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Author: Great Britain. National Audit Office
Publisher:
ISBN: 9781786041029
Category : Civil service
Languages : en
Pages : 66
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Book Description
Author: Great Britain. National Audit Office
Publisher:
ISBN: 9781786041029
Category : Civil service
Languages : en
Pages : 66
Get Book Here
Book Description
Author: NATIONAL AUDIT OFFICE.
Publisher:
ISBN: 9781786045027
Category :
Languages : en
Pages : 0
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Book Description
Author: Great Britain. National Audit Office
Publisher:
ISBN: 9781786043306
Category :
Languages : en
Pages : 28
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Book Description
Author: Great Britain. National Audit Office
Publisher:
ISBN: 9781786041388
Category : Civil service
Languages : en
Pages : 35
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Book Description
Author: Great Britain: National Audit Office
Publisher: The Stationery Office
ISBN: 9780102975505
Category : Language Arts & Disciplines
Languages : en
Pages : 44
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Book Description
This National Audit Office report highlights progress across government in fulfilling most of its initial commitments to promote the transparency of public information. However, government needs a better understanding of costs, benefits and use to assess whether transparency is meeting its objectives of increasing accountability, supporting service improvement and stimulating economic growth. The Government has significantly increased the amount and type of public sector information released. Twenty-three out of 25 commitments by central government, due by December 2011, had been met by that month. However, the assessment of value for money is underdeveloped. While the Cabinet Office has identified six types of potential benefits from open data, it is not yet using this framework to evaluate the success and value for money of its various transparency initiatives. The new Open Data Institute will have a role to improve evidence on economic and public service benefits of open data. Levels of public interest in the different types of information released vary. More than four-fifths of visitors to the Government website data.gov.uk leave the site immediately without accessing any further link. In some sectors, data that would better inform accountability or choice is either not held or not yet made available. The Government estimates that public data already contributes £16 billion annually to the UK economy. Despite announced new transparency commitments to stimulate additional economic growth, the ability to maximise economic growth from traded data is constrained by current arrangements to charge for data, and limited understanding of potential benefits.
Author: Great Britain. Treasury
Publisher: Stationery Office Books (TSO)
ISBN: 9780115601262
Category : Finance, Public
Languages : en
Pages : 69
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Book Description
Dated October 2007. The publication is effective from October 2007, when it replaces "Government accounting". Annexes to this document may be viewed at www.hm-treasury.gov.uk
Author: Great Britain: National Audit Office
Publisher: The Stationery Office
ISBN: 9780102977295
Category : Business & Economics
Languages : en
Pages : 60
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Book Description
The Government's ability to show that its spending decisions represent the best value for money is being hindered by the patchy availability of good information. Many aspects of government budgeting compare well with good budgeting practice - particularly in support of the Treasury's objective to control spending. The system is less effective at addressing objectives for prioritisation of public spending and delivery of value for money across government. In 2012-13, the Government expects to spend £683 billion. The Treasury designs and manages the Government's budgetary system; departments manage their spending within the rules Treasury sets. Its spending review 2010 (SR10) and subsequent annual budgets have focused on reducing spending to tackle the fiscal deficit. The NAO estimates that SR10 cost departments and the Treasury around £20 million to administer. There were improvements in the last spending review to how spending on capital projects was allocated. However, the approach to prioritising resource spending, which represents nearly 90 per cent of all controllable spending, was less structured. There are promising budgeting developments in some departments, including innovative methods of internal challenge, improved aspects of external challenge and strengthened links between performance and spending. The Treasury's main contact with departments is through spending teams which make valuable contributions to spending control. However, their ability to challenge proposals is hampered by limited information and high staff turnover - with only eight out of 52 staff members still in place 20 months after SR10.
Author: Great Britain: National Audit Office
Publisher: The Stationery Office
ISBN: 9780102975376
Category : Business & Economics
Languages : en
Pages : 44
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Book Description
This report by the National Audit Office on progress by central government departments in reducing costs concludes that departments took effective action in 2010-11, cutting spending in real terms by 2.3 per cent or £7.9 billion, compared with 2009-10. The analysis of departments' accounts supports the Efficiency and Reform Group's estimate that Government spending moratoria and efficiency initiatives, including cuts to back-office and avoidable costs, contributed around half of the figure, some £3.75 billion. However, the report warns that departments are less well-placed to make the long-term changes needed to achieve the further 19 per cent over the four years to 2014-15, as required by the spending review. This is partly because of gaps in their understanding of costs and risks, making it more difficult to identify how to deliver activities and services at a permanently lower cost. Fundamental changes will be needed to achieve sustainable reductions on the scale required. It is unclear how far spending reductions represent year-on-year changes in efficiency, or whether front-line services are affected; and the departments' forward plans examined by the NAO are not based on a strategic view. Departments' financial data on basic spending patterns is sufficient to manage budgets in-year, but information about the consequences of changes in spending is less good. Longer term reform is a Cabinet Office priority and departments will need to look beyond short-term cost cutting measures and make major operational change. Cost reduction plans also need to build in contingency measures to cover unexpected risks.
Author: Mr.J. D. Craig
Publisher: International Monetary Fund
ISBN: 155775697X
Category : Business & Economics
Languages : en
Pages : 50
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Book Description
Transparency in government operations is widely regarded as an important precondition for macroeconomic fiscal sustainability, good governance, and overall fiscal rectitude. Notably, the Interim Committee, at its April and September 1996 meetings, stressed the need for greater fiscal transparency. Prompted by these concerns, this paper represents a first attempt to address many of the aspects of transparency in government operations. It provides an overview of major issues in fiscal transparency and examines the IMF's role in promoting transparency in government operations.
Author: Great Britain: National Audit Office
Publisher: The Stationery Office
ISBN: 9780102965360
Category : Political Science
Languages : en
Pages : 36
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Book Description
Good performance measurement frameworks show taxpayers what they are getting for their money and enable the Government to assess whether it is achieving its key objectives cost-effectively. In its final review of the quality of the data systems used by government departments to measure progress against Public Service Agreements (PSAs), the NAO concludes that the PSA framework provided a clear focus on the objectives that mattered for the then Government, and had gradually improved. The quality of data systems and of disclosures about measurement policies has risen: 58 per cent of PSA data systems, under 2007's Comprehensive Spending Review (CSR07), were fit for purpose, up from 30 per cent under the 2002 Spending Review. The NAO notes, however, that a third of CSR07 systems needed strengthening to improve controls or transparency and 10 per cent of systems were not fit for purpose. PSAs became progressively more focused on key priorities, and more clearly stated however they generally did not make clear the extent to which outcomes were the result of government activity. And financial information has been poorly linked with PSA indicators. The apportionment of annual departmental expenditure was not broken down by the indicators used to report progress and did not facilitate more in-depth analysis of the cost of progress. This hinders strategic decision-making because it is not clear what allocation of available resources could achieve the best overall results. The ability to link financial and performance information is particularly significant at a time when public sector budgets face severe cuts.
