Formative (~) Information management is reactive.
There is an absence of an agency-wide information management strategy, senior level support and adequate governance structures. Policies and procedures are incomplete with decisions being made locally and improvements are generally driven by reactions to adverse events.
In development (✔) Information management is basic and partial.
Government's response to the 2009 parliamentary Inquiry into Improving Access to Victorian Public Sector Information and Data recognised the need for a strong, appropriately authorised, whole-of-government governance approach if agencies were to achieve the type of transformation envisaged.
This Part examines how well whole-of-government leadership and oversight have supported improvements in providing public access to public sector information (PSI).
This part examines information management (IM) practices in a sample of agencies and rates agencies' maturity using the Victorian IM better practice principles and standards.
None of the sampled agencies had fully established practices consistent with the better practice principles and standards.
A critical component of providing the public with access to the public sector information (PSI) that agencies hold is communicating what PSI is held and if and how a member of the public can access this information. This Part discusses how well agencies facilitate public access to PSI.
The importance of providing access to public sector information (PSI) is being increasingly recognised by government, business, research bodies, and the community at large.
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Dr Peter Frost Acting Auditor-General |
Audit team Ray Winn—Engagement Leader Michelle Tolliday—Team Leader Celinda Estallo—Analyst Engagement Quality Control Reviewer Dallas Mischkulnig |
Ordered to be published
VICTORIAN GOVERNMENT PRINTER December 2015
PP No 110, Session 2014-15
Dear Presiding Officers
In accordance with section 16(3) of the Audit Act 1994, a copy of this report, or part of this report, was provided to the Department of Premier & Cabinet, the Victorian Public Sector Commission, the Department of Economic Development, Jobs, Transport & Resources (Creative Victoria), Arts Centre Melbourne, the National Gallery of Victoria and Museum Victoria.
Agencies should be able to demonstrate that they understand the nature and significance of gifts, benefits and hospitality (GB&H) risks, have applied appropriate controls to manage these and have consulted and communicated agency expectations and requirements to relevant stakeholders. This Part examines the quality and comprehensiveness of agencies' approaches to achieve these things.