Performance in 2020-21

This section summarises the procurement profile and performance of the 12 organisations that reported directly to the VGPB at the end of this financial year.

In 2020–21, many organisations continued to re-prioritise procurement activities to respond to COVID-19, which affected delivery of planned procurements.

Despite these pressures, we saw a commitment to continuous improvement in procurement practice, particularly in capability. Almost all organisations increased their procurement capability in 2020–21, with DJPR reporting the most significant increase of 25.2%.

DJPR transitioned to a centre-led model during the year, with all procurement above $100,000 now led by its Procurement Centre. It increased the number of procurement specialist staff and invested significantly in strategic sourcing, category management, governance, systems, reporting and procurement advisory business partnering resulting in a large increase in capability.

Most organisations operate a centre-led procurement model where procurement is typically managed by a single dedicated part of the business. DPC and DTF operate a decentralised model where procurement is carried out across the business. DJCS’ procurement model is category based with high-value, complex and strategic procurements managed centrally, while lower value transactional procurements are carried out by the relevant business unit.

Department of Education and Training

The Department of Education (DET) leads the delivery of education and development services to children, young people and adults, both directly through government schools and indirectly through the regulation and funding of early childhood services, non-government schools and training programs.

With education services being impacted by COVID-19 restrictions, DET’s procurement has temporarily refocused on procuring personal protective equipment, more IT equipment and services, and deep cleaning services for schools.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 168 one-off supplies (standard procurement process) valued at $163.4 million
• 27 one-off supplies (critical incident procurement process) valued at $37.9 million

Complexity profile (no. of contracts approved):

• 31% transactional
• 31% leveraged
• 35% focused
• 3% strategic

Top categories of contract approvals:

• General professional services
• Security services
• Technology consulted/contracted services
• Evaluation of programs
• Commercial and financial advisory services

Highlights:

• Continued efficiency of response to priority procurement needs arising from COVID-19 pandemic/shutdown and recovery-linked government budget initiatives.
• Extended 440 specialist school bus service arrangements by more than $308 million to ensure critical transport options for disabled and special needs students.
• Significant progress by DET in reducing spend on professional services and labour hire, in line with Victorian Government targets.
• Started developing a procurement capability framework for assessment and uplift of Procurement Division staff.
• Identified $37.5 million in savings created by robust procurement processes across all procurements.

Procurement function:

• Centre-led procurement function

Accountability (at 30 June 2021):

• AO: Jenny Atta, Secretary, Office of the Secretary
• IPU Chair: Kate Rattigan, Deputy Secretary, People and Executive Services
• CPO: Sandy Carveth, Acting CPO, Procurement Division

Performance

DET's Procurement Division continues to deliver value for government through its well-established procurement processes. The focus for DET has been on driving commercial outcomes and supporting the government’s policy objectives (Social Procurement Framework, Local Jobs First) through procurement activities.

DET’s performance in 2020–21, compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Education and Training performance in 2020-21

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Department of Environment, Land, Water and Planning

The Department of Environment, Land, Water and Planning (DELWP) employs more than 4,000 staff in 82 locations across Victoria. DELWP brings together planning, local government and infrastructure, environment, climate change, energy and water functions, to ensure an integrated approach to the development of long-term state and regional strategies that build on social, environmental and economic opportunities to provide for future population growth and change.

A significant portion of DELWP’s procurement activity focuses on emergency management related to fire and flood recovery, including a contracted fleet of around 50 aircraft.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 190 one-off supplies (non-critical) valued at $144.9 million
• 4 one-off supplies (critical) valued at $0.5 million
• 10 SEPCs valued at $54.6 million

Complexity profile (no. of contracts approved):

• 73% transactional
• 1% leveraged
• 14% focused
• 12% strategic

Top categories of contract approvals:

• Management and business professionals and administrative services
• Engineering and research and technology-based services
• Information technology broadcasting and telecommunications
• Environmental services
• Farming and fishing and forestry and wildlife contracting services

Highlights:

• Replaced DELWP’s finance and procurement systems with the BusinessHub’s new cloud-based solutions, which includes Oracle and Zycus.
• Streamlined procurement processes with built-in automated workflows to improve accessibility, save time and maintain compliance. Several paper-based forms were consolidated and replaced with online forms available in the DELWP Service Portal.
• Achieved procurement savings of $21.1 million (including $18.6 million in direct savings and $2.5 million in indirect savings), exceeding the 2020–21 savings target of $10 million.
• Approved DELWP’s Social Procurement Strategy on 13 October 2020.
• Continued to promote procurement from verified Aboriginal businesses and raised the exemption threshold for direct selection of an Aboriginal business from $150,000 to $200,000.

Procurement function:

• Centre-led procurement function

Accountability (at 30 June 2021):

• AO: John Bradley, Secretary, Office of the Secretary
• IPU Chair: Helen Vaughan, Deputy Secretary, Water and Catchments
• CPO: Ivy Lee, CPO, Finance, Corporate Services

Performance

Overall, DELWP performed well in 2020–21 with procurement increasingly seen as a core function of the department. DELWP realised procurement savings of $21.1 million, including direct and indirect savings, against a savings target of $10 million. The proportion of procurement spend reviewed by the central governance unit more than doubled during the year, and overall supplier satisfaction improved among both successful and unsuccessful suppliers.

DELWP’s performance in 2020–21, compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Environment Land Water and Planning performance in 2020-21

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Department of Health/Families, Fairness and Housing

The former Department of Health and Human Services went through a significant machinery of government change this year. On 1 February 2021, two separate departments were formed, the Department of Health (DH) and the Department of Families, Fairness and Housing (DFFH).

DH was established to advance the government’s policy priorities in improving patient outcomes and experience for all Victorians. The department is responsible for health and ambulance services, mental health and ageing portfolios. It is also leading the government’s public health response and recovery associated with the COVID-19 pandemic.

DFFH is focused on child protection, housing, disability, the prevention of family violence, multicultural affairs, LGBTIQ+ equality, veterans, women and youth.

Due to the complexity of separating the two procurement functions, the departments reported joint procurement data this year and will report separately from 2021–22. DH and DFFH are both expected to undertake an accreditation process to the VGPB in 2022.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 87 one-off supplies (non-critical) valued at $51.4 million
• 96 one-off supplies (critical) valued at $216.7 million

Complexity profile (no. of contracts approved):

• 16% transactional
• 0% leveraged
• 1% focused
• 83% strategic

Top categories of contract approvals:

• Specialist providers
• IT systems, software and support
• Training
• Medical supplies

Highlights:

• Used Office365 tools to improve many procurement functions and processes, including automating procurement support for low-value procurements, online forms and workflows systems.
• Developed a compulsory online training module for contract managers to support compliance and drive best contract management practice across the department.
• Took on substantial work to support the Government’s response to COVID-19.
• Continued to implement social procurement including completing the department’s Aboriginal Procurement Target Implementation Plan.
• Worked on a project to introduce an end-to-end procurement system.

Procurement function:

• Centre-led procurement function

Accountability (at 30 June 2021):

• AO: Euan Wallace, Secretary (DH); Sandy Pitcher, Secretary (DFFH)
• IPU Chair: Greg Stenton, Deputy Secretary, Corporate Services (DH); Andrew Minack, Deputy Secretary, Corporate & Delivery Services (DFFH)
• CPO: Genine Wallinga, Director and CPO, Procurement, Contract and Business Services (DH); Danielle Wise, CPO and Director, Procurement, Concessions and Contract Services (DFFH)

Performance

The department usually sees year-on-year improvements in performance measures. In 2020–21, the department saw a drop in value created and managed spend, most likely due to the department’s focus on the response to the COVID-19 pandemic and reacting quickly to the needs of its business partners. The supplier survey response rate was low. The department will monitor this in 2021–22 to ensure it can gather meaningful feedback.

The procurement branch has a strong commitment to continuous improvement and strives for greater performance on all procurement functions including these performance measures.

DHHS’ performance in 2020–21, compared with the previous two years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Health and Human Services performance in 2020-21

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Department of Jobs, Precincts and Regions

The Department of Jobs, Precincts and Regions (DJPR) is firmly focused on Victoria’s economic recovery and growth, ensuring it benefits all Victorians – by creating more jobs for more people, building thriving places and regions, and supporting inclusive communities.

DJPR was established on 1 January 2019. At the time it was established, DJPR adopted all of the procurement policies of the former Department of Economic Development, Jobs, Transport and Resources (DEDJTR). DEDJTR had previously obtained VGPB accreditation. DJPR received VGPB accreditation in April 2021.

DJPR transitioned to a centre-led procurement model in 2020–21. All procurement above $100,000 are now led centrally. This has delivered $1.2 million in cost savings and $2.9 million in cost avoidance.

Under machinery of government changes, Local Government Victoria, Medical Research and the Place Based Reform functions joined DJPR from DELWP, DHHS (now DH) and DPC respectively.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 128 one-off supplies (non-critical) valued at $107.3 million
• 19 one-off supplies (critical) valued at $11 million

Complexity profile (no. of contracts approved):

• 76% transactional
• 2% leveraged
• 10% focused
• 12% strategic

Top categories of contract approvals:

• Professional services
• Agriculture
• Staffing services
• IT and telecoms
• Facilities management

Highlights:

• Moved to a centre-led procurement operating model. The centre-led model and expanded centralised procurement function has delivered $1.2 million of cost savings and $2.9 million of cost avoidance.
• Established a business partnering model providing a dedicated team for advice and oversight of all procurement activities.
• Implemented Oracle Cloud Source-to-Contract to complement the Oracle Cloud Procure-to-Pay system also implemented in 2020–21.

Procurement function:

• Centre-led procurement function

Accountability (at 30 June 2021):

• AO: Simon Phemister, Secretary
• IPU Chair: Penelope McKay, Associate Secretary, Office of the Secretary
• CPO: Jessica Lambous, Executive Director, Investment and Procurement

Performance

DJPR’s performance in 2020–21 is described in the following document. DJPR was established on 1 January 2019 therefore data is not available for 2018–19.

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Table Department of Jobs Precincts and Regions performance in 2020-21

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Department of Justice and Community Safety

The Department of Justice and Community Safety (DJCS) leads the delivery of justice and community safety services in Victoria by providing policy and organisational management. Its extensive service delivery responsibilities range from managing the state’s prison system to providing consumer protection and enforcing court warrants.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 173 one-off supplies (non-critical) valued at $194.7 million
• 52 one-off supplies (critical) valued at $440.9 million
• 2 SEPCs valued at $7.2 million

Complexity profile (no. of contracts approved):

• focused 24%
• strategic 11%
• leveraged 36%
• transactional 29%

Top categories of contract approvals:

• Travel and accommodation (COVID-19 related)
• Communication and technology
• Professional services
• Outsourced services
• Prisoner services

Highlights:

• Realigned procurement team into a category management operating model.
• Piloted ICT category and introduced a professional and staffing services category.
• Adopted greater technology to inform and support operational restructure and allocation of resources.
• Developed and implemented new VGPB-aligned procurement rules to streamline procurement processes.

Refreshed and developed new procurement training content to support staff capability uplift.

Procurement function:

• Category-based procurement function, with high-value, complex and strategic procurements managed centrally

Accountability (at 30 June 2021):

• AO: Rebecca Falkingham, Secretary
• IPU Chair and CPO: Thomai Veginis, CPO, Procurement Services

Performance

In 2020–21, DJCS was focused on supporting the department and Victorian public during the State of Emergency, but continued to transition the procurement function to a category management operating model, supported by greater adoption of technology such as Robobai, Jira and Zycus.

The review of procurement processes culminated in the release and implementation of a new procurement policy, with streamlined processes empowering the business to make low-value, transactional procurements through SPCs and leaving Procurement Services to focus on managing high-value, strategic procurement and detailed category analysis to enable strategic buying.

Work and resources were redistributed within Procurement Services to align with the new operating model. The start of a revised training program toward the end of 2020–21 leaves the department well placed for capability uplift and process improvement in 2021–22.

DJCS’ performance in 2020–21, compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Justice and Community Safety performance in 2020-21

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Department of Premier and Cabinet

The Department of Premier and Cabinet (DPC) leads the public service in delivering the government’s agenda and works across the public service to promote the public interest and create public value. DPC does this by delivering on the public service mandate to uphold integrity, act with purpose and remain uncompromising in the provision of robust, high-quality advice and service delivery.

DPC is the lead agency for ICT SPCs. Contracts include software applications and licensing, hardware, telecommunications, and eServices and IT infrastructure registers.

Three new entities were created in DPC in 2020–21: Alternative Quarantine Accommodation, Breakthrough Victoria and Digital Victoria. DPC had several machinery of government changes – two portfolios transferred into DPC (Wage Inspectorate Victoria on 1 July 2020 and Cenitex on 1 August 2020) and three portfolios transferred out (Fairer Victoria, Victorian Multicultural Commission and Victorian Veteran's Council).

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 65 one-off supplies (non-critical) valued at $44.7 million
• 13 one-off supplies (critical) valued at $3.1 million
• 2 SPCs valued at $84.8 million

Complexity profile (no. of contracts approved):

• 81% transactional
• 4% leveraged
• 9% focused
• 6% strategic

Top categories of contract approvals:

• Professional advisory services
• Labour contractor services
• Software licensing
• IT hardware

Highlights:

• Improved contract management capability.
• Best and final offers from 39 procurement activities identified a total saving of $5.8 million.
• Completed VGPB audit recommendation activities.

Procurement function:

• Decentralised procurement function

Accountability (at 30 June 2021):

• AO: Jeremi Moule, Secretary
• IPU Chair: Genevieve Dolan, Executive Director, Corporate Services, Cabinet, Communications and Corporate
• CPO: Kylie Callander, CPO, Corporate Services

Performance

In 2020–21, DPC applied a stronger focus on improving governance. Another priority focus was responsiveness to critical incident procurements related to COVID-19, as was a commitment to procurement service delivery. The Procurement Branch continued to provide the department with consistent, quality procurement advice and partnered with business areas on complex procurements.

An improvement to category management within whole of Victorian Government ICT SPCs, and a focus on savings/benefits realisation contributed to improved capability across DPC.

DPC’s performance in 2020–21, compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Premier and Cabinet performance in 2020-21

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Department of Transport

The Department of Transport (DoT) plans, builds and operates an integrated, sustainable and safe transport system for Australia’s fastest-growing state.

Since 1 July 2019, VicRoads and Public Transport Victoria came together with DoT to create a properly integrated transport department – in step with other global cities. DoT’s purpose is to deliver simple, safe, connected journeys for people and for freight.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 51 one-off supplies (non-critical) valued at $84.3 million
• 1 one-off supply (critical) valued at $0.16 million
• 1 SEPC valued at $20 million

Complexity profile (no. of contracts approved):

• 62% transactional
• 13% leveraged
• 19% focused
• 6% strategic

Top categories of contract approvals:

• Registration and licensing
• Fisheries and aquaculture – administrative
• IT and telecommunications
• Professional services
• Facilities and property management

Highlights:

• Achieving VGPB accreditation for the integrated DoT.
• Implementing Phase 1 of Zycus and Oracle Cloud in February 2021, with Phase 2 to be implemented in August 2021.
• Awarded $700 000 cleaning contract to Aboriginal supplier.
• Upskilled more than 2 000 staff for Zycus implementation.
• Established the Aboriginal Procurement Working Group, with 34 members, which includes cross-departmental representation and portfolio transport agencies (MTIA, Suburban Rail Loop Project, Rail Projects Victoria, V/Line, VicTrack and Transport Accident Commission).

Procurement function:

• Centre-led procurement function

Accountability:

• AO: Paul Younis, Secretary
• IPU Chair: Janine Haddow, Procurement Advisory Committee Chair (Independent External Committee Chair)
• CPO: Lisa Williams, CPO

Performance

Overall DoT performed relatively well given the impacts of COVID-19. The implementation of a single source-to-contract system will enable procurement to build capability, apply controls and use automation to increase compliance.

DoT’s performance in 2020–21 is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Transport performance in 2020-21

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Department of Treasury and Finance

The Department of Treasury and Finance (DTF) provides economic, financial and resource management advice to help the government deliver its policies. DTF’s procurement profile focuses largely on professional services to support these functions and is primarily transactional. DTF’s work supports decisions on the most effective ways government funding can be used to improve the living standards of all Victorians.

DTF is the lead agency for most non-ICT SPCs through its Strategic Sourcing Group.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 22 one-off supplies (non-critical) valued at $15.7 million
• 2 SPCs valued at $900 million

Complexity profile (no. of contracts approved):

• 92% transactional
• 0% leveraged
• 0% focused
• 8% strategic

Top categories of contract approvals:

• Professional advisory services
• Staffing services
• eServices
• ICT hosting and services (Cenitex mandated supplier)
• Marketing services register

Highlights:

• Implemented Oracle – Generation 2 as DTF’s financial system.
• Maintained ISO certification including procurement process.
• Improved capacity and capability in the Procurement Resource Unit to support the business and drive better value-for-money outcomes.
• Supported the successful transition of the Social Procurement Framework to DJPR.
• Supported the Government’s procurement reform program by developing a program to collect and analyse departmental spend data from across government (Robobai).

Procurement function:

• Decentralised procurement function (central approvals process for contracts over $10,000)

Accountability (at 30 June 2021):

• AO: David Martine, Secretary
• IPU Chair: Andrew Witchard, Executive Director, Revenue Group, Economic Division
• CPO: Steven Harris, CPO, Strategic Sourcing Group, Corporate and Government Services Division

Performance

During the unprecedented workplace and economic disruption caused by the COVID-19 pandemic, DTF maintained and in some instances improved its procurement function in 2020–21. This is evidenced by the improved value for money, capability and supplier satisfaction outcomes.

DTF’s performance in 2020–21, compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Department of Treasury and Finance performance in 2020-21

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Cenitex

Cenitex is an information and communications technology (ICT) shared services agency, providing integrated and reliable ICT infrastructure, application hosting and desktop services for Victorian Government departments and agencies.

Procurement is underpinned by a centre-led team of procurement experts who participate in, or oversee all procurement activity.

Cenitex’s major categories of ICT procurement spend are hardware, software, data centre and telecommunications, professional services and corporate services.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 7 one-off supplies (non-critical) valued at $27.7 million
• 1 SEPCs valued at $6.0 million

Complexity profile (no. of contracts approved):

• 87.5% transactional
• 12.5% leveraged
• 0% focused
• 0% strategic

Top categories of contract approvals:

• Network equipment products and services
• Project and professional services
• Software
• Contractor engagements (individuals)
• Training and development

Highlights:

• Researched, drafted and got executive approval for a toolset roadmap, Modernising the Cenitex Procurement Ecosystem.
• Delivered more than $4 million in independently verified cost savings/avoidance.
• Use of Cenitex panels (hosted in VendorPanel) increased by an average of 228%, showing a successful move to how Cenitex manages low-value, low-risk activity.
• Finalised the market approach and established a contract for Disaster Recovery as a Service.
• Completed Cenitex’s first VGPB audit and related actions.

Procurement function:

• Centre-led procurement function

Accountability (at 30 June 2021):

• AO: Frances Cawthra, Chief Executive Officer
• IPU Chair: Sharon Copeland-Smith, Executive Director, Strategy, Governance and Risk, Strategy, Governance and Risk
• CPO: Tim Jones, General Manager Procurement, Finance and Business Services

Performance

Cenitex’s performance in 2020–21 compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Cenitex performance in 2020-21

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Major Transport Infrastructure Authority

The Major Transport Infrastructure Authority (MTIA) is an administrative office of DoT. MTIA was established on 1 January 2019 to oversee major transport projects in Victoria.

MTIA’s Director-General is accountable to the Secretary of DoT. For operational purposes the DoT Secretary has delegated authority to the Director-General to manage the day-to-day conduct of MTIA.

MTIA is responsible for the Government’s ‘big build’ transport construction program across five key projects: North East Link Project, Level Crossing Removal Project, West Gate Tunnel Project, Major Road Projects Victoria and Rail Projects Victoria.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

• 54 one-off supplies (non-critical) valued at $35.8 million
• 1 SEPC valued at $4.8 million

Complexity profile (no. of contracts approved):

• 89% transactional
• 9% leveraged
• 0% focused
• 2% strategic

Top categories of contract approvals:

• Professional advisory services
• Advertising and media services
• Human resources
• ICT – Goods and services
• Office expenses – Goods and services

Highlights:

• Achieved uplift in procurement and contract management capability by introducing tailored training for staff working in these functional areas.
• Rolled out extensive integrity awareness training for all members of MTIA including members of procurement and contract management teams.
• Started planning for MTIA to seek VGPB accreditation.
• Significant progress towards implementing new contract management system.
• Improved monthly procurement reporting supported by greater analysis of procurement profile and underlying activities.

Procurement function:

• Centre-led procurement (policy, governance and strategy) with dedicated procurement teams in each project office.

Accountability (at 30 June 2021):

• AO: Corey Hannett, Director-General
• IPU Chair: Arthur Apted, Chair, Procurement Oversight Committee, Independent External Member
• CPO: Juliana Tiong, CPO

Performance

In 2020–21, MTIA completed an external review of the goods and services procurement function in preparation for seeking VGPB accreditation. This review identified key opportunities related to:

• Systems and planning for selection and implementation of a document automation and workflow system to integrate with the current rollout of a new contract management system
• Improved data analytics capability through refinement of spend categorisation and capture of related data
• Refinement of procurement roles and adjusting the procurement capability framework.

A program of work is under way to address the above and other opportunities, and is expected to take 18–24 months to complete.

MTIA’s performance in 2020–21 is described in the following document. MTIA has previously reported its procurement data through DoT so has no comparative data for previous years.

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Table Major Transport Infrastructure Authority performance in 2020-21

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Victoria Police

Victoria Police is the primary law enforcement agency of Victoria, Australia. It was formed in 1853 and operates under the Victoria Police Act 2013. It provides policing services to the Victorian community 24 hours a day, seven days a week, working to keep all Victorians safe.

Procurement profile in 2020–21

Contract approvals ($100,000+ value):

19 one-off supplies (non-critical) valued at $49.8 million
25 one-off supplies (critical) valued at $17.3 million
11 SEPCs valued at $29.1 million

Complexity profile (no. of contracts approved):

• 96% transactional
• 2% leveraged
• 2% focused
• 0% strategic

Top categories of contract approvals:

• IT and communications
• Contractors and consultants / corporate support
• Operational support / transportation
• Legal and evidentiary
• Uniform and equipment

Highlights:

• Piloted an electronic procurement tool (Oracle Cloud) on four successful procurement activities (two still in progress). Trained prospective tenderers to use the system. The tool has reduced procurement process time and introduced more efficient processes including remote evaluations where subject matter experts from across the state collaborate on an evaluation more efficiently.
• Piloted DocuSign (electronic signature process) and implementing a change process for a wider deployment.
• Continued to implement the One Procurement reform program with 24 packages of work designed to:
  • Become a trusted partner focused on customer service
  • Be powered by talented and capable people
  • Use right-sized processes and effective tools
  • Deliver the right outcomes

Procurement function:

• Centre-led procurement function

Accountability (at 30 June 2021):

• AO: Shane Patton, Chief Commissioner of Police
• IPU Chair: Susan Middleditch, Executive and Chair of the Police Procurement Board, Deputy Secretary Corporate and Regulatory Services
• CPO: Kirsten McFall, Director Procurement and CPO, Procurement Division

Performance

Victoria Police’s performance in 2020–21 compared with the two previous years is described in the following document. Managed spend was introduced in 2019–20 as a new performance measure, so comparisons with 2018–19 are unavailable.

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Table Victoria Police performance in 2020-21

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