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The National Offender Management Information System (NOMIS)
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 ... of continuity and follow up of interventions with offenders as they move within the prison system and between prison and the community; and to provide a clearer alignment of prison and probation work ... 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
Managing the risk of legacy ICT to public service delivery
within a business function but superseded by newer and more effective technologies or changed business needs"). ... 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 ... 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
The effectiveness of Official Development Assistance expenditure
Need of more coordination and transparency The audit of the UK's Official Development Assistance revealed among others: fragmented responsibilities and difficulties in review and reporting. These led to difficulties in assessment of effectiveness of the assistance and of progress in implementing the UK Aid Strategy.
Full description
National Audit Office , issued in 2019
Risk cases: 4
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...
Full description
National Audit Office , issued in 2011
Risk cases: 6
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.
Full description
National Audit Office , issued in 2015
Risk cases: 8
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.
Full description
National Audit Office , 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.
Full description
National Audit Office , issued in 2016
Risk cases: 2
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.
Full description
National Audit Office , issued in 2017
Risk cases: 4
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
National Audit Office , issued in 2016
Risk cases: 7
Good Practice in Annual Reports 2016-17
Reporting: a real skill The Building Public Trust Awards, sponsored by PwC, have been running for 15 years and the British NAO co-sponsors the public sector award. The Good Practices in annual reports 2016-2017 present eye-opening examples of how to make complex reports easily understandable and how to clearly outline goals and achievement of them.
Full description
National Audit Office , issued in 2018
Risk cases: 4
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