Building Public Trust Awards Examples of good practice in annual reports. Interactive
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1 Building Public Trust Awards Examples of good practice in annual reports Interactive
2 The NAO and the Building Public Trust Awards The Building Public Trust Awards recognise trust and transparency in corporate reporting. The NAO co sponsors the public sector award for excellence in public sector reporting. In 2014 this award was won by HM Revenue & Customs. Maggie McGhee, Director General Quality Assurance, sits on the judging panel for the awards. During the judging process we identified a number of examples of good practice. The following slides summarise the judging criteria and highlight examples of good practice from the 52 public sector annual reports and accounts reviewed. However it is important that entities consider what disclosures are relevant and material to their organisation when considering the disclosures to adopt in their annual report and accounts. The NAO also supports the BPTA public sector award for sustainability reporting. Good sustainability reporting addresses all material sustainability issues for the organisation, not just impacts from its estate and staff travel. We publish our advice on good practice on our website. This is the 12th year in which PwC has presented these annual awards. The PwC brochure for the 2014 awards Navigating the trust journey contains further details about the awards. Judging areas
3 What did we look for? Clarity around purpose, strategic objectives and key programmes/projects Achievement of priorities Clear statement of overall purpose Explained objectives/ strategic priorities Balanced view of progress against objectives Details of future plans to implement priorities Progress against strategic objectives in year Consideration of past priorities Plans for the future to achieve objectives Progress of projects and programmes
4 Achievement of priorities HMT /7
5 Clear statement of overall purpose Skills Funding Agency /7
6 Explained objectives/strategic priorities Pension Protection Fund /7
7 Progress against strategic objectives in year NS&I /7
8 Consideration of past priorities FCO /7
9 Plans for the future to achieve objectives NHS Litigation Authority (top) and HMT (bottom) 6/7
10 Progress of projects and programmes HEE /7
11 What did we look for? Linkage between risks, strategic objectives and annual report narrative Quantified risks Discussion of risks linked to strategy (including mitigating actions) Consideration of how risks have changed over time Quantification of risk Discussion about how the dynamic of the risk profile has changed over time
12 Discussion of risks linked to strategy (including mitigating actions) NS&I /3
13 Consideration of how risks have changed over time DSTL /3
14 Quantification of risk UK Export Finance /3
15 What did we look for? Discussion of the different delivery models, the reasons for using these models and how they achieve value for money Narrative around how business operations support wider parliamentary objectives For significant contracted-out services discussion around how these contracts are awarded and how the entity manages the on-going contract Consideration of capital investment and how it achieves value for money Cost saving/efficiencies Outsourcing details of contracts Delivery through others (including assessment of their ) Outsourcing details of contracts
16 Cost saving/efficiencies FSCS (left) and NS&I (right) 1/4
17 Delivery through others (including assessment of their ) DFID /4
18 Outsourcing details of contracts FCO /4
19 Capital investment Highways Agency /4
20 What did we look for? Narrative clearly demonstrating the governance structure and tone at the top Transparent information about how the Board works effectively to govern the organisation structure Activities of the Board in year Board as a team Board effectiveness review: findings and actions
21 structure FCO /4
22 Board as a team HMRC /4
23 Activities of the Board in year FCO /4
24 Board effectiveness review: findings and actions DSTL /4
25 What did we look for? Quantified KPIs aligned to strategic objectives Balanced assessment of goals achieved and against target Quantified measures linked to objectives with clear targets (including future) Achievement of objectives/goals Performance against targets
26 Measure Quantified measures linked to objectives with clear targets (including future) NS&I /3
27 Measure Achievement of objectives/goals DFID /3
28 Measure Performance against targets DSTL (left) and Homes and Communities Agency (right) 3/3
29 What did we look for? An understandable and fair reflection of financial which is consistent with the underlying financial statements Explanation for variance against budget Sources of income/ expenditure profile Changes in financial position shown graphically Discussion of actual against expected/budgeted
30 Explanation for variance against budget HMRC /3
31 Sources of income/expenditure profile NDA (left) and Highways Agency 2014 (right) 2/3
32 Changes in financial position shown graphically NHS Litigation Authority /3
33 What did we look for? Discussion and quantitative analysis of people in the organisation Details of equal opportunities and diversity in the organisation Diversity (including senior management) Quantitative analysis of
34 Diversity (including senior management) BIS (right) and HMT (right) 1/2
35 Quantitative analysis of NS&I /2
36 What did we look for? Use of plain English, graphics and appropriate lay out to enable the user to understand and gauge the importance of the information presented Appropriate use of acronyms, with clear definitions Use of graphics to highlight key achievements Glossary to define acronyms used
37 Use of graphics to highlight key achievements HMRC /2
38 Glossary to define acronyms used Pension Protection Fund /2 DP Ref January 2015
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