Appendix 2: Our multi-year work programme
Annual plan 2018/19.
This Appendix shows the work we propose to complete in 2018/19 in the context of our multi-year work programme.
1. Theme-based work
Investment and asset management
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Ministry of Justice: Modernising court services | |||
| Managing the school property portfolio | |||
| Reflections from our audits: Investment and asset management |
Information
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Using information to improve social housing services | Reflections report on Information | ||
| Getting the right information to effectively manage public assets: Lessons from local authorities | |||
| Ministry of Health: Supporting the implementation of patient portals | |||
| Infrastructure as a Service: Are the benefits being achieved? | |||
| How the Overseas Investment Office uses information | |||
| Digital services and access to information and services | |||
| Data in the public sector (How secure is data in the public sector? and Using data to improve public services) |
Water management
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Introducing our work programme – Water management | Progress on freshwater quality management since 2011 | Reflections report on Water management | |
| Monitoring how water is used for irrigation | Effectiveness of processes for considering marine reserve proposals | ||
| Marine spatial planning for the Hauraki Gulf | |||
| Management of stormwater networks to reduce the effect of flooding | |||
| Optimising the demand for and the supply of drinking water | |||
| Clean-up of significant water bodies |
Procurement
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Procurement foundation report | Procurement workforce capacity and capability (local government) | Effectiveness of panels of suppliers | |
| MBIE’s procurement functional leadership: Driving efficiencies and improving services and service delivery | GCDO’s ICT procurement functional leadership | How services are procured in a local community to meet that community’s needs | |
| MBIE’s functional leadership: Developing procurement workforce expertise and capability in central government | Procurement of assets to support effective healthcare | Managing smaller contracts (less than $0.5 million) | |
| Panels of suppliers | PPPs – how effective are they?1 | Reflections report on Procurement | |
| Management of MBIE’s grant programmes | How well does the NZTA’s procurement model manage long-term procurement risks to ensure future value and sustainable procurement? |
Well-being of New Zealanders
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
Programme of work examining how well the public sector achieves better outcomes for New Zealanders (topics are indicative only):
|
Programme of work examining how well the public sector achieves better outcomes for New Zealanders (topics are indicative only):
|
2. Multi-year programmes of work on significant issues
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Auckland Council: Working to provide customer-centred services online | Auckland Council: Effectiveness of post-implementation reviews of projects | Auckland Council review of service performance (topic to be determined) | Auckland Council review of service performance (topic to be determined) |
| Auckland City Rail Link4 | Tāmaki Redevelopment Agency3, 4 | ||
| Review of the Defence Major Projects Report 2017 | Effectiveness of procurement of a major defence capability (topic to be determined)4 | Defence (topic to be determined) | |
| Review of the Defence Major Projects Report 2018 | |||
| Inland Revenue Department: Procurement for the Business Transformation programme | Inland Revenue Department: Benefits from the Business Transformation programme | ||
| Response of the New Zealand Police to the Commission of Inquiry into Police Conduct: Final monitoring report | |||
| Commentary on He Tirohanga Mokopuna: 2016 Statement on the Long-Term Fiscal Position | Commentary on the Treasury’s 2019 statement on the long-term fiscal position | ||
| Monitoring the response to the Havelock North inquiry recommendation5 | Monitoring the response to the Havelock North inquiry recommendation5 |
3. Sharing good practice
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Updating Severance payments: A guide for the public sector | Updating Managing conflicts of interest: Guidance for public entities | Updating Procurement guidance for public entities4 | |
| Reporting on the progress of public entities in implementing the Auditor-General’s recommendations from previous reports | Insuring public assets follow-up | ||
| Ministry of Social Development: Using a case management approach to service delivery – Progress in responding to the Auditor-General’s recommendations | Reporting on the progress of public entities in implementing the Auditor-General’s recommendations from previous reports (programme of follow-up work to be determined) | Reporting on the progress of public entities in implementing the Auditor-General’s recommendations from previous reports (programme of follow-up work to be determined) | Reporting on the progress of public entities in implementing the Auditor-General’s recommendations from previous reports (programme of follow-up work to be determined)
|
| Analysis of fraud trends in the public sector |
4. Sector-based reporting
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Central government: Results of the 2016/17 audits | Central government: Results of the 2017/18 audits | Central government: Results of 2018/19 audits | Central government: Results of the 2019/20 audits |
| Summary of results of the 2016/17 central government audits for chief executives | Summary of results of the 2017/18 central government audits for chief executives | Summary of results of the 2018/19 central government audits for chief executives | Summary of results of the 2019/20 central government audits for chief executives |
| Local government: Results of the 2016/17 audits | Local government: Results of the 2017/18 audits | Local government: Results of the 2018/19 audits | Local government: Results of the 2019/20 audits |
| Results of the 2016 school audits | Consulting the community about local authorities’ 10-year plans | Results of the 2018 school audits | Results of the 2019 school audits |
| Results of the 2016 audits of tertiary education institutions | Matters arising from the 2018-28 local authority long-term plans | Results of the 2018 audits of tertiary education institutions | Results of the 2019 audits of tertiary education institutions |
| Main matters arising from the 2016/17 audits of district health boards | Results of the 2017 school audits | Results of the 2018/19 district health board audits | Results of the 2019/20 district health board audits |
| Health sector: Results of the 2016/17 audits | Results of the 2017 audits of tertiary education institutions | ||
| Ports sector: Results of the 2016/17 audits | Results of the 2017/18 district health board audits |
5. Thought leadership
| Work we completed in 2017/18 | Work we propose to complete in 2018/19 | Work we propose for 2019/20 | Work we propose for 2020/21 |
|---|---|---|---|
| Influencing improvements in the public sector accountability system: Planning and liaison with central agencies | Influencing improvements in the public sector accountability system: The state of the public sector accountability system | Influencing improvements in the public sector accountability system: (topic to be determined) | Influencing improvements in the public sector accountability system: (topic to be determined) |
1: Possible multi-year programme of audits.
2: Pending outcome of ministerial review.
3: Pending outcome of the Treasury’s review.
4: Also part of our work on the Procurement theme.
5: Pending invitation to carry out this work.