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Published

Actions for Internal Controls and Governance 2017

Internal Controls and Governance 2017

Finance
Education
Community Services
Health
Justice
Whole of Government
Asset valuation
Compliance
Cyber security
Information technology
Internal controls and governance
Project management
Risk

Agencies need to do more to address risks posed by information technology (IT). Effective internal controls and governance systems help agencies to operate efficiently and effectively and comply with relevant laws, standards and policies. We assessed how well agencies are implementing these systems, and highlighted opportunities for improvement.   1. Overall trends New and

Published

Actions for Central Agencies 2017

Central Agencies 2017

Finance
Premier and Cabinet
Asset valuation
Compliance
Financial reporting
Fraud
Information technology
Internal controls and governance
Project management

This report highlights the results of the financial audits of NSW Government central agencies. The report focuses on key observations and findings from the most recent financial statement audits of agencies in the Treasury, Premier and Cabinet, and Finance, Services and Innovation clusters. The report includes a range of findings in respect to service delivery. One repeat finding is that while the Government regularly reports on the 12 Premier's priorit

Published

Actions for 2016 - An overview

2016 - An overview

Education
Community Services
Finance
Health
Industry
Justice
Local Government
Planning
Premier and Cabinet
Transport
Treasury
Universities
Whole of Government
Environment
Asset valuation
Compliance
Cyber security
Financial reporting
Fraud
Information technology
Infrastructure
Internal controls and governance
Management and administration
Procurement
Project management
Regulation
Risk
Service delivery
Shared services and collaboration
Workforce and capability

This report focuses on key observations and findings from 2016 audits and highlights key areas of focus for financial and performance audits in 2017. The quality and timeliness of financial reporting continued to improve across the NSW public sector in 2016. Only one qualified audit opinion was issued and most agencies signed their financial statements on time. We found the Government’s cluster governance arrangements were unclear and inconsisten

Published

Actions for Solar Bonus Scheme

Solar Bonus Scheme

Premier and Cabinet
Compliance
Infrastructure
Management and administration
Project management
Regulation
Risk
Service delivery

A NSW Auditor General’s Report has found that the NSW Government and its agencies grossly underestimated the cost and number of people that would install systems under the Solar Bonus Scheme. By October 2010, the estimated cost of the Scheme, if it continued the way it was going, would have reached $3.988 billion. More than ten times the original estimate of $362 million. In response to the increased cost, the gross tariff for new applicants was reduced

Published

Actions for Volume Three 2011

Volume Three 2011

Whole of Government
Asset valuation
Compliance
Financial reporting
Internal controls and governance
Management and administration
Project management

On 31 October 2011, the Auditor-General, Mr Peter Achterstraat, released Volume Three Report to Parliament on the 2010-11 NSW Total State Sector Accounts. The audited budget surplus was $1,340 million. The Auditor-General issued a qualified independent auditor’s opinion as the State could not identify the full extent and value of its land and infrastructure holdings for the eighth year in a row. The government needs to address its processes for identifyi

Published

Actions for Prequalification Scheme: Performance and Management Services

Prequalification Scheme: Performance and Management Services

Premier and Cabinet
Finance
Compliance
Internal controls and governance
Management and administration
Regulation
Risk
Workforce and capability

There have been tangible improvements in the time it takes NSW Government agencies to engage consultants through the Government’s Prequalification Scheme. The Scheme was introduced in February 2008 to improve agencies’ procurement of consultants. More than 300 service providers have been prequalified and over $300 million worth of consultancy services have been provided. Ideally agencies should know what assignments each consultant has won, for what serv

Published

Actions for Two Ways Together - NSW Aboriginal Affairs Plan

Two Ways Together - NSW Aboriginal Affairs Plan

Community Services
Premier and Cabinet
Internal controls and governance
Management and administration
Project management
Service delivery

To date the Two Ways Together Plan (the Plan) has not delivered the improvement in overall outcomes for Aboriginal people that was intended. Stronger partnerships between the government and Aboriginal people are only beginning to emerge. The disadvantage still experienced by some of the estimated 160,000 Aboriginal people in NSW is substantial. For example, the unemployment rate for Aboriginal people is at least three times higher than the rate for all N

Published

Actions for Government Advertising 2007

Government Advertising 2007

Premier and Cabinet
Finance
Compliance
Internal controls and governance
Management and administration
Regulation

Since our performance audit in 1995 the government has improved guidance for agencies and introduced a more robust framework for approving advertising campaigns. Greater rigour has been introduced into the process by requiring campaigns to be peer reviewed and approved by Cabinet. This new approach aims to improve the effectiveness and value for money of government advertising. We found however that the current guidelines are not adequate to prevent

Published

Actions for Relocating Agencies to Regional Areas

Relocating Agencies to Regional Areas

Premier and Cabinet
Internal controls and governance
Management and administration
Service delivery
Shared services and collaboration
Workforce and capability

Decisions to relocate government agencies to non-metropolitan areas are not made purely for cost reasons. They can also serve government policy objectives, such as promoting regional economic development. Regardless of the policy objectives that may exist, I would expect that decisions on individual agency relocations would be based on sound business cases. Those business cases would show how the relocation achieves any relevant government objectives, w

Published

Actions for Follow-up of Performance Audit: Management of Intellectual Property

Follow-up of Performance Audit: Management of Intellectual Property

Whole of Government
Compliance
Internal controls and governance
Management and administration
Regulation

Periodically we review the extent to which agencies have implemented the recommendations they accept from our earlier audits. This gives Parliament and the public an update on the extent of progress made. Intellectual property (IP) can have value to the agency concerned and may have the potential for wider commercial use. Poor management of IP can impose risks, including the risk of lost opportunities. Because it is not ‘tangible’ like a building or pla