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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
The Shared Services Centre
The necessary environment for the efficient management of the Shared Service Center is lacking The department's administration of the Shared Services Centre (SSC) has been effective for sharing resources between the departments and delivering selected back-office services to a small client base. However, the governance arrangements established to oversight the SSC have not positioned it well for the future and the departments have not yet determined if the arrangement is efficient and resulting in savings. ANAO found instances where the advisory board of SSC was not consulted or involved in decisions relating to the strategic direction, financial arrangements and expenditure priorities. Information reported to the board did not focus on areas of strategic importance and the quality and completeness of this information could be improved. The mechanisms established for setting out responsibilities and obligations and ensuring transparency for services delivered by the SSC was weak. Service standards and levels were not fixed and can change. The delineation of responsibilities between the SSC and its clients was not clear and there was no commitment by the SSC to certify the quality of its control framework.
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The necessary environment for the efficient management of the Shared Service Center is lacking The department's administration of the Shared Services Centre (SSC) has been effective for sharing resources between the departments and delivering selected back-office services to a small client base. However, the governance arrangements established to oversight the SSC have not positioned it well for the future and the departments have not yet determined if the arrangement is efficient and resulting in savings. ANAO found instances where the advisory board of SSC was not consulted or involved in decisions relating to the strategic direction, financial arrangements and expenditure priorities. Information reported to the board did not focus on areas of strategic importance and the quality and completeness of this information could be improved. The mechanisms established for setting out responsibilities and obligations and ensuring transparency for services delivered by the SSC was weak. Service standards and levels were not fixed and can change. The delineation of responsibilities between the SSC and its clients was not clear and there was no commitment by the SSC to certify the quality of its control framework.
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The Australian National Audit Office
, issued in 2016
Risk cases: 2
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.
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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.
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Office of theAuditor Generalof Canada
, issued in 2018
Risk cases: 3
Electronic Health Records - VA Needs to Identify and Report Existing System Costs
Difficulties after 30 years of decentralized development The US Department of Veterans Affairs provides health care services to approximately 9 million veterans and their families. However, the IT system they use is more than 30 years old, is costly to maintain, and does not fully support exchanging health data. The US GAO, analyzed the system's modenization plans and found serious problems with definition and cost estimation.
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Difficulties after 30 years of decentralized development The US Department of Veterans Affairs provides health care services to approximately 9 million veterans and their families. However, the IT system they use is more than 30 years old, is costly to maintain, and does not fully support exchanging health data. The US GAO, analyzed the system's modenization plans and found serious problems with definition and cost estimation.
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US Government Accountability Office
, issued in 2019
Risk cases: 3
State funds spent on development, operation and using of data centres services
organisational units of the state on buying hosting, server-housing and other related services. The audited period was between 2010 and 2014; where relevant, the preceding period was also scrutinised. Audited ... The aim of the audit was to scrutinise the management of funds spent on building and operating the national data centre (hereinafter “STC1 data centre”), including the expenditure of selected ... entities: Ministry of the Interior (“MoI”); Ministry of Finance (“MoF”); STÁTNÍ TISKÁRNA CENIN, state firm (state banknote printing firm, hereinafter “STC” or “the state firm”). The audit was conducted ... ... Risks steming from uncoordinated strategy ... was to guard high quality standards for all crucial IT systems in the state administration. Next consecquences were (among others) risk of uneconomical results of large IT investment and risk of inefficient ... supply of services, as well as opposite results of workforce reduction. ... SAI of Czech Republic analysed consequences of failures in strategic IT management at the state level. Lack of coordination and implementation rules reduced practical role of the ministry whose task
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organisational units of the state on buying hosting, server-housing and other related services. The audited period was between 2010 and 2014; where relevant, the preceding period was also scrutinised. Audited ... The aim of the audit was to scrutinise the management of funds spent on building and operating the national data centre (hereinafter “STC1 data centre”), including the expenditure of selected ... entities: Ministry of the Interior (“MoI”); Ministry of Finance (“MoF”); STÁTNÍ TISKÁRNA CENIN, state firm (state banknote printing firm, hereinafter “STC” or “the state firm”). The audit was conducted ... ... Risks steming from uncoordinated strategy ... was to guard high quality standards for all crucial IT systems in the state administration. Next consecquences were (among others) risk of uneconomical results of large IT investment and risk of inefficient ... supply of services, as well as opposite results of workforce reduction. ... SAI of Czech Republic analysed consequences of failures in strategic IT management at the state level. Lack of coordination and implementation rules reduced practical role of the ministry whose task
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Supreme Audit Office of Czech Republic
, issued in 2015
Risk cases: 7
Federal Agencies Need to Address Aging Legacy Systems
Be aware of legacy IT risks The US government spends about 75 percent of the total amount budgeted for information technology on operations and maintenance. GAO reviewed Office of Management and Budget and 26 agencies, covering years 2010 through 2017 and recommends to develop a goal for spending measure and finalize guidance to identify and prioritize legacy IT needing to be modernized or replaced.
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Be aware of legacy IT risks The US government spends about 75 percent of the total amount budgeted for information technology on operations and maintenance. GAO reviewed Office of Management and Budget and 26 agencies, covering years 2010 through 2017 and recommends to develop a goal for spending measure and finalize guidance to identify and prioritize legacy IT needing to be modernized or replaced.
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General Accountability Office
, issued in 2016
Risk cases: 3
FEMA Needs to Address Management Weaknesses to Improve Its Systems
Controls in emergency management GAO audited the agency of the Department of Homeland Security, responsible for federal efforts to mitigate, respond to, and recover from disasters. American auditors recommend that the agency fully define its investment board’s roles and responsibilities and procedures for selecting and overseeing investments, update its strategic plan and complete plans for IT modernization, and establish time frames for completing workforce planning efforts. The agency should also establish policies and guidance for implementing key IT management controls.
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Controls in emergency management GAO audited the agency of the Department of Homeland Security, responsible for federal efforts to mitigate, respond to, and recover from disasters. American auditors recommend that the agency fully define its investment board’s roles and responsibilities and procedures for selecting and overseeing investments, update its strategic plan and complete plans for IT modernization, and establish time frames for completing workforce planning efforts. The agency should also establish policies and guidance for implementing key IT management controls.
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General Accountability Office
, issued in 2016
Risk cases: 4
Digital transformation in government
Support exemplars, provide consistent guidance... and do not lose focus As the NAO states: Government faces significant challenges in providing public services. While many government services are now available online, public administration is struggling to manage more complicated programmes and to improve the complex systems and processes that support public services.
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Support exemplars, provide consistent guidance... and do not lose focus As the NAO states: Government faces significant challenges in providing public services. While many government services are now available online, public administration is struggling to manage more complicated programmes and to improve the complex systems and processes that support public services.
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National Audit Office
, issued in 2017
Risk cases: 4
Opportunities Exist for SEC to Improve Its Controls over Financial Systems and Data
. In carrying out its mission, the SEC relies on computerized information systems to collect, process, and store sensitive information, including financial data. Having effective information security controls ... in place is essential to protecting these systems and the information they contain. <br/> This report details weaknesses GAO identified in the information security program at SEC during its audit ... of SEC’s key financial systems and information. To do this, GAO examined information security policies, plans, and procedures; tested controls over key financial applications; interviewed agency officials ... IT security basics under scrutiny ... Financial audit by US GAO was accompanied by an IT examination focused on information security measures in the Securities and Exchange Commission (SEC). GAO found that SEC’s systems could ... be compromised, because of risks jeopardizing the confidentiality, integrity, and availability of sensitive financial information.
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. In carrying out its mission, the SEC relies on computerized information systems to collect, process, and store sensitive information, including financial data. Having effective information security controls ... in place is essential to protecting these systems and the information they contain. <br/> This report details weaknesses GAO identified in the information security program at SEC during its audit ... of SEC’s key financial systems and information. To do this, GAO examined information security policies, plans, and procedures; tested controls over key financial applications; interviewed agency officials ... IT security basics under scrutiny ... Financial audit by US GAO was accompanied by an IT examination focused on information security measures in the Securities and Exchange Commission (SEC). GAO found that SEC’s systems could ... be compromised, because of risks jeopardizing the confidentiality, integrity, and availability of sensitive financial information.
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General Accountability Office
, issued in 2016
Risk cases: 5
The Ministry of the Environment lacks a compact information system and still uses 125 separate information systems and databases
of the MoE. The audit identified the following risks: (1) non-existence of the Integrated environmental information system (IEIS) as an independent information system; (2) purchase of ICT, within the budget ... chapter of the MoE, through a state co-funded organisation CENIA which comes under the management of the MoE; (3) utilisation of the information systems. The audited period was 2010 to 2013; where relevant ... The objective of the audit was to scrutinise the management of funds earmarked for the purchase and administration of ICT within the MoE and selected organisations which come under the management ... ... Ministry of the Environment manages 125 information systems and databases ... The Ministry of the Environment (MoE) has for more than 20 years a legal obligation to administer and manage an Integrated Environmental Information System (IEIS). In spite of this fact, the existing ... systems (more than 125 information systems and databases) are designed, implemented and managed as individual information systems without a direct integration into a joint point of reference.
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of the MoE. The audit identified the following risks: (1) non-existence of the Integrated environmental information system (IEIS) as an independent information system; (2) purchase of ICT, within the budget ... chapter of the MoE, through a state co-funded organisation CENIA which comes under the management of the MoE; (3) utilisation of the information systems. The audited period was 2010 to 2013; where relevant ... The objective of the audit was to scrutinise the management of funds earmarked for the purchase and administration of ICT within the MoE and selected organisations which come under the management ... ... Ministry of the Environment manages 125 information systems and databases ... The Ministry of the Environment (MoE) has for more than 20 years a legal obligation to administer and manage an Integrated Environmental Information System (IEIS). In spite of this fact, the existing ... systems (more than 125 information systems and databases) are designed, implemented and managed as individual information systems without a direct integration into a joint point of reference.
Full description
Supreme Audit Office of Czech Republic
, issued in 2015
Risk cases: 7