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Operational and programme delivery

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.

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Cross-government funding of research and development

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.

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Published:
15 Nov 2017
Man delivering talk

Government’s management of its performance: progress with single departmental plans

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’.

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Published:
21 Jul 2016
Man delivering talk

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’.

Sector(s): ,

Performance Improvement area(s): , ,

Department(s):

Published:
21 Jul 2016