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The rural broadband programme
Intervention in a noncompetitive market The British NAO's audit report of 2013 concerns ambitious yet delayed UK government programme, which objective was to have the best superfast broadband network in Europe by 2015. The report focuses on one of the programme's main problems: rural areas, where commercial providers had no plans to invest, because of lower returns.
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Intervention in a noncompetitive market The British NAO's audit report of 2013 concerns ambitious yet delayed UK government programme, which objective was to have the best superfast broadband network in Europe by 2015. The report focuses on one of the programme's main problems: rural areas, where commercial providers had no plans to invest, because of lower returns.
Full description
National Audit Office
, issued in 2013
Risk cases: 7
The National Offender Management Information System (NOMIS)
This report examines the reasons for the delays and cost increases to the original integrated information system and, since the moratorium imposed by the Minister of State in order to seek options ... for project’s cost reduction, the aims of the revised National Offender Management Service (NOMS) and the progress made, the impact of the delays and rescoping on the costs and benefits achieved, and NOMS ... ’ fitness to deliver. The aim of one integrated information system (C-NOMIS i.e. National Offender Management Information System) was to improve information sharing about offenders; address the lack ... Rescoping necessary, but not fully successful ... An initiative to build a single offender management IT system for the prison and probation services has not delivered value for money. The NAO investigation found the project had been hampered ... by poor management leading to a three-year delay, a doubling in project costs and reductions in scope and benefits.
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This report examines the reasons for the delays and cost increases to the original integrated information system and, since the moratorium imposed by the Minister of State in order to seek options ... for project’s cost reduction, the aims of the revised National Offender Management Service (NOMS) and the progress made, the impact of the delays and rescoping on the costs and benefits achieved, and NOMS ... ’ fitness to deliver. The aim of one integrated information system (C-NOMIS i.e. National Offender Management Information System) was to improve information sharing about offenders; address the lack ... Rescoping necessary, but not fully successful ... An initiative to build a single offender management IT system for the prison and probation services has not delivered value for money. The NAO investigation found the project had been hampered ... by poor management leading to a three-year delay, a doubling in project costs and reductions in scope and benefits.
Full description
National Audit Office
, issued in 2009
Risk cases: 4
The BBC’s understanding of its audiences and users
Understand your audience, BBC Audience data and insights are critical to the success of broadcasters - which is also true in the case of the world renowned British Broadcasting Corporation. Auditors reviewed the BBC's main projects and the analyst team dedicated to collect and interpret the audience related information. Data coherence, review of performance and benefits traicing - belong to key areas in need of substantial refinements.
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Understand your audience, BBC Audience data and insights are critical to the success of broadcasters - which is also true in the case of the world renowned British Broadcasting Corporation. Auditors reviewed the BBC's main projects and the analyst team dedicated to collect and interpret the audience related information. Data coherence, review of performance and benefits traicing - belong to key areas in need of substantial refinements.
Full description
National Audit Office
, issued in 2019
Risk cases: 6
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
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
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...
Full description
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
Performance measurement by regulators
Performance measurement for regulators Primary adressees of this good practice guide - by the British NAO - are regulators, the public institutions established for making sure that an industry or system works legally and fairly. But we are sure that many more can find this guidance useful - including auditors. NAO presents a comprehensible framework for performance measurement and hints how to focus on influence that regulators can use.
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Performance measurement for regulators Primary adressees of this good practice guide - by the British NAO - are regulators, the public institutions established for making sure that an industry or system works legally and fairly. But we are sure that many more can find this guidance useful - including auditors. NAO presents a comprehensible framework for performance measurement and hints how to focus on influence that regulators can use.
Full description
National Audit Office
, issued in 2016
Risk cases: 2
Managing the risk of legacy ICT to public service delivery
The cross-government report describes the case studies from four public services (state pension, Value Added Tax collection, prescription payment and consumer credit licensing services) selected ... to illustrate the range of approaches that small and large government bodies are taking to address the issues arising from legacy ICT (defined as "systems and applications that have been operationally embedded ... within a business function but superseded by newer and more effective technologies or changed business needs"). ... Possible approaches to the problem of 'legacy ICT' ... UK’s government experience in managing the risks connected to legacy ICT provides valuable insight for others facing the same problem and are considering transforming their services.
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The cross-government report describes the case studies from four public services (state pension, Value Added Tax collection, prescription payment and consumer credit licensing services) selected ... to illustrate the range of approaches that small and large government bodies are taking to address the issues arising from legacy ICT (defined as "systems and applications that have been operationally embedded ... within a business function but superseded by newer and more effective technologies or changed business needs"). ... Possible approaches to the problem of 'legacy ICT' ... UK’s government experience in managing the risks connected to legacy ICT provides valuable insight for others facing the same problem and are considering transforming their services.
Full description
National Audit Office
, issued in 2013
Risk cases: 3
Improving broadband
Lessons of Superfast Programme UK NAO's report on goverments extensive support to the superfast internet, with special focus on the Future Programme perspectives. Influence of the COVID-19 pandemic considered.
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Lessons of Superfast Programme UK NAO's report on goverments extensive support to the superfast internet, with special focus on the Future Programme perspectives. Influence of the COVID-19 pandemic considered.
Full description
National Audit Office
, issued in 2020
Risk cases: 7