5 years ago

Administration of the Digital Television Switchover Household ...

Administration of the Digital Television Switchover Household ...

manual, were also

manual, were also developed throughout the implementation of the Scheme. However, the majority of these documents were incomplete, were not endorsed and were no longer used by departmental staff administering HAS. There would be benefit in DBCDE reviewing and finalising project tracking and operational documentation for HAS to guide the day‐to‐day administration of the Scheme. HAS resourcing 2.27 In 2008, there were initially four DBCDE staff assisting with the design of HAS. By June 2009, there were 12 staff responsible for the Scheme, working in two sections—policy and review, and procurement. Planning for an additional section, responsible for contract management also commenced in June 2009. The ANAO was informed by stakeholders that low staff numbers in the early stage of the Scheme, and their limited experience in program delivery, had an adverse impact on the planning for the Mildura/Sunraysia pilot. 2.28 Throughout the administration of the Scheme, there has been high staff turnover in the HAS Branch contributing to a loss of corporate memory and lack of consistency in relationship and stakeholder management. New staff had a limited awareness of key Scheme documentation and business rules developed during early stages of the Scheme. As at February 2012, 40.3 full‐ time equivalent staff were responsible for delivering HAS. Managing HAS risks 2.29 In July 2009, DBCDE engaged a consultant to develop a fraud control plan for HAS, including the identification of: � specific fraud risks to the HAS Scheme; � the controls in place to mitigate risks; and � any significant risks impacting on the Scheme that required immediate action. 2.30 The consultant recommended 14 mitigation strategies to reduce the overall fraud risk profile of HAS. An additional 17 action items were developed as part of establishing a fraud control framework for the Scheme and a risk register was developed. The risk register accounted for both internal and external fraud risks to the Scheme (a total of 14 fraud‐related risks) and 12 risks that could impact on the delivery of the Scheme. ANAO Audit Report No.55 2011–12 Administration of the Digital Television Switchover Household Assistance Scheme 54

Scheme Design and Implementation 2.31 The main sources of Scheme risk identified were unlawful access and disclosure of information, and theft of public money. Fraud risk related to service contractors (and subcontracted installers) claiming for work that was either not provided or not required. Three risks were identified as significant, 20 as having a medium risk rating, and three with a low rating. The review found that following implementation of the mitigation strategies, 21 risks were downgraded to a low risk rating and five remained medium. Overall the Scheme had a ‘low’ fraud risk profile. Risk management and use of risk registers throughout early rollouts of HAS 2.32 DBCDE informed the ANAO that risks were managed through HAS Branch meetings, weekly managers’ meetings and monthly risk management meetings. The ANAO was further informed that, prior to 2011, each separate section (policy and liaison, contract management and program development and implementation) 46 was responsible for the identification, analysis, assessment and mitigation of risks that were within their areas of responsibility. Numerous versions of risk registers have been developed within the HAS Branch as a consequence of this approach. 2.33 The evaluation of HAS in the Mildura/Sunraysia, and Regional South Australia and Broken Hill rollouts, (discussed in Chapter 1) found that: the management of risk throughout these rollouts was inefficient, with too many areas of record, lack of timeliness of treatment, and an absence of formal planned review ... if it was done it was in an unstructured way that reduced risk through the professionalism of individual staff, rather than by formal design. 47 2.34 Departmental records indicate that additional risks were added intermittently to risk registers, but there was no documented process for formal review. A more structured risk management approach commenced in November 2010, with the establishment of the HAS Risk Management Committee and the development of the internal HAS Fraud Control Plan. While the department reviewed existing arrangements for monitoring risks a formal risk management plan was not developed at this time. 46 The compliance and data management section (formerly the business assurance section) was not established until mid-2011. 47 PSI Asia Pacific Evaluation of the Performance of the Digital Switchover Household Assistance Scheme (HAS) (Mildura/Sunraysia, Regional South Australia and Broken Hill Television License Areas), 22 March 2011. ANAO Audit Report No.55 2011–12 Administration of the Digital Television Switchover Household Assistance Scheme 55

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