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Northern Territory Auditor-General's Office, February 2023 Report to the Legislative Assembly



Northern Territory Auditor-General's Office, February 2023 Report to the Legislative Assembly

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Tabled Paper 772


Tabled Papers for 14th Assembly 2020 -; Tabled Papers; ParliamentNT




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Made available by the Legislative Assembly of the Northern Territory under Standing Order 240. Where copyright subsists with a third party it remains with the original owner and permission may be required to reuse the material.




Tabled papers

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Legislative Assembly of the Northern Territory

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Legislative Assembly of the Northern Territory



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Auditor-General for the Northern Territory February 2023 Report Page 69 of 131 Modular Housing cont Update overarching guidance and frameworks relating to the housing programs developed by the former Department of Local Government, Housing and Community Development which are still used in the delivery of the remote housing program to reflect the functions that have now transferred to DIPL and TFHC and take into consideration the allocation of responsibilities as captured in the joint agency memorandum dated 3 November 2020. Implement a more formal risk management framework for the program with assignment of responsibilities and time frames for specific risk mitigation strategies to spread and reduce the overall project risk and enable more timely action and follow up of outstanding risks. Ensure procurement related documentation is prepared and retained to demonstrate compliance with NTG procurement rules can be demonstrated. DIPL is investing in a program management system which will enable reporting at portfolio, program and project levels and will automate the reporting processes. To support the implementation of the system, provide communication to stakeholders about any changes to the format and content of existing reports. Quality assurance processes will need to be implemented to ensure the validity and accuracy of underlying data and the resulting reports. Consider enhancing the information reported publicly on the website by reporting upon the cost elements associated with the program such as preliminary costs, landscaping, construction costs. This opportunity for enhancement may not be pragmatic prior to the introduction of a comprehensive program management system. Delivery of the program has been delayed for various reasons. Since the inception of the program, global and national economic factors have put upward pressure on the prices of materials and the availability of resources, including labour. The costs of construction are continuing to rise due to resourcing, supply chain shortages and inflationary pressures. Increasing costs since the inception of the project in 2017 are likely to result in reduced delivery from the available funding. Given the target numbers of houses and bedrooms were determined by dividing the available funding by the estimated cost associated with the house/bedroom, recalculating those targets today would yield very different results. To accurately inform future stakeholder discussions and monitoring of program delivery, it would be prudent to develop an achievable and realistically costed forecast for completion of the remaining housing program together with explanations regarding influencing factors.