Lessons from the large body of experience of using PFI can be applied to improve other forms of procurement. Government should also do more to act as an ‘intelligent customer’ in the procurement and management of projects.
This investigation is about acquiring land and property for Phase One (London to the West Midlands) of the High Speed 2 programme
With Parliament returning yesterday, I wanted to take the opportunity to reflect on the last few extraordinary weeks and set out what it means for the National Audit Office and its work. Firstly though, on behalf of the whole NAO, I would like to pay tribute to everyone who is working so hard to see […]
The second attempt to find a worthwhile use for the Millennium Dome and associated land on the Greenwich Peninsula avoided many of the problems of the earlier abortive sale competition. It has led to a deal which looks capable of meeting government’s objectives as the Peninsula is developed over the next two decades, Sir John […]
This report considers the readiness of the government to deliver its ambitions for digital transformation in the NHS in England.
This investigation sets out the decision-making process, leading to the July 2017 announcement of the cancellation of three rail electrification projects: the Midland Main Line north of Kettering (to Nottingham and Sheffield); the Great Western Main Line between Cardiff and Swansea; and the Lakes Line between Oxenholme and Windermere.
MOD expects to secure significant benefits as a result of letting a PFI contract for the redevelopment of its Head Office Main Building in Whitehall according to Sir John Bourn, Head of the National Audit Office in a report presented to Parliament today. As a result of letting a 30 year PFI contract with a […]
This report examines the Ministry of Defence’s management of its large and complex infrastructure projects at nuclear-regulated sites.
The Department for Culture, Media and Sport’s decision to provide additional public funding for the English national stadium project at Wembley is an example of well managed risk taking, Sir John Bourn, Head of the National Audit Office said today. The Department, working closely with Sport England, has thoroughly reviewed the project and taken appropriate […]
The Ministry of Justice has made progress in improving its financial management, but currently falls short of best practice in the consistency of its financial management approach, its understanding of its costs and the integration of its financial management systems and processes.
This report provides information on managing PFI contracts when they end and considers whether government is preparing for expiry appropriately.
This report builds on our previous work and takes stock of the Ministry of Justice’s Transforming Rehabilitation reforms
The affordability of the Ministry of Defence’s Equipment Plan.
HMRC has made progress in developing the new customs system, which was part of its existing programme, but it may need to be ready much earlier than originally planned if there is no agreement extending timescales on the transition to any new customs arrangements
In May 2012, the Department of Transport expected the tram-train scheme to be completed by Dec 2015. It is now expected to be completed in May 2018.
The National Audit Office has warned that the value for money of 43 major government projects worth around £200 billion is at risk because of significant weaknesses in the Government’s commercial skills and expertise. But there is an even greater risk to many other complex projects where skills shortages are not being assessed systematically. The […]
The first Road Investment Strategy represents an important step forward towards better long-term planning of the strategic road network. However, the speed with which it was put together created risks to deliverability, affordability and value for money.
Northern Powerhouse Rail’s success is dependent on better cross-government working and stronger ties to the government’s economic strategy.
A third of major government projects due to deliver in the next five years are rated as in doubt or unachievable unless action is taken to improve delivery. Greater transparency on project performance is required.
The incentives on government Accounting Officers to prioritise value for money are weak compared to those associated with the day-to-day job of satisfying Ministers.