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This audit would assess the effectiveness of NBN Co Limited’s (NBN Co’s) strategies to manage its transition from building to operating the national broadband network (NBN).
While NBN Co will continue to have a build commitment for new developments and complex connections, construction of the NBN ‘volume rollout’ was scheduled for completion by June 2020, followed by a further 18 months for completing the migration from previous infrastructure to the NBN. The transition of NBN Co’s operating model from network construction to one focusing on ongoing network operations was identified as a key risk in the NBN Co’s Corporate Plan 2020–2023.
This audit would examine the efficiency and economy of the Department of Defence’s management of its inventory of general stores, including its procurement methodology, its system for determining order quantities, and its plans and procedures for managing the category of general stock classified as excess but not obsolete.
The Department of Defence had a balance of $7.8 billion in inventories as at 30 June 2021, which includes general stores inventories ($2.5 billion), fuel ($49.7 million) and explosive ordnance ($5.3 billion). While Defence’s management of explosive ordnance and fuel have been the subject of ANAO performance audits in the last decade, the ANAO has not examined Defence’s management of its general stores inventory.
This audit series would assess the effectiveness of the Department of Defence’s (Defence’s) planning and implementation of activities to extend the life of the Collins class submarine fleet.
The government announced the approval of a life-of-type extension (LOTE) for the Royal Australian Navy’s Collins class submarines. All six submarines are expected to undergo LOTE, extending the life of each submarine by 10 years. The audit series would first examine Defence’s identification of requirements, assessment of options, advice to the government, and implementation of LOTE planning activities to date. Subsequent audits in the series would examine the upgrade process for the submarine fleet.
This audit would examine whether the Department of Defence (Defence) has effective and efficient sustainment arrangements for the Royal Australian Navy’s fleet of Canberra Class Amphibious Assault Ships (also referred to as ‘Landing Helicopter Docks' (LHD)) and Hobart Class Guided Missile Destroyers (DDG) (also referred to as ‘Air Warfare Destroyers’ (AWD)).
The Royal Australian Navy operates two Canberra Class LHDs and three Hobart Class AWDs. These ships were commissioned between 2014 and 2020. The Canberra Class provides a forward operating capability for the deployment of troops and support assets. The Hobart Class provides air defence for accompanying vessels and land assets, in addition to undersea warfare capabilities and naval gunfire support. The acquisition cost of these warships was publicly reported to be over $12 billion.
The audit’s objective was to assess the effectiveness of the selection, contracting and ongoing management of investments by the Clean Energy Finance Corporation (CEFC) and the extent to which the CEFC is meeting its legislated objective.
The objective of this audit was to assess whether the Commonwealth Scientific and Industrial Research Organisation (CSIRO) designed and is implementing its property investment strategy in a way that is delivering the intended benefits, and how any lessons learned are being reflected in a new strategy that is being developed.