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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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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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The Australian National Audit Office
, issued in 2016
Risk cases: 2
Cost-intensive data centres stood idle for years
Idle data centres As found by the German SAI, some of costly Federal data centres stood largely idle. The Ministry failed to adequately assess the project risks. The Ministry needs to avoid similar shortcomings in the proposed federal IT consolidation project.
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Idle data centres As found by the German SAI, some of costly Federal data centres stood largely idle. The Ministry failed to adequately assess the project risks. The Ministry needs to avoid similar shortcomings in the proposed federal IT consolidation project.
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Bundesrechnungshof
, issued in 2016
Risk cases: 1
State funds spent on development, operation and using of data centres services
The aim of the audit was to scrutinise the management of funds spent on building and operating the national data centre (hereinafter “STC1 data centre”), including the expenditure of selected ... organisational units of the state on buying hosting, server-housing and other related services. The audited period was between 2010 and 2014; where relevant, the preceding period was also scrutinised. Audited ... entities: Ministry of the Interior (“MoI”); Ministry of Finance (“MoF”); STÁTNÍ TISKÁRNA CENIN, state firm (state banknote printing firm, hereinafter “STC” or “the state firm”). The audit was conducted ... ... Risks steming from uncoordinated strategy ... SAI of Czech Republic analysed consequences of failures in strategic IT management at the state level. Lack of coordination and implementation rules reduced practical role of the ministry whose task ... was to guard high quality standards for all crucial IT systems in the state administration. Next consecquences were (among others) risk of uneconomical results of large IT investment and risk of inefficient ... supply of services, as well as opposite results of workforce reduction.
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The aim of the audit was to scrutinise the management of funds spent on building and operating the national data centre (hereinafter “STC1 data centre”), including the expenditure of selected ... organisational units of the state on buying hosting, server-housing and other related services. The audited period was between 2010 and 2014; where relevant, the preceding period was also scrutinised. Audited ... entities: Ministry of the Interior (“MoI”); Ministry of Finance (“MoF”); STÁTNÍ TISKÁRNA CENIN, state firm (state banknote printing firm, hereinafter “STC” or “the state firm”). The audit was conducted ... ... Risks steming from uncoordinated strategy ... SAI of Czech Republic analysed consequences of failures in strategic IT management at the state level. Lack of coordination and implementation rules reduced practical role of the ministry whose task ... was to guard high quality standards for all crucial IT systems in the state administration. Next consecquences were (among others) risk of uneconomical results of large IT investment and risk of inefficient ... supply of services, as well as opposite results of workforce reduction.
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Supreme Audit Office of Czech Republic
, issued in 2015
Risk cases: 7
Has Public Administration Used All Opportunities for Efficient Management of ICT Infrastructure?
Efficient Management of ICT Infrastructure Centralised management of ICT services and infrastructure would allow the institutions to optimise in long run their resources – financial, human, material and technical. However, we observed during the audit that the move towards ICT centralisation and single data centres has ceased. The different ministries and even the institutions subordinated to the same ministry do not cooperate sufficiently with each other regarding the ICT management, maintenance, and infrastructure placement. They rather choose to maintain their own, sometimes even several, data centres.
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Efficient Management of ICT Infrastructure Centralised management of ICT services and infrastructure would allow the institutions to optimise in long run their resources – financial, human, material and technical. However, we observed during the audit that the move towards ICT centralisation and single data centres has ceased. The different ministries and even the institutions subordinated to the same ministry do not cooperate sufficiently with each other regarding the ICT management, maintenance, and infrastructure placement. They rather choose to maintain their own, sometimes even several, data centres.
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State Audit Office of the Republic of Latvia
, issued in 2019
Risk cases: 3
Management of Information Resources of the Ministry of Agriculture
to the Ministry of Agriculture, the Agricultural Information and Rural Business Centre. The annual amount allocated by the Ministry for the maintenance of the Centre totals LTL 17.5 million on average ... enterprise Agricultural Information and Rural Business Centre, information was also collected at the State Plant Service. ... The Ministry of Agriculture of the Republic of Lithuania has managed 32 information systems and registers. Of these, 24 ones are managed, developed and upgraded by a state enterprise subordinate ... ... Without appropiate IT management it is hard to achieve reliable, consistent and secure systems for agriculture ... Since 1996 the Ministry has been using information systems of varying complexity for collecting and processing data, including personal data. The Ministry of Agriculture of the Republic of Lithuania ... has managed 32 information systems and registers. SAI of Lithuania revealed that systems were not well mantained what affected use of funds devoted to the systemsand also their legality and security.
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to the Ministry of Agriculture, the Agricultural Information and Rural Business Centre. The annual amount allocated by the Ministry for the maintenance of the Centre totals LTL 17.5 million on average ... enterprise Agricultural Information and Rural Business Centre, information was also collected at the State Plant Service. ... The Ministry of Agriculture of the Republic of Lithuania has managed 32 information systems and registers. Of these, 24 ones are managed, developed and upgraded by a state enterprise subordinate ... ... Without appropiate IT management it is hard to achieve reliable, consistent and secure systems for agriculture ... Since 1996 the Ministry has been using information systems of varying complexity for collecting and processing data, including personal data. The Ministry of Agriculture of the Republic of Lithuania ... has managed 32 information systems and registers. SAI of Lithuania revealed that systems were not well mantained what affected use of funds devoted to the systemsand also their legality and security.
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National Audit Office of the Republic of Lithuania
, issued in 2013
Risk cases: 2
Building and Implementing the Phoenix Pay System
Expensive IT project became a failure Phoenix project (development of states pay system) was an incomprehensible failure of project management and oversight. Phoenix executives prioritized certain aspects, such as schedule and budget, over other critical ones, such as functionality and security. Phoenix executives did not understand the importance of warnings that the Miramichi Pay Centre, departments and agencies, and the new system were not ready. They did not provide complete and accurate information to deputy ministers and associate deputy ministers of departments and agencies, including the Deputy Minister of Public Services and Procurement, when briefing them on Phoenix readiness for implementation.
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Expensive IT project became a failure Phoenix project (development of states pay system) was an incomprehensible failure of project management and oversight. Phoenix executives prioritized certain aspects, such as schedule and budget, over other critical ones, such as functionality and security. Phoenix executives did not understand the importance of warnings that the Miramichi Pay Centre, departments and agencies, and the new system were not ready. They did not provide complete and accurate information to deputy ministers and associate deputy ministers of departments and agencies, including the Deputy Minister of Public Services and Procurement, when briefing them on Phoenix readiness for implementation.
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Office of theAuditor Generalof Canada
, issued in 2018
Risk cases: 3
Working of Inland Container Depots and Container Freight Stations
NEW! Online report on audit of SAI India With this first digital audit report of the Comptroller and Auditor General of India, new chapter has been opened in our profession: the online form is primary versus printable pdf. Advantages: high level of readability, live responsive charts, easy browsing and search of what users find interesting. The reported performance audit concerned 'dry ports', or multimodal logistics centres, which play growing role in domestic and international trade. It shows how gaps in concept and lax attitude to internal control can result on capacities, speed of trade, and enviromental safety.
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NEW! Online report on audit of SAI India With this first digital audit report of the Comptroller and Auditor General of India, new chapter has been opened in our profession: the online form is primary versus printable pdf. Advantages: high level of readability, live responsive charts, easy browsing and search of what users find interesting. The reported performance audit concerned 'dry ports', or multimodal logistics centres, which play growing role in domestic and international trade. It shows how gaps in concept and lax attitude to internal control can result on capacities, speed of trade, and enviromental safety.
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Comptroller and Auditor General of India
, issued in 2017
Risk cases: 5
Cyber Attacks: Securing Agencies’ICT Systems
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 ... Operations Centre response. The audit's focus was, among others, application of top four of the ASD's list of 35 mitigation strategies against cyber intrusions. Contact person: Alex Doyle ... 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 ... ... Cyber-security strategy needs consistent implementation and periodic reviews ... 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 ... application, 3. patching operating systems, 4. minimising administrative privileges. Analysis by the ANAO helps to fill gaps and to direct next steps.
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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 ... Operations Centre response. The audit's focus was, among others, application of top four of the ASD's list of 35 mitigation strategies against cyber intrusions. Contact person: Alex Doyle ... 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 ... ... Cyber-security strategy needs consistent implementation and periodic reviews ... 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 ... application, 3. patching operating systems, 4. minimising administrative privileges. Analysis by the ANAO helps to fill gaps and to direct next steps.
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The Australian National Audit Office
, issued in 2014
Risk cases: 3
Centralisation of support services of state authorities
Most goals of centralisation of support services were achived Centralisation of support services of state authorities has generally been successful, the quality of accounting has improved, and accounting has become more effective. The objective of saving on costs was not achieved. It would be beneficial to analyse the implementation of a similar model in local governments, i.e. concentrating the accounting services to central units in order to improve the quality of accounting and make work more effective. It would allow saving working time on doing routine accounting procedures and use this time more for financial management, which helps to use public funds better and more expediently.
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Most goals of centralisation of support services were achived Centralisation of support services of state authorities has generally been successful, the quality of accounting has improved, and accounting has become more effective. The objective of saving on costs was not achieved. It would be beneficial to analyse the implementation of a similar model in local governments, i.e. concentrating the accounting services to central units in order to improve the quality of accounting and make work more effective. It would allow saving working time on doing routine accounting procedures and use this time more for financial management, which helps to use public funds better and more expediently.
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National Audit Office of Estonia
, issued in 2018
Risk cases: 2
Protection against fraud in migration activities at missions abroad
Migration activities can be a subject to fraud The audit showed that reports on alleged fraud in migration activities at missions abroad increased continually between 2014 and 2017. Altogether about 60 alleged cases of fraud were reported during the period, including selling interview appointments, stolen visa stickers, issuing visas on false grounds and prohibited searches in case management systems. Missions abroad, the Ministry for Foreign Affairs and the Swedish Migration Board are all responsible for migration activities at missions abroad. The division of responsibility between them is sometimes unclear and difficult to assess. According to the Swedish NAO this leads to particular challenges in ensuring satisfactory and common protection against fraud at missions abroad. Ensuring protection is made even more difficult in that the missions abroad vary regarding in terms of size, case volume, case mix and risk exposure. In addition, for the missions abroad the internal control requirements are notsufficiently explicit.
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Migration activities can be a subject to fraud The audit showed that reports on alleged fraud in migration activities at missions abroad increased continually between 2014 and 2017. Altogether about 60 alleged cases of fraud were reported during the period, including selling interview appointments, stolen visa stickers, issuing visas on false grounds and prohibited searches in case management systems. Missions abroad, the Ministry for Foreign Affairs and the Swedish Migration Board are all responsible for migration activities at missions abroad. The division of responsibility between them is sometimes unclear and difficult to assess. According to the Swedish NAO this leads to particular challenges in ensuring satisfactory and common protection against fraud at missions abroad. Ensuring protection is made even more difficult in that the missions abroad vary regarding in terms of size, case volume, case mix and risk exposure. In addition, for the missions abroad the internal control requirements are notsufficiently explicit.
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Swedish National Audit Office
, issued in 2018
Risk cases: 2