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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
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
Federal Human Resources Data
Internal control weaknesses may put mission at risk GAO audited the Enterprise Human Resources Integration payroll data warehose. The American auditors pointed at problems that may impede 'leverage of these data to meet its mission and allow others to make full use' of them. The critical internal contols areas to be improved in this cas are: completeness, accuracy, and validity of information, authorization, documentation, monitoring, results' evaluation.
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Internal control weaknesses may put mission at risk GAO audited the Enterprise Human Resources Integration payroll data warehose. The American auditors pointed at problems that may impede 'leverage of these data to meet its mission and allow others to make full use' of them. The critical internal contols areas to be improved in this cas are: completeness, accuracy, and validity of information, authorization, documentation, monitoring, results' evaluation.
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General Accountability Office
, issued in 2016
Risk cases: 2
Improved Planning and Performance Measures Are Needed to Help Ensure Successful Technology Modernization
Massive modernization effort needs coordination Social security issues can touch lives of many. Information technology in this area are increasingly costly and difficult to maintain. GAO is recommending to develop comprehensive metrics to effectively gauge modernization progress; complete comprehensive strategic planning, including its enterprise architecture; and define the new roles and responsibilities to help ensure effective oversight.
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Massive modernization effort needs coordination Social security issues can touch lives of many. Information technology in this area are increasingly costly and difficult to maintain. GAO is recommending to develop comprehensive metrics to effectively gauge modernization progress; complete comprehensive strategic planning, including its enterprise architecture; and define the new roles and responsibilities to help ensure effective oversight.
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General Accountability Office
, issued in 2012
Risk cases: 3
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
Data security and positions with access to confidential information
This government wide audit on information security and positions with access to confidential information has been performed at all ministries ans for each ministry also at one of the agencies ... . The 2007 Civil Service Data Information Security Decree (in Dutch: VIR 2007) is the legal foundation of the first part of this audit (data security). The Security Screening Act (in Dutch: WVO ... ) is the foundation of the second part (positions with access to confidential information). Only four of the organizations we have audited show an acceptible level of compliance with the 2007 Civil Service Data ... ... Shortcomings in information security and in positions with access to confidential information ... Surprising weaknesses were revealed by the NCA in its Government-wide operational audit performed as part of the 2011 audit into the state of central government accounts: Poor quality of data ... protection policy and poor protection of information systems. Also, non vetted positions with access to confidential information.
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This government wide audit on information security and positions with access to confidential information has been performed at all ministries ans for each ministry also at one of the agencies ... . The 2007 Civil Service Data Information Security Decree (in Dutch: VIR 2007) is the legal foundation of the first part of this audit (data security). The Security Screening Act (in Dutch: WVO ... ) is the foundation of the second part (positions with access to confidential information). Only four of the organizations we have audited show an acceptible level of compliance with the 2007 Civil Service Data ... ... Shortcomings in information security and in positions with access to confidential information ... Surprising weaknesses were revealed by the NCA in its Government-wide operational audit performed as part of the 2011 audit into the state of central government accounts: Poor quality of data ... protection policy and poor protection of information systems. Also, non vetted positions with access to confidential information.
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Netherlands Court of Audits
, issued in 2012
Risk cases: 3
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.
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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.
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National Audit Office
, issued in 2018
Risk cases: 4
Effectiveness of internal controls in the protection of personal data in national databases
The NAO analysed seven national databases in order to find out how the legitimate use of personal data is ensured. In accordance with the Personal Data Protection Act, the agencies who run databases ... must ensure that personal data is protected from abuse. The information system of the database must function appropriately, incl. be reliable and safe. Log files must be retained of all instances ... of viewing, amending, deleting, transmitting of data, etc. These files must allow ex-post determination of who did what, why, when and using which data. In its audit the NAO focused on the functioning ... ... Basic controls analysis can fail in data protection ... Estonian SAI analyzed personal data safety. Main finding were: poor log analysis and unprotected data.
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The NAO analysed seven national databases in order to find out how the legitimate use of personal data is ensured. In accordance with the Personal Data Protection Act, the agencies who run databases ... must ensure that personal data is protected from abuse. The information system of the database must function appropriately, incl. be reliable and safe. Log files must be retained of all instances ... of viewing, amending, deleting, transmitting of data, etc. These files must allow ex-post determination of who did what, why, when and using which data. In its audit the NAO focused on the functioning ... ... Basic controls analysis can fail in data protection ... Estonian SAI analyzed personal data safety. Main finding were: poor log analysis and unprotected data.
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National Audit Office of Estonia
, issued in 2008
Risk cases: 2
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...
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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