Reports
Actions for Managing IT Services Contracts
Managing IT Services Contracts
Neither agency (NSW Ministry of Health and NSW Police Force) demonstrated that they continued to get value for money over the life of these long term contracts or that they had effectively managed all critical elements of the three contracts we reviewed post award. This is because both agencies treated contract extensions or renewals as simply continuing previous contractual arrangements, rather than as establishing a new contract and financial comm
Actions for Electronic Information Security
Electronic Information Security
The Government is not able to provide assurance that it is safeguarding its holdings of sensitive personal information because its policy has not been properly implemented. This is likely to remain the case until there are clear, mandatory, minimum standards that agencies sign up to, and scrutiny of performance against these standards is strengthened. Parliamentary reference - Report number #207 - released 20 October 2010
Actions for Working With Children Check
Working With Children Check
To be effective the WWCC has to be thorough. Gaps in the checking process such as employers not checking everyone they should mean that people who may pose a risk to children are not identified. We found that the WWCC does not reliably identify all those who may pose a risk to children. Audit conclusion and recommendations Working With Children Check 3 In addition, we found the Commission does not monitor the compliance of employers, the self-employed or
Actions for Managing Forensic Analysis: Fingerprints and DNA
Managing Forensic Analysis: Fingerprints and DNA
Fingerprints and DNA play a critical role in solving crime and serving justice, but DNA evidence can result in more arrests, more prosecutions and more convictions. We found that while police effectively prioritise fingerprint evidence, it could better manage the screening and analysis of both fingerprint and DNA evidence to reduce delays. Parliamentary reference - Report number #195 - released 10 February 2010
Actions for Grants Administration
Grants Administration
We found no significant difference in the funding of government and opposition electorates. However, more money was given to electorates that were safely held by the major parties. These seats received $1.29 for every dollar given to marginal and independent seats with government marginals getting the least. Electorates also receive different levels of funding according to which region they are in. Such variations may reflect valid agency objectives such
Actions for Sustaining Native Forest Operations
Sustaining Native Forest Operations
We found that Forests NSW has adequate estimates of how much timber is available from native forests, now and into the future. It uses an industry accepted process to develop estimates, but more could be done to improve reliability. For instance, yield estimates for the South coast, Eden and Tumut are well overdue for review. We also found that Forests NSW should have sufficient timber to meet its wood supply commitments which are fixed for periods up t
Actions for Protecting our Rivers
Protecting our Rivers
At the time of our 2003 audit agencies were unable to measure the water quality in NSW rivers as they had not established a comprehensive and ongoing monitoring system for water quality. Agencies are now developing a monitoring system to measure the progress against the State Plan 2006 target to improve the condition of riverine ecosystems by 2015. It may not be possible to identify an overall trend in the condition of riverine ecosystems by the State Pl
Actions for Managing the Amalgamation of the Greyhound and Harness Racing Regulatory Authority
Managing the Amalgamation of the Greyhound and Harness Racing Regulatory Authority
The Authority has achieved staff reductions and salary related savings in line with targets. That said, the amalgamation was not project managed effectively. It has been slow to implement some of its key objectives against plans and the costs of the amalgamation have increased to the extent that it is unable to meet key objectives. Stakeholders are dissatisfied with the amalgamation outcomes. This dissatisfaction would have been mitigated with bette
Actions for Managing Departmental Amalgamations
Managing Departmental Amalgamations
Both Commerce and DPI substantially achieved their stated amalgamation savings objectives as set by government. The departments are expected to achieve savings targets of about $150 million and $190 million respectively over their first four years. Our analysis indicates that there are two key factors in successful amalgamations. The first is effective early planning by departments based on clear objectives, supported by quick action. Second, significant
Actions for Improving efficiency of irrigation water use on farms
Improving efficiency of irrigation water use on farms
The Department of Primary Industries (DPI) has a crucial role in assisting the irrigation industry to respond to the conflicting demands placed upon the state’s water resources. The State Plan emphasises the importance of water to agriculture, and gives DPI responsibility to use its training programs to help farmers continue to increase water use efficiency. DPI needs to work closely with agencies with which it shares responsibilities in the St