This report summarises the key areas of the Committee's work over the past five years. It draws out the areas where progress has been made and where their successors might wish to press in future. The Committee has assiduously followed the taxpayer's pound wherever it was spent. Since 2010 they held 276 evidence sessions and published 244 unanimous reports to hold government to account for its performance. 88% of their recommendations were accepted by departments. In many cases they successfully secured substantial changes, for example with the once secret tax avoidance industry. They secured consensus from government and from industry that private providers of public services do have a duty of care to the taxpayer, and in pushing the protection of whistleblowers further up the agenda of all government departments. By drawing attention to mistakes in the Department for Transport's procurement of the West Coast Mainline, more recent procurements for Crossrail, Thameslink and Intercity Express have all benefited from more expert advice and a more appropriate level of challenge from senior staff. After discovery in 2012-13 that 63% of calls to government call centres were to higher rate telephone numbers, the Government accepted our recommendation that telephone lines serving vulnerable and low income groups never be charged above the geographic rate and that 03 numbers should be available for all government telephone lines. They also secured a commitment to close large mental health hospitals.

In 2012 the House of Commons introduced a new 'core task' for all select committees that focused on public engagement as a distinctive and explicit factor of their work. This report focuses on how the select committees have responded to the new core task. Three core conclusions emerged: a) there has been a significant shift within the select committee system to taking public engagement seriously and this is reflected in many examples of innovation; b) this shift, however, has not been systematic and levels of public engagement vary significantly from committee to committee; and c) a more vibrant and systematic approach to public engagement is urgently needed but this will require increased resources, a deeper appreciation of the distinctive contribution that select committees can make and a deeper cultural change at Westminster. This report therefore details innovations in relation to the use of social media, the structure of inquiries and innovative outreach. Public engagement has not yet been fully embedded into the culture of parliament but there is evidence of significant 'cracks and wedges' that can now be built-upon and extended during the 2015-20 Parliament. Clearly the focus of the committee and the topic of the inquiry will have some bearing on the approach to engagement adopted but a more expansive and ambitious approach across the board is to be encouraged. This report leads to a ten-point set of inter-related recommendations but they can all be connected in the sense that the existing social research demonstrates a clear desire on the part of the public to 'do politics differently'.

Where LNPs have been successful, they have demonstrated the benefits of local engagement, harnessing enthusiasm in finding solutions to local priorities. Where they have not been successful, the solution is not to impose additional tasks but to re-energise the unfocussed local commitment. Many LNPs are starved of funding and resources, meaning much of the good work in getting them up and running, is being undone. The whole country-urban as well as rural-need the natural environment protections that LNPs can provide. Rather than leave under-performing LNPs to wither away, the next Government should urgently review LNPs and their funding, and re-energise the initiative.

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