The audit objective was to examine whether the Department of Defence has effective and efficient sustainment arrangements for the Royal Australian Navy’s fleet of eight ANZAC class frigates.

The audit objective was to examine the efficiency of the Office of the Commonwealth Director of Public Prosecutions' (CDPP's) case management.

The objective of this audit was to assess the appropriateness of the use and reporting of confidentiality provisions in a sample of Australian Government contracts.

The audit objective was to assess the effectiveness of the Department of Human Services’ administration of the Assistance for Isolated Children Scheme.

The objective of this audit was to assess whether the Australian Maritime Safety Authority is effectively managing the Search and Rescue Aircraft contract.

The audit objective was to assess the effectiveness of the management of underperformance in the Australian Public Service (APS) and identify opportunities for improvement.

The audit reviewed the extent to which the Department of Health and Ageing (Health) had implemented the recommendations of Audit Report No. 13 of 1998-1999, Aboriginal and Torres Strait Islander Health Program, taking account of any changed circumstances or new administrative issues identified as impacting the implementation of these recommendations.

The objective of this follow-up audit was to assess whether Defence had taken appropriate action on recommendations made in the ANAO's 1995 audit report on Management Audit Branch (MAB), which is responsible for internal audit in Defence, and to assess whether the internal audit function in Defence could be improved.

In 2000, the ANAO tabled Audit Report No 49 1999-2000, Indigenous Land Corporation operations and performance. The 2000 audit made nine recommendations for improvement. This follow-up audit examined the Indigenous Land Corporation's implementation of the recommendations of the 2000 audit.

The objective of the audit was to provide assurance to Parliament on effectiveness of FMIS implementations by:

• evaluating the effectiveness of selection and implementation management; and
• evaluating whether the implemented FMIS met the needs of agencies.