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Published

Actions for Volume Five 2015 Premier and Cabinet

Volume Five 2015 Premier and Cabinet

Premier and Cabinet
Asset valuation
Compliance
Cyber security
Financial reporting
Fraud
Information technology
Internal controls and governance
Procurement
Project management
Risk

Volume Five 2015 covered Premier and Cabinet agencies such as the Department of Premier and Cabinet, Office of Sport, Venues NSW, Barangaroo Delivery Authority and Infrastructure NSW.

Published

Actions for Vocational education and training reform

Vocational education and training reform

Education
Industry
Management and administration
Procurement
Project management
Service delivery
Workforce and capability

The Department’s framework for VET reform has the potential to effectively achieve the government’s immediate objectives for the reform, which are associated with meeting its commitments under the National Partnership Agreement for Skills Reform without spending more. We found that the government is addressing VET reform objectives in the following order of priority: no extra cost (budget neutrality), TAFE viability, quality VET, access to VET for region

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 Coordination of Rescue Services

Coordination of Rescue Services

Justice
Internal controls and governance
Management and administration
Regulation
Service delivery
Workforce and capability

Nearly 11,000 rescues are carried out each year in New South Wales, the majority involving motor vehicle accidents. In metropolitan areas we have three emergency services providing general land rescue - NSW Police, the Ambulance Service and the NSW Fire Brigades. The two volunteer services, the State Emergency Service and the Volunteer Rescue Association, generally cover the remainder of the State. Rescue arrangements in NSW are different to all other

Published

Actions for Managing Disruptions to Cityrail Passenger Services

Managing Disruptions to Cityrail Passenger Services

Transport
Management and administration
Service delivery
Workforce and capability

About one in every twelve Sydney people travels by train each weekday. Unplanned disruptions to services are inevitable, even on the best-run railways. Because of the complexities of Sydney’s rail network, a single event can disrupt many services. From a passenger’s perspective, three issues are important – how quickly the disruption is fixed (“When will my train arrive?”) the accuracy of information provided about the disruption (“Should I change m

Published

Actions for Follow-up of Performance Audit: Bus Maintenance and Bus Contracts

Follow-up of Performance Audit: Bus Maintenance and Bus Contracts

Transport
Asset valuation
Compliance
Financial reporting
Infrastructure
Management and administration
Procurement
Project management
Service delivery
Workforce and capability

Periodically we review the extent to which agencies have implemented the recommendations they accepted from our earlier audits. This gives Parliament and the public an update on the extent of progress made. In this follow-up audit, we examine changes following our May 2002 report on how well the: State Transit Authority maintained its buses Ministry of Transport administered contracts for the provision of regular passenger bus services.   Parliament

Published

Actions for Emergency Mental Health Services

Emergency Mental Health Services

Health
Management and administration
Service delivery
Shared services and collaboration
Workforce and capability

It is estimated that one in five people will be affected at some stage by a mental health problem or illness. The increasing prevalence of mental illness means that at some point in time most of us will either be affected or we will know of someone who is. Although most people with mental illness can be treated in the community, at times some may require emergency treatment or admission to hospital for shortterm intensive therapy. Not only are more men

Published

Actions for NSW Senior Executive Service: Professionalism and Integrity Volume 1 Part 1 Summary and Research Report

NSW Senior Executive Service: Professionalism and Integrity Volume 1 Part 1 Summary and Research Report

Premier and Cabinet
Internal controls and governance
Workforce and capability

The Audit Office is of the opinion that there are several features of the current Senior Executive Service (SES) model, or its application, which hinder the capacity of the SES to operate effectively in line with the Government’s stated objectives. The ultimate effect of these features is to reduce the capacity or perceived capacity of the SES to meet the Government’s objectives for the operation of the SES. Taken overall, difficulties in the SES identi

Published

Actions for NSW Senior Executive Service: Professionalism and Integrity Volume 1 Part 2 SES Research

NSW Senior Executive Service: Professionalism and Integrity Volume 1 Part 2 SES Research

Premier and Cabinet
Internal controls and governance
Workforce and capability

This Performance Audit Report, prepared by the University of Technology, Sydney (UTS) on behalf of The Audit Office of New South Wales (NSW), is a study of the NSW Senior Executive Service (SES). It found the dissonance between where optimal executive performance might take place on a performance spectrum, encompassing the formal SES and less formal political arenas, is canvassed. The critical point here is that this arena, between the informal politica

Published

Actions for The coordination of bushfire fighting activities

The coordination of bushfire fighting activities

Justice
Management and administration
Service delivery
Shared services and collaboration
Workforce and capability

The NSW model of rural fire fighting is complex, and requires an extensive amount of coordination and cooperation to function properly. This has inherent risks. In general, the model has been made to work quite well and much improvement in rural fire fighting has been achieved over the past decade. The efforts of all concerned should be recognised and applauded especially since any change must be developed cooperatively between a number of agencies and g