The C&AG has today made available on the NAO website a short report prepared for the Department for Work and Pensions on the Department’s management of its contractual relationship with its primary medical services provider, along with the Department’s response to his recommendations.
The Emergency Services Network is one of the most technologically advanced systems worldwide and is set to replace the existing emergency services communication system, Airwave. However several risks have been highlighted.
Mistakes in the original procurement and contract management of an IT system, designed to extract data from GP practices, contributed to losses of public funds, through asset write-offs and settlements with suppliers.
The National Audit Office has today published its findings on the Civil Service Learning contract with Capita Business Services Ltd (Capita). The NAO’s enquiries address specific concerns from several people who raised different but overlapping concerns about the operation of the contract.
The MoD’s Equipment Plan appears more stable than last year and progress has been maintained, but the Department will need to remain vigilant with regard to future cost increases.
This impacts case study shows how DWP has responded to our reviews of several welfare reform programmes, including by improving financial controls, contract management, and the way it manages its portfolio of change programmes.
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.
The Home Office spent at least £830 million between 2003 and 2015 on the e-borders programme and its successors, but has failed, so far, to deliver the full vision. We cannot, therefore view e-borders as having delivered value for money.
Billions of pounds of cost increase due to contractual change, delays introducing communication networks for our emergency services, potential strains on Army personnel – our recent reports illustrate the huge importance of getting contracts right, and what organisations need to do if they go wrong. They also reinforce the principles discussed in previous posts in […]
After a poor start, the performance of the Work Programme is at similar levels to previous programmes but is less than original forecast. The Department has struggled to improve outcomes for harder-to-help groups. The Programme has the potential to offer value for money if it can achieve the higher rates of performance the Department now expects.
The MOD decision to reduce the size of the regular Army and increase the number of trained Army reserves was taken without appropriate testing of feasibility or evaluation of risk.
This report examines the Nuclear Decommissioning Authority’s management of the renegotiated contract in place with Cavendish Fluor Partnership.
We publish our examination of the assumptions made by the MOD in its annual statement of its 10-year equipment plan.
Payment by results (PbR) schemes are hard to get right, and are risky and costly for commissioners. Credible evidence for claimed benefits of PbR is now needed.
The DWP has had to delay the Personal Independence Payment programme’s roll-out and reduce expected savings during this Spending Review period.
Long-standing issues in the rail industry and the scale of the procurements led to the DfT’s decision to lead the procurements itself, despite not having led a major rolling stock procurement before.
Progress has been made in improving the implementation of the MoJ’s language services contract, but there are a number of areas it and Capita still need to work on.
Our report sets out the delivery of NS&I’s digital transformation programme, including how NS&I has addressed the issues and risks.
The DWP has reset Universal Credit on a sounder basis but at significant cost, by extending the time for implementation and choosing a more expensive approach.
Our report looks at why home to school transport is one of the fastest growing areas of spending for local authorities in England.
The Government awarded, without competition, £16.6 billion worth of early contracts to eight renewable generation projects at risk of investment delay.