765 DELEGATED POWERS REPORT NO.
SUBJECT: Data Quality Policy Control sheet
All of the following actions MUST be completed at each stage of the process and the signed and dated report MUST be passed to Democratic Service for publishing
All reports
Name of DSO Nick Musgrove 1. Democratic Services receive draft report
Date 10/03/09 Name of DSO Nick Musgrove
2. Democratic Services cleared draft report as being constitutionally appropriate
Date 19/03/09 Name of Fin. officer Clive Medlam
3. Finance clearance obtained (report author to
complete)
Date 16/03/09 Name of Res. officer n/a
4. Staff and other resources issues clearance obtained (report author to complete)
Date Name of TU rep. n/a
5. Trade Union response received (Staffing
issues only) Date
Name of Legal officer Tobenna Erojwike 6. Legal clearance obtained from (report author to
complete)
Date 17/03/09 Name of P&P officer Andrew Nathan
7. Policy & Partnerships clearance obtained
(report author to complete)
Date 13/03/09 Name of officer Julie Pal
8. Equalities & Diversity clearance obtained
(report author to complete)
Date 13/03/09
Name Kari Manovitch
9. The above process has been checked and verified by Director, Head of Service or Deputy
(report author to complete) Date 17/03/09
Name of DSO Nick Musgrove 10. Signed & dated report, scanned or hard copy
received by Democratic Services for publishing
Date 30/3/2009 Name of DSO Nick Musgrove
11. Report published by Dem Services to website
Date 1/4/2009
Officer reports:
Name of DSO 12. Head of Service informed report is published
and can be implemented. Date
Cabinet Member reports:
13. Expiry of call-in period Date 8/4/09
Name of DSO Nick Musgrove
Date 1/4/09 14. Report circulated for call-in purposes to COSC
ACTION TAKEN BY CABINET MEMBER(S) UNDER DELEGATED
POWERS (EXECUTIVE FUNCTION)
Subject
Data Quality Policy
Cabinet Member(s)
Cabinet Member for Policy & Performance
Date of decision
23 March 2009
Date decision comes into
effect
8/4/09
Summary This report approves the Data Quality Policy setting out the principles and practices which must be employed to ensure that all data used by the council for decision-making is robust and of good quality. This includes data sourced from our suppliers or our strategic partners.
Officer Contributors Kari Manovitch - Head of Business Improvement Siobhan Haugh - Performance Manager
Status (public or exempt) Public
Wards affected All
Enclosures Appendix A – Data Quality Policy
Reason for exemption from call-in (if appropriate)
Contact for further information: Siobhan Haugh - 0208 3597956
1. RELEVANT PREVIOUS DECISIONS
1.1 London Borough of Barnet’s annual Data Quality Audit Report 2007/8, presented to Audit Committee on 5 February 2009 expressed the need for the council to
continuously implement its Data Quality Policy.
1.2 Cabinet 23 February 2009- Decision Item: 6, The Corporate Plan 2009/10- 2012/13 states: Data quality arrangements are set out in the council’s agreed Data Quality Guidance and underpinned by the Data Quality Policy.
2. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS
2.1 High quality data is essential for the council to know accurately how it is performing against its corporate priorities, and is therefore crucial to the delivery of those priorities.
2.2 Members and officers need high quality data to make effective decisions about our use of resources and therefore deliver More Choice, Better Value. Good quality financial and performance information is essential if the council is to account for the use of these resources to all of its stakeholders and to ensure that:
Informed judgements can be made both internally and by our external assessors Strategic decision making by the council and its partners is based on robust and
reliable performance and financial information
2.2 It is the responsibility of each service area to develop and maintain data quality procedures pertinent to their service/area. These procedures should be developed in consultation with any suppliers and partners and observed by all parties.
3. RISK MANAGEMENT ISSUES
3.1 If the policy is not implemented and the principles of good quality data are not observed there are multiple risks to the council:
information is published which is misleading or inaccurate;
resources are used poorly or inefficiently because decisions are made based on poor quality data;
services do not improve because an accurate picture of performance is not gained;
poor policy decisions are taken based on poor quality data;
the council does not recognize where performance is good because data is poor quality; and
improvement opportunities are not identified and monitored
4. EQUALITIES AND DIVERSITY ISSUES
5. USE OF RESOURCES IMPLICATIONS (Finance, Procurement, Performance & Value for Money, Staffing, IT, Property, Sustainability)
5.1 Without high quality data, our decisions about resource allocation are impaired. The application of this policy is therefore necessary to support good use of resources. 5.2 The quality of our all of our data is continually assessed by internal and external
reviews. Under the Comprehensive Area Assessment (CAA) and the Use of Resources judgement the council will be judged on its production of relevant, reliable data which supports sound decision making.
6. LEGAL ISSUES
6.1 It is a legal requirement to submit a range of financial and performance data to central government and its appointed bodies, and this data must be of high quality. The Accounts and Audit Regulations 2003 governing local government finance (section 5) states the requirement to have measures in place to accurately
represent data. The White Paper Strong and Prosperous Communities made into Legislation through the Local Govt Act 2007 introduced the National Indicator Set and with it the requirement to have data quality controls in place.
7. CONSTITUTIONAL POWERS
7.1 Constitution – Responsibility for Functions – Section 3.3 (sub-section 4) To approve any non-statutory plan or strategy requiring approval by the
Executive and not reserved to the Cabinet for decision in paragraph 3.8.
8. BACKGROUND INFORMATION
8.1 Under the CAA Use of Resources assessment the council will be judged on whether it has clearly defined, documented and effectively communicated: responsibilities for data quality;
arrangements to comply with legal requirements or relevant national guidance; and
the risks arising from poor data quality.
A Data Quality Policy is an important part of demonstrating this. Our external auditors will also undertake spot checks to assess in detail the quality of our performance data and the findings will feed into the Use of Resources judgement. 8.2 In Barnet’s annual Data Quality Audit Report 2007/8 our external auditors, Grant
Thornton concluded that the: formal DQ policy sets out clear corporate expectations and requirements, but effectively embedding these and ensuring compliance in practice will be a challenge, and sustained effort will be required from corporate performance officers to achieve this.
9. LIST OF BACKGROUND PAPERS
10. DECISION OF THE CABINET MEMBER(S) I/We authorise the following action
10.1 That the Data Quality Policy set out below is approved and implemented
Signed Signed by Cllr Richard Cornelius
Appendix A
London Borough of Barnet: Data Quality Policy
1. Introduction... 6
Why is data quality so important? ... 6
2. Our commitment ... 7
3. Responsibilities and requirements for maintaining data quality ... 7
4. Guidance and support ... 8
1. Introduction
Performance data is increasingly relied upon as the basis for decision making and is essential to improving public services. It is used by Barnet services, elected members, internal and external audit, government departments, regulators, the Council’s partners and its community.
This policy covers all data used by the council for decision-making, performance
management and reporting, whether produced exclusively by the council or sourced from our suppliers or strategic partners.
Why is data quality so important?
The council manages increasingly finite resources. Good quality financial and performance information is essential if the council is to meet the varied needs of its communities, to plan and invest for the future and to account for the use of these resources to all of its stakeholders. Strategic decision making by the council and its partners must be based on robust and reliable performance and financial information. High quality data also enables informed judgements to be made both internally and by our external assessors
The risks arising from relying on poor quality data include:
published information which is misleading;
poor use of resources;
failure to improve services;
poor policy decisions;
not recognising and rewarding good performance; and
not identifying and monitoring improvement opportunities.
Source: Audit Commission: In The Know, Audit Commission, 2008.
2. Our commitment
The London Borough of Barnet is committed to ensuring that the performance data it uses possesses the following six key characteristics:
Accuracy – data has been calculated without errors, and adheres precisely to any applicable definition
Reliability – data reflects stable and consistent collection processes across collection points and over time
Timeliness – data capture occurs as quickly as possible after the event or activity, and is reported in a timely fashion
Relevance – data is applicable to the issue and provides the answers needed Completeness – data comprises of all necessary elements and lacks nothing
A clear audit trail – a documented process for obtaining and using the data, which is understood by all involved in producing the data, and accessible to those who rely on the data.
(Adapted from Improving Information to Support Decision Making: Standards for Better Quality Data, Audit
Commission, 15 March 2007).
The Council also recognises that the resources spent on achieving these data quality characteristics must be proportionate to the significance of the data.
3. Responsibilities and requirements for maintaining data
quality
The Business Improvement team have responsibility for developing the corporate data quality policy and providing guidance on its implementation. The team is also responsible for testing data quality and ensuring that when problems are found they are effectively reported and acted on.
It is the responsibility of each service area to develop and maintain data quality procedures pertinent to their service/area. These procedures should be developed in consultation with any partners or suppliers involved and observed by all parties. It is the responsibility of all managers to ensure that every member of staff entering, extracting, analysing or reporting data adheres to the necessary principles for ensuring data quality, and understand their role in contributing to robust performance monitoring and measurement across the council and with partners.
To protect the quality of data used across the council and its partnerships the following guiding principles should be adhered to:
Senior managers have an overview of all performance data produced, used and reported by their service area, and all externally reported data is signed off at a senior level.
Responsibility for data quality is clearly assigned and everyone understands
their role. Responsibility for data quality should be reflected in job descriptions and the
Staff at all levels recognise why data quality is important and it is seen as ‘part
of the day job’. Officers should know how their day-to-day job contributes to the
calculation of performance indicators and how lapses can either lead to errors or delay in reporting, which limit our ability to manage performance effectively.
Systems and processes are fit for purpose and operate according to the principle of ‘right first time’. Procedure notes and training are used to ensure staff are able to correctly collect and record data. Data is held securely and used and shared in compliance with all legal requirements. Manual processing and intervention is limited as far as possible. Business continuity plans are in place to ensure that risks from unexpected system disruption are mitigated and managed to minimise gaps in data quality.
Adequate and effective controls are in place during the input, reporting and output of data to ensure the quality of the data is maintained (in this context control is defined as any action taken by management to enhance the likelihood that established
objectives and goals will be achieved). Routine departmental verification checks are carried out on the data underpinning reported figures.
Clear and complete audit trails are maintained to demonstrate accuracy for all data used for decision-making internally or reported externally to government departments, their agencies and regulators, and are supplied on request to the business
improvement team, internal or external audit.
4. Guidance and support
The data quality guidance provides more detail about how to achieve data quality in practice, the regulatory requirements and sources of information and advice. The latest version of this is available on the Business Improvement pages on the intranet and will be regularly reviewed, at least annually, to ensure it accurately reflects national and local contexts.
Further support in relation to data quality can also be obtained from:
The Business improvement team, which supports, challenges and reports on corporate performance in the Corporate Plan. It also leads on ongoing data quality guidance, testing and training in conjunction with nominated service performance leads, and the annual external audit of data quality.
Internal Audit, which can provide independent and objective assurance on processes in place for data quality.
The Information Governance Officer provides guidance on the Data Protection Act 1998 which relates to personal data and Freedom of Information Act 2000 which relates to general data.
Author and contact details Kari Manovitch, Head of Business Improvement,
[email protected], 020 8359 7628
Version number 2
Publication date 23.03.09
