Learning from the experience of recovery: The turnaround of poorly performing local authorities

Abstract

This paper sets out the findings of a three-year research investigation into the experiences of 15 case study local authorities in turning around poor performance. The ‘poor’ rating was determined through Comprehensive Performance Assessment (CPA). In some authorities the CPA score itself proved a sufficient trigger for turnaround to begin. In others the picture is more complex. Turnaround is variable in terms of speed, intensity and the success of the mechanisms employed. Success, though partially determined by a combination of contextual factors, can be greatly enhanced by a combination of cognition, capacity and capability. This paper seeks to explain the approaches adopted and the successes achieved and outlines a research agenda for the next phase of the turnaround process.

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