Cyber Attacks: Securing Agencies’ICT Systems
Cyber crime is an international problem, and it is estimated that in 2012, 5.4 million Australians fell victim to such crimes, with an estimated cost to the economy of $1.65 billion ... . In the government sector, the Australian Signals Directorate (ASD)3 has estimated that between January and December 2012, there were over 1790 security incidents against Australian Government agencies. Of these, 685 ... were considered serious enough to warrant a Cyber Security Operations Centre response. <br/> The protection of Australian Government systems and information from unauthorised access and use is a key ... ... Cyber-security strategy needs consistent implementation and periodic reviews ... application, 3. patching operating systems, 4. minimising administrative privileges. Analysis by the ANAO helps to fill gaps and to direct next steps. ... List of 35 mitigation controls against cyber intrusions are a basic tool of information security strategy of the Australian Government. Top four are: 1. application whitelisting, 2. patching
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Australian Taxation Office: Administration of Australian Business Number Registrations
More elligibility and data integrity needed The Australian Business Number (ABN) and Australian Business Register initiatives were implemented as part of theGovernment's comprehensive reform of the taxation system in 2000. Their introduction involved challenging issues of technology and governance , including the imperative to process and register significant numbers of applications in a short time. Overall, the Australian SAI concluded that the ABN registration process is operating effectively. However, matters relating to the eligibility of some ABN applicants need to be reviewed. Further, some data integrity issues remain outstanding.
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The Shared Services Centre
The necessary environment for the efficient management of the Shared Service Center is lacking The department's administration of the Shared Services Centre (SSC) has been effective for sharing resources between the departments and delivering selected back-office services to a small client base. However, the governance arrangements established to oversight the SSC have not positioned it well for the future and the departments have not yet determined if the arrangement is efficient and resulting in savings. ANAO found instances where the advisory board of SSC was not consulted or involved in decisions relating to the strategic direction, financial arrangements and expenditure priorities. Information reported to the board did not focus on areas of strategic importance and the quality and completeness of this information could be improved. The mechanisms established for setting out responsibilities and obligations and ensuring transparency for services delivered by the SSC was weak. Service standards and levels were not fixed and can change. The delineation of responsibilities between the SSC and its clients was not clear and there was no commitment by the SSC to certify the quality of its control framework.
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