Skip to main content

Search results

Showing 81 - 90 of 136 results. Order by:
Report showing a government building

Building for the future: Sustainable construction and refurbishment on the government estate

“When I last reported on construction in 2005, I emphasised the need to consider both the costs and benefits over the whole life of a building, not just the initial capital required. Despite this, today’s report highlights a continuing failure by departments to consider the long-term value of sustainability in their new builds and refurbishments. This is particularly disappointing given the importance of sustainability in promoting a deeper understanding of value for money.

“Government departments and agencies spend in the region of £3 billion each year on new builds and major refurbishments. If sustainability is well handled, and addressed at the very beginning of construction projects, it can and should provide better value for money in the long term.”

Published:
20 Apr 2007
Report cover showing defence land

Managing the Defence Estate: Quality and sustainability

“The effectiveness of our armed forces depends fundamentally on the quality of their living and working accommodation.
The Ministry of Defence is working hard to improve the management of its estate and its current strategy, if pursued consistently, should build on recent progress and bring further dividends in future.”

Published:
23 Mar 2007
Report cover showing a train

The Modernisation of the West Coast Main Line

“When the Strategic Rail Authority stepped in, the project to modernise the West Coast Main Line was in disarray, vastly over-budget and with few of the planned improvements in place. It was only through good direction by the Strategic Rail Authority and then the Department for Transport and through the exercise of firm management by Network Rail that the project was brought back on track so that benefits of faster journeys are now being delivered to passengers.

“The weaknesses in the management of the project before 2002 should provide ample warning of the dangers of entering into a scheme on this scale without clear leadership, plans and project management expertise; without fully engaging stakeholders; and using untried technologies.

“Future major projects should draw upon these lessons learned, give careful consideration up front to the potential effects of programme slippage and include plans to minimise these risks.”

Published:
22 Nov 2006
Report cover showing a woman's feet on a stepladder

A Foot on the Ladder: Low Cost Home Ownership Assistance

“Low cost home ownership assistance has helped thousands to take their first step onto the housing ladder. But, to ensure that as many other households as possible get the chance to do the same, the assistance needs to be more tightly managed and better focused on those it would benefit most.

“The Department for Communities and Local Government, the Housing Corporation and Registered Social Landlords must work together to ensure that the assistance is being effectively managed and monitored. This will be particularly important in securing value for money as the schemes expand to try to help an extra 100,000 households.”

Published:
14 Jul 2006
Report cover showing English countryside

Department for Environment, Food and Rural Affairs and the Countryside Agency – The right of access to open countryside

The crucial test for the right to roam is whether walkers can use it, and on this score it has been a success. Walkers are no longer restricted to existing footpaths across large areas of the countryside, with thousands of hectares now open to the public, in many cases for the first time. But although the scheme’s implementation has gone well, the Countryside Agency should have put effective risk and project management procedures in place earlier.

Published:
9 Jun 2006
Report cover showing cars waiting

A5 Queue relocation in Dunstable

‘The residents and workers of Dunstable were led to expect reduced congestion and improved air quality, and so were naturally disappointed when these did not materialize. I encourage the Highways Agency to learn from this and do more to keep local communities informed about schemes, their progress and their likely effects.’

Published:
28 Apr 2006
Report cover showing the number nine bus to Hammersmith

Delivery Chain Analysis for Bus Services in England (Prepared Jointly by the National Audit Office and the Audit Commission)

“The government’s target to reverse the long-term decline in bus use and achieve growth both nationally and in all regions is challenging. London is leading the way. If growth in all the regions is to be achieved, strong leadership from the Department of Transport will be essential, to build on its policies and encourage local transport authorities and operators to bring about the concerted action needed”.

Audit Commission Chairman, James Strachan said:

“Buses are an important lifeline for many people and help reduce congestion in towns and cities. This has been recognised by targets to increase bus use. Our report analysed whether the best means have been adopted to achieve these targets. Success depends on many organisations working efficiently together. However what stands out is that where there is strong local leadership to increase the use of buses, as in London, the difference is real and the public notices it.”

Additional key findings:

Additional key recommendations:

As owner of the national target, the Department of Transport should:

At the same time, local transport authorities should:

General Information

NAO press enquiries: Barry Lester, Tel: 020 7798 7937
Mobile: 07748 181692

Audit Commission press enquiries: Amelia Dixon, Tel: 020 7166 2205
Mobile: 07716 098231

Published:
9 Dec 2005
Report cover showing commuters at a station and an approaching train

The South Eastern Passenger Rail Franchise

“The seeds of Connex South Eastern’s difficulties were sown when the train operating company won its franchise with an over-ambitious bid. It indeed subsequently proved to be undeliverable. The Strategic Rail Authority lost confidence in CSE and took the difficult and finely balanced decision to terminate the franchise. The SRA went on to demonstrate that the successful termination of a train operating company’s franchise is feasible, and that taxpayers’ and passengers’ interests can be protected, through careful management of the attendant risks.

“This case highlights lessons to be learned, however, in how franchises are awarded and managed, which the Department for Transport must keep in view as it takes forward the responsibilities it has recently inherited from the Strategic Rail Authority.”

Published:
2 Dec 2005