This page is part of our decommissioning toolkit. Aligning the decommissioning process with statutory financial and decision making cycles is also crucial. The research highlighted problems arising where a decision to decommission is not made until close to the end of the financial year, which also ties in with the natural end of a contract […]
This investigation sets out how MHCLG is overseeing the remediation of dangerous cladding under its Building Safety Programme.
This page is part of our decision support tool. Monitoring Monitoring is about collecting information and assessing it. If a government organisation (‘funder’) has a financial agreement with an external organisation (‘provider’), the funder must monitor the provider to ensure regularity, propriety and value for money. Monitoring, both internally for providers and externally for funders […]
This page is part of our successful commissioning toolkit. Establishing the outcomes to be achieved by the service is critical for the remainder of the commissioning process. The term ‘outcomes’ in this sense has a specific meaning. Particularly, outcomes are the real-life economic, social and/or environmental improvements that you seek from your programme. For commissioners these outcomes […]
Her Majesty’s Revenue and Customs continues to make progress in ensuring that income tax levied under the Scottish rate will be assessed and collected properly, but still faces significant challenges to ensure that all Scottish taxpayers are correctly identified
This page is part of our decommissioning toolkit. Define Key Performance Indicators (KPIs), based on the Collaborative Relationship model, with a focus on the relationships and interactions between all involved, and identify how to measure them. From a shared vision of how to work together the team can set collaborative relationship KPIs that will indicate […]
This page is part of our decision support tool. What is meant by the term ‘third sector organisation’ (TSO)? Organisations are traditionally divided on the basis of‘private’ or ‘public’, and ‘for-profit’ or ‘not-for-profit’.Organisations which are established on a not-for-profit basis, and which are not directly controlled by the state (not part of the public sector) […]
MOD’s procurement budget is now more stable, despite a £754m increase in the cost of the carriers, but there are still risks to the affordability of the equipment plan.
This report looks at how effectively government met the needs of clinically extremely vulnerable through the shielding programme.
The level of penalties imposed by the EC has gone down in 2012-13 to £20 million but this is largely caused by administrative delay in the Commission rather than improved compliance by Defra.
This report establishes the facts on how the government has provided accommodation for rough sleepers during COVID-19.
The Government’s ability to show that its spending decisions represent the best value for money is being hindered by the patchy availability of good information.
The report covers HMRC’s progress in operating the PAYE service, its implementation of its new Real Time Information service and its performance in tax collection and in reducing error and fraud in personal tax credits.
This page is part of our decision support tool. Legal basis Check that your programme has both of the following two forms of approval from Parliament: Vires. This is power in legislation for the government body to carry out the activity envisaged in the policy intent of the programme. If you are unsure whether vires […]
This page is part of our decision support tool. Full cost recovery [Footnote 1] The government recognises that: No activity can be undertaken without its provider incurring central administrative costs A funder or commissioner has an interest in meeting its fair share of a provider’s central administrative costs because that will help to ensure that […]
This page is part of our decommissioning toolkit. Good, supportive, and transparent relationships lie at the heart of successful decommissioning. Although commissioners and third sector organisation (TSO) service providers disagree about what constitutes good practice in terms of how such relationships are meant to work, both sides showed there is considerable room for improvement in […]
This investigation examines the extent to which departments have used consultants in
their work to prepare for exiting the EU.
Universal Credit plans were driven by an ambitious timescale, and this led to the adoption of a new approach. The programme suffered from weak management and ineffective control.
This study assesses the financial assumptions underlying the Ministry of Defence’s 10-year Equipment Plan.
This report examines whether DfT
and HS2 Ltd have protected value for money so far in their stewardship of HS2.