Mansfield District Council

1
CPA Re categorisation

• The Mansfield Experience

2
Were we ready for re categorisation ?

• Reality check against Key lines of enquiry
  undertaken by staff and members at all levels to
  assess if our improvement was robust .
• Assessed all our inspection scores
• use of resources
• data quality
• progress assessment
• service inspection scores
• audit letter
• performance data etc
• Would Audit Commission Relationship Manager
  support a submission ?

3
When to submit ?

• Confident that we could demonstrate improvement,
  our relationship manager confirmed local Pi data
  would be taken into consideration.
• Submitted application for re categorisation in
  Nov 06 , accepted onto the 1st round as part of
  Phase 2, onsite work planned for 26th -30th March
  .
• Wanted to have an up to date inspection to inform
  new administration
• In hindsight if we had waited 6 months probably
  would have got a better result because so much is
  currently on the cusp of delivering impact .

4
Lead up to the inspection

• Appointed a project officer to manage the re
  categorisation work.
• Inspection team had a dedicated contact before ,
  during and after the on site week .
• Invested time in deciding who were the right
  stake holders for the stakeholder survey,
  communicated with them prior to the survey .
• We thought we had focussed the self assessment on
  results realised since the last CPA inspection
  but the Inspectors felt it lacked evidenced
  impact .
• Ensured that all members bought into the self
  assessment and owned the results took it to
  Cabinet and Select Commission ensuring cross
  party ownership .

5
Lead up to the inspection cont

• Planned the tour to involve tenants and residents
  , used the tour to highlight improvements and
  bring to life the self assessment it meant more
  to the inspectors because our customers told them
  what we had achieved . Inspectors began to see
  and appreciate the impact
• Supported the self assessment with case studies
  to demonstrate the improvements and impact ,
  didnt rely on the inspection team to find the
  improvements we showcased them
• Briefed all staff and members leading up to the
  inspection week so that everyone was ready
• Focused on the pivotal tasks that needed to be
  completed before the inspection

6
On site week

• Ensured that the inspection team were greeted on
  arriving at the Council and were made to feel
  welcome first impressions did count
• Ensured that the inspection team had everything
  they wanted and more showed them to interviews
  , made sure they have drinks and food all day ,
  submitted evidence at the end of each day with
  briefing notes to convey the message as clearly
  as possible .
• Held a briefing each morning with the lead
  inspector , MD and project officer so that issues
  were challenged and evidence submitted
• Debriefed all interviewees to ensure we remained
  on message
• Inspectors attended public meetings before the
  inspection week and during the week , the
  inspection team attended a number of these
  without warning
• Told the inspectors of issues , challenges before
  they identified them

7
Key areas

• Be organised and dedicate the time and resources
• Create an environment where the inspection team
  want to bat for you this is really important at
  moderation stage
• Prepare the council and district for inspection
  including sweeping the streets
• Prepare residents/ customers for inspection ,
  tell them what has been achieved before the on
  site week
• Prepare stakeholders for inspection , they will
  be asked what has been achieved
• Focus on impact and outcomes and not processes .
• Identify any agendas that the inspection team
  have and hot topics do not underestimate the
  role of the peer member
• Decided not to challenge draft report provided
  a new focus for the Council to move forward from
• Conscious decision this time to take the decision
  and comments on the chin