This memorandum sets out the events surrounding the Ministry of Justice’s process to re-compete its electronic monitoring contracts and its subsequent decision to commission a forensic audit of these contracts
We publish our examination of the assumptions made by the MOD in its annual statement of its 10-year equipment plan.
Payment by results (PbR) schemes are hard to get right, and are risky and costly for commissioners. Credible evidence for claimed benefits of PbR is now needed.
Progress on the Government’s initiative to achieve £1.5 billion worth of savings from operational PFI contracts.
Progress has been made in improving the implementation of the MoJ’s language services contract, but there are a number of areas it and Capita still need to work on.
Long-standing issues in the rail industry and the scale of the procurements led to the DfT’s decision to lead the procurements itself, despite not having led a major rolling stock procurement before.
The Government awarded, without competition, £16.6 billion worth of early contracts to eight renewable generation projects at risk of investment delay.
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.
G4S and Serco, two of the new providers awarded Home Office contracts to provide accommodation for asylum seekers in the UK, struggled to get the contracts up and running.
There are serious risks to HMRC’s business if the programme to replace the Aspire contract fails to meet its objectives by June 2017, when the contract ends.
Although some areas of the NHS in England are achieving value for money for out-of-hours GP services, this is not the case across the board.
The government’s procurement strategy has led to savings. But, a cultural shift is needed if government is to obtain all the benefits available.
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.
The Compact is a voluntary agreement that sets out shared principles for effective partnership working between the government and voluntary and civil society organisations in England.
This guide provides practical advice on how to plan for and manage the decommissioning of public services delivered by civil society organisations (CSOs) and maintain value for money while doing so.
The NAO has underlined the success of the 2012 Games and stressed the importance of building on that success to deliver legacy benefits.
The first private company awarded a franchise to run an NHS hospital has made improvements in some clinical areas, but big financial challenges remain.
Despite some welcome improvements, HMRC’s performance in answering calls from the public is poor value for money.
The MOD acted promptly to revert to the decision to buy the vertical take-off version of the Joint Strike Fighter but will have to manage significant risks.
The competition to let this franchise lacked oversight. The full cost to the taxpayer is unknown, but likely to be significant.