Our People – Motivated, Innovative, Collaborative .
Appendix 1: Our strategic planAppendix 1:Our strategic planOur Executive team has reviewed our existing strategic plan (page 19) and confirmed the actions, measures and targets remain relevant and current.This includes the 2018-2019 activities highlighted throughout this report.As we are entering the fourth year of our 5-year strategic plan we will start focusing on a new strategic plan in the next 12-months. We will review ourdesired outcomes and strategic direction, ensuring our strategies and actions are relevant and contemporary.Our people – motivated, innovative, collaborative, accountable, valued, skilled, knowledgeableOutcomesStrategiesAn appropriately skilledworkforce capable of meetingcurrent and future businessneeds Maintain an environment where learning opportunities are readily available; employees activelypursue learning; and acquired learning can be applied Maintain a meaningful employee performance review process Ensure flexible and adaptive recruitment, contracting and employment arrangements to match workskills with demandHigh performing people whocontribute to strategic objectives Invest in organisational capability that will give the OAG a long-term benefit Empower staff to complete all of their responsibilities on an audit or business project Encourage innovation and acknowledge staff for being innovative in their approach Assist staff 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 environmentA work environment that isrecognised as a workplace ofchoiceAppendix 2:Financial auditclients 2018-19Appendix 3:AcronymsAppendix 4:GlossaryOffice of the Auditor General Annual Report 2018-2019128
Appendix 1:Our strategic planOur tools – robust, efficient, user-friendly, flexible, agile, reliant, compliantOutcomesStrategiesEfficient, effective and responsive business operations that meet current and emerging needs Sound information systems thatsupport operational needsSound financial management ofour businessAudit methodology tools arecurrent, reliable and compliantWork within a framework and governance structure which is current and effectiveRespond effectively to changes in our environment by maintaining a strategic focusMaintain an appropriate and effective approach to risk management Ensure accurate and reliable technical advice is available Ensure IT systems are efficient, effective 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 businessrequirements Continuously improve internal and external accessibility and useability of our tools Maintain a strong, sound and transparent financial management approach Use accurate business data that informs management decision-making Continuously improve our processes to ensure quality and compliance of internal financial managementpractices Ensure our methodology remains current and compliantAppendix 2:Financial auditclients 2018-19Appendix 3:AcronymsAppendix 4:GlossaryOffice of the Auditor General Annual Report 2018-2019129
Appendix 1:Our strategic planOur approach – consistent, fair and balanced, independent, transparent, pragmatic, professional, contemporaryOutcomesStrategiesAudits completed in accordancewith auditing and professionalstandards Maintain a contemporary and quality audit approachAll reports to go through the OAG quality frameworkRelationships with audit clientsprofessionally managed Communicate, consult and develop quality relationships with clientsOur reputation for independence, integrity and impartiality is maintained Further enhance transparency and accountability of our topic selection process and outcomesA well informed Parliament andpublic Set clear expectations and communicate our role and purpose to Parliament, agencies and thecommunity Identify and implement strategies to address Parliament’s needs and expectations Prepare for performance and legislative reviewsContinuously reinforce to staff the OAG principles of independence, integrity and impartialityAppendix 2:Financial auditclients 2018-19Maintain an awareness of the external perception of the OAGOur products – value for money, timely, relevant, accurate, quality, innovativeOutcomesStrategiesTimely, relevant and qualityreports on public sectorperformance and accountability Table reports on time and on budgetValue for money reporting thataddresses issues of publicinterest Use benchmarking to ensure audit costs reflect value for money Produce reports that are considered valuable and relevant to Parliament Ensure that the right audit product (broad scope/narrow scope/focus) is selected to achieve valuefor moneyReports and opinions thatlead to improved public sectorperformance and accountability Include consideration of topics important to Parliament and agencies when developing forwardaudit program Ensure clearly articulated and accessible report findings and recommendationsAppendix 3:AcronymsOffice of the Auditor General Annual Report 2018-2019Appendix 4:Glossary130
Appendix 2: Financial audit clients 2018-19Audits under FinancialManagement Act 2006DepartmentsCommissioner for Equal OpportunityDepartment of Biodiversity, Conservationand AttractionsDepartment of CommunitiesDepartment of EducationDepartment of FinanceDepartment of Fire and EmergencyServicesDepartment of HealthDepartment of Jobs, Tourism, Science andInnovationDepartment of JusticeDepartment of Local Government, Sportand Cultural ActivitiesDepartment of Mines, IndustryRegulation and SafetyDepartment of Planning, Lands andHeritageDepartment of the Registrar, WesternAustralian Industrial RelationsCommissionBotanic Gardens and Parks AuthorityDepartment of Training and WorkforceDevelopmentCentral Regional TAFEChemistry Centre (WA)Child and Adolescent Health ServiceDepartment of TreasuryCombat Sports CommissionDepartment of Water and EnvironmentRegulationCommissioner of Main RoadsConstruction Industry Long Service LeavePayments BoardGovernor’s EstablishmentMental Health CommissionOffice of the Commissioner for Children andYoung PeopleCountry Housing AuthorityCurtin University of TechnologyOffice of the Government Chief InformationOfficerDisability Services CommissionEast Metropolitan Health ServiceOffice of the Information CommissionerEconomic Regulation AuthorityOffice of the Inspector of Custodial ServicesEdith Cowan UniversityParliamentary Commissioner forAdministrative InvestigationsFire and Emergency ServicesSuperannuation BoardParliamentary Services DepartmentForest Products CommissionPolice ServiceGaming and Wagering Commission ofWestern AustraliaDepartment of the Legislative AssemblyStatutory authoritiesWestern Australian Electoral CommissionAgricultural Produce CommissionAppendix 2:Financial auditclients 2018-19Corruption and Crime CommissionOffice of the Director of Public ProsecutionsPublic Sector CommissionDepartment of the Premier and CabinetBuilding and Construction Industry TrainingBoardDepartment of TransportDepartment of Primary Industries andRegional DevelopmentDepartment of the Legislative CouncilAppendix 1:Our strategic planAppendix 3:AcronymsGascoyne Development CommissionGold CorporationGoldfields-Esperance DevelopmentCommissionAppendix 4:GlossaryAnimal Resources AuthorityOffice of the Auditor General Annual Report 2018-2019131
Government Employees SuperannuationBoardParliamentary Inspector of the Corruptionand Crime CommissionThe Coal Miners’ Welfare Board of WesternAustraliaGreat Southern Development CommissionPeel Development CommissionThe Library Board of Western AustraliaHealth and Disability Services ComplaintsOfficePerth Theatre TrustThe National Trust of Australia (W.A.)Health Support ServicesPilbara Development CommissionProfessional Standards CouncilThe Queen Elizabeth II Medical CentreTrustThe University of Western AustraliaHousing AuthorityPublic Transport Authority of WesternAustraliaThe Western Australian MuseumInsurance Commission of Western AustraliaPublic TrusteeKeep Australia Beautiful Council (W.A.)Quadriplegic CentreTrustees of the Public EducationEndowmentKimberley Development CommissionRacing and Wagering Western AustraliaLandcare TrustRacing Penalties Appeal Tribunal ofWestern AustraliaHeritage Council of Western AustraliaLaw Reform Commission of WesternAustraliaWA Country Health ServiceWestern Australian Building ManagementAuthorityLegal Aid Commission of Western AustraliaRural Business Development CorporationLegal Contribution TrustSchool Curriculum and Standards AuthorityLegal Costs CommitteeSmall Business Development CorporationLocal Health Authorities AnalyticalCommitteeSouth Metropolitan Health ServiceLotteries CommissionSouth Regional TAFEMetropolitan Cemeteries BoardMetropolitan Redevelopment AuthorityMid West Development CommissionMinerals Research Institute of WesternAustraliaMurdoch UniversityNorth Metropolitan Health ServiceNorth Metropolitan TAFENorth Regional TAFESouth West Development CommissionState Supply CommissionSwan Bells Foundation IncThe Aboriginal Affairs Planning AuthorityThe Anzac Day TrustThe Board of the Art Gallery of WesternAustraliaThe Burswood Park BoardAppendix 2:Financial auditclients 2018-19Western Australian Coastal ShippingCommissionRottnest Island AuthoritySouth Metropolitan TAFEAppendix 1:Our strategic planWestern Australian Energy DisputesArbitratorWestern Australian Greyhound RacingAssociationWestern Australian Health PromotionFoundationAppendix 3:AcronymsWestern Australian Institute of SportWestern Australian Land InformationAuthorityWestern Australian Meat Industry AuthorityWestern Australian Planning CommissionWestern Australian Sports Centre TrustWestern Australian Tourism CommissionWestern Australian Treasury CorporationWheatbelt Development CommissionOffice of the Auditor General Annual Report 2018-2019132Appendix 4:Glossary
WorkCover 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 FoundationThe Delegate to the Queen Elizabeth IIMedical Centre TrustWater CorporationAudits under otherlegislationWestern Power – Electricity NetworksCorporationSouth West Solar Development HoldingsPty LtdAlbany Cemetery BoardVinalco Energy Pty LtdBunbury Cemetery BoardChowerup Cemetery BoardVinalco Energy TrustDwellingup Cemetery BoardLocal government auditsGeraldton Cemetery Board2017-18Kalgoorlie-Boulder Cemetery BoardShire of BrooktonFremantle Port AuthoritySt Stephen’s College Pty LtdMid West Ports AuthorityThe University Club of Western AustraliaPty LtdPilbara Ports AuthorityShire of Bruce RockCity of BunburyBunbury-Harvey Regional CouncilTown of CambridgeSouthern Ports AuthorityOther legislationCity of CockburnAnnual Report on State FinancesTown of CottesloeRequest auditsBunbury Water CorporationShire of CranbrookBusselton Water CorporationShire of CueHorizon Power – Regional PowerCorporationShire of CunderdinIndependent Market OperatorShire of DenmarkPerth USAsia Centre Pty LtdTertiary Institutions Service Centre (Inc)Tertiary Institutions Service Centre LtdAppendix 3:AcronymsShire of CapelYoung Lives Matter Foundation UWA LtdAlan and Iris Peacocke ResearchFoundationAppendix 2:Financial auditclients 2018-19City of BelmontPort Authorities Act 1999Kimberley Ports AuthorityUWA Sport Pty LtdSubsidiariesCemeteries Act 1986Murdoch University Veterinary Centre TrustUWA Accommodation Services Pty LtdAppendix 1:Our strategic planWestern Australian Land AuthorityShire of DandaraganSynergy – Electricity Generation and RetailCorporationAppendix 4:GlossaryEastern Metropolitan Regional CouncilOffice of the Auditor General Annual Report 2018-2019133
Shire of ExmouthShire of WoodanillingTown of East FremantleShire of JerramungupShire of WyalkatchemCity of FremantleCity of JoondalupShire of YalgooShire of GnowangerupCity of Kalgoorlie-BoulderShire of YorkShire of GoomallingShire of Kellerberrin2018-19City of GosnellsShire of KondininShire of KoordaShire of LavertonShire of MenziesShire of MooraShire of MorawaShire of NarroginShire of NorthamptonShire of NungarinShire of PerenjoriCity of PerthPilbara Regional CouncilShire of RavensthorpeRivers Regional CouncilCity of RockinghamShire of SandstoneCity of South PerthCity of StirlingShire of TamminShire of Three SpringsCity of WannerooShire of West ArthurCity of AlbanyShire of AshburtonTown of BassendeanCity of BayswaterShire of BoddingtonShire of Boyup BrookShire of Bridgetown-GreenbushesShire of BroomeCity of BusseltonCity of CanningShire of CarnamahShire of Christmas IslandTown of ClaremontShire of Cocos (Keeling) IslandsShire of CoorowShire of CorriginShire of CuballingShire of DalwallinuShire of Derby-West KimberleyShire of Donnybrook-BalingupShire of DowerinShire of DundasAppendix 1:Our strategic planCity of Greater GeraldtonShire of Halls CreekShire of IrwinCity of KalamundaAppendix 2:Financial auditclients 2018-19City of KarrathaShire of KatanningShire of KojonupShire of KulinCity of KwinanaShire of Lake GraceShire of MeekatharraCity of MelvilleShire of MerredinAppendix 3:AcronymsShire of MingenewTown of Mosman ParkShire of Mount MagnetShire of MukinbudinShire of MundaringShire of MurchisonMurchison Regional Vermin CouncilShire of NannupAppendix 4:GlossaryCity of NedlandsOffice of the Auditor General Annual Report 2018-2019134
Shire of NorthamShire of HarveyShire of Peppermint GroveShire of LeonoraShire of PingellyShire of ManjimupShire of Serpentine-JarrahdaleMindarie Regional CouncilSouthern Metropolitan Regional CouncilShire of Mount MarshallCity of SubiacoShire of MurrayCity of SwanShire of NarembeenShire of Upper GascoyneTown of Port HedlandTown of Victoria ParkShire of Shark BayShire of Victoria PlainsShire of TrayningCity of Vincent2020-21Shire of WaginWestern Metropolitan Regional CouncilShire of WestoniaShire of WickepinShire of WilliamsShire of Wiluna2019-20Appendix 1:Our strategic planAppendix 2:Financial auditclients 2018-19Shire of CollieShire of East PilbaraShire of EsperanceShire of GinginShire of KentCity of MandurahAppendix 3:AcronymsShire of NgaanyatjarrakuCity of ArmadaleShire of PlantagenetShire of Augusta-Margaret RiverShire of QuairadingShire of BeverleyTamala Park Regional CouncilShire of Broomehill-TambellupShire of ToodyayShire of CarnarvonShire of WanderingShire of Chapman ValleyShire of WaroonaShire of ChitteringShire of Wongan-BalliduShire of CoolgardieShire of Wyndham-East KimberleyShire of DardanupShire of YilgarnAppendix 4:GlossaryShire of DumbleyungOffice of the Auditor General Annual Report 2018-2019135
Appendix 3: AcronymsAppendix 1:Our strategic planABNAustralian Business NumberJACJoint Audit CommitteeAASAustralian Accounting StandardsKPIkey performance indicatorACAGAustralasian Council of Auditors GeneralLGlocal governmentAFHAlbert Facey HouseARMCAudit and Risk Management CommitteeLGProfessionalsLocal Government Professionals Australia WACA ANZChartered Accountants Australia and New ZealandLISlaboratory information systemDAIPdisability access and inclusion planMOUmemorandum of understandingDLGSCDepartment of Local Government, Sports andCultural IndustriesNAIDOCNational Aborigines and Islanders Day ObservanceCommitteeECLexpected credit lossOAGOffice of the Auditor GeneralEFOCEstimates and Financial Operations CommitteeOSHoccupational safety and healthFTEfull time equivalent employeePACPublic Accounts CommitteeGCCgeneral computer controlPIDpublic interest disclosureGESBGovernment Employees Superannuation BoardPSLRPublic Sector Labour RelationsGSSGold State Superannuation SchemeRAPreconciliation action planGSTGoods and Services TaxTAFEtechnical and further educationICTinformation and communications technologyTITreasurer’s InstructionsINTOSAIInternational Organisation of Supreme AuditInstitutionsW3CWorld Wide Web ConsortiumISinformation systemsWALGAWA Local Government AssociationITinformation technologyWSSWest State Superannuation SchemeAppendix 2:Financial auditclients 2018-19Appendix 3:AcronymsAppendix 4:GlossaryOffice of the Auditor General Annual Report 2018-2019136
Appendix 4: GlossaryAccountability is traditionallyestablished when Parliamentconfers responsibility on publicsector entities to accountthrough a Minister of theCrown for all that is done in theexercise of their authority, themanner in which it is done andthe ends sought to be achieved.Across governmentbenchmarking audits(AGBA) build on the annualassurance audits and areaimed at providing anindication to Parliament andentity management of howentities are performing relativeto each other on selected keycontrol activities.Annual Report on StateFinances is a reportprepared in accordance withthe Government FinancialResponsibility Act 2000 thatprovides the State’s whole-ofgovernment financial results forthe financial year and outlinesmaterial differences betweenthese results and the financialforecasts contained in the StateBudget for that financial year.Assurance audit or financialaudit is audit work performedto enable an opinion to beexpressed on the financialstatements of a State or localgovernment entity. For Stategovernment entities, it alsoincludes audit work to enablean opinion to be expressedon 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 conductedunder sections 12 to 20 of theAuditor General Act 2006.Broad scope performanceaudits focus primarily on theeffective management andoperations of State and localgovernment programs andactivities.Clear audit opinion isexpressed when the auditconcludes, based on theaudit evidence obtained, that,in all material respects, thefinancial statements are freeAppendix 1:Our strategic planfrom material misstatementand, if necessary, the keyperformance indicators arerelevant and appropriate andfairly represent indicatedperformance, or controls areadequate.Compliance audits areaudits that provide informationabout entity compliance withlegislation, public sectorpolicies and good practice.Corporatised entities operateunder enabling legislation in asimilar manner to companiesunder the Corporations Act 2001.Department means adepartment of the public sectorestablished under the PublicSector Management Act 1994.Effectiveness indicators arekey performance indicatorsthat provide information onthe extent to which entity levelgovernment desired outcomeshave been achieved, orcontributed to, through thedelivery of services.Efficiency indicators arekey performance indicatorsthat generally relate servicesto the level of resource inputsrequired to deliver them.Financial statements area structured set of financialinformation includingexplanatory notes derivedfrom accounting records tocommunicate for a periodof time an entity’s financialperformance and cash flows,and at a point of time itsfinancial position, that is usefulto a wide range of users inmaking economic decisions.Focus area audit are auditswhich assess how wellpublic sector entities performcommon business practicesand related controls. They arecarried out as an extension ofour annual financial audits.A follow-up audit reviewsthe extent to whichrecommendations from aprevious performance audithave been implemented,generally 3 to 5 years aftertabling a report.Office of the Auditor General Annual Report 2018-2019137Appendix 2:Financial auditclients 2018-19Appendix 3:AcronymsAppendix 4:Glossary
A follow-on audit examinesthe progress in implementingrecommendations froma previous report andhas additional scope incovering significant issues or
Office of the Auditor General Annual Report 2018-2019 134 Shire of Exmouth Shire of Jerramungup City of Joondalup City of Kalgoorlie-Boulder Shire of Kellerberrin Shire of Kondinin Shire of Koorda . Shire of Carnarvon Shire of Chapman Valley Shire of Chittering Shire of Coolgardie Shire of Dardanup Shire of Dumbleyung Shire of Harvey
4 / Introduction 5 / Collaboration and empathy as drivers of business success 7 / Building a collaborative culture 8 / Workers’ perspectives on the collaborative workplace culture 10 / The ideal work environment is collaborative 13 / There are still challenges to establishing a collaborative environment 15 / A mismatch of skills
1 Understanding by Design Motivated to Inspire x x Unit Cover Page Unit Title: Motivated to Inspire Grade Levels: 6th Topic/Subject Areas: English Language Arts: Argumentative Writing Key Words: Inspire, Determination, Motivate, Perseverance, Resilience Designed By: Sheneska Jackson Time Frame: 5 weeks S
Additional Material Conditions for relactation The three most important conditions are: motivation, stimulation, and support. Motivation A mother or wet nurse needs to be highly motivated. Some women are well motivated already and just need skilled help with technique. Others need a lot of encouragement and information to be sufficiently motivated.
Objectives Identify best practices in school-based settings and how they are informed by OTPF and IDEA/ESSA. Define contextual and collaborative services. Acknowledge common barriers in providing contextual and collaborative services. Problem-solve ways to overcome barriers to contextual and collaborative services. Apply learned concepts and strategies in real life situations.
May 08, 2020 · 99492 Collaborative Care (CoCM), first calendar month (70 min) 99493 Collaborative Care (CoCM), subsequent months (60 min) 99494 Collaborative Care (CoCM), each additional 30 min
Teams’ Collaborative Care Nurses in the visit. – Collaborative Care Nurses began shadowing in the Nurse Clinic and were introduced to various visit types to familiarize themselves with the anatomy of a Nurse Visit. – EMR templates were created and Collaborative Care Nurses attended tr
for the Collaborative Care Model (CoCM). Describe the differences in workflow between traditional psychiatry and psychiatric consultation in collaborative care. Name the five core principles of collaborative care. Apply k
Analyze the current state of collaborative planning using the resources in the process guide Supply tools to schools to assist with developing or strengthening the school's collaborative planning process using the tools in the process guide Assess the collaborative planning structures as an ongoing practice using the High
