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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
The internal audit function in the State Owned Enterprises
Internal audit - sometimes too narrow and dependent Performance audit by the SAI Portugal in state-owned companies reveals some weaknesses of the internal audit function. Special attention should be paid to scope, independence and quality assessment.
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Internal audit - sometimes too narrow and dependent Performance audit by the SAI Portugal in state-owned companies reveals some weaknesses of the internal audit function. Special attention should be paid to scope, independence and quality assessment.
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TRIBUNAL DE CONTAS DE PORTUGAL
, issued in 2011
Risk cases: 3
The information system of the Public Real Estate Registry does not enable the recording of data in a completely efficient manner
Users to be involved SAI Serbia analysed the Public Real Estate Registry. Starting from missing involvement of users, primary goals of the project were not met. Key issues regarding data input and access are discussed in the text.
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Users to be involved SAI Serbia analysed the Public Real Estate Registry. Starting from missing involvement of users, primary goals of the project were not met. Key issues regarding data input and access are discussed in the text.
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State Audit Institution
, issued in 2019
Risk cases: 3
Improving government’s planning and spending framework
Value for money vs. short-term planning NAO reviewed the UK government's progress in improving their planning and spending framework. The auditors found that the complex structure and lack of longer term perspective in planning form a significant obstacle to fully benefit from the framework.
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Value for money vs. short-term planning NAO reviewed the UK government's progress in improving their planning and spending framework. The auditors found that the complex structure and lack of longer term perspective in planning form a significant obstacle to fully benefit from the framework.
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National Audit Office
, issued in 2018
Risk cases: 7
Is Cybercrime Combated Effectively
Good coordination needed to fight cybercrime SAI Lithuania noticed that with the growing amount of cybercrimes, the society must be prepared to recognise the threats of cybercrime and be able to protect itself from them. There is a number of forces capable of preventing and investigating this type of crime, but auditors identified shortcomings in cybercrime prevention and investigation processes, starting from lack of common taxonomy and criteria.
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Good coordination needed to fight cybercrime SAI Lithuania noticed that with the growing amount of cybercrimes, the society must be prepared to recognise the threats of cybercrime and be able to protect itself from them. There is a number of forces capable of preventing and investigating this type of crime, but auditors identified shortcomings in cybercrime prevention and investigation processes, starting from lack of common taxonomy and criteria.
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National Audit Office of the Republic of Lithuania
, issued in 2020
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.
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National Audit Office
, issued in 2015
Risk cases: 5
Public access point to the Polish e-Administration
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 ... known by the audit was 'Project Frameworks vs Public Procurement'. ... ... Buyer, provider and methodologies need a balance ... 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 ... old EUROSAI IT Wg 'Algorithm approach' and focuses on procurement systemic problems.
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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 ... known by the audit was 'Project Frameworks vs Public Procurement'. ... ... Buyer, provider and methodologies need a balance ... 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 ... old EUROSAI IT Wg 'Algorithm approach' and focuses on procurement systemic problems.
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Supreme Audit Office of Poland
, issued in 2008
Risk cases: 3
Staff scheduling in government institutions
Scheduling irregular hours work Danish Rigsrevisionen shows in their study problems with staff scheduling in government institutions where employees are required to work irregular hours. Optimized staff scheduling contributed to reducing payroll costs. On the other hand, problems with rearrangement of work, recording working hours, optimisation of staffing levels and analysis of overtime triggers - add up to high costs of workforce. IT is not always used as ally either.
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Scheduling irregular hours work Danish Rigsrevisionen shows in their study problems with staff scheduling in government institutions where employees are required to work irregular hours. Optimized staff scheduling contributed to reducing payroll costs. On the other hand, problems with rearrangement of work, recording working hours, optimisation of staffing levels and analysis of overtime triggers - add up to high costs of workforce. IT is not always used as ally either.
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National Audit Office of Denmark
, issued in 2015
Risk cases: 5
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.
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National Audit Office
, issued in 2016
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.
Full description
National Audit Office
, issued in 2016
Risk cases: 7