If the government is serious about increasing its use of small and medium – sized enterprises (SMEs), it will need to focus on those areas where SMEs can deliver real benefits.
If the government is serious about increasing its use of small and medium – sized enterprises (SMEs), it will need to focus on those areas where SMEs can deliver real benefits.
Annual spending on consultants and temporary staff has reduced by £1.5 billion since 2010 when strict spending controls were introduced. However, annual spend is now increasing once more and is between £400 million and £600 million higher than in 2011-12.
Annual spending on consultants and temporary staff has reduced by £1.5 billion since 2010 when strict spending controls were introduced. However, annual spend is now increasing once more and is between £400 million and £600 million higher than in 2011-12.
A third of major government projects due to deliver in the next five years are rated as in doubt or unachievable unless action is taken to improve delivery. Greater transparency on project performance is required.
A third of major government projects due to deliver in the next five years are rated as in doubt or unachievable unless action is taken to improve delivery. Greater transparency on project performance is required.
Since 2010 there has been an increase in the number of companies in government at the same time as a reduction in the number of public bodies which raises issues of transparency, accountability, governance and review.
This interactive publication presents the results of our survey of central government digital leaders’ views and suggests areas for further consideration.
Kids Company, a children’s charity, received at least £46m of public funding. Officials raised concerns about the charity’s cash flow and financial sustainability at least 6 times between 2002 and 2015 but the charity never reached a position where it was able to operate without government assistance.
This impacts case study shows how our investigation highlighted risks in stewardship over the use of public funds by the Parliamentary and Health Service Ombudsman (PHSO), which led PHSO to develop an action plan to improve procurement policy, practice and effectiveness.
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.
This impacts case study shows how Cabinet Office and HM Treasury have actioned our recommendations through updated guidance and strategies, establishing consistent cross-government monitoring measures and creating the company ‘Debt Market Integrator’ to provide debt management services.
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.
This impacts case study shows how our review of the use of grants to provide funding was a major catalyst in Cabinet Office’s review of the appropriateness and efficiency of grant funding, and its plans to develop a digital mechanism for improving grant processing.
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.
This impacts case study shows how our demonstration of the need for a more effective, coherent and consistent approach to cross-government collaboration helped motivate action to strengthen the role and improve the effectiveness of the centre of government.
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.
This impacts case study shows how we worked with departments to provide input to their drafting of accountability, assurance and evaluation frameworks, resulting in wider consultation and a more robust system.
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 NAO is publishing a suite of short guides, one for each government department, to assist House of Commons Select Committees.
The NAO’s findings from its investigation into whether £1.3m of donations from a charity, the William Openshaw Street Foundation, were eligible to be matched with funds from the Cabinet Office’s Grassroots Grants Programme.
The NAO has called for government to negotiate greater access to information about how much outsourced public services are actually costing suppliers and therefore how much profit they are making.
The NAO has called for government to negotiate greater access to information about how much outsourced public services are actually costing suppliers and therefore how much profit they are making.
The civil service must build on the progress it has made in managing equality, diversity and inclusion and place greater emphasis on departments’ valuing and maximizing the contribution of every member of their staff. This is more likely to deliver the business benefits than solely a focus on levels of representation of groups with ‘protected characteristics’.
Payment by results (PbR) schemes are hard to get right, and are risky and costly for commissioners. Credible evidence for claimed benefits of PbR is now needed.