The progress surrounding LAAs has been rapid, enthusiasm remains high, and initial results are largely positive. 

But, if LAAs are to fulfil their potential, local authorities must be seen to be driving preparation, managing delivery, and owning the reporting and performance-management process.

Many LAAs support these changes in principle, but find timetables demanding, and are sceptical about how LAAs will work in practice. 

Following an investment of commitment and effort into negotiating LAAs, teams are now heavily involved in delivery. Work on processes and governance structures continue, whilst a new wave of change planned for 2008 and 2009 is putting teams under additional pressure. 

Consequently, it is essential that practical steps are taken to support frontline teams, and that local authorities assess how equipped they are for the challenges ahead.

A wealth of documentation exists explaining why LAAs are an important vehicle for carrying forward the local government agenda, what needs to be undertaken, when this needs to happen, and who must be involved.

A recent report, LAAs: A bigger difference, sponsored by the OLM Group provides an alternative approach and tackles a previously-neglected question – how senior officers in local government can help ensure their local agreement successfully navigates the next stage of development.

Key issues:

The pressure is on
As stakes rise, teams are under increasing pressure. Therefore, it is crucial to develop a clear view of the scale of the challenge.
This should be undertaken together with a two-year schedule addressing the resources required. Having put considerable commitment and effort into the negotiation process, teams must now manage their agreement, and monitor progress.

Restoring confidence
The degree of uncertainty which teams may experience should not be underestimated. Underpinning processes must be sufficiently robust to accommodate continuing uncertainty, and change.
However, procedures must be rigorous enough to satisfy the more demanding requirements that emerge.
Communication is key
To create the trust that underpins successful partnerships, it is essential to establish quality working relations as well as identifying and addressing problems at an early stage. This demands highly-responsive performance-management systems, capable of collecting and distributing information on or close to a real-time basis.

Trust is paramount
Numerous stakeholders will require access to performance information, whether for scrutiny, decision-making, resource allocation, performance monitoring and service improvement, or to challenge and verify performance.
This requires solutions which are capable of reaching all potential stakeholders, protocols on what information is to be collected and shared, and tools which can present relevant information adapted to different needs.

Sensitive issues
Partners are becoming increasingly interdependent, and so, face the difficult issue that effective performance management can expose underlying tensions. 
At times, failure to measure the contribution of partners may not be a technical or process issue. It could result from a lack of willingness to challenge the performance of a valued partner which is falling short of the required standard.
Therefore, technical issues should be dealt with promptly, in order to address the more fundamental and sensitive issues.

Future focus
Despite the remaining questions surrounding LAAs, the overall impression is that the future now lies in the hands of local authorities, more than in the direction set from the centre.
All local authorities appear to be ready for the challenge, but the best know they are building on local support; clear, evidence-based local priorities; and a sound foundation.
As a result, the next two years are critical. If the next phase is to be negotiated successfully, preparation for a new approach in 2008 and 2009 needs to begin immediately.

Ray Hart is director of professional services at OLM Group