These case studies illustrate how four government bodies are managing the risk of their legacy ICT systems (that is, typically older ICT systems critical for the delivery of public services).
An NAO review of the Government’s strategy for cyber security indicates that, although at an early stage, activities are already beginning to deliver benefits.
Government initiatives to reduce ICT spending are starting to work but the challenge will be to use ICT to reform public services and how government works.
This is the second report on Agile delivery in which we aim to provide practical support to those in publicly funded bodies who are using or considering using the approach in business change programmes.
Treasury expects all departments to evaluate the ex post impacts and costs of all their interventions, including spending, taxation and regulation. This activity should provide valuable information on the cost-effectiveness of government interventions, for the purposes of accountability and to learn lessons to improve current and future policies.
Benefits are expected to exceed costs slightly over the life of the systems, but there is uncertainty around whether the benefits will be realised
There is scope for greater use of online public services but there are still significant numbers of people who cannot go online or do not wish to do so.
The DWP has reset Universal Credit on a sounder basis but at significant cost, by extending the time for implementation and choosing a more expensive approach.
This is the first report on Agile delivery in which we aim to provide practical support to those in publicly funded bodies who are using or considering using the approach in business change programmes.
Defra should continue to fund the Agency to complete this programme to improve the management of animal disease and secure the full benefits of the new ICT.
Inadequate forecasting is an entrenched problem for government departments, leading to poor value for money and increased costs for the taxpayer.
There are serious risks to HMRC’s business if the programme to replace the Aspire contract fails to meet its objectives by June 2017, when the contract ends.
This review provides a snapshot of the Information, Communications and Technology (ICT) profession in government in 2011.
This review looks at how government uses Information and Communications Technology (ICT) to deliver public services. The review, the purpose of which is to inform the debate about government’s new use of ICT, gives an overview of existing uses, as well as initiatives and changes underway.
Despite major expenditure by central government departments,weaknesses in departmental strategies and governance arrangements have limited the effectiveness of skills development activities.
A programme to equip frontline police officers with mobile devices, such as BlackBerrys and personal data assistants, has achieved a basic level of benefits. However, as the benefits for most forces do not extend beyond this basic level, then value for money has not yet been achieved from the £80 million of expenditure.
The project to replace the 46 Fire and Rescue Services’ local control rooms across England with nine purpose-built regional control centres linked by a new IT system has been a comprehensive failure, according to the National Audit Office. The Department for Communities and Local Government acted to cut its losses by terminating the contract in […]
DEFRA has delivered some value from the £39.3 million spent on its geographic information strategy and activities. However, a lack of financial information means that the NAO cannot determine that value for money has been achieved.
The amount of money being spent by government on external consultants has fallen slightly since 2006-07. However, government is not getting value for money from its use of consultants because it often lacks the information, skills and strategies to manage them effectively.
The role of assurance is to provide information to those that sponsor, govern and manage a project to help them make better informed decisions which reduce the causes of project failure, promote the conditions for success and deliver improved outcomes.