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The objective of the audit was to assess the efficiency and effectiveness of the provision of health services to the Australian Defence Force Regular forces. Audit criteria were developed which examined health services policy and strategic planning, resource management, the tri-Service provision of medical, dental and other health care, the operation of and planning for major medical facilities, health care management information systems, occupational health and safety and the supply of health materiel.
This follow-up audit examined the actions taken by the Department of Veterans' Affairs to address the ANAO's recommendations made in Audit Report No.28 1993-94 regarding the use of private hospitals on behalf of the Repatriation Commission. The recommendations from that audit were aimed at improving the basis and consistency of contracts with the private sector for the use of private hospitals and providing added assurance that quality care was available to the veteran community.
The objective of the audit was to assess the effectiveness and efficiency of Army's management of the move of 1st Brigade to Darwin. The audit criteria directly related to implementation of the project. These criteria addressed planning as well as identification and management of longer-term risks to the success of the project.
The objective of Phase Two of the audit was to examine the efficiency and effectiveness of operations of ATSIC Central, State and Regional Offices in relation to the administration of the Community Development Employment Projects Scheme. The ANAO established key criteria to assess progress against the implementation of the Phase One recommendations and further assess the efficiency and effectiveness of CDEP administration. The main areas examined were: planning, including reports of progress against plans and the development and use of performance information; monitoring, including client feedback and the review process at the Regional Office level; the implementation and effectiveness of management information systems in relation to CDEP; and the development and implementation of quality assuranced processes at State/Regional level.
The objective of the audit was to review the Department of Veterans' Affairs' management of the outsourcing of its data centre in Sydney from February 1992, specifically with respect to the management of its contractual arrangements. The audit sought to identify the extent to which DVA achieved its objectives of outsourcing and the effectiveness of its management of the arrangement with the supplier.
The focus of the audit was to examine recent selected property sales within the portfolios owning the majority of Commonwealth property, ie. those of Defence, Administrative Services and Veterans' Affairs. The approach taken in the audit was to select property sales from each of the three agencies and review the files and transactions related to those sales. The sales were evaluated against criteria which included establishment of sales timetables, sales methods, and completion processes such as the criteria for the selection of tenders and accountability. The objectives of the audit were to assess departments' management of the sale process associated with selected property sales with regard to:
the extent to which the individual property sale objectives were achieved;
how departments managed the sales to ensure that the Commonwealth received fair value;
whether the departments' sale arrangements adequately protected the Commonwealth's interests, including minimising ongoing Commonwealth risk; and
identifying principles of better practice employed by agencies in connection with these sales.
The objective of the audit was to assess the workforce planning systems used by the Australian Defence Force with a view to identifying better practice and making recommendations where appropriate to promote overall effectiveness of planning systems. The main issues were the management of the workforce planning function and determination of workforce requirements. The audit concentrated on the full-time military workforce, but also included the issue of the flexibility for military units to employ reserves or civilians where appropriate.
The objective of the audit was to assess the efficiency and effectiveness of administrative arrangements for the provision of food to the Australian Defence Force and identify possible areas for improvement. The audit criteria addressed the adequacy of policy guidance, planning, performance information and risk management in all areas of ADF food provisioning.
This is a follow-up audit to Audit Report No.8 1992-93, Compensation Pensions to Veterans and War Widows and Audit Report No. 15 1994-95, Follow-up of an Efficiency Audit on Compensation Pensions to Veterans and War Widows. This audit examined the performance of the Compensation sub-program operations in order to ascertain the impact of previous audit reports and to recommend areas that could be further improved.
This performance audit was conducted to examine the efficiency and administrative effectiveness of Commonwealth fisheries management, with particular emphasis on AFMA's systems and procedures for planning and operations. In addition, the audit sought to determine whether AFMA is gathering and reporting to the Parliament appropriate accountability information on its performance.
The purpose of the audit was to examine the environmental management mechanisms in place across some of the major Commonwealth land management and oversighting entities. In particular, the audit examined Commonwealth environmental management practices to identify current strengths and weaknesses, and provide a framework and direction for the adoption of better practice and continuous improvement. The audit has not been designed to judge past Commonwealth performance using current environmental standards and practices. Rather, the audit focused on encouraging the development of better practice by illustrating the implications and lessons learned from past and present practices.
Department of Communications, Information Technology and the Arts; Department of Defence; Department of Transport and Regional Development; Department of Administrative Services; Department of Environment, Sport and Territories
The objective of the audit was to assess the performance of the Department's management of the project in the light of accepted project management techniques, including risk management. An important part of the audit was to derive lessons to be learnt and recommendations that could be applied to the remainder of the project and to other large Defence projects.
The Department of Defence is responsible for administering the Defence export facilitation program which is aimed at promoting Australian defence-relevant exports. The Department administers the program in cooperation with AUSTRADE. Defence is also responsible for administering export controls on defence and related goods and dual-use goods. The Department of Foreign Affairs and Trade is responsible for controls on chemical and biological weapons precursors. The Department of Primary Industries and Energy is responsible for controls on nuclear-specific technology and source/fissionable material. The Australian Customs Service implements barrier controls at ports and airports. In September 1993 the then Minister for Trade referred to the Joint Standing Committee on Foreign Affairs, Defence and Trade (JSCFADT) an inquiry into the implications of Australian defence exports. The JSCFADT's Report on the Implications of Australian Defence Exports (September 1994) recommended, inter alia, that the Auditor-General conduct a performance audit of the operations of the guidelines concerning the controls on the export of defence and related goods, the export control process, and all export facilitation activities. The Auditor-General agreed to undertake an audit, which commenced in May 1995 as a preliminary study and was designated as a performance audit on 30 August 1995.
The primary objectives of the ANAO preliminary study were to gain an understanding of the concepts and associated processes used in the management of preparedness. This included the methodology for translating the Government's strategic guidance into military capability; the processes by which the Services translate preparedness directives into operational requirements; and how Headquarters ADF (HQADF) and the three Service Offices assure themselves that units can satisfy the requirements of preparedness directives.
Within the scope of this preliminary study the ANAO did not attempt to form a conclusion regarding the current ability of the ADF to satisfy the roles set by Government in strategic guidance; that is, its actual state of preparedness. It was important first to obtain a good understanding of the concepts and associated methodology used by Defence in managing preparedness.
The objectives of this audit were to assess planning, management, conduct and staffing of internal audit in the Department of Defence, with a view to providing assurance as to the standard of its work. Opportunities were taken to identify specific policies and practices that would improve the efficiency and effectiveness of MAB audit. Fieldwork for the ANAO audit was performed between May and August 1995.
whether the planning and implementation of the DSS Teleservice project has been adequate to ensure successful operations;
the efficiency and administrative effectiveness of Teleservice Centre management practices;
whether Teleservice Centres have been successful in delivering the anticipated improvements to client service; and
what opportunities might be available for improvement in the operation of the Centres.
An important aim of the audit was to ascertain with DSS what value could be added by identifying more administratively effective and efficient means of managing and operating their Teleservice Centre network. In addition, the ANAO considered that the experience gained and lessons learned from the introduction of Teleservice operations by DSS could improve the planning and implementation of major technology-based operational and client service initiatives in the future, both in DSS and the Australian Public Service (APS) generally.
In carrying out the audit, the ANAO undertook an extensive examination of the Teleservice environment including:
examining the experience and practices of private sector call centre operations;
reviewing the DSS Teleservice network, involving detailed discussions with departmental officers, examining files and data and observing Teleservice Centre operations; as well as
consulting a range of community groups and government agencies familiar with DSS's Teleservice Centre services.
Audit Report No.5 1993-94, Explosive Ordnance, Department of Defence, was tabled in the Parliament in September 1993. The report was structured in three parts. The first part covered explosive ordnance (EO) issues common to all three Services; the second part focused on the management of explosive ordnance by the Navy; and the third part was a follow-up of the 1987 audit report on Air Force explosive ordnance. The report made 39 recommendations. Defence agreed to implement most of them.
It was considered timely to undertake a follow-up audit into key issues of the recommendations contained in the audit report, given the elapsed time since the report was tabled and the issues associated with public safety.
The purpose of the audit was to ascertain the extent to which financial management arrangements helped the department to achieve its objectives and the way that these could be improved in the light of the department's management reforms generally.
Elements of the Financial Management Improvement Program, and the accrual reporting framework, were at an evolutionary stage in the department. The audit therefore focused on quite fundamental financial management issues, including:
the ability of financial management systems to provide information that was timely, accurate and relevant to the needs of management and other users; and
the extent of coordination and control of financial management across departmental programs and between National and State Offices.