The Department for Business, Energy & Industrial Strategy has not achieved value for money for its £100 million spend on the second competition for government financial support for carbon capture storage.
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.
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.
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 […]
The NAO, the Better Regulation Executive (BRE) and the Better Regulation Delivery Office (BRDO), both part of the Department for Business, Innovation and Skills (BIS), and the Department for Environment, Food and Rural Affairs (Defra) have published a survey looking at businesses’ perceptions of regulation.
This paper explores the principles departments should use to manage provider failure. There is room for improvement in the way failure of providers is considered and managed.
We investigated the Ministry of Defence’s progress with submarine disposal and in implementing the projects needed to make this work.
It is not possible to show that the Crown Commercial Service has achieved more than departments would otherwise have achieved by buying common goods and services themselves.
Insights we have drawn from exploratory analysis of data used by the Environment Agency as part of its regulation of storm overflows.
Digital transformation has a mixed track record across government. It has not yet provided a level of change that will allow government to further reduce costs while still meeting people’s needs.
Challenging objectives for improving access to general practice have been set by the Department and NHS England, but a more coordinated approach and stronger incentives are needed.
The Pensions Regulator and other agencies regulating defined contribution pension schemes should take a concerted approach towards collecting evidence and assessing risks to members.
Probation services have been restructured on time and within cost targets during a period of major change but operational problems and risks to further service transformation need to be resolved if re-offending levels are to reduce.
In December 2015 a five year contract, worth around £800 million between UnitingCare Partnership and Cambridgeshire and Peterborough clinical commissioning group collapsed after only 8 months because it ran into financial difficulties. NAO examined the design, procurement and operation of the contract and the events that led to its termination.
The Department of Health and NHS England are making progress but much remains to be done to improve access to mental health services.
The Department has committed electricity consumers and taxpayers to a high cost and risky deal in a changing energy marketplace. We cannot say the Department has maximised the chances that it will achieve value for money.
A plan by the Department for Business, Innovation & Skills to reduce complexity and administrative burdens in the further education and skills sector, despite improving some processes, has had only limited impact on providers’ costs.
The management of rail franchising has improved since 2012 however significant risks remain to achieving value for money as the programme develops.
This memorandum has been prepared to support the Committee of Public Accounts’ consideration of the Ministry of Defence’s (MoD’s) provision of accommodation to its service personnel.
This report examines whether the Bank of England has a sufficiently ambitious strategy for developing efficient and cost-effective Central Services.