Communities and Local Government's Departmental Annual Report 2009, and the performance of the Department in 2008-09 - Communities and Local Government Committee Contents


1 Introduction

CLG has a unique position within Whitehall as its success as a department is largely defined by how effective it is in influencing other government departments.[1]

1.  So said the Local Government Association in its written submission to the Committee, which encapsulates its view of CLG within Whitehall: to what extent does the Department have control over its own effectiveness? Every year, we run an inquiry into how CLG has performed over the past year, considering what CLG says about itself and its achievements, in its Annual Report and in oral evidence, and what others—such as the National Audit Office and relevant stakeholder organisations—say about CLG. This year, we have focused on three distinct themes: the success of CLG against measurable targets in the form of Public Service Agreements (PSAs) and Departmental Strategic Objectives (DSOs); the capacity of CLG to deal with the particular challenges it has faced since our last report; and, crucially, the extent to which CLG has been able to exert its influence on other Government Departments, as the LGA observes it must do to be effective.


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