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Major programmes – what are we learning?

• Posted on July 4, 2019 by Sandy Gordon

  

  Since we first published our Framework to review programmes in 2017 there has been no let-up in NAO reports on major projects and programmes, most recently on Crossrail, the Emergency Services Network and the Stonehenge by-pass road. From the need to manage the risks of untried approaches to signs warning of unrealistic cost estimates, this blog highlights some of the themes emerging from our recent work on major programmes, which have been incorporated into our updated guidance.

  more… Major programmes – what are we learning?

  Tagged: Civil service capability, Contract management, Forecasting, Good practice principles, Infrastructure, Investigations, Major projects, Performance management, Project management, Public sector reform, Risk management

  2 Comments

Getting contracts right and responding if they go wrong

• Posted on May 22, 2019 by Emma Willson

  Billions of pounds of cost increase due to contractual change, delays introducing communication networks for our emergency services, potential strains on Army personnel – our recent reports illustrate the huge importance of getting contracts right, and what organisations need to do if they go wrong. They also reinforce the principles discussed in previous posts in our Contract insights series: the great value of information and the crucial need to act intelligently, get risk allocation right and take sufficient time to plan upfront for all scenarios. more… Getting contracts right and responding if they go wrong

  Tagged: Contract insights series, Contract management, Good practice principles, Major projects, Performance management, Project management, Public sector reform, Risk management

  4 Comments

Risks, resources and government-supplier relationships

• Posted on July 17, 2018 by Amyas Morse

  Hundreds of major change programmes, increasing demands on and expectations of public services, productivity challenges – and the massive task of leaving the EU. In the face of such demands on skills and capacity, Sir Amyas Morse, Comptroller & Auditor General, spoke recently to the Whitehall and Industry Group (WIG) about why the public sector needs private and third sector skills, experience and capacity more than ever. The NAO Blog summarises Sir Amyas’s talk about some of the current key priorities and what is needed to make the relationship mutually successful and in the best interests of people and public services. more… Risks, resources and government-supplier relationships

  Tagged: Amyas Morse, Brexit, Contract management, Cross-government, Digital transformation, Financial sustainability, Major projects, Private sector, Productivity, Project management, Public finances, Risk management, Skills

  8 Comments

Cross-government collaboration: lessons from R&D

• Posted on February 16, 2018 by Sian Jones

  Life-saving drugs, step-changes in energy efficiency, robots and amazing new materials that can transform our lives – these, and many scientific advances, are all the result of research and development (R&D). The UK funds £31.6 billion of R&D a year, and its success depends frequently on collaboration between a wide range of government departments, and with research councils, university bodies, businesses, charities and international organisations. As we look at the fascinating world of R&D, we can also learn much for all types of cross-government collaboration and coordination. more… Cross-government collaboration: lessons from R&D

  Tagged: Accountability, Brexit, Climate change, Cross-government, Digital transformation, Environmental sustainability, Good practice principles, Growth, Impacts, Information management, International, Leadership, Overseas aid, Process management, Project management, Research & development, Third sector, Universities

  6 Comments

Engaging, sharing, innovative Award winners

• Posted on January 5, 2018 by Amyas Morse

   
  The 2017 Civil Service Awards highlighted some of the tremendous work being done to deliver public services not only more efficiently and cost effectively, but in ways that meet people’s needs better, engage users more, and stimulate ongoing improvements. In reviewing the 2017 nominations, I was particularly taken by the range of innovative approaches and excellent use of engagement and feedback loops. more… Engaging, sharing, innovative Award winners

  Tagged: Amyas Morse, Behaviour change, Business operations, Collaboration, Cross-government, Customer service, Digital transformation, Information management, Innovation, Process management, Project management, Public sector reform

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EU exit: tough decisions and prioritisation needed

• Posted on November 30, 2017 by Amyas Morse

  “In light of the UK’s plans to leave the EU, the government should now prioritise the interests of the nation above those of Whitehall departments” said Sir Amyas Morse, Comptroller and Auditor General, speaking at the 23 November central government conference for members of the Chartered Institute of Public Finance and Accountancy (CIPFA). Public Finance Magazine subsequently published an article by Sir Amyas, Deal with Brexit first, and has kindly allowed us to re-publish it here. more… EU exit: tough decisions and prioritisation needed

  Tagged: Amyas Morse, Brexit, Cross-government, Major projects, Project management, Public finances, Public sector reform

  3 Comments

A systematic look at major programmes

• Posted on October 10, 2017 by Sandy Gordon

  Major programmes are expensive, high profile and carry great uncertainties and risks. For most government bodies, undertaking a major programme will involve doing something new, with relatively little organisational experience. Many fall short of their objectives, in terms of cost and/or outcomes. So it’s not surprising that they are the focus of many NAO reports – about 100 since 2010. Our new Framework to review programmes shows the questions we typically ask, and brings together many of our recent findings. We hope it will show what we are looking for and what we expect to see when we examine major programmes. more… A systematic look at major programmes

  Tagged: Contract management, Cross-government, Forecasting, Good practice principles, International, Leadership, Major projects, Project management, Public finances, Public sector reform, Risk management

  9 Comments

Stretching civil servants’ capability

• Posted on July 20, 2017 by George Crockford

  The civil service is under pressure, as we found in our recent report Capability in the Civil Service. It has lost one in four civil servants since 2006 – with no reduction in workload, there’s a growing number of major projects to implement, greater public demand for services, new technologies – bringing both opportunities and threats, new ways of delivering public services, and action needed to leave the European Union. How can public sector organisations get or develop the people and skills they need? The first thing is: prioritise; it simply must do less. more… Stretching civil servants’ capability

  Tagged: Brexit, Business operations, Civil service capability, Contract management, Digital transformation, Leadership, Major projects, Project management, Risk management, Skills

  6 Comments

NAO Investigates

• Posted on July 7, 2017 by Lee Summerfield

  MPs have queried the way grants are distributed; multiple programme changes have left many questioning aims and effectiveness; growing backlogs have raised issues about public service delivery; and failed contracts losing millions of pounds have implied serious mismanagement. Concerns raised by MPs, members of the public and our own staff as a result of their work often need the facts set out – clearly and quickly. They call for an NAO ‘Investigation’. more… NAO Investigates

  Tagged: Accountability, Business operations, Contract management, International, Investigations, Local government, Performance management, Project management, Public finances

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Intelligent contract competition and risk management

• Posted on April 7, 2017 by Emma Willson

  When it comes to public sector contracts, running proper competitions simply isn’t enough. Government needs to act intelligently to take advantage of competition between potential suppliers, weighing up options and considering who carries the risks, and at what cost. Since launching Commercial and contract management – insights and emerging best practice we’ve reported on two contracts that shed further light on these issues. We explore the new insights from these reports in this blog-post, the latest in our series on key issues for contracts and commercial relationships. more… Intelligent contract competition and risk management

  Tagged: Contract insights series, Contract management, Cross-government, Forecasting, Good practice principles, International, Local government, Performance management, Project management, Public finances, Risk management

  1 Comment