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.
This report focuses on what Official Development Assistance spending is achieving in practice.
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.
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.
The Department was successful in floating Royal Mail. But its approach was marked by deep caution, the price of which was borne by the taxpayer.
The Cabinet Office will have to work with other government departments to ensure that the full benefits of its shared services strategy are realised.
Local authorities have worked hard to manage reductions in government funding, but the DCLG needs to be better informed about the situation across England.
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.
BIS needs more coherent planning, rather than short-term fire fighting, to meet its spending review challenges and deliver better value for money.
The Help to Buy equity loan scheme is improving access to mortgage finance, but the scheme’s costs will be substantial.
Review of a sample of the data systems underpinning the input and impact indicators in the Department for Business, Innovation and Skills’ Business Plan, Common Areas of Spend and wider management information.
Local authorities have worked hard to manage reductions in government funding, but the DCLG needs to be better informed about the situation across England.
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.
It has not yet been demonstrated that funding mechanisms for supporting local economic growth are capable of delivering value for money.
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.
Large-scale infrastructure spending by the private sector over ten years or more will increase consumer utility bills but government and regulators do not know by how much or whether the bills will be affordable.
The Better Regulation Executive is currently reviewing controls on regulation. This document is the National Audit Office’s submission to that review. It is based on a combination of our previous work and new work with five case study departments earlier this year.
This briefing on Ofgem, a non-ministerial government department, is similar to the briefings we are producing on the 15 major government departments. It is produced primarily as a briefing for the Environment and Climate Change Committee, and is based on Ofgem’s annual report and accounts and our own work relevant to Ofgem.
The NAO, Better Regulation Executive and the Better Regulation Delivery Office have published a survey into businesses’ perception of regulation.