Skip to main content

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:

Acknowledgment of Country

The Department of Customer Service (DCS) acknowledge the Australian Aboriginal and Torres Strait Islander peoples of this nation. We acknowledge the traditional custodians of the lands and waters. We pay our respects to ancestors and Elders, past and present. DCS is committed to honouring Australian Aboriginal and Torres Strait Islander peoples’ unique cultural and spiritual relationships to the land, waters and seas and their rich contribution to society.

1. Our public commitment to grow the First Economy of NSW

This DCS Aboriginal Participation Strategy reflects our commitment to the NSW Government Plan for Aboriginal Affairs, OCHRE, and is a key deliverable under the Aboriginal Procurement Policy.

OCHRE aims to support strong Aboriginal communities in which Aboriginal people actively influence and fully participate in economic, social and cultural life. It recognises that the NSW Government and the business community have a key role to play in broadening opportunities for Aboriginal people to deliver positive socio-economic outcomes.

The Department’s commitment to increasing Aboriginal participation is described throughout this strategy, with targets to increase participation through engagement with Aboriginal owned businesses, industry and our government partners.

1.1 Our strategy

The DCS Aboriginal Participation Strategy is our commitment to support the growth of the First Economy of NSW and describes how we will work meaningfully in partnership with businesses to achieve positive outcomes through Aboriginal owned business and employment opportunities.

1.2 Objectives

The key objectives of our strategy include:

  • support employment opportunities for Aboriginal people within Aboriginal owned businesses.
  • support employment opportunities for Aboriginal people within non-Aboriginal owned businesses.
  • support sustainable growth of Aboriginal owned businesses through government procurement of goods and services.

2. Working with suppliers to Government and with Aboriginal owned businesses to identify and develop business and employment opportunities
 

2.1 Whole of government policy development and implementation

NSW Procurement is responsible for NSW Government procurement policy development and implementation on behalf of the NSW Procurement Board. This includes supporting government agencies to identify and develop business and employment opportunities for Aboriginal employees and Aboriginal owned businesses across NSW Government procurement opportunities. Department of Customer Services complies with these policies and has embedded them as part of its Procurement processes. 

2.2 Aboriginal participation in procurement

On 1 July 2018, NSW Procurement released the revised Aboriginal Participation in Construction (APIC) policy and newly developed Aboriginal Procurement Policy (APP). The policies support the NSW Government Plan for Aboriginal Affairs, OCHRE, and is a key deliverable under the Aboriginal Economic Development Framework.
The objectives of these policies is to create opportunities for Aboriginal owned businesses and encourage Aboriginal employment and training through direct engagement with NSW Government agencies or through the supply chain.

2.3 Targets and requirements

The APP and APIC policies aim to support an estimated 3,000 full-time equivalent employment opportunities for Aboriginal people through NSW Government procurement activities by 2021.
To support increased business opportunities and growth for Aboriginal owned businesses, the APP aims for 3 per cent of NSW Government domestic goods and services contracts be awarded to Aboriginal owned businesses by 2021.

The APIC policy requires that 1 per cent of eligible project spend on projects valued over $1 million is directed toward Aboriginal participation.

Aboriginal participation must be directed towards Aboriginal employment, engagement of Aboriginal owned businesses, education and training, and engagement or consultation with Aboriginal organisations or businesses

Both policies include new purchasing permissions for government agencies. These aim to reduce red tape for Aboriginal owned businesses and agencies by permitting direct engagement of Aboriginal owned businesses for procurements valued up to $250,000.

The policies have mandatory reporting requirements to assist agencies and government in tracking compliance and the progress towards the contract and employment targets. NSW

Procurement has developed the Aboriginal Participation Portal to streamline reporting and data collection for suppliers.

2.3.1 ICT and Digital Sourcing – Digital Procurement Transformation Program

The Digital Procurement Transformation Program, through buy.nsw, is developing capacity to host meaningful supplier profiles (for all registered suppliers) that will assist suppliers in advertising their business and capability. Currently, suppliers may self-identify as an Aboriginal owned business. In the next year, buy.nsw will be working to automatically verify and support the needs of SME and Aboriginal owned businesses. 

2.3.2 DCS Corporate Procurement

Currently the Department’s Procurement process promotes and allows for direct engagement with Aboriginal suppliers for contract values up to $250,000. For all planned procurements (above and below $10m), DCS includes an Aboriginal Supplier Opportunity Statement to ensure also major procurements include opportunities for commercial engagement of the Aboriginal supplier community.

Some procurement categories are be targeted for increased participation of Aboriginal suppliers by adding a recommendation in the DCS Procurement Guide to invite at least one Aboriginal supplier located on the NSW Indigenous Chamber of Commerce or Supply Nation business directories for tenders relating to facility services, training services, catering, marketing and advertising services. In 2019 the Department decided to migrate its Office Supplies services to an Aboriginal Supplier, Cultural Choice.

2.3.3 Service NSW

Service NSW continues working with Aboriginal owned businesses to increase employment opportunities for Aboriginal employees.

A three-year partnership was entered into with Yarn’n Employment Services to attract candidates across all levels of Service NSW, including leadership positions. This partnership, together with a two-year partnership developed with Maxima that will supply up to 40 entry-level Aboriginal trainees across NSW over two years.

These initiatives further support the Premier’s Priority: Creating Jobs and the State Priority: Strong budget and economy, which aims to increase the proportion of people completing apprenticeships and traineeships by 65 per cent. Service NSW has a three per cent targeted increase of Aboriginal staff.

2.3.4 NSW Telco Authority

The NSW Telco Authority (Authority) is delivering the Critical Communications Enhancement Program improve emergency and day-to-day operational communications for a wide range of NSW Government agencies, including public safety, law enforcement and essential services. Supplier partners that work with the Authority have made commitments to increase the engagement of Indigenous professionals in the telecommunications industry. Moreover, Aboriginal consultants are engaged as part of the planning, design and construction phases to ensure local Aboriginal cultural heritage is maintained.

The Authority also manages the Whole of Government Operational Telecommunications Equipment, Infrastructure and Services procurement scheme. Suppliers in the scheme include telecommunications equipment, electrical, engineering, construction and maintenance service providers. The Authority is exploring opportunities to engage local Aboriginal owned businesses to supply these services at telecommunications facilities.

3. Aboriginal participation targets
 

DCS Procurement

 

Target Progress Strategy for future improvement
DCS has committed to 1% of spending in several categories for Aboriginal targeted procurement activity and 3% of all contracts awarded to Aboriginal businesses.  In 2019 and 2020 there have been several major contracts awarded to Aboriginal suppliers for Goods & Services categories (office supplies and facility services). Targeted activity in the Recruitment Services category has also resulted in Aboriginal supplier being in the Top 10 in terms of supplied headcount.  Continue to run strategic initiatives where only Aboriginal suppliers are targeted and target major procurements ($10+ Million) to demonstrate a tangible commitment to increase engagement with Aboriginal owned businesses and employment opportunities for Aboriginal people.

 

ICT and Digital sourcing

 

Target Progress Strategy for future improvement
DCS has committed to increasing the number of Aboriginal businesses registered on the ICT Services Scheme and increase the number of contracts awarded to ICT Aboriginal Businesses. In 2020, there are 16 Approved Aboriginal Businesses registered on the ICT Services Scheme and 3 contracts awarded to ICT Aboriginal Businesses in DCS. Continue to run targeting initiatives to encourage ICT Aboriginal Businesses to register on the ICT Services Scheme and provide training sessions on the NSW Procurement framework that Suppliers and Government Departments need to navigate during procurement processes.

The ICT and Digital Sovereign Procurement Taskforce, established in September 2020, will support enabling an increased number of government supply opportunities targeting small and medium enterprises (SMEs) and the potential for increased spend on SMEs. This will include indigenous suppliers, start-ups and disability suppliers.
 

 

4. Procurement opportunities over $10 million

 

Contract Title Contract Value Start date Expiry date Extension options Category
BAI - Network Services Agreement $9,218,700 24/04/2013 24/07/2020 4 Years ICT Goods and/or Services incl. Software
Motorola GMA Detailed Design $9,734,644 8/12/2018 27/05/2021 2 Years     Construction (Equipment)
Service NSW Contact Centre Services $12,087,889 1/01/2019 30/12/2020 1 Year Goods and Services
Visionstream North Coast Detailed Design $13,709,158 5/07/2017 30/11/2020     2 Years Construction (Equipment)
End-User Computing Services $14,450,000 13/07/2020 13/07/2023 Nil ICT Goods and/or Services incl. Software
Visionstream Priority Works Construction $16,750,001 1/11/2015 30/11/2020 3 Years Construction (Equipment)
GRN - New Sites Telecommunications Infrastructure Agreement $17,484,800 1/08/2016 1/08/2021 2 Years Goods and Services
Visionstream State-wide Detailed Design $27,357,566 1/11/2015 30/11/2020 3 Years  Construction (Equipment)
CCEP- Consultancy Services Agreement $31,162,300 28/08/2018 30/06/2021 Nil  Professional Service and Consultants
Identity & Verification Services for WHS Licences $40,000,000 4/09/2011 4/08/2021 Nil Office Supplies and Services

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.

 
Top of page