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.
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.
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.
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.
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.
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.
The NAO strategy 2015-16 to 2017-18 sets out how our public audit perspective will help Parliament hold government to account and improve public services.
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.
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.
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.
The NAO strategy 2014-15 to 2016-17 sets out how our public audit perspective will help Parliament hold government to account and improve public services.
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.
The NAO Strategy 2013-14 to 2015-16 sets out how our public audit perspective will help Parliament hold government to account and improve public services.
An ambitious diversity programme that helps attract the best talent and encourages all staff to contribute fully is essential if we are to deliver our challenging corporate strategy.
The NAO Annual Report highlights that, during 2011-12, we met all our targets. The NAO saved public money through the delivery of £1.1 billion in financial impacts while continuing to deliver in our core areas of expertise, auditing 458 accounts and publishing 60 value for money reports during the year.
The NAO Strategy 2012-13 to 2014-15 sets out how we will apply the unique perspective of public audit to help Parliament and government drive lasting improvement in public services.
Our work provides commentary on and analysis of the major public spending issues facing the country today. It is relevant to practitioners, public servants, taxpayers and the users of public services. To do this well we need to recruit, retain and motivate the best people drawing from the widest possible talent pool. Our diversity strategy is central to this.
Our work in the year led to audited financial impacts of more than £1 billion, improved services to citizens, and increased transparency and accountability.
Our diversity strategy helps to support our success by enhancing our capacity through recruiting and retaining talented people from as wide a talent pool as possible, and by getting the best from our diverse workforce ensuring we all work well together and are motivated and supported to deliver the best we can.
The NAO Strategy 2011-12 to 2013-14 sets out how we will apply the unique perspective of public audit to help Parliament and government drive lasting improvement in public services.