The ANAO could assess the governance and performance of the Great Barrier Reef Marine Park Authority (GBRMPA). GBRMPA is established under section 6 of the Great Barrier Reef Marine Park Act 1975. It has primary responsibility for applying the Great Barrier Reef Marine Park’s regulatory framework, which comprises the Great Barrier Reef Marine Park Act 1975, the Great Barrier Reef Marine Park Regulations 2019, and legislative instruments made under them such as the Great Barrier Reef Marine Park Zoning Plan 2003. The GBRMPA board, led by a chairperson appointed by the minister, is responsible for the management of the marine park under the Great Barrier Reef Marine Park Act 1975. The Chief Executive Officer of GBRMPA is responsible for its day-to-day operations, and is GBRMPA’s accountable authority for the purposes of the Public Governance, Performance and Accountability Act 2013.

The ANAO could assess the Department of Industry, Science and Resources’ management of its decommissioning and rehabilitation activities. The department manages a range of complex decommissioning and rehabilitation activities, such as decommissioning the Northern Endeavour facility and overseeing the rehabilitation of the Ranger and the Rum Jungle former uranium mine sites.

The ANAO could assess the Australian Government’s planning and use of emerging technologies such as artificial intelligence on core processes including governance, human resource management and fraud detection/prevention (internal controls).

The ANAO could assess the management of legal risks to ensure programs are implemented and delivered consistent with legislation. The audit or series of audits could explore the management of legal risks, lawfulness of decision making and/or lawfulness of payment calculations.

The ANAO could examine Services Australia’s management and recovery of debt. Services Australia provides a range of payments on behalf of nine Australian Government entities. Where overpayments are made Services Australia must raise and recover debt in accordance with relevant legislation. Services Australia identifies debt through a range of activities including tip-offs and the payment assurance program. There are a range of payment options available to customers with debt, including pausing debt recovery where customers are experiencing hardship or vulnerability. For customers who received social security payments, in 2024–25, Services Australia raised 1,400,365 debts with a value of $2.4 billion and recovered $1.6 billion. For Child Support, in 2024–25 57.6 per cent of active paying parents with a debt that is under a payment arrangement. In response to the Royal Commission into the Robodebt Scheme Services Australia has developed a new debt management program in 2024–25, which it plans to review annually. A series of audits would examine the management of one or more type of debt, the aging and recoverability of debts, quality assurance programs, methods of detection, use of recovery agents, compliance and enforcement programs, performance measurement and monitoring, workforce capability and capacity and/or other matters relating to the management and recovery debt.

The ANAO could assess Services Australia’s framework for identifying and supporting vulnerable customers. Services Australia is responsible for delivering services and payments on behalf of government, including for social security, child support, emergency and health programs. Services Australia’s vision is ‘to make government services simple so people can get on with their lives’. Australians often require access to government support during periods of crisis. Services Australia must cater to customers with diverse needs, experiences, and abilities that significantly influence their interaction with the agency. Many individuals with complex needs or in vulnerable circumstancesΓÇöincluding those experiencing financial hardship, disability, domestic violence, or crisis eventsΓÇöface significant barriers to engaging via online, phone, or in-person channels. As of 30 June 2024, Services Australia employed 642 social workers across 211 locations to support these high-risk cohorts. In July 2025 Services Australia launched a ‘2030 Strategy’, in which it reaffirmed its commitment to a customer-centric approach to delivering services and incorporating the needs of vulnerable people into policy and process design.

The ANAO could assess the procurement (and/or contract management) of providers for the National Plan to End Violence against Women and Children, specifically, the Leaving Violence Program. The Leaving Violence Program provides victims of domestic violence financial support and up to 12 weeks of services to promote their safety. DSS launched the Leaving Violence Program in July 2025, the successor to the Ending Violence Payment, and awarded the primary contract to Telstra Health. The program has been allocated $925.2 million over five years. The Joint Committee of Public Accounts and Audit expressed an opinion in its inquiry into the contract management frameworks operated by Commonwealth entities, that value for money is lost if good procurement is undermined by poor contract management.

The ANAO could assess the Department of Education’s design and delivery of the closed-circuit television (CCTV) assessment.

The assessment will explore the use of CCTV in up to 300 services being administered by the Nous Group, in consultation with the department, states and territories, subject matter experts, and early childhood education and care (ECEC) providers, educators, and families. The assessment is expected to be completed by the end of July 2026. The assessment does not seek to determine whether the number of child safety incidents go down, but rather to assess the effects CCTV may have on the perception of safety; how CCTV data can be best managed and leveraged; and the practical and technical considerations associated with CCTV use.

The ANAO could assess the Department of Education’s (Education) management and oversight of the development of the Schools Unique Student Identifier (USI). Australian primary and secondary school students will receive a USI by 2027. The USI is intended to travel with students throughout their school years and into post-school education. It is designed to support teaching, learning and wellbeing by tracking students between education systems, and support better policy development through the availability of joined up data on student pathways.

The ANAO could assess the Department of Foreign Affairs and Trade’s design and administration of the Partnerships for Infrastructure (P4I) program. This could include the performance of the Commonwealth partners contracted to implement the program. P4I is Australia’s flagship infrastructure development in Southeast Asia. Funded through Australia’s development program, it works with eight Southeast Asian countries and ASEAN to manage and deliver new infrastructure worth over AUD $50 billion annually. P4I was initially implemented by EY, Adam Smith International, The Asia Foundation and Ninti One. P4I is transitioning to a new phase of the program which will involve new contracts.