The Framework does not sufficiently explain what individual agencies need to do to manage SSRs they share with others. It lacks detail on what they should include in their own risk management frameworks and what they need to do when they take a lead role for an SSR.

The Framework does not clarify what the Risk Committee and the Secretaries' Board need to do to support agencies or to advise government on SSRs. It also does not explain what DTF, the Department of Premier and Cabinet (DPC) and the Insurance Authority need to do for SSRs.

The Framework sets out minimum requirements and guidance for individual agencies to manage their own risks. It also sets out the arrangements for agencies to manage risks they share with others, including SSRs.

The Framework describes SSRs and agency roles and responsibilities for coordinating their responses. It sets out the roles and responsibilities for 2 cross-agency coordinating groups ‒ the Risk Committee and the Secretaries' Board. 

This section summarises our key findings. The numbered sections detail our complete findings, including supporting evidence.

When reaching our conclusions, we consulted with the audited agencies and considered their views. The agencies’ full responses are in Appendix A.

We made 5 recommendations to address 3 issues. The relevant agencies have accepted our recommendations in full or in principle.

Download a PDF copy of Appendix C: Audit scope and method.

Download a PDF copy of Appendix B: Abbreviations, acronyms and glossary.

Download a PDF copy of Appendix A: Submissions and comments.

Despite rising cost pressure, Homes Victoria is on track to deliver the BHB within the original budget of $5.3 billion. 

Homes Victoria has started or finished more than 70 per cent of the project's 12,949 homes. But it is likely to complete the BHB 3 years behind schedule.

Selecting sites for the BHB is an ongoing process. Homes Victoria uses sound criteria to decide if a site is suitable for the BHB and follows a well-documented, consistent assessment process.

Homes Victoria has a good understanding of its existing assets and demand for social housing. But its strategy does not clearly prioritise building new homes in locations with the highest need. It also lacks specific goals to measure its progress in reducing the gap between supply and demand.

Homes Victoria knows that social housing faces significant financial challenges. Homes Victoria has some initiatives to improve its finances. But it is yet to develop a financial sustainability plan that will help it to continue to grow social housing.

This section summarises our key findings. The numbered sections detail our complete findings, including supporting evidence.

When reaching our conclusions, we consulted with the audited agencies and considered their views. The agencies’ full responses are in Appendix A.