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Appendix 1: Our Strategic Plan the Executive Management Group (Executive) Endorsed Our Strategic Plan in February 2016

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Appendix 1: Our Strategic Plan the Executive Management Group (Executive) Endorsed Our Strategic Plan in February 2016 Appendix 1: Our strategic plan The Executive Management Group (Executive) endorsed our Strategic Plan in February 2016. The new Auditor General and our Executive team are working towards a full review of our existing Strategic Plan (page 23) to take into account evolving priorities for the OAG. This includes the 2018-19 activities highlighted throughout this report. We are aiming to have completed this review by the end of 2018. Our people – motivated, innovative, collaborative, accountable, valued, skilled, knowledgeable Outcomes Strategies • Maintain an environment where learning opportunities are readily available; employees actively pursue learning; and acquired learning can be applied An appropriately skilled workforce capable of • Maintain a meaningful employee performance review process meeting current and future business needs • Ensure lexible and adaptive recruitment, contracting and employment arrangements to match work skills with demand • Invest in organisational capability that will give the OAG a long-term beneit High performing people who contribute to • strategic objectives Empower staf to complete all of their responsibilities on an audit or business project • Encourage innovation and acknowledge staf for being innovative in their approach • Assist staf wishing to undertake relevant further studies A work environment that is recognised as a • Provide opportunities for professional growth within the OAG workplace of choice • Provide national and international secondment opportunities • Ensure a safe and healthy working environment 129 Oice of the Auditor General – Annual Report 2017-18 Our products – value for money, timely, relevant, accurate, quality, innovative Outcomes Strategies Timely, relevant and quality reports on public • Table reports on time and on budget sector performance and accountability • Use benchmarking to ensure audit costs relect value for money Value for money reporting that addresses issues • Produce reports that are considered valuable and relevant to Parliament of public interest • Ensure that the right audit product (broad scope/narrow scope/AGBA) is selected to achieve value for money Reports and opinions that lead to improved • Include consideration of topics important to Parliament and agencies when developing forward audit program public sector performance and accountability • Ensure clearly articulated and accessible report indings and recommendations Our tools – robust, eicient, user-friendly, lexible, agile, reliant, compliant Outcomes Strategies • Work within a framework and governance structure which is current and efective • Eicient, efective and responsive business Respond efectively to changes in our environment by maintaining a strategic focus operations that meet current and emerging needs • Maintain an appropriate and efective approach to risk management • Ensure accurate and reliable technical advice is available • Ensure IT systems are eicient, efective and supported Sound information systems that support • Capitalise where possible on our existing systems to improve our business operations operational needs • 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 • Maintain a strong, sound and transparent inancial management approach Sound inancial management of our business • Use accurate business data that informs management decision-making • Continuously improve our processes to ensure quality and compliance of internal inancial management practices Audit methodology tools are current, reliable and • Ensure our methodology remains current and compliant compliant 130 Oice of the Auditor General – Annual Report 2017-18 Our approach – consistent, fair and balanced, independent, transparent, pragmatic, professional, contemporary Outcomes Strategies Audits completed in accordance with auditing • Maintain a contemporary and quality audit approach and professional standards • All reports to go through the OAG quality framework Relationships with audit clients professionally • managed Communicate, consult and develop quality relationships with clients • Further enhance transparency and accountability of our topic selection process and outcomes Our reputation for independence, integrity and • impartiality is maintained Continuously reinforce to staf the OAG principles of independence, integrity and impartiality • Maintain an awareness of the external perception of the OAG • Set clear expectations and communicate our role and purpose to Parliament, agencies and the community A well informed Parliament and public • Identify and implement strategies to address Parliament’s needs and expectations • Prepare for performance and legislative reviews 131 Oice of the Auditor General – Annual Report 2017-18 Appendix 2: Financial audit clients 2017-18 Department of Mines and Petroleum Oice of the Director of Public Curtin University of Technology Audits under Financial Department of Mines, Industry Regulation Prosecutions Disability Services Commission Management Act 2006 and Safety Oice of Emergency Management East Metropolitan Health Service Department of Parks and Wildlife Oice of the Environmental Protection Economic Regulation Authority Authority Departments Department of Planning Edith Cowan University Department of Planning, Lands and Oice of the Government Chief Fire and Emergency Services Commissioner for Equal Opportunity Heritage Information Oicer Superannuation Board Department for Child Protection and Department of Primary Industry and Oice of the Information Commissioner Forest Products Commission Family Support Regional Development Oice of the Inspector of Custodial Gaming and Wagering Commission of Services Department of Aboriginal Afairs Department of Racing, Gaming and Western Australia Department of Agriculture and Food Liquor Parliamentary Commissioner for Gascoyne Development Commission Department of Regional Development Administrative Investigations Department of Biodiversity, Conservation Gold Corporation and Attractions Department of Sport and Recreation Parliamentary Services Department Goldields-Esperance Development Department of Commerce Police Service Department of State Development Commission Department of Communities Public Sector Commission Department of the Attorney General Government Employees Superannuation Department of Corrective Services Department of the Legislative Assembly Road Safety Commission Board Department of Culture and the Arts Department of the Legislative Council Western Australian Electoral Commission Great Southern Development Commission Department of Education Department of the Premier and Cabinet Statutory authorities Department of Education Services Health and Disability Services Complaints Department of the Registrar, Western Agricultural Produce Commission Department of Environment Regulation Australian Industrial Relations Oice Animal Resources Authority Department of Finance Commission Health Support Services Botanic Gardens and Parks Authority Department of Fire and Emergency Department of the State Heritage Oice Heritage Council of Western Australia Services Department of Training and Workforce Building and Construction Industry Housing Authority Training Board Department of Fisheries Development Insurance Commission of Western Central Regional TAFE Department of Health Department of Transport Australia Chemistry Centre (WA) Department of Housing Department of Treasury Keep Australia Beautiful Council (W.A.) Child and Adolescent Health Service Department of Jobs, Tourism, Science Department of Water Kimberley Development Commission and Innovation Department of Water and Environment Combat Sports Commission Landcare Trust Department of Justice Regulation Commissioner of Main Roads Law Reform Commission of Western Department of Lands Governor’s Establishment Construction Industry Long Service Leave Australia Payments Board Department of Local Government and Mental Health Commission Legal Aid Commission of Western Communities Oice of the Commissioner for Children Corruption and Crime Commission Australia Department of Local Government, Sport and Young People Country High School Hostels Authority Legal Contribution Trust and Cultural Activities Country Housing Authority Legal Costs Committee 132 Oice of the Auditor General – Annual Report 2017-18 Local Health Authorities Analytical Swan Bells Foundation Inc WorkCover Western Australia Authority Audits under other Committee The Aboriginal Afairs Planning Authority Zoological Gardens Authority Lotteries Commission The Anzac Day Trust legislation Metropolitan Cemeteries Board The Board of the Art Gallery of Western Subsidiaries Metropolitan Redevelopment Authority Australia Advara Ltd Cemeteries Act 1986 Mid West Development Commission The Burswood Park Board Goldmaster Enterprises Pty Ltd Albany Cemetery Board Minerals Research Institute of Western The Coal Miners’ Welfare Board of Homeswest Loan Scheme Trust Bunbury Cemetery Board Australia Western Australia Innovative Chiropractic Learning Pty Ltd Chowerup Cemetery Board The Library Board of Western Australia Murdoch University Keystart Bonds Limited Dwellingup Cemetery Board North Metropolitan Health Service The National Trust of Australia (W.A.) Keystart Housing Scheme Trust Geraldton Cemetery Board North Metropolitan TAFE The Queen Elizabeth II Medical Centre Keystart Loans Limited Kalgoorlie-Boulder Cemetery Board North Regional TAFE Trust Keystart Support Trust Parliamentary Inspector
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