Managing the defence inventory
Published on:The MOD is buying more inventory than it uses and not consistently disposing of stock it no longer needs using money that could be spent elsewhere.
The MOD is buying more inventory than it uses and not consistently disposing of stock it no longer needs using money that could be spent elsewhere.
Investment of £110bn in electricity infrastructure is needed by 2020 to meet increase in demand, to provide back-up capacity, and because of scheduled closure of one fifth of existing capacity.
Using competition to award companies licences to transmit electricity from offshore wind farms has benefits but consumers might end up bearing the cost of inflation.
Internal audit costs government around £70 million each year, but quality varies and it is poor value for money.
Following review by a former tax judge, the NAO concludes that all five settlements were reasonable but there is concern over the settlement processes.
Central government needs to have better engagement with local government, particularly as more services are devolved.
This report draws out good practice lessons from three local improvement projects. It has been produced jointly by the National Audit Office, Her Majesty’s Crown Prosecution Service Inspectorate, Her Majesty’s Inspectorate of Constabulary and Her Majesty’s Inspectorate of Probation.
Diabetes care in the NHS is poor, with low achievement of treatment standards, high numbers of avoidable deaths and annual spending reaching an estimated £3.9 billion.
The Treasury’s 2009 decision to split Northern Rock in two was reasonable at the time but the final net cost to the taxpayer could be some £2 billion.
Reported fraud in Employment Programmes is low despite past flaws such as in the New Deal. New improvement controls are better, yet risks remain.
The £1.4 billion funding could result in 41,000 extra full-time equivalent private sector jobs but thousands more could have been created from the same resources.
The BBC has reduced its spending on support functions but in future it should plan for cuts by clearly defining the level of service it requires and what that should cost.
This management report examines how the National Offender Management Service planned and is implementing the restructure of its headquarters.
Significant changes have been made to the assurance system for major projects but Government needs to do more as the system is not yet ‘built to last’.
The Home Office has improved the financial management of its core business but strengths at the centre are not being demonstrated in its ‘change programmes’.
Better access to public information can improve accountability and service delivery. Government needs a firm grasp of whether that potential is being realised.
This briefing draws out findings from 46 NAO reports since 2008-09 that are relevant to local delivery. It communicates the wide range of work we have undertaken and the main lessons that have arisen from it.
The HS1 project has delivered a high performing line, which was subsequently sold in a well-managed way. But international passenger numbers are falling far short of forecasts and the project costs exceed the value of journey time saving benefits.
This system was implemented by the UK Border Agency with predictable flaws. The Agency has taken little action to prevent and detect students overstaying or working in breach of their visa conditions.
Used appropriately, GPC can be a cost-effective way for government to procure goods and services. However, there is no up to date value-for-money case quantifying the benefits of the cards. There has also been a lack of clear central guidance on when the cards are the most appropriate way to procure goods and services.