HM Revenue & Customs: Customer service performance
Published on:Despite some welcome improvements, HMRC’s performance in answering calls from the public is poor value for money.
Despite some welcome improvements, HMRC’s performance in answering calls from the public is poor value for money.
This report assesses how prepared government departments are for the changes required at the border after EU exit.
This page is part of our successful commissioning toolkit. The National Audit Office (NAO) uses three criteria to assess the value for money of government spending i.e. the optimal use of resources to achieve the intended outcomes: Economy: minimising the cost of resources used or required (inputs) – spending less; Efficiency: the relationship between the output from […]
Action taken by the Ministry of Defence to balance its overall budget in the short term following the Strategic Defence and Security Review has contributed to a near £500 million in-year cost increase in the 15 largest defence projects.
This report considers the readiness of the government to deliver its ambitions for digital transformation in the NHS in England.
The 2011 DfID review of the £3.6bn spent through multilateral organisations (such as the UN) is a significant step towards achieving value for money.
The Mortgage Rescue Scheme, launched in January 2009 by the Department for Communities and Local Government, achieved fewer than half of the rescues expected. The Department helped 2,600 households avoid repossession and homelessness at a cost of in excess of £240 million – but it originally expected to help 6,000 households for £205 million.
It will be difficult for government departments to achieve value for money from means-tested benefits unless government understands the impacts of means testing, learns from past experience and improves coordination between different benefits.
This report examines whether the Department for Education is supporting disadvantaged families effectively through free early education and childcare entitlements.
This report covers recent trends in pressures on children’s social care demand and activity and national and local government’s response.
The BBC has reduced its spending on support functions but in future it should plan for cuts by clearly defining the level of service it requires and what that should cost.
This investigation examines the Home Office’s response to suspected cheating in the Test of English for International Communication (TOEIC).
This report examines the Home Office’s progress in managing a clear assurance and oversight system for police forces’ financial sustainability.
This report examines the Department for Business, Energy & Industrial Strategy’s progress in rolling out smart meters.
This report is a broad review of the BBC’s approach to pay.
This investigation sets out facts about penalty charge notices and how the NHS supports vulnerable people to navigate the system.
This guide provides practical advice on how to plan for and manage the decommissioning of public services delivered by civil society organisations (CSOs) and maintain value for money while doing so.
This page is part of our decommissioning toolkit. Include climate survey in measurement Apply performance management at team and individual level Celebrate sucesses – major and minor Foremost in our research was to understand the role of relationship measurement systems in support of the Gold Standard enabler, “Regular assessment of client contractor relationships”.The results are […]
This report provides an update on HMRC’s progress with the Customs Declaration Service (CDS) since July 2017. We consider the deliverability of the CDS programme and highlight the risks and issues HMRC needs to manage to fully implement CDS by January 2019.
What to do if you want to complain about the work of the National Audit Office. We value your comments and feedback. The NAO aims to carry out its work to the highest professional standards and to deliver an efficient and effective public audit service which represents best value for money. We are committed to continual improvement.