Showing 21 - 40 of 57 results

  2. National Audit Office Strategy: Our strategy 2019-20 to 2021-22

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    We help Parliament hold government to account for spending public money and, in so doing, drive improvements in public services. To achieve this, we provide system wide, integrated and independent public audit, drawing on the distinctive framework of rights set out for us by Parliament.

  4. NAO Diversity and Inclusion Annual Report 2017-18

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    This report summarises our progress and activities over the final year of the 2015-2018 Diversity & Inclusion strategy. As part of our commitment to the Public Sector Equality Duty we also publish equality data in a separate report.

  6. National Audit Office: Our strategy 2018-2019 to 2020-2021

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    Our strategy 2018-2019 to 2020-2021 sets out how the NAO will meet new challenges and maximise our effectiveness to support Parliament in holding government to account and improving public services, and the resources we need to do this.

  7. NAO Diversity and Inclusion Annual Report 2016-17

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    This report summarises our progress over the second year of the 2015-2018 Diversity & Inclusion strategy. As part of our commitment to the Public Sector Equality Duty we also publish equality data in a separate report.

  8. NAO Annual Report and Accounts 2016-17

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    The government has agreed that Principal Accounting Officers of the main central government departments should provide a statement of their accountability systems, covering all of the relevant accountability relationships within the department, including relationships with arm’s length bodies and third party delivery partners in an Accounting Officer System Statement. This requirement does not apply to the NAO, but our accountability relationships and processes are set out in full in our Governance Statement and other sections of the Annual Report.

  9. National Audit Office: Our strategy 2017-2018 to 2019-2020

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    Our strategy 2017-2018 to 2019-2020 sets out how the NAO will meet our new challenges and maximise our effectiveness to support Parliament in holding government to account and improving public services, and the resources we need to do this.

  10. NAO Annual Report and Accounts 2015-16

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    The Annual Report highlights that, during 2015-16, we certified 368 accounts, published 65 reports on a wide range of public expenditure issues, supported 47 evidence sessions of the Committee of Public Accounts and met our efficiency targets. Our recommendations and reports on good practice helped government improve public services, and our work led to audited savings of £1.21 billion in 2015.

  11. NAO Diversity and Inclusion Annual Report 2015-16

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    This report summarises our progress over the first year of the 2015-2018 strategy. As part of our commitment to the Public Sector Equality Duty we also publish equality data in a separate report.

  12. National Audit Office: Our strategy 2016-17 to 2018-19

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    Our strategy 2016-17 to 2018-19 sets out how the NAO will meet our new challenges and maximise our effectiveness to support Parliament in holding government to account and improving public services, and the resources we need to do this.

  13. NAO Diversity Annual Report 2014-15

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    This report summarises our progress over the third year of the 2012-2015 strategy. As part of our commitment to the Public Sector Equality Duty we also publish equality data in our separate ‘Equality Information’ report.

  14. NAO Annual Report and Accounts 2014-15

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    The Annual Report highlights that, during 2014-15, we certified 442 accounts, published 65 major reports and supported 60 hearings of the Committee of Public Accounts. We have helped create £5.5 billion in savings across the public sector over the past five years, including £1.15 billion in 2014. Since 2010-11, we have reduced our net resource spend by 23%, after allowing for inflation.

  16. NAO Diversity Annual Report 2013-14

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    Diversity makes good business sense to the NAO. To achieve our ambitious strategy we need high-performing employees, drawn from as diverse and wide a talent pool as possible, working collaboratively. Our work covers the full range of public services delivered to all citizens. As such we need to keep in view the fairness with which public services are delivered and reflect this in our work, where appropriate, if we are to understand what matters to service users. Finally, as a public body we have a legal obligation to eliminate unlawful discrimination and promote equality and good relations in our own organisation.

  17. NAO Annual Report and Accounts 2013-14

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    The Annual Report highlights that, during 2013-14, we certified 427 accounts, published 66 value for money reports, supported 60 hearings of the Committee of Public Accounts and exceeded our cost reduction target. Our recommendations and reports helped government improve public services, and our work led to audited savings of almost £1.1 billion.

  18. NAO Diversity Annual Report 2012-13

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    To achieve our ambitious strategy we need high performing staff, drawn from as diverse and wide a talent pool as possible who work collaboratively together. Public services are delivered to a diverse society and we should, therefore, reflect diversity considerations in our value-for-money work where this will help our clients improve their services. As a public body we also have a legal obligation to eliminate unlawful discrimination and promote equality and good relations in our own organisation.

  20. NAO Annual Report and Accounts 2012-13

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    Published on:

    The Annual Report highlights that, during 2012-13, we certified 437 accounts, published 63 value for money reports, supported 57 hearings of the Committee of Public Accounts and met our efficiency targets. Our recommendations and reports helped government improve public services, and our work led to audited savings of almost £1.2 billion.