The disposal of former Northern Rock mortgages and loans in 2015 was the government’s largest ever financial asset sale. When judged against the Government’s objective to shrink the balance sheet swiftly the deal was value for money.
This good practice guide is designed for Crime and Disorder Reduction Partnerships to help them minimise the risk of people becoming offenders.
“Without good data, monitoring against targets becomes highly devalued. If we are to have confidence in the performance reported by government against its key objectives, it is crucial that the data systems used to monitor it are robust.”
“Train to Gain is achieving growth in training that employers value, but taxpayers have a right to expect that much more than half of the public funding should result in training that would not otherwise have occurred. Inconsistent management contributed to a slow start to the programme, followed by rapid growth and now the risk of demand exceeding budgets. We also need to see evidence that money is directed more to areas of greatest need, with training providers who do the best job for their learners and on bringing the whole range of business benefits to employers.”
The government needs to do more to demonstrate how new arrangements for training new teachers are improving the quality of teaching in classrooms.
Transformation programmes can be highly complicated and risky. This guidance assists those overseeing them by setting out questions committees should ask during set-up, delivery and live-running phases.
This report describes progress following the second phase of HMCTS’s reform programme, which ended in January 2019.
We published two reports today – Following the discovery of widespread and deep-rooted weaknesses in the government’s management of contracts it is starting to improve how it manages its contracts.
“The Ministry of Defence has made significant reductions in the cost of repairing and maintaining its jets, whilst broadly maintaining aircraft availability. On this basis, the changes represent value for money and underline the benefit of the MoD’s approach to partnering with industry and rationalising repair activity.
“However, risks remain and it is important for the MOD to continue to manage these so as not to compromise the good work it has done in this area.”
The Department of Health has until recently been focusing on speed of response as a measure of performance of the ambulance service, rather than on clinical outcomes. The service achieves high levels of public satisfaction but there are wide variations in ambulance trusts’ efficiency. The system has not delivered the best value for money to date.
