The primary objective of this audit was to review the management and administration of travel undertaken by public sector employees to determine whether, and to what extent, it complied with approved policies and procedures. The other objective of this audit, as with all across-the-board FCA audits, is to identify, develop and report better practices. The audit dealt with short-term travel by Commonwealth public sector employees on official business.

The ANAO's audit aims were to: examine the efficiency and effectiveness of DFAT's human resource management; and identify good practice, which could position the Department, and other APS agencies, to maximise opportunities afforded by the Government's emerging public sector reform agenda. The audit addressed a range of issues including the effectiveness of HR planning and forecasting, staff selection and deployment, performance management, and the fostering of relevant skills and knowledge.

The objective of the audit was to assess the Australian Taxation Office's approach to client service and the provision of particular client services to Individuals Non-Business clients. The INB business line deals primarily with the tax affairs of individual taxpayers. Audit criteria were developed which examined the ATO's:

• commitment to client service and understanding of client needs and expectations;
• client service strategy and delivery of client services and products; and
• measurement and achievement of service quality and client satisfaction.

The objectives of the Australian National Audit Office's (ANAO) performance audit were to: examine the efficiency and effectiveness of agencies' procurement and management of legal services arrangements; determine adherence to Australian Government policy requirements; examine the effectiveness of the OLSC's monitoring of agencies' compliance with Government policy requirements; examine the OLSC's role in assisting agencies to comply with Government policy.

The objective of the audit was to assess the effectiveness of the design and implementation of the EEIG program. The focus of the audit was the preparation for, and conduct of, the first funding round of the program.

Annual Performance Reporting, No 11 2003-04 The audit reviewed the 2001-02 annual reports of the departments of : Communications, Technology and the Arts; Education, Science and Training; Employment and Workplace Relations; Immigration and Multicultural and Indigenous Affairs and the Australian Customs Service. The objectives of this audit were to determine whether agencies had: established a sound annual reporting performance information framework; developed arrangements to ensure performance information is accurate and coherent; and appropriately analysed performance information in their annual reports.

The Auditor-General (A/g) responded on 6 October 2015 to correspondence from the Hon Richard Marles MP on 30 August 2015 regarding training that has been provided to officials within Australian Border Force (ABF) since its inception on 1 July.

The objective of the audit was to assess whether FaCSIA administers grants effectively, according to better practice guidelines, and consistently across geographic areas and the range of programmes included in the scope of the audit. The scope of the audit included grants administered by FaCSIA between 1 July 2002 and 30 June 2005, relating to programmes falling within four of the five groups of programmes providing funding for families and communities namely: Community Support; Family Assistance; Childcare Support; and Youth and Student Support. In total, these groups involved total expenditure of some $533 million in 2004–05.

This is the second year of what may be a three-year longitudinal study of the effectiveness and efficiency of all aspects of people management in 13 agencies, covering some 36% of APS employees. The study assessed each people management practice area against four criteria: quality, HR integration, effectiveness & efficiency and business contribution.

The audit objective was to provide independent assurance to the Parliament on the effectiveness of Australian Public Service organisations in the use and management of the HRIS to satisfy mandatory reporting requirements, as well as provide meaningful information to management. The audit also considered the use of employee self service facilities offered by the HRIS, which has the capacity to provide staff with access to their personal information, reduce manual processing and streamline processing.

The audit process involved an assessment of the accounts receivable function in eight Commonwealth organisations. The objectives of the audit were to assess whether the processing, collection and overall management of the accounts receivable function was being performed in accordance with applicable legislation, government policy, applicable internal controls, and identify better practices in accounts receivable activities.

This report has been prepared in response to a resolution of the Senate on 8 December 1994 which referred certain matters relating to the possible sale of ANL Ltd to the Senate Finance and Public Administration References Committee. The resolution directed the Committee to consider a report from the Auditor-General and drew the Auditor-General's attention to a range of specific issues and questions.

The objective of this audit was to assess ARPANSA's management of the regulation of Commonwealth radiation and nuclear activities to ensure the safety of their radiation facilities and sources.

The audit was conducted at the: Australian Federal Police (AFP) and the Australian Protective Service (PS); Australian Sports Commission (ASC); Department of Communications, Information Technology and the Arts (DoCITA); Department of Family and Community Services (FaCS); and Civil Aviation Safety Authority (CASA). The objectives of the audit were to: determine whether entities had established appropriate arrangements in relation to the management of annual leave For the purposes of this audit the ANAO has used the term ‘annual leave'. However entities refer to this entitlement using other terminology such as recreation leave, planned leave or personal leave. and had effective internal controls over leave processing; assess whether leave had been managed in accordance with the requirements of the respective entity's certified agreement; and identify sound and better practices in the management and processing of leave.

The audit reviewed the process of engaging consultants in four Commonwealth agencies. The objective of the audit was to provide assurance to Parliament that Commonwealth agencies comply with relevant procurement policies and procedures that have been developed to ensure value for money in government procurement.

The Auditor-General responded on 1 December 2015 to correspondence from Senator Nick Xenophon of 29 October and 5 November 2015, on the advertising campaign promoting Free Trade Agreements in Asia.

The audit examined the role of Comcare, employers and other key stakeholders in effecting an early and permanent return to work for injured employees. Case management practices in Comcare and selected agencies were reviewed to form an opinion on the efficiency, economy and administrative effectiveness of those practices and management of the rehabilitation function. The audit did not examine the administration of injured workers' compensation claims nor the effectiveness of the policy which requires employers to comply with the Comcare Return to Work (RTW) model.

As an element of the arrangements implemented to support the role of the ANAO in reviewing campaigns' compliance with the Guidelines announced on 2 July 2008, the ANAO advised the chair of the JCPAA that the ANAO will provide regular summary reports to Parliament. Section 25 of the Auditor-General's Act 1997 provides for the tabling of such reports.

The Australian Taxation Office (ATO) is the Commonwealth's principal revenue collection agency. In 1998-99, the ATO accounted for total tax revenue of $135.3 billion. The objective of this audit was to review the ATO's administration of penalties, with particular emphasis on its corporate governance framework and issues relating to consistency, effectiveness and accountability of penalty administration. In particular, the audit examined the administration of two penalty types, Late Lodgement and Tax Shortfall, as case studies.

The objective of this audit was to assess whether DEWR's oversight of the Job Network ensures that job seekers are provided with high quality services. In particular, the ANAO examined whether DEWR had: an appropriate strategic approach to, and focus on, service quality across the Job Network; appropriate specification of the services to be provided to eligible job seekers, and of the quality of service provision; provided job seekers with a high quality of service at key Job Network service points; and appropriately monitored and reported the quality of service delivery, and appropriately managed service performance. As well, the ANAO examined whether the Job Network has appropriate mechanisms for identifying, assessing and implementing improvements to service delivery.

Given the importance of customer feedback to Centrelink's business, the ANAO considered it timely to conduct a series of performance audits relating to Centrelink's customer feedback systems, particularly in relation to its delivery of the services then provided on behalf of FaCS. The overarching objective of this series of ANAO performance audits of Centrelink's customer feedback systems was to assess whether Centrelink has effective processes and systems for gathering, measuring, reporting and responding effectively to customer feedback, including in relation to customer satisfaction with Centrelink services and processes.

Given the importance of customer feedback to Centrelink's business, the ANAO considered it timely to conduct a series of performance audits relating to Centrelink's customer feedback systems, particularly in relation to its delivery of the services then provided on behalf of FaCS. The overarching objective of this series of ANAO performance audits of Centrelink's customer feedback systems was to assess whether Centrelink has effective processes and systems for gathering, measuring, reporting and responding effectively to customer feedback, including in relation to customer satisfaction with Centrelink services and processes.

The objective of the audit was to assess the efficiency and effectiveness of the provision of health services to the Australian Defence Force Regular forces. Audit criteria were developed which examined health services policy and strategic planning, resource management, the tri-Service provision of medical, dental and other health care, the operation of and planning for major medical facilities, health care management information systems, occupational health and safety and the supply of health materiel.

The main objectives of the audit were to assess the management and administration of protective security across Commonwealth agencies and to identify, recommend and report better practice in security management. Particular attention was paid to:

• compliance with Government policy, standards and guidelines;
• the role of management in protective security; and
• the operation of security systems and practices.

The audit criteria and procedures to assess the management and administration of the individual organisations examined were largely based on the overall control framework of an organisation and the guidance provided in the current Commonwealth Protective Security Manual.

The audit follows on from Audit Report No. 45 2004-2005, Management of Selected Defence Systems Program Offices, May 2005. That report is being considered by the JCPAA, as part of its current inquiry into Defence Financial Management and Equipment Acquisition at the Department of Defence and DMO.

The objective of the audit was to review the efficiency, economy and administrative effectiveness of departmental activities leading to the letting of the contract with SPCL and its subsequent administration. This included, among other things, an examination of action taken to protect the Commonwealth's interests and the adequacy of relevant departmental guidelines and processes. A primary aim of the audit was to identify the facts of the particular case, including any administrative inadequacies that led to unnecessary financial exposure for the Commonwealth and less than satisfactory outcomes. In particular, the audit aimed to identify elements of better practice that could be followed under similar circumstances or programs in the future.

The audit examined the process of identifying the ADC Weston Creek property for sale and leaseback and the management of the sale process. The objective of the performance audit was to examine the efficiency and effectiveness of the management of the sale process by Defence, including assessing whether the sale and long term leaseback arrangements adequately protect the Commonwealth's interests.

This report relates to the fourth audit of Financial Management and Accountability Act 1997 (FMA Act) agencies' compliance with the Order of the Senate for Departmental and Agency Contracts, (the Senate Order) to list, on the Internet, contract details for the reporting period 4 February 2002 to 3 February 2003. The audit was conducted in accordance with the Senate Order request for the Auditor-General to undertake twice-yearly examinations of agency contracts listed on the Internet, and to report whether there had been any inappropriate use of confidentiality provisions. The objectives of the audit were to assess agency performance in relation to compiling the Internet listings required by the Senate Order and the appropriateness of the use of confidentiality provisions in Commonwealth contracts.

The audit examined the efficiency and effectiveness of the Department of Employment and Workplace Relations' implementation and subsequent management of the Indigenous Employment Policy. The audit sought to determine whether, in relation to the Indigenous Employment Policy, the department had:

• developed appropriate planning processes and performance measures;
• monitored and reported performance results;
• implemented appropriate evaluation and review mechanisms;
• conducted effective marketing and promotion; and
• identified enhancements and addressed performance issues.

In view of the significant level of investment by Commonwealth agencies in the implementation and production of Financial Management Information Systems (FMISs), the ANAO, in conjunction with Gartner, undertook a benchmarking study within the Commonwealth budget sector with the objective of determining and reporting on FMIS:

• implementation and production costs; and
• implementation timeframes.

The benchmarking study also provides some data on resource support, size, volume and utilisation of the FMIS information. These data and metrics have significant implications for FMIS product selection. This study follows on from ANAO Audit Report No.12 'Selection, Implementation and Management of Financial Management Information Systems in Commonwealth Agencies', which was tabled in September 2001. That report provided details of the results of FMIS selections and implementations across the same eight Commonwealth budget sector agencies (the Commonwealth peer group) considered in this benchmarking study.