Appendix 1: Our Strategic Plan
Appendix 1: Our strategic planThe Executive Management Group (Executive) endorsed our Strategic Plan in February 2016. The new Auditor General and our Executive team areworking towards a full review of our existing Strategic Plan (page 23) to take into account evolving priorities for the OAG. This includes the 2018-19activities highlighted throughout this report. We are aiming to have completed this review by the end of 2018.Our people – motivated, innovative, collaborative, accountable, valued, skilled, knowledgeableOutcomesAn appropriately skilled workforce capable ofmeeting current and future business needsHigh performing people who contribute tostrategic objectivesA work environment that is recognised as aworkplace of choiceStrategies Maintain an environment where learning opportunities are readily available; employees actively pursue learning;and acquired learning can be applied Maintain a meaningful employee performance review process Ensure lexible and adaptive recruitment, contracting and employment arrangements to match work skills withdemand Invest in organisational capability that will give the OAG a long-term beneit Empower staf to complete all of their responsibilities on an audit or business project Encourage innovation and acknowledge staf for being innovative in their approach Assist staf wishing to undertake relevant further studies Provide opportunities for professional growth within the OAG Provide national and international secondment opportunities Ensure a safe and healthy working environmentOice of the Auditor General – Annual Report 2017-18129
Our products – value for money, timely, relevant, accurate, quality, innovativeOutcomesStrategiesTimely, relevant and quality reports on publicsector performance and accountability Table reports on time and on budget Use benchmarking to ensure audit costs relect value for money Produce reports that are considered valuable and relevant to Parliament Ensure that the right audit product (broad scope/narrow scope/AGBA) is selected to achieve value for money Include consideration of topics important to Parliament and agencies when developing forward audit program Ensure clearly articulated and accessible report indings and recommendationsValue for money reporting that addresses issuesof public interestReports and opinions that lead to improvedpublic sector performance and accountabilityOur tools – robust, eicient, user-friendly, lexible, agile, reliant, compliantOutcomesStrategies Eicient, efective and responsive businessoperations that meet current and emerging needs Sound information systems that supportoperational needsSound inancial management of our businessAudit methodology tools are current, reliable andcompliant130Work within a framework and governance structure which is current and efectiveRespond efectively to changes in our environment by maintaining a strategic focusMaintain an appropriate and efective approach to risk management Ensure accurate and reliable technical advice is available Ensure IT systems are eicient, efective and supported Capitalise where possible on our existing systems to improve our business operations Have an approach to IT that recognises and addresses operational and strategic business requirements Continuously improve internal and external accessibility and useability of our tools Maintain a strong, sound and transparent inancial management approach Use accurate business data that informs management decision-making Continuously improve our processes to ensure quality and compliance of internal inancial management practices Ensure our methodology remains current and compliantOice of the Auditor General – Annual Report 2017-18
Our approach – consistent, fair and balanced, independent, transparent, pragmatic, professional, contemporaryOutcomesStrategiesAudits completed in accordance with auditingand professional standards Maintain a contemporary and quality audit approach All reports to go through the OAG quality framework Communicate, consult and develop quality relationships with clients Further enhance transparency and accountability of our topic selection process and outcomes Continuously reinforce to staf the OAG principles of independence, integrity and impartiality Maintain an awareness of the external perception of the OAG Set clear expectations and communicate our role and purpose to Parliament, agencies and the community Identify and implement strategies to address Parliament’s needs and expectations Prepare for performance and legislative reviewsRelationships with audit clients professionallymanagedOur reputation for independence, integrity andimpartiality is maintainedA well informed Parliament and publicOice of the Auditor General – Annual Report 2017-18131
Appendix 2: Financial audit clients 2017-18Audits under FinancialManagement Act 2006DepartmentsCommissioner for Equal OpportunityDepartment for Child Protection andFamily SupportDepartment of Aboriginal AfairsDepartment of Agriculture and FoodDepartment of Biodiversity, Conservationand AttractionsDepartment of CommerceDepartment of CommunitiesDepartment of Corrective ServicesDepartment of Culture and the ArtsDepartment of EducationDepartment of Education ServicesDepartment of Environment RegulationDepartment of FinanceDepartment of Fire and EmergencyServicesDepartment of FisheriesDepartment of HealthDepartment of HousingDepartment of Jobs, Tourism, Scienceand InnovationDepartment of JusticeDepartment of LandsDepartment of Local Government andCommunitiesDepartment of Local Government, Sportand Cultural Activities132Department of Mines and PetroleumDepartment of Mines, Industry Regulationand SafetyDepartment of Parks and WildlifeDepartment of PlanningDepartment of Planning, Lands andHeritageDepartment of Primary Industry andRegional DevelopmentDepartment of Racing, Gaming andLiquorDepartment of Regional DevelopmentDepartment of Sport and RecreationDepartment of State DevelopmentDepartment of the Attorney GeneralDepartment of the Legislative AssemblyDepartment of the Legislative CouncilDepartment of the Premier and CabinetDepartment of the Registrar, WesternAustralian Industrial RelationsCommissionDepartment of the State Heritage OiceDepartment of Training and WorkforceDevelopmentDepartment of TransportDepartment of TreasuryDepartment of WaterDepartment of Water and EnvironmentRegulationGovernor’s EstablishmentMental Health CommissionOice of the Commissioner for Childrenand Young PeopleOice of the Auditor General – Annual Report 2017-18Oice of the Director of PublicProsecutionsOice of Emergency ManagementOice of the Environmental ProtectionAuthorityOice of the Government ChiefInformation OicerOice of the Information CommissionerOice of the Inspector of CustodialServicesParliamentary Commissioner forAdministrative InvestigationsParliamentary Services DepartmentPolice ServicePublic Sector CommissionRoad Safety CommissionWestern Australian Electoral CommissionStatutory authoritiesAgricultural Produce CommissionAnimal Resources AuthorityBotanic Gardens and Parks AuthorityBuilding and Construction IndustryTraining BoardCentral Regional TAFEChemistry Centre (WA)Child and Adolescent Health ServiceCombat Sports CommissionCommissioner of Main RoadsConstruction Industry Long Service LeavePayments BoardCorruption and Crime CommissionCountry High School Hostels AuthorityCountry Housing AuthorityCurtin University of TechnologyDisability Services CommissionEast Metropolitan Health ServiceEconomic Regulation AuthorityEdith Cowan UniversityFire and Emergency ServicesSuperannuation BoardForest Products CommissionGaming and Wagering Commission ofWestern AustraliaGascoyne Development CommissionGold CorporationGoldields-Esperance DevelopmentCommissionGovernment Employees SuperannuationBoardGreat Southern DevelopmentCommissionHealth and Disability Services ComplaintsOiceHealth Support ServicesHeritage Council of Western AustraliaHousing AuthorityInsurance Commission of WesternAustraliaKeep Australia Beautiful Council (W.A.)Kimberley Development CommissionLandcare TrustLaw Reform Commission of WesternAustraliaLegal Aid Commission of WesternAustraliaLegal Contribution TrustLegal Costs Committee
Local Health Authorities AnalyticalCommitteeLotteries CommissionMetropolitan Cemeteries BoardMetropolitan Redevelopment AuthorityMid West Development CommissionMinerals Research Institute of WesternAustraliaMurdoch UniversityNorth Metropolitan Health ServiceNorth Metropolitan TAFENorth Regional TAFEParliamentary Inspector of the Corruptionand Crime CommissionPeel Development CommissionPerth Market AuthorityPerth Theatre TrustPilbara Development CommissionProfessional Standards CouncilPublic Transport Authority of WesternAustraliaPublic TrusteeQuadriplegic Centre BoardRacing and Wagering Western AustraliaRacing Penalties Appeal Tribunal ofWestern AustraliaRottnest Island AuthorityRural Business Development CorporationSchool Curriculum and StandardsAuthorityScreenWest IncSmall Business Development CorporationSouth Metropolitan Health ServiceSouth Metropolitan TAFESouth West Development CommissionState Supply CommissionSwan Bells Foundation IncThe Aboriginal Afairs Planning AuthorityThe Anzac Day TrustThe Board of the Art Gallery of WesternAustraliaThe Burswood Park BoardThe Coal Miners’ Welfare Board ofWestern AustraliaThe Library Board of Western AustraliaThe National Trust of Australia (W.A.)The Queen Elizabeth II Medical CentreTrustThe University of Western AustraliaThe Western Australian MuseumTrustees of the Public EducationEndowmentWA Country Health ServiceWestern Australian Building ManagementAuthorityWestern Australian Coastal ShippingCommissionWestern Australian Energy DisputesArbitratorWestern Australian Greyhound RacingAssociationWestern Australian Health PromotionFoundationWestern Australian Institute of SportWestern Australian Land InformationAuthorityWestern Australian Meat IndustryAuthorityWestern Australian Planning CommissionWestern Australian Sports Centre TrustWestern Australian Tourism CommissionWestern Australian Treasury CorporationWheatbelt Development CommissionWorkCover Western Australia AuthorityZoological Gardens AuthoritySubsidiariesAdvara LtdGoldmaster Enterprises Pty LtdHomeswest Loan Scheme TrustInnovative Chiropractic Learning Pty LtdKeystart Bonds LimitedKeystart Housing Scheme TrustKeystart Loans LimitedKeystart Support TrustMurdoch College Properties Pty LtdMurdoch Retirement Services LtdMurdoch University FoundationMurdoch University Veterinary CentreTrustThe University Club of Western AustraliaPty LtdUWA Accommodation Services Pty LtdUWA Sort Pty LtdRequest auditsAlan and Iris Peacocke ResearchFoundationPerth USAsia Centre Pty LtdTertiary Institutions Service Centre (Inc)The Delegate to the Queen Elizabeth IIMedical Centre TrustAudits under otherlegislationCemeteries Act 1986Albany Cemetery BoardBunbury Cemetery BoardChowerup Cemetery BoardDwellingup Cemetery BoardGeraldton Cemetery BoardKalgoorlie-Boulder Cemetery BoardPort Authorities Act 1999Fremantle Port AuthorityKimberley Ports AuthorityMid West Ports AuthorityPilbara Ports AuthoritySouthern Ports AuthorityOther legislationAnnual Report on State FinancesBunbury Water CorporationBusselton Water CorporationHorizon Power – Regional PowerCorporationIndependent Market OperatorSynergy – Electricity Generation andRetail CorporationWater CorporationWestern Australian Land AuthorityWestern Power – Electricity NetworksCorporationSubsidiariesVinalco Energy Pty LtdVinalco Energy TrustOice of the Auditor General – Annual Report 2017-18133
Local Government audits2017-18Belmont CityBrookton ShireBruce Rock ShireBunbury CityBunbury-Harvey RegionalCouncilCambridge TownCapel ShireCockburn CityCottesloe TownCranbrook ShireCue ShireCunderdin ShireDandaragan ShireDenmark ShireEastern Metropolitan RegionalCouncilExmouth ShireJerramungup ShireJoondalup CityKalgoorlie-Boulder CityKellerberrin ShireKondinin ShireKoorda ShireLaverton ShireMenzies ShireMoora ShireMorawa ShireNarrogin ShireNorthampton ShireNungarin ShirePerenjori Shire134Perth CityPilbara Regional CouncilRavensthorpe ShireRivers Regional CouncilRockingham CitySandstone ShireSouth Perth CityStirling CityTammin ShireThree Springs ShireWanneroo CityWest Arthur ShireWoodanilling ShireWyalkatchem ShireYalgoo ShireYork Shire2018-19Albany CityAshburton ShireBassendean TownBayswater CityBoddington ShireBoyup Brook ShireBridgetown-Greenbushes ShireBroome ShireBusselton CityCanning CityCarnamah ShireChristmas Island ShireClaremont TownCocos (Keeling) Islands ShireCoorow ShireOice of the Auditor General – Annual Report 2017-18Corrigin ShireCuballing ShireDalwallinu ShireDerby-West Kimberley ShireDonnybrook-Balingup ShireDowerin ShireDundas ShireEast Fremantle TownFremantle CityGnowangerup ShireGoomalling ShireGosnells CityGreater Geraldton CityHalls Creek ShireIrwin ShireKalamunda ShireKarratha CityKatanning ShireKojonup ShireKulin ShireKwinana CityLake Grace ShireMeekatharra ShireMelville CityMerredin ShireMingenew ShireMosman Park TownMount Magnet ShireMukinbudin ShireMundaring ShireMurchison Regional VerminCouncilMurchison ShireNannup ShireNedlands CityNortham ShirePeppermint Grove ShirePingelly ShireSerpentine-Jarrahdale ShireSouthern Metropolitan RegionalCouncilSubiaco CitySwan CityTamala Park Regional CouncilUpper Gascoyne ShireVictoria Park TownVictoria Plains ShireVincent CityWagin ShireWestern Metropolitan RegionalCouncilWestonia ShireWickepin ShireWilliams Shire2019-20Armadale CityAugusta-Margaret River ShireBeverley ShireBroomehill-Tambellup ShireCarnarvon ShireChapman Valley ShireChittering ShireCoolgardie ShireDardanup ShireDumbleyung ShireHarvey ShireLeonora ShireManjimup ShireMindarie Regional CouncilMount Marshall ShireMurray ShireNarembeen ShirePort Hedland TownShark Bay ShireTrayning Shire2020-21Collie ShireEast Pilbara ShireEsperance ShireGingin ShireKent ShireMandurah CityNgaanyatjarraku ShirePlantagenet ShireQuairading ShireToodyay ShireWandering ShireWaroona ShireWiluna ShireWongan-Ballidu ShireWyndham-East Kimberley ShireYilgarn Shire
Appendix 3: GlossaryAccountability is traditionallyestablished when Parliamentconfers responsibility on publicsector agencies to account througha Minister of the Crown for all thatis done in the exercise of theirauthority, the manner in which it isdone and the ends sought to beachieved.Across governmentbenchmarking audits (AGBA)build on the annual assuranceaudits and are aimed at providingan indication to Parliament andagency management of howagencies are performing relative toeach other on selected key controlactivities.Agency means a department,a sub-department or a statutoryauthority as deined in the FinancialManagement Act 2006.Annual Report on StateFinances is a report prepared inaccordance with the GovernmentFinancial Responsibility Act2000 that provides the state’spublic sector inancial results forthe inancial year and outlinesmaterial diferences between theseresults and the inancial forecastscontained in the State Budget forthat inancial year.Assurance audit or inancial auditis audit work performed to enablean opinion to be expressed on theinancial statements of an entity. Formost entities, it also includes auditwork to enable an opinion to beexpressed on their controls and keyperformance indicators.Audit includes to examine,investigate, inspect and review.Auditor General’s report isthe vehicle used to report toParliament the results of auditsand examinations conducted undersections 12 to 20 of the AuditorGeneral Act 2006.Clear audit opinion is expressedwhen the audit concludes, basedon the audit evidence obtained,that, in all material respects, theinancial statements are free frommaterial misstatement, the keyperformance indicators are relevantand appropriate and fairly representindicated performance, or controlsare adequate.Compliance audits are audits thatprovide information about agencycompliance with legislation, publicsector policies and good practice.Corporatised entities operateunder enabling legislation in asimilar manner to companies underthe Corporations Act 2001.Department means a departmentof the public sector establishedunder the Public SectorManagement Act 1994.Efectiveness indicators are keyperformance indicators that provideinformation on the extent to whichagency level government desiredoutcomes have been achieved, orcontributed to, through the deliveryof services.Eiciency indicators are keyperformance indicators thatgenerally relate services to thelevel of resource inputs required todeliver them.Financial statements area structured set of inancialinformation including explanatorynotes derived from accountingrecords to communicate for aperiod of time an entity’s inancialperformance and cash lows,and at a point of time its inancialposition, that is useful to a widerange of users in making economicdecisions.Focus area audit are audits whichassess how well agencies performcommon business practices andrelated controls. They are carriedout as an extension of our annualinancial audits.A follow-up audit reviews theextent to which recommendationsfrom the previous performance audithave been implemented, generally3 to 5 years after tabling a report.A follow-on audit examinesthe progress in implementingrecommendations from a previousreport and has additional scopein covering signiicant issues ordevelopments in the area or activity.Key performance indicator(KPI) is information aboutcritical or material aspects ofservice performance or outcomeachievement.Key performance indicatoraudit is an audit performed toenable an opinion to be expressedabout whether or not the keyperformance indicators are relevantand appropriate having regard totheir purpose and fairly representindicated performance.Oice of the Auditor General – Annual Report 2017-18135
Management letter is a letter tosenior management of an agency orother entity that conveys the auditindings and results of an audit. Itmay include recommendations forimprovements in controls and othermatters.Statutory authority meansa person or body speciied inSchedule 1 of the FinancialManagement Act 2006. Theseagencies are established byParliament under legislation forspeciied purposes.Matters of signiicance (MoS)are the ‘key messages’ in AuditorGeneral’s reports deined as theissues a general parliamentaryreader would take away from thereport after the detail of speciicindings and recommendations hasreceded into the background.Sub-department means an entityin respect of which a declarationunder section 56(2) of the FinancialManagement Act 2006 has efect.Outcomes are the efect, impact,result on or consequence for thecommunity, environment or targetclients of government services.Treasurer’s Instructions areprescribed requirements at aminimum level with respect tomatters of inancial administrationthat have the force of law andmust be observed by public sectoragencies under the FinancialManagement Act 2006.Performance audits are auditsthat examine eiciency andefectiveness of public sectoragencies or speciic areas withinan agency or across a number ofagencies.Service means the supply of anactivity or good to a user externalto the entity providing the service.Services comprise programs andoutputs.136Oice of the Auditor General – Annual Report 2017-18
Over 180 years of audit in Western AustraliaThe origins of the OAG date back to the irst months of settlement of the Swan River colony in1829. In May, before even landing on shore, Captain Stirling formed ‘a Board of Counsel and Auditin the management of the property of the Crown, and of public property within the settlement’.2018Caroline Spencer2007Colin Murphy1991Des Pearson1987Alan Smith1982William Rolston1975Alan Tonks1969Will AdamsThe Swan River Colony’s irst Auditor, Captain Mark Currie, was appointed 1 July 1831, paid 300pounds per annum, and was responsible to the Colonial Oice through the Governor.1968Ormond BoyerWestern Australia has had 19 Auditors General. The current Audit
Oice of the Auditor General – Annual Report 2017-18 131 Our approach – consistent, fair and balanced, independent, transparent, pragmatic, professional, contemporary . Carnarvon Shire Chapman Valley Shire Chittering Shire Coolgardie Shire Dardanup Shire Dumbleyung Shire Harvey Shire Leonora Shire Manjimup Shire
Issue of orders 69 : Publication of misleading information 69 : Attending Committees, etc. 69 : Responsibility 69-71 : APPENDICES : Appendix I : 72-74 Appendix II : 75 Appendix III : 76 Appendix IV-A : 77-78 Appendix IV-B : 79 Appendix VI : 79-80 Appendix VII : 80 Appendix VIII-A : 80-81 Appendix VIII-B : 81-82 Appendix IX : 82-83 Appendix X .
Appendix G Children's Response Log 45 Appendix H Teacher's Journal 46 Appendix I Thought Tree 47 Appendix J Venn Diagram 48 Appendix K Mind Map 49. Appendix L WEB. 50. Appendix M Time Line. 51. Appendix N KWL. 52. Appendix 0 Life Cycle. 53. Appendix P Parent Social Studies Survey (Form B) 54
section 9 finance 74 appendices appendix 1 argyll and bute strategic objectives appendix 2 national health and wellbeing outcomes appendix 3 argyll and bute health and social care needs assessment information sources appendix 4 national strategic drivers appendix 5 housing contribution statement 2019/20 - 2021/22 appendix 6 glossary
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
Strategic Plan and the process . used to create the Plan in four sections: 1. The Process: An overview of the process used to create the Strategic Plan. 2. Strategic Insights: A summary of the six insights that provided a foundation for the development of the Strategic Plan. 3. Strategic Plan Overview: A one-page summary of the Strategic Plan. 4.
Strategic Improvement Plan 2017-2020 Page 1 Strategic Improv. Plan Strategic Improvement Plan Template Forsyth County Schools Strategic Plan Goal Area Culture and Climate Forsyth County Schools Strategic Plan Performance Objective #1 Acquire, develop, and retain excellent staff for
Appendix H Forklift Operator Daily Checklist Appendix I Office Safety Inspection Appendix J Refusal of Workers Compensation Appendix K Warehouse/Yard Inspection Checklist Appendix L Incident Investigation Report Appendix M Incident Investigation Tips Appendix N Employee Disciplinary Warning Notice Appendix O Hazardous Substance List
Business Plan 2012-13 3 Foreword from the Chairman and the Chief Executive 4 About us 5 Our strategic aims 2012-136 Strategic aim 1: Continuing to deliver our service 8 Strategic aim 2: Developing solutions for the future 10 Strategic aim 3: Engaging with others 12 Strategic aim 4: Supporting our people 14 Strategic aim 5: Delivering sound governance 16
