Posts tagged: "Performance management"
Posted on July 14, 2016 by Tom Glithero
It’s tempting to think someone else is dealing with environmental concerns: charities, perhaps, or the Department for Environment, Food and Rural Affairs. But we all have a role to play, and nowhere is this more apparent than in the Department for Transport (DfT), the subject of the NAO’s latest interactive Sustainability Overview. Public and private organisations, alike, can apply the good practice criteria we used to review DfT to understand their sustainability strengths and weaknesses. more… Driving sustainability: how to check your speed
Tagged: Accountability, Business operations, Climate change, Contract management, Environmental Audit Committee, Environmental sustainability, Good practice principles, Performance management, Process management
Posted on June 10, 2016 by Pauline Ngan
It’s unusual, but true: the NAO has called for permanent secretaries to stand up to ministers. Our report on Accountability to Parliament for taxpayers’ money concludes top civil servants need to be confident in challenging policy proposals that don’t use public resources wisely. But accountability isn’t just for permanent secretaries. Our four ‘accountability essentials’ apply to all day-to-day spending of taxpayers’ (your) money.
Posted on May 19, 2016 by Andrew Denney
£225 billion of taxpayers’ money is spent annually with private and voluntary providers. Health, justice, employment and many other public services are delivered by them. This delivery can be complex and high risk, and very high profile if providers fail. Government Commercial and Contracting: an overview of the NAO’s work highlights some of the key challenges faced by government and brings together findings from our work across these challenges. We invite you to join the discussion and help us do more to share thinking and practices across government. more… Joining the dots: the picture from government contracting
Posted on April 28, 2016 by Steve Mirfin
Engaged employees can increase business performance by 4.5 times. No wonder several of our reports have highlighted the problems related to low employee engagement, as measured in the Civil Service People Survey. Being a body that tries to practice what we preach, one way we upskill, inspire, amuse and otherwise engage our people is our annual Learnfest.
Posted on April 20, 2016 by Simon Bittlestone
The problem’s identified; the policy-fix is designed; but then the public doesn’t respond as expected. It’s an old story, and not unique to the public sector. But the consequences of inadequate consumer understanding and lack of early-warning signs can be costly – as our recent report, Green Deal and Energy Company Obligation, shows.
Posted on March 18, 2016 by Elliott White
£5 billion: Potential underestimate of forecast costs in the Ministry of Defence 10 year equipment plan. 32,000: The over-estimate in the number of new homes the New Homes Bonus policy would deliver in its first ten years, as a result of an arithmetical error in a forecasting model. These findings in our reports Major Projects Report 2015 and Forecasting in government show that models really matter! So how can you be sure your model is producing accurate forecasts? more… Beautiful models: robust and reasonable
Posted on March 3, 2016 by Richard Baynham
The taxpayer is losing billions of pounds every year to fraud and error. Increasingly complex ways of delivering public services add to the challenges. Technology brings both risks and opportunities for better data sharing and analysis, and new ways of engaging with the public. The problems are widespread, as our newly-published Fraud Landscape review demonstrates. There are, though, many lessons to be learnt from the experiences of HM Revenue & Customs (HMRC) and Department for Work and Pensions (DWP) in addressing fraud and error. more… Confronting fraud and error head-on
Posted on February 26, 2016 by Kate Mathers
The organisations we audit told us our ‘how to’ guides and frameworks are very useful – but hard to find on our website. They were right. So we’re delighted to say that we’ve now put them all in one place: our new Self-assessment resources web-page. So if you’re about to undertake a self-assessment and planning process, there may be something on this page to save you reinventing a wheel. To illustrate, this post highlights some of the resources you can find on our new page. more… Why reinvent the wheel?
Posted on January 20, 2016 by Alec Steel
The spending review is done, the commitments have been made for the next five years. Now the hard work begins. Not only are there are some big change projects in the pipeline, but around £600 billion is likely to be spent each year on ‘business-as-usual’ operations. These include the central and local government services that most directly affect individuals. With government still facing tight budgets it remains crucial that operations are efficient, and are what citizens need, to ensure good value for money. more… Improving services for citizens
Posted on January 11, 2016 by Geraldine Barker
Major projects are risky. They’re complex. They’re costly. They’re high-profile. They’re interdependent. They’re prone to falling short of promised benefits and/or exceeding budgets. In short, they are challenging to deliver. And much of government’s work is delivered through major projects. With the publication on 6 January of our briefing for the Public Accounts Committee (PAC), Delivering major projects in government, and the recent creation of our new Managing major projects web-page, I’m delighted to share some of lessons we’ve identified from our review of hundreds of major projects over many years. more… The challenges of major projects