Review Body accuses Surrey Heath Borough Council of Complacency, Inadequate Target Setting and Poor Partnership Working (Surrey Heath Liberal Democrats

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Review Body accuses Surrey Heath Borough Council of Complacency, Inadequate Target Setting and Poor Partnership Working

November 5, 2003 2:50 PM

As part of the governments Comprehensive Performance Review process, a Peer Review Group (consisting of a Conservative Group Leader, a Borough Council Chief Executive, and a n external facilitator accredited by the Audit Commission) have examined the workings of Surrey Heath Council. Their report was published recently, and provides strong criticisms of how Surrey Heath is run, whilst also praising the Council in certain areas.

The strongest criticisms come in the council's setting of priorities and targets.

"We did not detect any significant ownership of the vision either within the Council or externally. We gained a sense that the statements around the vision had been developed more, as a bureaucratic exercise to give some articulation to long-standing beliefs about the nature of the area and the need to put a corporate planning framework in place. "

The final stage of the CPA process is a form of OFSTEAD-style inspection later this year. The Council provides a Self Assessment statement which it submits to the inspectors. The Peer Review Group was critical of this document:

"It is not surprising that the Self Assessment does not clearly articulate the priorities as neither elected members, staff or partners were able to state clearly what they are. The Self Assessment cites Camberley Town Centre and Theatre as key areas, however is generally short on clear hard-edged statements about its priorities or how it targets resources on them. The key performance targets, as set out in the Corporate Plan, do not add any significant light on this issue."

Another area where warning comments were made is in the attitude of the Council to its partners:

"The Self Assessment cites periodic Business Breakfasts as a means of consulting the business community, however partners expressed the view that these were more 'tell' than 'sell' or 'ask'. Their message was that they wish to be more active in partnering with the Council and that this requires some adjustment in attitude on the part of the Council."

The Council's submission was summed-up as follows:

"We are concerned that the current draft of the Self Assessment has a sense of complacency in respect of priorities for improvement and reflects an attitude that 'small district councils' cannot achieve change."

It is of course the nature of such a report to be critical, and there were areas where praise was also given:

"The Council is a stable organisation. In all areas, elected member, executive management, senior management, professional, supervisory and support staff, there is evidence of competent, knowledgeable and enthusiastic people who wish to make a difference to the lives of the local community. It has a record of sound financial management and has recognised that it needs to become less dependent on its use of balances to bolster revenue spending. It is not dogmatic about methods of service delivery and works with both the private and voluntary sectors where this can produce the best value for Council Tax payers."

Finally, the Report provides advice on how the Council should approach the upcoming Inspection, and again in relation to the Self Assessment, declares:

"We have already commented on the complacent tone of aspects of the document, we would also suggest that ending with a criticism of the government is not the most positive statement on which to conclude."