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Recent publications

The Auditor-General publishes 30-40 reports each year. These are the most recent.
Medium-term planning in government departments: Four-year plans
March 2017: For this report, we reviewed some four-year plans to see whether they appropriately set out a department’s medium-term view of where it was heading, what it would look like in the future, and how it would get there. The central agencies and departments need to do more work to achieve a consistently good standard of four-year plans throughout government. We encourage departments and the central agencies to consider our suggestions for improvements so these plans can become increasingly useful and used.
AgResearch Future Footprint Project: our targeted review of the updated business case
March 2017: As a follow-up to our 2015 letter, which included the results of our review of the AgResearch Future Footprint Project business case, we have now reviewed the updated business case. The five matters we raised in our initial review of the Future Footprint Project business case have been addressed, to varying degrees, in the updated business case. Overall, we are satisfied that the matters raised in our earlier review have been adequately addressed.
Investing in tertiary education assets
February 2017: This report considers the effectiveness of investment in tertiary education sector assets to support educational success. There is an opportunity for education agencies, tertiary education institutions, and other stakeholders to explore the measurement of the effectiveness of investments in assets, and the potential opportunities for more sector-based investment decisions. We hope that this report will start conversations in the tertiary sector about the further development and reporting of a range of cost-effectiveness measures and tools, for the sector and for individual institutions.
Canterbury Earthquake Recovery Authority: Assessing its effectiveness and efficiency
January 2017: In our view, CERA did well early on in the recovery. CERA was also effective in leading a co-ordinated government response to the earthquakes. However, CERA found it challenging to maintain momentum. Its role became less clear as it took on more responsibility for delivering more projects and programmes. CERA did not engage the community well, and struggled to demonstrate its effectiveness and value for money because it had inadequate performance measures and information. It also took a long time for CERA to set up effective systems and controls. CERA’s management controls and performance information needed improvement right up to the time of its disestablishment.
Results of the 2015 tertiary education institution audits
January 2017: We summarise the results of our audits for the year ended 31 December 2015. We provide an update on timeliness, the types of audit opinions we issued, and note the main matters we identified from our audits...
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