The development and use of identification services in public administration
with legislation in procuring services. The audit also examined development, control and monitoring structures regarding identification services. The audit focused on electronic identification services that are used ... The audit examined the implementation and coordination of projects aimed at developing identification services in public administration, cooperation among authorities in this area and compliance ... in public administration's electronic transactions. ... ... Unhealthy competition linked with lack of coordinatnion and with procurement irregularities ... See what may go wrong with the IT public procurement. Check out what is the basis to avoid irregularities or omissions in complying with public procurement legislation. National Audit Office ... of Finland identified also risks resulting from lack of horizontal coordination.
Full description

Public access point to the Polish e-Administration
known by the audit was 'Project Frameworks vs Public Procurement'. ... Coordinated audit series (46 auditees) focused on a web solution applied to give an easy access to Government e-services (the project planned to be completed in 2013) The audit was performed in 2008 ... and public report issued in March 2009. Primary goal of th presentation was intended to illustrate the use of 'e-Government Algorithm' elaborated by EUROSAI IT Working Group in 2005. One of issues mede better ... ... Buyer, provider and methodologies need a balance ... old EUROSAI IT Wg 'Algorithm approach' and focuses on procurement systemic problems. ... Presentation based on a vast audit by Polish SAI which subject was of big network project aiming to provide one access point to Government and Selfgovernments services. The presentation illustrates
Full description

Audit of the key ICT project federal GEVER programme Federal Chancellery
During the first stage, two new GEVER (electronic records and process management) products were procured in an open WTO tender within the framework of the two-product strategy (federal GEVER WTO ... procurement project). CHF 1.6 million was spent on these. The departments and Federal Chancellery (departments/FCh) had to choose one of the two products within three months of the contract being awarded. ... ... Advanced process management system's cost-effectiveness and deadlines at risk ... Ever since 1990, sequential controls and file management have been part of the Federal Administration's IT landscape (GEVER business administration). Significant obstacles have to be overcome ... in order to ensure the successful creation and introduction of GEVER. Previous efforts did not have any widespread success and led to a diverse GEVER landscape. The federal GEVER project has now laid ... the foundations for simplification and centralisation.
Full description

Building and Implementing the Phoenix Pay System
Expensive IT project became a failure Phoenix project (development of states pay system) was an incomprehensible failure of project management and oversight. Phoenix executives prioritized certain aspects, such as schedule and budget, over other critical ones, such as functionality and security. Phoenix executives did not understand the importance of warnings that the Miramichi Pay Centre, departments and agencies, and the new system were not ready. They did not provide complete and accurate information to deputy ministers and associate deputy ministers of departments and agencies, including the Deputy Minister of Public Services and Procurement, when briefing them on Phoenix readiness for implementation.
Full description

IT Police Systems
and organization of the project turned out to make the difference. Accordance with the public procurement law was not part of the audit as a separate investigation in that matter was carried by respective Polish ... Implementation by the Polish Police of two IT projects (E-police station and Command Support System - CSS) was audited. Both systems were to relieve the Police officers and increase the quality ... and effectiveness of their work. Audit explained the reason of failure in the case of E-police station project and success in the case of CSS. Although some irregularities occurred in both cases, careful planning ... ... A textbook example of how not to implement the IT projects ... Polish NIK compared the implementation of two flagship IT projects of the Police HQ: successful 'Command Support System' and problematic 'E-police station'. List of interesting problems appeared...
Full description

Management and implementation of 1BestariNet
and monitoring of 1BestariNet Project. The audit was carried out at 1BestariNet’s Project Management Office, Ministry of Education Malaysia (Education Technology Division, Procurement and Asset Management Division ... 1BestariNet Service Project (1BestariNet) is an initiative undertaken by the Malaysian Ministry of Education (MOE) to replace and enhance ICT connectivity in schools. It is an enhancement ... to the SchoolNet service which terminated on 31 December 2010 with emphasis on end-to-end solutions (E2E) network services together with Virtual Learning Environment (VLE). Under this project, 10,000 primary ... ... To answer big risks in IT systems development you need all levels of organisation ... Audit of 1BestariNet is presented by the Malaysian National Audit Department together with other IT projects reviewed. A result is this concise and instructive list of lessons learnt and failures ... to be avoided. To maximize performance and minimize vendor lock-in you need a lot of concerted effort by top and line management, as well as users ready to work with new tools.
Full description

Centralisation of support services of state authorities
Most goals of centralisation of support services were achived Centralisation of support services of state authorities has generally been successful, the quality of accounting has improved, and accounting has become more effective. The objective of saving on costs was not achieved. It would be beneficial to analyse the implementation of a similar model in local governments, i.e. concentrating the accounting services to central units in order to improve the quality of accounting and make work more effective. It would allow saving working time on doing routine accounting procedures and use this time more for financial management, which helps to use public funds better and more expediently.
Full description

The National Government Service Centre – Has administration become more effective?
The purpose of this audit has been to investigate whether the Service Centre has made administrative operational support functions taken over from client agencies more effective, and to find ... explanations for the results so far achieved by the Service Centre. The audit has also aspired to illustrate how agencies that do not subscribe to the services regard their potential for doing so ... . These viewpoints have been analysed with a special focus on the conditions that applied to the Service Centre when it was formed and the measures taken by the Government and the Service Centre in the first years. ... ... Has Swedish public administration become more effective? ... The Service Centre – payroll and financial administration IT system for Swedish public agencies under the government – has achieved the target of a subscription rate of 25 per cent of the total ... number of state employees. However, subscription to the Service Centre was initially slower than the Government had predicted and meant lower revenues than expected in autumn 2013. The Service Centre ... then introduced a rigorous review of its expenditure, for example for some planned development initiatives for internal procedures and support systems.<br/>The Swedish NAO noted that the Government’s steering
Full description

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.
Full description