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The objective of the audit was to examine whether selected entities implemented agreed ANAO performance audit, the Joint Committee of Public Accounts and Audit, and other parliamentary committee recommendations.
The objective of the audit was to examine the extent to which the Department of Human Services (Human Services) has implemented the recommendations made by the Australian National Audit Office (ANAO) in Auditor-General Report No. 37 of 2014–15 Management of Smart Centres’ Centrelink Telephone Services; as well as Human Services’ performance against call wait time and call blocking metrics.
The objective of this audit was to examine if Social Services and Human Services drive improvements in the Disability Support Pension program using data and information from multiple sources, including agreed Auditor-General and parliamentary committee recommendations.
The objective of this audit was to examine the extent to which the Department of Infrastructure and Regional Development, now the Department of Home Affairs (the Department) has implemented the recommendations made by the ANAO in Audit Report #5 2016–17, Passenger Security Screening at Domestic Airports.
The objective of the audit was to assess the effectiveness of Medicare electronic claiming arrangements, including an assessment of the extent to which claiming and processing efficiencies for the Government, health professionals and Medicare customers have been achieved.
The objective of the audit was to assess the effectiveness of the transition of the Remote Jobs and Communities Programme to the Community Development Programme, including whether the Community Development Programme is well designed and administered effectively and efficiently.
The objective of this audit was to assess whether the OneSKY tender was conducted so as to provide value with public resources and achieve required timeframes for the effective replacement of the existing air traffic management platforms.
The audit objective was to re-assess the three entities' compliance with the 'Top Four' mandatory strategies in the Australian Government Information Security Manual (ISM). The audit also aims to examine the typical challenges faced by entities to achieve and maintain their desired ICT security posture.
The audit objective was to examine whether Airservices Australia has effective procurement arrangements in place, with a particular emphasis on whether consultancy contracts entered into with International Centre for Complex Project Management (ICCPM) in association with the OneSKY Australia project were effectively administered.
The objective of the audit was to assess whether selected entities had appropriately justified the use of limited tender procurement and whether processes adopted met the requirements of the Commonwealth Procurement Rules.
The objective of this audit was to assess the effectiveness of arrangements for implementing and monitoring the implementation of ANAO performance audit recommendations in the Department of Agriculture and the Department of Human Services.
The objective of the audit was to assess the effectiveness of the administration, by DoHA and the Commonwealth partners, of the 2008 and 2011 Heads of Agreement for the management, operation and funding of the Mersey Community Hospital (The Commonwealth partners for this audit were the Tasmanian Government Department of Health and Human Services and the Tasmanian Health Organisation – North West).
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 audit objective was to assess the administrative effectiveness of the Department of Education, Employment and Workplace Relations(DEEWR), Department of Human Services (DHS) partnership arrangement in supporting the delivery of employment programs.
The objective of the audit was to assess the effectiveness of the Department of Human Services' arrangements for engaging and managing External Collection Agencies to recover debts arising from Centrelink payments.
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 Customs and Border Protection's risk-based management of end-to-end processing of incoming international air passengers in achieving border security and passenger facilitation outcomes.
The objective of the audit was to assess the effectiveness of the management of the MSS for the delivery of Centrelink services. The management of the MSS was assessed against the following criteria:
there are effective planning arrangements to identify and address the evolving needs of DCALB customers;
service delivery arrangements meet the current needs of DCALB customers; and
there are effective performance monitoring and reporting arrangements which are used to improve service delivery.
Around 20 per cent of the people receiving Centrelink services are identified as being from a diverse cultural and linguistic background (DCALB). DHS’ Multicultural Servicing Strategy (MSS) sets out the approach for delivering Centrelink services to DCALB customers. The MSS has four main components — Language Services, the Multicultural Services Officer program, Stakeholder Engagement Strategies and Employee Support Tools and Strategies.
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.