{
  "entity_id": "S-TAS-033",
  "folder": "Tasmanian-Audit-Office",
  "name": "Tasmanian Audit Office",
  "type": "Independent Statutory Authority",
  "jurisdiction": "TAS",
  "portfolio": "",
  "website": "https://www.audit.tas.gov.au/",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": true,
    "has_kpi_targets": true,
    "has_kpi_results": false,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": false,
    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 12,
    "n_legislation": 0,
    "n_artifacts": 3,
    "n_kpi_targets": 19,
    "n_kpi_results": 0,
    "n_outcomes": 4,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "Provide Parliament with insightful reports to improve public sector performance and accountability",
    "official_site_url": "https://www.audit.tas.gov.au/",
    "source_documents": [
      {
        "type": "strategie",
        "title": "Audit Tasmania’s Strategic Plan",
        "url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "annual_report",
        "title": "Annual Report",
        "url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "period": "2025",
        "confidence": "high"
      }
    ],
    "purpose": {
      "text": "Provide Parliament with insightful reports to improve public sector performance and accountability",
      "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
      "source_page": 1,
      "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
    },
    "vision": {
      "text": "Auditing for a better Tasmania",
      "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
      "source_page": 1,
      "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
    },
    "strategic_priorities": [
      {
        "title": "Deliver impactful and insightful reports",
        "description": "Deliver impactful and insightful reports",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      },
      {
        "title": "Invest in our people and capability",
        "description": "Invest in our people and capability",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      },
      {
        "title": "Utilise contemporary technology",
        "description": "Utilise contemporary technology",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      },
      {
        "title": "Develop our practice management methodology",
        "description": "Develop our practice management methodology",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      }
    ],
    "values": [
      {
        "name": "We connect",
        "description": "",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": null
      },
      {
        "name": "We innovate",
        "description": "",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": null
      },
      {
        "name": "We grow",
        "description": "",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": null
      },
      {
        "name": "We have impact",
        "description": "",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": null
      },
      {
        "name": "We act with integrity",
        "description": "",
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Deliver impactful and insightful reports",
        "description": "Develop and report measures of impact on improved public sector administration, utilise data analytic solutions, data driven and AI enabled audit products including auditing and accounting large language models, develop sustainability report assurance methodology, implement and embed use of statement verification and data extraction tools.",
        "activities": [
          "Develop and report measures of impact on improved public sector administration",
          "Utilise data analytic solutions",
          "Data driven and AI enabled audit products including auditing and accounting large language models",
          "Develop sustainability report assurance methodology",
          "Implement and embed use of statement verification and data extraction tools"
        ],
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      },
      {
        "name": "Outcome 2: Invest in our people and capability",
        "description": "Attract, retain, engage audit talent, improve presentation, readability and clarity of recommendations in audit reports, broaden input into identification of audit topics to focus on things that matter to Tasmanians, deliver Auditor-General reports to Parliament in separate volumes with insights for each key government sector.",
        "activities": [
          "Attract, retain, engage audit talent",
          "Improve presentation, readability and clarity of recommendations in audit reports",
          "Broaden input into identification of audit topics to focus on things that matter to Tasmanians",
          "Deliver Auditor-General reports to Parliament in separate volumes with insights for each key government sector"
        ],
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      },
      {
        "name": "Outcome 3: Utilise contemporary technology",
        "description": "Streamline audit methodology in one manual, simplify policy and procedures to support our people to do their work efficiently, strengthen engagement through a targeted approach to interacting with our key stakeholders.",
        "activities": [
          "Streamline audit methodology in one manual",
          "Simplify policy and procedures to support our people to do their work efficiently",
          "Strengthen engagement through a targeted approach to interacting with our key stakeholders"
        ],
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      },
      {
        "name": "Outcome 4: Develop our practice management methodology",
        "description": "Automate practice management reports on fee recovery, finance and performance reporting, deliver HR Framework: includes resource and workforce plan, dynamic recruitment, L&D including emerging technical and soft skills development and competency framework, maintain quality management system.",
        "activities": [
          "Automate practice management reports on fee recovery, finance and performance reporting",
          "Deliver HR Framework: includes resource and workforce plan, dynamic recruitment, L&D including emerging technical and soft skills development and competency framework",
          "Maintain quality management system"
        ],
        "source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "source_page": 1,
        "source_deep_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1"
      }
    ],
    "performance_measures": [
      {
        "code": "PAR01",
        "measure": "Parliamentarians’ satisfaction score",
        "target": "> 75%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "ENG01",
        "measure": "Positive engagement score in TSS survey",
        "target": ">70%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD01",
        "measure": "% of auditors using contemporary audit tools",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "BUD01",
        "measure": "Performance against budget",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUT01",
        "measure": "Auditee satisfaction scores",
        "target": "> 80%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "LDP01",
        "measure": "Average days in L&D per FTE",
        "target": "> 10 days",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "DAT01",
        "measure": "Use of data analytics in audit reports",
        "target": "#",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD02",
        "measure": "Audit time ($/hour) recovered (ACAG avg)",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD03",
        "measure": "% audits delivered in statutory timeframe",
        "target": ">70%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "TRN01",
        "measure": "Average investment in external training",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD04",
        "measure": "% time on audits saved through automated functions",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD05",
        "measure": "Average cost per performance audit (ACAG avg)",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "COM01",
        "measure": "No material variations from compliance with standards",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "QUAL01",
        "measure": "% of employees with professional qualifications",
        "target": ">85%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD06",
        "measure": "Cost per audit hour against ACAG average",
        "target": "<25th",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD07",
        "measure": "% of market ready contemporary audit tools in use",
        "target": ">55%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUD08",
        "measure": "% of whole of office paid hours charged to audit activities",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "REV01",
        "measure": "RAC review of register of recommendations",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      },
      {
        "code": "AUT04",
        "measure": "Audit quality reviews",
        "target": null,
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf",
        "target_source_page": 1,
        "result_source_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
        "result_source_page": null
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "Provide Parliament with insightful reports to improve public sector performance and accountability",
        "Auditing for a better Tasmania",
        "Deliver impactful and insightful reports",
        "Invest in our people and capability",
        "Utilise contemporary technology",
        "Develop our practice management methodology"
      ],
      "watch_terms": [
        "Parliamentarians’ satisfaction score",
        "Positive engagement score in TSS survey",
        "% of auditors using contemporary audit tools",
        "Performance against budget",
        "Auditee satisfaction scores",
        "Average days in L&D per FTE",
        "Use of data analytics in audit reports",
        "Audit time ($/hour) recovered (ACAG avg)",
        "% audits delivered in statutory timeframe",
        "Average investment in external training",
        "% time on audits saved through automated functions",
        "Average cost per performance audit (ACAG avg)"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Tasmanian Audit Office — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)\n\n## Vision\n\n> Auditing for a better Tasmania [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n## Our purpose / purposes\n\n> Provide Parliament with insightful reports to improve public sector performance and accountability [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n## How we deliver\n\n> We connect, innovate, grow and have impact with integrity. We are inclusive, connected to the Tasmanian community, the Parliament, our auditee entities and each other to drive efficiency and effectiveness of audits. We act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders. [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n## Government priorities for this department\n\n- Deliver impactful and insightful reports [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n- Invest in our people and capability [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n- Utilise contemporary technology [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n- Develop our practice management methodology [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n## Outcomes\n\n### Outcome 1: Deliver impactful and insightful reports\nDevelop and report measures of impact on improved public sector administration, utilise data analytic solutions, data driven and AI enabled audit products including auditing and accounting large language models, develop sustainability report assurance methodology, implement and embed use of statement verification and data extraction tools. [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n**Key activities:**\n- Develop and report measures of impact on improved public sector administration\n- Utilise data analytic solutions\n- Data driven and AI enabled audit products including auditing and accounting large language models\n- Develop sustainability report assurance methodology\n- Implement and embed use of statement verification and data extraction tools\n\n### Outcome 2: Invest in our people and capability\nAttract, retain, engage audit talent, improve presentation, readability and clarity of recommendations in audit reports, broaden input into identification of audit topics to focus on things that matter to Tasmanians, deliver Auditor-General reports to Parliament in separate volumes with insights for each key government sector. [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n**Key activities:**\n- Attract, retain, engage audit talent\n- Improve presentation, readability and clarity of recommendations in audit reports\n- Broaden input into identification of audit topics to focus on things that matter to Tasmanians\n- Deliver Auditor-General reports to Parliament in separate volumes with insights for each key government sector\n\n### Outcome 3: Utilise contemporary technology\nStreamline audit methodology in one manual, simplify policy and procedures to support our people to do their work efficiently, strengthen engagement through a targeted approach to interacting with our key stakeholders. [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n**Key activities:**\n- Streamline audit methodology in one manual\n- Simplify policy and procedures to support our people to do their work efficiently\n- Strengthen engagement through a targeted approach to interacting with our key stakeholders\n\n### Outcome 4: Develop our practice management methodology\nAutomate practice management reports on fee recovery, finance and performance reporting, deliver HR Framework: includes resource and workforce plan, dynamic recruitment, L&D including emerging technical and soft skills development and competency framework, maintain quality management system. [[CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1)]\n\n**Key activities:**\n- Automate practice management reports on fee recovery, finance and performance reporting\n- Deliver HR Framework: includes resource and workforce plan, dynamic recruitment, L&D including emerging technical and soft skills development and competency framework\n- Maintain quality management system\n\n## Values and principles\n\n_Audit Tasmania Values_\n\n- We connect\n- We innovate\n- We grow\n- We have impact\n- We act with integrity\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| PAR01 | Parliamentarians’ satisfaction score | > 75% | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| ENG01 | Positive engagement score in TSS survey | >70% | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD01 | % of auditors using contemporary audit tools |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| BUD01 | Performance against budget |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUT01 | Auditee satisfaction scores | > 80% | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| LDP01 | Average days in L&D per FTE | > 10 days | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| DAT01 | Use of data analytics in audit reports | # | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD02 | Audit time ($/hour) recovered (ACAG avg) |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD03 | % audits delivered in statutory timeframe | >70% | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| TRN01 | Average investment in external training |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD04 | % time on audits saved through automated functions |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD05 | Average cost per performance audit (ACAG avg) |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| COM01 | No material variations from compliance with standards |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| QUAL01 | % of employees with professional qualifications | >85% | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD06 | Cost per audit hour against ACAG average | <25th | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD07 | % of market ready contemporary audit tools in use | >55% | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUD08 | % of whole of office paid hours charged to audit activities |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| REV01 | RAC review of register of recommendations |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |\n| AUT04 | Audit quality reviews |  | [CP p.1](https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf#page=1) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Tasmanian Audit Office - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:59:30.787758+00:00\n**Entity ID**: S-TAS-033\n**Entity type**: Independent Statutory Authority\n**Jurisdiction**: TAS\n**Portfolio**: \n**Website**: https://www.audit.tas.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 1 |\n| pages | 4 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- Relevant\nMeasures or indicators used by an entity are relevant if they have a logical and consistent\nrelationship to an entity’s objectives and are linked to the outcomes to be achieved.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n\n### Role and Functions\n\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- State entity\nA body, whether corporate or unincorporated, that has a public function to exercise on\nbehalf of the State or is wholly owned by the State, as defined under the Audit Act 2008,\nincluding:\n• an agency\n• a council\n• a Government Business Enterprise\n• a State Owned Corporation\n• a State authority that is not a Government Business Enterprise\n• the council, board, trust or trustees, or other governing body (however designated)\nof, or for, a corporation, body of persons or institution, that is or are appointed by\nthe Governor or a Minister of the Crown\n• a body or authority referred to in section 21, established under section 29 or 30, or\ncontinued under section 326, of the Local Government Act 1993\n• the Corporation incorporated under section 5 of the Water and Sewerage\nCorporation Act 2012\n• a body or authority in respect of which the Treasurer has made a determination\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- 322 0 obj\n<\n>/Filter/FlateDecode/ID[<1EA21BF27A888B4A81091418946A56E5><2C55420F9BC8AC46A2F58520D6151EAB>]/Index[271 107]/Info 270 0 R/Length 195/Prev 238392/Root 272 0 R/Size 378/Type/XRef/W[1 3 1]>>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n\n### Strategic Priorities\n\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- We also provide detail about our four strategic priorities and major deliverables, including the performance measures that we’ll use to ensure transparency and accountability for the work we do.\n  Source: `pages/strategies-index.html (https://www.audit.tas.gov.au/publication/strategic-plan-2025-2028/)`\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- 322 0 obj\n<\n>/Filter/FlateDecode/ID[<1EA21BF27A888B4A81091418946A56E5><2C55420F9BC8AC46A2F58520D6151EAB>]/Index[271 107]/Info 270 0 R/Length 195/Prev 238392/Root 272 0 R/Size 378/Type/XRef/W[1 3 1]>>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- h�b``0d``vc\u0012\n�\f��\u0011�Y\u00188\u001a��\f����\u0019��w�>�H�\u001bl/�ְg��p�����\"c�8#���\fϤ,\u0018��\u001a��3�f�cX�V�P� �P\nԫ�a/������2O �A��\u001a(��R���6\u0013�F�!�'Nd\u0019�n\u00063d�07\u001f\u00069���\u0013\\���ya\u0004ԩ�\u0001\u0002\fG� \u000e\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- endstream\nendobj\n272 0 obj\n<\n>/Metadata 4 0 R/Pages 269 0 R/StructTreeRoot 8 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�q8�'���uq�\u001b?��O'�۫ޤ_���S}x������p���\u0017WO�uq�y��rҝ��mW�5��2kd����]=�\n�_��ՃIo��K��'��W���M�Kq���_?`Z鼦3�������wݻ�|T�|q�}|[��?6S'uCv`�q��ޏ�y��p09:\u001a~.\u000fؤ<������ʓg�~\no���\u001f����C]\u001c\u001d�����z���nF���a�.O^O\u0019j]�O0y�\u0019�CG���~n$3!��rR?�\n!\u001b\u0015�B\u0011o�{�\fG�?S�!��a�KX�r�E��:��%�TY*�ӕ�%�X���PQ(�\u000f��%YW�XF�$�*p郯b(��*aO�D%\u0005W\u0019�KJ�\u0016[2�\n��\u0010���Zp\u0003\u001b\u0006�D�\n\u0006;\u0004E&���>Z\u000f\u0011]e�/��\u0015b\u0012�R�\b��\b��\u0012ƽ)-3��|\u0007WF�T������5kd/�\u0012ds)Ud�\u0012\u000eh��N\u001c�\"�C��ȅ��(�yT �1g\u0019\"Cq\u001c����\b�\u001d�\u0015#Ξ0�Ln�\u0003\u0012=��\u001f&��F�ą��Z���\u0001��'�Oc��|��0�8\nF��o�O.���̭��k`\u001a�d��\u0019\u001ce�姛��\u0006�\n���]8Kq��\u0013�p\u0010�O��(\\\u0013w]�4H�\u0019o����vx����v�v�^8��j�נ\u0007�\u001aq@y�\\��\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- H��WM��6\u0010�\u001b��1 �\\\u000e� \u0018\u0002d�\u001d�h��٢��� H�\u001e�h����\fIɖ%ʖ-/\u0012 �ڤ8o>��\n�����'�Zݿ������/\u001f���W�����_W\u0015[?lط�Bp���9�\u0004\u0003\b�\u001bɼ\u0006\u001e${��\\��=-\u0017����~\u0007LY��e�܋��t�\u0007��\u000b����\u001f@����Lp�\u0006?����kZ�����.\u0017�\u0010�\u0016�6\u0002�\u0016`\u001e\u0004�\u001aSBX]9�\u0012 dE�@h\n}ŧM[q�/���r�E��.\u0017��eD��Xߝ�\u0013jf$�8�\u000b�(�gF�\f\u0017�C�D+\u000e�\u0012$f\u001b�\n���2�\u0014�T]\u0001�\u0016l�;�O#R]��\u001f�����\b�\u0013`wM�ϋ�i��\u000f�]g4w�����(H���j����������t�EJ��Y�+?o��c\fy�/p|qj�^��\u001d\u0018l�n�X���\fݬ�Wc8%s\n�^���~������������❷\fqh\u0006�:n�\u000ex�\u000e@a�\\.\u001cp�\u0011�\u00123�\u0013\u0011�S\u0001�>���&\u001b�vrk:�ݿoc&s���r�\u001e֐�C&�\"�\n\u0011?\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 16]\nMeasure Explanation Benchmark1 Method of calculation\nOperating surplus A positive result indicates a > 0 Net Operating surplus\nratio surplus with the larger the (deficit) divided by total\nsurplus the stronger the operating revenue\nUnderlying surplus\nassessment of sustainability.\nratio\nHowever, too strong a result\ncould disadvantage ratepayers.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- [Page 13]\nMeasure Explanation Benchmark1 Method of calculation\nEarnings Before Measures how well an entity can Result from Ordinary\nInterest and Tax earn a profit, from its operations, Activities before Gross\n(EBIT) regardless of how it is financed Interest Expense and\n(debt or equity) and before it has Tax\nto meet external obligations such\nas income tax.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- Trend Is a measure to show if there has Improvement in trend:\nbeen an improvement in trend, r2 > 0.1\ndeterioration in trend of no\nDeterioration in trend:\nmaterial change in trend.\nr2 > 0.1\nNo material change in\ntrend: r2 between 0 and\n0.1\n1.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- Reflects a 5% or more favourable movement in the\n Improvement from prior year\nmeasure or line item\nReflects a 5% or more unfavourable movement in\n Deterioration from prior year\nthe measure or line item\nReflects a movement in the measure or line item\n ⚫ No material change from prior year\nthat is less than 5%\nFinancial analysis 9\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Asset renewal Measures the capacity to fund 90%-100% Future (planned) asset\nfunding ratio asset replacement requirements. replacement\nAn inability to fund future expenditure divided by\nrequirements will result in Future asset\nrevenue, expense or debt replacement\nconsequences, or a reduction in expenditure (actual)\nservice levels.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- [Page 11]\nMeasure Explanation Benchmark1 Method of calculation\nAverage leave per Average leave balance per FTE – Total employee annual\nFull Time indicates the extent of unused and long service leave\nEquivalent (FTE) leave at balance date. entitlements divided by\nemployee FTEs\nAverage long Records the average number of Not more Actual long service leave\nservice leave days long service leave than 100 provision days due\nbalance per FTE accumulated per staff member.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- 322 0 obj\n<\n>/Filter/FlateDecode/ID[<1EA21BF27A888B4A81091418946A56E5><2C55420F9BC8AC46A2F58520D6151EAB>]/Index[271 107]/Info 270 0 R/Length 195/Prev 238392/Root 272 0 R/Size 378/Type/XRef/W[1 3 1]>>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- h�b``0d``vc\u0012\n�\f��\u0011�Y\u00188\u001a��\f����\u0019��w�>�H�\u001bl/�ְg��p�����\"c�8#���\fϤ,\u0018��\u001a��3�f�cX�V�P� �P\nԫ�a/������2O �A��\u001a(��R���6\u0013�F�!�'Nd\u0019�n\u00063d�07\u001f\u00069���\u0013\\���ya\u0004ԩ�\u0001\u0002\fG� \u000e\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- endstream\nendobj\n272 0 obj\n<\n>/Metadata 4 0 R/Pages 269 0 R/StructTreeRoot 8 0 R/Type/Catalog/ViewerPreferences 323 0 R>>\nendobj\n273 0 obj\n<\n>/MediaBox[0 0 1190.52 841.92]/Parent 269 0 R/Resources<\n>/Font<\n>/ProcSet[/PDF/Text/ImageB/ImageC/ImageI]/XObject<\n>>>/Rotate 0/StructParents 0/Tabs/S/Type/Page>>\nendobj\n274 0 obj\n<\n>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- h��XYo\u001b7\u0010�+|L�\u001a�c�\u0007\u0010\u0018���m�\u0002�[\u0017X�lo\u001d\u0001�dHJ\u0011��~�խ�#)׃D.9�\f���Cg���YR�Ѱ�ƫ��\u0004eHF�r^��\n�+�J��\u001a���9��&��C'�\f)�4�:F�\u001at�셍�l�\u0003:Q\u0019\u000eB�����H+\u0013\u0019#d��\u0011baSk�t�t \u0003AP�e�!qĆ��\u0011q)(\u001b\u0018bPT6\u0005\bJ �\b�\u0005\u0006�\u001d�(\f ���Y��4�ɣ��H\u0010�\u0010c� ;3>��y�%���H\u000b!\u0016�\u0015boЉ��[E��:�\u0014y�\u000e�#�=+�\u001a,�E�\"\u0002\u0014�:�TT�IgEs�\"]��V1�1�b���ん�����`\u0015�� �q8�'���uq�\u001b?��O'�۫ޤ_���S}x������p���\u0017WO�uq�y��rҝ��mW�5��2kd����]=�\n�_��ՃIo��K��'��W���M�Kq���_?`Z鼦3�������wݻ�|T�|q�}|[��?6S'uCv`�q��ޏ�y��p09:\u001a~.\u000fؤ<������ʓg�~\no���\u001f����C]\u001c\u001d�����z���nF���a�.O^O\u0019j]�O0y�\u0019�CG���~n$3!��rR?�\n!\u001b\u0015�B\u0011o�{�\fG�?S�!��a�KX�r�E��:��%�TY*�ӕ�%�X���PQ(�\u000f��%YW�XF�$�*p郯b(��*aO�D%\u0005W\u0019�KJ�\u0016[2�\n��\u0010���Zp\u0003\u001b\u0006�D�\n\u0006;\u0004E&���>Z\u000f\u0011]e�/��\u0015b\u0012�R�\b��\b��\u0012ƽ)-3��|\u0007WF�T������5kd/�\u0012ds)Ud�\u0012\u000eh��N\u001c�\"�C��ȅ��(�yT �1g\u0019\"Cq\u001c����\b�\u001d�\u0015#Ξ0�Ln�\u0003\u0012=��\u001f&��F�ą��Z���\u0001��'�Oc��|��0�8\nF��o�O.���̭��k`\u001a�d��\u0019\u001ce�姛��\u0006�\n���]8Kq��\u0013�p\u0010�O��(\\\u0013w]�4H�\u0019o����vx����v�v�^8��j�נ\u0007�\u001aq@y�\\��\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $3 | h��XYo\u001b7\u0010�+\\|L�\u001a�c�\u0007\u0010\u0018���m�\u0002�[\u0017X�lo\u001d\u0001�dHJ\u0011��~�խ�#)׃D.9�\f���Cg���YR�Ѱ�ƫ��\u0004eHF�r^��\n�+�J��\u001a���9��&��C'�\f)�4�:F�\u001at�셍�l�\u0003:Q\u0019\u000eB�����H+\u0013\u0019#d��\u0011baSk�t�t \u0003AP�e�!qĆ��\u0011q)(\u001b\u0018bPT6\u0005\bJ �\b�\u0005\u0006�\u001d�(\f ���Y��4�ɣ��H\u0010�\u0010c� ;3>��y�%���H\u000b!\u0016�\u0015boЉ��[E��:�\u0014y�\u000e�#�=+�\u001a,�E�\"\u0002\u0014�:�TT�IgEs�\"]��V1�1�b���ん�����`\u0015�� �q8�'���uq�\u001b?��O'�۫ޤ_���S}x������p���\u0017WO�uq�y��rҝ��mW�5��2kd����]=�\n�_��ՃIo��K��'��W���M�Kq���_?`Z鼦3�������wݻ�\\|T�\\|q�}\\|[��?6S'uCv`�q��ޏ�y��p09:\u001a~.\u000fؤ<������ʓg�~\no���\u001f����C] | `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)` |\n| $1 | FS�R��N̥�\u0006���6�cԁ�,��C\u0001 w����+���(\u0015��\u001d\u0012�ЦW��\u0002�K(\u0003\u001a���-\u0006�܋Z\f��rЕ[G��&�\n(.È�Q\u0006�qT�Q�E1��=��Nݙ�!H���{���~�ޘ����cw�C\u0005�m��3�C�ܾh���\u001b\n�ʥ�\u0018B`j�:\"}5\"�� l�� �I��W��TJ05S\u001fZ���Go����\u0006�,xH$#�N$\u0013}��پ\u00156�ї+?�s\"I�RNc�LJ\u0001e\u0005\u000e�}\u00052\u0015^JZ�D��;�R�\u0002�,\u001a���t.U��r\u0019k{/\"�v�ዢ\u001cЈ9I�(i��h\"�C�F��'� dԓ/��5���X%���u\u001a����\u0010�눏\\\u0007)�x��*eSf�\u0012��r\u0011�\\|c6W��!�\u000b\u0002ա.��+�/�Fa��6-������v͞�h����kB���V��F��\u0005�Z�ۗ��#S�B�\\|(S�\u001d��nT���1�E5w�:I�ݿENUF��V�m%��I��L�\u001e���P�W ����&\n\u0005��+̻x�K\u0011A����Xǒ�0�\u000f])����/H* | `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)` |\n| $0 | H��WM��F\u0010�\u000f���\u000eLo�\"��\u0018\u0012�!���1��!&6�����[ݒZ��\u0014�W3\u001a���իW�\u000e��}:\u001e��G�\u0005\u0016l���x\u0010\u001d��\u000b��NZ�x��>\u001ex�\u0011�\\|<�q˹�\\����ra\u001f�0�\\\f���tW��\u000f�s՟$<�5\u0017w�?)��ܟ�w\\|#�{!೻�����������\u0001���x�\\|<8���D\b�x�F0\u0007߬g\\v_�\u001f\u000fϜA\u0018���!����百��t�M����$l\nY/��%�J��BV��x�B�D0�3��B�\u0015���cx�\u001b�K�v��d�>�� I~\u0012��뎱��\u0018�� ��]\u0015WZ\\\n�܇\u0014�x�U&�;�\u001cS��N\u001a�� ϼՄ���6�Hd�vL�e>���B\u0012��<\u0005(�T\u0001��6� �� �Bb�\u0002�MB$#d�����XD\u0003VQ��\\H�ӭ��%Z��38\u0016��Hg�� �B4�\\)F;��\u0006W~��A�`Zd��0\u000bH\u001b�\u0002\n��R�\u0014�ܹ1��Ye\f+���PVY2�c\u0018\u0017su<�\n7�q���<(m\u001d��^g� | `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)` |\n| 4% | ���oĚ�\u0007ju����vS\u0012��ʥ!rT\u0019QT(\u0018a\u0011o�ǥ�J��p;BN@����B�4R���*�2�-�w\u0005���t�ل�I���yn�mE�^���\u0014Q]]�w%(xXLr��\\��_�����1�‰�mFܻO�gIW�{P�0?b�\u001a���\u001ehHR��lB }?�fi<��/B�����x#ʤ�n����`_�.���\u0005����� \u0017�O8A\u001cN\u0015v�=\n�\u0004�5�L�\u001b�� kO���4%F\u0016�xN��&�i\u0001\u0017V��8@�5pʅ�w7�Rk6\u001c�\u001f�f�\u0001M)�9\n;~3?�\u000b�mnd\u0010�:[a�\\|7�L�q{�5��\\�r\u0005̶ٜ���Ȁ��\u001d��;�֧��\u001c\u0011��*)A�\u001e\u0013&K\u0018���u�5gp�����\u000e\u001d�\nO��;�_�R�_�\u0012���,O?�K�P\u001aI7�M\u000e&�\u0002Q�\u0014\u0017>����ש�ϩ��***r�V\u0005���\u001ał. *$\u001f��^�\"�,%���\u001f ��\u001c���q���s*�\u000e���B<�� Z���%Ċ��$\u001c��\u0019\u0007\u0011\"#\u000b\u0013���9�-�I� | `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)` |\n| $3 | h��XYo\u001b7\u0010�+\\|L�\u001a�c�\u0007\u0010\u0018���m�\u0002�[\u0017X�lo\u001d\u0001�dHJ\u0011��~�խ�#)׃D.9�\f���Cg���YR�Ѱ�ƫ��\u0004eHF�r^��\n�+�J��\u001a���9��&��C'�\f)�4�:F�\u001at�셍�l�\u0003:Q\u0019\u000eB�����H+\u0013\u0019#d��\u0011baSk�t�t \u0003AP�e�!qĆ��\u0011q)(\u001b\u0018bPT6\u0005\bJ �\b�\u0005\u0006�\u001d�(\f ���Y��4�ɣ��H\u0010�\u0010c� ;3>��y�%���H\u000b!\u0016�\u0015boЉ��[E��:�\u0014y�\u000e�#�=+�\u001a,�E�\"\u0002\u0014�:�TT�IgEs�\"]��V1�1�b���ん�����`\u0015�� �q8�'���uq�\u001b?��O'�۫ޤ_���S}x������p���\u0017WO�uq�y��rҝ��mW�5��2kd����]=�\n�_��ՃIo��K��'��W���M�Kq���_?`Z鼦3�������wݻ�\\|T�\\|q�}\\|[��?6S'uCv`�q��ޏ�y��p09:\u001a~.\u000fؤ<������ʓg�~\no���\u001f����C] | `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)` |\n| $1 | FS�R��N̥�\u0006���6�cԁ�,��C\u0001 w����+���(\u0015��\u001d\u0012�ЦW��\u0002�K(\u0003\u001a���-\u0006�܋Z\f��rЕ[G��&�\n(.È�Q\u0006�qT�Q�E1��=��Nݙ�!H���{���~�ޘ����cw�C\u0005�m��3�C�ܾh���\u001b\n�ʥ�\u0018B`j�:\"}5\"�� l�� �I��W��TJ05S\u001fZ���Go����\u0006�,xH$#�N$\u0013}��پ\u00156�ї+?�s\"I�RNc�LJ\u0001e\u0005\u000e�}\u00052\u0015^JZ�D��;�R�\u0002�,\u001a���t.U��r\u0019k{/\"�v�ዢ\u001cЈ9I�(i��h\"�C�F��'� dԓ/��5���X%���u\u001a����\u0010�눏\\\u0007)�x��*eSf�\u0012��r\u0011�\\|c6W��!�\u000b\u0002ա.��+�/�Fa��6-������v͞�h����kB���V��F��\u0005�Z�ۗ��#S�B�\\|(S�\u001d��nT���1�E5w�:I�ݿENUF��V�m%��I��L�\u001e���P�W ����&\n\u0005��+̻x�K\u0011A����Xǒ�0�\u000f])����/H* | `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)` |\n\n## Key Achievements\n\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- 322 0 obj\n<\n>/Filter/FlateDecode/ID[<1EA21BF27A888B4A81091418946A56E5><2C55420F9BC8AC46A2F58520D6151EAB>]/Index[271 107]/Info 270 0 R/Length 195/Prev 238392/Root 272 0 R/Size 378/Type/XRef/W[1 3 1]>>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- h�b``0d``vc\u0012\n�\f��\u0011�Y\u00188\u001a��\f����\u0019��w�>�H�\u001bl/�ְg��p�����\"c�8#���\fϤ,\u0018��\u001a��3�f�cX�V�P� �P\nԫ�a/������2O �A��\u001a(��R���6\u0013�F�!�'Nd\u0019�n\u00063d�07\u001f\u00069���\u0013\\���ya\u0004ԩ�\u0001\u0002\fG� \u000e\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- endstream\nendobj\n272 0 obj\n<\n>/Metadata 4 0 R/Pages 269 0 R/StructTreeRoot 8 0 R/Type/Catalog/ViewerPreferences 323 0 R>>\nendobj\n273 0 obj\n<\n>/MediaBox[0 0 1190.52 841.92]/Parent 269 0 R/Resources<\n>/Font<\n>/ProcSet[/PDF/Text/ImageB/ImageC/ImageI]/XObject<\n>>>/Rotate 0/StructParents 0/Tabs/S/Type/Page>>\nendobj\n274 0 obj\n<\n>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- h��XYo\u001b7\u0010�+|L�\u001a�c�\u0007\u0010\u0018���m�\u0002�[\u0017X�lo\u001d\u0001�dHJ\u0011��~�խ�#)׃D.9�\f���Cg���YR�Ѱ�ƫ��\u0004eHF�r^��\n�+�J��\u001a���9��&��C'�\f)�4�:F�\u001at�셍�l�\u0003:Q\u0019\u000eB�����H+\u0013\u0019#d��\u0011baSk�t�t \u0003AP�e�!qĆ��\u0011q)(\u001b\u0018bPT6\u0005\bJ �\b�\u0005\u0006�\u001d�(\f ���Y��4�ɣ��H\u0010�\u0010c� ;3>��y�%���H\u000b!\u0016�\u0015boЉ��[E��:�\u0014y�\u000e�#�=+�\u001a,�E�\"\u0002\u0014�:�TT�IgEs�\"]��V1�1�b���ん�����`\u0015�� �q8�'���uq�\u001b?��O'�۫ޤ_���S}x������p���\u0017WO�uq�y��rҝ��mW�5��2kd����]=�\n�_��ՃIo��K��'��W���M�Kq���_?`Z鼦3�������wݻ�|T�|q�}|[��?6S'uCv`�q��ޏ�y��p09:\u001a~.\u000fؤ<������ʓg�~\no���\u001f����C]\u001c\u001d�����z���nF���a�.O^O\u0019j]�O0y�\u0019�CG���~n$3!��rR?�\n!\u001b\u0015�B\u0011o�{�\fG�?S�!��a�KX�r�E��:��%�TY*�ӕ�%�X���PQ(�\u000f��%YW�XF�$�*p郯b(��*aO�D%\u0005W\u0019�KJ�\u0016[2�\n��\u0010���Zp\u0003\u001b\u0006�D�\n\u0006;\u0004E&���>Z\u000f\u0011]e�/��\u0015b\u0012�R�\b��\b��\u0012ƽ)-3��|\u0007WF�T������5kd/�\u0012ds)Ud�\u0012\u000eh��N\u001c�\"�C��ȅ��(�yT �1g\u0019\"Cq\u001c����\b�\u001d�\u0015#Ξ0�Ln�\u0003\u0012=��\u001f&��F�ą��Z���\u0001��'�Oc��|��0�8\nF��o�O.���̭��k`\u001a�d��\u0019\u001ce�姛��\u0006�\n���]8Kq��\u0013�p\u0010�O��(\\\u0013w]�4H�\u0019o����vx����v�v�^8��j�נ\u0007�\u001aq@y�\\��\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- H��WM��6\u0010�\u001b��1 �\\\u000e� \u0018\u0002d�\u001d�h��٢��� H�\u001e�h����\fIɖ%ʖ-/\u0012 �ڤ8o>��\n�����'�Zݿ������/\u001f���W�����_W\u0015[?lط�Bp���9�\u0004\u0003\b�\u001bɼ\u0006\u001e${��\\��=-\u0017����~\u0007LY��e�܋��t�\u0007��\u000b����\u001f@����Lp�\u0006?����kZ�����.\u0017�\u0010�\u0016�6\u0002�\u0016`\u001e\u0004�\u001aSBX]9�\u0012 dE�@h\n}ŧM[q�/���r�E��.\u0017��eD��Xߝ�\u0013jf$�8�\u000b�(�gF�\f\u0017�C�D+\u000e�\u0012$f\u001b�\n���2�\u0014�T]\u0001�\u0016l�;�O#R]��\u001f�����\b�\u0013`wM�ϋ�i��\u000f�]g4w�����(H���j����������t�EJ��Y�+?o��c\fy�/p|qj�^��\u001d\u0018l�n�X���\fݬ�Wc8%s\n�^���~������������❷\fqh\u0006�:n�\u000ex�\u000e@a�\\.\u001cp�\u0011�\u00123�\u0013\u0011�S\u0001�>���&\u001b�vrk:�ݿoc&s���r�\u001e֐�C&�\"�\n\u0011?\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- FS�R��N̥�\u0006���6�cԁ�,��C\u0001 w����+���(\u0015��\u001d\u0012�ЦW��\u0002�K(\u0003\u001a���-\u0006�܋Z\f��rЕ[G��&�\n(.È�Q\u0006�qT�Q�E1��=��Nݙ�!H���{���~�ޘ����cw�C\u0005�m��3�C�ܾh���\u001b\n�ʥ�\u0018B`j�:\"}5\"�� l�� �I��W��TJ05S\u001fZ���Go����\u0006�,xH$#�N$\u0013}��پ\u00156�ї+?�s\"I�RNc�LJ\u0001e\u0005\u000e�}\u00052\u0015^JZ�D��;�R�\u0002�,\u001a���t.U��r\u0019k{/\"�v�ዢ\u001cЈ9I�(i��h\"�C�F��'� dԓ/��5���X%���u\u001a����\u0010�눏\\\u0007)�x��*eSf�\u0012��r\u0011�|c6W��!�\u000b\u0002ա.��+�/�Fa��6-������v͞�h����kB���V��F��\u0005�Z�ۗ��#S�B�|(S�\u001d��nT���1�E5w�:I�ݿENUF��V�m%��I��L�\u001e���P�W ����&\n\u0005��+̻x�K\u0011A����Xǒ�0�\u000f])����/H**sJ\u0016\u000b��b���d\"\u0010eL����t�e���Y��$<��m%��k���A�sIT\u001d�\u001f\u000e8�\u0014��q�K=2�F�$1e+�tO\u0019u�g�֞��E�Ti�8�Ȝ�%i�:�7<��t̜�2�y�wx@\u0007��\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- ��Z��@��\u0006p\u0003��}\u0004c\u0014\u0017�\u001d�2;�HYj+�\u0004pS�Tl\u0005�}�\u001d�d\f�\u0004��M}�������$b`&�dn�\u0013Hd��.u�� 1.\u0013\\���\u0016]2!���>u\b�\u0010\u0014��$\nG8�N��\u0011z�)�� Ş�د�\u0019\u001f�ULk�@�&\u001d7�`�d$e���F�6��\u0014~4�r\u000eb\u001a�*\u0005�8��t�:�d�=y7ū9�i�+�\u0017�L��CN\u001a�ra�Ws�ӘW�q;��d��Z\u0014�+\n\u001c�E����F��x�L�l�k�0�\u001e��^Z\u001d���\u0003Jc^v2�\u001c�b�\u0019�-񐡉�hn�Z��9�`)\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- L�z�ط�[����x�b���6�S��ǁ�\f\u0018\u001e�\u00120-\u0003\u0017�zF�\u000e���& i\u0012�6��\u0003�] �K\u0011i#�\beD�)�r��[S�\bA�n�j��,�1��\f\n`q���\u0006\u001f\u001a�揈Q��+��,�Vi��c\u0016M�a�\n$�v\fT�10M�&�x6��4KP�C�.٠A��ʣ��UzU�Ҟd\u0010���\u0017`\u000f\u0011F�\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- [pages 1,2,3,4,5,6,7,9]\n[Page 1]\nGuide to using reports\non the audit of financial\nstatements of State entities\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- State entity\nA body, whether corporate or unincorporated, that has a public function to exercise on\nbehalf of the State or is wholly owned by the State, as defined under the Audit Act 2008,\nincluding:\n• an agency\n• a council\n• a Government Business Enterprise\n• a State Owned Corporation\n• a State authority that is not a Government Business Enterprise\n• the council, board, trust or trustees, or other governing body (however designated)\nof, or for, a corporation, body of persons or institution, that is or are appointed by\nthe Governor or a Minister of the Crown\n• a body or authority referred to in section 21, established under section 29 or 30, or\ncontinued under section 326, of the Local Government Act 1993\n• the Corporation incorporated under section 5 of the Water and Sewerage\nCorporation Act 2012\n• a body or authority in respect of which the Treasurer has made a determination\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- [Page 29]\nFront cover image: Aerial of road into Queenstown\nPhotography: Jason Charles Hill, Tourism Tasmania Visual Library\nHobart Office\nPhone (03) 6173 0900 Address Level 2, 144 Macquarie Street\nEmail admin@audit.tas.gov.au Hobart, 7000\nWeb www.audit.tas.gov.au Postal GPO Box 851, Hobart 7001\nLaunceston Office Address 4th Floor, Henty House\nPhone (03) 6173 0971 1 Civic Square, Launceston\n29\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- For further information please contact:\nAudit Tasmania\nGPO Box 851\nHobart\nTASMANIA 7001\nPhone: (03) 6173 0900\nEmail: admin@audit.tas.gov.au\nWebsite: www.audit.tas.gov.au\nii\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Audit findings\nIn reporting audit findings to clients, we attribute a risk category to each finding.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Risk Audit impact Management action\ncategory required\nHigh Matters categorised as high risk pose a significant business or Requires immediate\nfinancial risk to the entity and have resulted or could potentially management\nresult in a modified or qualified audit opinion if not addressed as a intervention with a\nmatter of urgency. detailed action plan to\nbe implemented\nHigh risk findings represent a:\nwithin one month.\n• control weakness which could have or is having a\nRequires management\nsignificant adverse effect on the ability to achieve process\nto correct the material\nobjectives and comply with relevant legislation\nmisstatement in the\n• material misstatement in the financial report is likely to\nfinancial report to\noccur or has already occurred.\navoid a modified audit\nopinion.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Acronyms and abbreviations\nAudit Act Audit Act 2008\nEBIT Earnings Before Interest and Tax\nFTE Full Time Equivalent\nReport Audit of State entities and audited subsidiaries of State Entities, 30 June\n2025\n28 Glossary\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Data driven and AI enabled audit products including\nrecommendations in audit reports do their work efficiently interacting with our key stakeholders\nauditing and accounting large language models\nC.\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- Overall satisfaction with Audit Tasmania’s reports and …\nFollow up of\nReport of the Auditor-General No.2 of 2021-22: Council general manager recruitment, appointment and performance assessment\nReport of the Auditor-General No.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- 322 0 obj\n<\n>/Filter/FlateDecode/ID[<1EA21BF27A888B4A81091418946A56E5><2C55420F9BC8AC46A2F58520D6151EAB>]/Index[271 107]/Info 270 0 R/Length 195/Prev 238392/Root 272 0 R/Size 378/Type/XRef/W[1 3 1]>>stream\n  Source: `pages/strategies-index__01.html (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- 9 of 2025-26: Follow up of Report of the Auditor-General No.2 of 2021-22: Council general …\nCurrent Audits\nCareers\nResources\nSubscribe\nOur values\nConnect\nInnovate\nGrow\nImpact\nIntegrity\nWhat we do\nVision\nAuditing for a better Tasmania.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n- Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use\n  Source: `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)`\n- In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Effective tax rate Is the actual rate of tax paid on 30% Income Tax paid or\nprofit or loss before tax. payable divided by\nResult from Ordinary\nActivities before Tax\nEmployee Value of the Average leave Total employee annual\nEntitlements per balance per FTE – indicates the and long service leave\nFTE extent of unused leave at balance provision divided by\ndate.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- State entity\nA body, whether corporate or unincorporated, that has a public function to exercise on\nbehalf of the State or is wholly owned by the State, as defined under the Audit Act 2008,\nincluding:\n• an agency\n• a council\n• a Government Business Enterprise\n• a State Owned Corporation\n• a State authority that is not a Government Business Enterprise\n• the council, board, trust or trustees, or other governing body (however designated)\nof, or for, a corporation, body of persons or institution, that is or are appointed by\nthe Governor or a Minister of the Crown\n• a body or authority referred to in section 21, established under section 29 or 30, or\ncontinued under section 326, of the Local Government Act 1993\n• the Corporation incorporated under section 5 of the Water and Sewerage\nCorporation Act 2012\n• a body or authority in respect of which the Treasurer has made a determination\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- In days divided by average FTEs\ngeneral public service employees\ncannot accrue more than 100\ndays long service leave.2\nAverage Records the average number of 20 days Actual annual leave\nrecreational leave days annual leave accumulated provision days due\nbalance per staff member.\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)`\n- Toggle navigation\nHome\nReports\nAll reports and communications\nPerformance Audits\nFinancial Audit Reports\nAnnual Report\nAuditor-General’s Annual Plan\nGuide to our Reports\nSection 44 Review of the Office\nCurrent Audits\nAbout Us\nOur Role\nOur Accountability\nOur People\nOur History\nCommuniques\nRight to Information\nPolicies\nCareers\nResources\nClient Reference Information\nPresentations, Seminars and Information Sessions\nUseful Links\nAudit Service Provider Information\nWhat to expect from a performance audit\nContact Us\nContact Us\nReferrals\nComplaints\nSearch\nSearch\nSearch\nSearch\nSearch\nAudit Tasmania provides independent assurance to the Parliament and community on the performance and accountability of the Tasmanian Public Sector.\n  Source: `pages/homepage.html (https://www.audit.tas.gov.au/)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf` - strategies - https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf\n- `pages/homepage.html` - pages - https://www.audit.tas.gov.au/\n- `pages/strategies-index.html` - pages - https://www.audit.tas.gov.au/publication/strategic-plan-2025-2028/\n- `pages/strategies-index__00.html` - pages - https://www.audit.tas.gov.au/publication/strategic-plan-2025-2028/\n- `pages/strategies-index__01.html` - pages - https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf\n- `other-pdfs/AGR-Guide-30-June-2025.pdf` - other-pdfs - https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# Tasmanian Audit Office - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:44:07.008236+00:00\n**Entity ID**: S-TAS-033\n**Jurisdiction**: Tasmania\n**Portfolio**: \n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 6\n- Unique legislation references found: 3\n\n| Type | Count |\n|---|---:|\n| Act | 3 |\n\n## Legislation References\n\n### Audit Act Audit Act 2008\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Audit+Act+Audit+Act+2008\n\n**Sources**:\n- `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl`\n\n**Evidence contexts**:\n- ed in advance.\nValue in use\nThe present value of future cash flows expected to be derived from an asset or cash\ngenerating unit, where they are held primarily for their ability to generate net cash inflows.\nGlossary 27\n\n[page 28]\n7. Acronyms and abbreviations\nAudit Act Audit Act 2008\nEBIT Earnings Before Interest and Tax\nFTE Full Time Equivalent\nReport Audit of State entities and audited subsidiaries of State Entities, 30 June\n2025\n28 Glossary\n\n[page 29]\nFront cover image: Aerial of road into Queenstown\nPhotography: Jason Charles Hill, To\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl`\n\n### Local Government Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Local+Government+Act+1993\n\n**Sources**:\n- `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl`\n\n**Evidence contexts**:\n- ignated)\nof, or for, a corporation, body of persons or institution, that is or are appointed by\nthe Governor or a Minister of the Crown\n• a body or authority referred to in section 21, established under section 29 or 30, or\ncontinued under section 326, of the Local Government Act 1993\n• the Corporation incorporated under section 5 of the Water and Sewerage\nCorporation Act 2012\n• a body or authority in respect of which the Treasurer has made a determination\nunder section 32A.\nState owned corporation\nA company incorporated under the Corporat\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl`\n\n### Water and Sewerage Corporation Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Water+and+Sewerage+Corporation+Act+2012\n\n**Sources**:\n- `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl`\n\n**Evidence contexts**:\n- re appointed by\nthe Governor or a Minister of the Crown\n• a body or authority referred to in section 21, established under section 29 or 30, or\ncontinued under section 326, of the Local Government Act 1993\n• the Corporation incorporated under section 5 of the Water and Sewerage\nCorporation Act 2012\n• a body or authority in respect of which the Treasurer has made a determination\nunder section 32A.\nState owned corporation\nA company incorporated under the Corporations Act which is controlled by:\n• the Crown\n• a State authority\n• another company which is it\n  Source: `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl`\n\n## Files Scanned\n\n- `pages/homepage.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `other-pdfs/AGR-Guide-30-June-2025.pages.jsonl` (pdf_pages)\n- `strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": "Auditing for a better Tasmania",
    "vision_source_page": 1,
    "purposes": "Provide Parliament with insightful reports to improve public sector performance and accountability",
    "purposes_source_page": 1,
    "how_we_deliver": "We connect, innovate, grow and have impact with integrity. We are inclusive, connected to the Tasmanian community, the Parliament, our auditee entities and each other to drive efficiency and effectiveness of audits. We act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders.",
    "how_we_deliver_source_page": 1,
    "government_priorities": [
      {
        "text": "Deliver impactful and insightful reports",
        "source_page": 1
      },
      {
        "text": "Invest in our people and capability",
        "source_page": 1
      },
      {
        "text": "Utilise contemporary technology",
        "source_page": 1
      },
      {
        "text": "Develop our practice management methodology",
        "source_page": 1
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Deliver impactful and insightful reports",
        "description": "Develop and report measures of impact on improved public sector administration, utilise data analytic solutions, data driven and AI enabled audit products including auditing and accounting large language models, develop sustainability report assurance methodology, implement and embed use of statement verification and data extraction tools.",
        "key_activities": [
          "Develop and report measures of impact on improved public sector administration",
          "Utilise data analytic solutions",
          "Data driven and AI enabled audit products including auditing and accounting large language models",
          "Develop sustainability report assurance methodology",
          "Implement and embed use of statement verification and data extraction tools"
        ],
        "source_page": 1
      },
      {
        "name": "Outcome 2: Invest in our people and capability",
        "description": "Attract, retain, engage audit talent, improve presentation, readability and clarity of recommendations in audit reports, broaden input into identification of audit topics to focus on things that matter to Tasmanians, deliver Auditor-General reports to Parliament in separate volumes with insights for each key government sector.",
        "key_activities": [
          "Attract, retain, engage audit talent",
          "Improve presentation, readability and clarity of recommendations in audit reports",
          "Broaden input into identification of audit topics to focus on things that matter to Tasmanians",
          "Deliver Auditor-General reports to Parliament in separate volumes with insights for each key government sector"
        ],
        "source_page": 1
      },
      {
        "name": "Outcome 3: Utilise contemporary technology",
        "description": "Streamline audit methodology in one manual, simplify policy and procedures to support our people to do their work efficiently, strengthen engagement through a targeted approach to interacting with our key stakeholders.",
        "key_activities": [
          "Streamline audit methodology in one manual",
          "Simplify policy and procedures to support our people to do their work efficiently",
          "Strengthen engagement through a targeted approach to interacting with our key stakeholders"
        ],
        "source_page": 1
      },
      {
        "name": "Outcome 4: Develop our practice management methodology",
        "description": "Automate practice management reports on fee recovery, finance and performance reporting, deliver HR Framework: includes resource and workforce plan, dynamic recruitment, L&D including emerging technical and soft skills development and competency framework, maintain quality management system.",
        "key_activities": [
          "Automate practice management reports on fee recovery, finance and performance reporting",
          "Deliver HR Framework: includes resource and workforce plan, dynamic recruitment, L&D including emerging technical and soft skills development and competency framework",
          "Maintain quality management system"
        ],
        "source_page": 1
      }
    ],
    "values": [
      "We connect",
      "We innovate",
      "We grow",
      "We have impact",
      "We act with integrity"
    ],
    "values_framework_name": "Audit Tasmania Values",
    "kpi_targets_2025_26": [
      {
        "code": "PAR01",
        "measure": "Parliamentarians’ satisfaction score",
        "target": "> 75%",
        "source_page": 1
      },
      {
        "code": "ENG01",
        "measure": "Positive engagement score in TSS survey",
        "target": ">70%",
        "source_page": 1
      },
      {
        "code": "AUD01",
        "measure": "% of auditors using contemporary audit tools",
        "target": null,
        "source_page": 1
      },
      {
        "code": "BUD01",
        "measure": "Performance against budget",
        "target": null,
        "source_page": 1
      },
      {
        "code": "AUT01",
        "measure": "Auditee satisfaction scores",
        "target": "> 80%",
        "source_page": 1
      },
      {
        "code": "LDP01",
        "measure": "Average days in L&D per FTE",
        "target": "> 10 days",
        "source_page": 1
      },
      {
        "code": "DAT01",
        "measure": "Use of data analytics in audit reports",
        "target": "#",
        "source_page": 1
      },
      {
        "code": "AUD02",
        "measure": "Audit time ($/hour) recovered (ACAG avg)",
        "target": null,
        "source_page": 1
      },
      {
        "code": "AUD03",
        "measure": "% audits delivered in statutory timeframe",
        "target": ">70%",
        "source_page": 1
      },
      {
        "code": "TRN01",
        "measure": "Average investment in external training",
        "target": null,
        "source_page": 1
      },
      {
        "code": "AUD04",
        "measure": "% time on audits saved through automated functions",
        "target": null,
        "source_page": 1
      },
      {
        "code": "AUD05",
        "measure": "Average cost per performance audit (ACAG avg)",
        "target": null,
        "source_page": 1
      },
      {
        "code": "COM01",
        "measure": "No material variations from compliance with standards",
        "target": null,
        "source_page": 1
      },
      {
        "code": "QUAL01",
        "measure": "% of employees with professional qualifications",
        "target": ">85%",
        "source_page": 1
      },
      {
        "code": "AUD06",
        "measure": "Cost per audit hour against ACAG average",
        "target": "<25th",
        "source_page": 1
      },
      {
        "code": "AUD07",
        "measure": "% of market ready contemporary audit tools in use",
        "target": ">55%",
        "source_page": 1
      },
      {
        "code": "AUD08",
        "measure": "% of whole of office paid hours charged to audit activities",
        "target": null,
        "source_page": 1
      },
      {
        "code": "REV01",
        "measure": "RAC review of register of recommendations",
        "target": null,
        "source_page": 1
      },
      {
        "code": "AUT04",
        "measure": "Audit quality reviews",
        "target": null,
        "source_page": 1
      }
    ],
    "kpi_results_2024_25": [],
    "_source_urls": {
      "annual_report_url": "https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Citizen Services",
      "scale": "small",
      "title": "Plain-language service pages and proactive status updates",
      "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.",
      "quote": "[Page 11]\nMeasure Explanation Benchmark1 Method of calculation\nAverage leave per Average leave balance per FTE – Total employee annual\nFull Time indicates the extent of unused and long service leave\nEquivalent (FTE) leave at balance date. entitlements divided by\nemployee FTEs\nAverage long Records the average number of Not more Actual long service leave\nservice leave days long service leave than 100 provision days due\nbalance per FTE accumulated per staff member.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Citizen Services",
      "scale": "large",
      "title": "Single front door for life-event based services",
      "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.",
      "quote": "[Page 11]\nMeasure Explanation Benchmark1 Method of calculation\nAverage leave per Average leave balance per FTE – Total employee annual\nFull Time indicates the extent of unused and long service leave\nEquivalent (FTE) leave at balance date. entitlements divided by\nemployee FTEs\nAverage long Records the average number of Not more Actual long service leave\nservice leave days long service leave than 100 provision days due\nbalance per FTE accumulated per staff member.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Citizen Participation",
      "scale": "small",
      "title": "Consultation feedback summaries with response tracking",
      "idea": "Summarise consultation submissions by theme and publish what changed in response.",
      "quote": "[pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Citizen Participation",
      "scale": "large",
      "title": "Always-on policy participation platform",
      "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.",
      "quote": "[pages 1]\n[Page 1]\nAudit Tasmania – Strategic Plan 2025-2028\nVISION • Auditing for a better Tasmania\nPURPOSE • Provide Parliament with insightful reports to improve public sector performance and accountability\nVALUES • We connect, innovate, grow and have impact with integrity\nC O N N E C T I N N O V A T E G R O W I M P A C T\nWe are inclusive, connected to the We constantly adopt new technology, We empower our people, support We do meaningful work that has\nTasmanian community, the Parliament, methodology tools and ways of working personal resilience and professional a positive impact on Tasmania and\nour auditee entities and each other to drive efficiency and effectiveness growth to add to our impact its people\nof audits\nI N T E G R I T Y\nWe act with independence, ethics, respect, transparency and accountability to maintain the trust and confidence of our stakeholders",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Staff Productivity",
      "scale": "small",
      "title": "Reusable briefing and summary assistant for internal documents",
      "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.",
      "quote": "In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Staff Productivity",
      "scale": "large",
      "title": "Department-wide knowledge and briefing platform",
      "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.",
      "quote": "In general divided by average FTEs\npublic service employees accrue\n20 days annual leave per annum.2\nAverage Cost per Measures the average cost of Total employee\nFTE employing staff in the entity for expenses3 (including\nthe year. capitalised employee\nAverage staff costs\ncosts) divided by FTEs\nCash expense Indicates the number of months 3 to 6 Total unrestricted cash\ncover ratio an entity can continue operating months divided by the sum of\nbased on current monthly total cash payments to\nexpenditure without additional suppliers, employees\ncash inflow. and financing costs\nmultiplied by 12\nThe ratio does not take into\nconsideration capital expenditure\nrequirements or other sources of\nfinance.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "other-pdfs/AGR-Guide-30-June-2025.pdf (https://www.audit.tas.gov.au/wp-content/uploads/AGR-Guide-30-June-2025.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "S-TAS-033",
      "entity_name": "Tasmanian Audit Office",
      "folder_name": "Tasmanian-Audit-Office",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "Maintain quality management system\ndevelopment\nPerformance measures\n• Parliamentarians’ satisfaction score > 75% • Positive engagement score in TSS survey >70% • % of auditors using contemporary audit tools • Performance against budget\n• Auditee satisfaction scores > 80% • Average days in L&D per FTE > 10 days • Use of data analytics in audit reports # • Audit time ($/hour) recovered (ACAG avg)\n• % audits delivered in statutory timeframe >70% • Average investment in external training • % time on audits saved through automated functions – • Average cost per performance audit (ACAG avg)\nreduction in manual tasks\n• No material variations from compliance with standards • % of employees with professional qualifications >85% • Cost per audit hour against ACAG average <25th\n• % of market ready contemporary audit tools in use",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/Audit-Tasmania-Strategic-Plan-2025-2028.pdf (https://www.audit.tas.gov.au/wp-content/uploads/Audit-Tasmania-Strategic-Plan-2025-2028.pdf)",
      "implementation": [
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        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
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      ]
    }
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