The Emergency Services Telecommunications Authority (ESTA) depends on several 'mission critical' information and communications technology systems. These include ESTA's Computer Aided Dispatch (CAD) system and several dedicated voice and data networks for communications with emergency vehicles. These 'mission critical' systems need to be highly reliable with established backup systems.
The Emergency Services Telecommunications Authority (ESTA) provides services 24 hours a day, seven days a week, using call-takers and dispatchers who establish the type of emergency, and dispatch the appropriate emergency response. In order for ESTA to meet its performance objectives, enough call-takers and dispatchers need to be available to meet demand. ESTA is required to continue to achieve its performance standards even during planned and unplanned system outages.
The Emergency Services Telecommunications Authority (ESTA) call-taker and dispatch performance standards are determined by the Inspector-General for Emergency Management (IGEM) after consultation with ESTA and each emergency service organisation (ESO).
Victorians rely on the state's emergency services organisations (ESO) for assistance during emergencies and crisis incidents, and expect a prompt and efficient response. Emergency response is not just about combating major disasters or events like bushfires, heatwaves and widespread flooding. It is also about an ongoing requirement to provide emergency assistance to members of the Victorian public on a daily basis by dispatching police, fire, rescue, ambulance or other emergency services.
 John Doyle Auditor-General |
Audit team Paul O’Connor—Engagement Leader Wayne Singleton—Team Leader David English—Senior analyst Annie Skelton—Analyst |
Ordered to be printed
VICTORIAN GOVERNMENT PRINTER October 2014
PP No 369, Session 2010–14
In accordance with section 16(3) of the Audit Act 1994, a copy of this report was provided to:
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 High Value High Risk (HVHR) process was introduced to provide more certainty that expected outcomes and benefits for projects would be delivered. This would occur by strengthening the Department of Treasury and Finance's (DTF) support for and scrutiny of projects classified as HVHR.
Effectively managing the High Value High Risk (HVHR) process involves establishing a review capacity, applying clear policies and procedures to guide and record reviews, applying rigorous quality assurance, clearly communicating with stakeholders and monitoring and reporting on the process and its outcomes.