This maturity model helps entities self-assess their grant management practices to identify the strengths of their grant programs and opportunities for improvement. The model outlines 4 levels of maturity across 5 key attributes of grants management.

We most recently used the model in our report Improving grants management (Report 2: 2022–23), where we assessed the maturity of 8 grant programs at 5 departments. 

This guide provides a summary of good regulatory practices and a principles-based model for entities to self-assess against. It contains insights from multiple QAO reports related to regulatory functions, and is drawn from Regulating animal welfare services (Report 6: 2021–22).

This annual internal control assessment tool aims to help entities understand and evaluate their internal controls. It will identify where they sit on a maturity scale for effective internal controls, and highlight areas for targeted improvement or where a deep dive assessment should be performed. 

This example client assistance schedule provides small entities with a list of the information we require to undertake our audit efficiently. It will help you plan for the audit and reduce disruption to your normal business activities while the audit is underway.

This guide summarises our insights from our report Delivering successful technology projects (Report 7: 2020–21), and provides five factors that, if managed and modified to suit, can help improve the success of projects. No one factor is more important than another; it is the combination and integration of them all that can make a difference.

This guide summarises our insights from our report Effectiveness of audit committees in state government entities (Report 2: 2020–21), and provides key questions committees can consider.

As part of Effectiveness of the State Penalties Enforcement Registry ICT reform (Report 10: 2019–20), we provided lessons learned to guide all entities involved in information and communication technology (ICT) projects.

This self-assessment tool helps state entities determine their expected level of maturity against QAO's financial reporting maturity model.

As part of Managing the sustainability of local government services (Report 2: 2019–20), we developed a cost value tool to help local governments identify the key priorities for funding allocation.

As part of Fraud risk management (Report 6: 2017–18), we developed a fraud risk assessment tool to help public sector agencies document their assessments of fraud risk, how they will control fraud risks, and how they will monitor and report their fraud risks.

QAO has provided guidance on how to create a service logic model following our report to parliament: Follow-up: monitoring and reporting performance (Report 3: 2016–17).

QAO has developed a risk management maturity model after extensive research into developments in the public and private sectors. It outlines five levels of maturity across six key attributes of risk management and is a useful framework for self-assessment. 

This easy-to-use self-assessment tool helps public sector entities identify areas where they can improve their fraud controls. It is based on our audit observations and the Australian Standard 8001-2008 Fraud Corruption and Control.

This guidance document provides an overview of the accountability framework applying to departments and statutory bodies in Queensland.

This checklist provides guidance on some of the most common and important issues that arise in implementing machinery of government changes.