Making their collections easily accessible to the community for education, entertainment and research is a statutory responsibility for Museum Victoria, the National Gallery of Victoria and the Public Record Office Victoria.
Arts Victoria has the primary leadership role in advising and supporting the Minister for the Arts on policy, and effectively oversighting the agencies managing the state collections.
Victoria’s state collections have natural history, scientific, historical, artistic and cultural significance and economic value, and require effective management to make them available to current and future generations. The state has an extensive collection of over 35 million individual collection items valued at around $5 billion.
The National Gallery of Victoria, Museum Victoria, State Library of Victoria, Public Record Office Victoria, Arts Centre Melbourne and the Australian Centre for the Moving Image are custodians of important state collections acquired and developed over nearly 160 years. These collections have natural history, scientific, historical, artistic and cultural significance, and were valued at around $5 billion at 30 June 2012. The collections are a valuable resource to the people of Victoria and include items that cannot be replaced if lost, damaged or stolen.
Ordered to be printed
VICTORIAN GOVERNMENT PRINTER October 2012
PP No 185, Session 2010–12
In accordance with section 16(3) of the Audit Act 1994 a copy of this report was provided to the Department of Business and Innovation, the Department of Primary Industries, the Melbourne Market Authority, the Department of Premier and Cabinet and the Department of Treasury and Finance with a request for submissions or comments.
Responses were received as follows:
Sound procurement is necessary to best meet the state’s interests. This includes achieving value-for-money in procurements and promoting confidence in commercial dealings by demonstrating fairness and transparency.
Major Projects Victoria’s (MPV) procurement process was not demonstrably fair and it is likely the government paid more for the trading floor than it should.
Stakeholder engagement and management is central to successful project delivery. The market community needed relevant, appropriate and timely information about the relocation.
Stakeholder management was not effective. A lack of communication with market tenants contributed to the delay in the relocation. Tenants still lack the basic information needed for them to make a decision on relocating.
Project success depends on effective project planning and management.
While initially well planned, critical changes to the project have not been effectively managed, affecting both the timing and cost of the project. The project will be six years late and more than double the original cost.