Between 2004 and 2006, the number of signalling failures, signalling downtime and the number of trains delayed as a result of signal failures all fell. RailCorp’s on-time running performance improved over the same period. The fall in failures is a clear indication of improved performance. Changes in the definition of on-time and to the timetable during 2005 and 2006 however make it difficult to determine whether improvements in response downtime and signalling delays are due to a true performance improvement. To build upon this strong base, RailCorp needs to determine with more confidence the number and duration of signalling failures the network can tolerate without impacting on service levels.

Parliamentary reference - Report number #170 - released 15 August 2007

We see considerable potential for the Ministry of Transport to plan and manage interchanges more effectively, so as to make better use of our public transport network. We believe that the Ministry now needs to focus more on multi-modal transport planning and interchange performance. It needs to assign responsibility for the coordination and oversight of inter-modal operations to an entity resourced for the purpose. Without this it will continue to be very difficult to identify and address unmet needs, seek and secure stakeholder funding, and monitor and evaluate system performance.

Parliamentary reference - Report number #168 - released 6 June 2007

Both the University of New South Wales' Internal Audit and HR reports identified serious deficiencies in the operation and management of the Education Training Centre (ETC). This performance audit verified those findings where appropriate, and they are referred to or incorporated within this report. In addition, we identified other weaknesses that are also presented here. All the findings point to a serious lack of management controls, proper accountability and management practices within ETC.

The Audit Office has a concern whether other activities within the University, or indeed within any other university, could be functioning with similar lack of corporate governance and accountability arrangements. The Audit Office considers that there is an urgent need for the University, and for other universities, to review their corporate governance and accountability framework.

Parliamentary reference - Report number #91 - released 21 November 2001

The purpose of this document is to assist agencies in meeting the challenges of exploiting the benefits and managing the risks which e-government presents. Being 'e-ready' and managing the transition to e-government will not happen by chance. It is difficult and requires a careful and concerted effort. This guide draws from the research assembled in the performance audit, e-government - Use of the Internet and related technologies to improve public sector performance (September 2001). It addresses issues at the agency level, in a self-help guide format.

Parliamentary reference - Report number #88 - released 19 September 2001

Notwithstanding the considerable effort, it is not apparent that the Government's vision can be fully achieved without increased efforts. Based on the current position, to ensure that the Government's vision can be achieved the Audit Office is of the view that the following key issues need to be urgently addressed: 

• more robust mechanisms are needed to monitor, review and report publicly on progress and benefits

• a greater emphasis should be placed on central coordination to ensure that agencies act in a more uniform and integrated manner  

• the achievement of significant reform of business processes will require a substantial strengthening of accountability mechanisms and more comprehensive, rigorous and systematic approaches to e-government project and risk management. 

• despite an array of guidance material and support provided by central agencies, line agency needs for assistance do not seem to be being met to sufficiently advance matters across the sector at the pace and scope desired

• the Government’s e-government aspirations and funding are not always effectively harmonised. Agencies typically have limited resources available to trial or experience new technologies, and display an aversion to the associated risks.

Parliamentary reference - Report number #87 - released 19 September 2001

The Audit Office is of the opinion that cost of administration at the University of Western Sydney is unnecessarily high and could be reduced. In addition, its approach to administration can place barriers in the way of potential students and other users of the University. To its credit, the University has recognised that administrative costs are high and is developing plans to reduce those costs. The Audit Office considers that there is now an urgent need to accelerate those activities and to move from planning to implementation. Further delays will be costly and will affect the service the University provides to its customers, the students and other users.

Parliamentary reference - Report number #67 - released 17 November 1999