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Achieving Improvements through Clinical Governance: A Progress Report on Implementation by NHS Trusts

“Trusts have made good progress in the early stages of implementing the clinical governance programme. It is important, however, that they maintain the momentum that has been built up and overcome barriers in order to ensure that the National Health Service derives the intended benefits and, crucially, that patients see a clear improvement in their treatment and the quality of their healthcare.”

Published:
17 Sep 2003

Achieving Innovation in Central Government Organisations

“Much work has been done to drive forward operational innovations within the civil service. But harnessing a new culture isn’t easy. We have found many examples of new and worthwhile changes but strong barriers to innovation remain.

Senior managers are providing leadership to change, but implementing structural changes will not be achieved by dropping initiatives from on high, but rather by creating a supportive environment where all staff are encouraged to make suggestions for change.”

Published:
25 Jul 2006

Action to Improve Passenger Rail Services

Sir John Bourn, head of the National Audit Office, told Parliament today that the Shadow Strategic Rail Authority (SSRA) and its predecessor organisation, the Office of Passenger Rail Franchising (OPRAF), had taken action where possible to remedy underperformance by passenger train operators but that the present franchise arrangements could be improved to secure better performance. … Read more

Published:
3 Aug 2000
FCO buiilding

Adapting the Foreign and Commonwealth Office’s global estate to the modern world

“The FCO can do more to get value for money from its overseas estate.  Although the Department has begun to remedy some of the shortcomings we identified and has started work on its strategy for managing the estate, it still needs to get the basics right.  It needs to lay out the priorities for its overseas estate and work out how to get more robust information.  Whilst there are examples of good practice at individual posts, the Department needs to spread this across the whole estate if it is to make real efficiencies.”

Published:
11 Feb 2010

Addressing the environmental impacts of Government procurement

“Minimising environmental impact is recognised by government as a key criterion of good procurement. In 2008 progress was made by departments, but only some are on target to be practising sustainable procurement across their business by the end of this year. Procurement decisions need to be supported by a more thorough understanding of environmental benefits and costs, so that departments can show that their procurement meets the twin requirements of sustainability and value for money.”

Central government and its agencies, excluding the NHS, spent £54.7 billion in 2007-08 on the procurement of non-capital goods and services. In March 2008 the government created the post of Chief Sustainability Officer, supported by a Centre of Expertise in Sustainable Procurement at the Office of Government Commerce.

Published:
29 Apr 2009

Administration of Arable Area Payments in the Netherlands, Sweden and England

This is a collaborative report between the National Audit Office in England, the Algemene Rekenkamer (Netherlands Court of Audit) and the Riksrevisionsverket (Swedish National Audit Office). This exercise compares the results from their three separate reports on the administration of the arable payments scheme where, under the Common Agricultural Policy, the underlying regulations are the same in all European Union countries.

Published:
20 Apr 2010