Appendix 2: Our multi-year work programme
Annual plan 2019/20.
The work we intend to complete in 2019/20 in the context of our multi-year work programme is shown in this Appendix.
1. Theme-based work
Information
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Reflecting on our work about information |
Water management
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Managing the supply of and demand for drinking water | Clean-up of significant water bodies | ||
| Sea Change – Tai Timu Tai Pari: Creating a marine spatial plan for the Hauraki Gulf | Progress on freshwater quality management since 2011 | ||
| Managing stormwater systems to reduce the risk of flooding | Reflections report on Water management theme | ||
| Using different processes to protect marine environments |
Procurement
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Introducing our work about procurement | MBIE procurement functional leadership: Enabling effective and efficient procurement across the State sector | GCDO ICT procurement functional leadership | Reflections report on Procurement theme |
| Management of MBIE’s grant programmes | Effectiveness of panels of suppliers | Managing contracts to achieve better outcomes | |
| Panels of suppliers survey | Contracts for significant services | Auckland City Rail Link: Procurement model and delivery | |
| Auckland City Rail Link: Project governance | Tāmaki regeneration programme | ||
| Provincial Growth Fund: Management, monitoring, and evaluation of the Fund | Provincial Growth Fund: Benefits realisation | ||
| Procurement workforce capacity and capability in local government | KiwiBuild: Benefits realisation | ||
| Partnerships with the private sector to deliver public sector outcomes – how effective are they? | Effectiveness of the firearms buy-back scheme | ||
| Procurement of assets to support effective health care | |||
| How well does the NZTA procurement model manage long-term procurement risks to ensure future value and sustainable procurement? | |||
| KiwiBuild: Implementation |
Defence procurement
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Review of Defence Major Projects Report 2017 | Defence procurement: Effectiveness of integrated capability delivery | Defence procurement (topic to be determined) | Defence procurement (topic to be determined) |
| Review of Defence Major Projects Report 2018 | |||
| Review of Defence Major Projects Report 2019 |
Improving the lives of New Zealanders
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Performance in achieving reductions in family violence | Performance in achieving reductions in family violence | ||
| Progress towards implementing the UN sustainable development goals | Effectiveness of Whānau Ora in achieving better outcomes for whānau | ||
Programme of work examining how well the public sector achieves better outcomes for New Zealanders (topics are indicative only):
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2. Issues of ongoing interest
Ethics and integrity
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Summary of fraud findings 2017/18 | Ethics and integrity landscape | Promoting high ethical standards and integrity across the public sector (work to be determined) | |
Local Government
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Auckland Council review of service performance: Effectiveness of Auckland Council’s post-implementation review process | Auckland Council review of service performance: Disaster resilience and preparedness | Auckland Council review of service performance (topic to be determined) | Auckland Council review of service performance (topic to be determined) |
| Local government risk management: Stocktake of approach and reporting results | Influence improved risk management across local government (work to be determined) | ||
Central Government
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Controller update: July to December 2018 | Inland Revenue Department: Benefits from the Business Transformation programme | Performance in achieving reductions in family violence | |
| Commentary on the Treasury’s 2020 Statement on New Zealand’s Long-term Fiscal Position | Work on other issues of interest arising (issues and work to be determined) | ||
| Controller updates | Controller updates | Controller updates | |
3. Regular reports
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Central government: Results of the 2017/18 audits | Central government: Results of the 2018/19 audits | Central government: Results of the 2019/20 audits | Central government: Results of the 2020/21 audits |
| 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 | Summary of results of the 2020/21 central government audits for Chief Executives |
| Results of the 2017 school audits | Results of the 2018 school audits | Results of the 2019 school audits | Results of the 2020 school audits |
| Tertiary education institutions: Results of the 2017 audits | Results of the 2018 audits of tertiary education institutions | Results of the 2019 audits of tertiary education institutions | Results of the 2020 audits of tertiary education institutions |
| Our 2018 work about local government | Results of the 2017/18 district health board audits | Results of the 2019/20 district health board audits | Results of the 2020/21 district health board audits |
| Long-term plans: Our audits of councils’ consultation documents | Results of the 2018/19 district health board audits | Local government: Results of the 2019/20 audits | Local government: Results of the 2020/21 audits |
| Matters arising from our audits of the 2018-28 long-term plans | Local government: Results of the 2018/19 audits | Matters arising from our audits of the 2021-31 local authority long-term plans and consultation documents |
4. Sharing good practice
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Update Severance payments: A guide for the public sector | Update Managing conflicts of interest: Guidance for public entities | Update Procurement guidance for public entities | Continued programme of updating good practice guidance |
| Update Guidance for members of local authorities about the Local Authorities (Members’ Interests) Act 1968 | Update Public sector purchases, grants, and gifts: Managing funding arrangements with external parties | ||
| Update Charging fees for public sector goods and services | |||
| Update Controlling sensitive expenditure: Guidelines for public entities | |||
| Accident Compensation Corporation: How it deals with complaints – Progress in responding to the Auditor-General’s recommendations |
Report on the progress of public entities in implementing the Auditor-General’s recommendations from previous reports: – Using information to improve social housing services – Accident Compensation Corporation: Using a case management approach to rehabilitation |
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) | Report on the progress of public entities in implementing the Auditor-General’s recommendations from previous reports (programme of follow-up work to be determined) |
5. Influencing improved performance and accountability
| Work we completed in 2018/19 | Work we intend to complete in 2019/20 | Work we propose for 2020/21 | Work we propose for 2021/22 |
|---|---|---|---|
| Submission on the Treasury’s Public Finance System Strategy | Landscape of the public accountability system: First report | Influencing improvements in the public sector accountability system (work to be determined) | |
| Submission on the State Services Commission’s review of the State Sector Act 1988 | Landscape of the public accountability system: Second report | ||
| Submission on the Treasury’s proposal to establish an Independent Fiscal Institution | Making performance reporting more effective | ||
| Submission on establishing an independent infrastructure body | |||
| Submission to the Taskforce for the Review of Tomorrow’s Schools | |||
| Submission on safeguarding the future of our financial system: The role of the Reserve Bank and how it should be governed | |||
| Comments on local government funding and financing issues paper (released by the Productivity Commission) | |||
| Timeliness of reporting by public entities | |||
| Tertiary education institutions: Changes to the requirements for performance reporting in annual reports | |||
| Submission on proposal to create a NZ Institute of Skills and Technology | |||
| Submission to the Public Inquiry into the Earthquake Commission | |||