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Search filters applied: finance, industry, planning AND performance audit AND 2016, 2008 AND service delivery, shared services and collaboration .

Published

Actions for Implementation of the NSW Government’s program evaluation initiative

Implementation of the NSW Government’s program evaluation initiative

Industry
Justice
Planning
Premier and Cabinet
Treasury
Environment
Financial reporting
Internal controls and governance
Management and administration
Risk
Service delivery
Shared services and collaboration
Workforce and capability

The NSW Government’s ‘program evaluation initiative’, introduced to assess whether service delivery programs achieve expected outcomes and value for money, is largely ineffective according to a report released today by NSW Auditor-General, Margaret Crawford. Government services, in areas such as public order and safety, health and education, are delivered by agencies through a variety of programs. In 2016–17, the NSW Government estimates that it will sp

Published

Actions for Red tape reduction

Red tape reduction

Premier and Cabinet
Finance
Financial reporting
Internal controls and governance
Management and administration
Project management
Regulation
Shared services and collaboration

Overall, NSW Government initiatives and processes to prevent and reduce red tape were not effective, according to a report released today by the NSW Auditor-General. In 2015, the Government reported that its red tape reduction initiatives, implemented between 2011 and 2015, had resulted in $896 million in savings. While these initiatives resulted in some savings, the total value of savings is unknown because estimates for some initiatives were based on

Published

Actions for Protecting our Rivers

Protecting our Rivers

Environment
Industry
Compliance
Internal controls and governance
Management and administration
Regulation
Shared services and collaboration

At the time of our 2003 audit agencies were unable to measure the water quality in NSW rivers as they had not established a comprehensive and ongoing monitoring system for water quality. Agencies are now developing a monitoring system to measure the progress against the State Plan 2006 target to improve the condition of riverine ecosystems by 2015. It may not be possible to identify an overall trend in the condition of riverine ecosystems by the State Pl

Published

Actions for Managing the Amalgamation of the Greyhound and Harness Racing Regulatory Authority

Managing the Amalgamation of the Greyhound and Harness Racing Regulatory Authority

Industry
Information technology
Internal controls and governance
Management and administration
Project management
Shared services and collaboration
Workforce and capability

The Authority has achieved staff reductions and salary related savings in line with targets. That said, the amalgamation was not project managed effectively. It has been slow to implement some of its key objectives against plans and the costs of the amalgamation have increased to the extent that it is unable to meet key objectives. Stakeholders are dissatisfied with the amalgamation outcomes. This dissatisfaction would have been mitigated with better com

Published

Actions for Implementing Successful Amalgamations

Implementing Successful Amalgamations

Finance
Internal controls and governance
Management and administration
Project management
Service delivery
Shared services and collaboration

The Better Practice Guide (BPG) aims to provide guidance for those implementing an amalgamation. It provides a series of questions identifying what needs to be done to achieve a successful amalgamation following the formal announcement of the amalgamation and the Administrative Orders for the new arrangements being finalised. The BPG’s aim is to alert those managing an amalgamation to actions that should be considered. How the Guide is applied will depen

Published

Actions for Managing Departmental Amalgamations

Managing Departmental Amalgamations

Industry
Finance
Internal controls and governance
Management and administration
Project management
Service delivery
Shared services and collaboration

Both Commerce and DPI substantially achieved their stated amalgamation savings objectives as set by government. The departments are expected to achieve savings targets of about $150 million and $190 million respectively over their first four years. Our analysis indicates that there are two key factors in successful amalgamations. The first is effective early planning by departments based on clear objectives, supported by quick action. Second, significant