As all budgets are tight, every public body must take a 'continuous improvement' approach to operate as efficiently and effectively as possible. This is true whether it's setting up a complex programme, running a high-profile contract or managing the 'business-as-usual' operations that make up two-thirds (c.£500bn) of government spending.
Managing major projects and commercial contracts both require excellent programme management and the ability to address new challenges. Civil servants need to be commercially-astute, have clear oversight of delivery, manage complex relationships and new risks, and take both an agile approach to management and a long-term view of funding and financial management. To do this successfully requires new skills, greater sharing of good practice, stronger governance and better co-ordination across government to manage resources and interdependencies between programmes.
Through our assessments of large numbers of government programmes and operations, the NAO can share lessons and good practice in key areas such as Commercial capability and contract management; Oversight of service delivery; Operations and process management; Managing major projects; Performance measurement; and Regulation.
Government investment in science requires strategic vision and clear information so that it can ensure the UK is investing in the right areas. Our report is accompanied by an Evaluative Framework to guide effective cross-government coordination.
There have been improvements in the way government plans and manages public sector activity, but the NAO does not consider that there exists a coherent, enduring framework for planning and management.
This report is published alongside ‘Spending Review 2015’.
There have been improvements in the way government plans and manages public sector activity, but the NAO does not consider that there exists a coherent, enduring framework for planning and management.
This report is published alongside ‘Government’s management of its performance: progress with single departmental plans’.
The Department of Health and NHS England are making progress but much remains to be done to improve access to mental health services.
This framework provides a structured, flexible approach to reviewing models. It is intended to aid those commissioning or undertaking analysis of a model with the aim of determining whether the model is robust and reasonable.
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.
Defra, the Rural Payments Agency and Government Digital Service have not worked together effectively to deliver the Common Agricultural Policy Delivery Programme.
The Cabinet Office estimates that government commits around £130 billion to grants each year – nearly 20% of all government spend. Grants are an important delivery mechanism for policy across government, not just centrally but also in agencies, local authorities and other bodies across the public sector.
Inadequate forecasting is an entrenched problem for government departments, leading to poor value for money and increased costs for the taxpayer.
The Statement on Internal Control (SIC) is a public accountability document that describes the effectiveness of internal controls in an organisation and is personally signed by the Accounting Officer.