A planning and spending framework that enables long-term value for money
Published on:We have drawn on our published work, programme of consultation, and collaboration with officials and stakeholders to provide useful insights.
Showing 1 - 19 of 19 results
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Achieving environmental improvement and responding to climate change
Published on:This report identifies enablers for success in tackling the challenges government faces in its environment and climate change work.
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Making public money work harder
Published on:We have used our insights to highlight the biggest opportunities for spending public money more efficiently and effectively.
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Government compensation schemes
Published on:There is no central coordinated approach when government sets up new compensation schemes resulting in a relatively slow, ad-hoc approach.
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Delivering value from government investment in major projects
Published on:Our report examined how projects achieve value to see what lessons there are for other projects. By value, we mean the difference projects make to citizens, service users or the environment.
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Tackling fraud and protecting propriety in government spending during an emergency
Published on:We set out seven high level lessons with recommendations on what the government can do now so that it will better prevent fraud and maintain standards during an emergency.
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Monitoring and responding to companies in distress: lessons learned
Published on:Our report provides updates on the government’s evolving approach to national resilience and risk management.
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Competition in public procurement: lessons learned
Published on:This report examines whether government has mechanisms in place to understand and encourage competition in public procurement, and how government departments can make their use of competition more effective.
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Cross-government working: lessons learned
Published on:This report draws on insights from our previous work to set out what effective cross-government working looks like and highlights some of the barriers.
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How to deliver regulation locally
Published on:This report brings together our learning and identifies eight areas for government departments and national regulators to consider when designing, delivering and improving regulation involving local regulatory delivery.
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Resetting major programmes
Published on:This report uses our experience of auditing programmes to draw together insights to help decision-makers determine whether they should reset a programme and how to increase the chances of a reset succeeding.
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Delivering programmes at speed
Published on:Insights to help decision-makers determine when or how a programme should be delivered at speed.
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The challenges in implementing digital change
Published on:This report sets out the lessons for government and departments to learn from the experience of implementing digital change.
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Efficiency in government
Published on:This report identifies key issues government will need to consider when attempting to increase its efficiency.
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Initial learning from the government’s response to the COVID-19 pandemic
Published on:This report provides our initial thoughts on the learning government can draw from its response to COVID-19 to date.
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Lessons learned from Major Programmes
Published on:This report examines lessons from our work on major programmes, including transport, defence and energy programmes.
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Learning for government from EU Exit preparations
Published on:This report sets out insights for government from its preparations for EU Exit.
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Welfare reform
Published on:It is important that the DWP use the hard lessons it learned from implementing its recent programme of welfare reforms to improve how it manages change and anticipates risk.
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Over-optimism in government projects
Published on:Optimism bias in public sector projects is not a new phenomenon. But it is one that persists, frequently undermining projects’ value for money as time and cost are under estimated and benefits over estimated. This report uses our back catalogue to illustrate the consequences of over optimism. In doing so, we have identified some contributory factors – such as project complexity and an organisation’s culture of challenge.