Reports to parliament

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We produce reports to promote accountability and transparency in government. Our reports are tabled in parliament and contain the results of our financial and performance audits.

All of the reports we table are also available on the Queensland Parliament website. Please visit their website or contact us if you would like access to an earlier report.

Managing the mental health of Queensland Police employees

(Report 2: 2017–18)

Health
Community Services

Policing is a people service—it's about police interacting with the public, at times in emotive, tense, distressing, and challenging circumstances. Any one, or an accumulation of these interactions, can affect the mental health and wellbeing of police. This, coupled with the stressors that impact on the wider population, means police are considered more susceptible to mental illnesses, such as depression, anxiety, and post-traumatic stress disorder. 

This audit assessed whether the Queensland Police Service is effective in preventing mental illness and monitoring and managing the mental health of its employees. We assessed the effectiveness of the service in promoting and monitoring mental health, preventing mental illness, and managing mental illness when it does occur.

Follow-up of Report 15: 2013–14 Environmental regulation of the resources and waste industries

(Report 1: 2017–18)

Energy and Natural Resources

Queensland's resources industry adds significant economic and social value to the state through royalties, investment, employment, and community development. However, resource activities can cause environmental harm that may be irreversible or take years to rectify.

In Queensland, the Department of Environment and Heritage Protection regulates most resources and waste operators, and manages financial assurance for their activities. Similarly, the Department of Natural Resources and Mines issues permits for mining, petroleum and gas activities, provides geoscientific and resource information, and manages financial assurance for mining activities (excluding petroleum and gas activities).

In Environmental regulation of the resources and waste industries (Report 15: 2013–14) we made nine recommendations, all of which the two departments accepted. In the follow-up audit, we looked at the status of these recommendations and whether the departments' changes addressed the issues we originally raised.

Education and employment outcomes for Aboriginal and Torres Strait Islander people (Report 20: 2016–17)

Education and Housing

Relatively low rates of employment contribute to the poor economic and social outcomes experienced by many Aboriginal and Torres Strait Islander Australians. Increasing economic opportunities for Aboriginal and Torres Strait Islander people contributes to their improved health, education, and home ownership. This has a flow-on effect of promoting greater independence and improving life outcomes.

In 2007, the Commonwealth, states and territories agreed to a reform program to close the gap in various aspects of Indigenous disadvantage. Two targets in this national agreement are:

Security of critical water infrastructure (Report 19: 2016–17)

Water and Infrastructure

Reliable drinking water and wastewater services are essential to all Queenslanders.

Water service providers protect the quality of drinking water by operating treatment plants that remove contaminants. These service providers generally use computer systems to control operations of water treatment plants, and related facilities and assets.

Organisational structure and accountability (Report 17: 2016–17)

Energy and Natural Resources

A clearly articulated strategy drives an organisation's direction and contributes to a strong governance structure. The Queensland Government outlines the state’s objectives, and public sector agencies must develop strategies that support the delivery of these government objectives. Agencies should then consider their strategy when developing their organisational structure, or they run the risk that their strategy will not be realised.

Government advertising (Report 16: 2016–17)

Energy and Natural Resources

In this audit we examined the economy of government purchasing of advertising, the effectiveness of a selection of advertising campaigns, and the application of governance frameworks.

Public sector entities use advertising and communication activities to convey messages to the public about the rollout of new policies and programs, items of public interest (such as work, health, and safety issues), and other critical community information (such as preparing for storm season).

Managing performance of teachers in Queensland state schools (Report 15: 2016–17)

Education and Housing

This audit assessed whether the Department of Education and Training's performance review process for teachers, as part of its overall performance management framework, is improving teaching quality in Queensland state schools.

Teachers are our schools' most important resource. Research shows that effective teachers make the biggest difference to student outcomes after family background.

Criminal justice system—reliability and integration of data (Report 14: 2016–17)

Community Services

In this audit we examined how well Queensland’s criminal justice entities capture, report and use data, ensuring its reliability and integration across the justice system.

‘Criminal justice system entities’ (for the purpose of this report) include the Queensland Police Service and the Department of Justice and Attorney-General, through its Queensland Courts Service, Queensland Corrective Services, and Office of the Director of Public Prosecutions.

Local government entities: 2015–16 results of financial audits (Report 13: 2016–17)

Local Government

Local governments (councils) are involved in a wide range of activities. Examples range from providing community services—such as roads, water and sewerage—to recreation and cultural facilities, to an estimated 4.8 million Queenslanders. The Queensland population is expected to increase by eight per cent in the next five years. This, combined with rising community expectations for service delivery, volatility in revenue sources, and the financial burden of maintaining and renewing extensive infrastructure networks, has councils concerned about their financial position.

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