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Actions for Unsolicited proposal process for the lease of Ausgrid

Unsolicited proposal process for the lease of Ausgrid

Premier and Cabinet
Asset valuation
Infrastructure
Internal controls and governance
Management and administration
Procurement
Project management
Service delivery
Shared services and collaboration

In October 2016, the NSW Government accepted an unsolicited proposal from IFM Investors and AustralianSuper to lease 50.4 per cent of Ausgrid for 99 years. The deal followed the Federal Government’s rejection of two bids from foreign investors, for national security reasons. A performance audit of the lease of Ausgrid has found shortcomings in the unsolicited proposal process. Releasing the audit findings today, the Auditor-General for New South Wales,

Published

Actions for Progress and measurement of the Premier's Priorities

Progress and measurement of the Premier's Priorities

Premier and Cabinet
Compliance
Internal controls and governance
Management and administration
Project management
Risk
Service delivery
Shared services and collaboration
Workforce and capability

The Premier’s Implementation Unit uses a systematic approach to measuring and reporting progress towards the Premier’s Priorities performance targets, but public reporting needed to improve, according to a report released today by the Auditor-General of NSW, Margaret Crawford. The Premier of New South Wales has established 12 Premier’s Priorities. These are key performance targets for governm

Published

Actions for Volume Five 2011 focus on Superannuation, Compensation and Housing

Volume Five 2011 focus on Superannuation, Compensation and Housing

Finance
Treasury
Asset valuation
Compliance
Financial reporting
Internal controls and governance
Management and administration
Procurement
Project management
Regulation
Shared services and collaboration

The audits of the New South Wales Government controlled superannuation entities financial statements for the year ended 30 June 2011 resulted in unmodified audit opinions within the Independent Auditor’s Reports. Findings show that Treasury should review the structure and number of public sector superannuation funds and consider whether efficiencies and cost savings could be achieved through consolidation.

Published

Actions for Distributing Legal Aid in New South Wales

Distributing Legal Aid in New South Wales

Justice
Internal controls and governance
Management and administration
Service delivery
Shared services and collaboration
Workforce and capability

We found the Commission to be performing well in delivering legal aid services. It has maintained and expanded services despite funding pressures and increasing demand. Overall, we found the Commission’s practices of making people aware of legal issues and its services to be comprehensive. Communication is via brochures, telephone and internet. We also found its processing of applications for legal aid to be sound.   Parliamentary reference - Repo

Published

Actions for Prisoner Rehabilitation

Prisoner Rehabilitation

Justice
Management and administration
Risk
Service delivery
Shared services and collaboration

In recent years the department has significantly changed its approach to rehabilitating prisoners. It has introduced programs to address offending behaviour based on evidence of what works. It has also formed partnerships with other agencies to help reintegrate prisoners into the community. We believe the department is on the right path and should continue building on these initiatives. Despite these efforts, almost one in two prisoners return to prison

Published

Actions for Agencies working together to improve services

Agencies working together to improve services

Premier and Cabinet
Treasury
Justice
Transport
Education
Internal controls and governance
Service delivery
Shared services and collaboration

In the cases we examined, we found that agencies working together can improve services or results. However, the changes were not always as great as anticipated or had not reached maximum potential. Establishing the right governance framework and accountability requirements between partners at the start of the project is critical to success. And joint responsibility requires new funding and reporting arrangements to be developed.   Parliamenta

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