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 Audit Office’s performance audit report, The Management of Intellectual Property (October 2001) addressed issues at the whole-of-government level and examined IP management in fourteen agencies.

This Better Practice Guide draws on the audit report and seeks to build upon initiatives undertaken by the Premier’s Department and other agencies. Some of these initiatives are included under the heading of ‘Additional Information’ at the end of the guide. These should be consulted for help in formulating policies and procedures for the management of Intellectual Property.

Parliamentary reference - Report number #90 - released 17 October 2001

The Audit Office is of the opinion that the good management of Intellectual Property (IP) by the public sector depends on an adequate and coordinated framework to guide agencies in developing their own policies. The current framework for IP is incomplete because it does not help agencies to develop policy, identify the IP assets that need to be managed, integrate management of IP with agency objectives, access expert help when they need it, encourage staff to be innovative and so create and promote the uptake of IP or monitor and defend IP against unauthorised use.

It is also important to improve coordination between agencies responsible for developing whole-of-government policy in regard to IP. The lack of an integrated framework and co-ordinated support for agencies means that the management of IP has varied across the public sector and in general is not adequate.

Parliamentary reference - Report number #89 - released 17 October 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 acceptance of audit recommendations by agencies in the current review was high and represented 96 per cent of the recommendations made. In addition, half of the recommendations in the 1998 audits have been adequately addressed and for over 70 per cent of recommendations there has been some measurable change in practices or performance.

But overall, most of these improvements have been incremental. And, for nearly one third of the recommendations, changes have not yet taken effect and there is a risk that the issue or problem contained in the original reports may persist. There is also a danger that current reporting arrangements may not provide Parliament sufficient assurance as to the extent accepted recommendations have been implemented and improvements have been achieved. 

To provide greater transparency and accountability, agencies, following a performance audit, should establish arrangements, such as an audit committee, to follow up on the progress of implementation of the recommendations and report on the progress of the implementation of recommendations in their annual report to Parliament.

Parliamentary reference - Report number #84 - released 21 June 2001