The objectives of the audit were to: examine the efficiency and administrative effectiveness of grant programs administered in the APS; and identify any specific problem areas and evidence of better practice in both program administration and agency guidelines not already included in the ANAO's 1994 Better Practice Guide on the Administration of Grants. The ANAO also sought to incorporate in the revision of the better practice guide the lessons learned through the audit to help ensure its continued relevance in public sector administration at all levels of government.

The objective of the audit was to assess the effectiveness of Australian Government agencies' management and implementation of measures to protect and secure their electronic information, in accordance with Australian Government protective security requirements.

The second audit, which is the subject of this report, is a broader and more in-depth cross-portfolio audit. Its objective was to assess:

• the planning and delivery of capital works projects by proponent agencies;
• the extent to which projects have delivered on what was intended; and
• the extent to which proponent agencies have complied with the requirements of the Public Works Committee Act 1969 and approved procedures.

The objective of the audit was to examine the quality and integrity of DVA's income support records and to report on the effectiveness of the department's management of the data and how it impacts on service delivery.

The Navy Operational Readiness audit examined the systems that Navy uses to manage readiness and concludes coverage of Navy: readiness organisation and management structures (as well as the interface between these systems and Defence enabling operations); management and maintenance of operational readiness (covering personnel, collective training and other components of operational readiness); and readiness performance information processes. The objective of the audit was to provide assurance to Parliament concerning the progress that Navy has made in the development of operational readiness management and evaluation systems and to identify areas for improvement in these systems.

The audit reviewed the retention of military personnel that are managed by the Australian Defence Force which comprises the three Services. The objective of the audit was to review the management of personnel retention within the ADF with a view to evaluating the measures Defence has in place to monitor and control the flow of trained personnel from the Services

The audit objective was to assess the effectiveness of DHS’ implementation of initiatives to support the delivery of services to Indigenous Australians.

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 audit objective was to assess the effectiveness of DoHA’s administration in supporting the creation and development of health infrastructure from the HHF, including DoHA’s support for the Health Minister and the HHF Advisory Board.

The audit objectives were to assess the effectiveness of:

• selected agencies’ administration in developing advertising campaigns and implementing key processes against the requirements of the Australian Government’s campaign advertising framework, and other key legal and administrative requirements; and
• the ongoing administration of the campaign advertising framework.