The objective of this audit was to assess whether the strengthened two–pass approval process for major capital equipment projects is being implemented effectively.

The audit reviewed Defence's higher-level management of its knowledge system equipment acquisition projects. These amount to $8.5b. The focus of the audit was on the opportunities for Defence to adopt a much more coherent and integrated approach to knowledge systems management prospectively rather than on emphasising current system compatibility issues.

The audit reviewed the extent to which the Department of Health and Ageing (Health) had implemented the recommendations of Audit Report No. 13 of 1998-1999, Aboriginal and Torres Strait Islander Health Program, taking account of any changed circumstances or new administrative issues identified as impacting the implementation of these recommendations.

The audit covered major program elements within the Department of Primary Industries and Energy and Environment Australia that are managed:

• directly by DPIE or Environment Australia;
• through the One-Stop-Shop project assessment process administered by the States/Territories; or
• by non-government organisations.

The purpose of the audit was to examine and benchmark the administrative processes established for these programs. The primary focus of the audit was to draw on the best elements of past practice (particularly in relation to programs involving the One-Stop-Shop) and highlight any shortcomings so that the risks to program effectiveness and accountability could be addressed in the implementation of the Natural Heritage Trust.

The audit objectives were to examine the extent to which selected TSB2 and TSI Response programs: are achieving or had achieved their objectives; and had been administered effectively by DCITA according to better practice principles. To evaluate this aspect, the audit assessed DCITA's compliance with the better practice principles outlined in the Administration of Grants Better Practice Guide (May 2002) produced by the Australian National Audit Office (ANAO). There are 19 separate principles covered under the broad areas of: Planning for effective grant programs; Selecting projects; Managing and monitoring funding deeds; and Evaluating and reporting grant program performance.

The objectives of this audit were to:

• examine whether the appointment of CMAX Communications Pty Ltd as a provider of communications support and advice for the 2020 Summit was consistent with the Commonwealth procurement framework and sound principles of public administration; and
• assess the effectiveness of the administration of the CMAX Communications contract by PM&C.

The objective of this audit was to assess and report on the progress being made by Government agencies in achieving better practice in green office procurement and sustainable office management. The scope of the audit included agencies incorporated under the Financial Management and Accountability Act 1997 as well as a sample of bodies incorporated under the Commonwealth Authorities and Companies Act 1997. Sixty-three agencies were included in an audit survey. Detailed validation was carried out in nine of these agencies.

The objective of this audit was to assess the effectiveness of personnel security arrangements at selected Australian Government organisations, including whether they satisfied the requirements of the PSM.
To address this objective, the audit examined the extent to which the selected organisations implemented the 14 recommendations from the three previous reports.

The objective of this audit was to form an opinion on the Australian Research Council's (ARC's) management of research grants. To achieve this, ANAO centred the audit around the following aspects of ARC's grants administration: governance and structure, particularly the roles and responsibilities of those parties involved in administering ARC's grants (Chapter 2); the processes for assessing and selecting ARC grants (Chapter 3);post-award management of grants under the Funding Agreements (Agreements) between ARC and those universities that receive and administer the ARC grants to researchers (Chapter 4); and ARC's monitoring of its grant programs for management, performance improvement and reporting (Chapter 5). In its assessment, ANAO considered ARC's compliance with relevant sections of the Australian Research Council Act 2001 (ARC Act) and the Financial Management and Accountability Act 1997 (FMA Act). The assessment also took account of the ANAO's Better Practice Guides, particularly the Better Practice Guide—Administration of Grants. The audit focused mainly on ARC's administration of Discovery Projects, the largest scheme in ARC's National Competitive Grants Program (NCGP).

The objective of this performance audit was to assess the effectiveness of the administration of grants made to the ARTC. The audit involved an examination of DOTARS' administration of the grant funding approved for, and paid to, the ARTC (in respect of both the grants paid for projects approved under legislation and the three special grants). It also involved consideration of the role of Finance and the Department of the Prime Minister and Cabinet (PM&C) in advising on the special grant funding and (in respect of Finance) the payment and reporting arrangements for the grants. The audit was conducted under Section 18 of the Auditor-General Act 1997.