More recent version available We published an updated version of this framework in April 2021 Background Major programmes are expensive, high profile and carry great uncertainties and risks. It is not surprising that many fall short of their objectives, in terms of cost and/or outcomes. The NAO has completed about 140 reports on major projects […]
This publication outlines some of the challenges in estimating and managing costs that we have observed in our work on major projects. It offers Accounting Officers and senior decision makers some ground rules and thoughts on factors to consider when challenging costs.
This report examines whether DfT and HS2 Ltd have protected value for money so far in their stewardship of HS2.
Our Major Project Delivery Insights team are experts on a wide range of government projects, from infrastructure to defence equipment.
This report examines the Ministry of Defence’s management of its large and complex infrastructure projects at nuclear-regulated sites.
This investigation sets out the decision-making process, leading to the July 2017 announcement of the cancellation of three rail electrification projects: the Midland Main Line north of Kettering (to Nottingham and Sheffield); the Great Western Main Line between Cardiff and Swansea; and the Lakes Line between Oxenholme and Windermere.
This report builds on our previous work and takes stock of the Ministry of Justice’s Transforming Rehabilitation reforms
The National Audit Office has today published a briefing describing how the centre of government is overseeing and taking forward implementation of the UK’s exit from the European Union. The briefing focuses in particular on the Infrastructure and Projects Authority.
24 November 2017
In May 2012, the Department of Transport expected the tram-train scheme to be completed by Dec 2015. It is now expected to be completed in May 2018.
The first Road Investment Strategy represents an important step forward towards better long-term planning of the strategic road network. However, the speed with which it was put together created risks to deliverability, affordability and value for money.
The Department for Transport agreed to make a £30m grant towards construction of the Garden Bridge despite its concerns over value for money. The NAO’s review does not assess the value for money of the project as a whole.
The cost of modernising the Great Western railway is estimated to be £5.58 billion, an increase of £2.1 billion since 2013, and there are delays to the electrification of the route of at least 18 to 36 months. The Department for Transport and Network Rail have begun to improve the management of the programme but they have more to do to protect value for money in the future.
The MoD has developed a strategy that identifies the estate it needs and the 25% of its estate it can dispose of by 2040. However, the strategy and current funding levels allow only for a partial reversal of the decline in the condition of the remaining estate. There is a significant risk that the poor condition of the estate will affect the Department’s ability to provide the defence capability needed.
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 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.
This report examines the evidence base supporting the decision to proceed with the Thames Tideway Tunnel, a tunnel running 25 kilometres from Acton to Abbey Mills, as well as progress achieved to date.
This impacts case study shows how our reports pointing to the need for Department for Transport staff to improve their skills in managing complex procurements helped DfT to develop a Commercial Capability Strategy, increase leadership training and create a network for sharing advice.
It is one example of financial or non-financial benefits realised in 2014 as a result of our involvement, all of which are set out in our interactive PDF
The Department for Work and Pensions has successfully introduced automatic enrolment to workplace pensions for large and medium-sized employers. Significant risks remain.
This impacts case study shows how our identification of lessons from past rail infrastructure programmes regarding aspects such as planning, monitoring and financing, has helped the Department for Transport apply these lessons, including in the HS2 programme.
It is one example of financial or non-financial benefits realised in 2014 as a result of our involvement, all of which are set out in our interactive PDF.
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.