Devolution deals to devolve power from central government to local areas in England offer opportunities to stimulate economic growth and reform public services for local users, but the arrangements are untested and government could do more to provide confidence that these deals will achieve the benefits intended
The first phase of the Care Act has been implemented well, but this places new responsibilities on local authorities whose core funding is being significantly reduced.
This report outlines the importance of recognising and adequately managing conflicts of interest.
Review of a sample of the data systems underpinning the input and impact indicators in the Department for Communities and Local Government’s Business Plan, Common Areas of Spend and wider management information.
This review was carried out on the 2012-15 Business Plan. Revised Business Plans were issued in June 2013.
Amyas Morse, the Comptroller and Auditor General, has qualified his audit opinion in respect of two years of financial statements for Firebuy Ltd, covering 2010-11 and the short period in 2011-12 up to the closure of the company in July 2011.
This Departmental Overview is one of 17 we are producing covering our work on each major government department. It summarises our work on the Communities and Local Government during 2012-13.
Overall spending on discretionary local welfare support by central and local government has reduced since April 2013. The consequences of this gap in provision are not understood.
The Department for Communities and Local Government has taken steps since November 2014 to improve its understanding of new burdens on local authorities.
The Comptroller and Auditor General, Amyas Morse, has qualified his regularity opinion on the 2012-13 financial statements of the Department for Communities and Local Government. This is in respect of two breaches by the DCLG of spending limits authorised by Parliament.
We recommended that the Department for Communities and Local Government improve its evaluation of the impact of funding changes on local authorities’ financial sustainability.
This NAO impacts case study represents one example where there has been some beneficial change, whether financial or non-financial, resulting from our involvement.
Over 10 million people who used public services (about 1 in 5) in the UK last year faced problems with the services. Detriment can and does occur. But users find the complaints and redress systems confusing.
The Department has increased local authorities’ flexibility over their funding, but as a result has less information on how funds are being spent.
This briefing on the NHS and sustainability in England has been prepared for the Environmental Audit Committee. It focuses on identifying potential good practice, opportunities and challenges and draws on the NAO’s good practice criteria.
This Departmental Overview is one of 15 we are producing covering our work on each major government department. It summarises our work on the Department for Communities and Local Government during 2011-12.
Wave 1 City Deals encouraged cities to develop capacity to manage devolved funding and increased responsibility. It is too early to tell what impact they will have on growth.
Police forces have successfully reduced costs since 2011, but do not have a clear understanding of the demands placed upon them or of the factors that affect their costs.
The NAO examines central government’s approach to the funding of local authorities as they deal with reduced funding without reducing services.
The Emergency Services Network is one of the most technologically advanced systems worldwide and is set to replace the existing emergency services communication system, Airwave. However several risks have been highlighted.
A programme to sell enough government land by March 2015 to build a potential 100,000 homes did not collect information on the amount of money raised or how many homes have actually been built. In future land sales, responsibility for monitoring what happens to land after disposal should be made clear.
The Better Care Fund is an innovative idea but the quality of early preparation and planning did not match the scale of the ambition. Current plans forecast £314m of savings for the NHS rather than the £1 billion in early planning assumptions.