The NSW corrective system comprises both public and private prison operators, with approximately three quarters of the inmate population in publicly operated prisons, and the remaining quarter in privately managed prisons. In 2018, Corrective Services NSW (CSNSW) commenced a project to use consistent measures to monitor and benchmark service delivery outcomes across the NSW prison system.

This audit may examine whether the benchmarking project is achieving its objectives to enhance performance and service delivery outcomes in the prisons operated by CSNSW and three privately managed prisons in NSW (Clarence Correction Centre, Junee Correctional Centre, and Parklea Correctional Centre). The audit could use 'follow the dollar' powers to directly engage with and request information from the private prison operators.

Local Health Districts in New South Wales create, collect and maintain patient data, including sensitive personal information. Cyber security incidents can harm service delivery and may include the theft of information, denial of access to critical technology, or even the hijacking of systems for profit or malicious intent.

This audit may examine the effectiveness of Local Health Districts in safeguarding patient data and ensuring data security, including how well LHDs ensure they have effective cyber security measures in place.

Objective

This audit will assess the efficiency and effectiveness of ambulance services in regional New South Wales.  

Estimated tabling period

June 2024

Agencies audited

• Ministry of Health
• NSW Ambulance
• Murrumbidgee Local Health District
• Southern NSW Local Health District 

In 2020–21, Infosys, Unisys and the Department of Customer Service were co-providers of business processes and information technology services to a number of client agencies that constitute the GovConnect NSW environment. The role of the department has now transitioned to provision of GovConnect IT services.

This audit will examine how effectively government agencies managed the outsourced service contracts and whether the arrangements resulted in greater employee productivity and better value for New South Wales taxpayers.

Transport for NSW enters into contracts private companies to operate bus services.

This performance audit will assess the effectiveness of bus service contract planning, management, and enforcement. It will examine whether contracting has delivered the expected improvements in bus services for citizens, and whether Transport for NSW is effectively managing private operator performance, utilising data analytics.

NSW transport agencies have been acquiring rollingstock for the new inner-city fleet, regional fleet and for Metro rail, with individual contracts with the private sector valued more than $2 billion.

In this audit we will assess the effectiveness of agencies in planning and management the procurement of rollingstock, as well as value-for-money. We will also consider if lessons learnt from the Tangara and Millennium train acquisitions has been put into practice.

The NSW Premier signed the new National Agreement on Closing the Gap on behalf of New South Wales in July 2020. The objective of the Agreement is to overcome the entrenched inequality faced by Aboriginal and Torres Strait Islander peoples so that their life outcomes are equal to those of all Australians. The NSW Government and NSW Coalition of Aboriginal Peak Organisations developed an implementation plan for 2021–22 which sets out five 'priority reform areas' and outlines the approach to achieving improvements in each of these. Aboriginal Affairs NSW, a unit within the Department of Premier and Cabinet, is leading this work.

This audit will focus on Aboriginal Affairs NSW’s approach to, and progress in implementing, the National Agreement on Closing the Gap. This may include its approach to partnerships and communication, governance and accountability for outcomes.

Long-term, subsidised rental housing is provided to assist people who have extreme difficulty in accessing housing in the private housing market. The collective term for this type of housing is ‘social housing’ which in New South Wales includes:

• ‘public housing’ managed by the Department of Communities and Justice
• ‘community housing’ managed by non-government organisations (social housing providers)
• housing for Aboriginal and Torres Strait Islander peoples owned by the Aboriginal Housing Office and managed by the Department of Communities and Justice or Aboriginal social housing providers.

The 2016 Future Directions for Social Housing strategy sets out the NSW Government’s ten-year vision for social housing. The $1 billion Social and Affordable Housing Fund is a key initiative under Future Directions and is expected to provide 3,400 new social and affordable dwellings by the end of 2023. The 2020–21 State Budget allocated a further $812 million for new and upgraded social housing across New South Wales. This is intended to deliver a further 1,280 new social homes and Aboriginal housing, place-based redevelopment projects at some existing housing estates, and upgrades to over 3,500 social housing dwellings.

This audit may consider the effectiveness and efficiency of the strategic planning and administration of public housing, delivery and outcomes of the Future Directions strategy, and related additional funding and transfer of housing to community providers.

Each year approximately 200,000 patients have elective procedures/surgery in New South Wales public hospitals. Patients are placed on a waiting list and given a clinical priority depending on the seriousness of their condition. Managing elective surgery patients and waiting lists is a key priority for the NSW Government and NSW Health.

During the COVID-19 pandemic, there were temporary suspensions of non-urgent elective surgeries to ensure there was sufficient staffing and hospital bed capacity in New South Wales to meet COVID-19 related demand. This audit may examine how NSW Health manages the public elective surgery waitlist, and could include a focus on the impact on patient health caused by the suspension of elective surgery during COVID-19.

Administration arrangements for the NSW public sector play an important role in how effectively agencies deliver their core responsibilities and collaborate to deliver cross-government initiatives. These arrangements are subject to change, depending on the policy and program objectives of the government of the day. Establishing and changing how departments are structured and administered can entail significant cost and disruption. Our 2021 performance audit on Machinery of government changes found that benefits and costs of such activities can be unclear unless effective planning and tracking is undertaken.

This audit will examine selected public administration and departmental arrangements to determine whether they are effectively supporting the public sector to deliver its objectives—having regard to important governance and accountability structures—while avoiding inherent conflicts between functions and unnecessary administration and cost.