HMRC aimed to move more customers online thereby reducing staff costs but significant numbers of staff were let go before technical improvements were completed leading to a collapse in service quality in 2015. Services have since improved.
HMRC aimed to move more customers online thereby reducing staff costs but significant numbers of staff were let go before technical improvements were completed leading to a collapse in service quality in 2015. Services have since improved.
The Department of Energy and Climate Change’s Green Deal design not only failed to deliver any meaningful benefit, it increased suppliers’ costs – and therefore energy bills – in meeting their obligations through the ECO scheme.
The Department of Energy and Climate Change’s Green Deal design not only failed to deliver any meaningful benefit, it increased suppliers’ costs – and therefore energy bills – in meeting their obligations through the ECO scheme.
The newly-created Competition and Markets Authority has made significant progress in improving how the UK’s competition regime works, and it is now more coherent than before. Business awareness of competition law, however, is low and while it has improved the robustness of its enforcement casework, the regime has so far not produced a substantial flow of enforcement decisions or fines.
The newly-created Competition and Markets Authority has made significant progress in improving how the UK’s competition regime works, and it is now more coherent than before. Business awareness of competition law, however, is low and while it has improved the robustness of its enforcement casework, the regime has so far not produced a substantial flow of enforcement decisions or fines.
HMRC has met its targets to raise more tax revenue in the short-term; however, an estimated £16 billion is lost to tax fraud each year. HMRC needs to improve the way it uses data and analysis to understand the effect of its actions to tackle fraud.
This impacts case study shows how our identification of accounting errors kick-started a number of actions to improve financial management processes and training.
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 impacts case study shows how our investigation of a contract in which Defra appeared to have been overcharged gave greater impetus and legitimacy to Defra’s approach to negotiating a settlement.
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 impacts case study shows how our investigation highlighted risks in stewardship over the use of public funds by the Parliamentary and Health Service Ombudsman (PHSO), which led PHSO to develop an action plan to improve procurement policy, practice and effectiveness.
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 impacts case study shows how government has improved controls over standards as a result of our report, which underlined the risks in rapidly expanding a new market.
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 Department recognizes the potential for conflicts of interest in the new system for NHS commissioning. Public confidence that conflicts are well managed will be vital.
A programme to sell enough government land by March 2015 to build a potential 100,000 homes did not collect information on the amount of money raised or how many homes have actually been built. In future land sales, responsibility for monitoring what happens to land after disposal should be made clear.
The wider government needs to do more to understand the experience of whistleblowers and to act where whistleblowers suffer detriment.#
The Charity Commission has made early progress in addressing NAO and Public Accounts Committee recommendations, but significant challenges remain.
The NAO looked at issues originally identified in an earlier report.
HM Treasury and HMRC do not keep track of tax reliefs intended to change behaviour, or adequately report to Parliament on whether tax reliefs work as expected.
The Department for Work & Pensions should have increased its focus on Housing Benefit fraud and error sooner, and is now facing an escalating problem.
For the first time since 2009-10, the Social Fund White Paper account has not been qualified on the grounds of the completeness, existence and valuation of the debt balance.
Remploy and the Department for Work & Pensions completed the disposal of Remploy factories within a tight timetable and below budget.