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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.
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.
The objective of the audit was to assess whether the award of funding under the Regional Jobs and Investment Packages program was informed by appropriate departmental advice and that processes complied with the grants administration framework.
The objective of this audit was to examine the effectiveness of the design and implementation of the Department of the Prime Minister and Cabinet’s (PM&C’s) evaluation framework for the Indigenous Advancement Strategy (IAS), in achieving its purpose to ensure that evaluation is high quality, ethical, inclusive and focused on improving outcomes for Indigenous Australians.
The objective of the audit was to assess the effectiveness of arrangements for monitoring, evaluating and reporting progress towards Closing the Gap in Aboriginal and Torres Strait Islander disadvantage.
The audit objective was to assess the effectiveness of the Department of Health's design, implementation and administration of primary healthcare under the Indigenous Australians' Health Program (IAHP).
The objective of the audit was to assess whether the Office of the Registrar of Indigenous Corporations (ORIC) supports good governance in Indigenous corporations consistent with the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (CATSI).
The objective of the audit was to assess the effectiveness of the governance of the Northern Land Council in fulfilling its responsibilities and obligations under the Aboriginal Land Rights (Northern Territory) Act 1976, Native Title Act 1993 and Public Governance, Performance and Accountability Act 2013.
The audit objective was to assess whether the Department of the Prime Minister and Cabinet has effectively established and implemented the Indigenous Advancement Strategy to achieve the outcomes desired by government.
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The audit objective was to assess the effectiveness of the administration of the Commonwealth Scientific and Industrial Research Organisation's (CSIRO's) Gift to the Science and Industry Endowment Fund.
The audit objective was to assess the effectiveness and equity of the award of funding under the Clean Technology Program in the context of the program objectives and the Commonwealth’s grants administration framework.
The objective of the audit was to assess the effectiveness of the administration of the Smart Grid, Smart City Program, including the establishment, implementation and ongoing management of the program.
The audit objectives were to assess the effectiveness of:
selected agencies’ administration in developing advertising campaigns and implementing key processes against the requirements of the Australian Government’s campaign advertising framework, and other key legal and administrative requirements; and
the ongoing administration of the campaign advertising framework.
The objective of the audit was to assess the effectiveness of the Department of Education, Employment and Workplace Relations’ (DEEWR) role in the delivery of the Children and Family Centre (CFC) component of the National Partnership Agreement on Indigenous Early Childhood Development (IECD NP).
The audit objective was to assess the effectiveness of the Department of Industry, Innovation, Science, Research and Tertiary Education’s (DIISRTE’s) administration of the Education Investment Fund grants program.
(DIISRTE was the department that had responsibility for the administration of the EIF grants program during the course of the audit. The recommendations and suggestions for improvement are, however, directed to the Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education because this department now has responsibility for the administration of the program).
The objective of this audit was to examine the effectiveness of the Department of Families, Housing, Community Services and Indigenous Affairs’ administration of the National Partnership Agreement on Homelessness (NPAH), including monitoring and reporting of progress against the objective and outcomes of the agreement.
The objective of the audit was to assess the effectiveness of FaHCSIA‘s performance of its lead agency role in coordinating whole-of-government commitments to closing the gap in Indigenous disadvantage.
The objective of the audit was to assess the effectiveness of FaHCSIA’s administration of the HAF. To address this objective, the Australian National Audit Office (ANAO) assessed FaHCSIA’s administration against a range of audit criteria, including the extent to which:
assessment and approval processes were soundly planned and implemented, and were consistent with the requirements of the overarching financial management framework;
appropriately structured funding agreements were established and managed for each approved grant; and
the performance of the HAF, including each of the funded projects, was actively monitored and reported.
The audit objective was to assess the extent to which DEEWR and FaHCSIA have effectively managed the planning and consultation phases for the IBF program and the IBHP program. The audit scope included consideration of the issues likely to affect the ongoing operation and sustainability of the facilities.
Department of Education, Employment and Workplace Relations; Department of Families, Housing, Community Services and Indigenous Affairs; Aboriginal Hostels Limited; Northern Territory Department of Education and Training
The audit objective was to assess the effectiveness of DEEWR’s and FaHCSIA’s administration of the Australian Government’s responsibilities under Element 1 of the National Partnership Agreement on Indigenous Economic Participation (including the NT Jobs Package).
The objective of the audit was to assess the administrative effectiveness of FaHCSIA's and IBA's management of the HOIL program. In particular, the audit examined the administrative design of the program, its implementation and progress in achieving the expected results.
The objective of the audit was to assess the effectiveness of FaHCSIA's management of the Fixing Houses for Better Health program since 2005.
The audit reviewed the two elements of the program for which FaHCSIA is responsible: management of the service delivery arrangements and overall performance monitoring and reporting. Following the development of the National Partnership Agreement on Remote Indigenous Housing, which introduced new approaches to the delivery of Indigenous programs, FaHCSIA made changes to FHBH for the 2009–11 phase. The audit has focused on both the 2005–09 and the 2009–11 phases. This provided coverage of the program's normal operations as well enabling the audit to consider the modifications made to the program for the 2009–11 phase.
Against this background, the audit considered whether:
program management arrangements had been established that were suitable for the size, nature and objectives of the FHBH program;
service delivery arrangements were designed to support the achievement of the program's objectives and FaHCSIA's management of the program; and
FaHCSIA used robust systems to monitor achievement of the program objectives.
The ANAO also considered whether there was any experience from the department's management of FHBH that could be broadly applied to FaHCSIA's management of the National Partnership Agreement.
The audit assessed FaHCSIA's management of AACAP and how the department monitors the contribution the program is making to the improvement of primary and environmental health, and living conditions, in remote Indigenous communities.
The audit examined program delivery under the 2006–2009 MoU, as well as the planning for the 2010 project under the variation to the 2006–2009 MoU. As part of the audit the ANAO considered:
program strategy and implementation including the roles and responsibilities of the major stakeholders, community selection and scope of works (Chapter 2);
the financial management of the program and the changing role of the Contracted Program Manager (Chapter 3); and
performance measures, including FaHCSIA's performance reporting framework, and approach to monitoring and reporting performance against the stated program objectives (Chapter 4).
The audit focused on AACAP in so far as it relates to Indigenous community outcomes. It did not consider the program from the perspective of the Australian Defence Force capability building.
The objective of the audit was to assess the administrative effectiveness of FaHCSIA's management of the GBM initiative, and the extent to which the initiative has contributed to improvements in community engagement and government coordination in the Northern Territory.
The audit focused on FaHCSIA's management of the GBM initiative under the NTER. The audit scope did not include additional functions assigned to some GBMs in the Northern Territory under the National Partnership Agreement on Remote Service Delivery (the National Partnership Agreement), or to Australian Government staff with similar roles and functions supporting the implementation of the National Partnership Agreement in Queensland and Western Australia.
The objective of the audit was to assess whether, in relation to appeals to the SSAT and the AAT, Centrelink undertakes its role effectively, so as to support the timely implementation of the Tribunals' decisions about customers' entitlements. In assessing Centrelink's performance, the ANAO examined whether:
the information provided by Centrelink, in relation to appeals to the SSAT and the AAT, effectively supported customers' and Tribunals' decision-making;
the relationships and administrative arrangements between Centrelink, DEEWR and FaHCSIA supported the effective management of the appeal process and the capture of issues that may have broader implications for legislation, policy and service delivery; and
Centrelink implemented SSAT and AAT decisions in an effective and timely manner.
The audit focused on the external review and appeal mechanisms and completes the cycle of audits on Centrelink's review and appeal system. The audit examined those appeals where an implementation action was required and did not consider SSAT and AAT appeals that were dismissed, withdrawn or were not within the Tribunals' jurisdiction.
The objective of the audit was to assess how well agencies had implemented the CPGs and relevant FMA legislation when undertaking Direct Source procurement.
The audit examined whether selected agencies had developed a sound procurement framework; appropriately classified procurement methods when meeting external reporting requirements; implemented the CPGs and relevant legislation when Direct Sourcing; and established effective procurement monitoring and review arrangements.
The ANAO selected four FMA Act agencies to provide a cross-section of the 104 agencies that reported procurement activity in AusTender in 2008–09. The agencies selected for audit were:
the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA);
the Department of Innovation, Industry, Science and Research (Innovation);
the Department of Veterans' Affairs (DVA); and
the Australian Crime Commission (ACC).
The ANAO examined a stratified random sample of 645 procurements valued at $10 000 and over, across the four agencies. More detailed testing was undertaken for the 285 Direct Source procurements in the sample.
The audit examined the effectiveness of DEEWR's administrative arrangements supporting the delivery of Indigenous childcare services through MACS and crèches, including the approaches DEEWR uses to monitor the achievement of the BBF sub-program objective.
In conducting the audit, the Australian National Audit Office (ANAO) reviewed three key areas:
program administration—DEEWR's administrative systems and processes supporting the delivery of Indigenous childcare services through MACS and crèches and the broader BBF sub-program;
management of service provider funding agreements—DEEWR's systems and processes for managing MACS and crèche service providers' funding agreements; and
monitoring and reporting performance—the effectiveness of DEEWR's processes for monitoring the performance of service providers, and the achievement of the outputs and outcomes of the BBF sub-program.
The ANAO sought not to duplicate the work of DEEWR's Internal Audit function, and in doing so referred to the findings of the recent internal audit review of the CCSSP, where these were relevant and appropriate.