National Offender Management Service: Realising the benefits of the headquarters’ restructure
Published on:This management report examines how the National Offender Management Service planned and is implementing the restructure of its headquarters.
This management report examines how the National Offender Management Service planned and is implementing the restructure of its headquarters.
The Department for Education (DfE) must address issues surrounding student take-up to continue to scale up T Levels.
The NAO’s work includes looking at a huge range of government activities, and the setting up and managing of commercial arrangements are central to many of them. This became very clear when looking back at twenty years of our work auditing government’s spending and reporting on its value for money for taxpayers. Over this time, […]
The Comptroller and Auditor General has reported on the 2018-19 accounts of the Department for Work and Pensions.
Our report examines whether MHCLG’s framework allows for the management of risks to local authorities from commercial property investment.
This report sets out the process by which MHCLG chose the 101 towns in England it invited to develop Town Deals.
This is the second NAO report on government’s approach to test and trace services in England.
This impacts case study shows how our work and identification of the cost of inadequate consumer protection was a catalyst for improvements to consumer law and delivery and accountability arrangements.
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 report examines whether DfT and HS2 Ltd have protected value for money so far in their stewardship of HS2.
This report examines the Department for Business, Energy & Industrial Strategy’s progress in rolling out smart meters.
This report looks at how effectively government met the needs of clinically extremely vulnerable through the shielding programme.
This impacts case study shows how our frequent highlighting of the need for consistent and reliable data and clearer accountability has improved reporting and data assurance in the health 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.
This report examines the implementation of the Coronavirus Job Retention Scheme and the Self-Employment Income Support Scheme.
This impacts case study shows how our international work can encourage and help other countries create strong systems of public assurance.
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 identification of accounting errors kick-started a number of actions to improve financial management processes and training.
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 identification of data and management weaknesses was pivotal in leading to the implementation of actions to address them.
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 report examines projects leaving the Government Major Projects Portfolio, which comprises the biggest and riskiest projects across government
This investigation examines the recent increase in identified errors in Carer’s Allowance and attempts to recover overpayments.
This impacts case study shows how our work prompted a national strategy for stroke care and NHS adoption of clinical best practice more widely, leading to considerable cost reductions.
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 report assesses the scheme’s performance against its objectives, its management, and plans for the future of the scheme.