Public project assurance methodology
Improvements and rigor needed in public project assurance methodologies, including updated tools and reviewer training.
Strongest theme matches
Mixed across source types and ranked by classifier confidence plus text match strength.
Committee recommendation
78match
#12 - Third Report - Delivering the Government’s infrastructure commitments through major projects
HM Treasury should update the Green Book as promised, in particular to reflect these wider Government objectives. There is a pressing need to publish this update so that new infrastructure investment can be appraised in line with its guidelines. The Committee would like it to be published no later than September so that post-Covid spending can be appraised...
Matched on
terms: project, public
Committee recommendation
78match
#11 - Third Report - Delivering the Government’s infrastructure commitments through major projects
If the Government wants to invest in areas of slower economic growth, including the North, regions and rural areas, it needs to be clear on the objectives of that investment, and set a framework for departments to appraise that investment so that it can pass the TAP hurdles. That might mean accepting lower overall returns for wider benefits,...
Matched on
terms: project, public
Committee recommendation
77match
#30 - 10th Report - Government shared services
In the light of the serious problems uncovered during our hearing, the Cabinet Office must review all aspects of the project, to assure themselves and this Committee, that the project will work. If they cannot provide such assurance, they should abandon the project before even more taxpayer money is wasted. 19
Matched on
terms: assurance, project, public
Committee recommendation
77match
#25 - Accounting Officer could not confirm Rwanda policy offers value for money without deterrence evidence.
Accounting Officers are responsible for approving, in advance, all significant initiatives, policies, programmes and projects, and should provide assurance to Parliament that those activities are meeting the accounting officer standards set out in Managing Public Money – regularity, propriety, value for money and feasibility.42 In April 2022, the Accounting Officer assessed that they were not able to conclude...
Matched on
terms: assurance, project, public
Committee recommendation
74match
#24 - Third Report - Delivering the Government’s infrastructure commitments through major projects
All projects should include proper public consultation as part of the early decision making phase. Projects should consider setting up an independent arm to lead on public engagement that is proportionate to the scale and profile of the project. Projects should be able to demonstrate their engagement as part of early IPA approval gates, and as part of...
Matched on
terms: project, public
Committee recommendation
74match
#23 - Third Report - Delivering the Government’s infrastructure commitments through major projects
Not enough is done to involve local people in decision making at an early stage. The Committee heard that decisions are made about a project before consultation happens, and that late consultation can be insufficient to overcome local opposition. This can result in delays to projects, but it can also lead to infrastructure which does not have full...
Matched on
terms: project, public
Committee recommendation
74match
#22 - Third Report - Delivering the Government’s infrastructure commitments through major projects
Projects which are particularly risky or high profile should invest more time up front, and consider approaches such as shadow cost modelling. The IPA should report on the methods used on the GMPP which can be viewed as best practice for other Government projects.
Matched on
terms: project, public
Committee recommendation
74match
#16 - Third Report - Delivering the Government’s infrastructure commitments through major projects
Far too often, project managers and ministers prioritise time and cost at the expense of benefits. The Committee has heard of projects delivering benefits that are reduced to the point of no longer exceeding the costs, or more frequently, the benefits being unclear entirely upon delivery.
Matched on
terms: project, public
Committee recommendation
74match
#15 - Third Report - Delivering the Government’s infrastructure commitments through major projects
A project’s benefits are the very reason it is proposed and delivered, and the Committee does not believe that a project can be deemed successful if it does not demonstrate realisation of its stated benefits. The Government has sought to justify spending millions of pounds on infrastructure during economically-uncertain times by stating it will boost economic outcomes across...
Matched on
terms: project, public
Committee recommendation
74match
#14 - Third Report - Delivering the Government’s infrastructure commitments through major projects
If the Government is serious about its levelling up agenda, it should consider how it takes into account local needs when determining infrastructure projects. The Committee would like the Cabinet Office to respond to this report outlining whether it intends to deploy the new infrastructure funding through a mix of centralised and devolved approaches and, if so, how....
Matched on
terms: project, public
Committee recommendation
74match
#1 - Third Report - Delivering the Government’s infrastructure commitments through major projects
The Government has committed to the largest investment in infrastructure in decades, which it believes has the potential to support a fairer and more equitable national economy. However, there is also great potential to waste this money on “white elephant” projects if it is not invested wisely. Evidence the Committee gathered suggests that there is uncertainty as to...
Matched on
terms: project, public
Committee recommendation
74match
#8 - Insufficient evaluations of government major projects, with significant departmental gaps remaining.
There are too few evaluations of government’s major projects. As we pointed out in our May 2022 report on the use of evaluation and modelling in government, in 2019, only 8% of £432 billion of spend on major projects had robust impact evaluation plans in place, and 64% of spend had no evaluation arrangements at all. HM Treasury...
Matched on
terms: project, public
Committee recommendation
74match
#26 - Home Office lacks clear methodology and data for assessing Rwanda scheme's deterrent effect.
Assessing the deterrent effect, and thus value for money, of the scheme will be complex. The Home Office recognised that it will be difficult to isolate the impact of the Rwanda partnership from other government policies intended to stop small boat crossings and reduce illegal migration, such as the agreement with Albania to return failed asylum seekers, work...
Matched on
terms: methodology, public
Committee recommendation
74match
#2 - Mandate Home Office to detail future due diligence processes protecting taxpayers' money on projects.
In its haste to establish large accommodation sites, the Home Office made unacceptable and avoidable mistakes, and failed to protect value for money. The Home Office asserts that its need to deal with a “national emergency” meant it had to take quick decisions, and so it pressed ahead with setting up expensive large asylum accommodation sites without an...
Matched on
terms: project, public
Committee recommendation
74match
#23 - Home Office asylum accommodation plans consistently rated 'red' by Infrastructure and Projects Authority.
The Home Office had initially planned to be using the Northeye site to accommodate asylum seekers by March 2023, but this was delayed due to issues around the remediation costs and challenges getting the site operational. In March 2023, the Home Office changed the site’s status to a ‘long–term strategic site’, expecting that it would take six to...
Matched on
terms: project, public
Committee recommendation
74match
#20 - Home Office prioritised speed over assurance when acquiring large asylum accommodation sites.
We asked the Home Office why, despite spending large sums of public money on these large sites, many of them did not achieve the expected benefits. It explained that both the previous and current government had strategies to exit hotel accommodation for asylum seekers.63 The Home Office explained that the urgency behind its actions stemmed from a significant...
Matched on
terms: assurance, public
Committee recommendation
69match
#13 - 11th Report - Unlocking land for housing
We challenged Homes England on how it ensures transparency and consistency in its method. It confirmed its method is evaluated and checked internally and suggested the NAO could review it as well.30 We expect the Department and Homes England to include timely and robust review of the methodology for tracking the number of homes built on land unlocked...
Matched on
terms: methodology, public
Committee recommendation
69match
#7 - 10th Report - Government shared services
The Cabinet Office treats shared services as a strategy rather than a single change programme. It therefore failed to produce a full strategy-level business case from the outset. The case for change it produced in its place 4 C&AG’s Report, figure 3 5 C&AG’s Report, para 15 6 C&AG’s Report, key facts page, figure 5 7 Letter from...
Matched on
terms: project, public
Committee recommendation
65match
#4 - 11th Report - Unlocking land for housing
We remain unconvinced that the Department and Homes England have a strategic approach to allocating the NHDF to ensure a balanced portfolio of projects in a range of locations which support the objectives of the NHDF. The Department launched the NHDF without a pipeline of projects suggesting its approach to creating a portfolio of projects is reactive and...
Matched on
terms: project, public
Committee recommendation
65match
#16 - 10th Report - Government shared services
The Cabinet Office considers that it oversees the overall Shared Services Strategy, but not for each of the five clusters’ successful delivery.40 The Cabinet Office considers that the senior responsible owner and lead department Accounting Officer of each cluster are responsible for their respective programme. The Cabinet Office shared that the cluster-based approach to accountability had been a...
Matched on
terms: project, public
Committee recommendation
65match
#18 - 8th Report - Northern Powerhouse Rail
The Department told us it was discussing with HM Treasury whether Northern Powerhouse Rail would be designated a mega-project. It said its key concern was how to get the benefits of the mega-project governance reforms as well as the benefits of organising the programme as phased projects. The Department told us it would ensure clear decision-making and partnership...
Matched on
terms: project, public
Committee recommendation
65match
#16 - 8th Report - Northern Powerhouse Rail
In 2025, the Office of Value for Money set out its definition for mega- projects—the government’s largest and most complex projects—and the government announced changes to how it manages mega-projects to help remove obstacles to delivery.34 The NAO found that Northern Powerhouse Rail has five of the six mega-project characteristics. These include: • having cross-cutting impacts that span...
Matched on
terms: project, public
Committee recommendation
65match
#3 - 8th Report - Northern Powerhouse Rail
The Department has not yet put in place appropriate governance arrangements with other central government departments. Northern Powerhouse Rail requires input from and coordination with other central government departments like HM Treasury and the Ministry of Housing, Communities and Local Government (MHCLG) to ensure it enables the wider economic benefits intended for the North, such as urban regeneration...
Matched on
terms: project, public
Committee recommendation
65match
#10 - 1st Report - Investing in the UK economy
We repeat our recommendation that the Government develop a robust framework for measuring progress in delivering the industrial strategy, with clear metrics and targets for the remainder of this Parliament and the 10- year span of the Strategy. We expect future progress reports to make clear what success looks like for each individual pledge, target and measure, and...
Matched on
terms: project, public
Committee recommendation
65match
#21 - Home Office culture normalised emergency operations, weakening approval processes for asylum accommodation sites.
We were concerned about a prevailing culture within the Home Office that normalises operating in an emergency and led it to weaken approval processes when acquiring large sites like Northeye. Moreover, it has often appeared that the Home Office has prioritised appearing to address the issue of asylum accommodation over value for money and the effective implementation of...
Matched on
terms: project, public
NAO recommendation
65match
Lessons learned: Governance and decision-making on mega-projects
For mega-projects, HM Treasury and NISTA should strengthen the project gateway and business case approval processes to ensure that government has assurance about the affordability, value for money and feasibility of the project before it is given final approval to proceed. This might include only providing funding to take the project to the next stage of development and...
Matched on
terms: assurance, project
Committee recommendation
61match
#5 - 11th Report - Unlocking land for housing
The Department failed to put in place external evaluation at the launch of the NHDF, risking gaps in early data collection and limiting opportunities for timely improvements. Despite launching the NHDF in March 2026 the Department has given itself another twelve months to finish its scoping and feasibility work for external evaluation. It is important the Department concludes...
Matched on
terms: public
Committee recommendation
61match
#19 - Home Office large asylum sites programme suffered poor value for money and significant failures.
In May 2024, the previous Public Accounts Committee reported on the Home Office’s development of alternative asylum accommodation to hotels, including large sites at Scampton and Wethersfield, the Bibby Stockholm vessel, and former student accommodation in Huddersfield. The Committee found that the Home Office’s value for money assessments of the large sites fell short of reality and risked...
Matched on
terms: public
NAO recommendation
60match
The challenges in implementing digital change
Individual departments and public bodies should: d) carry out proper evaluation and assurance in the early stages of a digital programme to understand its complexity and scope, assess how realistic the chance of success is and reflect this in the programme approach;
Matched on
terms: assurance, public
NAO recommendation
60match
Palace of Westminster Restoration and Renewal Programme
• develops a clear assurance plan appropriate to the risks and maturity of the Programme. This should make the most of opportunities for the Programme to be externally assured, such as through the Infrastructure and Projects Authority.
Matched on
terms: assurance, project
Inquiry recommendation
60match
ETI-11 - Public Fund Protection
The Scottish Ministers and local authorities responsible for funding light rail projects should be mindful at all times of their obligation to protect public funds and to obtain value for public expenditure. In that regard: • the Scottish Ministers should impose conditions on the payments of grants, similar to the “hold points” imposed on the offer of grant...
Matched on
terms: project, public
Inquiry recommendation
60match
ETI-18 - Interviews of Key Personnel in Readiness Reviews
As part of their investigations, representatives of OGC undertaking an independent “readiness review” of a publicly funded project and representatives of any person, including representatives of any public body such as Audit Scotland, undertaking a review of the progress of and/or expenditure on a project funded in whole or in part by public funds should interview key personnel...
Matched on
terms: project, public
Inquiry recommendation
57match
RHI-13 - External Expertise on Project Boards
Project boards are an essential element of project management oversight and must include individuals who can challenge and who are not directly responsible for the day-to-day delivery of the project. Such boards, in appropriate circumstances, can benefit greatly from the inclusion of individuals external to the Northern Ireland Civil Service, preferably with experience/expertise in the project subject matter.
Matched on
terms: project
Inquiry recommendation
57match
RHI-11 - Project Management Disciplines
Best practice project and risk management disciplines should be the default practice within the Northern Ireland Civil Service when developing novel and complex policies and managing their implementation. These disciplines can be widely applied and should not be confined only to major or capital projects. They can be tailored to the specific circumstances of an initiative and are...
Matched on
terms: project
Committee recommendation
57match
#18 - 10th Report - Government shared services
The Cabinet Office recognises the continuing role of other boards and channels in governance activities. The department told us that responsibility for obtaining departmental buy-in to join shared services is agreed with each department’s Permanent Secretary at the Transformation Board, which does not form part of the two-tier set-up.44 The Cabinet Office clarified that the Transformation Board additionally...
Matched on
terms: public
Committee recommendation
57match
#15 - 10th Report - Government shared services
The Cabinet Office develops and oversees the Shared Services Strategy, but relies on the five clusters and numerous stakeholders across government to deliver shared services. Each cluster has its own internal governance structures. Over the period 2022 to 2025, the Cabinet Office coordinated delivery stakeholders’ actions through a quarterly Shared Services Board. Two reviews by the National Infrastructure...
Matched on
terms: public
Committee recommendation
57match
#16 - 1st Report - Investing in the UK economy
Government can help transform access to finance by transforming public procurement support for UK businesses. The Procurement Act 2023 and associated reforms are a step in the right direction. However, we are not convinced that individual departmental targets will be effective. Strong performance monitoring arrangements will be needed to ensure that department targets are having their intended effect....
Matched on
terms: public
Committee recommendation
57match
#6 - Fourteenth Report: Readying the NHS and social care for the COVID-19 peak
Policies designed to create additional capacity quickly, while necessary, have resulted in a lack of transparency about costs and value for money. The NHS boosted its potential maximum capacity for the peak in April by building Nightingale hospitals across the country and signing contracts with independent providers for 8,000 additional beds, which was announced on 21 March. The...
Matched on
terms: public
Committee recommendation
57match
#13 - Home Office underestimated large accommodation site set-up costs due to optimism bias and inadequate expertise.
We were concerned by the Home Office’s assessment of the set-up costs to convert the two former RAF bases to accommodation. At the outset, the Home Office estimated that such costs would be £5 million for each site, but the costs increased to £49 million at Wethersfield and £27 million so far at Scampton. We asked the Home...
Matched on
terms: public
Committee recommendation
57match
#4 - Clarify OVfM's scrutiny process for investment proposals, including selection criteria and methods.
The Treasury must clarify how the OVfM will scrutinise investment proposals in the Spending Review process. This should include the criteria by which the OVfM selects investment proposals for scrutiny. The Treasury should also provide the method by which such investment proposals will be scrutinised, including the time horizon over which projected savings will be assessed. In addition,...
Matched on
terms: project
Inquiry recommendation
56match
RHI-19 - Business Case Approval Redesign
The processes within a Department for approving new expenditure and business cases including, where it forms part of that process, the role of Casework Committees, should be thoroughly re-designed to be more rigorous, testing and independent. Such processes should be less bureaucratic and pay greater attention to examining the unique features of the project proposed.
Matched on
terms: project
Inquiry recommendation
56match
ETI-1 - Public Inquiry Efficiency
Scottish Ministers should undertake a review of public inquiries to determine the most cost-effective method of avoiding delay in the establishment of an inquiry, including consideration of establishing a dedicated unit within the Scottish Courts and Tribunals Service and publishing regularly updated guidance for people involved in the establishment and progress of public inquiries.
Matched on
terms: public
NAO recommendation
56match
Investigation into the UNBOXED festival
We consider it important for public transparency and visibility that this evaluation should be published and should: ? include information to allow DCMS and Festival 2022 Ltd to fully understand the volume and nature of participation for each project alongside the final cost of each. This analysis could then be used in conjunction with the identification of other...
Matched on
terms: project, public
Inquiry recommendation
55match
ETI-10 - Joint Working Group with COSLA
In the interests of protecting the public purse and maximising the benefits from public expenditure on major projects, the Scottish Ministers should contemplate establishing a joint working group consisting of officials in Transport Scotland and representatives of the Convention of Scottish Local Authorities (“COSLA”) to consider how best to take advantage of: • tolerating the risk of cost...
Matched on
terms: project, public
Inquiry recommendation
55match
ETI-9 - Risk Management Standards
The identification and management of risk should be an integral part of the governance of all major public-sector contracts in future. In identifying and managing risk the following principles should be adopted: • Probabilistic forecasts rather than single-point forecasts should be used to take account of the risk appetite of funders and project sponsors. • Funders, sponsors and...
Matched on
terms: project, public
Committee recommendation
53match
#12 - 1st Report - Shifting heaven and earth? The Afghan data breach and resettlement schemes
Where policy must be designed or implemented in secret, the government should establish formal interdepartmental governance arrangements from the outset. That governance should include clear ownership of decisions, delivery and costs; documented ministerial decision points; scheduled reassessment of necessity, scope, delivery and proportionality; explicit cost-assurance arrangements; and mechanisms for controlled democratic and audit challenge where normal parliamentary scrutiny...
Matched on
terms: assurance
Committee recommendation
53match
#11 - 1st Report - Shifting heaven and earth? The Afghan data breach and resettlement schemes
The government did not maintain adequate cost visibility over the direct financial consequences of the data-breach response. The NAO found that the MOD could not identify ARR-specific costs with normal audit confidence, because those costs had not been separately recorded. The evidence also suggests that government did not consistently distinguish between the marginal cost of the breach response,...
Matched on
terms: assurance
Committee recommendation
53match
#17 - 10th Report - Government shared services
Numerous other boards are involved in shared services decision making despite not being part of the formal governance. These include the Civil Service Transformation Board and the Applicant Tracking System (ATS) board, both of which also make decisions on delivery and managing interdependencies. Clusters have expressed difficulties in using these parallel governance structures to resolve their concerns. In...
Matched on
terms: public
Committee recommendation
53match
#22 - 8th Report - Northern Powerhouse Rail
At the programme-wide level, the Department described “unified discussions” with mayors and ministers, where the indicative allocations for each phase of the programme will be set.45 The Treasury’s Northern Growth Envoy, who had been in post since this new role was established in October 2025, told us he also co-chairs a chief executives group to “bring the whole...
Matched on
terms: public
Committee recommendation
53match
#19 - 8th Report - Northern Powerhouse Rail
The Department told us that the government would ultimately take final decisions on the programme, but that it was seeking to design a governance system and partnership with local leaders “such that—to every extent possible—we get to a consensus on the way ahead”. It told us it was working with mayoral authorities at three levels.40
Matched on
terms: public