In December 2015 a five year contract, worth around £800 million between UnitingCare Partnership and Cambridgeshire and Peterborough clinical commissioning group collapsed after only 8 months because it ran into financial difficulties. NAO examined the design, procurement and operation of the contract and the events that led to its termination.
Inadequate forecasting is an entrenched problem for government departments, leading to poor value for money and increased costs for the taxpayer.
The DWP has had to delay the Personal Independence Payment programme’s roll-out and reduce expected savings during this Spending Review period.
The jobcentre network has coped well in the economic downturn, but must improve performance measures if it is to support claimants effectively.
Treasury expects all departments to evaluate the ex post impacts and costs of all their interventions, including spending, taxation and regulation. This activity should provide valuable information on the cost-effectiveness of government interventions, for the purposes of accountability and to learn lessons to improve current and future policies.
This report sets out the NAO’s assessment of the delivery of the electronic monitoring (‘tagging’) transformation programme.
HM Revenue & Customs’ (HMRC’s) contract with Synnex-Concentrix UK Ltd was terminated in November 2016. The contract was designed to add capacity to HMRC’s programme of interventions to prevent or detect error and fraud in personal tax credits awards. HMRC estimated that the contract would save £1 billion over its three year life time and an estimated £193 million, excluding Concentrix’s costs, had been saved by the time of contract termination.
Measures to encourage people to save for retirement are not being managed by Departments with enough coherence or accountability.
The Charity Commission has made early progress in addressing NAO and Public Accounts Committee recommendations, but significant challenges remain.
By operating in a more integrated way, government could reduce inefficiencies in public services and deliver a better service to citizens.
This report examines whether Defra is well placed to redevelop the UK’s primary site for managing threats from animal diseases.
The strategic case for HS2, in terms of increasing rail capacity and generating regional growth, has still to be demonstrated clearly.
This report evaluates whether Defra’s management of new tree-planting schemes is likely to achieve value for money.
HM Treasury and HMRC do not keep track of tax reliefs intended to change behaviour, or adequately report to Parliament on whether tax reliefs work as expected.
Older ICT systems critical for the delivery of key public services (‘legacy ICT’) expose departments to risks which must be understood and managed.