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House of Commons Committee of Public Accounts Early Action Landscape Review HC 133

10 View(s), published at 2013-09-20, written by Great Britain: Parliament: House of Commons: Committee of Public Accounts, published by The Stationery Office
House of Commons Committee of Public Accounts Early Action Landscape Review HC 133

House of commons - committee of public accounts: early action: landscape review - hc 133 by Great Britain: Parliament: House of Commons: Committee of Public Accounts Early action in public policy delivery involves the use of resources to tackle causes rather than symptoms. The Government spends nearly £400 billion each year on, for example, health, education, emp.... Published date on: 2013-09-20 with total page: 37 pages. Publisher of House of Commons - Committee of Public Accounts: Early Acti

Early action in public policy delivery involves the use of resources to tackle causes rather than symptoms. The Government spends nearly £400 billion each year on, for example, health, education, employment, justice and welfare, but huge numbers of people still suffer preventable health problems that are expensive to treat, too many young people leave school with too few qualifications and unable to get a job, too many young offenders commit further crimes when they leave prison, often because of drugs or alcohol addiction, and too many families get locked into benefit dependency. A concerted increase in effective early action could help to deal with the root causes of such problems, benefiting individuals and society and saving the taxpayer billions of pounds each year, but governments have consistently failed to deliver. Early action accounts for only a fraction of annual spending and this spending is not properly co-ordinated. There is no common definition of early action, no central ownership, and little capacity at the centre to drive effective delivery and share good practice. The Treasury is far too focussed on the short term. Robust evidence on the cost-effectiveness of early action and strong incentives for departments to implement early action projects are both vital. Good evidence, however, is thin on the ground and existing incentives do not seem to be working. Addressing social problems effectively also requires that departments work together but, despite some encouraging evidence of joint working amongst departments and at the local level, silo behaviour still predominates.

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