2 Arts Victoria’s leadership and oversight
At a glance
Background
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.
1 Background
1.1 Introduction
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.
Audit summary
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.
Collections Management in Cultural Agencies: Message
Ordered to be printed
VICTORIAN GOVERNMENT PRINTER October 2012
PP No 185, Session 2010–12
Collections Management in Cultural Agencies
Body
This audit examined whether state collections of natural history, scientific, historical, artistic and cultural significance are adequately managed.
Appendix A. Audit Act 1994 section 16—submissions and comments
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:
4 Trading floor procurement
At a glance
Background
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.
Conclusion
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.
3 Stakeholder management
At a glance
Background
Stakeholder engagement and management is central to successful project delivery. The market community needed relevant, appropriate and timely information about the relocation.
Conclusion
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.
2 Project initiation, planning and management
At a glance
Background
Project success depends on effective project planning and management.
Conclusion
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.
1 Background
1.1 Relocation of the market
Melbourne's Wholesale Fruit and Vegetable Market and the National Flower Centre are an important part of the state’s economic infrastructure, with an annual turnover in excess of $1.6 billion. Both are owned by the state and operated by the Melbourne Market Authority (MMA).
The government announced in 2004 that the market would be relocated to a new site. The intent was to locate the new market within a modern, innovative and efficient trading and distribution precinct.
The new site will comprise: