All departments have controls to prevent, detect and investigate fraud and corruption during the procurement process. Examples of these controls include running fraud and corruption training for new employees and having internal processes to report procurement and integrity matters to senior management.

However, departments are at different stages in making sure their controls work as they intended them to. In particular, not all departments make sure that:

This section summarises our key findings. The numbered sections detail our complete findings, including supporting evidence.

When reaching our conclusions, we consulted with the audited agencies and considered their views. The agencies’ full responses are in Appendix A. 

We made 5 recommendations to departments to address 2 issues. The relevant agencies have accepted our recommendations in full or in principle.

Download a PDF copy of Appendix C: Audit scope and method.

Download a PDF copy of Appendix B. Abbreviations, acronyms and glossary.

Download a PDF copy of Appendix A. Submissions and comments.

Public sector agencies did not always work together to provide comprehensive and timely advice to the government to inform its decision to host the Games.

While agencies did highlight risks, DJSIR overstated the benefits of hosting and did not provide reliable cost estimates. This meant that from the start, the government had unrealistic expectations of the cost and effort it would take to deliver the Games within 4 years.