Annual Report and Accounts 2014-15  Summary
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Summary: NAO Annual Report and Accounts 2014-15

Explore our summary PDF for highlights of our Annual Report and Accounts 2014-15. For an interactive version, please download the PDF from our website: http://www.nao.org.uk/nao-annual-report-2014-15-summary.pdf
Published on: Mar 3, 2016
Published in: Government & Nonprofit      
Source: www.slideshare.net


Transcripts - Summary: NAO Annual Report and Accounts 2014-15

  • 1. Annual Report and Accounts 2014-15  Summary X/12 Annual Report and Accounts 2014-15 Summary National Audit Office HC 190  |  Session 2015-16  |  16 June 2015 Interactive
  • 2. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 2/12 Explore this interactive PDF for highlights of our Annual Report and Accounts 2014-15 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement The NAO helps Parliament hold government to account for the way public money is spent and supports the drive to improve public services. We are independent of government. Read our full Annual Report and Accounts 2014-15   Follow the NAO on Twitter @NAOorguk   Sign up for email alerts with NAOdirect   NAO videos on YouTube www.nao.org.uk New responsibilities Sharing insights
  • 3. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 3/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Driving improvement Our strategic objectives are focused on supporting the drive to improve public services. “Over the last Parliament, there has been unprecedented pressure to reduce public spending and deliver more with less. The National Audit Office has played a vital role supporting Parliament to hold government to account for the value for money of public spending and the services it provides.” Sir Amyas C E Morse KCB Comptroller and Auditor General Our strategic objectives New responsibilities Sharing insights
  • 4. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 4/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Strategically focused Our insight and cross‑government work is focused on the key issues government faces. We can more easily identify and promote best practice as a result of grouping our teams around departments facing similar strategic issues. We will increase our cross-government work and focus where we can have most impact in helping government address these issues. Effective strategic centre Cabinet Office, HM Treasury, private and third-sector delivery and Parliamentary Audit Team Mass market operations Department for Work Pensions, HM Revenue Customs, international work Influencing and regulating Department for Business, Innovation Skills, Department for Environment, Food Rural Affairs, Foreign Commonwealth Office, and Department for International Development Delivery through networks Department for Education, Ministry of Justice, Home Office and Department for Culture, Media  Sport Local service delivery and user experience Department of Health, and Department for Communities and Local Government Delivering major programmes Ministry of Defence, Department for Transport, and Department of Energy  Climate Change Securing an effective centre of government that facilitates the best use of public money Improving the accuracy and effectiveness of high-volume services to the public Cross-NAO working Working with parliamentary committees, ensuring quality of our work and senior management Strengthening influence and regulation to make markets work effectively Improving outcomes from a diverse range of providers, with effective oversight and intervention Maintaining effective local services under financial constraint Improving the effective delivery of major programmes and projects New responsibilities Sharing insights
  • 5. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 5/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Making a difference Our expertise and knowledge are key to achieving savings and impact. We have improved our support for public bodies through: OO Value for money studies that are faster and more focused on areas of greatest risk OO Helping the bodies we audit address risks earlier OO Using our insight from working across government to share more good practice and lessons learnt OO Producing comparative studies, investigations and ad hoc briefings for MPs OO Seconding more staff to Select Committees We helped achieve £1.15 billion in savings across the public sector in 2014. Savings to government over £25 million Reducing defence inventory £354m Increasing tax yield through tax compliance £230m Controlling government use of £165m consultants interims Improving efficiency in stroke care £136m Procurement savings in the NHS £41m Improving Social Fund debt management £36m Removing unintended funding for childcare £29m Reducing over-billing of Ministry of Justice £26m Achieving rights from sale of Northern Rock £25m New responsibilities Sharing insights
  • 6. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 6/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Challenging and influencing Our ability to influence Parliament and public bodies is crucial to achieve change. “In reflecting on our achievements, I always remember that the source of our authority is Parliament and our independence of government. This is what empowers us to break new ground and challenge departments when necessary.” Sir Amyas C E Morse KCB Comptroller and Auditor General 6references to the NAO in Parliament per sitting day (5 in 2013-14) Key facts “They are a credible source of information about the way that public institutions behave and they have accessible information which is valuable to MPs.” Liberal Democrat minister Ipsos MORI survey of MPs “They are independent, they would equally give us a kicking if we were in government, they are non-biased, bi-partisan in their critiques.” Labour shadow minister “They produce something that is of a quality gold standard; you can rely on what they are telling you.” Conservative backbencher New responsibilities Sharing insights
  • 7. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 7/12 Our peopleWorking efficiently Environmentally responsible New responsibilities Strategically focused Challenging and influencing Making a difference Driving improvement Sharing insights Sharing insights Our reports support government by sharing insights and good practice. “My ambition is to see the NAO’s investigations and reports used in Whitehall as case studies to drive change more widely and build a convincing management culture across the civil service.” Lord Bichard Chairman, National Audit Office NAO Committee of Public Accounts1 2,217 financial audit certifications 298 value-for-money studies completed 38 completed investigations VfM 1,330 Committee of Public Accounts recommendations responded to in Treasury Minutes More than 636 Committee of Public Accounts recommendations reported by government as implemented 88% of Committee of Public Accounts recommendations accepted by government 3,259 pieces of correspondence responded to 23% reduction in resource  allowing for inflation 276 Committee of Public Accounts evidence sessions supported Outputs over the last 5 years 1 The Committee of Public Accounts uses our reports and evidence as the basis for its evidence sessions and recommendations to government departments.
  • 8. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 8/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement New responsibilities New responsibilities Sharing insights We have new powers and responsibilities with regard to local government spending. OO The Local Audit and Accountability Act 2014 gives the CAG and the NAO new responsibilities including preparing and consulting on the Code of Audit Practice. OO We have the power to examine the efficiency and effectiveness of central government expenditure from decision to service provision, including local bodies’ use of resources. OO We have a new power to provide evaluation, commentary and advice of a general nature to local bodies. We have been preparing for this new work since the government announced in 2010 its intention to abolish the Audit Commission. The Local Audit and Accountability Act 2014 gives responsibility to the Comptroller and Auditor General to prepare and maintain the Code of Audit Practice and supporting guidance. The Code of Audit Practice sets out what local auditors of relevant local public bodies are required to do to fulfil their statutory responsibilities under the Act 2014. Guidance, which explains or supplements the Code, aims to facilitate a consistent approach by auditors of the same types of entity. Local Auditors are required to have regard to this guidance.
  • 9. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 9/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Working efficiently New responsibilities Sharing insights We practice what we preach to improve our efficiency and effectiveness. OO 23% reduction in our net resource spend since 2010‑11 (after allowing for inflation) – which equates to 27% inflation-adjusted savings excluding our new local government responsibilities. OO We achieved efficiencies through better use of IT and smarter ways of working, and will continue to invest in improved equipment. OO We continue to meet our target that business support costs do not exceed 20% of our total costs. OO Looking to 2015-16, our approved budget is £64.5 million, of which our new local government responsibilities account for £5 million. 50 55 60 65 70 75 80 74.1 2010-11 Baseline 67.8 2011-12 Actual 65.0 2.5 2012-13 Actual 61.3 3.0 2013-14 Actual 57.8 3.5 2014-15 Actual NAO net resources Notes 1 Our baseline was set at £74.1 million in 2010-11. 2 These figures do not include ring-fenced restructuring costs of £4.2 million in 2013-14. Existing work New work in local services £ million
  • 10. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 10/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Environmentally responsible New responsibilities Sharing insights We prioritise environmental sustainability in our own operations and our work. We have achieved all but one of our challenging sustainability targets and are assisting our tenants to improve their environmental credentials. We also continue to support government to improve its performance on environmental and sustainability issues. Plant and equipment Target Progress to date 20% reduction of CO2 e by 2014-15 22% achieved Business travel Target Progress to date 20% reduction on domestic flights by 2014-15 31% achieved Waste generation and paper consumption Target Progress to date 20% reduction of generated waste by 2014-15 Not achieved 20% reduction of paper by 2014-15 52% achieved Water usage per FTE Target Progress to date Ratio of 4m3 to 6m3 per FTE by 2015 5.2m3 achieved Achievements against our own operational targets
  • 11. © National Audit Office 2015Annual Report and Accounts 2014-15  Summary 11/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement Our people New responsibilities Sharing insights Our people are our main asset and central to all our achievements. “At the heart of our success is the expertise and passion of our people.” Sir Amyas C E Morse KCB Comptroller and Auditor General OO Our staff are mostly qualified or trainee accountants. We also have specialists in fields such as statistics, economics and ICT. OO We have operated below our target complement of 812 full-time equivalent employees, which has reduced the amount of discretionary work we could undertake. OO In 2014-15 we took on 70 graduates and 11 school leavers for ICAEW2 training schemes. Our trainees’ pass rates are consistently at or above the national average. OO We have made some progress on achieving our challenging diversity and inclusion agenda, including being placed 82 in the Top 100 Stonewall Equality Index 2015. 2 Institute of Chartered Accountants in England and Wales. 779full-time equivalent permanent employees Diversity 18%of our people are from an ethnic minority 44%of our people are women 46%/38% proportion of white/ BAME colleagues achieving an outstanding/ strong rating Key facts
  • 12. Annual Report and Accounts 2014-15  Summary DP Ref: 10656-002 | © National Audit Office 2015 12/12 Our peopleWorking efficiently Environmentally responsible Strategically focused Challenging and influencing Making a difference Driving improvement For our Annual Report and Accounts 2014-15 published on 16 June 2015 and all our publications, please visit www.nao.org.uk New responsibilities Sharing insights

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