In our ever-increasing digital and automatized world, certain buzzwords are becoming more centre stage in the public sector. One of them is “artificial intelligence”. While the concept, and development, of artificial intelligence is not new (artificial intelligence was first recognised as a formal discipline in the mid-1950s), it is a word that has been casually […]
The new directorates that replaced the former UKBA have made progress in some areas but not across the whole business.
This report examines the MoD’s management of the programme since 2017 and the risks towards achieving Carrier Strike’s full capabilities.
This report assesses whether the Home Office’s activities for enforcing immigration rules are achieving its vision.
This Departmental Overview is one of 15 we are producing covering our work on each major government department. It summarises our work on the Department for International Development during 2011-12.
Review of a sample of the data systems underpinning the input and impact indicators in the Foreign and Commonwealth Office’s Business Plan, Common Areas of Spend and wider management information.
Internal audit costs government around £70 million each year, but quality varies and it is poor value for money.
The government has boosted the UK’s resilience to severe space weather but ongoing issues need to be resolved, an NAO report has found.
The Conflict Pool funds discretionary activities that support conflict prevention, stabilisation and contribute to peacekeeping overseas. It is managed by the Foreign and Commonwealth Office (FCO), the Department for International Development (DFID) and the Ministry of Defence (MOD).
The Bank of England successfully navigated complex risks to deliver its Real-Time Gross Settlement (RTGS) renewal programme.
Our report provides insights on government’s approach so far to implementing climate-related reporting into the public sector.
To assist those responsible for producing Governance Statements, we have prepared a Fact Sheet which summarises guidance provided in Managing Public Money and advises that the good practice messages from earlier NAO guidance on the Statement on Internal Control remain relevant.
We report on our investigation arising from the findings of Internal Audit for the Parliamentary and Health Service Ombudsman regarding the management of conflicts of interest in procuring services during a fundamental change programme.
Defra, the Rural Payments Agency and Government Digital Service have not worked together effectively to deliver the Common Agricultural Policy Delivery Programme.
Government does not have consistent data on how much individual departments are spending on external consultants.
While the BBC World Service has achieved savings through closing TV and radio platforms, it has experienced a fall in audience numbers.
The C&AG has qualified his audit opinion on the 2017-18 Resource Accounts.
DFID has improved its core financial management and has an ambitious programme underway to improve its focus on value for money. But it cannot yet assess important aspects of the value for money of the aid it has delivered, at an aggregated level.
This Departmental Overview is one of 17 we have produced covering our work on each major government department. It summarises our work on the Foreign and Commonwealth Office during 2010-2011.
Review of a sample of the data systems underpinning the input and impact indicators in the Home Office’s Business Plan, Common Areas of Spend and wider management information.