Reports
Actions for Managing growth in the NSW prison population
Managing growth in the NSW prison population
The Department of Justice has relied heavily on temporary responses to accommodate growing prisoner numbers according to a report released today by the Acting Auditor-General for New South Wales, Ian Goodwin.
At the time of this audit, the NSW Department of Justice (DOJ) was responsible for delivering custodial corrections services in New South Wales through its Corrective Services NSW division (Corrective Services NSW). From 1 July 2019, the Department of Family and Community Services and Justice will be responsible for these functions.
Within DOJ, Corrective Services NSW is responsible for administering sentences and legal orders through custodial and community-based management of adult offenders. Its key priorities are:
- providing safe, secure and humane management of prisoners
- reducing reoffending
- improving community safety and confidence in the justice system.
The prison population in New South Wales grew by around 40 per cent between 2012 to 2018, from 9,602 to 13,630 inmates. This rate of growth was higher than experienced prior to 2012. DOJ forecasts growth to continue over the short and longer-term.
DOJ has responded to inmate population growth by doubling-up and tripling-up the number of prison beds in cells, reactivating previously closed prisons, and a $3.8 billion program of new prison capacity. DOJ has also developed a long-term prison infrastructure strategy that projects long-term needs and recommended investments to meet these needs.
This audit assessed how efficiently and effectively DOJ is responding to growth in the NSW prison population. In this report, we have not analysed the sources of demand or recommended ways that custody may be avoided. These are largely government policy issues.
The Productivity Commission’s Report on Government Services outlines the performance indicator framework for corrective services in Australia (Appendix three). We have used measures from this framework to assess the efficiency and effectiveness of DOJ’s responses to prison bed capacity needs.
In this section, we analyse system-wide indicators as DOJ has not consistently published or reported data for individual correctional centres over the period of review.
Appendix one - Response from agency
Appendix two - Managing women in custody
Appendix three - Corrective services performance indicator framework
Appendix four - About the audit
Appendix five – Performance auditing
Parliamentary Reference: Report number #319 - released 24 May 2019
Actions for Firearms regulation
Firearms regulation
There are gaps in how the Firearms Registry administers the firearms licencing and registration scheme for existing licence holders, according to a report released today by the Auditor-General for New South Wales, Margaret Crawford. These gaps reduce the Registry’s effectiveness in regulating firearms use and ownership.
While the Firearms Registry has systems to promptly update details in the firearms register for changes in firearm ownership and for criminal or anti-social behaviour of licence holders, some key information, including addresses, is not accurate or up-to date. 'This exposes a critical gap in the Registry’s data on the location of licence holders and their firearms,' Ms Crawford said.
The Firearms Registry may also be making unsound or inconsistent administrative decisions due to a lack of clear internal policies and guidance. These decisions include licence suspensions or revocations, assessing reasons for the acquisition of firearms, and initiating enforcement actions for breaches by licence holders. Ms Crawford noted that 'these gaps mean the Registry cannot be confident it conducts aspects of its licencing activities effectively.'
The report’s recommendations aim to improve the integrity of the data in the register and ensure that the Firearms Registry is making sound and consistent decisions in regulating firearms use and ownership.
Firearms used by the general public in NSW are regulated through the Firearms Act 1996 (NSW) (the Act) and the Firearms Regulation 2017 (NSW) (Regulation). In October 2018, there were over 237,500 firearm licence holders and just over one million registered firearms in NSW.
The Act and Regulation reflect the National Firearms Agreement reached by all Australian jurisdictions in 1996 and confirmed in 2017. This Agreement sets out the minimum requirements for regulating firearms. The Act recognises that possessing and using firearms are privileges conditional on the overriding need to ensure public safety.
The NSW Police Force (NSW Police), which includes the Firearms Registry (the Registry), is responsible for administering the Act and Regulation, and for operating the NSW firearms licensing and registration scheme. Relevant third parties such as approved clubs, firearms dealers and shooting ranges also carry some administrative and oversight responsibilities under the Act and Regulation.
The role of the Registry includes administering the following requirements under the Act and Regulation that are relevant to this audit:
- licence conditions
- licence suspensions and revocations
- initiating seizure of firearms
- assessing permits to acquire firearms
- administering the good reason test
- maintaining the register of firearms
- approving alternative safe storage arrangements.
The Registry's other activities identified in this report support its regulatory responsibilities under the NSW Government framework for better regulation.
This audit assessed how well the Registry administers the requirements of the Act and Regulation for existing firearms licence holders. To effectively administer these requirements, the Registry should have:
- a reliable database that supports the firearms licensing and registration scheme
- appropriate risk-based policies and procedures for the Registry’s operation that are consistent with the Act and Regulation.
We did not assess the Registry’s processes in assessing and issuing firearms licences to new applicants or renewing licences of existing licence holders. We also did not examine the administrative actions conducted by police officers who are not part of the Registry.
See Section 1 for details on the role of the Registry. See Appendix six for details of the audit.
The Registry is promptly advised of the sale of firearms or potential criminal or anti-social behaviour activity of licence holders and it promptly updates relevant information in the register.
Licence holders do not always advise the Registry of their address changes within the time required. The Registry does not have processes to efficiently identify these changes if not advised. This exposes a critical gap in the Registry's data on the location of some firearms. While the Registry has implemented a number of programs for checking the accuracy of data in the register, some of these programs have either ceased or been severely curtailed. For example, the Registry was conducting various checks on the accuracy of the data relating to the description of firearms in the register and correcting errors. These checks ceased after July 2017, with only around 50 per cent of the register checked.
There is an increased risk of the Registry making unsound or inconsistent administrative decisions.
The Registry lacks appropriate policies and guidance for important administrative decisions and sanctions. These include making decisions about licence suspensions and revocations, assessing good reasons for acquiring firearms, and initiating some enforcement actions. There is also limited review of these critical decisions.
The Commissioner of Police’s response to this report (Appendix one) indicates he disagrees with some of our findings and recommendations based on his view that the firearms licensing and registration scheme is a ‘co-regulatory model’. The conclusion and recommendations of this report are based on the provisions in the Act which indicate that the Commissioner, and through him the NSW Police Force (including the Firearms Registry), is the responsible regulator. We acknowledge that other stakeholders have obligations to undertake certain actions in accordance with the Act and Regulation. This is further discussed below.
To effectively administer the requirements of the Act and Regulation, the register that supports the firearms licensing and registration scheme should have readily accessible, accurate and up-to-date information regarding the status of licence holders and registered firearms.
Appendix one - Response from agency
Appendix two - Reasons for firearms licences to be suspended or revoked
Appendix three - Licence holder obligations
Appendix four - Firearms licence categories
Appendix five - Firearms distribution
Appendix six - About the audit
Appendix seven - Performance auditing
Parliamentary reference - Report number #315 - released 28 February 2019
Actions for Implementing Asset Management Reforms
Implementing Asset Management Reforms
Hospitals, schools, public housing, roads, bridges, buses and trains are just some of the assets used by government in providing services to citizens.
The NSW Government’s asset base is impressive in size - with a value of around $167 billion and with government plans to spend around $8 billion acquiring or replacing assets in the current year. Another $2 billion is spent each year on maintenance.
Good asset management is very important to government; even a small efficiency gain in this area can provide significant returns. Good practice by those responsible for managing assets can improve reliability, extend asset life, save on maintenance costs and aid in identifying and disposing of unnecessary or non-performing assets.
Improving the NSW public sector’s approach to asset management has been on the reform agenda for at least a decade. Changes in practice have been accelerated more recently by integrating asset management policy with the budget process.
In this audit we examined NSW Treasury’s efforts to improve asset management practices in the public sector and the progress made by 3 agencies - the Department of Corrective Services, NSW Fire Brigades and the Powerhouse Museum - towards better managing their asset portfolios.
This report informs Parliament and the community on progress to date and what more needs to be done to ensure that agencies manage assets effectively and achieve best value.
Parliamentary reference - Report number #143 - released 12 October 2005
Actions for Managing and Measuring Success: Department of Juvenile Justice
Managing and Measuring Success: Department of Juvenile Justice
Criminal or anti-social juvenile behaviour affects us all. Some of us may be victims of juvenile crime, some may be apprehensive about their personal safety, while others may know of young people who have been in trouble with the law. And, as taxpayers, all of us contribute to the costs of juvenile justice.
Currently about one in every 200 young people in NSW is convicted of a crime each year. The Department of Juvenile Justice works with these young offenders to help them fit back into society and lead a life free of crime.
This is not an easy task. Young offenders are often difficult to help. Many come from disadvantaged backgrounds and may have had poor parental supervision. They may have achieved little at school, have poor work prospects and psychological problems, and be part of an anti-social peer group.
While the Department of Juvenile Justice has prime responsibility, agencies in the justice and welfare systems need to work closely together to tackle these complex and diverse issues. They ultimately desire the same result for young offenders – progression to a well-adjusted, crime-free adulthood.
The report highlights the challenges facing all those who work with young offenders - youth workers, police officers, magistrates, health workers and teachers. Achieving the best possible outcome for these young people will help bring about safer and more harmonious communities for us all.
This is the first of two audits in our current performance audit program that deals with young offenders. We examined how the Department of Juvenile Justice measures performance, and whether staff have adequate information to make sound planning decisions and recommend appropriate interventions for young offenders.
Our next audit, starting later in 2005, will review whether relevant government agencies effectively coordinate the management of young offenders.
Parliamentary reference - Report number #142 - released 14 September 2005
Actions for In-year Monitoring of the State Budget
In-year Monitoring of the State Budget
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 financial position are understood and corrective action is undertaken.
This audit dealt primarily with the second of these objectives.
Budget monitoring involves both agencies and Treasury working together to quickly identify factors that might impact the budget, to clearly understand the implications for their budget position and to take any remedial action needed.
Poor monitoring may reduce the confidence that stakeholders have in the government’s financial management. It may mean that government decisions made in- year or for the following budget (for example on tax measures or spending increases/savings) are based on an incorrect understanding of the State’s true financial position.
I hope that this Report provides some useful insights that will assist in better monitoring.
Parliamentary reference - Report number #141 - released 28 July 2005
Actions for Coordination of Rescue Services
Coordination of Rescue Services
Nearly 11,000 rescues are carried out each year in New South Wales, the majority involving motor vehicle accidents.
In metropolitan areas we have three emergency services providing general land rescue - NSW Police, the Ambulance Service and the NSW Fire Brigades. The two volunteer services, the State Emergency Service and the Volunteer Rescue Association, generally cover the remainder of the State.
Rescue arrangements in NSW are different to all other mainland states. Elsewhere, the trend in metropolitan areas has been towards consolidation with only one provider of rescue services.
The State Rescue Board of NSW was set up in 1989. Its primary role is to ensure efficient and effective rescue services are maintained throughout the State.
In this audit we examined how well placed the Board was to provide assurance to Parliament and the community that the organisation of rescue services in NSW best serves those in need of rescuing.
NSW deserves a clear and unequivocal answer on such an important issue. However, the issues are complex, often strongly argued, and generally there is insufficient relevant information upon which to make judgements about performance and value. This report outlines a way forward.
Parliamentary reference - Report number #140 - released 20 July 2005
Actions for Follow-up of Performance Audit: Collecting Outstanding Fines and Penalties
Follow-up of Performance Audit: Collecting Outstanding Fines and Penalties
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.
In this follow-up audit, we examine changes following our April 2002 report on how well the State Debt Recovery Office (under the Office of State Revenue) was collecting outstanding fines and penalties.
Parliamentary reference - Report number #132 - released 17 March 2005