This page is part of our decommissioning toolkit. Explicit no surprises, no blame culture Engage people to make no-blame, high challenge culture live through behaviour Prepare for and manage resistance and slip back Engage supply chain Engaging those involved in the projects and developing a culture that supports a collaborative approach was identified as an […]
This report outlines the extent of Universal Credit advances fraud and the DWP’s actions to detect, recover and prevent it.
The NAO has published its report on the 2010-11 accounts of the Department for Work and Pensions.
This page is part of our decommissioning toolkit. Infrequent, inconsistent, incorrect and often poorly timed communication was at the heart of nearly all the bad practice that our research found. In one case consultation had taken place two years before the decision: stakeholders were brought together but then nothing happened until the service provider was […]
This report looks at the Restoration and Renewal Programme to identify potential risks and recommend how these may be addressed.
This page is part of our decision support tool. Large scale contracts can bring benefits through reduced procurement and contract management costs, but they do not always offer the best value for money and may, in the long term, reduce the diversity of the supplier base. You should consider whether the contract should be divided […]
Tobacco smuggling is a significant threat to tax revenues. HMRC’s renewed strategy sets out the right measures but the Department’s performance is disappointing.
The Border Force has successfully implemented full passenger checks and cut queuing times but at the cost of maintaining other aspects of border security.
This page is part of our successful commissioning toolkit. Establishing the outcomes to be achieved by the service is critical for the remainder of the commissioning process. The term ‘outcomes’ in this sense has a specific meaning. Particularly, outcomes are the real-life economic, social and/or environmental improvements that you seek from your programme. For commissioners these outcomes […]
The programme to make superfast broadband widely available in each area of the UK is currently expected to be delivered nearly two years later than planned.
This report examines the progress made in delivering the Emergency Services Network and the
implications of the 2018 reset.
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.
Amyas Morse, the Comptroller and Auditor General (C&AG) of the National Audit Office, has reported on the 2017-18 accounts of HM Revenue & Customs. His report focuses on tax revenue; Personal Tax Credits and Child Benefit error and fraud; and HMRC’s digital transformation programme.
This report examines the Department for Business, Energy & Industrial Strategy’s progress in rolling out smart meters.
This page is part of our successful commissioning toolkit. The Government is working to improve commissioning to get the best possible services that deliver value for money. Previously, the then Office of the Third Sector outlined eight principles of good commissioning. If embedded, these could yield efficiency gains and community benefits, through smarter, more effective and […]
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 report examines how government has set itself up to deliver its long-term environmental goals.
This page is part of our decommissioning toolkit. Clarify of purpose and common understanding Clarify high level goals and build commitment Tough ‘unachievable’ projects increase drive for collaborative relationships The research showed that the need for a collaborative approach to projects was driven by a common recognition that success would not be achieved unless all […]