The Equipment Plan 2016-2026
The risks to the affordability of the Ministry of Defence Equipment Plan are greater than at any point since reporting began in 2012.
27 Jan 2017
The risks to the affordability of the Ministry of Defence Equipment Plan are greater than at any point since reporting began in 2012.
This report assesses the robustness of the Ministry of Defence’s financial data and assumptions for its Equipment Plan 2018-2028.
This study assesses the financial assumptions underlying the Ministry of Defence’s 10-year Equipment Plan.
This report reviews the robustness of assumptions underpinning the Ministry of Defence’s 2020–2030 Equipment Plan.
“The Police Service of Northern Ireland is facing a formidable challenge in transforming its estate, but work to modernise the estate is leading to visible improvements.
“Progress has been slower than expected, and while the PSNI is taking steps to strengthen its estate management, it still has much to do if it is to deliver on time its five year plan to transform its estate and deliver better value for money.”
The programme to increase online filing of tax returns has made significant progress, but HMRC needs a better understanding of the benefits and costs to customers and how its online filing costs compare to those for paper returns.
“This is yet another example of a Government IT project taking on a life of its own, absorbing ever-increasing resources without reaching its objectives. The rationale and benefits of a regional approach were unclear and badly communicated to locally accountable fire and rescue services who remained unconvinced. Essential checks and balances in the early stages of the project were ineffective. It was approved on the basis of unrealistic estimates of costs and under-appreciation of the complexity of the IT involved and the project was hurriedly implemented and poorly managed. Its legacy is the chain of expensive regional control centres whose future is uncertain.”
“London Underground and the Secretary of State should not take a decision solely on the basis of the numbers emerging from their financial analysis. There are other important factors that need to be considered alongside the figures to assess the best value for money option.”
“The FSA has done well in managing the merger from 11 regulatory bodies to become one of the world’s first unified financial services regulators. In doing so, it has created strong and effective structures.
“But the challenge for the FSA is now to move to the next level. It must do more to demonstrate its impact; to get a clearer understanding of how much its different activities cost; and, crucially, to streamline its processes and advice, to benefit industry and consumers.”
Financial risk is increasing in NHS trusts and foundation trusts. Those in severe financial difficulty continue to rely on cash support from the Department of Health.