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Reports

Search filters applied: premier and cabinet, whole of government AND 2005, 2000 AND financial reporting, management and administration .

Published

Actions for Relocating Agencies to Regional Areas

Relocating Agencies to Regional Areas

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

Decisions to relocate government agencies to non-metropolitan areas are not made purely for cost reasons. They can also serve government policy objectives, such as promoting regional economic development. Regardless of the policy objectives that may exist, I would expect that decisions on individual agency relocations would be based on sound business cases. Those business cases would show how the relocation achieves any relevant government objectives, w

Published

Actions for In-year Monitoring of the State Budget

In-year Monitoring of the State Budget

Finance
Premier and Cabinet
Compliance
Financial reporting
Internal controls and governance
Management and administration

The annual Budget is one of the most important and visible statements about a government’s financial intentions. Once a Budget is released, it is important to monitor variations from the projections it contains. This is done for two reasons - first, to ensure that individual agencies are properly managing their budget allocations and that any genuine emerging need for additional funding is met. second, to ensure that any changes to the State’s overall

Published

Actions for Follow-up of Performance Audit: Management of Intellectual Property

Follow-up of Performance Audit: Management of Intellectual Property

Whole of Government
Compliance
Internal controls and governance
Management and administration
Regulation

Periodically we review the extent to which agencies have implemented the recommendations they accept from our earlier audits. This gives Parliament and the public an update on the extent of progress made. Intellectual property (IP) can have value to the agency concerned and may have the potential for wider commercial use. Poor management of IP can impose risks, including the risk of lost opportunities. Because it is not ‘tangible’ like a building or pla

Published

Actions for Fraud Control: Current Progress and Future Directions

Fraud Control: Current Progress and Future Directions

Whole of Government
Compliance
Fraud
Management and administration
Regulation
Risk

Periodically we review the extent to which agencies have implemented the recommendations they accept from our earlier audits. This gives Parliament and the public an update on the extent of progress made. Given the size of the NSW public sector, the potential for fraud could run into billions of dollars if not properly managed. It is an area of risk that warrants close and ongoing attention. Over the last decade, we have responded by issuing three perfo

Published

Actions for A guide to preparing performance information for annuals

A guide to preparing performance information for annuals

Whole of Government
Management and administration

The Audit Office has recently completed a performance audit of the information published in the annual reports of eight public sector agencies. Although there is much guidance material on preparing annual reports, the performance audit found that the quality of published performance information in annual reports often falls short of what is considered best practice. The aim of this Guide is to assist agencies to prepare annual reports that provide perfo

Published

Actions for Judging Performance from Annual Reports: Review of eight agencies' annual reports

Judging Performance from Annual Reports: Review of eight agencies' annual reports

Whole of Government
Management and administration

Agencies have made some notable attempts to nominate objectives and define measures of performance and report against them each year. However, the quality of the performance information varies and in most cases falls short of what is accepted as best practice. The result is diminished accountability, transparency and openness. Agencies still have problems reporting outcomes and results and frequently regress to reporting activities and plans. Few annual