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Our Strategic Plan

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Our Strategic Plan Our tools Robust, efficient, user-friendly, flexible, agile, reliant, compliant Outcomes Strategies Efficient, effective • Work within a framework and governance structure and responsive which is current and effective business • Respond effectively to changes in our environment by operations that maintaining a strategic focus meet current and • Maintain an appropriate and effective approach to risk emerging needs management • Ensure accurate and reliable technical advice is available Sound information • Ensure IT systems are efficient, effective and systems supported that support • Capitalise where possible on our existing systems to operational needs 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 • Maintain a strong, sound and transparent financial management of management approach our business • Use accurate business data that informs management decision-making • Continuously improve our processes to ensure qual- ity and compliance of internal financial management practices Audit methodology • Ensure our methodology remains current and tools are current, compliant reliable and compliant Appendix 1: Our strategic plan As this is the final year of the OAG Strategic Plan 2016-2020, our Executive will finalise a new 5-year strategic plan by the end of 2020. Our people Motivated, innovative, collaborative, accountable, valued, skilled, Our tools knowledgeable Robust, efficient, user-friendly, flexible, agile, reliant, compliant Outcomes Strategies Outcomes Strategies An appropriately • Maintain an environment where learning opportunities Efficient, effective • Work within a framework and governance structure skilled workforce are readily available; employees actively pursue and responsive which is current and effective capable of learning; and acquired learning can be applied business • Respond effectively to changes in our environment by meeting current • Maintain a meaningful employee performance review operations that maintaining a strategic focus and future meet current and process • Maintain an appropriate and effective approach to risk business needs emerging needs • Ensure flexible and adaptive recruitment, contracting management and employment arrangements to match work skills • Ensure accurate and reliable technical advice is with demand available High performing • Invest in organisational capability that will give the Sound information • Ensure IT systems are efficient, effective and people who OAG a long-term benefit systems supported contribute • Empower employees to complete all of their that support • Capitalise where possible on our existing systems to to strategic responsibilities on an audit or business project operational needs improve our business operations objectives • Encourage innovation and acknowledge employees for • Have an approach to IT that recognises and addresses being innovative in their approach operational and strategic business requirements A work • Assist employees wishing to undertake relevant further • Continuously improve internal and external environment that studies accessibility and useability of our tools is recognised as • Provide opportunities for professional growth within Sound financial • Maintain a strong, sound and transparent financial a workplace of the OAG management of management approach choice • Provide national and international secondment our business • Use accurate business data that informs management opportunities decision-making • Ensure a safe and healthy working environment • Continuously improve our processes to ensure qual- ity and compliance of internal financial management practices Audit methodology • Ensure our methodology remains current and tools are current, compliant reliable and compliant 134 Office of the Auditor General | Annual Report 2019-2020 Our approach Our products Consistent, fair and balanced, independent, transparent, pragmatic, Value for money, timely, relevant, accurate, quality, innovative professional, contemporary Outcomes Strategies Outcomes Strategies Timely, relevant • Table reports on time and on budget Audits completed • Maintain a contemporary and quality audit approach and quality reports in accordance • All reports to go through the OAG quality framework on public sector with auditing performance and and professional accountability standards Value for money • Use benchmarking to ensure audit costs reflect value reporting that for money Relationships • Communicate, consult and develop quality addresses issues • Produce reports that are considered valuable and with audit clients relationships with clients of public interest relevant to Parliament professionally • Ensure that the right audit product is selected to managed achieve value for money Our reputation for • Further enhance transparency and accountability of Reports and • Include consideration of topics important to Parliament independence, our topic selection process and outcomes opinions that and entities when developing forward audit program integrity and • Continuously reinforce to employees the OAG lead to improved impartiality is • Ensure clearly articulated and accessible report principles of independence, integrity and impartiality public sector maintained findings and recommendations • Maintain an awareness of the external perception of performance and the OAG accountability A well informed • Set clear expectations and communicate our role and Parliament and purpose to Parliament, entities and the community public • Identify and implement strategies to address Parliament’s needs and expectations • Prepare for performance and legislative reviews 135 Office of the Auditor General | Annual Report 2019-2020 Appendix 2: Financial audit clients 2019-2020 Audits under Department of Planning, Lands Office of the Information Combat Sports Commission and Heritage Commissioner Commissioner of Main Roads Financial Department of Primary Office of the Inspector of Construction Industry Long Industries and Regional Custodial Services Management Service Leave Payments Development Act 2006 Parliamentary Commissioner for Board Department of the Legislative Administrative Investigations Corruption and Crime Assembly Departments Parliamentary Services Commission Department of the Legislative Department Commissioner for Equal Country Housing Authority Council Opportunity Police Service Curtin University Department of the Premier and Department of Biodiversity, Public Sector Commission Disability Services Commission Conservation and Attractions Cabinet Western Australian Electoral Department of the Registrar, East Metropolitan Health Service Department of Communities Commission Western Australian Industrial Economic Regulation Authority Department of Education Relations Commission Statutory authorities Edith Cowan University Department of Finance Department of Training and Agricultural Produce Workforce Development Energy Policy WA Department of Fire and Commission Emergency Services Department of Transport Fire and Emergency Services Animal Resources Authority Superannuation Board Department of Health Department of Treasury Botanic Gardens and Parks Forest Products Commission Department of Jobs, Tourism, Department of Water and Authority Science and Innovation Environment Regulation Gaming and Wagering Building and Construction Commission of Western Department of Justice Governor’s Establishment Industry Training Board Australia Department of Local Mental Health Commission Central Regional TAFE Gascoyne Development Government, Sport and Commission Cultural Activities Office of the Commissioner for Chemistry Centre (WA) Children and Young People Gold Corporation Department of Mines, Industry Child and Adolescent Health Regulation and Safety Office of the Director of Public Service Goldfields-Esperance Prosecutions Development Commission 136 Office of the Auditor General | Annual Report 2019-2020 Government Employees Metropolitan Redevelopment Rottnest Island Authority The University of Western Superannuation Board Authority Australia Rural Business Development Great Southern Development Mid West Development Corporation The Western Australian Museum Commission Commission School Curriculum and Trustees of Public Education Health and Disability Services Minerals Research Institute of Standards Authority Endowment Complaints Office Western Australia Small Business Development WA Country Health Service Health Support Services Murdoch University Corporation Western Australian Building Heritage Council of Western North Metropolitan Health South Metropolitan Health Management Authority Australia Service Service Western Australian Coastal Housing Authority North Metropolitan TAFE South Metropolitan TAFE Shipping Commission Infrastructure WA North Regional TAFE South Regional TAFE Western Australian Energy Disputes Arbitrator Insurance Commission of Parliamentary Inspector of South West Development Western Australia the Corruption and Crime Commission Western Australian Greyhound Commission Racing Association Keep Australia Beautiful Council State Supply Commission (W.A.) PathWest Laboratory Medicine Western Australian Health Swan Bells Foundation Inc WA Promotion Foundation Kimberley Development The Aboriginal Affairs Planning Commission Peel Development Commission Western Australian Institute of Authority Sport Landcare Trust Perth Theatre Trust The Anzac Day Trust Western Australian Land Law Reform Commission
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