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Chapter ThreeStrategic Business PlanThe Office’s Strategic Business Plan (July 2011 –June 2016) is both a statement of its corporatevision, strategy and objectives and a traditionalbusiness plan. It aims to bring together planningand other strategic and operational activities andarticulate the linkages between them. It is a fiveyear rolling plan, updated regularly, which distils theOffice’s objectives into a high level action plan forthe current year.Risk management frameworkThe Office’s Risk Management Plan identifies thebusiness risks the Office manages in order toachieve its objectives. Individual risk assessmentsare completed for projects, events and otheroperational activities. All staff attended in-house riskmanagement training in 2011–12.The Office continued to participate in Comcover’srisk benchmarking program, which measuresthe effectiveness of agencies’ risk managementframeworks, practices and systems against a set ofkey result areas. The Office’s result for 2011–12 wasa score of 6.3, which reflects the Office’s high levelof maturity and competence in this field.Fraud control frameworkThe Office maintains a comprehensive FraudRisk Assessment and Fraud Control Plan and hasembedded fraud prevention, detection, investigation,reporting and data collection procedures andprocesses. During the financial year, all staff attendedin-house fraud control training. An up-to-date FraudRisk Assessment, Fraud Control Plan and ProtectiveSecurity Management Policy and Plan are in placeand maintained.There were no known incidents of fraud in 2011–12.Security frameworkThe Office continued to work closely with theAttorney-General’s Department and the AustralianFederal Police to identify issues and receive adviceon security, in order to manage effectively thephysical security environments at GovernmentHouse and Admiralty House.Audit activitiesIn addition to the four Audit Committee members,representatives of the Australian National AuditOffice (ANAO) and the Office’s internal auditcontractors, Pricewaterhouse Coopers, attendcommittee meetings as observers.The Audit Committee met four times in 2011–12.Matters discussed included:• internal audit plan, activity and findings• new or updated administrative policy andprocedures• self-assessment of the Office’s position in relationto recommendations made by the ANAO incompleted administrative audits• the ANAO report on the Office’s 2010–11financial statements.In 2011–12, Pricewaterhouse Coopers conductedthe following reviews in accordance with the agreedaudit program:• contract management• management information and reporting• accounting controls• time management and recording• legislative compliance.An additional audit was undertaken to determinethe level of implementation of recommendationsfrom the previous reviews by PricewaterhouseCoopers during 2010–11, including managementof official gifts and procurement activities. Spotchecks of a range of general operating proceduresand compliance were conducted, including assetmanagement, use of credit cards, CabCharge andfuel cards, purchasing, payroll, and Goods andServices Tax compliance.External scrutinyIn September 2012, the ANAO provided anunqualified audit opinion on the Office’s 2011–12financial statements. The Office was not the subjectof any agency-specific audits by the Auditor–General’s Office, nor investigations or reviews by aparliamentary committee or the CommonwealthOmbudsman during 2011–12.50 OFFICE OF THE OFFICIAL SECRETARY TO THE GOVERNOR-GENERAL