Examining the consequences of inadequate strategic planning, formal scrutiny and performance management on public assurance: two studies relating to public spending by central government in England

In an era of continuing austerity and deteriorating budget settlements, value for money becomes ever more important. This paper will look at two recent studies relating to central government expenditure in England to assess... [ view full abstract ]

In an era of continuing austerity and deteriorating budget settlements, value for money becomes ever more important. This paper will look at two recent studies relating to central government expenditure in England to assess how well the public can be assured that the expenditure is being deployed in an economic, efficient and effective manner and that value for money is being achieved.
The first relates to the strategic planning of government expenditure and evaluates the government’s series of 20 ‘single department’ plans published in February 2016. These are guiding and implementing public spending over the 2015-2020 period of the Conservative Government. The plans, which pre-date the Brexit decision, have already been criticised by the National Audit Office (NAO 2016) and are due to be the subject of a Public Accounts Committee hearing in autumn 2016. The paper will draw conclusions from the process and make recommendations for the next annual planning cycle.
The second relates to an evaluation of the impact of central government expenditure within local communities. This is the objective of an on-going related study, examining the distribution of central government funding for local services. The NAO’s intention is to investigate the government’s process for distributing funding for local public services and whether there is an understanding of the individual and cumulative effects or impacts of government funding in local communities or local areas.
The authors are currently contributing to this latter study.

Reference:
Nation Audit Office (2016) Government’s management of its performance: progress with single departmental plans. London: NAO.