Figure C1 provides examples of good practices and weaknesses we observed across departments in the content of their whole-of-department asset management plans.

Figure C1
Good practices and common weaknesses in whole-of-department asset management plans

Figure B1 is a copy of the table from DTF's 2016 AMAF, which details the mandatory requirements that responsible bodies and accountable officers must meet to allow for full attestation of compliance with the framework.

Figure B1
The AMAF's mandatory requirements

We consulted with all departments and considered their views when reaching our audit conclusions. As required by section 16(3) of the Audit Act 1994, we gave a draft copy of this report to them their submissions or comments.

Responsibility for the accuracy, fairness and balance of those comments rests solely with the agency head.

Responses were received as follows:

DTF is responsible for supporting the implementation of the AMAF and overseeing compliance with the standing directions. We examined its approach to meeting these responsibilities and the extent to which it has addressed departments' needs for guidance and support.

Key requirements for agencies to comply with the standing directions include:

• conducting an annual assessment of compliance with all applicable requirements, including the requirement to apply the AMAF
• attesting to financial management compliance and disclosing all material compliance deficiencies in their annual reports
• taking remedial action to address any compliance deficiency, whether material or not.

DTF also requires departments to report to it annually on their financial management compliance and that of their portfolio agencies.

Previous audits have identified that many departments and agencies need to improve their asset management practices. The AMAF has a strong focus on continuously improving asset management. Departments need well-planned approaches to use the AMAF to improve their practices, and departmental staff need to be well organised and clear about their roles.

1.1 Background

Many public services rely on public assets such as trains, roads and schools to support their delivery. The Treasurer's 2017–18 Financial Report identifies that the State of Victoria controlled a total of $265 billion of non-financial assets at 30 June 2018. Inadequate management of these assets can affect the services these assets provide or support, and, therefore, the quality of life for all Victorians.

Victoria's roads, railways, schools and hospitals form part of $265 billion of non-financial assets that government departments and agencies manage. These assets support the delivery of services that affect all Victorians, so it is important to manage them well. Having up-to-date knowledge of assets and their condition helps government agencies get the best value from their asset-related investments, make good decisions about when to acquire, renew or divest assets, be responsive to changes in demand or use, and provide better services.

Ordered to be published

VICTORIAN GOVERNMENT PRINTER July 2018

PP No 420, Session 2014–18