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Reports

Published

Actions for Central Agencies 2020

Central Agencies 2020

Premier and Cabinet
Treasury
Financial reporting
Internal controls and governance
Management and administration
Risk

This report analyses the results of our audits of the financial statements of the Treasury, Premier and Cabinet, Customer Service cluster agencies (central agencies), and the Legislature for the year ended 30 June 2020. The table below summarises our key observations. 1. Financial reporting Audit opinions and timeliness of reporting Unqualified audit opinions were issued on the 2019–20 financial statements of central agencies and the Legislature

Published

Actions for Internal controls and governance 2020

Internal controls and governance 2020

Education
Environment
Community Services
Finance
Health
Industry
Justice
Premier and Cabinet
Transport
Treasury
Compliance
Cyber security
Information technology
Internal controls and governance
Management and administration
Procurement

The Auditor-General for New South Wales, Margaret Crawford today released her report on the findings and recommendations from the 2019–20 financial audits that relate to internal controls and governance at 40 of the largest agencies in the NSW public sector. The bushfire and flood emergencies and the COVID‑19 pandemic continue to have a significant impact on the people and public sector of New South Wales. The scale of the government response to these e

Published

Actions for The effectiveness of the financial arrangements and management practices in four integrity agencies

The effectiveness of the financial arrangements and management practices in four integrity agencies

Premier and Cabinet
Treasury
Management and administration

The Auditor-General for New South Wales, Margaret Crawford, released a report today examining the effectiveness of the financial arrangements and management practices of four integrity agencies: the Independent Commission Against Corruption, the NSW Electoral Commission, the NSW Ombudsman, and the Law Enforcement Conduct Commission. The audit also included NSW Treasury and the Department of Premier and Cabinet (DPC) because both departments are involved

Published

Actions for Destination NSW's support for major events

Destination NSW's support for major events

Treasury
Financial reporting
Management and administration
Procurement
Project management
Service delivery

This report focuses on whether Destination NSW (DNSW) can demonstrate that its support for major events achieves value for money. The audit found that DNSW’s processes for assessing and evaluating the major events it funds are mostly effective, but its public reporting does not provide enough transparency. DNSW provides clear information to event organisers seeking funding and has a comprehensive methodology for conducting detailed event assessments. H

Published

Actions for Volume Five 2011 focus on Superannuation, Compensation and Housing

Volume Five 2011 focus on Superannuation, Compensation and Housing

Finance
Treasury
Asset valuation
Compliance
Financial reporting
Internal controls and governance
Management and administration
Procurement
Project management
Regulation
Shared services and collaboration

The audits of the New South Wales Government controlled superannuation entities financial statements for the year ended 30 June 2011 resulted in unmodified audit opinions within the Independent Auditor’s Reports. Findings show that Treasury should review the structure and number of public sector superannuation funds and consider whether efficiencies and cost savings could be achieved through consolidation.

Published

Actions for Government expenditure and transport planning in relation to implementing Barangaroo

Government expenditure and transport planning in relation to implementing Barangaroo

Industry
Treasury
Transport
Compliance
Internal controls and governance
Management and administration
Project management
Service delivery

Barangaroo is an ambitious and significant development on Government-owned Sydney Harbour foreshore. Construction on the 22 hectare CBD site is expected to take 12 years to 2023. Developer contributions to Government of $1 billion are to provide for public domain and other Government development costs, including a six hectare Headland Park. When completed the precinct is to service an anticipated 26,000 workers and residents and up to 33,000 visitors a d

Published

Actions for Agency use of performance information to manage services

Agency use of performance information to manage services

Treasury
Whole of Government
Management and administration

Overall the results were mixed. There is some good news but this is such a basic and vital issue that we must conclude that a good deal more needs to be done. Three agencies did not have sufficient information to provide a balanced view of services. And two of these agencies could not tell us whether their services actually made a difference to customers. Across the ten programs we found many examples of good practice, but some variation in the quality a

Published

Actions for The Cross City Tunnel Project

The Cross City Tunnel Project

Transport
Treasury
Premier and Cabinet
Planning
Environment
Infrastructure
Management and administration
Procurement
Project management
Risk

In our opinion the Government’s ‘no net cost to government’ requirement was a legitimate (but not the only possible) basis for the tunnel bid process. The Government was entitled to decide that tunnel users meet the tunnel costs. Structuring the bid process on the basis of an upfront reimbursement of costs incurred (or to be incurred) by the Roads and Traffic Authority (RTA) was therefore appropriate. In our opinion, however, the Government, Treasury an

Published

Actions for Agencies working together to improve services

Agencies working together to improve services

Premier and Cabinet
Treasury
Justice
Transport
Education
Internal controls and governance
Service delivery
Shared services and collaboration

In the cases we examined, we found that agencies working together can improve services or results. However, the changes were not always as great as anticipated or had not reached maximum potential. Establishing the right governance framework and accountability requirements between partners at the start of the project is critical to success. And joint responsibility requires new funding and reporting arrangements to be developed.   Parliamentary referen

Published

Actions for The New Schools Privately Financed Project

The New Schools Privately Financed Project

Education
Treasury
Infrastructure
Management and administration
Procurement
Project management

In our view the contracts in the New Schools Privately Financed Project were established and let in a way that greatly assists their potential for delivering value for money. The contracts in the New Schools Privately Financed Project are at an early stage of their 30 year lives and the savings and other benefits are not guaranteed. The contracts will need to be carefully managed over the 30 year period to ensure that benefits are realised and that costs