HM Revenue and Customs: Progress on reducing costs
Published on:In 2011-12 HMRC maintained its performance while reducing staff and spending but it is too early to tell what the long-term impact of cost reduction will be.
In 2011-12 HMRC maintained its performance while reducing staff and spending but it is too early to tell what the long-term impact of cost reduction will be.
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.
Inadequate forecasting is an entrenched problem for government departments, leading to poor value for money and increased costs for the taxpayer.
Progress on the Government’s initiative to achieve £1.5 billion worth of savings from operational PFI contracts.
We are developing a guide for counter-fraud practitioners to help them understand good practice in fraud and error reporting.
MOD’s procurement budget is now more stable, despite a £754m increase in the cost of the carriers, but there are still risks to the affordability of the equipment plan.
Public sector bodies could avoid £500 million in costs over five years if they improve how they procure common goods and services.
A report on the BBC’s progress to date in delivering efficiency savings required by the BBC Trust following the 2007 licence fee settlement.
This paper sets out a framework for effective management of staff costs in a challenging environment of cost reduction in public services. It builds on the high level principles set out in the NAO’s short guide to structured cost reduction.
The NAO has reported on the 2012-22 Equipment Plan of the Ministry of Defence.
This paper highlights key issues for public bodies to consider in closing and merging arm’s length bodies.
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.
This paper highlights key issues for public bodies to consider in facing the challenge of adopting a more structured approach to cost reduction.
The Foreign, Commonwealth & Development Office has made substantial progress with the merger that created it, although some issues remain.
Limitations in Network Rail’s cost information has hampered the ability of the Office of Rail Regulation to assess efficiency savings.
This report examines the BBC’s progress in delivering its savings and reform programme.
This report identifies key issues government will need to consider when attempting to increase its efficiency.
This opinion piece looks at the issues raised by the NAO’s recent report on how Defra is gradually modernising it’s digital services.
This impacts case study shows how our work prompted a national strategy for stroke care and NHS adoption of clinical best practice more widely, leading to considerable cost reductions.
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 blog highlights our upcoming good practice guide that’s a ‘how to’ guide for people managing a service. It also includes a separate summary on managing demand.