This paper from the Audit Commission identifies the unhelpful policy focus on the role of core budgets and services, rather than special area-based grant regimes, and inter-agency or ‘partnership’ working, rather than single agency or ‘silo-based’ responses to issues in deprived areas. It maps stakeholders’ possible responses to change against their level of involvement in the process which can range from outright hostility, through token compliance, grudging acceptance, lukewarm enthusiasm, to real commitment. The two most successful ‘change routes’ are ‘Evolutionary Change’ where there is a clear strategic direction and ‘Transformational Change’ where there is a need for much better performance in an environment of continuing uncertainty. Common factors in successful change programmes are identified as: building support for change, using ‘good practice’ to demonstrate the importance of change to others and effective two-way communications between stakeholders.Published by the Audit Commission: http://www.audit-commission.gov.uk