Our staff add value to public sector effectiveness and the independent assurance of public sector administration and accountability, applying our professional and technical leadership to have a real impact on real issues.
The Defence portfolio includes a range of entities that together are responsible for the defence of Australia and its national interests. The principal entities within the Defence Portfolio are the Department of Defence and the Australian Defence Force, collectively known as Defence.
The Defence portfolio includes a range of entities that together are responsible for the defence of Australia and its national interests. The principal entities within the Defence portfolio are the Department of Defence and the Australian Defence Force, collectively known as Defence.
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 Human Services’ management and delivery of programs, services and payments on behalf of other Australian Government entities, as well as the department’s performance against its respective obligations and service standards.
Human Services provides a range of programs, services and payments for, and on behalf of, a number of Australian Government entities, such as income support payments for the Department of Social Services, and aged care payments and the maintenance of various health-related registers for the Department of Health. Arrangements for these services and payments are outlined in various memorandums of understanding and business partnership agreements. In the 2017–18 Budget, Human Services estimated that it would process around $175 billion in payments on behalf of other government entities.
The proposed audit would provide assurance that business agreements support Human Services in meeting the expectations of entities on behalf of whom it delivers payments; and that roles, responsibilities and performance reporting arrangements are clearly defined.
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.
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.