Fire and rescue authorities have managed funding reductions well. The Department for Communities and Local Government should, however, seek greater assurance that authorities are maintaining service standards and delivering value for money locally
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 Department for Education recognised since 2010 that child protection services are not good enough but its subsequent response has not yet resulted in better outcomes. Spending on children’s social work, including on child protection, varies widely across England and is not related to quality. Neither the DfE nor authorities understand why spending varies.
The Better Care Fund has not achieved the expected value for money, in terms of savings, outcomes for patients or hospital activity.
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.
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.
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.
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 has increased local authorities’ flexibility over their funding, but as a result has less information on how funds are being spent.
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.
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.
This report outlines the importance of recognising and adequately managing conflicts of interest.
The NAO examines central government’s approach to the funding of local authorities as they deal with reduced funding without reducing services.
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.
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 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.
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.
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.
The incentives on government Accounting Officers to prioritise value for money are weak compared to those associated with the day-to-day job of satisfying Ministers.