Source · Select Committees · Public Accounts Committee
Recommendation 13
13
NS&I's "good news" culture fosters over-optimism and hinders Programme progress assessment.
Conclusion
We asked the chief executive if he was creating a ‘good news’ culture, which the NAO has identified as a factor in why programmes resets may not work, and which can lead to a situation where decisions are not made and disagreements between stakeholders are not resolved. He told us that having a “can-do” attitude meant NS&I staff were committed to its objectives and transformation, which was “invaluable”, and he was pleased to see higher scores on NS&I’s recent annual staff engagement survey.32 But these scores do not give a full view of the lack of progress on the Programme because the survey only covers NS&I employees and not the large number of suppliers working on the Programme, meaning NS&I is missing an external perspective.33 We questioned whether NS&I had taken action to ensure a “good news culture” did not prevail, but NS&I gave us no details, and could only acknowledge the importance of the tone set from the top.34 NS&I conceded there had been occasions when its culture led to staff being overly optimistic about the delivery of the Programme.35
Government Response
Response Pending
HM Government
Response Pending
The Treasury and NS&I acknowledge these concerns and are committed to addressing them through robust planning, risk management, and governance. NS&I is working to develop a comprehensive integrated plan that includes clear timelines, cost estimates, and resource allocation. NS&I has strengthened its systems integration capabilities and is ensuring that decisions are based on sound evidence and analysis.