The Financial Conduct Authority is making significant changes in response to its new responsibilities and past regulatory failures, but it needs to manage the related risks if it’s to meet its commitments, including reducing and preventing financial crime, according to a new report by the National Audit Office.
There is little evidence that government’s commitment to pay 80% of undisputed invoices within 5 working days is having the intended effect of helping the UK’s 5 million small and medium-sized enterprises.
We have published good practice for accurate public reporting of savings in Appendix 2 of The Efficiency and Reform Group’s role in improving public sector value for money.
This guidance has been developed from our examinations of the savings programmes in the 2004 and 2007 Spending Review periods.
The creation of Ofcom, the Office of Communications, was a major challenge, demanding decisive leadership and well structured project management. There were, however, no clear measures put in place at the outset to monitor whether the merger was a success. Although data is limited, the NAO has carried out a preliminary assessment which indicates that […]
This impacts case study shows how our review of the whole adult care system and the increasing pressures on its financial and service sustainability aided the debate about meeting future care needs and highlighted the need for more research to identify the most effective ways of working.
It is one example of financial or non-financial benefits realised in 2014 as a result of our involvement, all of which are set out in our interactive PDF.
There is no collective understanding of what type of oversight is appropriate and cost effective for different types of arm’s length bodies.
Ofcom has saved some £23 million over the last five years. However, with its complex remit across the telecommunications sector, Ofcom needs a better articulation of the intended outcomes of its activities and how its work achieves those outcomes.
MOD has made good progress stabilising the equipment programme but needs to set out how a bespoke trading entity will transform Defence Equipment and Support (DE&S) into the leading defence acquisition organisation by 2017.
The MoD has developed a strategy that identifies the estate it needs and the 25% of its estate it can dispose of by 2040. However, the strategy and current funding levels allow only for a partial reversal of the decline in the condition of the remaining estate. There is a significant risk that the poor condition of the estate will affect the Department’s ability to provide the defence capability needed.
Protecting information while re-designing public services and introducing the technology necessary to support them is an increasingly complex challenge.
Government has opportunities to improve the efficient management of its workforce, including on recruitment, pay and performance management.
The Whole of Government Accounts provide a unique perspective owing to their reach and approach to measuring the government’s financial performance and position.
Police forces have successfully reduced costs since 2011, but do not have a clear understanding of the demands placed upon them or of the factors that affect their costs.
We record government’s progress in ensuring health and social care supplies should the UK leave the EU without a deal.
Public sector Boards must conduct an annual performance appraisal and Board members may find it helpful to complete this questionnaire as part of the process.
The NAO has called for government to negotiate greater access to information about how much outsourced public services are actually costing suppliers and therefore how much profit they are making.
This report examines secure training centres for young offenders and MoJ and HMPPS’s progress with establishing secure schools.
This investigation assesses government’s oversight of the waste industry and what action is taken to address illegal activity.
This impacts case study shows how central government has responded to our identification of the need to have a better understanding of the implications on local service delivery when making funding decisions, and how local government has made use of our report.
It is one example of financial or non-financial benefits realised in 2014 as a result of our involvement, all of which are set out in our interactive PDF.
The first sale of government shares in the Royal Bank of Scotland in August 2015 was well planned and organised and represented value for money.