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Inspections of local government services are often seen as being too punitive and concerned with "naming and shaming", according to new research.

The Social Services Inspectorate is singled out as causing conflict between the humanitarian and professional values of departments and the pursuit of economy and effectiveness.

The research by the Joseph Rowntree Foundation says that although the cost of external inspections is estimated at around £600 million it has identified additional costs to local authorities including staff time and other resources devoted to preparing and managing inspections, and the damage to staff morale.

It says external inspections would be more effective if they co-ordinated activities, used common frameworks and proposed measures to increase the capacity of poor performers.

And it recommends that inspection regimes should reflect local as well as national priorities and encourage innovation and appropriate risk taking.

Social services inspection has moved from a largely advisory role to one of finding fault, say the researchers. This is partly due to the managerial regime of the SSI which replaced its professionally-dominated predecessor, the DSS's social work service.

The report says there is pressure within the inspectorate to "focus on quantitative performance measures and the pursuit of economy, efficiency and effectiveness".

Moira Gibb, president of the Association of Directors of Social Services, said: "There is a concern that the amount of inspections has increased beyond sensible levels.

"The SSI has changed and it has taken on a more inspectorial role but it has continued to maintain its advisory and support function. And it is important that improvements are based on evidence."

Gibb said social services directors are more concerned with Best Value inspections.

"We need to find ways in which we realise that quality costs, and that it costs not just in the front-line services but in the organisation's support services," she said.

An SSI spokesperson said: "Our aim is always to inspect the situation and, if there are problems, to determine the cause and to help work out a way in which they can best be tackled."

The research identifies a need to strike the right balance between past performance and capacity for improvement. Good professional practice must be backed by good management.

Howard David, James Downe and Professor Steve Martin, External Inspection of Local Government: Driving Improvement or Drowning in Detail? from 01904 430033.