Standards for

Data Quality
Better quality information will support performance
management and accountability.
Data Quality is central to an effective performance management system
throughout the organisation.
There is a culture that values the quality of data used to
underpin information produced.
Prepared by Risk and Assurance Services 1 April 2007
1. INTRODUCTION
Public services need reliable, accurate and timely information to manage services and
account for performance. ata !uality is necessary to support t"e decision making
process and improve service outcomes. #aving a "ig" standard t"roug"out t"e
organisation $ill give an assurance regarding t"e performance of t"e %ouncil and may
reduce t"e burden of furt"er scrutiny.
ata !uality is not limited to &'P()s but encompasses all meaningful data t"at t"e
%ouncil is re!uired to provide, eit"er driven from e*ternal bodies or for monitoring
performance by +embers and Senior +anagement.
,"e assurance process for data !uality "as evolved from simple c"ecking of
calculations to a scrutiny of data collection and systems controls. ,"e Audit
%ommission "as "ig"lig"ted five key areas, $"ic" underpin t"is process-
governance and leaders"ip.
policies and procedures.
systems and processes.
people and skills. and
data use.

Appendi* A details t"e standards e*pected for eac" of t"ese areas.
2. WHY DATA QUALITY IS I!ORTANT
All public sector bodies are re!uired to manage t"eir resources to meet t"e needs of
t"e community t"ey serve and plan for t"e future. ,"e financial and performance
information t"ey use to account for t"eir activities must be accurate, reliable and
timely.
/enerally, t"e !uality of financial information is "ig"er t"an t"at for performance
information because data is collected in accordance $it" professional accounting
rules and sub0ect to internal controls and a formal audit regime.
Producing data t"at is 1fit for purpose) s"ould be an integral part of an organisations
operational, performance management and corporate governance arrangements.
2ailure to identify and address $eaknesses in data !uality or t"e arrangements t"at
underpin data collection and reporting $ill lead to information t"at is misleading, a
fla$ed decision making process, $asted or misdirected resources, poor services $it"
no improvement and an ill founded policy setting. 2urt"ermore, good performance
may not be recognised and re$arded.
All managers s"ould be a$are of t"e importance of information collected and "o$ t"is
may influence decisions outside of t"eir immediate service area. Appendi* & s"o$s
"o$ ra$ data t"at "as been collected and reported can influence service delivery,
performance monitoring and decision making t"roug"out t"e public sector.
Prepared by Risk and Assurance Services 2 April 2007
Publis"ed performance indicators provided a basis for reducing t"e burden of
regulation and a$arding freedoms and fle*ibilities. ,"is increased t"e importance for
performance information and t"e underlying data !uality.
". WHAT A#$S %OOD QUALITY DATA&
,"ere are si* key c"aracteristics to good data !uality-
accuracy.
validity,
reliability,
timeliness,
relevance. and
completeness

,"ese c"aracteristics need to be balanced $it" t"e importance and intended use of
t"e data concerned. ata may be considered 1fit for purpose) even if one or more of
t"e above c"aracteristics are sacrificed. 2or e*ample, less accurate data may be
collected in order to provide data t"at is timely if t"is is a priority.
,"e data !uality standards, set out in Appendi* A, provide a frame$ork $"ic"
underpins "o$ t"e si* c"aracteristics of good data !uality are applied and give an
assurance t"at t"e !uality of data is consistent and reliable over t"e longer term.

'. %O($RNANC$ AND L$AD$RSHI!

Standards for data !uality $ill be applied to performance data t"roug"out t"e %ouncil.
+onitoring of data !uality is detailed in t"e %ouncils %orporate /overnance
frame$ork, $it" evidence being revie$ed by t"e S(%3%orporate /overnance /roup
and its +ember %"ampion.
/roup +anagers are responsible for ensuring t"e processes for data collection are
revie$ed and monitored. ,"is includes a risk assessment of and management of
systems to provide data. Appendi* % details t"e risk assessment process for data
!uality to be incorporated on t"e on t"e %ovalent system.
,"e risk assessment process gives an indication of t"e level of assurance for data
provided and $ill influence $"at additional scrutiny is re!uired to confirm t"at
assurance.
). !OLICI$S AND !ROC$DUR$S

%PA indicators and &'P()s "ave nationally set definitions and it is important t"at every
detail of t"e definition is applied. 4"ere local P()s are establis"ed, t"ey also need to
be clearly defined and reported in an agreed format.
Prepared by Risk and Assurance Services 5 April 2007
All relevant staff $ill be a$are of t"e "ig" standard e*pected of data !uality
t"roug"out t"e %ouncil. 4"ere appropriate t"is $ill be supported by staff training and
systems documentation.
/roup +anagers are responsible for ensuring compliance $it" t"ese procedures and
rectifying any areas of $eakness.
*. SYST$S AND !ROC$SS$S
All systems and processes in place for t"e collection, recording, analysis and
reporting of data must ensure t"is is accurate, valid, reliable, timely, relevant and
complete.
4"erever possible, t"ese systems and processes s"ould operate on a 1rig"t first time)
basis rat"er t"an "aving employ data cleansing or manipulation of data to obtain t"e
re!uired information. 4"ere 1rig"t first time) is not possible, any ad0ustment of data
s"ould follo$ a clear and documented process, $"ic" can be easily verified.
Appropriate controls s"ould be incorporated to reduce t"e likeli"ood of error.
4"ere data is obtained from t"ird parties or ot"er sections, a protocol $ill be agreed
to ensure t"is data meets t"e same levels of standard e*pected by t"e %ouncil. ata
provided by t"ird parties, including partners, $ill be validated by +anagers.
+. !$O!L$ AND S#ILLS
All relevant staff $ill "ave a clear understanding of t"eir roles and responsibility
regarding data !uality. /roup +anagers are responsible for ensuring staff are a$are
of t"e importance in "aving a "ig" standard for data !uality and provide an
assessment of "o$ t"is standard is being met.
,. DATA US$
+anagers $ill routinely and actively use data supporting performance information to
assess t"e !uality of services being provided and to plan and allocate resources to
improve service delivery. Performance information must not be treated as a "istorical
record but s"ould also include a prediction of "o$ performance is likely to c"ange.
Performance reporting $ill be sub0ect to systems of internal control and validation.
Prepared by Risk and Assurance Services 6 April 2007
A!!$NDI- A
T./ Standards
T./ standards for 0/tt/r 1uality data
,"ese standards define a frame$ork of management arrangements to ensure t"e !uality of
data collected and used to manage and report on activities.
,"e standards are intended to be used fle*ibly to promote better data !uality, rat"er t"an
as a rigid set of re!uirements. Alternative approac"es to ac"ieving t"ese aims may also be
appropriate, $"ere t"ey ac"ieve t"e outcome of securing reliable data to support informed
decision making.
%O($RNANC$ AND L$AD$RSHI!
The Council has a corporate framework for management and accountability of data
quality, with a commitment to secure a culture of data quality throughout the
organisation.
#/y 2o34on/nts
A senior individual at top management level 7for e*ample, a member of t"e senior
management team8 "as overall strategic responsibility for data !uality, and t"is
responsibility is not delegated.
,"e corporate ob0ectives for data !uality are clearly and formally defined 7alt"oug"
t"is may not necessitate a discrete document for data !uality8. ,"e ob0ectives are
linked to business ob0ectives, cover all t"e organisation)s activities, and "ave been
agreed and adopted by t"e %orporate +anagement ,eam.
,"e strategic approac" for data !uality "as an associated delivery plan, $it" clearly
identified actions and timescales to support improvement. ,"is is reflected in t"e
corporate plan.
,"e commitment to data !uality is communicated clearly, reinforcing t"e message t"at
all staff "ave a responsibility for data !uality.
Accountability for data !uality is clearly and formally defined and is part of t"e
performance appraisal system.
4"ere t"ere is 0oint $orking, t"ere is an agreed accountability frame$ork for data
!uality $it" partners.
ata !uality is covered by corporate risk management arrangements, $it" regular
assessments of t"e risks relating to t"e reliability and accuracy of t"e information
produced and used.
ata is sub0ect to robust scrutiny by t"ose c"arged $it" governance, and t"ere is
formal reporting of data !uality issues.
Prepared by Risk and Assurance Services 9 April 2007
,"ere is a formal programme of data !uality revie$, proportionate to risk and reported
formally to t"ose c"arged $it" governance. ,"is includes periodic revie$ of data
!uality arrangements, as $ell as reporting on t"e !uality of data supporting key
performance measures and publis"ed performance indicators.
4"ere applicable, t"e %ouncil $ill take action to address t"e results of previous
internal and e*ternal revie$s of data !uality.
!OLICI$S

The Council has appropriate polices and procedures to secure the quality of the data
it records and uses for reporting.
#/y 2o34on/nts
,"ere is a compre"ensive and current data !uality statement, policy, or set of policies,
in place. ,"is covers data collection, recording, analysis and reporting, and "as been
implemented in all business areas.
,"e policy is supported by a current set of operational procedures and guidance for
staff.
,"ese policies and procedures meet t"e re!uirements of any relevant national
standards, rules, definitions or guidance, as $ell as defining local practices and
monitoring arrangements.
Policies and procedures are revie$ed periodically and updated $"en needed.
All staff are able to access t"e policies, procedures and guidance. 4"ere possible,
t"is is supported by information systems.
,"e organisation can demonstrate t"at it is proactive in informing staff of any policy or
procedure updates on a timely basis.
Policies, procedures and guidelines are applied consistently and compre"ensively.
+ec"anisms are in place to monitor compliance in practice, and t"e results are
sub0ect to formal reporting to %+,. %orrective action is taken $"ere necessary.
SYST$S AND !ROC$SS$S
The Council has systems and processes that secure the quality of data as part its
normal business activities.
#/y 2o34on/nts
,"ere are systems and processes in place for t"e collection, recording, analysis and
reporting of data $"ic" are focused on securing data t"at is accurate, valid, reliable,
timely, relevant and complete.
Systems and processes operate according to t"e principle of 1rig"t first time), rat"er
Prepared by Risk and Assurance Services : April 2007
t"an employing data cleansing or manipulation processes to produce t"e information
re!uired 7for e*ample, finance and activity systems are linked8.
Arrangements for collecting, recording, compiling and reporting data are integrated
into t"e $ider business planning and management processes of t"e %ouncil, and
support staff in t"eir day;to;day $ork.
Ade!uate support is provided for all staff using t"e organisation)s systems and
processes for all aspects of t"e collection, recording, analysis, and reporting of data
7for e*ample, user and !uick reference guides, online "elp and "elpdesk services are
available $"ere appropriate8.
(nformation systems "ave in;built controls to minimise t"e scope for "uman error or
manipulation and prevent erroneous data entry, missing data, or unaut"orised data
c"anges.
(nternal controls are revie$ed at least annually to ensure t"ey are $orking effectively.
Results are reported to top management.
Security arrangements for all information systems are in place 7in line $it"
international standards (S<3(=% 177>> and (S<3(=% 270018.
,"e organisation regularly tests its performance information systems to ensure t"at
processes are secure. Results are reported to top management.
A formal set of !uality re!uirements is applied to all data used by t"e organisation t"at
is s"ared e*ternally, or t"at is provided to t"e organisation by a t"ird party 7for
e*ample, in t"e form of a data s"aring protocol, statement, or service level
agreement8.
,"ere are processes in place to validate data from t"ird parties.
!$O!L$ AND S#ILLS
The Council has arrangements to ensure that staff have the appropriate knowledge,
competencies and capacity for their roles in relation to data quality.
#/y 2o34on/nts
Roles and responsibilities in relation to data !uality are clearly defined and
documented, and incorporated into 0ob descriptions. Roles and responsibilities are
applied consistently.
ata !uality standards are set, and staff are assessed against t"ese.
,"e %ouncil "as recruited and trained t"e necessary staff, ensuring t"ey "ave t"e
capacity and skills for t"e effective collection, recording, analysis and reporting of
data.
,"ere is a formal and ongoing programme of training on data !uality, including regular
update training to ensure t"at c"anges in data !uality procedures are disseminated
and acted on.
Prepared by Risk and Assurance Services 7 April 2007
,"ere are corporate arrangements in place to ensure t"at training provision is
periodically evaluated and adapted to respond to c"anging needs.
4eaknesses identified in internal or e*ternal revie$s of data !uality are addressed,
$"ere appropriate, t"roug" t"e training programme or briefing sessions.
DATA US$ AND R$!ORTIN%
The Council has arrangements that are focused on ensuring that data supporting
reported information is actively used in the decisionmaking process, and is sub!ect
to a system of internal control and validation.
#/y 2o34on/nts
,"e suite of financial and performance data re!uired for reporting on performance,
internally and e*ternally, "as been critically assessed. ,"e data is revie$ed regularly
to ensure it remains relevant to needs.
ata used for reporting to t"ose c"arged $it" governance is also used for day;to;day
management of t"e organisation)s business. As a minimum, reported data is fed back
to t"ose $"o generate it to reinforce understanding of t"e $ay it is used.
Reports include an element of prediction $"en appropriate, as $ell as being a record
of "istorical events.
ata is used not only to measure t"e volume of activity delivered, but also to assess
t"e !uality of service provided.
,"ere is evidence t"at management action is taken to address service delivery issues
identified by data returns and performance information reports.
(nformation t"at is used for e*ternal reporting is sub0ect to rigorous verification,
especially $"ere errors may lead to loss of income.
ata returns are supported by a clear and complete audit trail.
ata returns are prepared and submitted on a timely basis.
All data is sub0ect to senior management approval prior to e*ternal reporting.
Prepared by Risk and Assurance Services ? April 2007
A!!$NDI- 5
#$Y STA#$HOLD$RS AND TH$IR IN6ORATION N$$DS
Sta7/.old/r Infor3ation us/s
Service users and t"e public =*ercising c"oice, understanding t"e service standards to
e*pect and "olding public bodies to account.
Staff in public sector
organisations
elivering services at t"e front line on a day;to;day basis.
t"e starting point for data collection and use.
+anagers in public sector
organisations
+onitoring and managing service delivery and
benc"marking performance against ot"ers.
@ocal councillors, trust non;
e*ecutives
ecision making. monitoring strategic ob0ectives, targets
and use of resources. ensuring accountability.
Partners +onitoring t"e ac"ievement of partners"ip targets and t"e
use of resources. ensuring accountability.
%ommissioners (dentifying population need and determining priorities and
services for meeting it. monitoring t"e ac"ievement of
contractual arrangements.
%entral government eveloping policy. monitoring progress of ne$ initiatives,
and t"e ac"ievement of national targets. publis"ing local
performance information at national level. identifying poorly
performing organisations and re$arding good performance
$it" autonomy and resources.
Regulators +onitoring performance and t"e use of resources of local
bodies. publis"ing comparative performance information and
national studies. planning $ork programmes proportionate to
risk.
Prepared by Risk and Assurance Services > April 2007
A!!$NDI- C
RIS# AND DATA QUALITY
,"e recent ata Auality Revie$ Report by t"e Audit %ommission identified a need for t"e
%ouncil to 1Consider data quality as part of the corporate risk management arrangements.
,"is covers data !uality generally and is not limited to &est 'alue Performance (ndicators.
ata includes /overnment Returns suc" as t"e annual #ousing (nvestment Programme
7#(P8 return and ot"er information, eit"er performance or financial, t"e %ouncil is re!uired
to provide. ata may be used by e*ternal bodies to produce an assessment of t"e
%ouncils performance or it may support t"e internal decision making process.
,"is recommendation "as been given a category 5 7"ig"8 priority and to ac"ieve t"is $e
need to demonstrate t"at all relevant data collection processes are identified, risk assessed
and s"o$n on %ovalent. ,"e steps to ac"ieve t"is are detailed belo$ and must be follo$ed
by all /roup +anagers3managers responsible providing data.
1. ID$NTI6Y WHAT !$R6ORANC$ DATA IS !RO(ID$D
,"is is not limited to &'P()s but encompasses all meaningful data t"at t"e %ouncil is
re!uired to provide, eit"er driven from e*ternal bodies or for monitoring performance
by +embers.
2. UND$RTA#$ A RIS# ASS$SS$NT
,"is assessment s"ould be based on t"e accuracy and completeness of data being
provided. Assessment scoring s"ould be based on t"e follo$ing measures-
I34a2ts
"ow #$%& Begative comments relating to t"e %ouncil, $"ic" $ill not impact on t"e
%ouncils overall assessment. A minor financial penalty or potential to lose grant is
imposed 7C9 ; C1k8. +inor relevance on t"e %ouncil ac"ieving its ob0ectives. +inor
media attention for $"ic" a response can be given.
'edium #(%& Poor assessment made of t"e %ouncil, $"ic" may lead to a !ualified
opinion and temporary intervention. Possible imposition of financial penalty or loss of
grant 7C1k ; C90k8. Priority ob0ectives not being ac"ieved as intended. Adverse
media attention $it" negative local opinion.
)igh #*%& Poor assessment $"ic" $ill result in "ig" level long term intervention.
Penalty or loss of grant in e*cess of C90k. %orporate ob0ectives $ill not be ac"ieved.
Adverse media attention, bot" local and national, t"at $ill remain in t"e memory for
several years.
Prepared by Risk and Assurance Services 10 April 2007
Li7/li.ood
+emote #$%& ,"e data is produced by trained staff follo$ing $ell documented and
clear procedure notes. Robust systems in place to e*tract necessary data $"en
re!uired. ates $"en data to be provided by "ave been diarised. +anagers revie$
data prior to publication and follo$ up on any adverse trends.
,ossible #(%& ,"e data is produced by one member of staff $it" no clear documented
procedures. %omplicated met"ods to obtain source information. +anagers revie$
data produced.
,robable #*%& Reliance on key staff to produce data. Bo documented procedure
notes. Dnreliable systems providing source information. +anagers do not revie$
data, c"anges in performance not identified.
". ANA%$$NT O6 TH$ DATA QUALITY RIS#S
ata !uality risks s"ould be included on %ovalent regularly monitored and updated to
reflect any c"anges to t"e risk. Actions must be identified and implemented in order
to bring any unacceptable level of risk for data !uality do$n to a more acceptable
level.
Prepared by Risk and Assurance Services 11 April 2007