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Has Public Administration Used All Opportunities for Efficient Management of ICT Infrastructure?
Efficient Management of ICT Infrastructure Centralised management of ICT services and infrastructure would allow the institutions to optimise in long run their resources – financial, human, material and technical. However, we observed during the audit that the move towards ICT centralisation and single data centres has ceased. The different ministries and even the institutions subordinated to the same ministry do not cooperate sufficiently with each other regarding the ICT management, maintenance, and infrastructure placement. They rather choose to maintain their own, sometimes even several, data centres.
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Efficient Management of ICT Infrastructure Centralised management of ICT services and infrastructure would allow the institutions to optimise in long run their resources – financial, human, material and technical. However, we observed during the audit that the move towards ICT centralisation and single data centres has ceased. The different ministries and even the institutions subordinated to the same ministry do not cooperate sufficiently with each other regarding the ICT management, maintenance, and infrastructure placement. They rather choose to maintain their own, sometimes even several, data centres.
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State Audit Office of the Republic of Latvia
, issued in 2019
Risk cases: 3
Does the state administration effectively use the stored information?
State administration could use the accumulated information more effectively Latvian auditors found that government institutions have a good cooperation in the area of data use, but there are still several areas wherein a person still has to perform the function of a 'courier'. Many channels of data exchange and distribution used in state administration create a fragmented and complicated environment for maintenance of ICT, while responsible ministry does not become actively involved and does not coordinate cooperation of institutions.
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State administration could use the accumulated information more effectively Latvian auditors found that government institutions have a good cooperation in the area of data use, but there are still several areas wherein a person still has to perform the function of a 'courier'. Many channels of data exchange and distribution used in state administration create a fragmented and complicated environment for maintenance of ICT, while responsible ministry does not become actively involved and does not coordinate cooperation of institutions.
Full description
State Audit Office of the Republic of Latvia
, issued in 2017
Risk cases: 4
Whether Disclosure of the Public Sector Data Is Ensured
Strategy more important than declarations Why open data are so dificult to become reality? Lithuania possesses the elements required to disclose data but lacks a strategic approach. The report by SAI Lithuania reviews all critical elements of this problem. Most of them look like a pattern reproduced by other countries. And one important thing: the SAI Lithuania opened their own data - exactly on the day of publication of the audit report!
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Strategy more important than declarations Why open data are so dificult to become reality? Lithuania possesses the elements required to disclose data but lacks a strategic approach. The report by SAI Lithuania reviews all critical elements of this problem. Most of them look like a pattern reproduced by other countries. And one important thing: the SAI Lithuania opened their own data - exactly on the day of publication of the audit report!
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National Audit Office of the Republic of Lithuania
, issued in 2016
Risk cases: 9
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.
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National Audit Office
, issued in 2015
Risk cases: 5
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
Conflicts of interest
First, recognise the conflicts of interest are a real risk the British NAO gathered a significant amount of intelligence on conflicts, particularly in the health and education sectors. These are areas of government where services are increasingly commissioned and delivered by parties at arm’s-length to departments. Conflicts of interest can occur naturally as a product of the way a system is designed and most often arise from operational situations.
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First, recognise the conflicts of interest are a real risk the British NAO gathered a significant amount of intelligence on conflicts, particularly in the health and education sectors. These are areas of government where services are increasingly commissioned and delivered by parties at arm’s-length to departments. Conflicts of interest can occur naturally as a product of the way a system is designed and most often arise from operational situations.
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National Audit Office
, issued in 2015
Risk cases: 8
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
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.
Full description
National Audit Office
, issued in 2016
Risk cases: 7
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