Achieving net zero
Published on:This report applies experience from auditing cross-government challenges to highlight the risks government needs to manage to achieve net zero.
This report applies experience from auditing cross-government challenges to highlight the risks government needs to manage to achieve net zero.
The programme to upgrade to the Thameslink routes through London has a realistic prospect of delivering value for money but there remains risks which the Department for Transport and Network Rail need to manage carefully.
The approach to reducing the cost of regulation is set up to ensure that government can hit a £10bn target but misses the point by not truly reducing costs on businesses.
This report examines how government has set itself up to deliver its long-term environmental goals.
It is important that the Government ensures its compliance programme reflects the changing risks within the labour market, and maintains its progress in ensuring all employers pay the minimum wage.
This good practice guide aids improvement in performance measurement and reporting by regulators and other organisations seeking to deliver outcomes through third parties. It has been developed in collaboration with regulators and includes the NAO’s experience from working with them and examples of regulators’ good practice. It’s complemented by ‘Performance measurement: Good practice criteria and maturity model’.
Having shown that the concept of a national citizen service has something to offer young people, to demonstrate value for money the OCS and the Trust now need to show they can grow NCS as intended and run it at a more affordable cost to the taxpayer.
The BBC has improved the value for money of its activity, but there is scope to make improvements, particularly on licence fee evasion and the incomplete transition programme.
This report examines government’s progress in securing potential vaccines and determining how they will be deployed to the public.
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.
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.
There is little evidence that government’s commitment to pay 80% of undisputed invoices within 5 working days is having the intended effect of helping the UK’s 5 million small and medium-sized enterprises.
Devolution deals to devolve power from central government to local areas in England offer opportunities to stimulate economic growth and reform public services for local users, but the arrangements are untested and government could do more to provide confidence that these deals will achieve the benefits intended
This overview of the NAO’s work on the government’s management of contracting examines subjects including the government’s commercial capability, accountability and transparency, and its management of contracted-out service delivery.
Insights we have drawn from exploratory analysis of data used by the Environment Agency as part of its regulation of storm overflows.
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.
This paper explores the principles departments should use to manage provider failure. There is room for improvement in the way failure of providers is considered and managed.
The NAO is publishing a suite of short guides relating to each government department and some cross-government issues, to assist House of Commons Select Committees.
By reducing the number of its offices and moving to a regional centre model HM Revenue & Customs (HMRC) hopes to significantly reduce its running costs and modernise the way it works. HMRC’s original plan has proved unrealistic and is now reconsidering the scope and timing of the programme. Any changes will need to be carefully managed to avoid diminishing the long term value of the strategy.
It is not possible to show that the Crown Commercial Service has achieved more than departments would otherwise have achieved by buying common goods and services themselves.