8 Conclusion
78. We have reviewed the state of accountability
for arm's-length bodies in the UK and found inconsistency, overlaps,
confusion and clutter. The Cabinet Office's public bodies reform
programme has been limited to just one form, the non-departmental
public body, and we have been presented with no evidence that
it has increased accountability. In the interests of continued
accountability, when functions move in-house, the same or greater
transparency must apply. Clear information enables democratic
scrutiny and counters the disillusionment that stems in part from
lack of understanding. We have called for a more professional
and transparent approach to the management of the hundreds of
public bodies which surround central Government.
79. Accountability also depends upon effective relationships
and learning rather than blame. We have called for transparency,
clarity, and greater ambition from the Government. Our key recommendation,
a taxonomy of arm's-length governance, would simplify, rationalise
and clarify the structure of the state. It is a huge opportunity
for the Government to make the British state more transparent
and understandable.
80. But above all, we have concluded that the Government
must focus on relationships and engagement with public bodies.
Relationships should be high trust and low cost, but too often
are low trust and high cost. The Government has not yet placed
enough emphasis on these human factors that contribute to the
success of arm's-length government. This means improving sponsorship
skills in the Civil Service. We recommend that the Civil Service
motivate and educate talented people in this important work, in
order to improve efficiency, transparency and effectiveness in
public bodies, and to provide assurance that they are carrying
out their functions as intended, meeting their aims, and achieving
value for money.
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