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Management of IT security in systems outsourced to external suppliers
Security to be improved in IT processes outsourced to external suppliers When IT processes are outsourced to external suppliers, the authorities no longer have direct control of the IT security, but remain responsible for managing the security of the IT. Authorities that fail to manage IT security actively based on risk assessments, and omit to monitor the implementation of these requirements, will not be able to determine if the level of IT security in the outsourced systems safeguards their systems and data. This is how the conclusion of the Rigsrevisionen starts. The Danish auditors noticed improvement in the audited entities, but they add that tha majority of the auditees: can refine their requirements for and follow-up on access control and logging practices
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Security to be improved in IT processes outsourced to external suppliers When IT processes are outsourced to external suppliers, the authorities no longer have direct control of the IT security, but remain responsible for managing the security of the IT. Authorities that fail to manage IT security actively based on risk assessments, and omit to monitor the implementation of these requirements, will not be able to determine if the level of IT security in the outsourced systems safeguards their systems and data. This is how the conclusion of the Rigsrevisionen starts. The Danish auditors noticed improvement in the audited entities, but they add that tha majority of the auditees: can refine their requirements for and follow-up on access control and logging practices
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National Audit Office of Denmark
, issued in 2016
Risk cases: 3
Online fraud
Uneven response to online fraud This type of fraud can affect everyone, but yet it is not a strategic priority for local police forces and the response from industry is uneven. UK NAO underlines: For too long, as a low-value but high-volume crime, online fraud has been overlooked by government, law enforcement and industry. It is a crime that can affect everyone. Fraud is now the most commonly experienced crime in England and Wales, is growing rapidly and demands an urgent response. Yet fraud is not a strategic priority for local police forces, and the response from industry is uneven.
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Uneven response to online fraud This type of fraud can affect everyone, but yet it is not a strategic priority for local police forces and the response from industry is uneven. UK NAO underlines: For too long, as a low-value but high-volume crime, online fraud has been overlooked by government, law enforcement and industry. It is a crime that can affect everyone. Fraud is now the most commonly experienced crime in England and Wales, is growing rapidly and demands an urgent response. Yet fraud is not a strategic priority for local police forces, and the response from industry is uneven.
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National Audit Office
, issued in 2017
Risk cases: 6
Open Data Trend Report 2015
How to activate the open data policy The Dutch SAI looks for ways to improve open data practice in the Netherlands. They point at experience of two leading countries: UK and US, and advise to: prepare a concrete action plan, to increase number of mandatory published data, to develop government-wide data inventory and to put open data to work.
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How to activate the open data policy The Dutch SAI looks for ways to improve open data practice in the Netherlands. They point at experience of two leading countries: UK and US, and advise to: prepare a concrete action plan, to increase number of mandatory published data, to develop government-wide data inventory and to put open data to work.
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Netherlands Court of Audits
, issued in 2015
Risk cases: 4
Report to on the user-friendliness and user involvement in the development of e-government services in Denmark
in the development of the e-government services? - Have the authorities conducted post-launch assessments of the user-friendliness of the e-government services, and do the contracts with the suppliers of the solutions ... The e-government user-friendliness requirements are divided into five overall categories: language, design and flow, data and functionality, and accessibility. 1) The objective of the study ... is to provide an assessment of the authorities’ efforts to ensure that e-government services are user-friendly. The report answers the following questions: - Have the authorities involved the users ... ... User-friendliness of public services should be consistenty required and tested ... The Danish Rigsrevisionen is of the opinion that the user-friendliness of the services can be improved if the authorities meet all the requirements of the Danish Agency for Digitisation concerning ... the matter. The audit covered user-friendliness related problems in case of five systems, before and after the launch. The systems take-up was also considered, as well as communicating with citizens who ... are unable to use digital services.
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in the development of the e-government services? - Have the authorities conducted post-launch assessments of the user-friendliness of the e-government services, and do the contracts with the suppliers of the solutions ... The e-government user-friendliness requirements are divided into five overall categories: language, design and flow, data and functionality, and accessibility. 1) The objective of the study ... is to provide an assessment of the authorities’ efforts to ensure that e-government services are user-friendly. The report answers the following questions: - Have the authorities involved the users ... ... User-friendliness of public services should be consistenty required and tested ... The Danish Rigsrevisionen is of the opinion that the user-friendliness of the services can be improved if the authorities meet all the requirements of the Danish Agency for Digitisation concerning ... the matter. The audit covered user-friendliness related problems in case of five systems, before and after the launch. The systems take-up was also considered, as well as communicating with citizens who ... are unable to use digital services.
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National Audit Office of Denmark
, issued in 2013
Risk cases: 2
Protection of automatically processed personal data
Over the past few years, a number of legal, management, supervision, information, and methodological issues related to the protection of personal data have piled up. As they have not been fully ... resolved,the National Audit Office conducted an audit to assess the efficiency of the protection and supervision of automatically processed personal data and to check whether: - the regulation of personal data ... protection conforms to the data processing practices; - personal data is properly processed at public sector bodies; - the State Data Protection Inspectorate (SDPI) performs sufficient supervision ... ... Data protection needs a long term strategy ... Rapid development of information and communication technology continuously brings about issues of personal data protection. Due to lack of long-term vision in this area they are frequently ... not addressed by the existing legislation. Moreover, SAI of Lithuania revealed failures in organization and control of personal data protection by public sector.
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Over the past few years, a number of legal, management, supervision, information, and methodological issues related to the protection of personal data have piled up. As they have not been fully ... resolved,the National Audit Office conducted an audit to assess the efficiency of the protection and supervision of automatically processed personal data and to check whether: - the regulation of personal data ... protection conforms to the data processing practices; - personal data is properly processed at public sector bodies; - the State Data Protection Inspectorate (SDPI) performs sufficient supervision ... ... Data protection needs a long term strategy ... Rapid development of information and communication technology continuously brings about issues of personal data protection. Due to lack of long-term vision in this area they are frequently ... not addressed by the existing legislation. Moreover, SAI of Lithuania revealed failures in organization and control of personal data protection by public sector.
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National Audit Office of the Republic of Lithuania
, issued in 2013
Risk cases: 2
Use of consultants and temporary staff
New skills needed in a longer term UK NAO: Used well, consultants and temporary staff can be an important source of specialist skills and capabilities that are uneconomic for departments to maintain in their permanent staff. Since 2009-10, the government has used spending controls to reduce its use of consultants and temporary staff, and by 2014-15 spending had fallen by £1.5 billion. However, spending has increased by between £400 million and £600 million since 2011-12, suggesting that this was more of a short-term reduction than a sustainable strategy. In the longer term, departments will need to develop workforce, skills and capacity plans to reduce their dependence on external skills. They will need to improve their strategic workforce planning to determine where they can deploy existing staff, where they need to recruit, and where they need to engage temporary resources. Without this, departments cannot demonstrate that they are achieving value for money from the use of consultants and temporary staff.
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New skills needed in a longer term UK NAO: Used well, consultants and temporary staff can be an important source of specialist skills and capabilities that are uneconomic for departments to maintain in their permanent staff. Since 2009-10, the government has used spending controls to reduce its use of consultants and temporary staff, and by 2014-15 spending had fallen by £1.5 billion. However, spending has increased by between £400 million and £600 million since 2011-12, suggesting that this was more of a short-term reduction than a sustainable strategy. In the longer term, departments will need to develop workforce, skills and capacity plans to reduce their dependence on external skills. They will need to improve their strategic workforce planning to determine where they can deploy existing staff, where they need to recruit, and where they need to engage temporary resources. Without this, departments cannot demonstrate that they are achieving value for money from the use of consultants and temporary staff.
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National Audit Office
, issued in 2016
Risk cases: 7
Products sold on the European market: unravelling the system of CE marking
Problems with general picture The Netherlands National Court of Audit was interested in finding out whether anyone keeps track of all the actors involved in the process of system of European Union product markings. The interest was aroused by an observation that the vast majority of the questions raised about the system were prompted by incidents and that the questioners did not generally appear to be interested in the operation of the system as a whole...
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Problems with general picture The Netherlands National Court of Audit was interested in finding out whether anyone keeps track of all the actors involved in the process of system of European Union product markings. The interest was aroused by an observation that the vast majority of the questions raised about the system were prompted by incidents and that the questioners did not generally appear to be interested in the operation of the system as a whole...
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The Netherlands Court of Audit
, issued in 2017
Risk cases: 5
Identifying and meeting central government's skills requirements
Start with well managed responsibilities UK Departments have invested heavily in skills development. Government estimates that expenditure on formal training, including salary costs of departmental learning and development staff, was £275 million in 2009-10. NAO identified weaknesses of the system which start with devolved responsibilities, lead to: weak data, mis-profiled trainings, doubtful personal decisions, lack of well-targeted evaluation - and finish at more expensive buying-in and retaining key skills...
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Start with well managed responsibilities UK Departments have invested heavily in skills development. Government estimates that expenditure on formal training, including salary costs of departmental learning and development staff, was £275 million in 2009-10. NAO identified weaknesses of the system which start with devolved responsibilities, lead to: weak data, mis-profiled trainings, doubtful personal decisions, lack of well-targeted evaluation - and finish at more expensive buying-in and retaining key skills...
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National Audit Office
, issued in 2011
Risk cases: 6
Homelessness
Homelessness grows despite increased spendings to reduce it British NAO analyses the root-causes of unsuccessful effort to reduce homelessness in England. They point at a side effect of the Goverment reform of welfare reform and at lack of full impact assessment.
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Homelessness grows despite increased spendings to reduce it British NAO analyses the root-causes of unsuccessful effort to reduce homelessness in England. They point at a side effect of the Goverment reform of welfare reform and at lack of full impact assessment.
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National Audit Office
, issued in 2016
Risk cases: 3
Central government staff costs
Results of staff reductions The British NAO found that departments had significantly reduced numbers of their civil servants and of course salary costs at the same time. But they reduced staff numbers mainly by minimising recruitment, and the age profile of the civil service has changed. NAO pays a lot attention to what effect this has had on the future pipeline of talent and skills. It reminds also that the departments need long-term operating models to work efficiently with the staff reduced.
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Results of staff reductions The British NAO found that departments had significantly reduced numbers of their civil servants and of course salary costs at the same time. But they reduced staff numbers mainly by minimising recruitment, and the age profile of the civil service has changed. NAO pays a lot attention to what effect this has had on the future pipeline of talent and skills. It reminds also that the departments need long-term operating models to work efficiently with the staff reduced.
Full description
National Audit Office
, issued in 2015
Risk cases: 5