The chief of the ANAO has addressed the agency’s staffing concerns. 

Australian National Audit Office (ANAO) auditor-general Grant Herir is untroubled by the resources allocated to his agency, despite mounting attrition challenges. 

The ANAO has grappled with retaining its specialised workforce, as rival departments attempt to poach government auditors with unique skill sets.

When asked about combatting this issue, Hehir jokingly mentioned a desire to enact a law preventing departures to other roles within 4-5 years at ANAO. 

However, he said he remains “relatively comfortable” with the agency's resources for its required work.

“We do operate in a highly competitive labour market, which produces challenges for retention in particular in the organisation,” he has told reporters.

“I’m fortunate to have a workforce of highly talented people who are attractive – that's a challenge for us as an organisation.”

The primary concern is recruiting and retaining staff to match ANAO's expanding workload, according to the Auditor-General.

Hehir expressed these sentiments during an IPAA ACT secretary series, where he discussed transparency and accountability issues within the public service with PM&C deputy secretary for public sector reform, Dr Rachel Bacon.

Bacon inquired about what more could be done to shift the public service mindset on integrity outcomes, to which Hehir responded; “All culture in organisations comes from the top… The key change that I think would be valuable would be the tone that leaders set about what's acceptable and not acceptable.”

Hehir cautioned that APS leaders must set a clear example of integrity, avoiding ethical grey areas or ambiguous behaviours. 

He said leaders must exemplify ethical behaviour rather than relying on their experience to make exceptions.

“Leaders in the sector actually have to model the extreme end of integrity by not using the excuse [for example], of their experience and knowledge to say that they know that it might be better to do procurement in a less than robust way because of their knowledge,” he said.

“[It is crucial] that leaders do not tell other people what to do and then say; ‘I’ve got great experience of knowledge and therefore I can make those judgments better’.”