Most of the smaller councils which are due to be brought into the comprehensive performance assessment regime later in the year are confident of success. Some 175 councils, about 60% of the newcomers to the regime, are confident that they will make the ‘excellent’ or ‘good’ category. Only about 40 councils are concerned that they may be categorised as ‘weak’ or ‘poor’. The remainder feel that they will achieve a ‘fair’ rating. These expectations paint a somewhat more optimistic picture than the actual results from the 2002 round which only included the 150 larger councils. The survey of expectations was carried out by Zurich Municipal.The survey was designed to find out about the attitudes of Chief Executives and Finance Directors to the use of risk management strategies. The findings were that for the councils that took part in the 2002 performance assessment, 61% of respondents said that risk management played a key part in their preparations. For the councils that were graded as ‘excellent’ the figure was 81%. Responses to the survey showed that risk management is set to play an important role in the CPA process and that an ‘excellent’ rating is more likely to be achieved where sound risk management and corporate governance arrangements are already in place.

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By Terry PearceAs the cycle of change increases its speed, leadership communication is becoming more important than ever. Terry Pearce explains how the events of recent years, including the information revolution and the revelation of corporate scandals, have significantly increased the importance of authenticity in leadership to build loyalty in organizations. The book focuses on the source of a message for change, its development as a platform for leadership communication, and its many forms of expression from speeches to e-mails, memos, and even informal “water cooler” conversation. Pearce shows leaders in business, politics, and nonprofits how to communicate their values and vision to inspire commitment; he provides tools and examples from well-known leaders as well as less-known but effective change agents.

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Outstanding performance in public service has been recognized by awards. Christine Golden, a Recovery Officer at the Inland Revenue has been named Outstanding Public Servant of the Year. She was selected from 300 nominees for her pioneering approach, commitment and determination in saving over two million pounds in interest payments. She persuaded large employers to pay their Tax and National Insurance Contributions on time by encouraging directors to change their late payment culture.The Public Servant of the Year Awards is an annual event to recognise the achievements of people working in public industries. This covers both central and local government including those in Education, Health, Housing and Uniformed Services. The awards are organised by Public Finance magazine in partnership with the Chartered Institute of Public Finance and Accountancy, the Cabinet Office and the Office of Government Commerce.

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Local councils are challenged to confront established thinking about their role in the community by a report from the Institute of Local Government Studies at the University of Birmingham. The new legal power to promote the economic, social or environmental well-being in their areas creates a wide range of opportunities that could change the way councils respond to local communities and the environment.The new power will allow councils to incur expenditure and give financial assistance so they will be able to spend, lend, and give guarantees. They will be able to make arrangements and agreements and facilitate, co-operate, co-ordinate, so they will be better able to support Local Strategic Partnerships, and set up contracts, companies, trusts and joint ventures. They will be able to exercise functions on behalf of bodies including lead/joint commissioning, integrating services, and pooling budgets, not limited to the NHS. They will be able to provide staff, goods, services, or accommodation to private, voluntary and community sectors.

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The signing of a joint central – local government declaration for using the local community planning framework to develop wider urban strategies marks a further move away from the central command and control model. The statement recognises that local leadership provides an essential ingredient of success and commits the Government to giving local authorities the tools to make the difference. It sets out how the Government and the Local Government Association will work together to support councils in leading their communities.The statement defines the areas of shared priorities which will be used as a starting point for tackling the complex problems. They are: raising school standards; improving the quality of life for children, young people, families at risk and older people; promoting healthier communities and narrowing health inequalities; creating safer and more cohesive communities; transforming the local environment; meeting local transport needs more effectively and promoting the economic vitality of localities.

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Frontline public sector staff can be trusted, but trust in the organizations they work for is declining. This distrust of ‘the system’ leads the public to view leaders and managers as incompetent. This is a key finding from a MORI survey for the Audit Commission.NHS hospitals scored the highest trust rating with a 79% positive response. Trust in the police was 74% and in local councils 48%.

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Quality of Life indicators, devised by the Audit Commission, are used by councils to monitor progress of community strategies for improving the quality of life in their area. The indicators reflect the ‘livability ‘ of a local area and the values of the public. They can raise awareness about local sustainable development and quality of life and provide a basis for action to change and improve things that concern local people. They can also motivate individuals and communities to make sustainable choices. The indicators can help to facilitate change by providing information about the current situation and the need for local action by local authority partnerships. Publishing indicators can make community strategies accessible to the public. This Management Paper sets out guidance on tested ways to communicate the indicators, together with case studies.Published by the Audit Commission http://www.audit-commission.gov.uk

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By Steve Windsor It was recently suggested that at least half the budget of an IT implementation should be devoted to change management and this indicates increasing recognition of its importance in bringing success. The author sets out his view of the principles of change management and illustrates how he put them into practice in supporting the Forensic Science Service in a change programme.

Researchers funded by the Economic and Social Research Council have devised a satisfaction index which will help councils in their spending decisions. Professor Keith Dowding, author of the research said: “We set out to evaluate how citizens evaluate local services and what implications this has for their efficient delivery.”Findings show that Londoners would be more satisfied if more money was allocated to public transport. Manchester residents would be happier if more was spent on planning and economic development and people living in the West Midlands would be better satisfied if more money was spent on street cleaning.

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The 22 councils categorised as ‘excellent’ in the Audit Commission’s Comprehensive Performance Assessment have received their initial rewards. Their funding will no longer be ring-fenced for specific purposes, except for schools, they will be relieved of the requirement to submit plans and they now have a three-year holiday from most inspections. This is the start of a process which it is hoped will lead to significant decentralization and a freeing up of councils.The top councils and central departments are working together to explore the scope for greater freedoms and to find improved ways of delivering services. Integration of council services is a key area of exploration. Initiatives that might be launched include leisure centres or libraries offering any service from health care and policing to education and employment.

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