Search blog posts
This month's featured article
Financial reporting in uncertain times – our new fact sheet is available
Periods of uncertainty can affect how public sector entities prepare and present their financial statements. To help entities navigate this, we recently published the fact sheet Financial reporting considerations in uncertain times. This blog highlights the main guidance it provides.
Recent posts
This blog is for preparers of financial statements for whole-of-government reporting entities, those charged with governance at those entities, and users of their financial statements.
Public sector entities must disclose the total remuneration they pay to key management personnel (KMP). Here are some practical tips to help you understand what to include and how to classify it in your disclosures.
The Queensland Audit Office reports to parliament reinforce a clear and consistent message: independence is a key driver of effective audit committees.
Over the decades, accountants have embraced new technology to help them in their day-to-day work. So how can you use technology well to prepare your financial statements?
In September 2020, the Queensland Audit Office (QAO) tabled a report to parliament on Delivering successful technology projects (Report 7: 2020–21). Years have since passed, however our insights remain highly relevant.
Climate change is no longer a distant or emerging issue for the public sector. Extreme weather events, rising insurance costs, infrastructure damage, and increasing demand pressures are changing how public sector entities operate today.
Next week, 4–10 May 2026, Queensland celebrates Privacy Awareness Week with the theme Smart tech, smarter choices: Protecting your privacy in the age of AI.
Developer contributed assets are items of public infrastructure – such as roads, parks, water, and sewer network assets – that a developer constructs as part of a development approval and hands over to a council for its ownership and maintenance.
Think about how many third-party vendors your organisation relies on across your supply chain – information technology (IT) vendors, software development teams, accounting firms, marketing businesses, consultants; the list goes on!
Conflicts of interest are not uncommon on government boards. In fact, they are often a by‑product of appointing directors with the skills, experience, and sector knowledge needed to govern complex public entities. However, the same experience that adds value can also give rise to competing interests – actual, potential, or perceived. The risk for boards is not whether conflicts exist, but how they are managed.