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.
Our work in the year led to audited financial impacts of £890 million, to improved services to citizens, and to increased transparency and accountability.
Introduction On 1 July 2009, the new National Audit Office (NAO) board structure took effect. For the first time in the history of the NAO, we have a Board with a non-executive Chairman and a majority of non-executive members, a Chartered Accountant as Comptroller and Auditor General (C&AG), and a genuine Leadership Team. This strategy […]