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 spend over $73 billion on programs to deliver services.

Parliamentary reference - Report number #277 - released 3 November 2016

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 Plan target date of 2015. This is because riverine ecosystems do not respond rapidly to change in the environment. A long period of time is required to collect sufficient data to establish a baseline for all indicators being used and to determine trends, particularly given the prolonged drought.

Parliamentary reference - Report number #180 - released 21 May 2008

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 communication.The Authority’s approach to implementing the amalgamation varied from that originally proposed by government. But it did not record the changed approach in an amalgamation plan.

Parliamentary reference - Report number #178 - released 3 April 2008

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 synergies in service delivery can be achieved when departments with similar services and customers are amalgamated. The Department of Primary Industries is an example.

Parliamentary reference - Report number #175 - released 5 March 2008

The Department of Primary Industries (DPI) has a crucial role in assisting the irrigation industry to respond to the conflicting demands placed upon the state’s water resources. The State Plan emphasises the importance of water to agriculture, and gives DPI responsibility to use its training programs to help farmers continue to increase water use efficiency. DPI needs to work closely with agencies with which it shares responsibilities in the State Plan to ensure that its water use efficiency activities contribute to the State Plan goals. It needs to work closely with Treasury to document the services it will require to do this, the resources which will be needed, and how its success will be measured. This will ensure that DPI is well placed to continue to assist the NSW farming industry to adapt and survive periods of reduced water availability. 

Parliamentary reference - Report number #172 - released 21 November 2007

The implementation of the Ovine Johne's Disease (OJD) program in New South Wales has been prolonged and difficult. In our view, the OJD Program in New South Wales has experienced two major difficulties with its implementation: the lack of a strategic approach to program management, and an ill-defined governance structure. Both the NSW Government and industry need to be better organised and improve the planning, direction and co-ordination of the OJD Program and future programs.

Parliamentary reference - Report number #107 - released 26 February 2003

The Audit Office is of the opinion that while planning, surveillance and response issues remain unresolved, the State is at significant risk from large-scale emergencies such as might occur with foot-and-mouth disease. Actions by NSW Agriculture since the Newcastle disease emergency at Mangrove Mountain in 1999 have positioned the State to manage better emergency animal diseases. Many of these actions have been pursued within the context of national agreements and programs.

Parliamentary reference - Report number #96 - released 8 May 2002

The Audit Office recognises that TAFE NSW has undergone significant change in the last decade in order to improve service delivery. Whilst the focus of change has been TAFE NSW's core educational role, administration has also benefited. The Quality Management Systems introduced by the Institutes are an example.

The Audit Office is of the opinion that TAFE NSW needs a means by which the efficiency and effectiveness of administrative functions can be assessed notwithstanding initiatives by certain Institutes to introduce monitoring, benchmarking and reporting of administration. In the interests of accountability, TAFE NSW requires the establishment of a common performance reporting framework for administration in each Institute and across Institutes. Along with other key result areas of TAFE NSW’s operations, a reporting framework would better able the TAFE Commission Board (the Board) to inform the Minister for Education, in compliance with the Act, of the efficiency and effectiveness of the administrative functions.

Parliamentary reference - Report number #79 - released 6 February 2001