An initiative, begun in 2004, by the National Offender Management Service to build a single offender management IT system for the prison and probation services has not delivered value for money. A National Audit Office investigation found the project had been hampered by poor management leading to a three-year delay, a doubling in project costs […]
The Prison Service has made significant progress in the way it manages its buying of goods and services such as food, clothing and utilities, the National Audit Office has today reported. In 2003 the National Audit Office found that the Prison Service’s procurement function was “fragmented and costly to deliver”. Since this report, the Prison […]
This report examines the supply of personal protective equipment (PPE) as part of the government’s response to COVID-19 in 2020.
The management of Corporation Tax by HM Revenue and Customs’ Area offices has improved in recent years, according to the National Audit Office. However, the variations in performance across offices offer scope for further savings in the costs of managing the tax and generating additional tax revenue. The Department’s Area offices administer Corporation Tax for […]
This report sets out the facts about the government’s support of shale gas development in England.
Sir John Bourn, Head of the National Audit Office, told Parliament today that not all consumers have yet benefited from the move from 192 to 118 directory enquiry numbers, but that the market was still evolving. Specifically, the average residential consumer is paying more for a directory enquiries service with no obvious improvement in quality. […]
This report assesses the scheme’s performance against its objectives, its management, and plans for the future of the scheme.
The Department for Business, Energy & Industrial Strategy has not achieved value for money for its £100 million spend on the second competition for government financial support for carbon capture storage.
This investigation sets out the facts relating to government procurement during the COVID-19 pandemic up to 31 July 2020.
The new contract for general practice has contributed to improved recruitment and retention of GPs, with numbers increasing from 26,833 to 30,931 since 2003. However, according to a report out today by the National Audit Office, the contract has cost the Department £1.76 billion more than it originally budgeted for. Today’s report found that, in […]
This briefing sets out government’s plans and progress to date in opening up overseas markets to UK businesses.
This report considers the work that government has been undertaking at the border to prepare for a no-deal EU exit.
In its progress report on the Olympic and Paralympic Games the National Audit Office has found that with four years to go until the start of the Games, the preparations have progressed in important ways. In particular, there has been good progress in preparing the Olympic Park site and construction activities are broadly on track. […]
Sir John Bourn, head of the National Audit Office, said today that there were examples where the Regulatory Impact Assessment (RIA) process had helped departments to develop a better policy proposal. But there were also cases where its impact was limited because it had not been an integral part of the policy making process. Sir […]
This report examines the management of the Cabinet Office-led Get ready for Brexit campaign.
Plans to increase the efficiency and effectiveness of services such as human resources, payroll and finance could cost the Department for Transport £81 million (by March 2015) rather than saving £57 million as originally expected. There will need to be substantial improvements in the shared service centre’s productivity if the Department’s original targets are to […]
This investigation provides an account of how public money was used to increase the number of ventilators available to the NHS.
This is the second NAO report on government’s approach to test and trace services in England.
This report examines the Nuclear Decommissioning Authority’s role, its governance, and the complex challenges it faces in delivering its long-term mission; progress with reducing high hazard and risk at Sellafield, and limitations to faster progress; and the NDA and Sellafield Limited’s plans to ensure sustainable progress at Sellafield.