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 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 Department has made good progress since we last reported on Carrier Strike, however it still has a lot to do to meet its targets at the end of 2020.
The Department has committed electricity consumers and taxpayers to a high cost and risky deal in a changing energy marketplace. We cannot say the Department has maximised the chances that it will achieve value for money.
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.
This briefing note draws on lessons developed in our report Welfare reform – lessons learned and sets out broader principles from our work auditing government programmes and reporting on value for money.
HS2 is a large, complex and ambitious programme which is facing cost and time pressures. The unrealistic timetable set for HS2 Ltd by the Department means they are not as ready to deliver as they hoped to be at this point.
The Efficiency and Reform Group (ERG) has achieved significant savings but further work should be done to improve the process of gathering and collating evidence.
It is important that the DWP use the hard lessons it learned from implementing its recent programme of welfare reforms to improve how it manages change and anticipates risk.
An interactive summary of the NAO’s presentations at Civil Service Live events, 2015, on four pervasive issues blocking public service improvement.
Our overview of the Ministry of Defence includes information on how the MoD spent £65bn in 2021-22, manages its major programmes and has responded to the conflict in Ukraine.
The purpose of this note is to update the Committee of Public Accounts on developments since the publication of the National Audit Office report in February, particularly the release of the Authority’s second annual report on 23 May.
June 2014.
Optimism bias in public sector projects is not a new phenomenon. But it is one that persists, frequently undermining projects’ value for money as time and cost are under estimated and benefits over estimated. This report uses our back catalogue to illustrate the consequences of over optimism. In doing so, we have identified some contributory factors – such as project complexity and an organisation’s culture of challenge.
This review of five major rail projects highlights lessons the Department for Transport should apply to current and future rail programmes.
The NAO has today published an update for the Public Accounts Committee, detailing developments in the management of the Sellafield site, the UK’s largest and most hazardous nuclear site, and the extent to which progress has been made in decommissioning and cleaning it up.
The DfT and Transport for London have done well to protect taxpayers’ interests in Crossrail but risks remain including delivery of the trains.
The lack of predictability of funding for highways authorities has practical implications for road networks and may lead to increased costs in the long term.
The new military flying training is 6 years delayed and there is much to do if the MoD is to get the planned benefits from its contractor.