We prepare advice for state and local government public sector entities in response to the issues, challenges and opportunities we identify through our audit work and engagement. We offer a range of resources including guides, checklists and self–assessment tools.
This self-assessment tool helps entities determine and understand the maturity of the processes they use to prepare their financial statements each year. The tool is entity-driven, and it is scalable by entity size or complexity.
Our self-assessment tool helps entities to easily identify areas where they can improve their fraud controls and focus resources for detection on high-risk areas. These controls form a key part of their fraud risk management frameworks.
Our fraud model helps entities document their assessments of fraud risk, as well as how they will control, monitor, and report on the risks. It gives entities a methodology to follow for their assessments.
This maturity model for councils includes 20 questions and outlines 4 levels of maturity across the key attributes of procure-to-pay functions. Councils can self-assess their practices against the model to identify improvement opportunities in their end-to-end procurement.
Our checklist provides agencies with guidance on some of the most common and important issues that arise in implementing machinery of government changes. It helps agencies identify, manage, and monitor the associated risks of changes at both the operational and strategic levels.
This maturity model allows entities to self-assess their change management practices to see where they can develop and progress. The model outlines 4 levels of maturity, with questions grouped by the key elements of internal control – process, systems, and people.
This risk management maturity model helps entities self-assess their risk management practices to understand what they are doing well and where they need to improve. It includes 19 questions and outlines 4 levels of maturity across the primary attributes of risk management.
This guidance document provides an overview of the accountability framework that applies to departments and statutory bodies in Queensland, and explains key roles and responsibilities.
This maturity model helps entities self-assess their grant management practices to identify the strengths of their current grant programs and make improvements. The model includes 35 questions and outlines 4 levels of maturity across 5 key attributes of grants management.
This better practice guide is for all entities involved in regulation, or those that oversee regulatory functions. It provides a summary of good regulatory practices and a clear, principles-based model for entities to self-assess against. We draw our insights on regulation from our work across a wide range of sectors.
Our internal control assessment tool aims to help entities understand and evaluate their internal controls. It allows them to identify where they sit on a maturity scale for effective internal controls, and highlights areas for targeted improvement.
Our example client assistance schedule provides small entities with a list of the information the Queensland Audit Office requires to undertake its audit efficiently. It helps entities plan for the audit and reduce disruption to normal business activities.
This better practice guide provides 5 factors that, if managed and modified to suit, can help entities protect and improve the success of their technology projects.
This better practice guide helps audit committees understand how effectively they are delivering on their role, and provides actions they can take for improvement. Audit committees can use the guide to regularly reassess and refine what value they provide and how they provide it.
In this guide, we share some lessons learned to guide all entities involved in information and communication technology (ICT) projects. We draw on the insights from our work across a number of technology-related projects.
Our service prioritisation tool enables local governments to identify the priorities for their funding allocation. It focuses on the services that have some level of optionality (it excludes roads, waste, and waste water). Councils can use the cost value matrix to identify the order of priority for service reviews.
This better practice guide explains what the key components of a service logic model are and how to create one. It helps entities define their service areas and group the services by where they contribute to common objectives and outcomes.