1 Audit context
In an MLP, the private sector makes an unsolicited approach to government for support to deliver infrastructure or services through direct negotiation rather than a competitive procurement process. The private sector usually asks the government for financial support but may also ask for regulatory or other forms of assistance.
The government issued a new guideline and established a five-stage process for considering MLPs in early 2015 and declared that MLPs would only succeed if found to be unique, VFM and in the public interest.
Audit overview
Context
What is a market-led proposal?
In a market-led proposal (MLP), the private sector makes an unsolicited approach to government for support to deliver infrastructure or services through direct negotiation rather than a competitive procurement process. The private sector usually asks the government for financial support, but may also ask for regulatory or other forms of assistance.
Acronyms
| AFP | Australian Federal Police |
| BCR | benefit-cost ratio |
| CBA | cost-benefit analysis |
| CBD | central business district |
| DEDJTR | Department of Economic Development, Jobs, Transport and Resources |
| DJPR | Department of Jobs, Precincts and Regions |
| DoT | Department of Transport |
| DPC |
Developing Fishermans Bend
Body
We plan to determine whether responsible agencies are effectively delivering the Fishermans Bend Framework.
Contractors and Consultants in the Victorian Public Service: Spending
Body
This audit assessed if departments accurately record, properly monitor and transparently report their spending on contractors and consultants.
Personnel Security: Due Diligence over Public Service Employees
Body
In this audit, we examined personnel security measures at all eight government departments, and the Victorian Public Service Commission. We specifically assessed agencies’ employment screening practices and how they are managing conflict of interest risks during recruitment.
Appendix D. Audit committee responsibilities for reviewing compliance and the attestation
Figure D1
AMAF and standing directions requirements for audit committees on reviewing compliance and attestation
|
Reference to the standing directions (SD) or the AMAF |
Audit committee responsibilities related to compliance with the AMAF |
|---|---|
|
AMAF requirement 3.1.3 Application and Attestation |
Appendix C. Good practices in whole-of-department asset management plans
Figure C1 provides examples of good practices and weaknesses we observed across departments in the content of their whole-of-department asset management plans.
Figure C1
Good practices and common weaknesses in whole-of-department asset management plans
|
Plan element |
Good practices |
Common weaknesses |
|---|
Appendix B. The Asset Management Accountability Framework's mandatory requirements
Figure B1 is a copy of the table from DTF's 2016 AMAF, which details the mandatory requirements that responsible bodies and accountable officers must meet to allow for full attestation of compliance with the framework.
Figure B1
The AMAF's mandatory requirements
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Chapter |
Area |
Requirement |
✔/✘ |
|---|