The fate of careers, morale, financial assistance and future freedoms depend on English local councils' places in Comprehensive Performance Assessment (CPA) groups. This article explains why the organizational attributes of local authorities are weak predictors of CPA outcomes. The authors' conclusions sit uncomfortably with the overall aims of CPA and raise important questions about the relationship between performance ratings and intervention. The article calls for more reliable data with which to classify local authorities.
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Boyne et al. (2004) studied this question.
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