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Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215062628
Category : Business & Economics
Languages : en
Pages : 44
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Book Description
The BBC did a good job in completing the move to Salford on time, within budget and without disruption services. However, the scale of some of the allowances paid to staff to relocate to Salford is difficult to justify. There were 11 cases where the cost of relocating staff exceeded £100,000 per person, with one costing £150,000. The BBC also failed to make a proper record of the exceptions it made to its allowance policy. The longer term success of the move to Salford depends on the BBC achieving the wider benefits it promised. These include reducing the gap between Northern and Southern audiences in the BBC's market share and stimulating economic and other regional benefits, including creating up to 15,000 jobs. The BBC should set clearly defined expectations for its relationships with its commercial partners and make clear that they must pay their fair share of tax. The BBC's decision to enter into a 10-year contract with the Peel Group for studio space at Salford seems to take little account the fast pace of change in the broadcasting industry. The BBC could end up having to pay for studio services it no longer needs and become overly dependent on them. There is also dismay at the abandonment of the BBC's Digital Media Initiative at a cost to the licence fee payer of £100 million. There have been conflicting reports from the BBC and the BBC Trust on what the project did or did not deliver
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215062628
Category : Business & Economics
Languages : en
Pages : 44
Get Book Here
Book Description
The BBC did a good job in completing the move to Salford on time, within budget and without disruption services. However, the scale of some of the allowances paid to staff to relocate to Salford is difficult to justify. There were 11 cases where the cost of relocating staff exceeded £100,000 per person, with one costing £150,000. The BBC also failed to make a proper record of the exceptions it made to its allowance policy. The longer term success of the move to Salford depends on the BBC achieving the wider benefits it promised. These include reducing the gap between Northern and Southern audiences in the BBC's market share and stimulating economic and other regional benefits, including creating up to 15,000 jobs. The BBC should set clearly defined expectations for its relationships with its commercial partners and make clear that they must pay their fair share of tax. The BBC's decision to enter into a 10-year contract with the Peel Group for studio space at Salford seems to take little account the fast pace of change in the broadcasting industry. The BBC could end up having to pay for studio services it no longer needs and become overly dependent on them. There is also dismay at the abandonment of the BBC's Digital Media Initiative at a cost to the licence fee payer of £100 million. There have been conflicting reports from the BBC and the BBC Trust on what the project did or did not deliver
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215064912
Category : Business & Economics
Languages : en
Pages : 76
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Book Description
In the three years to December 2012, the BBC gave 150 senior managers severance payments totalling £25 million. The BBC paid more salary in lieu of notice than it was obliged to in 22 of the 150 severance payments for senior managers in the three years to December 2012, at a cost of £1.4 million. It is unacceptable for the BBC, or any other public body, to give departing senior managers huge severance payments that far exceed their contractual entitlements. Some of the justifications put forward by the BBC were extraordinary. The Committee welcomes the changes that the BBC's Director General, Lord Hall, has made to cap severance pay. Recommendations include: the BBC should remind its staff that they are all individually responsible for protecting public money and challenging wasteful practices; to protect licence fee payers' interests and its own reputation, the BBC should establish internal procedures that provide clear central oversight and effective scrutiny of severance payments; the BBC Executive and the BBC Trust need to overhaul the way they conduct their business, and record and communicate decisions properly; the BBC Trust should be more willing to challenge practices and decisions where there is a risk that the interests of licence fee payers could be compromised; the BBC Trust and the BBC Executive need to ensure that decision-making is transparent and accountability taken seriously, based on a shared understanding of value for money, with tangible evidence of individuals taking public responsibility for their decisions.
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215065971
Category : Business & Economics
Languages : en
Pages : 52
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Book Description
The report Access To Clinical Trial Information And The Stockpiling Of Tamiflu (HC 295) examines two separate but connected issues; the routine withholding of clinical trial information from doctors and researchers, and the effectiveness of stockpiling of Tamiflu during an influenza pandemic. The full results of clinical trials are being routinely and legally withheld from doctors and researchers by the manufacturers of medicines. The ability of doctors, researchers and patients to make informed decisions about treatments is being undermined. Regulators and the industry have recently made proposals to open up access, but these do not cover the issue of access to the results of trials in the past which bear on the efficacy and safety of medicines in use today. Research suggests that the probability of completed trials being published is roughly 50%. Trials which give a favorable verdict are about twice as likely to be published as trials giving unfavorable
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215063496
Category : Social Science
Languages : en
Pages : 56
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Book Description
Universal Credit is the DWP's single biggest programme and enjoys cross-party support, yet its implementation has been extraordinarily poor. The failure to develop a comprehensive plan has led to extensive delay and the waste of a yet to be determined amount of public money. £425 million has been spent so far on the programme. It is likely that much of this, including at least £140 million worth of IT assets, will now have to be written off. Lack of day-to-day control meant early warning signs were missed, with senior managers becoming aware of problems only through ad hoc reviews. Pressure to deliver a programme of this magnitude within such an ambitious timescale created a fortress culture where only good news was reported and problems were denied. There has been a shocking absence of control over suppliers, with the Department failing to implement the most basic procedures for monitoring and authorising expenditure. The pilot programme is not a proper pilot. Its scope is limited and does not deal with the key issues that Universal Credit must address: the volume of claims; their complexity; change in claimants' circumstances; and the need for claimants to meet conditions for continuing entitlement to benefit. The programme will not hit its current target of enrolling 184,000 claimants by April 2014. The Department will have to speed up the later stages of the programme if it is to meet the 2017 completion date but that will pose new risks. Meeting any specific timetable from now on is less important than delivering the programme successfully
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215068873
Category : Medical
Languages : en
Pages : 48
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Book Description
Nearly one fifth of consultant posts in emergency departments were either vacant or filled by locums in 2012. Neither the Department nor NHS England have a clear strategy to tackle the shortage of A&E consultants and there is too much reliance on temporary staff to fill gaps. The Committee raised the possibility of paying consultants more to work at struggling hospitals. Greater use in A&E of consultants from other departments could also be made, or mandate that all trainee consultants spend time in A&E, or make A&E positions more attractive through improved terms and conditions. The slow introduction of round-the-clock consultant cover in hospitals - which will not be in place before the end of 2016-17 - is also having a negative impact. More people die as a result of being admitted at the weekend when fewer consultants are in A&E. Changing this relies on the British Medical Association and NHS Employers negotiating a more flexible consultants' contract, and neither the Department nor NHS England has direct control over the timescale or details of these negotiations. Hospitals, GPs and community health services all have a role to play in reducing emergency admissions - but financial incentives to make this happen are not in place. While hospitals get no money if patients are readmitted within 30 days, there are no financial incentives for community and social care services to reduce emergency admissions. Both the Department of Health and NHS England struggled to explain to us who is ultimately accountable for the efficient delivery of local A&E services
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215063427
Category : Political Science
Languages : en
Pages : 52
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Book Description
Telephone services are a vital part of government support, accounting for 43% of all customer contacts. But departments are continuing to make extensive use of higher rate phone numbers for customer telephone lines despite the fact that many people are put off calling as a result. The most vulnerable callers, on the lowest incomes, face some of the highest charges. Costs to callers are even higher because the caller has to endure long waiting times and poor customer service. In the face of this evidence we welcome the Cabinet Office's acknowledgement that it was "inappropriate" for vulnerable citizens to pay a substantial charge to access public services and its commitment to establish best practice in this field and ensure it is followed across government
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215064868
Category : Business & Economics
Languages : en
Pages : 40
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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: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215068736
Category : Education
Languages : en
Pages : 48
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Book Description
There is at present around £46 billion of outstanding student loans on the Government's books, and this figure is set to rise dramatically to £200 billion by 2042 (in 2013 prices). By 2042 there will be an estimated 6.5 million borrowers of student loans. At the same time estimates for the amount of loans that will not be repaid are also rising and the Government assumes that 35-40% of outstanding loans will never be repaid. That is some £16 billion to £18 billion on the current debt of £46 billion and £70 billion to £80 billion on the estimated value of student loans by 2042. The Department for Business, Innovation & Skills (the Department) is not doing enough to secure value for money from its collection arrangements. The Department is unable to accurately forecast student loan repayments, and does not have a sufficient understanding of the likely future cost of non-repayment to the taxpayer. The Student Loans Company is not doing enough to ensure that it identifies and collects all the repayments due, given the substantial size of the financial assets involved, and will need to demonstrate value for money from the proposed sale of the student loans book.
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215065834
Category : Business & Economics
Languages : en
Pages : 78
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Book Description
In pursuing unpaid tax, HMRC has not clearly demonstrated that it is on the side of the majority of taxpayers who pay their taxes in full. Last year the Department collected less tax in real terms than it managed to collect in 2011-12. This was despite the stated ambition to crack down on tax avoidance. The tax gap as defined by HMRC did not shrink, but in 2011-12 grew to £35 billion. Furthermore, this figure does not include all the tax revenue lost. HMRC pursues tax owed by the smaller businesses but seems to lose its nerve when it comes to mounting prosecutions against multinational corporations. It predicted that it would collect £3.12 billion unpaid tax from UK holders of Swiss bank accounts and this figure was built into budget estimates, but in 2013-14 it has so far secured just £440 million. HMRC aims to make the UK more attractive to business but the incentives to international corporations may also enable them to avoid tax. HMRC needs to strike the right balance between support and enforcement. The implementation of the Real Time Information system has been encouraging overall though some small businesses are continuing to struggle. It is of concern that HMRC is planning from April 2014 to fine companies even though some face continuing challenges. The successful implementation of Universal Credit depends on RTI continuing to work properly but the system does not have full disaster recovery arrangements. System failures could have serious consequences for payments to individuals
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
Publisher: The Stationery Office
ISBN: 9780215064820
Category : Political Science
Languages : en
Pages : 60
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Book Description
The Border Force's 7,600 staff operate immigration and customs controls at 138 air, sea and rail ports across the UK. It has a budget of £604 million for 2013-14, but is facing cuts. It has had to prioritise passenger checks at the expense of its other duties thereby weakening security at the border by neglecting other duties, such as the examination of freight for illicit goods, and checks in Calais on lorries to detect concealed illegal entrants. It was not able to meet and check up to 90,000 private planes or private boats arriving in the UK each year, leaving the UK border vulnerable and raising issues about resourcing and how priorities are set. The Border Force acknowledged that it had missed 8 of its 19 seizure and detection targets. Recommendations: set out how it will ensure that it delivers its full range of duties across all ports to provide the required level of national security; demonstrate that it can deliver its workload within the resources available; must address the gaps in the data it receives on people arriving in the UK, and the existing data needs to be cleansed to increase the quality, reliability and usefulness of the intelligence generated; set out how, and by when, it will have in place the functional IT systems it needs to underpin the security of the UK border; senior management must provide the organisation with a clear sense of purpose and tackle those barriers which inhibit the flexible and effective deployment of its staff.
