This annual report documents the performance of the Australian National Audit Office (ANAO) in the financial year ending on 30 June 2002. It includes a comment by the Auditor-General on Audit independence and effectiveness; an overview of the Auditor-General’s role and responsibilities; a report on performance; details about management and accountability, and the financial statement for the year.

The audit examined the effectiveness of the Australian Nuclear Science and Technology Organisation’s management of assets involved in the manufacture, production and distribution of nuclear medicines.

The objective of the audit was to assess whether DEWR's management and oversight of Job Placement and matching services is effective, in particular, whether: DEWR effectively manages, monitors and reports the performance of JPOs in providing Job Placement services; DEWR effectively manages the provision of matching services (including completion of vocational profiles and provision of vacancy information through auto-matching) to job seekers; Job seeker and vacancy data in DEWR's JobSearch system is high quality and is managed effectively; and DEWR effectively measures, monitors and reports Job Placement service outcomes.

The Australian Public Service Commission's Delivering for Tomorrow: APS Workforce Strategy 2025 states that the Australian Public Service (APS) will continue to deploy a flexible approach to resourcing that strikes a balance between a core workforce of permanent public servants and the selective use of external expertise. This will mean a continuing mixed workforce approach, where APS employees and non-APS workers are used to deliver outcomes within agencies. In this context, the strategy highlights the value of ensuring that agencies take a structured approach to the use of non-APS employees.

In a series of three performance audits, the ANAO has examined the arrangements established by Services Australia, the Department of Veterans' Affairs and the Department of Defence for the use, engagement and management of contractors against the same audit objective and criteria.

The objective of the audit was to assess whether Customs has implemented effective measures to control IUU fishing in the Southern Ocean. The audit examined Customs' management and coordination of enforcement operations in the Southern Ocean, with particular emphasis on:

• the approach to assessing and reporting SOMPR program performance, and whether outcomes are being met;
• coordination with other stakeholder agencies to meet program outcomes;
• the operational planning framework, management of human and physical resources and contract management; and
• the management of the deployment and operation of program maritime assets.

The objective of the audit was to evaluate the efficiency and effectiveness of Austrade's management of customer services to Australian exporters, with particular reference to:

• performance as a customer-focused organisation;
• achievement of quality customer service through its client service initiatives; and
• measurement and evaluation of its customer service performance.

The Australian Border Force (ABF) is responsible for management of onshore detention centre contracts through its contracted service providers. According to Home Affairs public reporting, as of 31 December 2023 there were 872 people in immigration detention facilities (inclusive of 859 people in immigration detention centres and 13 in alternative places of detention).

The Department of Home Affairs publicly reports on the number of critical incidents in immigration detention facilities. In 2022–23, Home Affairs reported that there were 73.6 critical incidents per 1,000 detainees, compared to 46.8 per 1,000 detainees during 2021–22. A performance audit would examine the effectiveness of the Australian Border Force’s management of critical incidents in detention.

The objective of this audit was to assess DAFF's management of the contractual arrangements in place to deliver the National Food Industry Strategy. The audit assessed: implementation of the Strategy; financial management;assessment and selection of grants and projects; management of grants and projects; monitoring and verification of contract services; and performance management. The Australian National Audit Office (ANAO) examined a number of FIG applications and projects, one food centre of excellence and a major project under the Food Market Development programme. The audit did not examine the Food Chain programme or DAFF's administration of the Strategy's government-to-government activities.

The audit objective was to assess the effectiveness and efficiency of the Department of Human Services’ management of Smart Centres’ Centrelink telephone services.

The objective of the audit was to assess whether Defence has a fit-for-purpose framework for the management of materiel sustainment.