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.
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.
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.
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 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.
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.
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.
Significant annual savings worth tens of billions of pounds are available through improving public sector productivity, the head of the NAO will say.
This page is part of our decommissioning toolkit. The Consultation Document was published in March 2004 and contained the initial results of the Phase I analysis of the complex cultural and systemic drivers which the MoD and its industry partners have to manage to successfully deliver major defence projects. The work was taken forwards in […]
Lessons from the large body of experience of using PFI can be applied to improve other forms of procurement. Government should also do more to act as an ‘intelligent customer’ in the procurement and management of projects.
Sir John Bourn, head of the National Audit Office, today reported to Parliament that properly planned and managed risk taking by government departments can promote innovation and lead to improved value for money for taxpayers. Departments are increasingly considering how best to devise and implement effective risk management strategies. By September 2000, all departments must […]