The objective of the audit was to examine the effectiveness of Defence’s quarterly performance report as a mechanism to inform senior stakeholders about risks and issues in the delivery of capability to the Australian Defence Force.

The audit objective was to assess the effectiveness of DEEWR’s administration of FWEIP. The three high level criteria that were used to make this assessment were the appropriateness of DEEWR’s:

• program planning and design;
• selection and engagement of providers; and
• program monitoring, reporting and evaluation.

The objective of the audit was to examine the effectiveness of the Department of Defence’s arrangements for the management of contractors.

The objective of the audit was to assess whether Defence Housing Australia administers its functions efficiently and effectively, and in accordance with the Government Business Enterprise guidelines.

The objective of the audit was to assess whether the Department of Defence’s Projects of Concern regime is effective in managing the recovery of underperforming projects.

The objective of the audit was to examine the effectiveness of the management of maintenance of the Defence estate, taking particular account of planning and delivery aspects.

The audit examined: Defence’s policies, procedures, processes and supporting tools related to the planning and delivery of the maintenance of the estate; and services provided to Defence by private sector firms in relation to maintenance activities. The audit did not focus on contract management matters, nor on the systems used by Defence to maintain information related to estate maintenance.

The objective of this audit was to examine the efficiency and economy of the Department of Defence’s management of its general stores inventory.

The objective of the audit was to assess the effectiveness of the Department of Defence’s procurement of Hunter class frigates and the achievement of value for money to date.

The objective of the audit was to assess the development of Defence’s oversight and management of its portfolio of ICT investments and projects. In particular, the audit examined Defence’s:

• governance, strategic processes and decision-making structures that set out, prioritise and coordinate the integrated ICT reform portfolio and programs;
• ICT risk management and capacity to identify and plan to achieve the benefits of its SRP ICT stream reforms (including methodologies to measure the realisation of savings and non-savings benefits);
• level of portfolio and program management maturity; and
• the impact of improvement efforts on Defence’s ability to deliver the ICT services capacity required to support the SRP.

The objective of the audit was to examine the effectiveness of the Department of Defence’s administration of contractual obligations to maximise Australian industry participation.