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Publications and reports

We produce a range of publications and resources.

Annual reporting is an integral part the NSW Government’s corporate governance framework, describing the achievements, performance, outlook and financial position of agencies for each reporting year.

Department of Finance, Services and Innovation Annual Report 2018/19

This is the final annual report of the Department of Finance, Services and Innovation (DFSI). From 1 July 2019, many of the core functions, services and related entities were transferred to become part of the newly formed Department of Customer Service.

DFSI was a service provider and regulator that delivered public value by making and enabling sustained improvements to public services in NSW.

The DFSI cluster covered six broad functions: customer transactions, regulation, property and advisory, revenue, ICT and digital government, and government services.

Chapter 5 of the DFSI annual report includes the 2018/19 annual reports on the:

  • Board of Surveying and Spatial Information (BOSSI)
  • Geographical Names Board
  • NSW Procurement Board
  • Registrar General
  • Surveyor General
  • Valuer General (excerpt).

Read the 2018/19 entity annual reports that were appended to the DFSI annual report:

These agencies under DFSI had their own annual reports:

Archived annual reports

These annual reports are from 2017/2018

Read other entities’ annual reports:

In April 2017, Service NSW experienced a process break-down in respect of the production of Photo Cards which resulted in a number of cards being mailed to incorrect addresses. As a result of this incident, the NSW Department of Finance, Services and Innovation (DFSI) engaged Pricewaterhouse Coopers (PwC) to conduct an independent "end-to-end" review of the Photo Card production services processes, with a view to improving and strengthening them in order to prevent future incidents. 

Read the process review (PDF, 434.69 KB)

 

We have created an action plan in response to a NSW parliamentary committee’s inquiry into bullying at WorkCover.

The Inquiry’s recommendations that were supported by the NSW Government will continue to be implemented across WorkCover’s three successor entities:

  • the State Insurance Regulatory Authority (SIRA)
  • SafeWork NSW
  • icare.

These reports provide progress against the actions.

Read the reports below:

The Benefits Realisation Management Framework provides best practice principles and concepts drawn from proven practice in setting up and managing programs that are transferable across NSW agencies.

The Benefits Realisation Management Framework informs investment decisions and establishes plans to realise intended benefits.

What is Benefits Realisation Management?

BRM informs investment decisions and establishes plans to realise intended benefits. Best practice principles, processes and techniques help stakeholders to clearly articulate:

  • why an investment is needed?
  • what are the strategic outcomes of a program?
  • what are the measurable benefits?
  • when will the benefits be realised?
  • who owns the benefits?

What is the purpose of the Framework?

The purpose of the Benefits Realisation Management Framework is to provide:

  • best practice principles, processes and techniques building upon proven practice across NSW Government
  • a structured approach to communicating the need for investment, identifying benefits and organisation responsibilities
  • consistent terminology and benefits categories
  • guidance for program sponsors and benefit owners.

Who is it for?

The Benefits Realisation Management Framework is for:

  • anyone interested in how to identify and value benefits when allocating public funds including change managers, project managers and business analysts
  • those interested in implementing benefits management practice including program sponsors, directors, managers and program management office (PMO) staff across NSW Government.

What's in it for me?

The Benefits Realisation Management Framework can help to:

  • develop a business case
  • identify benefits
  • collaborate with stakeholders
  • improve the chances of successful business change
  • assess and mitigate the risks arising from poor forecasting or program delivery issues
  • inform program evaluations.

Related policy documents

NSW Treasury

NSW Department of Premier and Cabinet

NSW Department of Customer Service

Infrastructure NSW

New research into the collaborative economy in NSW has found that the sector has grown significantly over the last 12 months in terms of revenue, increased competition and business innovation.

The collaborative economy, sometimes called the sharing or peer-to-peer economy, links customers directly with providers typically through online and mobile platforms.

The types of goods and services available through the collaborative economy is growing every day, and includes car sharing, ride sharing, accommodation, second-hand goods, personal and employment services and other goods and services.

In early 2016, the NSW Government released its

position paper (PDF, 199.53 KB)

on the collaborative economy, noting the significant economic and employment opportunities it presents. At that time, Deloitte Access Economics estimated that the value of the collaborative economy in NSW was $504 million and growing.

The NSW Government’s position paper is built on five guiding principles to position NSW to take advantage of opportunities presented by the sector:

  1. Support a culture of innovation
  2. Ensure regulation is fit for purpose in the digital age
  3. Maintain consumer protection and safety
  4. Promote competition
  5. Adopt an agile approach to government procurement

The position paper also acknowledges that the collaborative economy presents some challenges and sets out how the NSW Government will approach regulatory issues to ensure that regulation is fair and flexible for all market participants.

The latest findings

Twelve months on from the release of the NSW Government’s position paper DFSI engaged Deloitte Access Economics to provide an update on how the sector was faring. Deloitte’s report found significant markers of growth in NSW:

  • Key existing collaborative economy businesses saw revenue growth of 68 per cent, from an estimated $1.6 billion in 2014-15 to $2.6 billion in 2015-16
  • A number of new businesses have entered the market, services have expanded into regional NSW, and new niche sectors have continued to emerge
  • Businesses providing financial services saw particularly rapid growth, with a 345 per cent increase in revenue. Crowdfunding and peer-to-peer lending are continuing to disrupt the financial services industry, competing with traditional providers
  • Other categories analysed in the research also saw high revenue growth, including transportation and automotive (242 per cent); goods and redistribution (67 per cent); services and labour hire (57 per cent); and accommodation services (55 per cent)
  • The number of people earning income through these platforms has also doubled – from 45,000 to 92,400 people.

Support for the collaborative economy forms a key component of the NSW innovation agenda, spearheaded by the NSW Government Innovation Strategy. The Strategy sets out government’s vision and actions for boosting innovation in the state, including ways to make Sydney and NSW even better for entrepreneurs and investors. We welcome ongoing feedback and comments, which can be submitted at digitalreform@finance.nsw.gov.au or through NIC, the NSW Innovation Concierge.

 
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