Financial sustainability of local authorities 2014
Published on:Local authorities have worked hard to manage reductions in government funding, but the DCLG needs to be better informed about the situation across England.
Local authorities have worked hard to manage reductions in government funding, but the DCLG needs to be better informed about the situation across England.
The Cabinet Office will have to work with other government departments to ensure that the full benefits of its shared services strategy are realised.
We publish our examination of the assumptions made by the MOD in its annual statement of its 10-year equipment plan.
In 2011-12 HMRC maintained its performance while reducing staff and spending but it is too early to tell what the long-term impact of cost reduction will be.
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.
Inadequate forecasting is an entrenched problem for government departments, leading to poor value for money and increased costs for the taxpayer.
Progress on the Government’s initiative to achieve £1.5 billion worth of savings from operational PFI contracts.
MOD’s procurement budget is now more stable, despite a £754m increase in the cost of the carriers, but there are still risks to the affordability of the equipment plan.
Public sector bodies could avoid £500 million in costs over five years if they improve how they procure common goods and services.
A report on the BBC’s progress to date in delivering efficiency savings required by the BBC Trust following the 2007 licence fee settlement.
This paper highlights key issues for public bodies to consider in closing and merging arm’s length bodies.
The NAO has reported on the 2012-22 Equipment Plan of the Ministry of Defence.
This paper sets out a framework for effective management of staff costs in a challenging environment of cost reduction in public services. It builds on the high level principles set out in the NAO’s short guide to structured cost reduction.
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.
This paper highlights key issues for public bodies to consider in facing the challenge of adopting a more structured approach to cost reduction.
The Foreign, Commonwealth & Development Office has made substantial progress with the merger that created it, although some issues remain.
Limitations in Network Rail’s cost information has hampered the ability of the Office of Rail Regulation to assess efficiency savings.
This opinion piece looks at the issues raised by the NAO’s recent report on how Defra is gradually modernising it’s digital services.
This report examines the BBC’s progress in delivering its savings and reform programme.
This report identifies key issues government will need to consider when attempting to increase its efficiency.