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The objective of this audit is to assess the effectiveness of the Department of Defence's preparations for the introduction of the Joint Strike Fighter into Royal Australian Air Force (RAAF) service and its sustainment.
This audit would examine the effectiveness of the Department of Defence’s planning for a Single Information Environment.
The 2016 Defence Integrated Investment program identified that a critical step towards transforming Defence’s information and communications technology (ICT) environment was to stabilise the core of the system by providing standardised, robust and reliable networks. The Integrated Investment program set a project timeline of 2016–25 and an approximate investment value of $500–$750 million for the Single Information Environment, which is a program to transform Defence’s core ICT infrastructure through investments in communications, a single desktop and data processing.
This audit would examine Defence’s administration of allowances and entitlements paid to civilian personnel.
Defence makes non-salary payments of approximately $100 million per year to its civilian personnel. The audit would review the control framework for payments, including approval and acquittal processes, and processes for recovering overpayments.
This audit would examine the effectiveness and efficiency of sustainment arrangements for the Royal Australian Navy’s fleet of eight Anzac class frigates. In April 2016, the Australian Government signed a $2 billion contract for the sustainment of the frigates over eight years.
A strategic partnership has been established between the Commonwealth and industry to streamline contracting arrangements for the whole-of-life sustainment of the frigates. The Anzac class frigates will remain an important Defence capability until the future frigates enter service in the late 2020s.
This audit would examine the Department of Defence’s progress in implementing the Air Warfare Destroyer program since 2014.
The deliverables under the Air Warfare Destroyer program are the acquisition of three new warships and their support systems for the Royal Australian Navy at a cost of over $9 billion. The ANAO’s March 2014 performance audit of the program (ANAO Report No. 22 of 2013–14) identified issues relating to the design process, governance, schedule slippage, productivity and cost. The project was added to the projects of concern list in June 2014 and allocated an additional $1.2 billion in late 2015. Governance arrangements for the program were also altered in 2015–16 following internal reviews.
The audit would examine the program’s progress since 2014, including Defence’s implementation of recommendations made by the ANAO and other reviews, as well as planning for sustainment activities.
This audit would examine Defence’s sustainment of the Royal Australian Navy’s fleet of Collins class submarines, including implementation of the 2012 Coles Review.
The Royal Australian Navy operates a fleet of six submarines, which entered service between 1996 and 2004. After its introduction into service, the submarine fleet exhibited poor levels of availability and reliability, and in June 2012, Defence and the fleet’s contracted sustainer, ASC Pty Ltd, entered into a new five-year contract that aimed to deliver more efficient and effective sustainment services.
A review of Collins class sustainment was conducted by John Coles in 2012 and progress reviews were conducted in 2014 and 2016. The 2016 review reported that the submarine fleet was on the verge of achieving its benchmark availability requirements, and the focus of sustainment should shift towards increasing efficiency and reducing costs.