Comprehensive Performance Assessment

Introduction

Comprehensive Performance Assessment is a Government initiative that takes into account the quality of services we deliver, public satisfaction with those services and the effectiveness of the Authority's political and management leadership. The White Paper, Strong Local Government - Quality Public Services has introduced CPAs for all local authorities. It aims to remove restrictions and requirements on planning, spending and decision-making for high performing authorities, and provide targeted support and capacity building, and intervention measures where necessary, for those that perform less well.

In 2004, Shepway District Council was rated as 'Weak' local authority following an inspection by the Audit Commission. In response to the issues raised by this judgement, the Council initiated a Recovery Plan to address the areas of weakness and build a platform for future improvement. It is now recognised that the Council has completed its Recovery Plan and has now moved onto an Improvement Plan.

Significant progress was made in the years following the 2004 assessment, and in 2007 the council requested another Comprehensive Performance Assessment in order to prove how far it had come in improving its services.

This second Comprehensive Performance Assessment took place throughout September 2007 to March 2008 and involved submitting evidence to the Audit Commission to demonstrate the council's improvement, as well as a week long on-site inspection by the Audit Commission.

Comprehensive Performance Assessment 2008 - Final Report

The final result of the 2008 Comprehensive Performance Assessment was made known to the council in August 2008.  Shepway District council was rated as a 'Good' authority, which is the second highest category a council can achieve, the highest being 'Excellent'.

This showed a huge improvement from the 2004 assessment, and shows how far the council has come.

The 2008 report said that the council:

• Has clear and realistic ambitions which are shared with partners, and address the broad needs of the community.

• Is effective in community leadership at community and inter-agency level.

• Is a robust champion for the needs of its area

• Is willing to make difficult decisions in support of its ambitions.

• Effectively prioritises its actions

• Has identified clear priorities for improvement which reflect local concerns and fit well with national priorities and those of its partners.

• Focuses its resources on priorities.

• Has effective capacity to deliver effective services and achieve its
ambitions.

The report also says the council has worked hard to give itself the foundations for future improvement over the four years since it was rated as weak in 2004:

"The political and managerial leadership within the council is strong following a major restructuring of the senior management team and changes made to the organisational culture," said the report.

"There are good working relations between councillors and staff and an effective approach is taken to scrutiny. Financial resources are limited but the council is successful in attracting external funding. The approach to achieving value for money is adequate and improving. Although staff capacity is stretched, the council has been successful at enhancing its capacity through its use of shared services."

To view the full 2008 Comprehensive Performance Assessment report click on the following link:

2008 Comprehensive Performance Assessment Report