The following five objectives are from our strategic plan 2006. We are continuing to display these pages as the aims and content continue to inform much of our work. These pages will be updated once our new strategic plan has been finalised.
Our five strategic objectives set out our ambitions for how we will support the improvement of local public bodies and ensure the success of our work. In delivering our strategic objectives we will continue to develop our thinking and the ways we fulfil our statutory responsibilities. We continually strive to be effective and for our work to be proportionate within the current context.
Sound financial management, good governance, and accountability are essential building-blocks for driving improvement and better-value for money in public bodies. The Commission’s first strategic objective to raise standards of financial management and financial reporting reflects the importance we attach to financial management.
Better value for money is central to the Audit Commission’s mission and is our second strategic objective. It is one of our fundamental responsibilities is to ensure that public money is spent economically, efficiently and effectively in local government, housing, health, criminal justice and fire and rescue services.
Public service improvement describes the background to, and work we are doing to deliver, our third strategic objective to encourage continual improvement in public service so they meet the changing needs of diverse communities and provide fair access for all.
The Audit Commission is committed, in its fourth strategic objectives, to promoting high standards of governance and accountability and effective counter fraud work in public bodies.
Stimulating significant improvement in the quality of data and information by decision makers is our fifth strategic objective. The quality and cost of local public services depends on the decisions that many people make. Members of the public choose which services to use, elected members decide on priorities and scrutinise performance, managers decide about day-to-day service delivery, and front-line staff decide how to respond to customers.