This impacts case study shows how we worked with departments to provide input to their drafting of accountability, assurance and evaluation frameworks, resulting in wider consultation and a more robust 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 is a factual update to support the Committee of Public Accounts’ evidence session on the government’s Troubled Families programme on 19 October 2016. It is based primarily on published sources, information supplied by the Department for Communities and Local Government and previous reports published by the National Audit Office.
Fire and rescue authorities have managed funding reductions well. The Department for Communities and Local Government should, however, seek greater assurance that authorities are maintaining service standards and delivering value for money locally.
This impacts case study shows how our review of the whole adult care system and the increasing pressures on its financial and service sustainability aided the debate about meeting future care needs and highlighted the need for more research to identify the most effective ways of working.
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 covers recent trends in pressures on children’s social care demand and activity and national and local government’s response.
This Overview looks at the local government landscape during the last financial year and summarises both matters of likely interest to Parliament as well as our work with local authorities. The NAO prepares statutory guidance on how local auditors should meet their responsibilities.
The NAO has called for government to negotiate greater access to information about how much outsourced public services are actually costing suppliers and therefore how much profit they are making.
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.
The NAO is publishing a suite of short guides, one for each government department, to assist House of Commons Select Committees.
This interactive briefing pack summarises the National Audit Office’s work in the police and fire sectors since 2012. It highlights the key messages coming from a selection of our recent reports and should be of interest to Police and Crime Commissioners and their officers, senior police and fire officials and the general public.
The NAO has called for government to negotiate greater access to information about how much outsourced public services are actually costing suppliers and therefore how much profit they are making.
DCLG has made good progress in its design of 100% local business rates retention but faces a challenging timescale for delivery.
The role and remit of Local Enterprise Partnerships has grown since 2010, but the approach taken by DCLG to overseeing Growth Deals risks future value for money.
This Departmental Overview is one of 17 we are producing covering our work on each major government department. It summarises our work on the Department for Communities and Local Government during 2013-14.
This report highlights the issues our case study areas told us were important to them in carrying out the Care Act. Local authorities may find their experience informative as they continue to develop their own approaches to carrying out the Care Act.
The CQC, the independent regulator of health and adult social care in England, has made substantial progress but needs to recruit and train staff and build a new organisational culture.
Services and outcomes for people with neurological conditions need further improvement.
This document summarises the findings of our work and identifies sources of help that may be useful to local areas and government departments supporting local public service reform.
The Department of Health now needs to gain a better understanding of the different ways to commission personalised services for users, and how these lead to improvements in user outcomes.
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.