Building Public Trust Award "Excellence in Reporting" in the Public Sector

This award will be presented jointly with the National Audit Office.

Excellence in reporting is demonstrated when a balance is achieved between the three pillars of reporting - content, quality and linkage which are equally applicable in the private and public sector.

Within content we and the NAO look at the information the organisation has chosen to report – Has it been open and honest including all the elements we would expect to see but with a focus on the key messages? Does it provide a balanced assessment of the quality and sustainability of the underlying operating performance of the organisation?

Quality refers to the depth of the information – does the organisation use only qualitative information or is it supported with quantitative data, benchmarks and targets? Does the reporting cover the past, present and future?

Finally, for linkage, we consider how well an organisation demonstrates a clear and consistent message throughout its reporting and whether the different elements reported relate back to the strategic themes set out as key to success.

Specific areas relevant to the Public Sector award that PwC and the NAO focus on include:

  • Concise, honest, well-structured and accessible reporting;
  • An explicit statement of the long-term direction of the organisation, supported by key strategic priorities than underpin their mission. Actions and specific targets to support the strategies are clearly used;
  • An understanding of stakeholders and their concerns and interests;
  • A clear explanation of the impact of trends and factors that have shaped the organisation to date, supported by a comprehensive analysis of its regulatory, political and macro environment;
  • Comprehensive analysis of the impact on current operations and services of the government spending review and austerity measures, supported by a discussion on its plans to manage the associated risks;
  • Mechanisms to manage and monitor the organisation, including key player remuneration;
  • Clear analysis of the principal risks the organisation faces in meeting its strategic aims, including information on how these are managed and sensitivity to underlying performance, including a transparent statement on internal control that clearly sets out the processes supporting it;
  • An insight into the key resources and relationships managed by the organisation in order to fulfil its strategic objectives, supported by insight into the organisation’s plans in respect of delivering increased efficiency in the current public sector climate;
  • An explanation of key performance measures that are used to demonstrate progress against strategic priorities and clear reporting of performance against these including prior period results and future targets;
  • Clarity in reporting of fundamental financial performance such as underlying drivers of financial results, and segmental performance;
  • An appreciation of the organisation's approach to operating sustainably and how this links to the strategic ambitions of the organisation; and
  • A consistent message or story running throughout based on the stated strategic themes;
  • Value-for-money for the taxpayer. The level of information and the quality of documentation, to be balanced against the costs of production.
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