PaceSetter has led to productivity improvements and may have contributed to greater staff engagement. However, the extent to which overall efficiency has improved is not clear; and some key principles of process improvement are not yet being applied strategically across the entire organisation.
Despite major expenditure by central government departments,weaknesses in departmental strategies and governance arrangements have limited the effectiveness of skills development activities.
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.
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.
IPSA’s scheme for MPs’ expenses is safeguarding public money but IPSA has not had enough regard to the effect of the scheme on MPs’ work.
Changes to the aircraft carrier project in the 2010 defence review will save £3.4 billion but leave the UK without carrier capability for nine years.
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 […]
There are major risks the Department of Energy and Climate Change must address to achieve value for money from its £11.3 billion national programme to install ‘smart’ electricity and gas meters in all homes and smaller non-domestic premises in Great Britain from 2014 to 2019.
This report highlights risks to value for money associated with the Department of Health’s programme aimed at enabling its staff to take the lead in leaving the NHS to set up health social enterprises. These are independent bodies delivering services, previously provided in-house, under contract to PCTs.
The Department for Work and Pensions will have to make rapid progress in reorganising the way it operates if it is to meet its target of cutting costs by £20 billion in four years while achieving substantial reform of the welfare system.
Unfair treatment of consumers, ranging from pressure selling to systematic scams by criminals, is costing billions of pounds each year – but the system for enforcing consumer law is not delivering value for money.
The Department of Health has until recently been focusing on speed of response as a measure of performance of the ambulance service, rather than on clinical outcomes. The service achieves high levels of public satisfaction but there are wide variations in ambulance trusts’ efficiency. The system has not delivered the best value for money to date.
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.
The suspension and cancellation of a number of key armoured vehicle projects since the 1998 defence review has resulted in the Armed Forces facing a significant shortage in the principal armoured vehicles they require, until at least 2024-2025.
The rate at which electronic care records systems are being put in place across the NHS under the National Programme for IT is falling far below expectations and the core aim that every patient should have an electronic care record under the Programme will not now be achieved.
Being able to measure performance is a key step to managing performance. Most organisations in the public and private sectors use formal performance frameworks as a means to secure coherent performance management and report progress to their boards.
This review examines whether the Department for Transport has in place suitable arrangements to secure value for money from Regional Funding Allocation Programme investment.
Lessons from the large body of experience of using PFI can be applied to improve other forms of procurement. Government should also do more to act as an ‘intelligent customer’ in the procurement and management of projects.
DFID has improved its core financial management and has an ambitious programme underway to improve its focus on value for money. But it cannot yet assess important aspects of the value for money of the aid it has delivered, at an aggregated level.
This guide explains the audit and support work carried out by the NAO in the international environment.
Aimed at: staff in government departments spending UK funds overseas; Audit Offices and parliamentary oversight bodies in developing countries.