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Reports

Search filters applied: justice AND 2001, 1998 .

Published

Actions for Follow-up audits: School accountability and improvement model and Management of Court waiting times

Follow-up audits: School accountability and improvement model and Management of Court waiting times

Justice
Education
Management and administration

Over 96 per cent of the audit recommendations made were accepted by the agencies. And more than half of these recommendations have been implemented. In addition, many of the problems identified in the 1999 audits have been addressed. For over 90 per cent of recommendations there has been some measurable change in practices or performance. In general, the approach taken by the agencies to monitor and report on the progress of implementation could be impr

Published

Actions for Follow-up audits: Police response to calls for assistance, The levying and collection of Land Tax and Coordination of bushfire fighting activities

Follow-up audits: Police response to calls for assistance, The levying and collection of Land Tax and Coordination of bushfire fighting activities

Justice
Finance
Management and administration
Service delivery

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, ch

Published

Actions for NSW Correctional Industries

NSW Correctional Industries

Justice
Management and administration
Service delivery

Correctional Industries (CIs) have come a long way in NSW.  CIs have grown to employ rates of inmates which rank amongst the highest in the world.  This is a commendable achievement by the Department. Whilst there are other notable achievements to date, the Audit Office believes that CIs have developed to a stage where they can, and should, tackle even more challenging issues. The audit is found that to optimise the development of inmates for employabil

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

Published

Actions for Police response to fraud

Police response to fraud

Justice
Fraud
Information technology
Management and administration
Service delivery
Workforce and capability

This audit was initiated following concerns expressed by the Department of Agriculture about the Police’s handling of a suspected fraud that it had first reported in 1996. The Department’s main concern related to the long delays before a full Police investigation took place. Nevertheless, the current review highlighted a number of areas that, in the opinion of The Audit Office, require closer examination and resolution by the Police Service in implement

Published

Actions for Police response to calls for assistance

Police response to calls for assistance

Justice
Internal controls and governance
Management and administration
Service delivery

While central communications units are responsible for broadcasting calls from the public for assistance to police cars; these units have no authority over those police cars. And while local police commands are responsible for police deployment, they have no ready capability to communicate with their police cars. The report also found that Local police management have limited contemporaneous knowledge of what their response resources are doing, and littl