3 Information needed to evaluate performance
and support accountability
13. It is clear that if local people are to have
a greater role in holding service providers to account, they must
first of all have relevant and robust information to do so.[22]
Robust, comparable and timely data is a precursor to effective
accountability. This is essential for Parliament to hold departments
to account for the resources they use, for users to hold local
service providers to account for the quality of service, and for
departments to identify how local bodies have used the funds allocated
to them. All too often we find that whilst there is plenty of
information available, it is not fit for purpose and this impacts
on our ability to hold departments to account - let alone whether
it enables the customer to hold local delivery bodies to account.
14. The Government reforms are likely to lead to
greater variation in performance at local level.[23]
Accounting Officers will still need to understand what the whole
system is delivering and, where there is variation, to understand
why.[24] In addition,
there is a risk that users of local services will not have appropriate
information to assess and compare the cost and quality of local
services, and to make informed and optimal choices between delivery
bodies. This is particularly the case when services are delivered
by a variety of bodies from the public, private and third sectors.
Relevant data is needed to enable both Accounting Officers and
local service users to understand whether different outcomes are
desirable in different areas, and this should be both readily
available and comparable.[25]
15. When reviewing the performance of new delivery
models, this Committee will expect to see evidence of the benefits
from more local delivery. We will need to be assured that a strong
accountability regime is in place with the following elements:
clearly defined outcomes; robust and transparent mechanisms for
information about performance and financial management; a single,
recognised Senior Responsible Owner for the programme with a reporting
line to the departmental Accounting Officer; good governance arrangements;
a clear system for dealing promptly with failure; and a funding
allocation process that is explicit and auditable, supported by
a thorough evaluation of outcomes. Parliament relies on the independent
assurance provided by the audit process.[26]
These mechanisms are not new, and need not be held centrally,
but should exist throughout the delivery chain.
22 Q 82 Back
23
Qq 80-81, 91-92 Back
24
Q 92 Back
25
Qq 74, 81 Back
26
Qq 77, 83, 96 Back
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