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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.
Ministry of Social Development: Using a case management approach to service delivery
August 2017: In December 2014, we published a report on how the Ministry of Social Development applied a case management approach to providing services for working-age adults. This follow-up report looks at the Ministry's progress in responding to the Auditor-General's recommendations.
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.
Mental health: Effectiveness of the planning to discharge people from hospital
May 2017: We focused on people experiencing mental health problems acute enough that they were admitted to hospital. Although a relatively small group, their acute and often complex health problems mean that they can need a large amount of care and support from the country's health services...
Ministry of Social Development: How it deals with complaints
May 2017: This article describes the progress that has been made in responding to the Auditor-General's earlier recommendations.
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.
Using Gateway reviews to support public sector projects
September 2016: In our view, Gateway reviews have delivered benefits to individual projects and programmes. Project sponsors have reported that they find Gateway reviews beneficial.
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.
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.
Ministry for Primary Industries: Preparing for and responding to biosecurity incursions - follow-up report
October 2015: Our follow-up audit this year reviewed what progress the Ministry for Primary Industries has made to address the recommendations in our 2013 report. We found that the Ministry has made good progress with how it prepares for, and responds to, biosecurity incursions.
New Zealand Police: Enforcing drink-driving laws
July 2015: This article describes the progress that has been made in responding to the Auditor-General's earlier recommendation...
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...
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