In June 2015, the Secretary of State for Transport announced that two large rail electrification schemes would be paused because the rail investment portfolio was costing more and taking longer.
This impacts case study shows how our reports pointing to the need for Department for Transport staff to improve their skills in managing complex procurements helped DfT to develop a Commercial Capability Strategy, increase leadership training and create a network for sharing advice.
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 identification of lessons from past rail infrastructure programmes regarding aspects such as planning, monitoring and financing, has helped the Department for Transport apply these lessons, including in the HS2 programme.
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.
An interactive summary of the NAO’s presentations at Civil Service Live events, 2015, on four pervasive issues blocking public service improvement.
The new military flying training is 6 years delayed and there is much to do if the MoD is to get the planned benefits from its contractor.
It is important that the DWP use the hard lessons it learned from implementing its recent programme of welfare reforms to improve how it manages change and anticipates risk.
The NAO has today published an update for the Public Accounts Committee, detailing developments in the management of the Sellafield site, the UK’s largest and most hazardous nuclear site, and the extent to which progress has been made in decommissioning and cleaning it up.
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.
This review of five major rail projects highlights lessons the Department for Transport should apply to current and future rail programmes.
The Efficiency and Reform Group (ERG) has achieved significant savings but further work should be done to improve the process of gathering and collating evidence.
