Browse our range of publications including performance and financial statement audit reports, assurance review reports, information reports and annual reports.
The objective of this audit is to examine the Department of Agriculture, Water and the Environment’s effectiveness in implementing the Regional Land Partnerships program.
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The objective of this audit is to assess whether the Department of Home Affairs is effectively managing the civil maritime surveillance services contract.
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The objective of this audit is to examine the effectiveness of the Department of Defence's (Defence's) administration of contractual obligations relating to the Defence Industry Security Program (DISP).
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The objective of this audit is to examine the effectiveness to date of the Department of Defence’s (Defence’s) administration of the Enterprise Resource Planning (ERP) program, with a focus on ERP Tranche 1 activities.
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The objective of this audit is to examine whether COVID-19 procurements to increase the National Medical Stockpile (NMS) were consistent with the proper use and management of public resources and whether COVID-19 deployments of the NMS were effective.
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Increased transparency and accountability on progress with major Defence equipment acquisitions has been a focus of parliamentary interest for some time. Beginning in 2007–08, an annual program has been established in conjunction with the Department of Defence to enable the ANAO to review and report to the Parliament on the status of major Defence acquisition projects, as set out in the Defence Major Projects Report. The review includes information relating to the cost, schedule, and progress towards delivery of required capability, of individual projects as at 30 June each year.
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This audit would examine the effectiveness and value for money of the National Disability Insurance Agency’s (NDIA’s) procurement and contract management arrangements for Community Partnerships.
The operating model for the National Disability Insurance Scheme (NDIS) includes outsourcing some NDIA functions to partners in the community. This includes the provision of information, linkages and capacity building to the community and broader services to people with disability, pre-planning engagement, data collection and planning discussions with NDIS participants, and plan implementation. As of 2018–19, there were 25 partners in the community operating in all Australian states and territories. The expenditure on partners in the community was $451.8 million in 2018–19, an increase from $288.8 million in 2017–18 and $125.7 million in 2016–17.
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This audit would assess the effectiveness of Defence’s management of the acquisition of the Triton aircraft system (Air 7000 Phase 1B) and Sky Guardian (Air 7003). The Triton is to undertake maritime patrol, intelligence, surveillance and reconnaissance activities and supplement the surveillance activities of the manned Boeing P-8A Poseidon aircraft of the Royal Australian Air Force. In June 2018, the government approved the acquisition of six Triton aircraft at an expected cost of $7 billion including sustainment and the construction of facilities, with all six aircraft expected to be in service by mid-2025. The Australian Government has announced the purchase of the first two Triton aircraft through a cooperative development program with the United States Navy. The first Triton aircraft is expected to be introduced into service in 2023 and the second introduced into service in 2024. The purchase of a third Triton aircraft was announced on 18 June 2020.
In November 2018, the Australian Government announced the acquisition of an armed remotely piloted aircraft system, and in November 2019 announced the down selection of the MQ-9B Sky Guardian variant. The Australian Government is scheduled to consider the $1.3 billion MQ-9B Sky Guardian acquisition proposal in 2021–22, with initial operating capability anticipated in 2025–26.
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This audit would assess the effectiveness of the Department of Defence’s administration of the Hunter class frigate program, including the value for money of Defence’s acquisition of Hunter class frigates and planning for construction and entry into service.
In June 2018, the Australian Government announced the acquisition of nine Hunter class frigates to replace the Royal Australian Navy’s existing Anzac class frigates. The Hunter class is based on the BAE Type 26 design, and will be built at the Osborne shipyard in South Australia, with the first-of-class expected to enter service in the late 2020s. The acquisition cost of the Hunter class is approximately $35 billion.
In addition to providing capability to the Royal Australian Navy, the acquisition of the Hunter class frigates is an integral part of the Australian Government’s 2017 Naval Shipbuilding Plan to create a viable and sustainable Australian naval shipbuilding industry, based on a continuous build of naval surface ships and submarines.
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This audit would examine the Department of Defence’s achievement of initial operating capability for the new air combat capability, the F-35A Joint Strike Fighter (AIR 6000 Phase 2A/2B). Defence plans for the Joint Strike Fighter to reach initial operating capability in December 2020 following the completion of the verification and validation program. At that time, Defence plans to have approximately 30 aircraft, including an operational squadron of at least 12 Joint Strike Fighter aircraft available. The total acquisition budget for AIR 6000 Phase 2A/2B is $15.5 billion, with government approving a further $4.6 billion in 2014 for operating and support costs until 2024–25. As of October 2019, 18 aircraft have been delivered to Australia.
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This audit would assess the efficiency and effectiveness of the whole-of-government legal services panel established by the Attorney-General’s Department (AGD). In 2017–18, total legal services expenditure reported by Australian Government entities was $856.78 million. Total expenditure for 2018–19 is yet to be reported.
The AGD Secretary’s Review of Commonwealth Legal Services, published in November 2017, found that ‘external legal services providers remain a critical component of the Commonwealth’s overall legal services delivery’. However, the existing model, whereby most entities purchase legal services individually, is causing entrenched inconsistency and procurement administration costs. The review recommended that a whole-of-government legal services panel be established in a manner that ensures appropriate flexibility in usage by entities to suit their individual circumstances. AGD began the process of establishing this panel in 2018. The Whole of Australian Government Legal Services Panel commenced on 15 August 2019.
The proposed audit would assess whether the panel has been designed, and is being utilised, in a manner which ensures efficiency and value for money to the Australian Government.
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This audit would examine the effectiveness and value for money of the Department of Defence’s (Defence’s) procurement process for the proposed long-term contract for the operation of the propellant facility at Mulwala and the munitions facility at Benalla. The audit would also follow up on Defence’s implementation of a 2016 ANAO recommendation that Defence develop a cost-effective implementation plan for the future operation of the facilities.
The Mulwala and Benalla facilities provide propellant, explosives and munitions to the Australian Defence Force. The Mulwala facility was redeveloped between 2007 and 2015 at a cost of over $415 million.
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This audit would examine the effectiveness of the Department of Health’s (the department’s) procurement of a privileged access management solution, including consideration of value for money and the application of the Commonwealth Procurement Rules.
The department approached the market for a privileged access management solution in December 2018 to support moves towards compliance with the ssential eight’ security controls, strengthen the department’s risk posture, and safeguard its people and information from potential threats related to privileged accounts.
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The objective of this audit was to assess whether the Australian Maritime Safety Authority is effectively managing the Search and Rescue Aircraft contract.
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The audit examined whether the COVID-19 National Medical Stockpile (NMS) procurement requirement was met through effective planning and governance arrangements.
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Increased transparency and accountability on progress with major Defence equipment acquisitions has been a focus of parliamentary interest for some time. Beginning in 2007–08, an annual program has been established in conjunction with the Department of Defence to enable the ANAO to review and report to the Parliament on the status of major Defence acquisition projects, as set out in the Defence Major Projects Report. The review includes information relating to the cost, schedule, and progress towards delivery of required capability, of individual projects as at 30 June each year.
The objective of this report was to provide the Auditor-General’s independent assurance over the status of the selected major projects. The status of the selected major projects is reported in the Statement by the Secretary of Defence and the Project Data Summary Sheets (PDSSs) prepared by Defence. Assurance from the ANAO’s review is conveyed in the Independent Assurance Report by the Auditor-General.
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The objective of the audit was to assess the effectiveness and value for money to date of the Department of Defence’s acquisition of combat reconnaissance vehicles under project Land 400 Phase 2.
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The audit objective was to assess the effectiveness to date of the Department of Defence’s procurement and contract management of the Offshore Patrol Vessel program.
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The objective of this audit was to examine whether the Department of Infrastructure, Transport, Regional Development and Communications exercised appropriate due diligence in its acquisition of the ‘Leppington Triangle’ land for the future development of the Western Sydney Airport.
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The objective of this audit was to assess the extent to which entities’ establishment and use of ICT related procurement panels and arrangements supported the achievement of value for money outcomes.
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The objective of the audit was to examine whether strategic water procurements by the Department of Agriculture, Water and the Environment were conducted consistent with government policy, were supported by appropriate program design, were planned and executed appropriately, and achieved value for money.
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The audit objective was to assess whether the Department of Homes Affairs has appropriately managed the procurement of garrison support and welfare services for offshore processing centres in Nauru and PNG (Manus Island).
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The audit objective was to assess the effectiveness of the administration of Aboriginal and Torres Strait Islander participation targets in intergovernmental funding agreements in achieving policy objectives.
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The objective of this audit was to examine the Department of Foreign Affairs and Trade’s (DFAT’s) achievement of value for money objectives in the delivery of Official Development Assistance (aid) through facility arrangements.
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The objective of this audit was to assess the effectiveness of the administration of the mandatory minimum requirements for Aboriginal and Torres Strait Islander participation in major government procurements in achieving policy objectives.
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The objective of the audit was to examine whether WSA Co Limited’s procurement framework and procurement activities are achieving value for money.
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The objective of the audit was to assess whether the contract for the acquisition of the Civil Military Air Traffic Management System demonstrably represents value for money.
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The objective of the audit was to assess the effectiveness and value for money of Defence’s acquisition of a Battle Management System and a Tactical Communications Network through Land 200 Tranche 2 Work Packages B–D.
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The objective of this audit was to assess the effectiveness of the Australian Criminal Intelligence Commission’s administration of the Biometric Identification Service project.
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The objective of the audit was to assess the Moorebank Intermodal Company’s achievement of value for money and management of probity in its operations and procurement activities.
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