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 audit examined ATSIS' implementation of recommendations from Audit Report No.39, 1998-1999 National Aboriginal Health Strategy - Delivery of Housing and Infrastructure to Aboriginal and Torres Strait Islander Communities (the previous audit). In addition to assessing ATSIS' progress in implementing the recommendations of the previous audit, this follow-up audit examined ATSIS' performance reporting of the NAHS program, and concluded that the current level of aggregation of performance reporting makes it difficult to identify the particular contribution that the NAHS Program makes in improving services to Indigenous communities.

The audit objective was to assess the effectiveness of the Parliamentary Budget Office in conducting its role since being established in July 2012.

The audit was undertaken following advice from the Joint Committee of Public Accounts and Audit (JCPAA) to the Auditor-General that assurance that ABC programming adequately reflects the ABC's Charter was an audit priority of Parliament. The objective of the audit is to provide Parliament with this assurance. The focus of the audit was on the governance arrangements of the ABC Board and management that enable the ABC to demonstrate the extent to which it is achieving its' Charter obligations, and other related statutory requirements, efficiently and effectively. The scope of the audit was as follows:

• Review the ABC's corporate governance framework against better practice models. The ANAO had regard to the ABC's unique role as a national public broadcaster established as a budget funded Commonwealth statutory authority subject to the Commonwealth Authorities and Companies Act 1997.
• Examine the ABC Board's approach to the interpretation of the Charter requirements of the ABC and the setting of strategic directions, and management's administrative arrangements for implementing the strategic directions established by the Board.
• Examine the ABC's performance information framework, the development, documentation and use of performance measures in relation to targets and/or objectives, the monitoring and reporting of performance and its' inter-relationship with the corporate planning and budgetary processes, particularly in relation to the strategic directions set by the Board.

The audit did not examine the overall management of the ABC. In keeping with the audit scope, the audit examined ways in which the ABC aligns its' strategic directions with its' Charter requirements for programs broadcast on radio, television and on-line and assures itself, and Parliament, about the achievement of its' Charter obligations. Further, the audit did not examine the operations of ABC Enterprises or symphony orchestras that operate as ABC-owned subsidiary companies.

The objective of the audit was to assess the effectiveness of the ATO’s administration of the Fuel Tax Credits Scheme. Particular emphasis was given to the Fuel Scheme’s governance and reporting arrangements, risk management strategies and compliance management program.

The objective of the audit was to assess the effectiveness of the Tax Office's administration of the PRRT. The Australian National Audit Office (ANAO) identified four key areas for review: general administration; compliance; promoting certainty in administering the PRRT; and governance arrangements.

The objective of the audit was to provide assurance to Parliament concerning the adequacy of Defence preparedness management systems and to identify possible areas for improvement. The audit focused on the systems and processes that Defence uses to manage preparedness. We did not review the preparedness levels of specific capabilities, nor did we cover capital acquisition processes. The audit included coverage of: - preparedness systems architecture; - control and direction of preparedness; - coordination among contributors to preparedness; and - performance management and preparedness.

An ANAO audit of AQIS' cost-recovery systems was conducted in 2000-01 (Audit Report No 10, 2000-01), following a request from the Joint Committee of Public Accounts and Audit (JCPAA). That audit aimed to assess the efficiency and effectiveness of the management of AQIS' cost-recovery systems, and provide assurance to Parliament that cost-recoverable programs were identifying and recovering the full costs of services provided, without cross-subsidisation. The ANAO made six recommendations for improving the efficiency and effectiveness of AQIS cost-recovery systems. The JCPAA, at a subsequent hearing, made a further three recommendations. The objective of the follow-up audit was to assess AQIS' implementation of the ANAO and the JCPAA recommendations. The audit also aimed to determine whether implementation of these recommendations, or alternative actions taken to address the issues leading to the recommendations, had improved AQIS' management of its cost-recovery processes.

The objective of the audit was to assess the effectiveness of DFAT's implementation of biometric technology to meet international requirements for enhanced passport security. In particular, the audit examined whether:

• Australian ePassports meet international requirements, and coordination with Australian stakeholders is effective;
• Australian biometric passport technology is fit for purpose and has enhanced passport security;
• personal data on the passport microchip is secure and DFAT maintains an appropriate focus on both protecting privacy and client satisfaction; and
• arrangements are in place to evaluate the effectiveness of the ePassport and to monitor risks.

The objective of the audit was to assess the effectiveness of DFAT's management of the overseas leased estate. In particular, the audit examined whether DFAT:

• has effective governance, reporting and funding arrangements in place to support the sound management and oversight of the overseas leased estate;
• effectively manages overseas leased chancery and residential property on a day-to-day basis; and
• manages relationships with landlords and attached agencies effectively and adequately consults with stakeholders.