An investigation into why and how the Ministry of Justice adjusted Community Rehabilitation Companies’ (CRCs) contracts; and the financial and other implications of the adjustments to the CRCs’ contracts.
19 December 2017
We published two reports today – Following the discovery of widespread and deep-rooted weaknesses in the government’s management of contracts it is starting to improve how it manages its contracts.
The Ministry of Defence (the Department) has committed itself to annual rental bills of nearly £200 million and lost out on billions of pounds of asset value as a result of selling and leasing back the majority of its married quarters estate to Annington Property Limited in 1996 because of the subsequent steep increase in house prices and rents.
The NDA’s fundamental failures in the Magnox contract procurement raise serious questions about its understanding of procurement regulations and its ability to manage large, complex procurements.
With charities such as museums and galleries relying increasingly on donations to supplement public grant funding, this report summarises the issues faced and best-practice management of the risks associated with donations as a source of income.
The National Audit Office has today published a briefing describing how the centre of government is supporting departments to identify the people and skills needed to implement the UK’s exit from the European Union.
1 December 2017
The MoD’s new regulations for overseeing non-competitive procurement has the potential to save significant sums of money, if implemented properly.
This examines the causes of poor performance on the Thameslink, Southern and Great Northern network since the franchise began in September 2014, the effects on passenger services, financial outcomes for the operator and the Department, and the Department’s handling of the Thameslink, Southern and Great Northern franchise.
The affordability of the Ministry of Defence’s Equipment Plan.
The programme to upgrade to the Thameslink routes through London has a realistic prospect of delivering value for money but there remains risks which the Department for Transport and Network Rail need to manage carefully.
The BBC has improved the value for money of its activity, but there is scope to make improvements, particularly on licence fee evasion and the incomplete transition programme.
Government’s programme to transfer back-office functions to two shared service centres has made savings but has not achieved value for money to date.
Having shown that the concept of a national citizen service has something to offer young people, to demonstrate value for money the OCS and the Trust now need to show they can grow NCS as intended and run it at a more affordable cost to the taxpayer.
The case for a huge expansion of electronic monitoring using GPS was unproven, but the Ministry of Justice pursued an overly ambitious and high risk strategy anyway. Ultimately it has not delivered.
By reducing the number of its offices and moving to a regional centre model HM Revenue & Customs (HMRC) hopes to significantly reduce its running costs and modernise the way it works. HMRC’s original plan has proved unrealistic and is now reconsidering the scope and timing of the programme. Any changes will need to be carefully managed to avoid diminishing the long term value of the strategy.
HM Revenue & Customs’ (HMRC’s) contract with Synnex-Concentrix UK Ltd was terminated in November 2016. The contract was designed to add capacity to HMRC’s programme of interventions to prevent or detect error and fraud in personal tax credits awards. HMRC estimated that the contract would save £1 billion over its three year life time and an estimated £193 million, excluding Concentrix’s costs, had been saved by the time of contract termination.
The Department for Business, Energy & Industrial Strategy has not achieved value for money for its £100 million spend on the second competition for government financial support for carbon capture storage.
The NAO’s findings from its investigation into whether £1.3m of donations from a charity, the William Openshaw Street Foundation, were eligible to be matched with funds from the Cabinet Office’s Grassroots Grants Programme.
Responses to Freedom of Information (FOI) requests made to the NAO in 2023.
It is not possible to show that the Crown Commercial Service has achieved more than departments would otherwise have achieved by buying common goods and services themselves.