The Help to Buy equity loan scheme
Published on:The Help to Buy equity loan scheme is improving access to mortgage finance, but the scheme’s costs will be substantial.
The Help to Buy equity loan scheme is improving access to mortgage finance, but the scheme’s costs will be substantial.
Mistakes in the original procurement and contract management of an IT system, designed to extract data from GP practices, contributed to losses of public funds, through asset write-offs and settlements with suppliers.
The Home Office spent at least £830 million between 2003 and 2015 on the e-borders programme and its successors, but has failed, so far, to deliver the full vision. We cannot, therefore view e-borders as having delivered value for money.
The Government has committed £933 million from the Libor Fund, but cannot yet confirm that all the money has been used as intended.
Defra, the Rural Payments Agency and Government Digital Service have not worked together effectively to deliver the Common Agricultural Policy Delivery Programme.
The new military flying training is 6 years delayed and there is much to do if the MoD is to get the planned benefits from its contractor.
Government is taking longer than it should to appoint non-executive directors (NED) to public positions, and these delays can leave gaps on boards, creating risks to governance, and reducing the number of high-quality candidates.
The Cabinet Office will have to work with other government departments to ensure that the full benefits of its shared services strategy are realised.
Ofcom has saved some £23 million over the last five years. However, with its complex remit across the telecommunications sector, Ofcom needs a better articulation of the intended outcomes of its activities and how its work achieves those outcomes.
In its sale of the 4G radio spectrum the Office of Communications (Ofcom) achieved its objective of maintaining a competitive market with a number of competing providers.
Additional funding, aimed to help the NHS get on a financially sustainable footing, has instead been spent on coping with existing pressures.
This Estimate provides for expenditure by the National Audit Office. It covers the expenditure and associated non-cash items incurred in the provision of independent assurance to Parliament on the proper accounting for central government expenditure, revenue and assets, including compliance with laws and regulations, and in the economy, efficiency and effectiveness with which central government resources have been used; and the provision of independent assurance and information to a wide range of other public, international, and overseas bodies and to members of the public.
Governance and oversight of franchised higher education provision needs to be strengthened following instances of fraud and abuse in the sector.
The National Audit Office (NAO) has undertaken an efficiency review of the Food Standards Agency’s (FSA) delivery of meat hygiene official controls.
The National Audit Office outlines ten principles that the government needs to consider if it is to achieve value for money when using markets to deliver public services.
These case studies illustrate how four government bodies are managing the risk of their legacy ICT systems (that is, typically older ICT systems critical for the delivery of public services).
Treasury expects all departments to evaluate the ex post impacts and costs of all their interventions, including spending, taxation and regulation. This activity should provide valuable information on the cost-effectiveness of government interventions, for the purposes of accountability and to learn lessons to improve current and future policies.
The Care Quality Commission had a difficult task in establishing itself and has not so far achieved value for money in regulating the quality and safety of health and adult social care in England.
The MOD decision to reduce the size of the regular Army and increase the number of trained Army reserves was taken without appropriate testing of feasibility or evaluation of risk.
This report focuses on the arrangements for converting schools to academies. We assess the Department for Education’s approach and the extent of conversion; the robustness, cost and speed of the conversion process; and the availability of sponsors and multi-academy trusts to support schools to convert to academies.