Public project assurance methodology
Improvements and rigor needed in public project assurance methodologies, including updated tools and reviewer training.
Source spread
Where this theme appears
This theme appears across 16 independent accountability sources, so the source mix matters as much as the headline total.
54 inquiry recs
1467 committee recs
2 HSSIB recs
2 CQC actions
13 HMICFRS recs
183 NAO recs
58 IMB recs
2 detention investigation recs
2 DHR recs
3 PHSO decisions
396 LGO/SPSO decisions
1 ISC report
13 local audit findings
Browse by source
Source-grouped records are useful for tracing where a concern came from. Large sections show the 50 strongest matches for that source; counts still show the full theme total.
Inquiry recommendations(54)— showing 50 strongest matches
65 — Manage and fund ATP development through a System Authority
Recommendation: Development of ATP should be managed and funded in future through a System Authority having broad industry representation and support (para 15.13).
Unknown
64 — Rigorous programming and funding of future research and development
Recommendation: Future R&D must be the subject of rigorous programming, cost-projections and funding arrangements, including reliable contingencies. R&D funding must be on a cross-industry basis, irrespective of whether individual TOCs decide to fit new technology (para 16.22).
Unknown
63 — System Authorities to oversee new projects
Recommendation: One or more System Authorities should be created to oversee the specific development of any new project on the railways and to oversee continuation of work on existing projects, including AWS and ATP (paras 15.13, 16.13, 16.18).
Unknown
RHI-32a — Governance Systems Review
Recommendation: The checks and balances within a Department designed to catch problems early failed over many years in DETI to identify certain of the risks of the RHI or their materialisation. All Departments would benefit from reviewing how their governance systems …
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-29 — Departmental Finance Functions
Recommendation: The finance function within a Department should exert the necessary authority and capability to fulfil the requirements of 'Managing Public Money Northern Ireland', namely to retain a firm grasp of the organisation's financial position and performance. The Inquiry recommends that …
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-21 — Sceptical Business Case Scrutiny
Recommendation: The Department of Finance's distinctive role in scrutinising business cases should be searching and sceptical, guarding against over-reliance on the assurances offered by the applicant Department.
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-19 — Business Case Approval Redesign
Recommendation: 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 …
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-16 — Third Party Governance
Recommendation: Where other government bodies, such as Ofgem, or contractors or other third parties are involved in the implementation of a project, the 'home' Department must retain overall control and overall project management. The governance arrangement between the Northern Ireland Department …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • strengthening of policy and guidance relating to project delivery; • work to establish the new NICS Project Delivery …
Accepted
RHI-14 — Risk Tracking and Reporting
Recommendation: The risks involved in implementation of an initiative must be tracked, re-considered regularly and used to manage, improve and adjust the project in real time. How the risks are being acted upon should be reported to the Project Board and …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • strengthening of policy and guidance relating to project delivery; • work to establish the new NICS Project Delivery …
Accepted
RHI-13 — External Expertise on Project Boards
Recommendation: 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 …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • strengthening of policy and guidance relating to project delivery; • work to establish the new NICS Project Delivery …
Accepted
RHI-11 — Project Management Disciplines
Recommendation: 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 …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • strengthening of policy and guidance relating to project delivery; • work to establish the new NICS Project Delivery …
Accepted
RHI-4 — Quality of Ministerial Advice
Recommendation: A lesson from the RHI experience is that action is needed to raise and sustain the quality of advice to Ministers and the clarity with which it is expressed. Options must be properly evaluated and, at the point of formal …
Gov response: These recommendations can be accepted in full. Some elements are addressed in existing guidance, including: • the role of the Senior Responsible Officer in respect of the delivery of a project or programme; • existing …
Accepted
RHI-3 — Policy Skills Training
Recommendation: As far as practicable, Northern Ireland Civil Service teams working on policies, particularly new and untested initiatives, should be trained and supported so that they have the skills to do the job, not least the ability to model the policy, …
Gov response: These recommendations can be accepted in full. Some elements are addressed in existing guidance, including: • the role of the Senior Responsible Officer in respect of the delivery of a project or programme; • existing …
Accepted
61 — Review of acceptance and approval of new equipment or stock
Recommendation: S&SD together with HMRI and other bodies having responsibility for accepting or approving new equipment or stock should review their procedures with a view to reducing delay and introducing fast-track procedures where possible (para 15.7).
Unknown
57 — Resolve inter-company research and development issues
Recommendation: Steps should be taken to put in place means to resolve inter-company issues relating to research and development at all levels. Specifically, the following issues must be addressed (paras 15.13, 16.21).
Unknown
ETI-19 — Collaborative Delivery
Recommendation: At all stages of the project there should be a collaborative approach to delivering it. This should include the co-location of representatives from each organisation relevant to the particular stage reached and having an interest in its completion to enable …
Gov response: The Inquiry Report describes some of the damaging behaviours adopted during project delivery by various parties. The advantage of co locating representatives having an interest in project completion is understood and indeed was successfully adopted …
Accepted
ETI-18 — Interviews of Key Personnel in Readiness Reviews
Recommendation: 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 …
Gov response: While this Recommendation is for third parties who may undertake a readiness review or audit of a publicly funded project in future, it is recommended that the Council agrees to support any such review or …
Noted
F286 — Impact assessments before structural change
Recommendation: Impact and risk assessments should be made public, and debated publicly, before a proposal for any major structural change to the healthcare system is accepted. Such assessments should cover at least the following issues: What is the precise issue or …
Gov response: Accepted. It is good practice for all major changes of policy and of system structure to be carefully considered and taken forward on the basis of a clearly defined purpose and with a clear and …
Accepted
RHI-23 — Ministerial Notification of Approval Conditions
Recommendation: Ministers should always be advised of any conditions attached to the approval of a policy or project by the Department of Finance. The Department of Finance should also require, and be kept informed of, regular reviews to ensure compliance with …
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-22 — Proactive DoF Monitoring
Recommendation: Particularly where a policy initiative is demand-led, novel, complex and/or likely to be lengthy, consideration should be given to increasing Department of Finance involvement from an early stage and on an ongoing basis, including a more proactive role in monitoring …
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-15 — Programme Boards for Sector Coordination
Recommendation: Co-ordination of groups of projects aiming to achieve change in a particular sector – e.g. renewable energy projects – would be stronger through use of high level Programme Boards. Such boards should meet regularly and receive reports of relevant experience …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • strengthening of policy and guidance relating to project delivery; • work to establish the new NICS Project Delivery …
Accepted
RHI-12 — Invest NI and SIB Collaboration
Recommendation: The leaders of the Northern Ireland Civil Service should work with Invest Northern Ireland and the Strategic Investment Board to consider how both organisations can better contribute their expertise to the work of mainstream Departments, particularly in relation to good …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • strengthening of policy and guidance relating to project delivery; • work to establish the new NICS Project Delivery …
Accepted
RHI-2 — Novel Policy Scrutiny
Recommendation: Novel, potentially volatile and untested initiatives should in future be scrutinised thoroughly, well ahead of ministerial and business case approval. The Inquiry commends processes such as a 'starting point Gateway assessment' and, at a suitable point, a 'feasibility signoff' completed …
Gov response: These recommendations can be accepted in full. Some elements are addressed in existing guidance, including: • the role of the Senior Responsible Officer in respect of the delivery of a project or programme; • existing …
Accepted
COVID-M5.9 — Commercial Framework for Emergency Procurement
Recommendation: The UK government and devolved administrations should collaborate to establish a UK-wide commercial framework agreement of pre-approved external specialists in the emergency procurement and distribution of healthcare equipment. The framework should be refreshed every three years.
Gov response: No formal government response published. The Northern Ireland Executive had not published a response to the Module 5 report of 14 July 2026 when the Executive Office's publications list was checked on 25 September 2026.
No response yet
SHI-10 — Uniform policy for obtaining technical advice
Recommendation: This issue was highlighted in the Grant Thornton report where similar recommendations are made to what is set out above. NHSL has taken steps to address the issue. However, it is not clear from the available evidence that any such …
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
SHI-7 — Independent validation of hospital construction
Recommendation: It is clearly desirable that a health board has the assurance prior to the handover of a new or refurbished healthcare facility that the facility's specialised ventilation systems have been independently validated by an Authorising Engineer as fit for purpose …
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
SHI-6 — Information on common construction errors
Recommendation: NHS Assure should consider, in consultation with relevant stakeholders, whether and how to provide health boards with more detailed information about common errors and issues experienced by other health boards than is currently provided.
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
SHI-5 — Streamlining NHS construction quality procedures
Recommendation: A range of procedures now exists to help ensure health board projects meet appropriate standards. One is the NHS Scotland Design Assessment Process ("NDAP"). There is also a Sustainable Design and Construction Procedure ("SDAC"). In addition, there is the NHS …
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
ETI-24 — Duty of Disclosure Legislation
Recommendation: The Scottish Ministers should also give consideration to the need for legislation to impose a similar duty of disclosure to that owed by policyholders to their insurers upon a company, its directors, employees or consultants and upon a local authority …
Gov response: Presiding Officer, I emphasise that we will continue to very carefully consider each of the recommendations, noting where action has already been taken or has always been best practice as well as crucially where we …
Response Unclear
ETI-23 — Criminal Sanctions for Misleading Information
Recommendation: In addition to any civil liability arising from any sanction introduced in accordance with Recommendation 22, the Scottish Ministers should consider whether there is a need for a statutory criminal offence involving strict liability once it is established that the …
Gov response: As for what the Government can do, the report recommended to us the development of specific sanctions under the civil law of damages, and made a call for a criminal statutory offence. We are giving …
Response Unclear
ETI-22 — Civil Sanctions for Misleading Reports
Recommendation: Where a company, including an ALEO, knowingly submits a report or other information to local authority officials that is misleading by reason of the inclusion of false statements or the omission of relevant facts or where such officials knowingly submit …
Gov response: As for what the Government can do, the report recommended to us the development of specific sanctions under the civil law of damages, and made a call for a criminal statutory offence. We are giving …
Response Unclear
ETI-21 — Duty of Officials to Councillors
Recommendation: Local authority officials should be mindful at all times of the distinction in roles between them and councillors, who are solely responsible for strategic decisions, and of their duty to provide accurate reports to councillors to enable them to take …
Gov response: The Council’s relationship with its Arm-Length External Organisations (ALEOs) is outlined in the Tram Inquiry report and there are two recommendations (20 and 21) that relate to misleading the authority, scrutiny and challenge and the …
Accepted
ETI-20 — Prohibition on Misleading Reports from ALEOs
Recommendation: The directors, employees and consultants of the company responsible for the procurement and delivery of the project as project managers, including an arm’s-length external organisation (“ALEO”) wholly owned by the local authority that is the promoter and owner of the …
Gov response: The Council’s relationship with its Arm-Length External Organisations (ALEOs) is outlined in the Tram Inquiry report and there are two recommendations (20 and 21) that relate to misleading the authority, scrutiny and challenge and the …
Accepted
ETI-16 — Design Engagement Process
Recommendation: Immediately following the appointment of the designer, and throughout the design of the project, the designer should engage with the promoter and owner of the project, the procurement and project manager, the local planning authority, the utility companies and interested …
Gov response: The Inquiry Report identifies a difference in the approach taken by the Council to design before and after the Mar Hall mediation. Prior to the mediation there was not a single point of contact at …
Accepted
ETI-15 — Qualified Project Management
Recommendation: In recognition of the various difficulties likely to be experienced in the design and construction of a light rail project through a city centre, the promoter and owner of the project should appoint as its procurement and project manager a …
Gov response: The Inquiry Report highlights a number of instances where there was insufficient experience in delivery to give assurance that the project would be properly managed. The procurement and project management of a project is key …
Accepted
ETI-14 — Utility Diversion Risk Management
Recommendation: Although some participants in the Inquiry criticised the use of MUDFA to divert utilities in advance of the infrastructure works and advocated the “bow wave” approach to the diversion of utilities that followed the mediation settlement at Mar Hall, I …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-13 — Utility Diversion Planning
Recommendation: The procurement strategy for any future light rail project should make adequate provision for the uncertainties concerning the location of utilities and redundant equipment belonging to present and past utility companies, particularly in urban centres. In particular, although it is …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-11 — Public Fund Protection
Recommendation: 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 …
Gov response: Presiding Officer, let me now turn to recommendations that involve collaboration with and working alongside COSLA and our Local Authority partners. Effective collaboration sits at the heart of this Government and the recently agreed Verity …
Noted
ETI-10 — Joint Working Group with COSLA
Recommendation: 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 …
Gov response: We will consider that recommendation on a case-by-case basis. The recommendation itself applies only to light rail, so that minimises the cases that it could apply to, but we will absolutely consider it. However, I …
Response Unclear
ETI-9 — Risk Management Standards
Recommendation: 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 …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-8 — Update Optimism Bias Guidance
Recommendation: The existing Guidance on optimism bias was based on empirical data available almost two decades ago and should be revised to take into account the additional data that is now available. In particular, the reference classes should be updated to …
Gov response: Furthermore, we follow detailed Government guidance on procurement, risk and optimism bias as enshrined in the Treasury’s Green Book, the Scottish Government’s Client Guide to Construction Projects and the Scottish Public Finance Manual. Indeed, the …
Noted
ETI-7 — External Peer Review
Recommendation: The assessment of risk at each stage mentioned in Recommendation 6 should be the subject of a peer review by external consultants with experience of similar large-scale infrastructure projects in the transportation sector who should submit a report of each …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-6 — Optimism Bias in Business Cases
Recommendation: All versions of the Business Case, including any Business Case required as a result of altered assumptions, should include an assessment of risk that takes account of optimism bias in accordance with the current published government guidance.
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-5 — Business Case Timing
Recommendation: Where the Business Case for any future light rail project is based upon an assumption that, prior to the award of the contract for the construction of the infrastructure, certain matters will have been completed (e.g. design, the obtaining of …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-4 — Inquiry Cost Transparency
Recommendation: In reporting the cost of a public inquiry Scottish Ministers should report its net cost to the public purse, after discounting expenditure already incurred on accommodation, staff and other resources, as well as the total cost appearing in the accounts …
Gov response: I note that one of Lord Hardie’s recommendations was about presenting only the net costs of public inquiries, less the costs for accommodation and staff. To be frank, I do not agree with that recommendation. …
Not accepted
ETI-2 — Inquiry Independence
Recommendation: In any event Scottish Ministers should not appoint as the sponsor of any public inquiry any department, agency or other government organisation where it, or any of its employees, has had any involvement in the project or other event giving …
Gov response: We are working through all of these recommendations, but I can report that additional guidance similar to that suggested is already in development with reference to the efficient establishment and delivery of public inquiries and …
Response Unclear
ETI-1 — Public Inquiry Efficiency
Recommendation: 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 …
Gov response: We are working through all of these recommendations, but I can report that additional guidance similar to that suggested is already in development with reference to the efficient establishment and delivery of public inquiries and …
Response Unclear
RHI-17 — Professional Development
Recommendation: The Northern Ireland Civil Service should take steps to draw on best practice from other jurisdictions to provide more support for professions within the civil service. The Inquiry specifically recommends: (a) the establishment of a project management profession with a …
Gov response: These recommendations can be accepted in full. They have been addressed in work to date through: • initial steps to establish a project delivery profession which will, once in place, take forward the recommended programme …
Accepted
RHI-10 — External Consultants Guidance
Recommendation: The Northern Ireland Civil Service should consider what changes are needed to its guidance and practices on the use of external consultants arising from the experience of RHI. Specific recommendations include: (a) that better assessments are needed at the outset …
Gov response: These recommendations can be accepted in full. They have been addressed through work to date, including: • job-specific appointments within the NICS generalist grades; • the piloting of Cabinet Office’s “Commercial Skills Assessment and Development …
Accepted
RHI-1 — Policy Skills Assessment
Recommendation: A new policy at its earliest stage should be subject to a rigorous process to determine whether the Northern Ireland devolved administration has (or is prepared to assign) the necessary skills and resources to deliver the policy safely and competently. …
Gov response: These recommendations can be accepted in full. Some elements are addressed in existing guidance, including: • the role of the Senior Responsible Officer in respect of the delivery of a project or programme; • existing …
Accepted
Select committee recommendations(1467)— showing 50 strongest matches
#116 —
Recommendation: The Government must establish all development corporations or equivalent delivery bodies for the new towns programme within three months of the final selection of the sites.
#82 —
Recommendation: Richard Cook, Chief Development Officer at Clarion Housing Group, commented that “the sector has really struggled” with innovation in construction methods. 135 As with construction materials, innovative methods create additional perceived risk to the project, incurring higher costs over time. …
#81 —
Recommendation: The Government has a key role to play in legitimising and endorsing innovative, low-carbon materials and technologies to reassure insurers. Construction methods
#80 —
Recommendation: Evidence emphasised that the scale of the new towns programme could demonstrate the applicability of different novel materials and provide confidence to insurers and developers when considering the use of innovative products. 133 Dr Adams urged the Government to “[remove] …
#79 —
Recommendation: Despite the potential for novel materials, Katherine Adams, Technical Director at the Alliance for Sustainable Building Products, warned that the use of certain products can make it difficult to insure buildings. 130 She explained that any perceived risk, including the …
#32 —
Recommendation: We were told that the new town delivery vehicles have a critical role in ensuring that supply chains are robust, by working with the materials sector. 50 Mr Hopkins urged the new town delivery vehicles to engage with the sector …
#2 —
Recommendation: The Government must establish new town delivery vehicles with clear powers and terms of reference. Delivery vehicles should have the power and autonomy to carry out their work without interference from the Government, but any terms of reference should stipulate …
#187 —
Recommendation: The parallel approval approach for permits and planning applications used for Nationally Significant Infrastructure Projects should be expanded to all brownfield and housing developments significant enough to justify an Environmental Impact Assessment. Post-permission approvals
Response attribution not verified
#60 —
Recommendation: The parallel approval approach for permits and planning applications used for Nationally Significant Infrastructure Projects should be expanded to all brownfield and housing developments significant enough to justify an Environmental Impact Assessment.
Response attribution not verified
#54 —
Recommendation: The Planning Inspectorate’s work to introduce data standards for Nationally Significant Infrastructure Projects should be expanded to all projects of the scale which requires an Environmental Impact Assessment and should be suitably adapted for smaller housing developments.
Response attribution not verified
#76 —
Recommendation: In setting a timetable for the implementation of a measure, the Government must take full account of the steps taxpayers need to take to prepare for the change and the support HMRC needs to provide for this. Regulations and guidance …
Response attribution not verified
#42 —
Recommendation: If the Government persists with its current timetable for the merged scheme, we recommend, notwithstanding the reservations set out in our conclusion above, that transitional provisions be included in the legislation so that providers can continue to claim relief for …
Response attribution not verified
#41 —
Recommendation: Transitional rules within the merged scheme would be undesirable: they add to the overall complexity of the transition and could mean that affected businesses are subject to two different regimes (both the RDEC and the merged scheme) in relation to …
Response attribution not verified
#28 —
Recommendation: We are doubtful that final guidance of the quality needed to support businesses as they adjust to the merged scheme can be put in place by 1 April 2024. Without final detailed guidance, well in advance of the start date, …
Response attribution not verified
#25 —
Recommendation: We recommend that the start date for the new scheme be delayed until a company’s first accounting period to start on or after 1 April 2025.
Response attribution not verified
#24 —
Recommendation: We remain concerned that, even with the latest possible start date under the revised timetable, businesses will not have enough time to prepare for the new scheme.
Response attribution not verified
#5 —
Recommendation: It is disappointing that the Government did not carry out a public consultation on the R&D intensive scheme, but instead appears to have chosen to consult on a confidential basis with selected stakeholders. We acknowledge that a formal consultation would …
Response attribution not verified
#4 —
Recommendation: We acknowledge that the Government responded promptly to concerns about the impact of the reduction in the rate of R&D relief for SMEs following its announcement in November 2022. However, the development of the R&D intensive scheme over only a …
Response attribution not verified
#40 —
Recommendation: The Government, supported by the Future System Operator and as part of its planning, should incentivise the right mix of technologies by specifying in detail which energy system services it wants to procure, including storage capacity and duration, in line …
Response attribution not verified
#123 —
Recommendation: In March 2023, the then Government launched a detailed consultation to inform the design of the HSRA policy. 251 In its May 2024 consultation response, the then Government anticipated the legislation coming into force in mid-2024 following the release of …
Response attribution not verified
#107 —
Recommendation: High streets do not function in isolation and the introduction of new out-of-town retail and leisure centres can have a significant negative impact on the vitality of a local high street.
Response attribution not verified
#105 —
Recommendation: The success of these policies is dependent on the capacity of local planning departments and the willingness of developers in the private sector to submit planning applications for the relevant sites. We heard that the sequential test had acted as …
Response attribution not verified
#104 —
Recommendation: Under the previous Government, the Department for Levelling Up, Housing and Communities provided guidance on “planning policy for town centre vitality and viability”, specifically on assessing proposals for out-of-centre development. 201 The guidance is in line with Section 7 of …
Response attribution not verified
#103 —
Recommendation: The balance between in- and out-of-town retail and leisure spaces has shifted over the last half-century. During the 1980s and early 1990s there was a rise in approval of new out-of-town or edge-of-town shopping centres, with national planning guidance encouraging …
Response attribution not verified
#102 —
Recommendation: We were told that the presence of out-of-town retail and leisure centres could have a significant impact on the success of a local high street. In Staines-upon-Thames local business owners were clear that one reason the town centre continued to …
Response attribution not verified
#101 —
Recommendation: Local planning policy impacts where and how developers build new retail developments. Patrick Melia, CEO of Sunderland City Council, emphasised to us that a key requirement for success in town centre renewal was a vision that is backed up by …
Response attribution not verified
#100 —
Recommendation: Where it is necessary to ensure the vitality of the area, Local Planning Authorities should make use of Article 4 directions to remove permitted development rights for ground floor retail units in high streets and major retail centres designated within …
Response attribution not verified
#75 —
Recommendation: Local authorities have a statutory duty to deliver a range of services which have an impact on high streets. Of these, we received evidence regarding the following areas. Strategic planning
Response attribution not verified
#71 —
Recommendation: Former Government programmes, such as the New Deal for Communities, incorporated this approach by establishing a number of local partnerships to oversee local regeneration projects. 145 The Long-Term Plan for Towns, established by the previous Government, also sought to actively …
Response attribution not verified
#61 —
Recommendation: Whether a business can find a space to rent, and at a suitable price, dictates its presence on the high street. Since the introduction of Use Class E (explained in more detail in paragraph 77), landlords have had a wider …
Response attribution not verified
#59 —
Recommendation: Business Improvement Districts are a useful tool for coordinating business involvement in their local areas. The Government should support Business Improvement Districts , but they should not be mandated. Landlords, property owners and developers
Response attribution not verified
#58 —
Recommendation: Mr Weedon argued that BIDs do improve outcomes for businesses and that “the evidence is that they keep voting them back in”. 113 However, the Royal Institute of Chartered Surveyors said that their members involved in multiple BIDs found them …
Response attribution not verified
#57 —
Recommendation: Members of the BID are involved in prioritising activity for their areas, giving retailers a sense of “taking their fate rather more into their own hands; it is something they can do about the area outside their front door”. 109 …
Response attribution not verified
#55 —
Recommendation: Business Improvement Districts (BIDs) are bodies (either private companies or in partnership with the local authority) that are funded by a levy on business rate payers in the area. 103 BID boards consist of local business owners and are established …
Response attribution not verified
#54 —
Recommendation: Ensuring that local businesses support and are involved in high street regeneration projects is vital. Local authorities should empower and enable local business leaders to drive forward high street regeneration projects. Business Improvement Districts
Response attribution not verified
#53 —
Recommendation: Thriving businesses are essential for a busy and successful local high street and business owners should be actively involved in the management of their high street.
Response attribution not verified
#22 —
Recommendation: High streets do not function in isolation and the introduction of new out-of-town retail and leisure centres can have a significant negative impact on the vitality of a local high street.
Response attribution not verified
#11 —
Recommendation: Business Improvement Districts are a useful tool for coordinating business involvement in their local areas. The Government should support Business Improvement Districts, but they should not be mandated.
Response attribution not verified
#10 —
Recommendation: Ensuring that local businesses support and are involved in high street regeneration projects is vital. Local authorities should empower and enable local business leaders to drive forward high street regeneration projects .
Response attribution not verified
#6 —
Recommendation: Local markets can boost footfall on high streets and contribute to the unique character of towns and small cities across the country. Markets not only contribute to local economies but can also act as catalysts for the high street brands …
Response attribution not verified
#1 —
Recommendation: What people want from the high street, and the businesses found upon them, has constantly evolved and will continue to evolve. Therefore, towns and small cities should avoid conforming to a fixed vision and monolithic approach to the high street …
Response attribution not verified
#47 —
Recommendation: The Government should provide an update on this work, including target dates for when the projects are expected to achieve their aims to develop direct measurement of landfill emissions at site level.
Response attribution not verified
#39 —
Recommendation: The Government should provide its assessment of whether the number of anaerobic digestion facilities is on track to keep pace with the mandatory food waste collection target date, and put this information into the public domain.
Response attribution not verified
#39 —
Recommendation: In response to this report, we request that the government write to us setting out the full list of changes it has made to its ICF governance structures so far, and how it plans to measure effectiveness of these changes …
#38 —
Recommendation: With a view to maximising the overall effectiveness and value for money of the ICF portfolio, the government should build on any progress it has already made to: • improve cross-departmental coordination by formalising clear lines of responsibility across the …
#37 —
Recommendation: Strategic alignment and cross-departmental co-ordination across the ICF portfolio has historically been an area of weakness and often resulted in, for example, siloed learning and fragmented implementation of programmes. Although strong cross-departmental co-ordination is evident in some ICF programmes, this …
#36 —
Recommendation: To support better assessment of cost-effectiveness and value for money of the ICF portfolio, we recommend that the government update and publish best buy documents for climate mitigation and adaptation programme options. These documents should be used systematically by staff …
#35 —
Recommendation: We welcome the government’s renewed focus on driving results and value for money in its 2026 ICF strategy. By sharing evidence on climate mitigation and adaptation best buys, the government can strengthen UK ICF value for money assessment and encourage …
#34 —
Recommendation: We urge the government to publish more granular data on ICF results and spending through its existing ODA reporting mechanisms, including the annual Statistics for International Development publication and Development Tracker. (Recommendation, Paragraph 112) 59
#33 —
Recommendation: The government should commit, as part of the FCDO’s new strategic MEL programme, to publish an annual report setting out its full ICF portfolio. The report should include disaggregated project-level data, alongside any relevant information on financial cost, linked to …
HSSIB safety recommendations(2)
Management of chronic asthma in children aged 16 years and under
Further verification was achieved through consultation with Asthma UK and the British Lung Foundation.
Learning Prompt
Management of chronic asthma in children aged 16 years and under
Stakeholder groups contributed to the verification and design of the improvement recommendations. This was achieved by NHS England and NHS Improvement, NHSX, Health Education England, British Paediatric Respiratory Society, British Thoracic Society and Scottish Intercollegiate Guidelines Network, NHS Digital, Academy …
Learning Prompt
CQC inspection actions(2)
Poole Hospital
Review the finance risk register in relation to the costs of agency staff and consider why this was not represented considering the significant risk described.
Should Do
Percys Travel
The service should consider standardised headings for recording meetings which outline consistent areas of governance.
Should Do
HMICFRS recommendations(13)
FRS 2021-22 CoC Recommendations: North Yorkshire Fire and Rescue Service
Cause of concern: The service doesn’t have in place robust processes to ensure transformation activities provide efficiency and effectiveness. Recommendation: By September 2022, the service should put in place plans that are designed to monitor, review and evaluate its collaboration …
Recommendation
FRS 2021-22 CoC Recommendations: North Yorkshire Fire and Rescue Service
Cause of concern: The service doesn’t have in place robust processes to ensure transformation activities provide efficiency and effectiveness. Recommendation: By September 2022, the service should put in place plans that are designed to make sure that its processes for …
Recommendation
FRS 2018-19 CoC Recommendations: Surrey Fire and Rescue Service
Cause of concern: Surrey FRS doesn’t have a robust and sustainable system to support its operational response model. Recommendation: The service should tell the people of Surrey what benefits its service provision and ways of working in the operational response …
Recommendation
FRS 2023-25 CoC Recommendations: Shropshire Fire and Rescue Service
Cause of concern: The service doesn’t have adequate processes, controls or internal governance arrangements in place to manage strategic risks, performance and improvement plans. Recommendation: The service should develop an action plan to make sure it has robust processes for …
Recommendation
FRS 2023-25 CoC Recommendations: Shropshire Fire and Rescue Service
Cause of concern: The service doesn’t have adequate processes, controls or internal governance arrangements in place to manage strategic risks, performance and improvement plans. Recommendation: The service should develop an action plan to make sure all processes in place to …
Recommendation
FRS 2021-22 CoC Recommendations: North Yorkshire Fire and Rescue Service
Cause of concern: The service doesn’t have in place robust processes to ensure transformation activities provide efficiency and effectiveness. Recommendation: By September 2022, the service should put in place plans that are designed to detail in its medium-term financial plan …
Recommendation
FRS 2023-25 CoC Recommendations: Buckinghamshire Fire and Rescue Service
Cause of concern: The service hasn’t done enough since our last inspection to address its areas for improvement and provide clear direction to make sure that its teams can prioritise work according to risk. Recommendation: Within 28 days, the service …
Recommendation
FRS 2018-19 CoC Recommendations: Surrey Fire and Rescue Service
Cause of concern: Surrey Fire and Rescue Service doesn’t use its resources efficiently to manage risk or its financial and physical resources effectively to keep people safe. Recommendation: The service should ensure that its workforce model supports its operational model …
Recommendation
FRS 2018-19 CoC Recommendations: Surrey Fire and Rescue Service
Cause of concern: Surrey Fire and Rescue Service doesn’t use its resources efficiently to manage risk or its financial and physical resources effectively to keep people safe. Recommendation: The service should ensure that its resourcing model meets risk demand sustainably.
Recommendation
FRS 2023-25 CoC Recommendations: Shropshire Fire and Rescue Service
Cause of concern: The service doesn’t have adequate processes, controls or internal governance arrangements in place to manage strategic risks, performance and improvement plans. Recommendation: The service should develop an action plan to make sure there are appropriate strategic oversight …
Recommendation
FRS 2023-25 CoC Recommendations: Shropshire Fire and Rescue Service
Cause of concern: The service doesn’t have adequate processes, controls or internal governance arrangements in place to manage strategic risks, performance and improvement plans. Recommendation: The service should develop an action plan to make sure the corporate risk register is …
Recommendation
FRS 2023-25 CoC Recommendations: Hampshire and Isle of Wight Fire and Rescue …
Cause of concern: The service needs to improve its mobilisation system. Some long-term issues with the service’s mobilisation system could cause unnecessary delays in the dispatch of resources to emergency incidents. This would result in the public receiving a slower …
Recommendation
FRS 2023-25 CoC Recommendations: Hampshire and Isle of Wight Fire and Rescue …
Cause of concern: The service needs to improve its mobilisation system. Some long-term issues with the service’s mobilisation system could cause unnecessary delays in the dispatch of resources to emergency incidents. This would result in the public receiving a slower …
Recommendation
NAO audit recommendations(183)— showing 50 strongest matches
Supporting local economic growth
Departments should ensure that they follow HM Treasury guidance on developing and appraising business cases at key decision points. This should include ensuring they document how they have evaluated alternative ways to deliver a desired outcome and providing an audit …
Accepted
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 …
Accepted
The challenges in implementing digital change
b) work with HM Treasury to review existing business case funding and approval processes for digital programmes to: remove the incentives to state with full confidence those things which are still unknown; ensure that uncertainties associated with assumptions are made …
Accepted
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.
Accepted
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 …
Accepted
Lessons learned: Governance and decision-making on mega-projects
the roles and responsibilities of those who may not be directly involved in governance but are part of the broader government decision-making landscape, such as HM Treasury, cross-government or departmental programme boards, mission and leads, and NISTA, are clear and …
Accepted
Lessons learned: Governance and decision-making on mega-projects
Any alternative governance approach should also ensure that: ? roles and responsibilities are clear across those charged with governance and those involved with decision-making; this is particularly critical where decisions and accountabilities stretch across a system or set of organisations;
Accepted
Lessons learned: Governance and decision-making on mega-projects
HM Treasury and NISTA should consider using alternative governance approaches for the projects it determines are mega-projects to ensure those who have the authority to make decisions are accountable for the impact of those decisions on the project. This could …
Accepted
Progress with the New Hospital Programme
In its third programme business case, NHP should quantify the potential costs of its commercial approach, including any premium from attempting to construct a large number of hospitals at once as well as any costs to government of backing an …
Accepted
Progress with the New Hospital Programme
DHSC should urgently review whether NHP has struck the right balance in its future plans for the division of work between consultancy services and in-house staff.
Accepted
Progress with the New Hospital Programme
Senior officials and clinicians in DHSC and NHS England should urgently re-examine the assumptions underpinning the minimum viable product (MVP) version of NHP?s Hospital 2.0 design. In particular: 1) they should identify and address any proposals that are likely to …
Accepted
Progress with the New Hospital Programme
When it makes decisions about where to build new hospitals in future, DHSC should appraise options in a transparent way using the best evidence available and should keep full records of why it selects specific projects.
Accepted
Transforming health assessments for disability benefits
DWP should: c be transparent about the Programme so that stakeholders including Parliament understand what it is trying to achieve, how it is performing and its flexibility to adapt to new initiatives by publishing: data about and evaluations of the …
Accepted
Transforming health assessments for disability benefits
DWP should: c be transparent about the Programme so that stakeholders including Parliament understand what it is trying to achieve, how it is performing and its flexibility to adapt to new initiatives by publishing: regular data on the performance of …
Accepted
Transforming health assessments for disability benefits
DWP should: c be transparent about the Programme so that stakeholders including Parliament understand what it is trying to achieve, how it is performing and its flexibility to adapt to new initiatives by publishing: the metrics it will use to …
Accepted
Transforming health assessments for disability benefits
DWP should: b produce interim target operating models for the Programme at appropriate stages and continue to develop its test-and-learn approach including: putting in place the mechanisms to provide feedback to healthcare professionals and decision-makers and helping assure the consistency …
Accepted
Transforming health assessments for disability benefits
DWP should: b produce interim target operating models for the Programme at appropriate stages and continue to develop its test-and-learn approach including: setting out how the Health Assessment Service will be benchmarked and use comparative data from the interim Functional …
Accepted
Transforming health assessments for disability benefits
DWP should: b produce interim target operating models for the Programme at appropriate stages and continue to develop its test-and-learn approach including: setting out the data and evidence that the new services will need to produce to enable the test-and-learn …
Accepted
Transforming health assessments for disability benefits
DWP should: a review the Programme plan and produce an updated business case, incorporating the white paper reforms, including: demonstrating it has effective assurance and control over development of the Programme?s digital architecture, including how the Programme will fit with …
Accepted
Transforming health assessments for disability benefits
DWP should: a review the Programme plan and produce an updated business case, incorporating the white paper reforms, including: completing work to establish the criteria by which DWP will track the agile test-and-learn aspects of the Programme and assess whether …
Accepted
Transforming health assessments for disability benefits
DWP should: a review the Programme plan and produce an updated business case, incorporating the white paper reforms, including:plans for different scenarios including risks from both interdependencies and external changes such policy and legislative change. This should inform the longer-term …
Accepted
Transforming health assessments for disability benefits
c be transparent about the Programme so that stakeholders including Parliament understand what it is trying to achieve, how it is performing and its flexibility to adapt to new initiatives by publishing: ? its new business case;
Accepted
Transforming health assessments for disability benefits
b produce interim target operating models for the Programme at appropriate stages and continue to develop its test-and-learn approach including: ? testing and learning what works best for the new services between now and 2029 so DWP and contractors are …
Accepted
The asylum and protection transformation programme
use this understanding to inform its decisions and share the analysis with other organisations affected by operational changes within the Home Office to support better planning in the wider asylum system;
Accepted
The asylum and protection transformation programme
clarify how the governance and oversight of the asylum system will operate within the Home Office. Given the extent and speed of change in asylum policy and operations, and the challenges it faces securing accommodation, the Home Office needs to …
Accepted
The asylum and protection transformation programme
regularly update its analysis about the projected impact of the Programme and other policy changes on the wider asylum system and on the individuals moving through it;
Accepted
The asylum and protection transformation programme
The Home Office should build on its work to understand the wider impacts of changes to the asylum system by using this dynamically to inform decision-making within the Programme and more widely. It should: routinely collect the necessary data to …
Accepted
The asylum and protection transformation programme
The Home Office should: put in place a performance measurement system for the Programme that gives a comprehensive overview of performance across all of its objectives. In particular, in its programme reporting, it should include measures of the flexibility and …
Accepted
The Restart scheme for long‑term unemployed people
i) improve transparency of its employment support programmes. For example, DWP should publish quarterly statistics on Restart participation and job outcomes. It has previously done this for other employment support programmes and it aids public confidence and stakeholder understanding,
Partially accepted
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 …
Partially accepted
Road enhancements: progress with the second road investment strategy (2020 to 2025)
In preparing for the third road investment strategy, DfT and National Highways should: improve the robustness of governance arrangements surrounding the contingency budget to ensure it is used in the way intended.
Accepted
Road enhancements: progress with the second road investment strategy (2020 to 2025)
In preparing for the third road investment strategy, DfT and National Highways should: further improvements to National Highways? approach to monitoring and managing portfolio risks. This should include: improvements to the iterative monitoring of the risks identified during development of …
Accepted
Road enhancements: progress with the second road investment strategy (2020 to 2025)
DfT should work with other government departments to ensure a streamlined approach to updating and regularly reviewing the framework against which development consent applications are appraised. This will help maintain alignment with wider government policies and allow applications to be …
Accepted
Regulating after EU Exit
Now there is more clarity on demand for new regulatory functions, regulators should review the plans they developed before EU Exit in the light of what they now know about their capacity and their workload. They should test the realism …
Accepted
Regulating after EU Exit
While government as a whole is still working on its future direction for regulation, regulators need to develop, with policy-makers, their long-term strategies and objectives. In line with our principles of effective regulation, these should articulate a clear line of …
Accepted
Regulating after EU Exit
Now there is more clarity on demand for new regulatory functions, regulators should review the plans they developed before EU Exit in the light of what they now know about their capacity and their workload. They should test the realism …
Accepted
Regulating after EU Exit
While government as a whole is still working on its future direction for regulation, regulators need to develop, with policy-makers, their long-term strategies and objectives. In line with our principles of effective regulation, these should articulate a clear line of …
Accepted
Regulating after EU Exit
The challenges faced by the three regulators we have examined in detail may be similar to those faced by others across government as they develop their post-EU Exit plans. We therefore recommend that government draws on the findings in this …
Accepted
Regulating after EU Exit
Now there is more clarity on demand for new regulatory functions, regulators should review the plans they developed before EU Exit in the light of what they now know about their capacity and their workload. They should test the realism …
Accepted
Regulating after EU Exit
While government as a whole is still working on its future direction for regulation, regulators need to develop, with policy-makers, their long-term strategies and objectives. In line with our principles of effective regulation, these should articulate a clear line of …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
Carrier Strike – Preparing for deployment
d) monitor the new governance arrangements for the Carrier Enabled Power Projection programme to ensure they are working effectively. The new arrangements need to provide cross-command oversight of funding commitments, a coherent approach to managing developments, and clear responsibilities for …
Accepted
Palace of Westminster Restoration and Renewal Programme
We recommend the Client Team: • considers up front how to balance freedom and oversight of the Delivery Authority across the different Programme stages, ensuring it has the right controls in place to manage the relationship as it evolves; and
Accepted
Palace of Westminster Restoration and Renewal Programme
• where risks need to be taken, such as starting a project early given a wider interdependency, recognises and manages the additional risks.
Accepted
Palace of Westminster Restoration and Renewal Programme
• establishes the processes and functions needed to manage the project interdependencies and to understand overall progress; and
Accepted
Palace of Westminster Restoration and Renewal Programme
We recommend the Client Team: • as part of its integrated plan, clarifies responsibilities for projects and sets out the interdependencies between them. The plan should be regularly reviewed and provide a realistic view of when projects should deliver, the …
Accepted
Palace of Westminster Restoration and Renewal Programme
• reduce the likelihood of previous decisions being reopened, by ensuring they are transparent, based on the best available evidence and making clear the cost and timing implications of any alternatives.
Accepted
IMB individual recommendations(58)— showing 50 strongest matches
Deerbolt (2024)
Many ageing establishments, including Deerbolt, require significant investment for maintenance and upkeep. How does the Minister plan to secure ample funding for this purpose?
Ministry of Justice
Cookham Wood (2024)
Will the Minister examine the costs incurred by the YCS and the wider HMPPS in this project (not least the penalties incurred in terminating contracts early, such as will have been the case with Novus, the education provider)?
Other
Implemented
Glasgow, Edinburgh and Larne House Short Term Holding Facilities (2020)
That in future projects, funding for refurbishment be allocated from a single budget, with one agent having overall responsibility for successful completion of the work. This would avoid unacceptably long delays occurring, such as that experienced in the completion of the refurbishment of the HRs at Glasgow Airport (see (c) above).
Other
Long Lartin (2024)
Prison infrastructure, maintenance and projects: repeat question from 2023 - to which specific building and maintenance projects has funding been allocated in the next three years and where does a new kitchen sit in the order of priority?
HMPPS
In Progress
Long Lartin (2024)
Unsatisfactory management of infrastructure and maintenance: what measures will the Minister take to ensure that his department improves management of the contract with Amey plc in order that the fabric and infrastructure can be restored to a decent standard and then properly maintained?
Ministry of Justice
In Progress
Fosse Way (2024)
The Board is seriously concerned about prison build shortcomings, which have been identified in the report. What will the Minister do to avoid the same errors being repeated in future builds (one of which we believe is due to open near York in the coming year)?
HMPPS
Accepted
Fosse Way (2024)
The Board is seriously concerned about prison build shortcomings, which have been identified in the report. What will the Minister do to avoid the same errors being repeated in future builds (one of which we believe is due to open near York in the coming year)?
Ministry of Justice
Accepted
Warren Hill (2025)
Furthermore, it would be helpful to have a definite picture of the future building works, including the proposed kitchen provisions so that more detailed planning can be undertaken. The current kitchen and rapid deployment cell (RDC) projects have been very 'stop - start'; could a detailed project plan and funded project plan be presented to the prison to eliminate the …
HMPPS
In Progress
Thorn Cross (2025)
A new building was almost complete when it had to be demolished because there were so many faults with it. What lessons have been learnt to prevent this happening again? (7.3.4)
HMPPS
Implemented
Brinsford (2023)
The contract for the supply and fitting of the new boilers throughout the prison was wholly inadequate. This contract failed to cover the flushing out of the old pipes and failed to fit individual thermostats to units, all adding further costs to the original price. And all at a cost to the public.
Ministry of Justice
Derwentside (2022)
Not to open a new immigration removal centre or other such establishment until all building work is completed and all facilities available for use.
Home Office
Standford Hill (2020)
The provision of on-site kitchen facilities is long overdue and would enable the prison to be expanded.
HMPPS
In Progress
Preston (2020)
Will the Prison Service secure the resources for and progress the purchase of the site of the adjacent county museum building, to secure the perimeter of the prison and to open up potential for other associated possible improvements in the prison structure?
HMPPS
Rejected
Onley (2020)
The Board believes that a capital bid for new kitchen equipment has been submitted, which is essential to provide adequate facilities in the kitchen.
Ministry of Justice
In Progress
Winchester (2021)
Any necessary improvements that require central budgeting approval take far too long to get through the process. What is the prison service’s plan to deal with the long-standing surveillance issues which the IMB will identify in a separate letter, and the continuing problem of the defective vehicle entrance barrier? (See section 4.7).
HMPPS
In Progress
Whitemoor (2021)
Will the prison service please review its approach to securing value for money in contracts for building works? Yet again a refurbishment project (this time of the main kitchen at Whitemoor) has been delayed by sub-contractors passing work from company to company until the job reached a firm whose staff did not have the necessary security clearance; the cladding appears …
HMPPS
In Progress
Morton Hall IRC (2021)
Following on from (2) we recommend that the government publish data on the full cost of keeping people in detention following bail release decisions, as well as other costs such as managing serious incidents arising from the frustration of those remaining in detention. Speeding up bail address checks could reduce these costs. Such an understanding of costs would help inform …
Home Office
Hindley (2021)
The Board welcomes the announcement that HMP/YOI Hindley is to be expanded, subject to planning permission being granted. It is important that the funding is fully secured to complete the full project in a timely way.
Ministry of Justice
Isle of Wight (2022)
the importance of early funding decisions to support key infrastructure work.
HMPPS
Wymott (2023)
As noted in the address to the Minister, is the focus on building new prisons rather than carrying out repairs to existing establishments likely to impact upon the funding available for refurbishment of A and B wings and the kitchen?
HMPPS
Exeter (2024)
The Board is concerned that the refurbishment of D wing has created a number of consequential problems, including ventilation (mould growth) and inadequate plumbing. What arrangements are in place to review the approval and ongoing management of tenders and contracts?
HMPPS
Eastwood Park (2024)
Confirm when a decision will be made about future expansion of Eastwood Park.
HMPPS
Implemented
Dungavel House IRC (2024)
Planning permission for the extension to the car park was obtained in May 2024 and work on this project should be put in hand during the year ahead.
Governor / Director
In Progress
Deerbolt (2024)
What oversight does the Governor have over the prioritisation of works within the establishment?
Governor / Director
Deerbolt (2024)
What oversight does the Governor have over the prioritisation of works within the establishment?
Governor / Director
Glasgow, Edinburgh and Larne House Short Term Holding Facilities (2020)
That the proposed partitioning at Larne House STHF does not prevent detainees from the opportunity to socialise, during the day. We have not, however, been informed about the timescale for this work. We ask that the work be appropriately planned with clear, transparent and realistic timelines and that this information is shared with the Board.
Governor / Director
Glasgow, Edinburgh and Larne House Short Term Holding Facilities (2020)
That DEPMU undertake to provide a new Holding Room within terminal two at Edinburgh Airport (see (b) above).
Other
Eastwood Park (2020)
Due to the remote and opaque method of deciding which maintenance works bids will receive funding, can HMPPS be more open about how such decisions were arrived at?
HMPPS
Noted
Eastwood Park (2020)
In her reply to our previous annual report, the minister stated that a funding commitment had been made to develop the first residential women’s centre. Has this project progressed, and when does the minister think there will be an impact on the prison population?
Ministry of Justice
In Progress
Wymott (2021)
Can Her Majesty’s Prison and Probation Service (HMPPS) give any indication of a timescale for kitchen improvements at HMP Wymott (see paragraphs 5.1.9 and 5.1.10)?
HMPPS
Swinfen Hall (2021)
Will the necessary funding be made available to the prison to facilitate these mitigations?
Ministry of Justice
Glasgow, Edinburgh and Larne House Short Term Holding Facilities (2021)
That a completion date be set for the outstanding work at Larne STHF (see concern (c) above.
Home Office
Glasgow, Edinburgh and Larne House Short Term Holding Facilities (2021)
That Detainee Escorting and Population Management Unit’(DEPMU) undertake to provide a new holding room within T2 at EDI (see concern (b) above).
Home Office
Gartree (2021)
Could the Minister confirm that investment to address the seriously declined infrastructure of Gartree will continue regardless of any options under consideration for a new prison to be built within the locality, and that Gartree will not suffer in any way should a new prison be built?
Ministry of Justice
Gartree (2022)
Can the Prison Service confirm again that Gartree will receive sufficient ongoing budget and capital funding in order both that prisoners can live, and staff can work, within a safe, secure, and decent environment? The Board continues to note that other prisons have received substantial investment to improve their infrastructure. Could the Prison Service explain to the Board why Gartree …
HMPPS
Ford (2022)
Whilst accepting that the country is facing significant economic headwinds, it is nonetheless disappointing to report on the level of uncertainty in committing the funding for both day to day activities and most particularly capital projects. The reversal of the progress on the plan to replace B wing and the health centre, with completion now pushed out to 2025 from …
HMPPS
Bure (2022)
Could HMPPS explain why this work was never carried out and reallocate funding as a matter of urgency so that it can be completed?
HMPPS
Ashfield (2022)
Can the Director ensure such information is available to the Board in accordance with the fund’s local operating procedure?
Governor / Director
Woodhill (2023)
To review how capital budgets can more effectively be used to maintain the fabric of the prison estate.
HMPPS
In Progress
Cookham Wood (2023)
What will the YCS do - and when - to get this much-needed and vital refurbishment back on track?
HMPPS
Wymott (2024)
Can the Minister provide an update on whether the planned new prison in the immediate locality will go ahead?
Ministry of Justice
Implemented
Styal (2024)
Funding for a new healthcare building has been agreed for Styal, but we understand building work has been delayed until 2025. What guarantees are there to ensure that this happens?
HMPPS
In Progress
Gartree (2024)
Which specific buildings and maintenance projects have been allocated funding for the next three years?
HMPPS
In Progress
Garth (2024)
It is requested that the recommendations made in the recent HM Inspectorate of Prisons (HMIP) inspection be fully funded in order that they may be implemented.
Ministry of Justice
Partially Accepted
Forest Bank (2024)
Forest Bank continues to operate at capacity. Are there any plans to increase prisoner capacity with capital investment in new wings or an expanded prison complex? If so, what additional support will the operator be provided with to manage additional increases of prison capacity?
Other
Rejected
Wandsworth (2025)
Following the UN, you advised that the Government was redirecting £100m from across the Prison Service, which will be spent over five years to deliver urgent improvements. How much has actually been spent and on what?
Ministry of Justice
In Progress
Wandsworth (2025)
Will the new Government support the recommendations of the Urgent Notification Action Plan and the investment commitment made after the alleged escape?
Ministry of Justice
In Progress
Five Wells (2025)
Will there be an increase in the delivery capability of the building choices programme in the future?
Governor / Director
Five Wells (2025)
Will there be an increase in the delivery capability of the building choices programme in the future?
Governor / Director
Glasgow, Edinburgh and Larne House Short Term Holding Facilities (2020)
That we are informed about the timetable for the provision of electronic translators.
Governor / Director
Health investigations(19)
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 2.4.6.5
The Trust’s Audit Committee may wish to commission a study of the procurement processes in relation to the relationship with Roche and corporate partners in order that the Trust can develop SOPs for future ventures.
Christie NHS Foundation Trust
north_west
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 2.4.6.3
Any plans to enter into commercial partnerships in future should be supported by clearly articulated programme management arrangements including a lead director, assigned responsibilities, timescales, risk management arrangements and escalation points. This should incorporate a communications plan f or engagement with key stakeholders and reporting to the Board of Directors …
Christie NHS Foundation Trust
north_west
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 2.4.6.2
The Trust should develop a clear policy supported by protocols to support decision-making regarding entering into major commercial relationships. This should identify the role of the Board of Directors.
Christie NHS Foundation Trust
north_west
An independent review into the independent sector provider One to … — Rec 5
As part of due diligence, commissioners should evaluate the extent of support that might be required by start-up businesses to understand the broad-ranging compliance requirements of the NHS regulatory and contractual infrastructure.
north_west
An independent review into the independent sector provider One to … — Rec 5
Mainstreaming of a new service should be at a prudent pace to allow full consideration of issues and risks raised as well as re-evaluation at milestone points.
north_west
An independent review into the independent sector provider One to … — Rec 4
A tailored approach to due diligence should be applied to small private sector providers who have a limited track record of working within the NHS. This should be undertaken on an ‘open book’ basis and include review of policies and procedures as well as financial forecasts and assumptions.
north_west
An independent review into the independent sector provider One to … — Rec 3
Commissioners should produce a business case for assurance and decision-making purposes for innovative and potentially high-risk service developments. This needs to be completely independent of proposals from providers offering their services and include a thorough evaluation of the market.
north_west
An independent review into the independent sector provider One to … — Rec 2
Business plans should be rigorously stress tested to ensure assumptions in areas of risk are appropriate and that the business plan has a buffer for contingencies and unexpected variations in key assumptions.
north_west
An independent review into the independent sector provider One to … — Rec 1
For further innovative developments in maternity services, testing should be undertaken at a design and feasibility stage before commitments are made to implementation. This would assist in building a common understanding, between policy leaders and local NHS teams tasked with implementation, of the challenges to be overcome.
north_west
An independent review into the independent sector provider One to … — Rec 1
Proof of concept through pilot testing and consultation should be comprehensive and consider all pathway components that are intended to be commissioned before introduction into an established system.
north_west
An independent review into the independent sector provider One to … — Rec 1
Future proposals for new models to support the delivery of national maternity policy should be comprehensively tested from a clinical, operational, and financial perspective, with scrutiny of the business case and the implementation plan before commitment to and roll-out of the service.
north_west
An independent review into the independent sector provider One to … — Rec 1
Proposals for new maternity service models should be comprehensively tested before commitment to implementation through robust pilot evaluation and business case scrutiny, including consideration of procurement route.
north_west
An independent review into the independent sector provider One to … — Rec 2
Commissioners and independent sector providers should work in an ‘open book’ way, particularly for start-up businesses offering new services, to ensure a full understanding of the cost base and allow scrutiny of the assumptions underpinning business plans.
north_west
An independent review into the independent sector provider One to … — Rec 2
A comprehensive pilot evaluation should be undertaken as a fundamental step in the commissioning process, at a pace which allows all stakeholders to contribute to feedback. This should set out the learning and challenges experienced, potential risks and implications for future commissioning, and should allow recalibration of options and retesting …
north_west
An independent review into the independent sector provider One to … — Rec 1
Relatively small independent sector providers, particularly start-up businesses working exclusively in the NHS, should work transparently on their business plans with commissioners so that the commercial challenges are understood by all parties.
north_west
An independent review into the independent sector provider One to … — Rec 1
Comprehensive due diligence should be undertaken with the appropriate commercial expertise before decisions to award and extend contracts.
north_west
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 3.1.2.2.2
The leadership of the Trust should be fully engaged in working with stakeholders to clarify The Christie’s ambitions for research within Greater Manchester, nationally and internationally.
Christie NHS Foundation Trust
north_west
An independent review into the independent sector provider One to … — Rec 7
Due diligence should be undertaken with the appropriate clinical and commercial expertise, and this should be sourced externally if the skills are not available in-house or if independence is required.
north_west
Themes and lessons learnt from NHS investigations into matters relating … — Rec R12
NHS hospital trusts and their associated NHS charities should consider the adequacy of their policies and procedures in relation to the assessment and management of the risks to their brand and reputation, including as a result of their associations with celebrities and major donors, and whether their risk registers adequately …
national
Accepted
Detention investigations(2)
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 19
IND specifically and independently assesses whether a proposed construction material meets the particular needs of the project.
Immigration Detention
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 17
IND reviews its systems for assessing contract bids in the light of the Yarl’s Wood experience. In particular, consideration should be given to bringing in independent expertise to help with the assessment.
Immigration Detention
Independent reviews(50)
Cunliffe Water Commission — Rec 79
Recommendation 79: Under the supervisory approach, the regulator in England and Wales should provide assurance on how companies are delivering infrastructure spend.
Other
Cunliffe Water Commission — Rec 78
Recommendation 78: A review of the current PCD framework in England and Wales should be completed before the end of AMP8, to inform a more robust and flexible framework, broadly set at programme level spending.
Other
Cunliffe Water Commission — Rec 77
Recommendation 77: The delivery assurance frameworks (Delivery Plans and Delivery Monitoring Framework) that cover infrastructure capital spending across England and Wales should be reviewed during AMP8 and rationalised.
Other
Wachter NHS IT Review — Rec 10
A Robust Independent Evaluation of the Programme Should be Supported and Acted Upon. In light of the likelihood of unanticipated consequences, the high cost of digitisation, and the chequered history of past efforts to digitise the secondary care sector, the NHS should commission and help fund independent evaluations of the …
Health & Social Care
Wachter NHS IT Review — Rec 7
Link National Funding to a Viable Local Implementation/Improvement Plan. The availability of central money to support digitisation should be linked to a parallel investment from each trust, NHS approval of a plan that demonstrates that the trust is adequately prepared to succeed in both digitisation and in promoting regional interoperability, …
Health & Social Care
Tickell Research Bureaucracy Review — Rec 19
If they do not already have them, research organisations should establish "Trusted Funder" policies to enable projects to proceed at risk, within certain parameters.
Other
Tickell Research Bureaucracy Review — Rec 13
Ethical and other regulatory approvals should be the responsibility of the lead partner on a multi-institution research project and counterparties (including in the NHS) should not require additional duplicative approvals.
Other
Tickell Research Bureaucracy Review — Rec 4
Funding bodies should explore the function and benefits of self-certification and/or earned autonomy for institutions with a robust track record of assurance.
Other
Tickell Research Bureaucracy Review — Rec 3
Funders and research organisations should develop collective approaches and resources to support institutions in managing their assurance processes.
Other
Tickell Research Bureaucracy Review — Rec 2
Government should facilitate closer working with other funders, including charity funders, to increase coordination and reduce assurance burdens on the sector.
Other
Tickell Research Bureaucracy Review — Rec 1
Government departments that fund research should work together to ensure there is greater alignment of assurance approaches, removing duplication. UKRI should take forward action to achieve greater alignment and coordination across UKRI Councils.
Other
Levene Defence Reform Report — Rec 13d
The Defence Reform Steering Group should be asked to reconvene on an annual basis for the next three years to check on progress, and report to the Defence Secretary, who should in turn report on progress to Parliament.
Other
Levene Defence Reform Report — Rec 13c
Implementation should be one of the Department’s top priorities and will need to be resourced accordingly. This will need to cover training for Defence as a whole, as well the core teams who will lead the work.
Other
Levene Defence Reform Report — Rec 13b
Implementation should be led at 4 star level. They should be responsible to the Defence Secretary’s group and the Defence Board for driving through the detailed design and implementation. They should stay in post to see it through.
Other
Levene Defence Reform Report — Rec 13a
The Defence Secretary should chair a group specifically to oversee implementation.
Other
Levene Defence Reform Report — Rec 13
Key recommendation 13. The new Defence Board should ensure that the implementation of the Defence Reform proposals is properly resourced, coordinated from Head Office and driven by both Ministers and the senior leadership of the Department.
Other
Levene Defence Reform Report — Rec 9d
We welcome the development and increased use of the independent costing capability provided by the Cost Assurance and Analysis Service. The Department should mandate the use of this service more broadly across Defence to support investment decisions and planning.
Other
Levene Defence Reform Report — Rec 7d
In implementing the Joint Forces Command, the Department should systematically review joint or potentially joint capabilities and functions across the Services against the criteria set out below to determine which might be rationalised, the merit of further joint organisations, and which should transfer to the Joint Forces Command and which …
Other
Levene Defence Reform Report — Rec 6c
Major investments should continue to be scrutinised by the Investment Approvals Committee (IAC), chaired by DG Finance. Within a strict approvals process, he should delegate some authority for smaller projects to Directors of Resources in the relevant TLBs. The Department should rationalise current processes as far as possible (but as …
Other
Levene Defence Reform Report — Rec 6
Key recommendation 6. Financial management throughout the Department should be considerably strengthened and there should be a widely-shared culture of managing Defence within available resources and realistic assumptions about the longer-term budget. At the centre, the DG Finance should be a member of the new Defence Board, chair its Investment …
Other
Levene Defence Reform Report — Rec 4c
The Department should take stock of progress in implementation in two years’ time, and consider whether the proposed role and structure of the Head Office, including the requirement, role and seniority of the 2nd PUS and VCDS remain valid.
Other
Levene Defence Reform Report — Rec 1b
Formal sub-committees to the new Defence Board should be established to conduct investment approvals (Investment Approvals Committee), audit (Defence Audit Committee) and to oversee the career management system for senior civilians and military officers (Appointments Committee).
Other
Tooke MMC Inquiry — Rec 7
The introduction of necessary changes stemming from this report should i) involve all relevant stakeholders especially professional representatives, ii) abide by best principles of project and change management and include trialling where appropriate and feasible, iii) be subject to rigorous monitoring and evaluation.
Health & Social Care
Goldacre Review — Rec TRE 51
Funding for TREs should be separate to funding for single academic analyses Strong TRE infrastructure can only be delivered in close collaboration with single-subject analysts delivering excellent scientific research papers. However, these are nonetheless two distinct activities. The quality of a TRE project should not be judged by single academic …
Health & Social Care
Goldacre Review — Rec TRE 50
Funders should avoid short- term funding for infrastructure There is a clear tendency for some academic resource on data infrastructure to be awarded on very short timelines. This may reflect: TRE funding standing outside of conventional competitive funding structures; a lack of strategic coordination; some pressure around short-term funding horizons …
Health & Social Care
Goldacre Review — Rec TRE 6
Rapidly scale over 18 months The following 18 months should be spent onboarding external users, iterating the platform, iterating detailed documentation for users, actively recruiting users, and adding features in response to user feedback. Proof of delivery should be in the form of outputs, code, and technical documentation, not PowerPoint …
Health & Social Care
Goldacre Review — Rec TRE 5
Produce a minimum viable TRE in 6 months Examples of national TREs for NHS data already exist, so MVP implementation that is capable of scaling, and demonstrating rapid delivery, should take no more than six months. This should include a full secure data management and analysis pipeline, most core features, …
Health & Social Care
Social Work Task Force — Rec 15
Recommendation 15: National Reform Programme — The Social Work Task Force recommends the creation of a single national reform programme for social work.
Other
McNulty Rail Review — Rec 34-implementation
Recommendations (driving implementation): A small independent team for change programme management to work closely with the Rail Delivery Group, and to report direct to the Secretary of State against an agreed implementation plan.
Other
Wanless Review — Rec 8
To ensure that resources intended for ICT spending are not diverted to other uses and are used productively, the Review recommends that budgets should be ring-fenced and achievements audited (6.21).
Health & Social Care
Barker Housing Supply Review — Rec 35
The industry should work together with the Commission for Architecture and the Built Environment (CABE) to agree a code of best practice in the external design of new houses. Where planners and housebuilders disagree on specific design issues, they should seek arbitration, possibly through CABE, to resolve these matters.
Other
Barker Housing Supply Review — Rec 33
The House Builders Federation, in conjunction with National House-Building Council (NHBC), ConstructionSkills and other interested parties, should develop a strategy to address barriers to modern methods of construction. This strategy should be developed to fit alongside existing initiatives, working closely with Government to identify further measures that can be taken. …
Other
Barker Housing Supply Review — Rec 31
PPG 3 should require local planning authorities to have regard to the impact on competition when allocating sites in their Local Development Frameworks. For example, if there is a choice between allocating a number of small sites or a single large site for development, competition considerations would favour a larger …
Other
Barker Housing Supply Review — Rec 24
Section 106 should be reformed to increase the certainty surrounding the process and to reduce negotiation costs for both local authorities and developers. If the Government accepts the recommendations outlined in Chapter 4 concerning the capture of development gains: • Section 106 should be ‘scaled back’ to the aim of …
Other
Barker Housing Supply Review — Rec 23
Central and regional government should be more strategic in its use of area-based special purpose vehicles to deliver housing development. Where problems of land acquisition, servicing and infrastructure provision are identified through the regional planning process, Government should engage with English Partnerships to identify the most appropriate vehicle for delivering …
Other
Barker Housing Supply Review — Rec 21
English Partnerships (EP) should have a lead role in delivering development through partnering with public and private sector bodies in assembling complex sites, masterplanning, remediating land and developing supporting infrastructure. At the same time, Government should provide greater certainty as to the principles by which EP would, or would not, …
Other
Barker Housing Supply Review — Rec 20
To minimise delays to development, infrastructure providers, such as the Highways Agency and water companies, should be involved from an early stage in developing both the regional spatial strategy and the local development plan: • As part of the work involved in drawing up the local and regional plan, providers …
Other
Barker Housing Supply Review — Rec 14
PPG3 should be revised to require local planning authorities to be realistic in considering whether sites are available, suitable and viable. Any site which is not available, suitable and viable should be disregarded for the purposes of the sequential test.
Other
Barker Housing Supply Review — Rec 13
Government should allow Regional Spatial Strategies to deviate from PPG3 where there is clear evidence to support a different approach within the region. While the agreement of the Secretary of State should be essential, it should only be possible for Government to reject an application to deviate on the grounds …
Other
Barker Housing Supply Review — Rec 12
Government should take a rigorous approach to revising PPG3. Future revisions should be grounded in an evidence base and should be subject to scrutiny from a panel of housing and planning stakeholders, including the development industry. Restrictions on development should have an identifiable and evidenced benefit that outweighs their costs.
Other
Barker Housing Supply Review — Rec 11
Housing developments differ in their nature. It is not appropriate to apply the same planning process to all developments. The Government should introduce two additional routes for developers to choose between, when applying for planning permission: • Outline only route – applicants would put forward an outline application which contained …
Other
Barker Housing Supply Review — Rec 9
Local plans should be more realistic in their initial allocation of land, and more flexible at bringing forward additional land for development. When allocating land sufficient to meet their targets for additional dwellings, local authorities should allow for the proportion of sites that prove undevelopable, often as a result of …
Other
Barker Housing Supply Review — Rec 8
Government should set out guidance on the composition of Regional Planning and Housing Bodies. This guidance should include the following: • Guidance on training and skills requirements for members of the Regional Planning and Housing Body to enable them to act in a regional (and supra-regional) capacity. • Guidance on …
Other
Barker Housing Supply Review — Rec 7
Government should set out guidance, accompanying a revised Planning Policy Guidance 3 (Housing) (PPG 3), for determining the scale and allocation of housing provision at the regional level to ensure that methodologies reflect a full consideration of the economic, social and environmental costs and benefits of housing at the regional …
Other
Barker Housing Supply Review — Rec 6
The Regional Planning Bodies and Regional Housing Boards should be merged to create a single body responsible for managing regional housing markets, delivering the region’s affordability target and advising on distributing resources for social and sub market housing. The Regional Planning and Housing Bodies (RPHBs) would continue to be responsible …
Other
Maude Civil Service Review — Rec 42
Recommendation 42: Cabinet committee minutes should record action points, with clear timelines and individuals identified with responsibility for their implementation. Any deviation from the timeline should be reported immediately to the secretariat, the chair of the committee and their team including Special Advisers, and the Prime Minister’s Chief of Staff. …
Other
Maude Civil Service Review — Rec 41
Recommendation 41: At any cabinet committee where a policy decision is to be made, the Permanent Secretary from the department proposing it should present the implementation plan and be ready to answer questions on it, together with the official who is the designated Senior Responsible Owner (SRO) who is charged …
Other
Maude Civil Service Review — Rec 5
Recommendation 5: The Head of the Civil Service should be responsible for defining and publishing a future operating model of the Civil Service, and the transition plan to get there. That should include performance targets, investment and budget.
Other
Oakervee Review — Rec 46
Conclusion 46: The overall governance of the HS2 project, including the future planning of Phase Two along with the delivery and operation of HS2, should be reframed in light of the recommendations of the Williams Review, including any new body or bodies that are established by government following the Williams …
Other
Oakervee Review — Rec 45
Conclusion 45: As part of the decision around Notice to Proceed, the DfT should set out its plan for improving how it functions as a sponsor, client, funder and shareholder including how it will improve its internal expertise in a number of key areas.
Other
PHSO casework decisions(3)
P-001071 — Department for Transport
Mr and Mrs P complained about HS2 and DfT's mismanagement and inconsistent communication during the acquisition of their property, leading to delays, unexpected deductions, and distress.
UK Government
Upheld
Jun 2021
P-003525 — Homes England
Mr L complained Homes England took too long to redeem his Help to Buy equity loan, resulting in additional interest payments and financial strain for his family.
UK Government
Apr 2025
P-001364 — The Coal Authority
Mrs H complained the Coal Authority's 2013 mining report omitted details of a nearby mineshaft, which it knew about, leading to significant financial loss on her property.
UK Government
Apr 2022
LGO / SPSO decisions(396)
21-013-440 — Bristol City Council
Summary: Miss X complains the Council failed to make a formal record of, or disclose, its reasons for refusing some applications for Community Infrastructure Levy and Section 106 funds. We have found fault with the Council’s actions. The Council has agreed to apologise to Miss X and make changes to …
LGO (Local Government & …
Other Categories
Upheld
Apr 2022
20-009-086 — Lichfield District Council
Summary: Mr B complains the Council has not ensured community facilities and open spaces are properly provided on a newly built housing estate. He says this means residents are living on the estate without promised facilities and with the likelihood of high maintenance costs for the open spaces. The Ombudsman …
LGO (Local Government & …
Planning
Upheld
May 2022
24-015-028 — City of Doncaster Council
Summary: Ms X complained the Council issued a completion certificate for her new- build property which she has since discovered does not satisfy the building regulation requirements.
LGO (Local Government & …
Planning
Not Upheld
Apr 2025
NIPSO-202400245 — Belfast City Council
Belfast City Council didn’t properly address a man’s concerns when he objected to the building of a two-storey property. It also didn’t keep appropriate records to evidence its decision-making.
NIPSO (NI Public Service…
Local Government
Upheld
Jan 2026
PSOW-202506667 — Cardiff Council
Mr C complained that Cardiff Council had not repaired a roof leak for 2 years, leading to problems with damp and mould in his home. Mr C also said that the Council had not responded to complaints about other repairs that had not been completed. The Ombudsman decided that there …
PSOW (Public Services Om…
Local Government
Jan 2026
PSOW-202508528 — Bridgend County Borough Council
Mr A complained that Bridgend County Borough Council failed to respond to the complaint that was referred to the Council by our office in June 2025. The Ombudsman found that the Council failed to respond to the complaint raised which the Ombudsman said caused uncertainty and frustration for Mr A. …
PSOW (Public Services Om…
Local Government
Jan 2026
24-000-252 — Hyndburn Borough Council
Summary: We will not investigate Mrs X’s complaint about substandard building work carried out by the developer of her property. This is because the Council had no involvement in the building work and is not responsible for the injustice Mrs X claims.
LGO (Local Government & …
Planning
Jun 2024
23-021-162 — West Sussex County Council
Summary: Mr X complains the Council failed to utilise money obtained through Section 106 agreements to carry out the highway improvements the funding was intended for. We found no fault in the Council’s actions.
LGO (Local Government & …
Planning
Not Upheld
Sep 2024
24-001-693 — Dover District Council
Summary: X complained the Council failed to use its powers to ensure a project aimed at providing a public benefit to the area. The Council accepted there was fault, as it cannot now explain why it did not require improvements to the land as it had once intended. It has …
LGO (Local Government & …
Planning
Upheld
Dec 2024
201702372 — Argyll and Bute Council
Mr C complained about the way in which the council dealt with his application for payment of a home improvement grant for his mother. Mr C had not received a receipt from the contractor who had carried out the work, so he had submitted other evidence as proof of payment. …
SPSO (Scottish Public Se…
Local Government
Partly Upheld
Jan 2018
201701139 — Fife Council
Ms C, who is a council tenant, complained that the council failed to ensure that her new bathroom was installed correctly as she had to report a number of leaks in the months following the installation. Ms C said that she had to report a leak on a number of …
SPSO (Scottish Public Se…
Local Government
Partly Upheld
Jan 2018
24-013-166 — North Northamptonshire Council
Summary: We upheld a complaint from Mr B about the Council’s response to concerns he had about the incomplete housing development he lives on. We found the Council’s planning enforcement service communicated poorly with Mr B, including after he complained, and it lacked a clear plan to tackle the issues …
LGO (Local Government & …
Planning
Upheld
Dec 2025
NIPSO-202001035 — Causeway Coast and Glens Borough Council
We asked Causeway Coast and Glens Borough Council to refund thousands of pounds to a woman after we found it mismanaged an online procurement.
NIPSO (NI Public Service…
Local Government
Upheld
Jul 2023
PSOW-202201596 — Ceredigion County Council
Mrs X complained about the way the Council had handled her complaint about a retrospective planning application. Mrs X said that she had not received any updates or a complaint response from the Council. The Council acknowledged that it had not provided Mrs X with updates on the progression of …
PSOW (Public Services Om…
Local Government
Jun 2022
PSOW-202201977 — Bridgend County Borough Council
Mrs X complained that the Council did not respond to her complaint regarding the installation of a cricket cage next to her home. The Ombudsman decided that the Council should provide Mrs X with a written response to her complaint by 8 July, and an apology for the delay in …
PSOW (Public Services Om…
Local Government
Jun 2022
21-008-796 — Bolton Metropolitan Borough Council
Summary: Mrs X complained about the Council’s planning decision. We found fault because there was an inconsistency between the Council’s statement of community involvement document and its delegation scheme, which the Council has agreed to remedy.
LGO (Local Government & …
Planning
Upheld
Jan 2022
21-013-039 — Lake District National Park Authority
Summary: There was fault in how the Authority handled planning matters at a site close to Mr B’s home. It did not follow its publicity policy, it did not expressly consider the impact on his privacy, and it has taken too long to deal with breaches of planning control. The …
LGO (Local Government & …
Planning
Upheld
Feb 2022
22-001-874 — Hastings Borough Council
Summary: We will not investigate this complaint that the Council failed to provide information to the Planning Committee when it determined a Listed Building Consent application. This is because the complaint does not meet the tests in our Assessment Code on how we decide which complaints to investigate. There is …
LGO (Local Government & …
Planning
May 2022
22-002-284 — Blackburn with Darwen Council
Summary: We will not investigate Mr X’s complaint about the Council’s handling of his planning application. This is because his injustice lies in the decision to refuse the application and it would have been reasonable for him to appeal to the Planning Inspectorate.
LGO (Local Government & …
Planning
May 2022
22-002-140 — London Borough of Ealing
Summary: We will not investigate this complaint about the actions of the Council’s planning department or how the Council dealt with a Freedom of Information request. This is because the complainant has appealed to the Planning Inspector and his concerns about how the Council dealt with his request for information …
LGO (Local Government & …
Planning
May 2022
22-001-456 — West Lindsey District Council
Summary: Ms X complains about the Council’s handling of planning matters concerning a development site close to her home. We will not investigate the complaint because an investigation is unlikely to add to the investigation already carried out by the Council or lead to a different outcome.
LGO (Local Government & …
Planning
May 2022
22-001-451 — Rochford District Council
Summary: We will not investigate this complaint about how the Council dealt with a planning application. This is because we are unlikely to find fault.
LGO (Local Government & …
Planning
May 2022
22-000-281 — West Northamptonshire Council
Summary: We will not investigate this complaint that an Officer misled the Council’s Planning Committee by using a pre-application drawing of a bungalow instead of a dormer bungalow. The application was refused and therefore the complainant has not suffered any injustice as a result. Nor have I seen evidence of …
LGO (Local Government & …
Planning
May 2022
21-014-506 — Cotswold District Council
Summary: Mr X complains the Council mistakenly issued a Decision Notice without removing the Permitted Development rights. The Council acknowledged this and has apologised. We find fault with the Council for the omission, but the injustice is not sufficient to warrant a remedy.
LGO (Local Government & …
Planning
Upheld
May 2022
22-003-685 — Exeter City Council
Summary: We will not investigate this complaint about how the Council dealt with a planning application. This is because we are unlikely to find fault.
LGO (Local Government & …
Planning
Jun 2022
22-003-552 — Mid Suffolk District Council
Summary: We will not investigate this complaint about how the Council dealt with a planning application or the pre-application advice it provided to the complainant. This is because we are unlikely to find fault by the Council. The complainant also has the right to appeal to the Planning Inspector.
LGO (Local Government & …
Planning
Jun 2022
22-002-554 — Wiltshire Council
Summary: We will not investigate this complaint about how the Council dealt with a planning application for a new development near Mr X’s home. This is because there is not enough evidence of fault in how the Council considered the impact of the development on Mr X’s home. Mr X …
LGO (Local Government & …
Planning
Jun 2022
22-000-525 — Coventry City Council
Summary: We will not investigate this complaint about how the Council dealt with a planning application for a development near Mr X’s home. This is because there is not enough evidence of fault by the Council.
LGO (Local Government & …
Planning
Jun 2022
21-009-487 — South Cambridgeshire District Council
Summary: We will not investigate this complaint about the Council’s decision to grant planning permission for a site next to the complainant’s home, or its handling of the subsequent complaint. This is because the complaint does not meet the tests in our Assessment Code on how we decide which complaints …
LGO (Local Government & …
Planning
Jun 2022
22-003-505 — Salford City Council
Summary: We will not investigate Miss X’s complaint about the Council’s handling of a planning matter. This is because it does not cause Miss X significant injustice.
LGO (Local Government & …
Planning
Jun 2022
22-000-267 — Tandridge District Council
Summary: We will not investigate this complaint about how the Council assessed a prior approval application for the change of use of agricultural buildings to dwellings. This is because the complaint does not meet the tests in our Assessment Code on how we decide which complaints to investigate. There is …
LGO (Local Government & …
Planning
Jun 2022
22-003-882 — Birmingham City Council
Summary: The Council failed to provide evidence of compliance with recommendations previously made by the Ombudsman within the agreed timescale. In the original complaint, we found fault with the Council for assessing Mr and Mrs C’s dropped kerb application against a draft, unpublished policy. The Council agreed to reassess their …
LGO (Local Government & …
Transport And Highways
Upheld
Aug 2022
21-018-563 — North Warwickshire Borough Council
Summary: We found fault on Mr J’s complaint about the Council failing to properly discharge a condition about noise on planning consent. The Council discharged it without seeing a noise assessment report, failed to show why it decided the applicant did not need to supply one, and failed to show …
LGO (Local Government & …
Planning
Upheld
Aug 2022
21-010-658 — Huntingdonshire District Council
Summary: We found fault on Mrs J’s complaint about the Council failing to ensure planning conditions for works on a site near to her home were complied with, including for a Construction Environment Management Plan. It delayed reaching a decision on the submitted Plan for nine months and delayed dealing …
LGO (Local Government & …
Planning
Upheld
Oct 2022
22-001-326 — Dorset Council
Summary: Mr X said the Council’s failure to conclude its investigation into unauthorised works to a listed building meant he could not sell his property. We did not find the injustice Mr X claimed arose from the Council’s delayed enforcement investigation. However, the Council agreed to prepare an investigation plan …
LGO (Local Government & …
Planning
Upheld
Nov 2022
24-001-729 — Hartlepool Borough Council
Summary: We will not investigate this complaint about the Council’s decision to approve a planning application for a new road behind the complainant’s home. There is not enough evidence of fault in the way the Council considered the application to justify an investigation. And further investigation is unlikely to lead …
LGO (Local Government & …
Planning
Jun 2024
24-006-471 — Kent County Council
Summary: We will not investigate Mr X’s complaint about the Council not enforcing a highways condition on a planning permission granted by another authority several years ago. Enforcement of these planning conditions is not an administrative power the Council has, so we cannot investigate this. We will also not investigate …
LGO (Local Government & …
Planning
Sep 2024
24-022-745 — South Staffordshire District Council
Summary: We will not investigate Miss B’s complaint about defective building work at her new build property. This is because there is not enough evidence of fault by the Council to justify an investigation.
LGO (Local Government & …
Planning
Apr 2025
24-009-105 — Malvern Hills District Council
Summary: Mr X complained that the Council did not properly deal with a planning application or enforcement of building regulations compliance. The Council is at fault because its communication to Mr X was not clear. The Council has provided an appropriate remedy.
LGO (Local Government & …
Planning
Upheld
May 2025
201004681 — Audit Scotland
Mr C, a landlord holding a Housing in Multiple Ownership (HMO) licence, was aggrieved at the high level of licence fees imposed by a local authority which had allowed a considerable surplus to be built up and which had not been 'ring-fenced' for the purpose of HMO licensing. He also …
SPSO (Scottish Public Se…
Scottish Government and Devolved Administration
Not Upheld
Oct 2011
201200326 — Falkirk Council
Mr C complained that the council failed to take reasonable steps to ensure that his aunt's hot water and heating system was properly maintained. He was also concerned that the council failed to deal with his subsequent complaints in a reasonable or timely manner. Our investigation found that Mr C's …
SPSO (Scottish Public Se…
Local Government
Partly Upheld
Dec 2012
201305322 — The Highland Council
Mrs C complained that the council failed to deal with flooding risk to her croft and an adjacent new development. She said that a developer came onto the croft without permission, and upgraded a pipe (which drained his field into their drainage system) with a larger size pipe. The developer …
SPSO (Scottish Public Se…
Local Government
Not Upheld
Jul 2015
201507720 — Glasgow City Council
Mr C began to experience an increase in cooking smells from the cafe above which he lived. Mr C contacted the council's Land and Environment Services (LES) department to report a nuisance. Two months later, he wrote to the council's Development and Regeneration Services (DRS) department to report that the …
SPSO (Scottish Public Se…
Local Government
Partly Upheld
Jun 2017
201607325 — West Dunbartonshire Council
Mr C complained that the council unreasonably failed to enforce planning conditions associated with a retrospective planning permission for an area of hard standing at a neighbouring property. The permission granted for this area limited the use of the hard standing to uses associated with the small holding to which …
SPSO (Scottish Public Se…
Local Government
Partly Upheld
Jul 2017
201701597 — Dumfries and Galloway Housing Partnership
Mr C, who is a local councillor, complained on behalf of his constituents (Mr and Mrs A) who are tenants of the housing association. Mr C complained that the association failed to fully reinstate the tenants' garden following repairs to a water pipe that was carried out in their back …
SPSO (Scottish Public Se…
Local Government
Partly Upheld
Jan 2018
24-021-919 — Surrey County Council
Summary: X complained about the Council’s communication with them about their application for a site plot and questioned if it fairly followed its allocation scheme. We found the Council at fault for poor communication, poor record keeping and failure to demonstrate transparency with its allocation decisions. This caused significant frustration …
LGO (Local Government & …
Other Categories
Upheld
Jan 2026
202404014 — The City of Edinburgh Council
C complained that the council did not properly consider their concerns about work being carried out on a neighbour’s summerhouse by someone that they believed was unqualified. C also said that the council inaccurately stated that no building warrant was required for the summerhouse. The council advised C of the …
SPSO (Scottish Public Se…
Local Government
Not Upheld
Feb 2026
25-006-227 — Buckinghamshire Council
on the lessons that can be learnt from our complaints about end of life care given in care homes and in the home.
LGO (Local Government & …
Planning
Jan 2026
25-014-406 — London Borough of Southwark
Summary: We will not investigate this complaint about the Council’s handling of a Community Infrastructure Levy and its complaint handling. This is because there is no evidence of fault in how the matter was reviewed and any injustice caused by earlier fault is not significant. Nor could we add to …
LGO (Local Government & …
Planning
Jan 2026
24-017-624 — Surrey Heath Borough Council
Summary: We will not investigate this complaint about the way the Council dealt with Mr X’s pre-planning application advice. We have not seen enough evidence of fault in the Council’s actions.
LGO (Local Government & …
Planning
Jan 2026
Domestic Homicide Reviews(2)
Local audit findings(13)
Public Interest Report: Nottingham City Council
Report in the Public Interest on Robin Hood Energy, the council-owned energy company, finding inadequate governance and a failure to understand the risks of entering the energy market, with cumulative company losses of about £34.4m. Published in the week to …
Grant Thornton UK LLP
Aug 2020
£34m
Statutory Recommendation: Woking Borough Council
Five statutory recommendations under section 24 and Schedule 7, made within the auditor's Report in the Public Interest, covering past governance arrangements, investment decisions and financial strategy.
Grant Thornton UK LLP
Nov 2024
Statutory Recommendation: Slough Borough Council
Four statutory recommendations under section 24 and Schedule 7 concerning financial reporting and the management of reserves, with two further statutory recommendations in July 2021 on financial management capacity.
Grant Thornton UK LLP
May 2021
Auditor Advisory Notice: Northamptonshire County Council
Auditor advisory notice under section 29 and Schedule 8 of the Local Audit and Accountability Act 2014, warning that the 2018/19 budget proposals did not balance and relied heavily on one-off measures such as the sale and leaseback of One …
KPMG
Feb 2018
Public Interest Report: Woking Borough Council
Report in the Public Interest on past decisions that contributed to the council's financial position, finding historic shortcomings in financial, governance and legal arrangements and making five statutory recommendations.
Grant Thornton UK LLP
Nov 2024
Public Interest Report: London Borough of Croydon
Second Croydon Report in the Public Interest, on the Fairfield Halls refurbishment delivered through the council's company Brick by Brick. The auditor concluded the council failed to ensure proper financial control and effective governance; the project was delivered late and …
Grant Thornton UK LLP
Jan 2022
Public Interest Report: London Borough of Croydon
Report in the Public Interest on the council's financial position, financial decision-making and governance, making 20 recommendations of which 8 were high priority.
Grant Thornton UK LLP
Oct 2020
Section 114 Notice: Woking Borough Council
Notice issued against core funding of about £16m for 2023/24, with a deficit of £1.2bn arising from a historic investment strategy that produced unaffordable borrowing and irrecoverable loans.
Jun 2023
£1200m
Section 114 Notice: Thurrock Council
Notice reporting an in-year deficit of £452m for 2022/23, driven by write-downs on investment assets, under-assessed Minimum Revenue Provision and exposure to short-term borrowing.
Dec 2022
£452m
Section 114 Notice: Slough Borough Council
Notice issued by the section 151 officer citing incorrect Minimum Revenue Provision calculations since 2016/17, borrowing that had risen from about £180m to £760m, effectively no unallocated general reserves and a projected negative General Fund balance of £159m by March …
Jul 2021
£159m
Section 114 Notice: London Borough of Croydon
First of three Croydon notices. The council faced a forecast overspend and carried debts of around £1.5bn, linked in part to its housing development company.
Nov 2020
Section 114 Notice: Nottingham City Council
Notice issued on the basis that the council could not deliver a balanced budget for 2023/24, with a net forecast General Fund pressure of £23.351m, over 80 per cent of it in People's services.
Nov 2023
£23m
Section 114 Notice: Birmingham City Council
First of two 2023 notices, citing an equal pay liability in the region of £650m to £760m that the council could not fund, alongside an in-year budget gap of around £87m.
Sep 2023
£87m