The cost of modernising the Great Western railway is estimated to be £5.58 billion, an increase of £2.1 billion since 2013, and there are delays to the electrification of the route of at least 18 to 36 months. The Department for Transport and Network Rail have begun to improve the management of the programme but they have more to do to protect value for money in the future.
This piece explains how the NAO uses spatial analytics to bring audit teams closer to the data and visualise the complex geographic relationships at work behind the scenes in the justice system.
This examines the causes of poor performance on the Thameslink, Southern and Great Northern network since the franchise began in September 2014, the effects on passenger services, financial outcomes for the operator and the Department, and the Department’s handling of the Thameslink, Southern and Great Northern franchise.
The programme to upgrade to the Thameslink routes through London has a realistic prospect of delivering value for money but there remains risks which the Department for Transport and Network Rail need to manage carefully.
Background The job centre journey time application presents the results of an experimental jobcentre journey time model. It provides an overview of planned changes (at a specific point in time) to the jobcentre estate in England and allows exploration of the estimated impact that these changes may have on the time it takes for people […]
Public bodies should demonstrate robust, independent oversight of both their contractual arrangements and overall commercial portfolios
Achieving net zero greenhouse gas emissions will be a colossal challenge for the UK and one that will require all parts of government to work together. The NAO has audited numerous cross-government projects and programmes in the past, ranging from the 2012 Olympics to preparations for EU Exit. This experience has given us a deep […]
This impacts case study shows how our reports pointing to the need for Department for Transport staff to improve their skills in managing complex procurements helped DfT to develop a Commercial Capability Strategy, increase leadership training and create a network for sharing advice.
It is one example of financial or non-financial benefits realised in 2014 as a result of our involvement, all of which are set out in our interactive PDF
This impacts case study shows how our identification of lessons from past rail infrastructure programmes regarding aspects such as planning, monitoring and financing, has helped the Department for Transport apply these lessons, including in the HS2 programme.
It is one example of financial or non-financial benefits realised in 2014 as a result of our involvement, all of which are set out in our interactive PDF.
This National Audit Office briefing gives an overview of government’s approach to improving air quality in the UK. It has been prepared in support of a joint inquiry by the Environmental Audit Committee (EAC), the Environment, Food and Rural Affairs (EFRA) Committee, the Health Committee and the Transport Committee. It examines why air quality matters; the UK’s plan for improving air quality; and risks and success factors for delivery of government’s air quality plans.
16 November 2017
This Departmental Overview is one of 17 we have produced covering our work on each major government department. It summarises our work on the Department for Transport 2013-14.
This report examines how effectively Ofgem has used electricity network price controls to protect consumers and achieve government’s environmental goals.
The sale of Eurostar generated proceeds of £757m. The government prepared well for the sale and achieved its objectives to maximise proceeds. The sale illustrates some general lessons for government as it embarks on its asset sales programme.
This Departmental Overview is one of 17 we have produced covering our work on each major government department. It summarises our work on the Department for Transport 2012-13.
The management of rail franchising has improved since 2012 however significant risks remain to achieving value for money as the programme develops.
HS2 is a large, complex and ambitious programme which is facing cost and time pressures. The unrealistic timetable set for HS2 Ltd by the Department means they are not as ready to deliver as they hoped to be at this point.
At the National Audit Office, we come across many business cases when looking at government programmes. A strong business case is vital for effective decision making and for successfully delivering intended outcomes. The foundation of a business case is a clear understanding of what success will look like for a programme – the strategic case. […]
This report examines the government’s replacement of the COMPASS contracts for accommodation and support for asylum seekers.
Review of a sample of the data systems underpinning the input and impact indicators in the Department for Transport’s Business Plan, Common Areas of Spend and wider management information.
This review was carried out on the 2012-15 Business Plan. Revised Business Plans were issued in June 2013.
Data visualisation describing changes in English local authorities’ financial circumstances over the last decade.