This audit assesses the assurance provided to the NSW Government for the initial stages of the WestConnex project.

The audit examined the WestConnex project from concept development to the pre-tender phase for Stage 1A – M4 (Parramatta to Homebush Bay). It did not examine the merit of the project or whether it represented value-for-money.

This audit found a number of shortcomings with the governance of the WestConnex project during its early stages and makes recommendations on how to better govern the remainder of the project to minimise the risk of failure.

Parliamentary reference - Report number #247 - released 18 December 2014

The quality of financial reporting in the Finance and Treasury cluster continues to improve with fewer reported misstatements over the last three years. The financial statements of all cluster agencies received unqualified audit opinions, except for the New South Wales Self Insurance Corporation.

All agencies in transport cluster received unqualified audit opinions for the year ended 30 June 2014. The quality of financial reporting continues to improve with the number of misstatements identified during audits falling for the fifth year in a row.

For the second consecutive year, the General Government and Total State Sector Accounts received an unqualified auditor’s opinion following more than a decade of qualifications. The quality and timeliness of financial reporting across the NSW public sector has continued to improve. Compared to previous years, there were fewer errors in agencies’ 2013–14 financial statements submitted for audit and used for whole-of-government financial reporting.

NSW government agencies are not making sufficient use of purchasing cards and EFTs to pay for goods and services. There are potential savings in processing costs of around $22 per transaction from purchasing cards and over $7 when using EFTs instead of cheques.

Parliamentary reference - Report number #243 - released 5 June 2014

The NSW public university sector is in a good financial position with the combined operating margin improving to 6.6 per cent in 2013 up from 4.9 per cent in 2012.

In 2013–14, Roads and Maritime Services (RMS) provided over $170 million to local councils through the Block Grant and REPAIR programs to spend on Regional Roads. Regional Roads are the link between State Roads and Local Roads.

Parliamentary reference - Report number #241 - released 8 May 2014

Today the Auditor-General of New South Wales, Grant Hehir, released his Volume One Report to Parliament for 2014. The observations included in this report are designed to inform readers of common findings from the 2013 financial and performance audits so agencies and audit committees can use them to identify issues that may be relevant to their organisations.

Issues of corporate governance have long been a matter for concern in the private sector. Following recent corporate collapses and scandals, legislators and regulators in a number of countries have focused on strengthening governance in publicly traded corporations. Considerable attention has been given to setting clear expectations for the performance of boards and for the disclosure of information to various stakeholders.

Good governance is no less important in the public sector.

Indeed issues of oversight and accountability may be more complex in the public sector, particularly in government businesses. There are more stakeholders involved (portfolio Ministers, shareholder Ministers, Parliament and central agencies) and there are competing – and potentially conflicting - objectives (financial, social, environmental, etc).

Because of these potential conflicts, it is important that Boards understand what government expects of them. Some of these expectations reflect the government’s regulatory role in areas such as safety, pricing and ensuring consumers receive essential services. Some expectations reflect the government’s role as a business owner.

Having a clear separation of regulatory expectations from ownership expectations is essential if boards are to be accountable for their performance on both aspects. To assist in this separation, New South Wales (like many other jurisdictions) has adopted the concept of ‘shareholder Ministers’ – as distinct from the portfolio Minister – to exercise the ownership function.

This report looks more closely at a particular area - how the State conducts itself as the owner of the State owned electricity corporations. This is an important issue as the State’s (ie taxpayers’) equity in these businesses is worth over $9 billion. Managing the risks associated with continuing ownership of these businesses is an essential aspect of good governance.

Although the audit focuses on the State’s holdings in the electricity sector, its findings and recommendations have relevance for all State owned corporations.

Parliamentary reference - Report number #144 - released 19 October 2005

Hospitals, schools, public housing, roads, bridges, buses and trains are just some of the assets used by government in providing services to citizens.

The NSW Government’s asset base is impressive in size - with a value of around $167 billion and with government plans to spend around $8 billion acquiring or replacing assets in the current year. Another $2 billion is spent each year on maintenance.

Good asset management is very important to government; even a small efficiency gain in this area can provide significant returns. Good practice by those responsible for managing assets can improve reliability, extend asset life, save on maintenance costs and aid in identifying and disposing of unnecessary or non-performing assets.

Improving the NSW public sector’s approach to asset management has been on the reform agenda for at least a decade. Changes in practice have been accelerated more recently by integrating asset management policy with the budget process.

In this audit we examined NSW Treasury’s efforts to improve asset management practices in the public sector and the progress made by 3 agencies - the Department of Corrective Services, NSW Fire Brigades and the Powerhouse Museum - towards better managing their asset portfolios.

This report informs Parliament and the community on progress to date and what more needs to be done to ensure that agencies manage assets effectively and achieve best value.

Parliamentary reference - Report number #143 - released 12 October 2005