MyCSP has the potential to be good value for money with a projected saving of 50 per cent on costs, but the Cabinet Office and MyCSP still face many large challenges in transforming the service.
The Government’s ability to show that its spending decisions represent the best value for money is being hindered by the patchy availability of good information.
The programme to make superfast broadband widely available in each area of the UK is currently expected to be delivered nearly two years later than planned.
Used appropriately, GPC can be a cost-effective way for government to procure goods and services. However, there is no up to date value-for-money case quantifying the benefits of the cards. There has also been a lack of clear central guidance on when the cards are the most appropriate way to procure goods and services.
Equity investors have helped to deliver many public sector infrastructure projects via the Private Finance Initiative and have managed them in ways from which the public sector can learn. Against a background of limited information, evidence gathered by the National Audit Office raises concern that the public sector is paying more than it should for equity investment.
The NAO has underlined the success of the 2012 Games and stressed the importance of building on that success to deliver legacy benefits.
A report on the BBC’s progress to date in delivering efficiency savings required by the BBC Trust following the 2007 licence fee settlement.
The Mortgage Rescue Scheme, launched in January 2009 by the Department for Communities and Local Government, achieved fewer than half of the rescues expected. The Department helped 2,600 households avoid repossession and homelessness at a cost of in excess of £240 million – but it originally expected to help 6,000 households for £205 million.
The first private company awarded a franchise to run an NHS hospital has made improvements in some clinical areas, but big financial challenges remain.
This guide provides practical advice on how to plan for and manage the decommissioning of public services delivered by civil society organisations (CSOs) and maintain value for money while doing so.
Despite some welcome improvements, HMRC’s performance in answering calls from the public is poor value for money.
Two government programmes aiming to help families with multiple challenges, such as unemployment and anti-social behaviour, are starting to provide benefits but considerable challenges remain.
This paper highlights key issues for public bodies to consider in closing and merging arm’s length bodies.
The MOD acted promptly to revert to the decision to buy the vertical take-off version of the Joint Strike Fighter but will have to manage significant risks.
The BBC has reduced its spending on support functions but in future it should plan for cuts by clearly defining the level of service it requires and what that should cost.
PaceSetter has led to productivity improvements and may have contributed to greater staff engagement. However, the extent to which overall efficiency has improved is not clear; and some key principles of process improvement are not yet being applied strategically across the entire organisation.
The competition to let this franchise lacked oversight. The full cost to the taxpayer is unknown, but likely to be significant.
The NAO has reported on the 2012-22 Equipment Plan of the Ministry of Defence.
This paper highlights key issues for public bodies to consider in facing the challenge of adopting a more structured approach to cost reduction.
By setting up an Infrastructure Financing Unit, Treasury helped reactivate the lending market for private finance projects. While the costs for projects in 2009 represented value for money, Treasury should not presume that continuing the use of private finance at current rates will be value for money.