Performance audit reports

A list of the reports produced as part of the Office's scheduled work programme. Performance audits examine matters of efficiency and effectiveness, waste, probity, compliance with statutory obligations, financial prudence, or any combination of these.
Managing the supply of and demand for drinking water

September 2018: We audited three district councils (Horowhenua District Council, Kāpiti Coast District Council, and Manawatu District Council) and one city council (Palmerston North City Council) to understand the challenges they face in supplying drinking water to their communities. We looked at what these four councils are doing to influence demand for drinking water and whether they are taking an integrated approach, using financial and non-financial methods.

Monitoring how water is used for irrigation

May 2018: This is our first of seven audits that will look at how public organisations manage water. For this audit, we looked at how freshwater used for irrigation is tracked and measured. This included looking at how well water meter installation was managed, the quality of data collected from water meters, how the data was used, and whether this was leading to positive changes in the way water is used. We focused on five regional councils and one unitary council from six different regions.

Inland Revenue Department: Procurement for the Business Transformation programme

March 2018: We decided to look at whether the Inland Revenue Department's Business Transformation Programme's procurement is effective, is well managed, and complies with relevant rules and other requirements. As well as looking at Inland Revenue's overall approach to procurement, we focused on two parts of the procurement process: sourcing goods and services; and managing relationships with suppliers.

Using information to improve social housing services

December 2017: People who need social housing can be some of the most vulnerable in our society. A significant proportion require social services, including for medical, mental health, and addiction conditions. It is important for Housing New Zealand to have a good understanding of tenants' needs and its role in supporting them. This report looks at how well Housing New Zealand uses information to manage tenancies, maintain houses, and manage and invest in new and existing social housing.

Border security: Using information to process passengers

June 2017: In our view, the border agencies are operating effectively. There are differences in the quality of some of the information the agencies receive. This affects how efficiently the information is used. We also looked at whether frontline staff have the systems, tools, and resources to best use and share information, and whether there is effective collaboration between the agencies. Improvements should be made in both areas to ensure that information is used in the most efficient way. New Zealand Customs and the Ministry for Primary Industries also need to continue to develop their approach to workforce planning to improve their ability to efficiently deploy staff.

Immigration New Zealand: Delivering transformational change

April 2017: This report outlines how Immigration New Zealand turned a project that was at risk of failing into a business transformation programme that was delivered broadly on time and to budget. We encourage other public sector entities to consider the good management practices highlighted in Part 4 of this report when planning change and putting it in place.

Governance of the National Security System

November 2016: In our view, the governance arrangements for responding to national security events and emergencies are well established, fundamentally sound, and fit for purpose. The response to Operation Concord was an example of the National Security System working well. New Zealand’s security system has some of the characteristics of a world-class system.

Collecting and using information about suicide

June 2016: Public agencies collect and use some information well to help them support those affected by suicide and find ways to prevent it. For example, reliable and detailed mortality statistics are kept on suicides and there is a rapid advice system in place for coroners to tell district health boards about suspected suicides in their area.

Home-based support services for older people: Follow-up audit

June 2016: The Ministry’s progress in implementing national home-care quality indicators has been slow and it is currently working to produce a better set of indicators. The Ministry has strengthened infrastructure that should help it to better collect and use performance information to monitor the quality of home-care once national indicators are in place.

Crown Fibre Holdings Limited: Managing the first phase of rolling out ultra-fast broadband

June 2016: Crown Fibre has managed commercial partner rollout performance effectively, and has implemented a testing programme to assure quality. The proportion of the network that has been built and passed the quality testing programme so far is ahead of schedule and the first phase of the roll-out looks likely to be delivered on time and within budget by December 2019. The network looks likely to meet all of the targets set by the Government.

District health boards’ response to asset management requirements since 2009

June 2016: We found that standard asset management practices, like knowing, monitoring and reporting on the condition and performance of assets and having integrated asset, service, and financial plans do not seem to be standard practice for more than half of DHBs. We also found that, since 2009, fewer than half of DHBs showed indicators of asset spending and building up money to pay for future assets at levels we think characterise good financial and asset management.

Immigration New Zealand: Supporting new migrants to settle and work

June 2016: The progress made so far looks promising but it is too early to say how settlement outcomes of new migrants have been affected ‒ in particular, whether the barriers faced by secondary skilled migrants and temporary work visa holders have reduced. The Ministry needs to keep monitoring, and reporting on the effectiveness of settlement services. This is to ensure that resources are targeted where they are most needed, and that the settlement needs of new migrants are met.

Effectiveness and efficiency of arrangements to repair pipes and roads in Christchurch - follow-up audit

May 2016: We found out that the public entities have made good progress in addressing the recommendations that we made in our 2013 report. SCIRT has made solid progress in repairing damaged pipes and roads. Also, the public entities have improved the governance arrangements over SCIRT. These improvements include clearer roles and responsibilities, more effective guidance and clearer direction to SCIRT, and improvements in reporting.

Governance and accountability for three Christchurch rebuild projects

December 2015: This report looks at the governance arrangements for three projects to rebuild essential facilities in Christchurch: the Bus Interchange, the New Central Library, and the Acute Services Building at Christchurch Hospital. We found that governance was most effective when there was a clear structure and when accountabilities, roles, and responsibilities were well defined and understood. Strong leadership was an important part of effective governance, and being clear about who is accountable for project outcomes supports effective governance.

Earthquake Commission: Managing the Canterbury Home Repair Programme - follow-up audit

December 2015: EQC has continued to manage some things well. These include the management of actual repair costs, the management of health and safety, securing reinsurance, and high levels of surveyed customer satisfaction with the quality of repairs immediately on completion of the repairs. Despite the improvements made, EQC could still learn better from complaints and improve its customer focus and interactions.

Whānau Ora: The first four years

May 2015: In its first four years, Whānau Ora has delivered some positive outcomes. However, our report identifies some problems with how Whānau Ora was implemented, which contributed to confusion about Whānau Ora. We could not get a consistent explanation of the aims of the initiatives in Whānau Ora from the joint agencies or other people that we spoke to. So far, the situation has been unclear and confusing to many of the public entities and whānau...

Inland Revenue Department: Governance of the Business Transformation programme

April 2015: We found that Inland Revenue’s governance of the programme has provided clear direction, and supported clear and effective decisions. Strengths of Inland Revenue’s governance of the programme include a comprehensive and clear governance structure, an established methodology, and an advanced approach to managing risks...

Response of the New Zealand Police to the Commission of Inquiry into Police Conduct: Fourth monitoring report

February 2015: This report is the fourth we have produced on how the Police are responding to the findings of the Commission of Inquiry into Police Conduct in 2007. It follows up on the Police's response to the five recommendations we made in our third monitoring report in October 2012. We have also taken the opportunity to look at changes in the Police's workplace culture. Overall, the Police have made good progress in addressing the five recommendations from our third report. However, there is still room for the Police to improve how they communicate with victims and how they collate and use feedback from victims...

Ministry of Social Development: Using a case management approach to service delivery

December 2014: This report looks at the Ministry of Social Development’s case management approach to delivering its services. We looked at the approach the Ministry uses for working-age adults in its 160 Work and Income service centres after welfare reforms resulted in significant changes. Overall, we found that the Ministry’s case management approach is serving most clients well, most of the time. It had tailored its work-focused case management approach to provide the greatest support to those most likely to need it. We found that the Ministry was well placed to measure the effect of their case management approach, but that the early results were mixed...

Accident Compensation Corporation: Using a case management approach to rehabilitation

November 2014: The report finds that ACC needs to make changes to its case management systems and processes to ensure that it is effectively meeting people’s needs. ACC needs to look at how it uses and captures information about effective treatment and rehabilitation options, its internal quality review and coaching tools, how it communicates with people, how adequate and appropriate its case management services are for long-term clients with complex needs, and how it manages the transfer of clients between it and other public entities...