The BBC’s strategic financial management
Published on:This report assesses how the BBC has positioned itself to respond to financial and strategic challenges and opportunities.
This report assesses how the BBC has positioned itself to respond to financial and strategic challenges and opportunities.
This impacts case study shows how our work has led to reform of contract management across government, including improved accountability and governance, information management and performance management.
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.
The framework is a good practice guide for managing a broad range of contracts. It is particularly relevant for contracts where services are delivered over a long period of time (five years plus) where customers need to ensure that service levels and value for money are maintained over the duration of the contract.
There are some good examples across government of alternatives to regulation being used to achieve policy objectives. However more needs to done to share these examples to highlight when alternatives are most likely to work and how they should be designed.
This impacts case study shows how our work and identification of the cost of inadequate consumer protection was a catalyst for improvements to consumer law and delivery and accountability arrangements.
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 interactive publication draws on our audits of government contracts and engagement with government to provide practitioners with insights on the new, emerging higher standard for government contracting.
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.
This impacts case study shows how our work has prompted a radical overhaul of the Charity Commission and how the evidence we presented helped strengthen the Protection of Charities Bill.
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 report focuses on the role of the centre of government in supporting government departments’ oversight of arm’s-length bodies.
This report examines how well the government has used public money to support the uptake of ultra-low emission cars.
This report examines the current care market and the Department of Health & Social Care’s role in overseeing it.
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.
This report evaluates whether government’s approach to managing the risks of flooding and coastal erosion is achieving value for money.
The Charity Commission has made early progress in addressing NAO and Public Accounts Committee recommendations, but significant challenges remain.
The BBC has improved the value for money of its activity, but there is scope to make improvements, particularly on licence fee evasion and the incomplete transition programme.
Having shown that the concept of a national citizen service has something to offer young people, to demonstrate value for money the OCS and the Trust now need to show they can grow NCS as intended and run it at a more affordable cost to the taxpayer.
HM Revenue & Customs’ (HMRC’s) contract with Synnex-Concentrix UK Ltd was terminated in November 2016. The contract was designed to add capacity to HMRC’s programme of interventions to prevent or detect error and fraud in personal tax credits awards. HMRC estimated that the contract would save £1 billion over its three year life time and an estimated £193 million, excluding Concentrix’s costs, had been saved by the time of contract termination.
By reducing the number of its offices and moving to a regional centre model HM Revenue & Customs (HMRC) hopes to significantly reduce its running costs and modernise the way it works. HMRC’s original plan has proved unrealistic and is now reconsidering the scope and timing of the programme. Any changes will need to be carefully managed to avoid diminishing the long term value of the strategy.
The Department has made good progress since we last reported on Carrier Strike, however it still has a lot to do to meet its targets at the end of 2020.
This overview of the NAO’s work on the government’s management of contracting examines subjects including the government’s commercial capability, accountability and transparency, and its management of contracted-out service delivery.