myki ticketing system being managed effectively? 

To answer these questions, we examined 9 entities:

Download a PDF copy of Appendix F: Targets missed by a significant margin every year.

Download a PDF copy of Appendix E: Targets met every year.

Download a PDF copy of Appendix D: Outputs we looked at over time.

Download a PDF copy of Appendix C: Review scope and method.

Download a PDF copy of Appendix B: Acronyms and glossary.

Download a PDF copy of Appendix A: Submissions and comments.

This section contains high-level case studies for performance measures in DH, DJCS and DFFH. 

The case studies provide insight into whether these departments have achieved their performance targets between 2020–21 to 2024–25.

We looked at a range of quality, quantity and timeliness measures to reflect the diversity of government service delivery and to identify key issues and trends.

For detailed performance results, please see our dashboard.

Covered in this section: