Managing staff costs in central government
Published on:Despite numbers of staff employed by central government falling slightly over the last decade, costs have increased by 10 per cent.
Despite numbers of staff employed by central government falling slightly over the last decade, costs have increased by 10 per cent.
The Department for Business, Innovation and Skills and the Skills Funding Agency are pursuing a range of initiatives to simplify funding, qualification and assurance systems in further education. However, they do not know the scale of the problem faced by further education colleges and other providers.
The NAO has published its report on the 2010-11 accounts of the Skills Funding Agency.
Lessons from the large body of experience of using PFI can be applied to improve other forms of procurement. Government should also do more to act as an ‘intelligent customer’ in the procurement and management of projects.
Homelessness has increased across all measures since 2010, with many local authorities now seeing it as a risk to their financial sustainability.
Young people are making complex choices about higher education without much effective help and advice, and the institutions concerned are under very little competitive pressure to provide best value.
This examines whether the Department for Business, Energy & Industrial Strategy has achieved the objectives of the UK Green Investment Bank intervention, and whether UK Government Investments has achieved value for money in the subsequent sale of the Bank.
This report examines the Home Office’s progress in managing a clear assurance and oversight system for police forces’ financial sustainability.
This ‘think piece’ draws on our past work highlighting the barriers that prevent health and social care services working together effectively, examples of joint working and the move towards services centred on the needs of the individual, to inform the ongoing debate about the future of health and social care in England.
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’.
By creating complex shared services over-tailored to individual departments, government has increased costs rather than made savings.
In late 2008, the Department for Business, Innovation and Skills stepped in to offer targeted support to struggling, but viable, businesses in the face of a severe economic downturn. It reacted quickly and prioritized a fast response over perfecting its policies. Under the circumstances, this approach was appropriate, according to a report published today by […]
The number of NHS and local government bodies with weaknesses in their arrangements for delivering value for money is increasing.
It is estimated that over a million social homes have been improved by the Department for Communities and Local Government’s Decent Homes Programme, which aims to improve the condition of homes for social housing tenants. The Department has also provided funding to improve conditions for vulnerable households in private sector accommodation. But the National Audit Office […]
Apprenticeships for adults offer a good return for the public money spent on them overall. However, the Department for Business, Innovation and Skills could improve value for money significantly by targeting resources on areas where the greatest economic returns can be achieved.
This report considers the value for money of the sale of student loans that entered repayment between 2002 & 2006.
Our strategy 2016-17 to 2018-19 sets out how the NAO will meet our new challenges and maximise our effectiveness to support Parliament in holding government to account and improving public services, and the resources we need to do this.
The preparations for the 2012 Olympic and Paralympic Games are going well overall and, despite time pressures, the Olympic Delivery Authority remains on course to deliver its construction programme.
This report sets out the landscape of oil and gas decommissioning.
This report assesses the scheme’s performance against its objectives, its management, and plans for the future of the scheme.