This paper sets out how we constructed a counterfactual to establish how much water customers in England and Wales could have benefited from an alternative charging system between 2010/11 and 2014/15.
HMRC has made good progress towards maximising revenue and making cost savings but also needs to do much more to improve its customer service.
This paper sets out how we used an analytical technique called multilevel regression modelling to investigate the factors affecting levels of attendance at accident and emergency (A&E) departments by patients registered at a GP practice.
This memorandum has been prepared to support the Committee of Public Accounts consideration of HMRC’s approach to replacing its contract for IT services with Capgemini, known as Aspire. We set out HMRC’s approach, its business cases and the risks it has to manage. It does not seek to evaluate HMRC’s approach or progress, and therefore does not draw conclusions.
June 2016
This interactive publication presents the results of our survey of central government digital leaders’ views and suggests areas for further consideration.
This an update on earlier reports by the NAO and Committee of Public Accounts on the progress of the Common Agricultural Policy Delivery Programme. It focuses primarily on the 2015 Basic Payment Scheme payments to English farmers and landowners and improvements to the process for the 2016 and future years.
HMRC aimed to move more customers online thereby reducing staff costs but significant numbers of staff were let go before technical improvements were completed leading to a collapse in service quality in 2015. Services have since improved.
Insights we have drawn from exploratory analysis of data used by the Environment Agency as part of its regulation of storm overflows.
This paper sets out how we used a modelling technique called ‘discrete event simulation’ to investigate a local maternity service.
This paper sets out how we created look-up files to map between different commissioning geographies. This enabled us, for example, to estimate overall health funding at an area-level despite the different geographical bases of the various commissioners. We provide links to these look-up files.
Mistakes in the original procurement and contract management of an IT system, designed to extract data from GP practices, contributed to losses of public funds, through asset write-offs and settlements with suppliers.
The Home Office spent at least £830 million between 2003 and 2015 on the e-borders programme and its successors, but has failed, so far, to deliver the full vision. We cannot, therefore view e-borders as having delivered value for money.
An update for the Committee of Public Accounts on the Programme’s progress, including rollout and take-up of superfast broadband under Phase 1 (delivery to 90% of UK premises by December 2016) and comments on initial progress for phase 2.
The NAO has published a briefing paper on the Government’s identity assurance programme, which is aiming to create a safe and convenient way for people to access government services online.
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).
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).
Government continues to make good progress in implementing the Programme. It must, however increase the pace of change in some areas in the face of evolving cyber threats.
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.
Older ICT systems critical for the delivery of key public services (‘legacy ICT’) expose departments to risks which must be understood and managed.
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).