The NSW Police Force's (NSWPF) ongoing upgrade to its core policing technology systems has come under fire from the NSW Audit Office, with the auditor finding that the NSWPF has not "efficiently or effectively planned and sourced key components to upgrade".
Despite spending over $155 million (47% of the $328 million allocated program budget) between March 2021 and December 2025, several replacement systems are still outstanding, with NSWPF only delivering 1 of the 5 core systems to date as part of the upgrade.
That progress means the NSWPF needed to allocate funds designed for the upgrade to instead extend the life of its legacy systems, with the delay in delivery also resulting in "technology and operational risks and reduced operational effectiveness", according to the Audit Office.
The NSWPF identified that it has insufficient funding to deliver the program and will not complete it until four years later than originally planned. The program delivery date is now June 2031 and the NSWPF has estimated that it will need an additional $78 million in capital funding and $415 million in recurrent funding to deliver the program.
The NSWPF has made several attempts to upgrade or replace its core systems since 2006, with this audit focusing on the activities of the NSWPF to replace core systems from 2018 to 2025.
The audit, which kicked off in 2025, came after a complaint was referred to the Audit Office concerning the Integrated Policing Operating System (IPOS), the program to replace core policing systems that has since been renamed the Police Technology Program (PTP).
Former overseas supplier in crosshairs
The Audit Office also called out the selection of a US technology firm that was selected as the upgrade supplier, whose solution promised operational benefits even though it posed known capability and delivery risks.
The procurement for IPOS began between 2018 and 2020 and identified three viable suppliers, with the overseas start-up technology firm winning ahead of two others.
Gateway reviews and external advisers had warned NSWPF decision makers about delivery optimism and the program's resourcing constraints, as well as warning about capability risks for the winning supplier. In addition, the NSWPF’s legal and procurement advisers raised concerns about the winning company’s financial position, limited experience delivering systems of comparable scale and the absence of key capabilities, such as forensics and exhibits.
In June 2022, the supplier advised the NSWPF that it could not deliver a forensics and exhibits system, and that delivery of a minimum viable computer aided dispatch capability would be delayed by several years.
The NSWPF terminated the contract when it became clear that the supplier could not meet contractual milestones.
Up until then, the NSWPF had spent close to $20 million in expenditure on work that delivered no ongoing benefit, and following contract termination, the NSWPF did not "maintain effective governance, capability or appropriate financial controls", the Audit Office stated.
Program reset initiated
To reduce the likelihood of repeating this experience, the NSWPF has since changed its procurement approach, moving away from a single vendor delivery model and applying stricter requirements for supplier capability and experience.
In mid-2024, the NSWPF initiated a program reset. Senior leaders clarified accountability, strengthened governance structures and introduced more consistent project reporting and financial tracking.
The NSWPF revised the program strategy and operating model, introduced a phased implementation approach and improved program assurance. The NSWPF has also developed a digital strategy that provides clarity to the program.
These changes have stabilised the program and improved decision-making transparency, , the Audit Office said.
Independent health check reviews conducted in 2024 and 2025 acknowledged improvements in governance and program management and assessed overall delivery confidence as medium, while noting the importance of ensuring continuity of key personnel.
The program remains vulnerable to setbacks, however, if the capability of key personnel is diminished, the audit found.
Recommendations issued
Throughout the remaining life of the program, the Audit Office advised the NSWPF that it should demonstrate effective program governance arrangements that support delivery of the PTP in line with planned milestones, as well as maintian robust budget controls to align spending with approved funding and scope, and to ensure early identification and management of variances.
Its recommendations also include the NSWPF should achieve intended outcomes by driving clear accountability, effective oversight of delivery risks and assessment of value for money; ensure effective management of technology‑enabled transformation and organisational change; and ensure the required capability is maintained.
The Audit Office also advised that the NSWPF should apply lessons learned from the early procurement and program management experience to the program, particularly in relation to procurement capability, supplier selection and early intervention where delivery risks emerge.
Mal Lanyon, the Commissioner of the NSWPF, said in a letter in response to the audit that the police force "accepts the Audit Office's recommendations and accepts their intent".
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