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Realising best value for money

How can Public Accounts Committees draw attention to government waste? Keith Davis, Director of Cross Government Studies 3 rd Westminster workshop, June 2013. Realising best value for money. Public Accounts Committees can improve value for money in different ways. Sector reports can

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Realising best value for money

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  1. How can Public Accounts Committees draw attention to government waste? Keith Davis, Director of Cross Government Studies 3rd Westminster workshop, June 2013 Realising best value for money

  2. Public Accounts Committees can improve value for money in different ways • Sector reports can • give evidence on specific cases • identify general issues • Overall (cross-cutting) reports can • set expectations • bring out common problems • follow up on action taken • make a difference across government • challenge what has been delivered • A series of reports can • track progress • Apply a consistent framework

  3. Sector reports give evidence on specific cases 2011 report on DWP cost reduction - DWP lacks clear strategy 2011 report on DfID financial management – DfID lacks data to measure value for money

  4. Sector reports allow the Committee to identify issues across departments 2011 report on NHS procurement indicates a wider issue

  5. Overall PAC report can set expectations From 2007 efficiency progress report From 2010 VFM savings report

  6. Overall report can bring out common problems Common problems identified by Westminster PAC: • Data quality • Sustainability of savings • Centre not in control • Risk of costs being reallocated not saved

  7. Overall report can bring out common problems 2007 report – data accuracy issue 2010 Report: centre needs to get a grip

  8. Overall reports can follow up on action taken

  9. Reports can make a difference across government 2010 Report on consultancy - government response

  10. Reports can challenge what has been delivered

  11. A series of reports can track progress on subjects of perennial concern • Consultancy (reports in 2002, 2007, 2010) • Property (report in 2008, followed up in 2012) • Reorganisations (report in 2012 following up NAO report in 2010) • Procurement (reports in 2004 and 2007, NAO follow-up in 2006, 2010, 2012, 2013)

  12. A series of reports can track progress 2007 Report: Progress towards 2008 target 2012 Report: Change in overall spending in 2010-11 2010 Report: Progress towards 2011 savings targets

  13. A series of reports can apply a consistent framework

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