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Appendix 1: Our Strategic Plan

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Appendix 1: Our Strategic Plan Appendix 1: Our strategic plan Our 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 our desired outcomes and strategic direction, ensuring our strategies and actions are relevant and contemporary. Our people – motivated, innovative, collaborative, accountable, valued, skilled, knowledgeable Outcomes Strategies An appropriately skilled • Maintain an environment where learning opportunities are readily available; employees actively workforce capable of meeting pursue learning; and acquired learning can be applied current and future business • Maintain a meaningful employee performance review process needs • Ensure flexible and adaptive recruitment, contracting and employment arrangements to match work skills with demand High performing people who • Invest in organisational capability that will give the OAG a long-term benefit contribute to strategic objectives • 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 A work environment that is • Assist staff wishing to undertake relevant further studies recognised as a workplace of • Provide opportunities for professional growth within the OAG choice • Provide national and international secondment opportunities • Ensure a safe and healthy working environment Office of the Auditor General | Annual Report 2018-2019 128 Our tools – robust, efficient, user-friendly, flexible, agile, reliant, compliant Outcomes Strategies Efficient, effective and responsive • Work within a framework and governance structure which is current and effective business operations that meet • Respond effectively to changes in our environment by maintaining a strategic focus current and emerging needs • Maintain an appropriate and effective approach to risk management • Ensure accurate and reliable technical advice is available Sound information systems that • Ensure IT systems are efficient, effective and supported support operational needs • 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 Sound financial management of • Maintain a strong, sound and transparent financial management approach our business • Use accurate business data that informs management decision-making • Continuously improve our processes to ensure quality and compliance of internal financial management practices Audit methodology tools are • Ensure our methodology remains current and compliant current, reliable and compliant Office of the Auditor General | Annual Report 2018-2019 129 Our approach – consistent, fair and balanced, independent, transparent, pragmatic, professional, contemporary Outcomes Strategies Audits completed in accordance • Maintain a contemporary and quality audit approach with auditing and professional • All reports to go through the OAG quality framework standards Relationships with audit clients • Communicate, consult and develop quality relationships with clients professionally managed Our reputation for independence, • Further enhance transparency and accountability of our topic selection process and outcomes integrity and impartiality is • Continuously reinforce to staff the OAG principles of independence, integrity and impartiality maintained • Maintain an awareness of the external perception of the OAG A well informed Parliament and • Set clear expectations and communicate our role and purpose to Parliament, agencies and the public community • Identify and implement strategies to address Parliament’s needs and expectations • Prepare for performance and legislative reviews Our products – value for money, timely, relevant, accurate, quality, innovative Outcomes Strategies Timely, relevant and quality • Table reports on time and on budget reports on public sector performance and accountability Value for money reporting that • Use benchmarking to ensure audit costs reflect value for money addresses issues of public • Produce reports that are considered valuable and relevant to Parliament interest • Ensure that the right audit product (broad scope/narrow scope/focus) is selected to achieve value for money Reports and opinions that • Include consideration of topics important to Parliament and agencies when developing forward lead to improved public sector audit program performance and accountability • Ensure clearly articulated and accessible report findings and recommendations Office of the Auditor General | Annual Report 2018-2019 130 Appendix 2: Financial audit clients 2018-19 Audits under Financial Department of the Registrar, Western Botanic Gardens and Parks Authority Australian Industrial Relations Building and Construction Industry Training Management Act 2006 Commission Board Department of Training and Workforce Central Regional TAFE Departments Development Chemistry Centre (WA) Commissioner for Equal Opportunity Department of Transport Child and Adolescent Health Service Department of Biodiversity, Conservation Department of Treasury and Attractions Combat Sports Commission Department of Water and Environment Department of Communities Regulation Commissioner of Main Roads Department of Education Governor’s Establishment Construction Industry Long Service Leave Payments Board Department of Finance Mental Health Commission Corruption and Crime Commission Department of Fire and Emergency Office of the Commissioner for Children and Services Young People Country Housing Authority Department of Health Office of the Director of Public Prosecutions Curtin University of Technology Department of Jobs, Tourism, Science and Office of the Government Chief Information Disability Services Commission Innovation Officer East Metropolitan Health Service Department of Justice Office of the Information Commissioner Economic Regulation Authority Department of Local Government, Sport Office of the Inspector of Custodial Services Edith Cowan University and Cultural Activities Parliamentary Commissioner for Fire and Emergency Services Department of Mines, Industry Administrative Investigations Superannuation Board Regulation and Safety Parliamentary Services Department Forest Products Commission Department of Planning, Lands and Heritage Police Service Gaming and Wagering Commission of Western Australia Department of Primary Industries and Public Sector Commission Regional Development Western Australian Electoral Commission Gascoyne Development Commission Department of the Legislative Assembly Gold Corporation Statutory authorities Department of the Legislative Council Goldfields-Esperance Development Agricultural Produce Commission Commission Department of the Premier and Cabinet Animal Resources Authority Office of the Auditor General | Annual Report 2018-2019 131 Government Employees Superannuation Parliamentary Inspector of the Corruption The Coal Miners’ Welfare Board of Western Board and Crime Commission Australia Great Southern Development Commission Peel Development Commission The Library Board of Western Australia Health and Disability Services Complaints Perth Theatre Trust The National Trust of Australia (W.A.) Office Pilbara Development Commission The Queen Elizabeth II Medical Centre Health Support Services Professional Standards Council Trust Heritage Council of Western Australia Public Transport Authority of Western The University of Western Australia Housing Authority Australia The Western Australian Museum Insurance Commission of Western Australia Public Trustee Trustees of the Public Education Keep Australia Beautiful Council (W.A.) Quadriplegic Centre Endowment Kimberley Development Commission Racing and Wagering Western Australia WA Country Health Service Landcare Trust Racing Penalties Appeal Tribunal of Western Australian Building Management Authority Law Reform Commission of Western Western Australia Australia Rottnest Island Authority Western Australian Coastal Shipping Commission Legal Aid Commission of Western Australia Rural Business Development Corporation Western Australian Energy Disputes Legal Contribution Trust School Curriculum and Standards Authority Arbitrator Legal Costs Committee Small Business Development Corporation Western Australian Greyhound Racing Local Health Authorities Analytical South Metropolitan Health Service Association Committee South Metropolitan TAFE Western Australian Health Promotion Lotteries Commission South Regional TAFE Foundation Metropolitan Cemeteries Board South West Development Commission Western Australian Institute of Sport Metropolitan Redevelopment Authority State Supply Commission Western Australian Land Information Authority Mid West Development Commission Swan Bells Foundation Inc Western Australian Meat Industry Authority Minerals Research Institute of Western The Aboriginal Affairs Planning Authority Australia Western Australian Planning Commission The Anzac Day Trust Murdoch University Western Australian Sports Centre Trust The Board of the Art Gallery of Western North Metropolitan Health Service Australia Western Australian Tourism Commission North Metropolitan TAFE The Burswood Park Board Western
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