Working efficiently and effectively enables public sector agencies to make the best use of scarce resources and achieve their objectives. Robust performance information is important for agencies to understand how well they are performing. However, measuring performance can be complex, particularly when agencies are trying to measure the impact of their activities.

Strategic plans and annual plans are necessary for agencies to identify priorities and set out how they will meet them. Planning should meet legislative requirements, be linked to an agency's objectives, and support allocation of resources to achieve priorities.

Under the Public Administration Act 2004 (the Act), the Victorian Public Sector Commission (VPSC) must develop:

High-quality public services are critical to the wellbeing and prosperity of the community. The Victorian public sector comprises approximately 3 388 entities, employs about 286 000 people, and delivers a diverse range of services, such as healthcare, schools and roads. This requires a skilled public service capable of giving comprehensive and impartial advice to government, effectively and efficiently implementing policy, and delivering services. The public sector must operate with absolute integrity to meet the needs of the Victorian community and maintain its trust.

Impartiality, professionalism and integrity are important foundations for the public sector. Public sector staff must act with these values in mind, to ensure the use of public funds is as effective and efficient as possible, to meet community needs and to maintain public trust. Government and Parliament must be able to rely on the public sector to deliver effective services and provide robust advice to guide decision-making.

Ordered to be published

VICTORIAN GOVERNMENT PRINTER June 2017

PP No 255, Session 2014–17 

The survey we conducted as part of this audit was designed to gather information on governance practices and obtain feedback on the effectiveness of guidance issued by the Victorian Public Sector Commission (VPSC), the Department of Premier and Cabinet (DPC) and portfolio departments.

This appendix presents our methodology and the results of the survey.

Survey methodology

Selection of participant entities

There are about 3 400 Victorian public sector entities with boards.

During the conduct of this audit, we reviewed better practice guidance and frameworks to identify core principles in good board governance:

Introduction

We have professionally engaged with portfolio departments, the boards in the case studies (from Box Hill Institute and Centre for Adult Education, CenITex, Fed Square Pty Ltd and Peter MacCallum Cancer Institute), the Department of Premier and Cabinet and the Victorian Public Sector Commission throughout the course of the audit. In accordance with section 16(3) of the Audit Act 1994 we provided a copy of this report or relevant extracts to those agencies, and requested their submissions and comments.

Under the Public Administration Act 2004 (PAA), a public sector board is responsible for: