The National Audit Office has today published the findings from its investigation into the Department for Transport’s (the Department’s) progress in implementing the South East Flexible Ticketing Programme (the Programme). In January 2012, the Department set up the Programme to improve coordination, speed up delivery and increase take up of smart ticketing. The Department was […]
The National Audit Office has today published the findings from its investigation into the Department for Transport’s (the Department’s) progress in implementing the South East Flexible Ticketing Programme (the Programme). In January 2012, the Department set up the Programme to improve coordination, speed up delivery and increase take up of smart ticketing. The Department was […]
The first Road Investment Strategy represents an important step forward towards better long-term planning of the strategic road network. However, the speed with which it was put together created risks to deliverability, affordability and value for money.
The first Road Investment Strategy represents an important step forward towards better long-term planning of the strategic road network. However, the speed with which it was put together created risks to deliverability, affordability and value for money.
The cost of modernising the Great Western railway is estimated to be £5.58 billion, an increase of £2.1 billion since 2013, and there are delays to the electrification of the route of at least 18 to 36 months. The Department for Transport and Network Rail have begun to improve the management of the programme but they have more to do to protect value for money in the future.
Explore the trends in capital expenditure and resourcing since 2010-11 and build a richer understanding of what they mean for different local authorities.
HS2 is a large, complex and ambitious programme which is facing cost and time pressures. The unrealistic timetable set for HS2 Ltd by the Department means they are not as ready to deliver as they hoped to be at this point.
HS2 is a large, complex and ambitious programme which is facing cost and time pressures. The unrealistic timetable set for HS2 Ltd by the Department means they are not as ready to deliver as they hoped to be at this point.
Devolution deals to devolve power from central government to local areas in England offer opportunities to stimulate economic growth and reform public services for local users, but the arrangements are untested and government could do more to provide confidence that these deals will achieve the benefits intended
Devolution deals to devolve power from central government to local areas in England offer opportunities to stimulate economic growth and reform public services for local users, but the arrangements are untested and government could do more to provide confidence that these deals will achieve the benefits intended
The management of rail franchising has improved since 2012 however significant risks remain to achieving value for money as the programme develops.
The sale of Eurostar generated proceeds of £757m. The government prepared well for the sale and achieved its objectives to maximise proceeds. The sale illustrates some general lessons for government as it embarks on its asset sales programme.
In June 2015, the Secretary of State for Transport announced that two large rail electrification schemes would be paused because the rail investment portfolio was costing more and taking longer.
This impacts case study shows how our reports pointing to the need for Department for Transport staff to improve their skills in managing complex procurements helped DfT to develop a Commercial Capability Strategy, increase leadership training and create a network for sharing advice.
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
This impacts case study shows how our identification of lessons from past rail infrastructure programmes regarding aspects such as planning, monitoring and financing, has helped the Department for Transport apply these lessons, including in the HS2 programme.
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.
Under the Scheme, the Treasury guarantees that lenders to infrastructure projects will be repaid in full and on time, irrespective of project performance. The NAO is calling for the Treasury to be rigorous and objective in assessing whether the guarantees, which transfer risk to the public sector, are genuinely needed.
This review of five major rail projects highlights lessons the Department for Transport should apply to current and future rail programmes.
Long-standing issues in the rail industry and the scale of the procurements led to the DfT’s decision to lead the procurements itself, despite not having led a major rolling stock procurement before.
The lack of predictability of funding for highways authorities has practical implications for road networks and may lead to increased costs in the long term.
Inadequate forecasting is an entrenched problem for government departments, leading to poor value for money and increased costs for the taxpayer.