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The objective of the audit was to assess the efficiency and effectiveness of the management of AQIS cost-recovery systems and provide assurance to the Parliament that the cost-recoverable programs are identifying and recovering the full costs of services provided, without cross-subsidisation.
The objective of the audit was to assess the effectiveness of the management of the MSS for the delivery of Centrelink services. The management of the MSS was assessed against the following criteria:
- there are effective planning arrangements to identify and address the evolving needs of DCALB customers;
- service delivery arrangements meet the current needs of DCALB customers; and
- there are effective performance monitoring and reporting arrangements which are used to improve service delivery.
Around 20 per cent of the people receiving Centrelink services are identified as being from a diverse cultural and linguistic background (DCALB). DHS’ Multicultural Servicing Strategy (MSS) sets out the approach for delivering Centrelink services to DCALB customers. The MSS has four main components — Language Services, the Multicultural Services Officer program, Stakeholder Engagement Strategies and Employee Support Tools and Strategies.
The Commonwealth has significant foreign exchange risk exposures including $A8.4 billion of foreign currency transactions with the Reserve Bank of Australia in 1998-99. Under the Financial Management and Accountability Act and its associated Regulations, all agencies are required to assess and, where possible, manage, foreign exchange risk. The audit reviewed four agencies that have substantial foreign currency payment exposures namely:
- the Department of Defence;
- the Australian Agency for International Development;
- the Department of Foreign Affairs and Trade; and
- the Department of Finance and Administration.
The objective of the audit was to identify and assess the efficiency and cost effectiveness of the management of foreign exchange risk across the selected agencies, also to identify opportunities to improve the management of foreign exchange risk, including any associated potential financial savings that could accrue to the Commonwealth.
The audit objective was to assess the effectiveness of the management of underperformance in the Australian Public Service (APS) and identify opportunities for improvement.
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The objective of the audit was to examine the effectiveness of the Department of Human Services’ management of Medicare customer data and the integrity of this data.
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The audit objective was to assess whether the Department of Home Affairs is effectively managing the Civil Maritime Surveillance Services contract.
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Mr P.J. Barrett (AM) - Auditor-General for Australia, presented at the Senior Executive Leadership Program - Preparatory day, Hill Station, Canberra
The objective of the audit was to assess the framework being put in place to manage and account for aid funds provided under the AIPRD. In particular, the audit addressed: structures for oversighting the development and delivery of the AIPRD; planning and risk management (including those relating to fraud and corruption); financial management; and arrangements for ongoing monitoring and reporting. The audit focussed on the arrangements being established to monitor, evaluate and report on AIPRD implementation, rather than the management of activities and outcomes achieved. This reflects the fact that the long lead times associated with establishing such a large programme of assistance had meant that only limited activities were underway at the time of audit fieldwork. The ANAO anticipates undertaking an audit in the future of the management of activities and outcomes achieved, when more funds have been expended. It was not the purpose of this audit to examine Australia's immediate emergency and humanitarian response to the tsunami crisis.
The objective of this report is to provide comprehensive information on the status of projects as reflected in the Project Data Summary Sheets (PDSSs) prepared by DMO, and a review by the ANAO.
The objective of the audit was to assess the effectiveness of the Department of the Treasury’s design and implementation of the Measuring What Matters framework.
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