In this section we summarise the changes that departments have made to their objectives and outputs since BP3 2020–21. We also show the results of our assessment of departments’ 210 new performance measures using the framework outlined in Section 1.
The Department of Treasury and Finance (DTF) issues the Resource Management Framework (RMF), which is mandated for use by all departments by the Assistant Treasurer. We adapted internationally recognised performance measurement models to the Victorian context to assess compliance with the RMF in service performance reporting.
We made 3 recommendations for the Department of Treasury and Finance.
| Recommendations | Agency responses | |||||
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Department of Treasury and Finance
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When we audit the performance of public sector agencies, we often identify opportunities for them to improve how they work. We make recommendations to help them address the risks and the root causes of any poor performance.
However, agencies are not legislatively required to accept, complete or publicly report on our recommendations.
Sexual harassment in the workplace is unlawful and can cause significant harm to those who experience it. It can also be costly for employers, exposing them to legal liability and increasing staff turnover.
Under the Equal Opportunity Act 2010, employers must take reasonable and proportionate measures to eliminate sexual harassment in their workplaces.
We examined whether councils provide their staff and councillors with workplaces free from sexual harassment.
We looked at:
Development contributions are payments or in-kind works, facilities or services that developers and landowners provide towards the supply of infrastructure. Councils and the state use several tools to collect development contributions. The state government oversees all these tools.
This audit examined whether development contributions provide required infrastructure to new and growing communities as intended.
In our first Assurance Review, we looked at how public entities monitored and responded to performance audit recommendations made by VAGO between 2015-16 and 2017-18.
Nothing has come to our attention to indicate that overall, agencies are not effectively implementing past performance audit recommendations.
Most agencies report having governance arrangements that allow their senior management and audit committees to monitor progress in implementing our audit recommendations.
Our dashboard is an interactive visualisation tool summarising the financial statement data for Victoria’s 79 councils in financial year 2017-2018.
We grouped councils into five cohorts based on size, demographics and funding:
As part of our sector-wide questionnaire, we asked councils about the seal types they used on their local road network. We asked councils to identify the amount of their network, in square metres, they sealed with:
Figures E1 to E5 shows the results for all participating councils.
FIGURE E1: Seal types used on local road network—metropolitan councils