This audit followed up the ANAO's 1999 performance audit report on the Commonwealth's planning and response mechanisms to deal with exotic and new endemic pest and emergencies in the animal and plant sectors (Audit Report No 9 1999-2000 Managing Pest and Disease Emergencies). The previous audit made nine recommendations to improve planning and response strategies for emergencies; better coordination; diagnostic support; and appropriate monitoring and surveillance. The objective of the follow-up audit was to assess AFFA's implementation of the recommendations, and whether implementation of these recommendations, or appropriate alternative measures, has improved the Commonwealth's planning and response strategies for pest and disease emergencies. The ANAO also observed and assessed relevant parts of the September 2002 foot and mouth disease simulation, Exercise Minotaur.

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 whether the design and implementation of National Disability Insurance Scheme (NDIS) reforms are delivering a consistent, person-centred experience and improving outcomes, with effective codesign, intergovernmental engagement and information sharing to support implementation. This could include reforms to the governance and stewardship of the scheme.

Since 2024, the Australian Government has introduced legislative changes and announced over $2 billion in funding to ‘get the NDIS back on track’ and build foundational disability supports outside of the NDIS. These reforms have been informed by recommendations of the 2023 Independent Review of the NDIS and enabled by the National Disability Insurance Scheme Amendment (Getting the NDIS Back on Track No. 1) Act 2024. The reforms aim to make planning fairer, more consistent and evidence based, while also improving coordination across jurisdictions.

On 22 April 2026 the Minister for the NDIS announced a further tranche of reforms to the NDIS. Delivering these changes relies on effective co-design with the disability community, and clear protocols for negotiation and information sharing with state and territory governments. Audit activity could assess aspects of the overall governance and coordination of the NDIS reforms or focus on the design and implementation of specific reform elements such as the new planning framework, support needs assessment tool, digital payment and provider enrolment system, early intervention pathway, navigator function, Thriving Kids initiative, and establishment of other foundational supports.

Grant Hehir, Auditor-General for Australia, attended the Institute of Internal Auditors-Australia ‘Public Sector Internal Audit Conference’ on 31 July 2018, and presented an opening keynote session titled Strategic governance of risk: Lessons learnt from public sector audit. The accompanying paper to the speech, which was delivered against a conference theme of ‘internal auditor as a trusted advisor’, is available here.

The objective of this audit was to assess the extent to which the Department of Agriculture and Water Resources (Agriculture) has addressed the recommendations from ANAO Audit Report No. 46 of 2011–12, Administration of the Northern Australia Quarantine Strategy (NAQS).

The audit objective was to assess the effectiveness of Defence’s administration of industry support and skill development programs.

Welcome to the first edition of Audit Matters for 2026. This edition covers findings from the 2024–25 performance statements audit program, and our series of performance audits on compliance with domestic and international travel requirements. It also outlines key messages from our performance audit examining three outcome areas of the Closing the Gap national agreement — specifically, areas in schooling and early childhood development. You’ll also find updates on our latest insights product and on the development of our upcoming annual audit work program, including the future of the major projects report and auditing in the Defence space.

Across this work, a consistent theme continues to emerge: the importance of getting the basics right. In a constrained environment, our audits continue to identify gaps in foundational practices such as record keeping, procurement and grants administration. These are not new issues, but they remain central to effective public administration and to maintaining trust in the use of public resources, particularly with the public sector’s focus on delivery. Getting the basics right, and knowing that you are, is a key issue to keep an eye on.

Related to this is the importance of lawfulness as a core governance principle. Our audit work continues to highlight that compliance with legislative and policy frameworks is not simply procedural — it underpins integrity, accountability and public confidence in government institutions.

This edition of Audit Matters will be my last as I prepare to retire from the APS on 1 May. I have been privileged to enjoy an expansive career across the public sector — in particular with many outstanding colleagues at the ANAO and beyond — and I wish the next Deputy Auditor-General all the best. Carla Jago will act as Deputy Auditor-General while the Auditor-General makes arrangements to fill the position.

Rona Mellor PSM, Deputy Auditor-General

The Department of Immigration and Multicultural Affairs (DIMA), administers the Commonwealth's settlement programs, which seek to assist migrants and refugees to participate in Australian society. Provision of English language training to newly arrived migrants and refugees has been a long standing and significant part of this settlement support, with some 1.5 million new arrivals assisted in this way since 1948. The objective of the audit was to examine DIMA's management of the Adult Migrant English Program Contracts, focusing on performance outcomes; strategic contract management and coordination; program expenditure, with emphasis on contract funding arrangements; and whether contract monitoring and performance information adequately support effective program management. The ANAO made six audit recommendations aimed at improving program performance management and reporting; strategic management and coordination; management of financial risks; and monitoring of contractor performance, which were all accepted by DIMA.

The Defence Estate comprises the land, buildings and other facilities that Defence uses across Australia. These facilities are vital to achieving the Defence mission - to prevent or defeat the use of armed force against Australia and its interests. The Estate has a gross replacement value of $14.8 billion. Defence Estate Organisation's (DEO's) Facilities Operations (FACOPS) Program delivers general maintenance and minor new works to Defence facilities on a regional basis across the country. DEO's Estate Operations and Planning Branch and its nine Regional Estate Centres are responsible for the FACOPS Program. Resources available for the Program have been reduced in recent years. The total DEO budget for 2000-01, which includes funds for capital works, facilities operations and property management, is $2.6 billion. Of this total, the FACOPS Program has a cash allocation of $213 million and an additional $15.6 million for employee expenses associated with the Program's 283 staff. The objective of the audit was to assess the efficiency and effectiveness of selected Defence facilities operations, including tendering and contracting, with a view to adding value with practical recommendations for enhancing operations.

This information report seeks to provide greater transparency on procurement activity in the Australian public sector. This information report is neither an audit nor an assurance review and presents no conclusions or opinions. The report is presented in a variety of ways, including tables and figures, publicly available data from public sector procurement activity recorded in AusTender.