Our staff add value to public sector effectiveness and the independent assurance of public sector administration and accountability, applying our professional and technical leadership to have a real impact on real issues.
The objective of the audit was to assess if DBCDE had effectively managed the ABG program, and the extent to which the program was achieving its stated objectives. The audit examined DBCDE's activities supporting the planning, implementation, monitoring and performance reporting for the ABG program from its commencement in April 2007 to June 2010.
The objective of the audit was to assess the effectiveness of DHS' management of the tender process for a replacement BasicsCard to support the delivery of the income management scheme.
In conducting the audit, the Australian National Audit Office (ANAO) assessed the following five key areas of the replacement BasicsCard procurement process, which are described in the Department of Finance and Deregulation's (Finance) Guidance on the Mandatory Procurement Procedures :
• planning for the procurement; • preparing to approach the market; • approaching the market; • evaluating tender submissions; and • concluding the procurement, including contract negotiation.
This annual report documents the performance of the Australian National Audit Office (ANAO) in the financial year ending on 30 June 2010. It includes a foreword by the Auditor-General, an overview including the role and responsibilities and vision of the Office, a report on performance, details about management and accountability, and the financial results.
The objective of the audit was to assess whether Defence is effectively managing the EO Services Contract.
The audit focused mainly on Defence's contract management framework, including the arrangements to monitor the contractor’s performance in delivering services under the contract. The audit also examined the processes used by Defence to develop the current version of the contract and the extent to which the revised contract, as negotiated in 2006, provides an assurance of better value for money when compared to the original contract signed in 2001.
The objective of the audit was to assess the implementation of the Australian Taxation Office's Client Contact – Work Management – Case Management system (CWC). The audit examined four key areas that included:
progress of the CWC against the endorsed Change Program business case;
improvements to the productivity and efficiency of tax administration as a result of the implementation of the CWC;
improvements to client experiences when dealing with the Tax Office as a result of the implementation of the CWC; and
effects of the CWC implementation, including additional benefits achievable beyond its current capacity to further improve tax administration.