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Author: Great Britain: National Audit Office Publisher: The Stationery Office ISBN: 9780102980622 Category : Political Science Languages : en Pages : 56
Book Description
According to the National Audit Office, in 2011-12, government spent an estimated £316 million less on ICT than it would otherwise have done. The main challenge, however, will be to move to the delivery of ICT solutions that reform public services and the way that government works. The government announced in October 2012 that, subject to audit, it had already saved £410 million from its savings initiatives in 2012-13 and expected to save a further £200 million by the end of March 2013. The appointment of commercial experts has helped departments to claw money back, renegotiate contracts before they expire and, overall, spend less on ICT than they otherwise would have done. However, weaknesses in data held by the Cabinet Office have meant that the £348 million of savings reported by the Cabinet Office for 2011-12, resulting from its initiative to manage ICT suppliers as a single customer, could not be validated. To date, moreover, the Cabinet Office has measured only cost savings and has not published measures of the wider impacts of its initiatives. The department is starting to take steps to consider risk and performance on a more holistic basis, which should provide it with more information on wider impact. Views are mixed on the effect of reform on government's relationship with ICT suppliers. Suppliers consulted by the NAO were frustrated at the slow pace of change and the focus on cost-cutting, rather than exploring innovative opportunities to redesign public service and put services online. There have also been comments from government on resistance by suppliers to change
Author: Great Britain: National Audit Office Publisher: The Stationery Office ISBN: 9780102980622 Category : Political Science Languages : en Pages : 56
Book Description
According to the National Audit Office, in 2011-12, government spent an estimated £316 million less on ICT than it would otherwise have done. The main challenge, however, will be to move to the delivery of ICT solutions that reform public services and the way that government works. The government announced in October 2012 that, subject to audit, it had already saved £410 million from its savings initiatives in 2012-13 and expected to save a further £200 million by the end of March 2013. The appointment of commercial experts has helped departments to claw money back, renegotiate contracts before they expire and, overall, spend less on ICT than they otherwise would have done. However, weaknesses in data held by the Cabinet Office have meant that the £348 million of savings reported by the Cabinet Office for 2011-12, resulting from its initiative to manage ICT suppliers as a single customer, could not be validated. To date, moreover, the Cabinet Office has measured only cost savings and has not published measures of the wider impacts of its initiatives. The department is starting to take steps to consider risk and performance on a more holistic basis, which should provide it with more information on wider impact. Views are mixed on the effect of reform on government's relationship with ICT suppliers. Suppliers consulted by the NAO were frustrated at the slow pace of change and the focus on cost-cutting, rather than exploring innovative opportunities to redesign public service and put services online. There have also been comments from government on resistance by suppliers to change
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts Publisher: The Stationery Office ISBN: 9780215061614 Category : Political Science Languages : en Pages : 48
Book Description
Central government spent a total of around £45 billion on buying goods and services in 2011-12, including an estimated £6.9 billion on ICT. Since 2010, the government has introduced a range of procurement reforms designed to save money. These include centralising the procurement of goods and services bought by all departments, such as energy and travel. All ICT spending over £5million must be approved by the Cabinet Office, and a programme to develop ICT infrastructure which can be shared across government organisations has been developed. These reforms are beginning to have an impact: the proportion of spending that goes through central contracts has increased steadily; the ICT initiatives have resulted in some savings; and there are signs that departments are starting to think more intelligently about why and how they use ICT. But the accountability arrangements for centralised procurement remain a barrier; the centre manages the contracts yet departments remain liable for their own spending decisions so they are reluctant to cede authority to the centre. Management information on spending and savings is incomplete, so departments do not always trust the figures on savings claimed. These gaps in accountability and data make it harder to make the case for procurement across central government and in the wider public sector to be centralised. The commitment to localism seems to be at odds with buying through central contracts, and government's desire to give more government business to small firms does not appear to have changed the way large procurements are managed.
Author: Great Britain: National Audit Office Publisher: The Stationery Office ISBN: 9780102986150 Category : Political Science Languages : en Pages : 48
Book Description
Older ICT systems that are critical for the delivery of key public services ('legacy ICT') expose departments to risks which must be understood and managed. A particular risk is that departments dependent on legacy ICT will find it more challenging to achieve the business transformation envisaged by the Government in its digital strategy. Some £480 billion of the government's operating revenues and at least £210 billion of non-staff expenditure such as pensions and entitlements are reliant to some extent on legacy ICT. Good practice in managing legacy ICT as an integrated part of public service delivery is therefore crucial to maintaining the performance of these services. The reliance of government on legacy ICT is highlighted by the NAO in a number of case studies. The common risks seen by the NAO in its case studies include a higher vulnerability of legacy ICT to security problems; being locked in to uncompetitive support arrangements with a single supplier; a shortage of skills to maintain and support legacy ICT; the proliferation of manual processes as legacy ICT systems have to cope with changing business needs; the cost of new business processes to compensate for missing functionality in the legacy ICT system; and increased complexity caused by additional interfaces with other systems, driving up costs.
Author: Great Britain: National Audit Office Publisher: The Stationery Office ISBN: 9780102981315 Category : Political Science Languages : en Pages : 52
Book Description
Since 2010, the government has made a number of changes to its procurement structures and processes. There have been signs of good progress in key areas: expenditure on common goods and services is more centralised; participation by small and medium enterprises (SMEs) has increased; and the Government Procurement Service is an improvement on its predecessor. The creation of a Chief Procurement Officer and associated positions has formed clearer lines of responsibility at the centre, and the Cabinet Office now has a firmer grip of procurement expenditure. Overall, the NAO expresses confidence in the Service's reported savings of £426 million in 2011-12 as a result of reductions in price owing to centralised procurement. Nevertheless, there have been problems in implementing the reforms, including ineffective governance structures, unrealistic targets, incomplete data and weaknesses in contract management. Government is not maximising the potential for savings through centralised procurement. There are some operational issues with GPS's management of the central contracts, with departments raising concerns about the inconsistency of contract management and the quality of customer service. And some weaknesses in implementation mean that the centralised approach is not releasing procurement resources in departments as originally expected. Roles and responsibilities for day-to-day contract management are unclear and there are inadequate mechanisms by which departments and the centre of government can hold each other to account. The Cabinet Office will have to lead a major cultural shift across government if the centralising of buying goods and services is to deliver the significant benefits on offer.
Author: OECD Publisher: OECD Publishing ISBN: 9264264140 Category : Languages : en Pages : 246
Book Description
This review focuses on improving access to quality and timely services for citizens as a means to facilitate inclusive growth in the Dominican Republic.
Author: Great Britain: National Audit Office Publisher: The Stationery Office ISBN: 9780102981391 Category : Political Science Languages : en Pages : 52
Book Description
As the government strives to get everyone using online services, it must make sure it doesn't ignore people without internet access. This group of approximately 4 million people is skewed towards those aged over 65, in lower socio-economic grops or iwth disability. The Cabinet Office needs to make sure it understands these people's needs better and move forward with its plans to support them. They must not be put at a disadvantage because they either can't or don't want to go online. In some cases, fewer than 50% of transactions are completed online. To achieve its expectation that 82% of transactions are completed online, the Cabinet Office needs to understand better and break down the barriers that stop people with internet access from using online government services.
Author: OECD Publisher: OECD Publishing ISBN: 9264235051 Category : Languages : en Pages : 336
Book Description
This report aims to identify new developments in the administration of central government that lead to better value for money: better services at lower costs for the taxpayers.
Author: Great Britain. Parliament. House of Commons. Committee of Public Accounts Publisher: The Stationery Office ISBN: 0215078330 Category : Political Science Languages : en Pages : 24
Book Description
A strong and effective centre of government is vital for the effective operation of government as a whole and for ensuring a focus on improved value for money for the taxpayer. However, there is a lack of clarity about the centre's precise role, particularly the respective responsibilities of the Cabinet Office, HM Treasury and the Prime Minister's Office (Number 10), and how they work together as a coherent centre. The centre sometimes intervenes to address issues with high-priority government programmes, but has too often failed to do so effectively or at an early enough stage. In part, this is because the centre does not have a joined-up single view of strategic risks across government, meaning it is often reactive in its response rather than able to anticipate potentially serious problems. There are gaps in key skills at the centre and across departments, such as financial management capability and contracting expertise, which are compounded because government repeatedly fails to learn lessons and share good practice from past experience. The Government announced that the roles of Cabinet Secretary and Head of the Civil Service will be combined, and there will be a new Chief Executive post at the centre of government. Implementing these changes may provide an opportunity to make progress on the role of the centre
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts Publisher: The Stationery Office ISBN: 0215070771 Category : Business & Economics Languages : en Pages : 24
Book Description
The Public Accounts Committee concludes that the BBC's Digital Media Initiative (DMI) was a complete failure. The DMI was a transformation programme that involved developing new technology for BBC staff to create, share and manage video and audio content and programmes from their desktops. Siemens were contracted to build the DMI system, but the contract was terminated and brought in-house in 2009. But the BBC failed to complete the DMI Programme and in May 2013 cancelled it at a cost to licence fee payers of £98.4 million. The BBC was far too complacent about the DMI's troubled history and the very high risks involved in taking it in-house. The DMI was 18 months behind schedule when the BBC took it in-house from Siemens. The BBC did not obtain independent technical assurance for the system design or ensure that the intended users were sufficiently engaged with the Programme. Poor governance meant that these important weaknesses went unchallenged, even when things started to go badly wrong. Projects like the DMI need to be led by an experienced senior responsible owner who has the skills, authority and determination to see the project through to successful implementation. The BBC needs to report using clear milestones that give the Executive and the Trust an unambiguous and accurate account of progress and any problems. The BBC Executive should apply more rigorous and timely scrutiny to its major projects to limit potential losses and the BBC Trust must be more proactive in chasing and challenging the BBC Executive's performance.
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts Publisher: The Stationery Office ISBN: 9780215064868 Category : Business & Economics Languages : en Pages : 40
Book Description
The Whole of Government Accounts for 2011-12 presents the combined financial activities of some 3,000 organisations. It provides vital data on which Government needs to act. Key issues have been identified, such as the £19.4 billion liability for clinical negligence claims. But it is frustrating to see other issues seemingly ignored in long-term policy making and spending decisions. In one year, the public sector was defrauded of over £20 billion and the tax gap rose to £35 billion. The financial liabilities for dealing with nuclear waste also keep growing. There is room for improvement in the document itself and how it is used. Users find it hard to understand, for example, why the Government debt and deficit highlighted in the WGA differ from those reported in the ONS's National Accounts. Also, by changing definitions in its commentary published alongside the WGA, the Treasury makes it difficult to track changes over time. The Treasury's introduction in the commentary of a new concept of so-called 'direct' expenditure leaves out key costs such as the interest paid on the National Debt. The publicly owned and controlled bodies - such as Network Rail and the taxpayer owned banks - are still being excluded, in defiance of normal accounting rules. The usefulness of the WGA is also being limited by the length of time it takes to produce the document and by poor quality data from some of the bodies. The accounts have again been qualified over the completeness, timeliness and accuracy of the information supplied for schools and academies
Author: Great Britain: National Audit Office
Author: Great Britain: National Audit Office
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Author: Great Britain: National Audit Office
Author: Great Britain: National Audit Office
Author: OECD
Author: Great Britain: National Audit Office
Author: OECD
Author: Great Britain. Parliament. House of Commons. Committee of Public Accounts
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts