A Red/Amber/Green (RAG) rating system has been used in Gateway reports since the Gateway Review Process (GRP) was introduced in 2003. This practice is consistent with most other jurisdictions. The RAG rating is used to indicate the significance of issues identified in the review.
The Gateway Review Process (GRP) has been a primary element of efforts to improve the management and delivery of Victoria’s most significant public sector projects since 2003. Realisation of intended benefits depends on the quality of the Gateway reviews and the willingness of agencies to participate in the process and take appropriate actions in response to review recommendations.
The Gateway Review Process (GRP) was introduced in 2003 and is managed by the Department of Treasury and Finance (DTF). It comprises project assessment at six key milestones or 'Gates', and is mandatory for all high-risk projects.
Not all high-risk projects have been subject to the GRP and, for those that have, not all have been assessed at all six Gates. This represents a significant missed opportunity to use the GRP to improve project delivery across government.
The total value of Victorian Government investment in capital projects, including public private partnerships, underway during 2012–13 was around $41 billion. Budgeted expenditure on capital projects for 2012–13 was $8.5 billion. Such a substantial investment requires effective project management to deliver projects that are fit for purpose, on time and on budget.
The Gateway Initiative was introduced in 2003 to improve project selection and delivery in Victoria and comprised:
The total value of investment in government capital projects—including public private partnerships—underway in 2012–13 was around $41 billion. Budgeted expenditure on capital projects for 2012–13 was $8.5 billion. Given that renewing infrastructure is a key government priority, significant investment is expected to continue.
The community expects that this investment is well managed to deliver projects that provide the assets that are needed, on time and on budget.
Ordered to be printed
VICTORIAN GOVERNMENT PRINTER February 2012
PP No 224, Session 2010–13
In accordance with section 16(3) of the Audit Act 1994 a copy of this report was provided to the Department of Education and Early Childhood Development with a request for submissions or comments.
The submissions and comments provided are not subject to audit nor the evidentiary standards required to reach an audit conclusion. Responsibility for the accuracy, fairness and balance of those comments rests solely with the agency head.
The Department of Education and Early Childhood Development (DEECD) implemented two major school infrastructure programs between 2007 and 2012—the Victorian Schools Plan (VSP) and the Commonwealth’s Building the Education Revolution (BER) program.
Effective asset management requires long-term planning, underpinned by a clear understanding of service needs and of the condition of assets. Ongoing maintenance of assets is critical to keeping them in a functional condition over their life cycles, and to making the most of public investment.