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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