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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
Open Data Trend Report 2015
How to activate the open data policy The Dutch SAI looks for ways to improve open data practice in the Netherlands. They point at experience of two leading countries: UK and US, and advise to: prepare a concrete action plan, to increase number of mandatory published data, to develop government-wide data inventory and to put open data to work.
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How to activate the open data policy The Dutch SAI looks for ways to improve open data practice in the Netherlands. They point at experience of two leading countries: UK and US, and advise to: prepare a concrete action plan, to increase number of mandatory published data, to develop government-wide data inventory and to put open data to work.
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Netherlands Court of Audits
, issued in 2015
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
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.
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National Audit Office
, issued in 2019
Risk cases: 6
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.
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National Audit Office
, issued in 2020
Risk cases: 7
Effectiveness of the Tax Administration of the Republic of Slovenia in the execution of modernisation projects of the Slovenian duty information system and decreasing the number of duty sub-accounts
The Tax Administration of the Republic of Slovenia (hereinafter: the Tax Administration) is responsible for collecting taxes, fees and other compulsory levies (hereinafter: duties ... ). These are the revenue of the state budget, municipal budgets, the Health Insurance Institute of Slovenia, the Institute for Pension and Disability Insurance of Slovenia (hereinafter: duties recipients) and indirectly ... of the European Union budget. In order to improve its operations, the Tax Authority decided to modernise the Slovenian duties’ collection information system. It used this opportunity to implement also a second ... ... Shaky coordination of investments in important systems ... Slovenian SAI traced a series of problems in management of crucial IT investments in tax administration. Apart from promising goals, unclear business case gave a start to many problems at next stages ... of the project, involving additional spendings, delays and errors in data processing.
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The Tax Administration of the Republic of Slovenia (hereinafter: the Tax Administration) is responsible for collecting taxes, fees and other compulsory levies (hereinafter: duties ... ). These are the revenue of the state budget, municipal budgets, the Health Insurance Institute of Slovenia, the Institute for Pension and Disability Insurance of Slovenia (hereinafter: duties recipients) and indirectly ... of the European Union budget. In order to improve its operations, the Tax Authority decided to modernise the Slovenian duties’ collection information system. It used this opportunity to implement also a second ... ... Shaky coordination of investments in important systems ... Slovenian SAI traced a series of problems in management of crucial IT investments in tax administration. Apart from promising goals, unclear business case gave a start to many problems at next stages ... of the project, involving additional spendings, delays and errors in data processing.
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Court of Audit of the Republic of Slovenia
, issued in 2014
Risk cases: 7
Correlations between the operational risks of companies in the majority ownership of local governments and the financial situation of the local governments
Risks related to local governments-owned companies The Hungarian SAI analysed four risk areas, taking 19 aspects and the specificities of Hungary’s settlement patterns into consideration. The four areas defined were the following: performance of public tasks, exercise of proprietary rights, financial stability of local governments, and short and medium-term stability of the financial management of companies.
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Risks related to local governments-owned companies The Hungarian SAI analysed four risk areas, taking 19 aspects and the specificities of Hungary’s settlement patterns into consideration. The four areas defined were the following: performance of public tasks, exercise of proprietary rights, financial stability of local governments, and short and medium-term stability of the financial management of companies.
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State Audit Office of Hungary
, issued in 2017
Risk cases: 1
Open Government Data - Are all exceptions to the principle of cost-free access and reuse legitimate?
models for all existing fee regimes applied to the use of public data, notably by auditing the relevant costs and revenue" and has entrusted to me the task of providing input for that assessment.<br ... The United Kingdom, a country seen, like the United States, as a pioneer in open public data, has estimated at £6.8bn (€7,9bn) the revenue in 2010 and 2011 generated for British society by open ... public data, of which £5bn (€5.8bn) is profit. As an example, a start-up has highlighted the existence of areas in which massive savings can be made by analysing prescriptions of patented drugs ... ... Open data strategy should decide the costs problem ... French Cour des comptes presents analysis on implementation of the open data practice across the administration. Massive savings are expected, when public access to large amounts of highquality data ... is made easy. France is among the pioneers and countries making the most rapid progress in this domain. Charges for the reuse of the public information has been identified as the main problem.
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models for all existing fee regimes applied to the use of public data, notably by auditing the relevant costs and revenue" and has entrusted to me the task of providing input for that assessment.<br ... The United Kingdom, a country seen, like the United States, as a pioneer in open public data, has estimated at £6.8bn (€7,9bn) the revenue in 2010 and 2011 generated for British society by open ... public data, of which £5bn (€5.8bn) is profit. As an example, a start-up has highlighted the existence of areas in which massive savings can be made by analysing prescriptions of patented drugs ... ... Open data strategy should decide the costs problem ... French Cour des comptes presents analysis on implementation of the open data practice across the administration. Massive savings are expected, when public access to large amounts of highquality data ... is made easy. France is among the pioneers and countries making the most rapid progress in this domain. Charges for the reuse of the public information has been identified as the main problem.
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Cour des comptes
, issued in 2013
Risk cases: 1
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
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.
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National Audit Office
, issued in 2016
Risk cases: 7