Andrea Stewart @ IDeA Performance


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Andrea Stewart of Stockport MBC on 'CAA and Self Evaluation'

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Andrea Stewart @ IDeA Performance

  1. 1. Preparing for CAA: Stockport’ experience of the pilot and self-evaluation tool Andrea Stewart Stockport Council
  2. 2. Stockport Council’s involvement in CAA <ul><li>Chief Executive on DCLG’s ‘sounding board’ meetings </li></ul><ul><li>Involvement in SOLACE response </li></ul><ul><li>Tested version 2 of the IDeA self-assessment toolkit </li></ul><ul><li>Concluding Audit Commission trial, testing whole of CAA process </li></ul>
  3. 3. Being prepared means getting to grips with:- <ul><li>The paradigm shift in the approach - from single organisation to borough-wide </li></ul><ul><li>The evidence requirements </li></ul><ul><li>The ‘c’ words – citizens, community and the ‘e’ words – empowerment, engagement </li></ul><ul><li>The need to be pragmatic and realistic </li></ul><ul><li>The need for honest self-evaluation in a partnership context </li></ul>
  4. 4. Paradigm shift – what we have learned <ul><li>Audit Commission still charged by government to report on performance </li></ul><ul><li>Key question being debated, but being tested in pilots, is that of the concept of ‘area’ – what is actually being assessed </li></ul><ul><li>Link with organisational assessment important but not clear </li></ul><ul><li>To have credibility CAA has to drive improvement in the same way as CPA did – how? </li></ul>
  5. 5. The paradigm shift <ul><li>CPA - legislative framework which scored and compared councils, with league tables </li></ul><ul><li>CAA – area assessment, not aiming to compare areas with each other </li></ul><ul><li>Emphasis on outcomes not processes </li></ul><ul><li>Inspectorates working together, forming joint views - real questions about how inspectorates work together </li></ul><ul><li>New role of RIEP only just emerging </li></ul>
  6. 6. The ‘c’ and ‘e’ words <ul><li>Underlying assumption that the White Paper ideas about engaged and empowered communities will inform the process and AC looking for ideas about gathering local views </li></ul><ul><li>Amplifying outcomes for poor and vulnerable in communities important theme </li></ul><ul><li>Not clear how AC interpret consultation/engagement etc and how it will be measured </li></ul>
  7. 7. The need to be pragmatic & realistic <ul><li>Really is new process, lots undecided, no blueprints (remember 1 st year of CPA?) </li></ul><ul><li>CAA’s first year of new process and of working closely with other Inspectorates and Government Offices – LAs will need to help them help to ‘join up’ at times </li></ul><ul><li>First year of NIS; data likely to be less robust than in subsequent years </li></ul>
  8. 8. Locality self-evaluation tool (IDeA) <ul><li>We used it to ask how we were doing in our own terms? Allow the partnership to take stock, assess progress </li></ul><ul><li>It allowed the partnership to understand the challenges better– but could do more on gap analysis </li></ul><ul><li>Robust and honest self-assessment increases assurance and confidence of AC </li></ul><ul><li>Will help reduce the administrative burden – CAA is an annual exercise </li></ul>
  9. 9. Using the tool in practice <ul><li>Exposing and strengthening the knowledge dimension </li></ul><ul><ul><li>Opportunity to share knowledge and experiences </li></ul></ul><ul><ul><li>Exposed gaps </li></ul></ul><ul><ul><li>Provided a baseline of shared understanding </li></ul></ul><ul><li>Focus on what the tool will be used for…to better understand and improve outcomes </li></ul><ul><li>Needs to align to performance framework </li></ul>
  10. 10. The evidence requirements <ul><li>Key message about: </li></ul><ul><ul><li>mapping communities </li></ul></ul><ul><ul><li>disaggregating data, ensuring wards and super-output areas high on the IMD are fully understood across all the public sector organisations </li></ul></ul><ul><li>Importance of honest and locally focussed self-assessment – use IDeA model </li></ul><ul><li>Importance of Data Quality: AC will need increased levels of assurance about data quality in the individual organisations and in the partnerships </li></ul><ul><li>But evidence file opaque at the moment after trials </li></ul>
  11. 11. Key learning points – AC Pilot <ul><li>Putting the pilot in context – artificial process </li></ul><ul><li>Learning is happening on both sides </li></ul><ul><li>Increased ‘outcome’ focus underpinned by performance </li></ul><ul><li>Intelligence is ‘king’ – access and coordination are key </li></ul><ul><li>Keeping everyone in the loop - transparency and communications are vital </li></ul><ul><li>Key role of Members – taking the community voice into the partnerships </li></ul><ul><li>Managing the relationship between the Commission and Government Office </li></ul>
  12. 12. Benefits for the Council <ul><li>The inspection regime is changing but…the Audit Commission are still charged by government to report on performance </li></ul><ul><li>CAA has to be a catalyst and driver for improvement as CPA has been </li></ul><ul><li>Fitting the jigsaw together…central intelligence role puts Council in a strong position </li></ul><ul><li>Embracing and acknowledging our position and role as the ‘Community leader’ </li></ul><ul><li>Improved partnership working and engagement with CAA </li></ul>
  13. 13. Next Steps & Challenges <ul><li>Acting on what we’ve learnt: </li></ul><ul><ul><li>About the CAA process – project planning, learning the lessons from the pilot and building self-evaluation into PM </li></ul></ul><ul><ul><li>About ourselves – spotlight on what we already knew…need to feed through to improvement planning </li></ul></ul><ul><li>Ensuring a positive, ‘partnership’ response to the findings </li></ul><ul><li>Improving communications and intelligence </li></ul><ul><li>Understanding the causal links and ‘delivery chain’ </li></ul><ul><li>The relationship between the Commission and GONW </li></ul><ul><li>Making sure that CAA has credibility and drives improvement in the same way as CPA </li></ul>
  14. 14. Project Plan <ul><li>Minimising the additional burden of the new framework </li></ul><ul><li>Integrating activity into what we already do </li></ul><ul><li>Making it work for us </li></ul><ul><li>It’s all about good performance management </li></ul><ul><li>Relationship management </li></ul><ul><li>Evidence collection </li></ul><ul><li>Intelligence & research </li></ul><ul><li>Mainstreaming self-evaluation </li></ul><ul><li>Communications & consultation– internal & external </li></ul>
  15. 15. Thanks for listening Any questions…