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ITEM EX7 - ANNEX 1

EXECUTIVE – 30 APRIL 2002

COMPREHENSIVE PERFORMANCE ASSESSMENT

Comprehensive Performance Assessment : Proposed Classification of Local Authorities (from Audit Commission Report, ‘Changing Gear’)

High Performing – Have the building blocks in place: sound corporate performance management, commitment to improvement, sustained focus on top local priorities, the ability to shift resources and make difficult choices. Most were doing well before the introduction of best value and were therefore able to integrate it into their existing systems and use it to focus on strategic and thematic problems. They are aware of their performance, open to challenge and are prepared to try redial new ways to improve services.

Striving – Accept the need to improve, are willing to take difficult decisions and are prepared to try innovative solutions. They are aware of their weaknesses and are actively tackling them: improving performance management systems, learning to procure more effectively and integrating best value in the way they plan and resource their services. Their BVPP’s provide a clear focus for improvement and their BVR’s make good use of the four C’s. Some recognise they lack the capacity or the resources to solve their own problems and so tap resources from agencies like IDeA and neighbouring authorities. These councils have many good services and have the capacity to deliver improvement.

Coasting – Superficially resemble striving councils – with some sound systems and pockets of improvement. But they lack corporate commitment to improve, and performance management is weak. They may not accept the need to change and are not open about weaknesses. They are resistant to internal and external challenge. Their BVR’s will tend to be unambitious and unfocused. They result in few significant changes - instead they concentrate on justifying current performance and put off any real action until after yet more review work. They may be complacent about their current performance, but will find their relative performance slipping back as other authorities catch up and overtake.

Failing – Have few, if any, of the building blocks in place. Performance management and planning systems are weak, and they are unable to secure direction and support from members. As a result they struggle to make effective decisions and are very weak at challenging their performance. In general their services are poor, some are failing, and they face serious challenges to turn round performance. A significant minority are quite committed to improvement and are open about the problems they face. But they acknowledge that they lack the capacity to achieve the improvement required from their own resources. With the right support they will be able to improve – however, their problems are deep rooted and need sustained attention.

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