1475 Items found
Published: Friday 12 March 2004
Published

Mr P.J. Barrett (AM) - Auditor-General for Australia, presented to the Institute of Chartered Accountants of India

Published: Monday 31 July 2000
Published

This audit is a follow-up to ANAO Audit Report No.31 1995-96 Environmental Management of Commonwealth Land: Site Contamination and Pollution Prevention (‘the original audit'). The objectives of the follow-up audit were to determine: the extent to which Defence has implemented the agreed recommendations contained in the original audit (relating to its environmental management and the management of unexploded ordnance (UXO) on non-Commonwealth land) and; the effectiveness of the implemented recommendations in improving the environmental management of Commonwealth land.

Entity
Department of Defence
Published: Wednesday 31 August 2011
Published

The audit objective was to assess the effectiveness of DEEWR’s and FaHCSIA’s administration of the Australian Government’s responsibilities under Element 1 of the National Partnership Agreement on Indigenous Economic Participation (including the NT Jobs Package).

Entity
Across Entities
Published: Monday 30 October 1995
Published

Mr P.J. Barrett (AM) - Auditor-General for Australia, presented to the Institute of Internal Auditors, Annual Directors' Forum, Canberra

Published: Thursday 9 August 2001
Published

The report summarises the audit and other related activities of the ANAO in the period January to June 2001. Key issues arising from performance audits tabled in this period are summarised against ANAO themes of:

  • corporate governance including human resource management, financial management, and performance information;
  • service delivery including the impact of e-government;
  • procurement and contract management; and
  • information technology.

Appendix 1 of the Activity Report provides a short summary of each of the performance audits tabled between 1 January 2001 and 30 June 2001.

Entity
NO-DEPTS-LISTED
Published: Monday 19 August 2002
Published

The report summarises the audit and other related activities of the ANAO in the period January to June 2002. Key issues arising from performance audits tabled in this period are summarised. Appendix 1 of the Activity Report provides a short summary of each of the audits tabled between 1 January 2002 and 30 June 2002.

Entity
Audit Activity Report
Published: Tuesday 28 June 2011
Published

The objective of the audit was to report on the effectiveness of Defence’s approach to the acceptance into service of Navy capability, and to identify where better practice may be used by CDG, DMO and Navy.

Entity
Department of Defence; Defence Materiel Organisation
Published: Friday 28 September 2001
Published

The objective of this follow-up audit was to assess Austrade's implementation of the recommendations contained in ANAO Report No. 4 of 1998-99 (Client Service Initiatives - Australian Trade Commission (Austrade)), and whether the implementation of the recommendations or appropriate alternative measures has improved the management and delivery of Austrade's client service.

Entity
Australian Trade Commission
Published: Thursday 18 December 2014
Published

The objective of the audit was to examine the effectiveness of Navy’s strategy for recruiting and retaining personnel with specialist skills. The effective delivery of Navy capability depends on Navy having available sufficient numbers of skilled personnel to operate and maintain its fleet of sea vessels and aircraft, and conduct wide‑ranging operations in dispersed locations. Without the right personnel, Navy capability is reduced. Navy’s budget for 2014–15 included $1.86 billion in employee expenses.

The audit concluded that, in its strategic planning, Navy had identified its key workforce risks and their implications for Navy capability. To address these risks Navy had continued to adhere to its traditional ‘raise, train and sustain’ workforce strategy; developed a broad range of workforce initiatives that complemented its core approach; and sought to establish contemporary workforce management practices. However, long‑standing personnel shortfalls in a number of ‘critical’ employment categories had persisted, and Navy had largely relied on retention bonuses as a short‑ to medium‑term retention strategy.

Navy had developed a broad range of workforce initiatives, some designed specifically to address workforce shortages in its critical employment categories. To date, Navy had primarily relied on paying retention bonuses and other financial incentives; recruiting personnel with prior military experience to work in employment categories with significant workforce shortfalls; and using Navy Reserves in continuous full time roles. Ongoing work was required for Navy to firmly establish a range of promising workforce management practices, including providing the right training at the right time; more flexible approaches to managing individuals’ careers; and improving workplace culture, leadership and relationships. More flexible and tailored workforce management practices could help address the underlying causes of workforce shortfalls, particularly when the traditional approaches were not gaining sufficient traction.

The ANAO made two recommendations aimed at Navy: drawing on external human resource expertise to inform the development and implementation of its revised workforce plan; and evaluating the impact of retention bonuses on the Navy workforce to determine their future role within its overall workforce strategy.

Entity
Department of Defence
Contact

Please direct enquiries relating to reports through our contact page.

Published: Wednesday 13 August 2003
Published

The Audit Activity Report: January to June 2003 summarises the activity and outputs of the Australian National Audit Office for the second half of the 2002-03 reporting year. The Report outlines the key findings of performance and financial control audits, and summarises audits tabled and better practice guides published during January to June 2003.

Entity
Australian National Audit Office; Parliament