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GUIDE TO CPA
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Performance management overview
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The process of local sport & recreation strategy preparation
Key Docs
HM Treasury: Securing better outcomes; developing a new performance framework
HM Treasury: New Localism – Citizen Engagement, Neighbourhood and Public Services: Evidence from Local Government ODPM 2005
IDeA: Performance management: a cultural revolution
IDeA: A review of performance improvement models and tools
IDeA; Beyond consultation: public involvement in performance management
IDeA: Priorities and prioritisation:
Audit Commission: Public Sports and Recreation
Tools
General toolkit
Public Services Productivity Panel
IDeA: Online interactive tool
IDeA: Guidance on service planning
IDeA: Guidance on target setting
IDeA: PMMI guidance on PM IT systems
IDeA: Performance management and CPA,
IDeA: List of councils judged to be managing their performance well
Local authorities are crucial partners for the Department for Culture Media and Sport (DCMS), spending almost £3.2 billion a year on culture and leisure.
In its report Public sports and recreation services the government has concluded that “inconsistencies in options appraisal and weaknesses in market testing mean that many councils are missing both significant cost savings and efficiency opportunities. As a result they are failing to reconfigure current provision to be able to meet future participation targets and community needs, and are unable to demonstrate value for money for the community assets for which they are responsible”.
HM treasury has published a guide to performance management – Performance management, measurement and information which contains the following illustration;
The Department of Culture Media and Sport have their own performance targets to meet in relation to the national picture and improving take up in the community. The DCMS performance targets are not very up to date.
The Department of Communities and Local Government publish information around performance management – under the following headings
The main thrust of performance management today is the Comprehensive Performance assessment. This is made up of a snapshot of performance through CPA inspection.
Corporate CPA inspections have three elements;
Council have to undertake a self assessment against Audit Commission guidelines in each of these three areas.
The assessment is scored for each of these from 1-4 against current performance, and against capacity to improve.
For each of these elements there are eight “tests”, one of which is called “performance management”, but they all add up to managing performance from different dimensions.
DCLG publishes an overview of CPA.
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