The Audit of Best Value and Community Planning Council

Prepared for the Accounts Commission November 2011 The Accounts Commission

The Accounts Commission is a statutory, independent body which, through the audit process, requests local authorities in to achieve the highest standards of financial stewardship and the economic, efficient and effective use of their resources. The Commission has four main responsibilities:

• securing the external audit, including the audit of Best Value and Community Planning

• following up issues of concern identified through the audit, to ensure satisfactory resolutions

• carrying out national performance studies to improve economy, efficiency and effectiveness in local government

• issuing an annual direction to local authorities which sets out the range of performance information they are required to publish.

The Commission secures the audit of 32 councils and 45 joint boards and committees (including police and fire and rescue services).

Audit Scotland is a statutory body set up in April 2000 under the Public Finance and Accountability (Scotland) Act 2000. It provides services to the Auditor General for Scotland and the Accounts Commission. Together they ensure that the Scottish Government and public sector bodies in Scotland are held to account for the proper, efficient and effective use of public funds. Stirling Council 1 Contents

Commission findings Part 5. What have the council and Page 2 its partners achieved? Page 18 Part 1. The Audit of Best Value Page 4 Part 6. Is the council managing its resources effectively? Best Value Page 25

Stirling Council Best Value audit Part 7. Prospects for future scope improvement Page 5 Page 30

About this audit report Is the council aware of where it Page 6 needs to make improvements and is it committed to change? Part 2. Overall conclusions Page 31 Page 7 Does the council have the Performance assessment leadership capacity and capability Page 8 to deliver improvements? Page 32 Areas for improvement Page 9 How effective is the council’s management of improvement? Part 3. Local context Page 33 Page 10 Appendix 1. Judgement Stirling descriptions Page 34 The council Page 11

Part 4. Is the council working effectively with its partners to improve Stirling? Page 14

Are they focused on the challenges for Stirling?

How effective is partnership working? Page 15 2 Commission findings Commission findings 3

1. The Accounts Commission accepts 5. While recognising the good this report from the Controller of Audit progress made in partnership on Stirling Council’s performance of working, the Commission emphasises its statutory duties on Best Value the need for the council to make and Community Planning. The working with its strategic partners Commission notes that, in respect more effective through rationalising of these duties, the council’s overall partnership structures and joint performance is good and that it working arrangements. This will help has good prospects for future the council and its partners to be improvement. clearer on the outcomes that they are trying to achieve for the communities 2. The Commission recognises of Stirling. This is particularly the case that substantial progress has been in relation to economic inequalities made by the council since the and rural economic development. first Best Value audit in 2005. It is very encouraged by the strong 6. The Commission is encouraged collaborative leadership in the council by positive progress in the council’s between members and officers, and performance but notes the need for across political groups. It welcomes improvement in some services – the clarity of the council’s vision and particularly roads, waste management its good sense of self-awareness and aspects of social care. which provides a sound basis for further improvement. 7. On behalf of the Commission, Audit Scotland will continue to 3. The Commission notes the work closely with other scrutiny council’s good governance bodies to deliver an annual shared arrangements but would underline risk assessment of Stirling Council the importance of the council assuring and agree a schedule for audit and itself that those in vital statutory inspection work to assess continued positions, such as the chief financial progress. It will monitor progress officer and monitoring officer, are able on the key issues identified in these to exercise sufficient influence within findings and report on them as part of the organisation to discharge their the annual audit process. statutory obligations.

4. The Commission notes the positive progress made by the council in improving important aspects of how it manages its resources, notably in relation to its workforce, assets, and procurement. It would urge the council to maintain this momentum. In particular, the Commission notes the considerable scope for better engaging the council’s workforce in developing its improvement agenda. 4 Part 1. The Audit of Best Value Part 1. The Audit of Best Value 5

Best Value each council receiving an Assurance in the current economic climate. and Improvement Plan (AIP) each year The council’s work in supporting 1. The statutory duty of Best Value which sets out the scrutiny activity the economy remained an area of in local government was introduced that the council can expect to take uncertainty in the 2011–14 AIP. in the Local Government in Scotland place over a rolling three-year period. Act 2003. In response, the Accounts The first AIPs, which were published 7. The environment and sustainability Commission consulted on, and in July 2010, covered the period from were identified as areas of implemented, the audit of Best Value April 2010 – March 2013; the most uncertainty in the 2010–13 AIP, and Community Planning. The first current AIPs were published in May and had been identified as areas round of Best Value audit reports 2011 and cover the period April 2011 of ‘no significant concern’ in the have been published on all 32 councils to March 2014. 2011–14 AIP. However, the Best in Scotland. Value audit included environment 4. The 2010–13 Stirling Council and sustainability within its scope to 2. This next phase of the Best Value AIP identifies the need for a Best look more closely at the performance audit is carried out and reported under Value audit as a part of the required of services including roads, waste the same legislative framework, response to local scrutiny risks. management, and planning; and to but the approach has moved on This was largely in response to allow a fuller examination of how significantly from the 32 baseline areas of uncertainty over the partnership working is applied in audits. In particular, the audits are: council’s corporate arrangements, practice. and some aspects of its service • more proportionate and risk- delivery, including the economy and 8. Significant areas within the council’s based, reflecting more closely the environmental services. The 2011–14 corporate activities remained areas of particular issues faced by individual AIP update noted that self-evaluation uncertainty in the 2011–14 AIP. These councils and their partners had improved in the council and that areas are fundamental to Best Value the number of areas of uncertainty and were given a strong focus in the • founded on a shared risk had reduced. As such, the 2011–14 audit. The corporate assessment assessment process, conducted AIP recognised that the scope of this considered how the council uses with colleagues from other Best Value audit would be narrower resources to deliver its priorities. local government inspectorates than previously anticipated. The audit This includes: how it achieves particularly Education Scotland, the focused on specific aspects within improvements and efficiencies; Care Inspectorate and the Scottish three main areas of assessment: how well it works with its partners; Housing Regulator (SHR) performance management and • outcomes for communities scrutiny; and how well it fulfils its equal • more focused on impact and opportunities and sustainability duties. outcomes, and the difference the • service provision council and its partners are making 9. There are a number of areas we did for local communities • the council’s corporate not focus on during the audit as other arrangements. inspection work has recently taken • designed to provide a more place or is scheduled. This was to rounded view of partnership 5. The audit scope included the minimise any overlap or duplication working in a local area, and the two broad outcome themes of the of scrutiny activity. This report difference it is making. economy and the environment from includes the conclusions from such the council’s strategic priorities. The inspection work where appropriate. Stirling Council Best Value audit audit aimed to give the council an Recent or planned inspection work scope independent external perspective and performance judgements which on how it works with partners and we have drawn on as part of the 3. Best Value is an important part manages the delivery of these scoping and reporting of the Best of the wider scrutiny arrangements outcomes, including how the Value audit include: in councils in Scotland. Audit partnership monitors and reports Scotland works closely with other progress. • Stirling provides a high-quality local government inspectorates, education service. Her Majesty’s undertaking a shared risk assessment 6. The economy features prominently Inspectorate of Education (HMIE)1 process for all 32 local authorities, to in the council’s strategic plan and the has noted that attainment levels support the delivery of targeted, risk- Single Outcome Agreement (SOA) are being maintained and a based scrutiny. This process results in and is an area of risk for all councils number of improvement initiatives

1 Education Scotland, created in July 2011, brings together the resources and functions of Her Majesty’s Inspectorate of Education, Learning and Teaching Scotland, the National Continuous Professional Development Team and the Scottish Government’s Positive Behaviour Team. 6

are under way. As a result these About this audit report areas were not a focus for the Best Value audit. 10. The first Best Value report on Stirling Council was published • During 2010/11, the Social Work in March 2005. The Accounts Inspection Agency (SWIA)2 carried Commission found that, at that time, out an inspection of social work the council performed well against the services in prisons which included Best Value and Community Planning services provided at Vale. criteria and had a clear vision for the SWIA also conducted a follow- area. Areas for improvement included through social work inspection scrutiny, resource management, and in September 2010 following a performance reporting. The report performance inspection in 2009. also identified the need for the council This noted improved leadership to sustain improvement. and progress against the recommendations for vulnerable 11. We carried out the Best Value client groups. In 2012/13, the audit in Stirling between February Care Inspectorate plan to carry 2011 and August 2011. The scoping out an Initial Scrutiny Level work started in February 2011 and Assessment (ISLA). the team undertook its main on-site activity at the council in April 2011. • A joint inspection of services to protect children and young people 12. We gratefully acknowledge the was carried out by HMIE and the co-operation and assistance provided Care Commission in March 2010. to the audit team by the Chief This identified areas of concern Executive, Bob Jack, the Leader of and evaluated a number of areas the Council, Councillor Graham of practice as weak. The follow- Houston, the council’s partners that through child protection inspection were interviewed as part of the audit, published in August 2011 noted and all other elected members and that the council had taken staff involved. effective action against all the improvement areas.

• The SHR inspection of the council’s housing management function graded its housing management, asset management and repairs service as ‘C’ or ‘fair’ in March 2010. The 2011–14 AIP identifies further planned inspection work including a SHR review of progress made since the 2010 inspection, and a review of the council’s self- assessment of progress towards the 2012 homelessness target.

2 The Care Inspectorate is an independent body established in April 2011 to scrutinise and improve care, social work and child protection services. It includes the functions formerly undertaken by the Social Work Inspection Agency, and the Care Commission. 7 Part 2. Overall conclusions 8

13. The council has set a clear vision 16. The council has implemented leadership development programme for the area that recognises the some significant service more widely as part of this. local context. Political leadership is improvements since the first Best strong and elected members work Value audit including: its schools Performance assessment well together across parties. The estate programme to improve schools council’s governance and scrutiny and education facilities, constructing 19. The Best Value audit provides arrangements are effective and park and ride facilities, regeneration two overall judgements on council support cross-party working. The chief in , its community safety performance. One assesses how executive and Council Management initiatives, and improving leisure well the council is performing and the Team (CMT) provide strong leadership provision. It is also making good other covers the council’s prospects of the council’s improvement activity progress in reshaping services for improvement. Descriptions for including the change programme. for older people to give more each judgement can be found at emphasis to care at home. The Care Appendix 1. 14. The council has actively promoted Inspectorate noted in the August partnership working across the Forth 2011 joint interim follow-through 20. The council’s overall performance Valley area in areas including child child protection inspection that the is good: protection, asset management, council is taking effective action in all and its shared service initiative with of the agreed areas of improvement. • Satisfaction with council services Clackmannanshire Council. However, The council has invested in its roads is good and improving and it must strengthen the community maintenance activity and roads the council engages well with planning arrangements within the condition has improved slightly service users. Many services are Stirling area itself if it is to better compared to the national average, but performing well and improving, demonstrate improved outcomes. overall condition remains poor. The including education, adult learning, It has a plan in place to improve SHR evaluated the council’s housing waste recycling and sports and the governance and performance management service as ‘fair’ in 2010. leisure provision. The council management of the Stirling The council has an action plan in performs less well in relation to Community Planning Partnership place for its housing service and SHR the condition of local roads and (CPP), but this has not yet been fully will provide updates of progress in waste management costs. Some implemented. 2011/12. important areas require further improvement, including child 15. The council has made good 17. Following a change of political protection services where the progress with the improvement administration in 2008 a full review of council is now making effective areas identified at the time of the the council’s management structure progress with the improvement initial Best Value audit in 2005. It was initiated. This was completed actions identified through the has put in place effective scrutiny in 2009 following the appointment critical 2010 joint inspection. arrangements and has improved of the current chief executive. The performance management and public council has also made progress with • The council is not currently able to reporting. The council recognises that a significant change programme to clearly demonstrate its progress it needs to develop its performance realise efficiencies and has reached a in delivering the local outcome management framework further to major shared services agreement with priorities for Stirling. However, cover its strategic objectives and Clackmannanshire Council to jointly available information indicates local outcome priorities. It has also manage education and social work that resident satisfaction is good improved its budget planning process services between these councils. and improving, and outcomes are and this now takes a medium- generally good and improving in term perspective and has strong 18. The council has effective the areas of education, overall involvement from elected members. corporate working arrangements levels of health, and the quality of Workforce planning practice has with the chief executive, assistant the environment. The council does improved in specific areas but is chief executives, and heads of not clearly demonstrate the impact not well developed across the service working collaboratively of its activities in sustaining rural organisation. The council’s resource to deliver council-wide issues areas and addressing economic management practice has improved such as efficiencies, performance inequality. in areas including asset management management and improvement. The and procurement, and the council council is self-aware and has a strong • The council has made good continues to develop a more strategic focus on improvement. It is aware progress in the improvement areas approach in these areas. that it needs to continue to promote arising from the 2005 Best Value this corporate working throughout audit. Performance management the organisation. It is engaging with has improved since the initial Best service managers and applying its Value audit, but the council needs Part 2. Overall conclusions 9

to improve the way it monitors programme is communicated to building on the progress already and reports its progress against staff, but there is not a consistent made in these areas the local outcome priorities. It understanding of change across has also improved its workforce the organisation as a whole. The • strengthen the leadership planning, procurement and asset council is committed to self- and direction of the council’s management arrangements, and evaluation and has identified a approach to equalities and better must now continue to apply this number of improvements through demonstrate the impact of its more consistently across the the Public Service Improvement activities in this area organisation. Framework (PSIF) and is now applying this more widely across • develop stronger corporate 21. The council has good prospects council services. working throughout the for future improvement: organisation below CMT level. • The council has improved its Consult regularly with staff • The council has strong corporate budget planning process, and to monitor the impact of the and political leadership and elected elected members are effectively change programme and other members work well together involved in setting the council’s improvement activity and take across political parties. Scrutiny priorities and budget planning. action as required. and governance arrangements The council is aware of the in the council are effective. The improvements that it needs to 23. The council will need to consider current council management make and has good management how these are prioritised in view of structure has been in place arrangements in place to deliver its ongoing improvement programme since late 2009. The council the change agenda. The council which includes actions resulting has more work to embed the has improved performance from service inspections, and its corporate culture throughout the management for its services, but PSIF activity. organisation. has more work to improve the way it demonstrates progress • The council actively engages in against wider outcomes, and value partnership working at a number for money. of levels, including the wider Forth Valley area, and its agreement Areas for improvement with Clackmannanshire Council to jointly manage education and 22. The main areas for improvement social work services. The council for the council identified through this has identified the need to improve audit are to: the management and reporting arrangements for the Stirling • strengthen partnership working CPP. It should also continue to including streamlining its work with its partners to review partnership structures, and and simplify partnership working improving the management and to ensure the best use of the reporting arrangements for the resources deployed. Stirling CPP. The council should also demonstrate the impact of • The council underwent a its activities in areas important to significant restructure in 2009, its vision of addressing economic and efficiencies are a focus of its inequalities, and supporting rural ongoing change management communities programme. It is making good initial progress with its budget • continue to develop performance workstreams to achieve efficiency management throughout the savings, and as of May 2011 organisation to include reporting it reported that approximately against outcomes, and service 80 per cent of the £6.9 million quality and value for money efficiency savings to be delivered indicators through these workstreams for 2011/12 were on track. There • develop a more strategic approach is strong involvement in, and to people management, asset commitment to, change from the management and procurement, senior managers. The change 10 Part 3. Local context Part 3. Local context 11

Stirling Exhibit 1 24. The Stirling Council area covers The Stirling Council area some 2,187 square km. It is the ninth largest council in Scotland by land area, and with a population of 88,740 (2009), it is the 11th least densely populated. Stirling shares borders with seven other local Crianlarich authorities: Perth & Kinross; Argyll & Bute; West Dunbartonshire; East Dunbartonshire; North Lanarkshire; Falkirk; and Clackmannanshire. Stirling is a relatively affluent area that has low crime, good levels of resident Stirling satisfaction and its residents have generally good health. Educational attainment is better than the national average.

25. The population projections for Stirling mirror the national average for Scotland with an estimated increase Source: Audit Scotland of 6.8 per cent between 2008 and 2033. It will, though, have an increasingly older population with the is significantly better than the Scottish health, and financial services and has number of people of pensionable age average in 37 of the 59 measures relatively fewer people employed predicted to increase by almost a third covering health and life expectancy, in construction and manufacturing. in this period. mental health, social care, housing, Public services, including education education, the economy, and crime. and health, account for approximately 26. Over 60 per cent of the population In schools, qualifications attainment one-third of jobs, and any reductions reside in the city of Stirling, and the is above the national average and in employment in these areas towns of Dunblane, and improving. will therefore have an impact on . There are nine other employment in the area. towns with populations over 1,000 28. The region is centrally located in with the remaining population living in Scotland with good road and rail links The council around 30 smaller rural settlements. between Stirling city and , The area has an outstanding natural , Dundee, Inverness and 30. Stirling has 22 elected members environment and includes part of Aberdeen. Transport to rural areas and comprises seven multi-member the and the is more limited and in Stirling car wards. The political make-up is: eight National Park (Exhibit 1). The ownership is higher than the national Labour, seven Scottish National largely rural nature of Stirling brings average, while the condition of Party (SNP), four Conservative and challenges for the council and its Stirling’s roads is worse than the three Liberal Democrat members. partners in delivering services across national average. The council has a close political dispersed rural communities. balance, and the SNP form a minority 29. The unemployment claimant administration following a council vote 27. Unemployment levels, crime count in Stirling remains lower in March 2008. As such the current rates and health and well-being in the than the Scottish average at SNP leadership replaced the Labour/ area compare well with the Scottish 4.4 per cent compared to just over Liberal Democrat administration that averages. The area has lower levels of five per cent nationally (as at May was formed following the May 2007 deprivation than the Scottish average, 2011), but has increased at a higher council elections. with some five per cent (4,688) of rate than the national average in Stirling’s population living in areas recent years. Wages are above the 31. The council’s priorities have rated as the most deprived 15 per national average. Stirling’s economy been agreed by all parties and have cent of Scotland. The health and well- is reliant on the public and service a strong focus on the economy as a being profile3 for Stirling shows that it sector which includes education, means to improve general well-being

3 Scottish Public Health Observatory (ScotPHO) which provides public health intelligence and information to the public health community. 12

Exhibit 2 The council’s management structure

Chief executive

Assistant chief executive Assistant chief executive Assistant chief executive (Sustainability, Economy (Learning, Empowerment (Care, Health & & Environment) & Citizenship) Well-being)

Remit: Remit: Remit: • Mainstreaming • Learning partnerships • Modernising approaches sustainability to care • Learning transitions • Local development plan between school, • Integrating social care and college, university primary/community health • Regeneration and work care • Rural development • Curriculum for • Improve health inequalities • Housing excellence • Child and vulnerable adults • Workforce skills • Adult learning • Resilient communities development • Business support

Joint Head Joint Head Head of Head of Head of Head of Head of Head of Head of of Education of Social Environment Housing & Employment, Economy Assets & Governance Corporate Services Customer Communities and Planning Support & Resources Projects Service & Youth Regulation Services Implementation

Source: Audit Scotland

in the area. The council does not Executive, and to oversee the and have a majority of opposition operate area committees but has six council’s services members on them. community planning forums linked to community councils. • strategic forums to facilitate 34. The council leadership initiated cross-party working and make a significant restructuring of the 32. The council’s political recommendations to council council following their appointment arrangements include: in 2008. This was implemented by • panels and boards, to deliver late 2009 under the direction of the • an Executive Committee, statutory functions such as the chief executive. This was designed to responsible for the strategic Licensing Board. strengthen the council’s strategic and leadership of the council corporate management. It replaced 33. The executive of the council is a directorate structure with a senior • a Governance and Audit chaired by the leader and comprises leadership team of the chief executive Committee, to ensure sound nine members including the and three assistant chief executives, internal controls and to oversee portfolio holders from the leading supported by 11 heads of service. In how the council manages its administration political grouping, and August 2011, the council agreed to resources three opposition group leaders. The refine the structure further, reducing two scrutiny committees (Service the number of heads of service to • a Service Delivery and Delivery and Performance, and the nine, including the two joint heads of Performance Committee, to Governance and Audit Committee) service shared with Clackmannanshire scrutinise the decisions of the are chaired by opposition members Council (Exhibit 2). Part 3. Local context 13

35. The operational management of the council is the responsibility of the senior leadership team and the heads of service. The heads of service have full management responsibility for service delivery, customer focus, continuous improvement and efficiency. They are directly accountable to the chief executive who is supported in the management of their performance by the assistant chief executives.

36. The assistant chief executives are each accountable to the chief executive for strategy and corporate performance in wider themed areas of: Care, Health and Well- being; Learning, Empowerment and Citizenship; and Sustainability, Economy and Environment. The assistant chief executives have specific strategic remits and shared responsibility for overall corporate improvement. They do not have executive management responsibility for service functions, but have a role in policy development, strategic planning and mentoring the ‘link’ heads of service for their particular thematic area. This includes guiding and challenging the heads of service on their contributions to the council’s objectives, and improving working between service departments. The absence of direct management responsibility for services gives the assistant chief executives greater capacity for this strategic role.

37. As at 31 December 2010, the council employed 3,600 full-time equivalent staff. The estimated net expenditure of the council for 2010/11 is £206.4 million, equating to £2,326 expenditure per head of population, slightly below the average for Scotland of £2,403. The average level of council tax is slightly above the Scottish average, with band D for 2010/11 at £1,209 compared to a national average of £1,138. 14 Part 4. Is the council working effectively with its partners to improve Stirling? Part 4. Is the council working effectively with its partners to improve Stirling? 15

The council and its partners have Exhibit 3 set a clear vision for Stirling which Stirling’s strategic priorities 2008–11 reflects the needs of the local area. The council works with partners Making Stirling: through a range of forums, and actively promotes partnership • a place with a vibrant economy that is open for business working across the wider Forth • a place with jobs and opportunities for all Valley area. It has made good initial progress in agreeing a • a place where lifelong learning is valued and encouraged shared services agreement with • a place where improved well-being adds life to years, not just years to life Clackmannanshire Council. The council recognises that it must • a place with safe, strong and resilient communities review and simplify its partnership • a place with a high-quality environment. working arrangements. Source: Stirling Single Outcome Agreement 2008–11 The management and reporting arrangements for the Stirling CPP are not well developed. The 40. The council and its partners How effective is partnership council is putting measures in place formally reported progress against working? to strengthen the performance the 2008/09 SOA, but they have management arrangements of the not reported on the progress made 43. The chief executive and senior CPP including reporting against against the 2009/10 SOA. Elected officers actively work with partners action plans for the community members considered a draft through a range of bodies. These planning groups. performance report at a council include partnership groups that meeting in October 2010, but asked operate over the wider Forth Valley Are they focused on the challenges for a simpler, more user-friendly report area and the Stirling CPP. The main for Stirling? to be produced. At the time of writing, partnership working arrangements this has not been done and Stirling include: 38. The council and its partners remains the only partnership not to demonstrate that they understand have published an SOA performance • A series of Forth Valley-wide the context in which they operate. report for 2009/10. chief officer groups that involve The 2008–11 SOA provides a clear chief executives and senior account of the local social, economic 41. From 2010, the council has management from key public and environmental context. It managed its priority actions for heads bodies in the area, including recognises the good quality of life, of service and the senior leadership Clackmannanshire, Falkirk and good levels of health and education, team through its senior management Stirling Councils, Forth Valley and also the social and economic objectives (SMO). The SMO include NHS, disparity between the most and least service and improvement priorities Force, and Central Scotland Fire affluent areas. The council’s strategic as well as objectives from the SOA & Rescue Service. This includes plan links well with the SOA and the and the council’s strategic plan. The joint measures for overseeing child documents share the same priorities SMO are reported to council, and are protection activity. (Exhibit 3). an important part of the performance review and appraisal process for • The Stirling CPP, which brings 39. Both the SOA and the strategic senior managers. together key partners in the plan set out a wide range of actions Stirling area including Stirling and targets to measure progress 42. Elected members agreed updated Council, Forth Valley NHS, Central against the strategic priorities. These strategic priorities for the council in Scotland Police Force, Central would benefit from being further March 2011 and work is ongoing Scotland Fire & Rescue Service, refined to give a clearer picture of to revise the strategic plan, service Forth Valley College, Stirling progress. The council’s annual Stirling plans, and performance reporting University, Scottish Enterprise, Performs report gives an overview frameworks around these. The Tayside and Central Scotland of the council’s progress against its objectives for senior management Transport Partnership and a third strategic plan, but does not report have been revised, and workshops sector representative body. consistently across all of the actions with elected members were held and targets. over the summer of 2011 to consider • Loch Lomond & The Trossachs how the strategic objectives will National Park Authority (LL&TNPA), be delivered. which is led by a board with 25 members, six of whom are 16

Exhibit 4 Overview of Stirling Council’s partnership working arrangements for Stirling and the Forth Valley (FV) area

Adult protection Child protection duties Statutory Joint management arrangements trusts group planning partnership organisations Interest groups Interest planning forums Forth Stirling multicultural Valley Six community area Community councils Stirling Access panel Liaison Older people’s reference reference people’s Older Area community planning Community development Local community planning Callander local settlement Forth officer chief groupings Valley Councils NHS Police Health Scottish Enterprise • • • • •

partnership Antipoverty strategy working group Stirling-wide advice partnership Business panel More choices, more chances partnership Skills development group The Brand steering group Stirling economic • • • • • •

forum Housing strategy, supply and quality subgroup Homelessness partnership Strategic housing • • partnership FV alcohol & drugs partnership Community Health Partnership Health, well- being and social care executive Healthy Stirling • • partnership Alcohol & drugsAlcohol partnership Fife and FV community justice authority FV domestic abuse strategy group Stirling Violence Against Women multi-agency partnership Antisocial behaviour working group Child protection committee CCTV group Community safety • • • • • • • Youth partnership:Youth Executive CP Critical neutral Partnerships Delivery Group partnership Open space strategy Quality of environment Active living Climate change Environment Going carbon • • • • Subgroups: partnership community Stirling adult learning partnership Strategic learning alliance ESOL partnership Literacies partnership Cultural forum Chairs Group Chairs Learning the in steering groups steering Master planning • • • • • Source: Audit Scotland Part 4. Is the council working effectively with its partners to improve Stirling? 17

nominated by the local authorities Exhibit 5 of Argyll & Bute, Stirling, West Stirling Council and Clackmannanshire Council shared service Dunbartonshire, and Perth & agreement Kinross, two of whom come from Stirling Council. In December 2010, Stirling Council and Clackmannanshire Council reached a shared service agreement in the major service areas of education and social • The Community Health care. This aims to integrate these service areas between the councils, to Partnership involving NHS Forth share good practice and to realise efficiencies. Valley and Stirling Council. Heads of joint service were appointed for education and social care in March • The Strategic Learning Alliance, 2011 to work across both councils. The joint service reports separately to involving Forth Valley College, the appropriate committee in each council. The councils aim to have joint Stirling University, Stirling Council, management structures for both services in place by autumn 2011. and Skills Development Scotland. Effective management arrangements are in place to oversee this process 44. Partnership working through the and involve elected members. A programme board was set up in January Forth Valley chief officer groups has 2011 comprising the two chief executives and senior managers with helped to strengthen joint working expertise in education, social care, finance and human resources. The between the council, health, the programme board reports monthly to a steering group of elected members, third sector and the police. However, and also reports individually to each council. The councils have identified the the council’s partnership working potential to share further services such as personnel and IT functions as part arrangements for Stirling and the Forth of this arrangement. Valley area are complex (Exhibit 4). The council recognises that this complexity Source: Audit Scotland can lead to duplication and a lack of clarity over the roles of the various bodies. In March 2010, the council 47. The Stirling CPP has a wide reporting; strengthen third sector recommended that it review the representation from across local representation; and to put in place remits of cross-organisational working public sector organisations. It clearer processes for allocating funding. groups. The council scheduled this comprises an executive delivery group review to be completed by June (EDG) to oversee the partnership, 50. In March 2011, the council 2011, but the work remains ongoing. and five community planning groups reported that it had strengthened the The council and its partners should to deliver outcomes in areas of CPP representation from the third and complete this work to ensure that community safety, the economy, private sectors, and had updated the partnership working arrangements learning, health, and the environment. CPP operational guidelines to clarify are clearly understood and make the duties of the partners and improve the most effective use of the 48. The EDG is chaired by the consistency between the community resources deployed. elected member portfolio holder for planning groups. However, progress community planning. It comprises in the following areas has been slow 45. The council has reached a shared the council’s chief executive, Stirling and is ongoing: service agreement in the major areas CPP officer, and representatives of education and social care with from Central Scotland Police, Central • implementing SOA progress Clackmannanshire Council (Exhibit 5). Scotland Fire & Rescue, Forth Valley updates in the council’s public The councils aim to work in partnership College, LL&TNPA, NHS Forth performance reports and to to share expertise, integrate the Valley, Scottish Enterprise, Scottish committee services and realise efficiencies. Government, Stirling University, Stirlingshire Voluntary Enterprises, • developing resourced action plans 46. The councils are developing a and Tayside and Central Scotland for the CPP groups and within delivery plan to integrate their services. Transport Partnership. the council’s service planning This will involve ongoing service processes redesign to seek efficiencies and 49. The CPP has a central role in other service benefits, though it is delivering the SOA, but it does not • reviewing the remits of the CPP to too early to comment on the impact provide regular reports to demonstrate ensure better links with other joint of these measures. Ongoing scrutiny its progress. The council’s own review working groups. and inspection work in these areas will of the CPP in March 2010 identified evaluate the quality of services provided the need to: improve performance through the new arrangements. management to include clearer objectives, action plans and regular 18 Part 5. What have the council and its partners achieved? Part 5. What have the council and its partners achieved? 19

There are good and improving 53. The Stirling Economic Partnership • Business satisfaction is increasing outcomes in education, resident (SEP), a community planning group with over 70 per cent of satisfaction and community safety, established in 2007, has a key businesses rating Stirling as a good the quality of the environment, and role in delivering the economic place to run a business in 2010. overall levels of health and well- priorities for Stirling. It is chaired by a being. The council and its partners representative from Stirling University • There is an improving trend in do not clearly demonstrate the and has a wide membership the number of school leavers in impact of the work being done including Forth Valley College, Going positive and sustained destinations to sustain rural areas and tackle Carbon Neutral Stirling, Jobcentre such as further education, economic disparity. Plus, Raploch Urban Regeneration employment or training at 88 per Company, Scottish Enterprise, Skills cent in 2009/10. The council provides good and Development Scotland, TACTRAN, improving services in supporting Volunteer Stirling, and representatives • The claimant count unemployment educational attainment, adult from the council and the private rate in Stirling is low at 4.4 per learning, waste recycling and sector. The elected member portfolio cent compared to 5.1 per cent in disposal, and sports and leisure holder for the economy, tourism and Scotland (at March 2011) but is provision. Performance has been finance also attends the group. increasing more quickly than the more mixed in social care services national average. and housing and the council is 54. The SEP engages effectively progressing improvement plans in with the various economic partners. • Income deprivation is increasing, these areas. It launched the ‘Open for Business’ and the numbers of children living economic strategy in November 2009 in households that are dependent 51. The following sections give an which set out a vision to support on benefits is increasing, and at 32 update on the progress the council the economy through business per cent in 2009/10, is well above and its partners have reported on their development, access to jobs, and the council’s target of 25 per cent. main strategic objectives. The audit targeted support for vulnerable groups has focused on outcomes relating to or those living in poverty. 57. The SEP has made progress in the economy and the environment. undertaking research and scoping This was to examine the economy in 55. The SEP’s action plans to deliver studies, and in building relationships more depth as one of the council’s the strategy are not long established, and networks in the business main priorities, and also as a means having been approved in November community. Its work to support to examine partnership working more 2010. The action plans set out employability includes working with closely. The audit also examined the activities under the broad themes of Forth Valley College to develop new contribution made by the council’s employment skills, business growth degree courses in creative industries. services to these strategic objectives. and networking, and developing Infrastructure projects are largely For example, it looked more closely at infrastructure. The plans do not set at the planning stages, including roads and waste management as part clear targets or milestones, and, while master plans for a riverside business of the environment outcome. a series of outcome indicators are site and an inner city food and drink identified, they are not yet reported development. The partnership is Supporting the local economy on. The council and its partners do also working with suppliers to widen 52. The council and its partners have not identify the costs of the economic broadband coverage in rural areas. set out a clear vision for the economy partnership, or of delivering the as a driver for improved outcomes for strategy and its associated action plans. 58. Despite signs of economic Stirling. The economy is prominent decline, business confidence is in the Strategic Plan and the SOA 56. The council and its partners have relatively high and improving. The under the strategic priorities of not yet demonstrated a significant council has had some success in ‘making Stirling a place with a vibrant impact from their economic building links with the business economy that is open for business’ development activity. The partnership community (Exhibit 6, overleaf). and ‘making Stirling a place with jobs monitors progress on the activity The Stirling Business Panel has and opportunities for all.’ In March it has committed to, but this isn’t effectively engaged local businesses 2011, elected members reconfirmed reported systematically to the council and facilitated networking between their commitment to supporting the or the public. Forming an overall businesses. local economy in the updated assessment on performance in this council priorities. outcome area is therefore difficult. 59. The council has identified However, based on the information economic inequality and supporting available, the council and its partners rural business as important issues in have made mixed progress with their the Stirling area. It has targeted work economic objectives: to support rural businesses, increase 20

Exhibit 6 Jobs and opportunities for all 63. The council’s aim of ‘jobs The Stirling Business Panel and opportunities for all’ includes supporting employment skills The council set up the Stirling Business Panel to support business and regenerating Stirling’s more networking, host trade fairs and access the views of the business disadvantaged communities. community. The panel has attracted over 660 members. A 2010 survey, undertaken by the panel, indicated an improving trend in business 64. Stirling’s working age population is confidence with over 70 per cent of businesses rating both rural and urban more highly qualified than the Scottish Stirling as quite or very good for business. The survey also highlighted average with 40 per cent holding issues such as availability of business space and access to funding. the equivalent of SVQ level 4 or above. Despite this, businesses have Actions taken as a result of the survey include: a series of well-attended identified shortages of qualified staff trade fairs in response to demand for networking events; appointing the as an issue. In 2009/10, some chair of Stirling Business Panel to the SEP to better represent business 86 per cent of the council’s interests; and continuing consultation from council services with the Stirling employability clients (129 people) Business Panel on issues such as parking, the local development plan and achieved positive outcomes through the control of unauthorised advertising in the Stirling Council area. training, employment, education or voluntary activity, ahead of the Stirling Council’s Economic Support & Tourism service produce an council’s target of 72 per cent. informative business magazine called Stirling Eye. This is aimed to support However, the council’s youth service businesses with advice and information such as local start-ups and business reported that 34 per cent of its clients awards, business statistics, and features such as access to funding and in 2009/10 moved into training, preparing business cases. This was first published in 2007 and is distributed employment or further education, free to 3,000 local businesses. Stirling Eye is issued three times a year. falling short of its target of 48 per cent. Source: Audit Scotland 65. Two communities in Stirling, Raploch and Cultenhove, lie within business accommodation, improve with all planning applications is the most deprived five per cent of transportation, and to promote improving and compares well with communities in Scotland. The council tourism and events. However, the other councils. However, it is not and its partners are carrying out council has not reported the overall meeting its own target for dealing regeneration work in these areas. impact of the activities in this area. with non-householder applications, and in 2009/10, 56 per cent of non- 66. The most extensive activities 60. The council has, however, householder planning applications are taking place in Raploch, through reported progress on its local were dealt with within two months the Raploch Urban Regeneration transport strategy. In May 2011, compared to a target of 80 per Company (RURC), a company it reported that the council and its cent. The council implemented its established by Stirling Council. partners had made good progress electronic planning system in RURC provides a comprehensive across the majority of indicators, 2010 and it expects this to improve regeneration programme in including improved road safety, its performance. partnership with the community, reduced congestion, and increased public sector agencies, and the private use of bus and rail. The review 62. The council operates a joint sector. This is putting in place new also identified areas for further trading standards service with education, social and community improvement, including encouraging Clackmannanshire Council. It is facilities and aims to improve the greater use of public transport and sustaining good performance quality of life and the economic walking and cycling to schools. in dealing with business advice prospects for the people of Raploch. requests, consumer complaints, Progress to date includes: 61. Non-householder planning and in carrying out food hygiene applications give an indication inspections of food retailers and • A ten-year house-building of the growth of industry in the outlets. It has reviewed its debt programme began in January area and processing applications advice services in partnership with 2008 to build 900 houses including efficiently and effectively helps to all local advice providers including 250 for social rent. sustain economic growth. The time the Citizens Advice Bureau to to process applications is just one improve the coordination and • The RURC has used community aspect of planning performance. planning of this activity. benefit clauses in its contracts In relation to this indicator, the to provide employment skills council’s performance in dealing training and opportunities. It has an Part 5. What have the council and its partners achieved? 21

infrastructure development contract Exhibit 7 in place that requires contractors Waste management performance and costs to create 25 apprenticeship places per year over a ten-year period. The 250 Combined waste council is considering making wider collection/disposal costs1 use of this practice. 200 Stirling (£) • The RURC recycled 95 per cent of National average (£) materials following the demolition 150 of four schools. The project was recognised as Best Practice in 100 Percentage waste Sustainability by Waste Recycling recycled Action Programme (WRAP), and 50 Stirling (%) was also awarded Exemplar status National average (%) by the Scottish Government 0 under the Scottish Sustainable 2005/06 2006/07 2007/08 2008/09 2009/10 Communities Initiative. Note: 1. Real term cost figures are at 2009/10 prices. This was calculated using the GDP deflator as at October 2011. 67. The first phase of regeneration Source: Audit Scotland work, including housing and play areas, has been completed in Cultenhove and Cornton, largely Scottish average of 36 per cent. 72. Although the service performs through demolition and rebuild. Both This shows a slight improvement well in terms of the percentage of these developments achieved on the previous year, and available of waste recycled, its costs are a Secure by Design Award, which data for 2010/11 shows continued significantly above the national recognises the use of effective crime improvement. However, roads average (Exhibit 7). In 2009/10, prevention and security standards. condition remains significantly below Stirling’s waste collection service Stirling’s target to meet the Scottish was the most expensive in Scotland, Making Stirling a place with a high- average. The council recognises that with costs at £118 per household quality environment it may need to further increase its compared to the Scottish average 68. The SOA includes the aim to investment if it is to meet its target of £66. Its waste disposal costs, improve the quality of the physical in this area. It will re-evaluate this at £85 per household are below environment. The council and its position after the 2011 road the national average of £89 per partners are making good progress condition survey, including any household, but are increasing. The in this area, particularly through need for additional revenue and council generates income from its reducing waste going to landfill and capital expenditure. waste management activity but it in improving the cleanliness of the has not reported the impact of this area. There is mixed performance on 71. The council’s waste recycling on the overall costs of the service. meeting its air quality targets. service performs well. The The council needs to strengthen its percentage of household waste focus on value for money in this area. 69. The 2011 residents’ survey recycled or composted was 43.5 per Its enhanced food waste recycling indicates that residents have a more cent in 2009/10, above the council’s service and its income generation negative impression of the roads and target of 42 per cent. The council’s activities contribute to its high gross pavement condition. Roads condition performance has improved steadily expenditure. The council has identified was an area noted for improvement and it has ranked in the top quarter the scope for further efficiencies in its in the 2005 Best Value audit of Stirling of Scottish councils every year since waste management service. Council, with the council ranking 2004. The most recent data for in the bottom quartile of Scottish 2010/11 indicates that the council is 73. The overall cleanliness index for councils for roads condition. sustaining this good performance roads, parks and other open spaces is and is well placed to meet its target above its target score of 72, scoring 70. The council has reported that of 50 per cent by 2013. The 2011 74 in 2009/10. This is an improvement it is sustaining the roads condition residents’ survey indicates that on the rating of 67 in 2007/08. compared to a slight overall decline residents have a positive impression nationally following the harsh winter of the recycling and waste service, 74. The council is developing an in 2010. In 2009/10, the percentage of despite a slight decline in the open space strategy along with its Stirling’s road network that should be percentage of waste collection routes local development plan. The open considered for maintenance treatment completed on the correct day owing space strategy will enable the council is 44.5 per cent compared to the to the severe winter weather in 2010. to manage its natural assets more 22

strategically in the longer term. It has Agency, as well as council officers target in most areas. In 2008/09, made good use of public consultation in environmental and other related the proportion of school leavers in developing the strategy including services. achieving qualifications in English and its master planning approach for mathematics is high and improving at public parks. 78. The third sector organisation, 93 per cent. The same indicator for GCNS, works in partnership looked after children, at 50 per cent, Sustainable development with the council and reports to is well below the council’s 75 per 75. Best Value requires local the Environmental Community cent target, but is improving on authorities to consider sustainability Planning Group. GCNS aims to raise previous years. including the social, economic and awareness and encourage action in environmental impacts of their Stirling’s communities, businesses, 82. During 2009/10, HMIE inspected activities and decisions. The council and the council and its partner ten of Stirling’s schools including eight shows a strong commitment to agencies. This includes promoting primary schools and two secondary sustainability through its activities and energy-saving measures for public schools. The results of this were its work with partners. The council buildings including schools, churches largely positive, particularly in primary produces a range of reports on its and libraries. schools. In the council’s own quality progress against its climate change assessments, 90 per cent of schools and carbon reduction commitments. 79. In June 2009, Stirling Council were evaluated as good or better However, it does not report clearly adopted a target to reduce carbon against three core quality indicators on its overall progress with its aim emissions by 20 per cent by March used in school inspections. This to make Stirling more sustainable. 2013 compared to its 2006/07 exceeds its target of 80 per cent, Available information indicates that baseline. In 2009/10, emissions but has declined from 96 per cent in while the council has made good from waste, energy use in buildings, 2008/09. In 2009/10, the proportion progress in meeting its waste landfill streetlights, and transport were only of Stirling’s school leavers moving reduction targets, it is not meeting its two per cent lower than the baseline into further or higher education, carbon emissions targets. year, and had increased slightly on employment or training is improving, 2008/09. The council attributes this and at 88 per cent is slightly below 76. The council has an assistant mainly to the growth in its buildings the target of 90 per cent. chief executive with specific estate resulting from the schools responsibility for the related themes estate programme. There is a 83. The council’s 2009/10 annual of the economy, environment and significant risk that the emissions report against its strategic plan sustainability and it has designated reduction target will not be met. The indicates good progress in improving elected members as the portfolio council is currently participating in the outcomes for children and young holder and opposition portfolio holders Carbon Trust’s Carbon Management people. It outlines activity to in these areas. The sustainability, Revisited programme. This will review improve performance in all schools economy and environment strategic baseline data and identify potential and nurseries with a focus on the forum provides a systematic means areas of reduction not yet exploited, performance of the lowest-attaining for members to explore issues and and assist in producing a revised and 20 per cent of young people. This make connections across these updated Carbon Management Plan includes morning welcome clubs for related areas. The forum has been in 2011. primary school children and lunchtime used to help develop the council’s clubs. The council has taken steps to approach to climate change, and Making Stirling a place where support pupils with additional support also to consider wider social issues lifelong learning is valued and needs in their own communities, and such as sustaining communities, and encouraged has increased the entitlement of pre- tackling poverty. 80. This strategic priority aims to school provision for all three and four- promote learning for all ages, give year-olds. 77. The Environmental Community access for all to high-performing Planning Group, one of the CPP schools and nurseries, to raise 84. The council has renewed its groups, has objectives to improve standards for low-achieving children secondary school estate, including the the local environment, including the and young people, and to improve new Raploch Community Campus. It local response to climate change. The vocational training opportunities. provides an enhanced level of sports, group is chaired by Scottish Natural arts and cultural opportunities for all Heritage and includes representatives 81. The council performs well children. This includes its musical from Central Scotland Police Force, against the majority of its lifelong inclusion programme and the use Going Carbon Neutral Stirling (GCNS), learning commitments. Educational of the Peak leisure centre in the city Historic Scotland, LL&TNPA, and attainment of pupils is better than the of Stirling. Scottish Environmental Protection national average and is on, or above, Part 5. What have the council and its partners achieved? 23

85. The council’s services to term levels of care needs who are and respected as good, and that the support adult learners perform cared for at home is improving, measures to meet children’s needs well. In 2009/10, it exceeded its though at 26 per cent is below the and reduce long-term harm were ‘fair’. targets to provide training in literacy 2009/10 target of 30 per cent and numeracy, and in English for 93. The Care Inspectorate August Speakers of Other Languages. The • in 2009/10, all adult care homes 2011 follow-through inspection of library service makes an important achieved ‘adequate’ grades or services to protect children and young contribution to lifelong learning. As above; all recognised carers were people provided positive assurance of one indicator of uptake, the council’s offered an assessment of need. progress since the 2010 inspection. unaudited figures for 2010/11 indicate The report found that chief officers an increase in book lending following 89. Areas where the indicators show had taken effective action against a decline in 2009/10. declining performance include: the all areas of improvement, including quality ratings of area child protection leadership, partnership working and Making Stirling a place where arrangements; the percentage of teamwork. It stated that chief officers improved well-being adds life to individuals receiving personal care; the recognised the considerable work years, not just years to life percentage of individuals with critical still to be done, and demonstrated a 86. The local outcome to improve care needs receiving care within strong commitment to carry this out. well-being includes: improved care six weeks, which at 68 per cent for and support for those in need; 2008/09 is significantly below the Safe strong and resilient reduced health inequalities; and target of 100 per cent; and in reducing communities more opportunities for people to lead teenage pregnancies. 94. This local outcome area concerns healthier lifestyles. improved life chances for Stirling’s 90. SWIA reported on Stirling children, young people and families at 87. Available health and well-being Council’s social work service in July risk, and making communities safer indicators for 2011 indicate that life 2009. It found the services were and more resilient. This theme is expectancy, healthy life expectancy, delivering good outcomes for some closely related to the strategic plan’s and the rate of early deaths from service users, but noted significant aim to make Stirling a place where disease in Stirling are better than the areas for improvement across a range improved well-being adds life to years, national average. This is also reflected of client groups. not years to life. The section above in the lower numbers of hospital on well-being outlines the findings admissions. Indicators of women’s 91. A follow-up inspection in by inspectorates concerning child and children’s health, including child November 2010 noted that some protection and other care services. obesity, low birth weight and teenage progress had been made against all of pregnancies are in line with the the recommendations. This included 95. The 2009/10 SOA information national averages. Stirling has lower a shift in the balance of care towards indicates that the council and its levels of smoking, higher participation care at home through its ‘re-ablement’ partners are making good overall in physical activities, and lower model of care. The inspection also performance against this outcome. incidences of alcohol and drug-related noted that leadership and financial The level of antisocial behaviour conditions than the Scottish average. planning have improved, but progress complaints has fallen by nine per cent Mental health indicators including with performance management and on the previous year; vandalism cases depression, psychiatric hospitalisation some other service aspects had have decreased by 14 per cent; and and deaths from suicide are lower been slower. The Care Inspectorate crimes of violence have decreased than the Scottish average. is continuing to monitor progress by nearly 17 per cent; and the levels through quarterly meetings with of death or serious injury in road 88. The 2009/10 SOA indicators service managers. accidents has reduced. There has show mixed performance against the been an increase in the number of council and its partners’ health and 92. In June 2010, HMIE published a problem drug users and an increase in well-being objectives; this includes: joint inspection report on services to the rates of domestic abuse incidents. protect children and young people The council’s 2011 residents’ survey • an improving trend and good in the Stirling Council area. The indicated high levels of satisfaction performance in reducing delays of report identified significant areas of with their local area and the wider over six weeks when discharging weakness including measures to Stirling area. patients from hospitals, with only keep children safe, the response one delay reported for 2009/10 to immediate concerns, and 96. The council and its partners report self-evaluation and performance activities to encourage well-being • the percentage of individuals aged improvement. It rated measures to and healthy lifestyles. These include 65 or over with high and long- ensure that children are listened to opening the Peak leisure facility in 24

April 2009, the Forthbank Sports Village, and the work of the Active Stirling team to increase participation in physical activities. In 2009/10, there has been a significant improvement in the number of attendances at pools and other indoor sports and leisure facilities. The council has also promoted cultural activities including a book festival, a mobile library, its archiving service, and reading groups for primary school children.

97. The council is meeting its 2010/11 target of 30 per cent of houses meeting the Scottish Housing Quality Standard, and in 2009/10 customer satisfaction with housing repairs was high, at 98 per cent, and improving.

98. Between 2008/09 and 2009/10, the percentage of homeless applicants who have been housed into permanent accommodation fell from 48.3 per cent to 38.4 per cent, below the council’s target of 45 per cent. However, the most recent data available for 2010/11 shows an improvement at 49.6 per cent. The percentage maintaining their tenancy for 12 months also declined in this period from 85.2 per cent to 81.4 per cent. The council reports that the economic downturn has impacted on the sustainability of tenancies, and the most recent data for 2010/11 shows a slight improvement at 83.7 per cent.

99. The SHR inspection of the council’s housing management function rated housing management and asset management and response repairs service as ‘fair’ in March 2010. The inspection identified weaknesses including the housing management ICT system, the allocations policy, performance management, and the quality of its equalities information. The SHR will consider the council’s improvement plan as part of its 2012/13 inspection programme, including its homelessness service. 25 Part 6. Is the council managing its resources effectively? 26

The council’s management of its options and set a budget for 2011/12, savings are not yet secured. The resources has improved since which included savings in excess of council has identified an additional the first Best Value audit report those required to meet its budget £1 million in management efficiency in 2005, and has been given a gap. By doing so, the council was savings through this efficiency stronger impetus through its able to make some headway with programme. efficiency programme. It has a the savings still required in years two good budget planning process and three of its medium-term financial 106. The council undertook a strategic which involves elected members planning period. The council has review of its capital programme as and takes a medium-term identified a £10 million savings target part of its 2010 budget. This process financial perspective. It has good for 2011/12 including £6.9 million allowed members to identify priority processes to develop leadership through efficiencies as part of its projects including upgrading primary skills and communicate with staff, budget workstream projects. schools and community centres. but must develop and apply its employee appraisal and workforce 102. The council has maintained a 107. The council’s 2009/10 external planning approach fully across the consistent level of reserves since audit report identified a number of organisation. It has put in place 2007/08, and uncommitted reserves risks in the way the council manages more strategic arrangements for (not earmarked for specific purposes) its interests in external organisations the management of assets and were slightly above target levels of such as arm’s-length companies procurement, but needs to apply 2 - 2.5 per cent (£4.5 - 5.5 million) of to deliver property services. The this more consistently across the revenue budget at 31 March 2011. council has since made good council. The council has effective External debt levels and treasury progress to improve governance performance management management performance in the and accountability of its arm’s-length arrangements which support good council complied with the 2010/11 companies. It has reviewed the role scrutiny from elected members. It prudential indicators as approved by of the companies in relation to the needs to strengthen the leadership the council in February 2010. council’s strategic priorities, including and direction given to equalities winding up companies that are and better demonstrate the impact 103. The council agreed an no longer operational; a reporting of its activity in this area. efficiency programme in January timetable has been agreed for 2010 to support its 2011–14 budget company financial and performance Managing finances planning exercise. This includes reporting to relevant committees; a 100. The council has good workstreams to identify efficiencies seminar for members was held to arrangements in place to plan its through employment costs, asset clarify roles and responsibilities; and budget. It has an open and considered management and procurement, the council’s financial commitment to budget-setting process that includes and also in service areas including companies and risk exposure is kept cross-party input from councillors. It education and social care. The under review. has a structured approach to budget efficiency programme has helped the planning and analysis including: council to develop a stronger focus Managing people on how it plans its finances over 108. The council’s performance • a Treasury Team comprising the the longer term, and to improve its in people management is mixed: leader, depute leader and group resource management practice. its performance in leadership secretary as a key part of the development, employee revised financial management and 104. The council’s Finance Review communications and managing planning arrangements Group developed the 2011–14 absence is good; it needs to apply budget in tandem with the efficiency performance appraisal and workforce • a Finance Review Group programme. The group involves planning more consistently across comprising officers and councillors members from all parties, and the the organisation. CMT reports regularly to the group. • a medium-term financial planning 109. The council has improved the and management framework 105. The council has made good initial way it plans its workforce to meet progress in identifying efficiencies future demands and address skills • a base budget review to identify through its budget workstreams gaps. Its review of care services priorities, including the council’s projects which set a target of for older people included a detailed capital programme. £6.9 million savings for 2011/12. It assessment of demographic changes has reported that £5.5 million, or to inform its commissioning strategy. 101. The council has set a savings almost 80 per cent of the planned The council has identified the need target of the order of £30 million savings are on track to be delivered, to build on this progress and develop over the 2011/14 three-year period. £1.3 million require further work to similar workforce planning approaches Members considered a range of ensure delivery and £0.1 million of across all services. Part 6. Is the council managing its resources effectively? 27

110. The council’s efficiency managers across the organisation. As Asset management programme includes a ‘costs of the largest group of line managers, 117. The council is taking a more employment’ workstream to look 153 team leader/supervisors are strategic approach to the way it at potential workforce efficiencies, currently participating in workshops manages its property assets, but for example through further that include self-awareness, leading does not yet apply this across all of voluntary severance, and examining teams and coaching for performance its assets. It has a schools estates employment terms and conditions. improvement. management plan, and a housing 30-year plan in place, its roads asset 111. The council’s 2010 voluntary 114. The council has taken measures plan and open space strategy are severance exercise resulted in to reduce employee absence, but it is nearing completion. The council’s 213 employees leaving the not achieving its challenging targets. efficiency programme has helped organisation. The council carried An absence management policy is to improve the council’s focus on out impact assessments as part in place and is applied by service asset management through the of this, and also looked at service managers across the organisation. asset utilisation workstream. This redesign options to reduce the Absence levels are reported regularly provides a basis for the council to impact of the exercise. However, our to committee as part of the Stirling identify efficiencies and prioritise audit work found that staff groups Performs report. In 2009/10, the its asset needs, including its office and trade union representatives council’s absence figures for teachers accommodation. had concerns over work pressures at 6.4 working days lost through following the voluntary severance absence were better than the national 118. The efficiency programme has programme. The council should average of 7.5 days, and the council improved the council’s understanding therefore ensure that it is aware of ranked as the sixth best performing of its asset base and needs over the ongoing impact of the reduction council in Scotland on this measure. the longer term. The council is on its workforce and services It also performs slightly better than the undertaking a major review of its and take appropriate measures. national average for sickness absence central offices to re-locate its current The council has not carried out an for non-teaching employees, at 11.2 HQ. It has identified potential savings employee survey since 2008. A days compared to an average of 11.6 of the order of £0.5 million against its further survey would help the council days in 2009/10, but is falling short of three-year £1 million efficiency target. to understand any issues arising from its target of 9.8 days per employee. This includes a ‘work styles’ review the voluntary severance programme. The most recent figures for 2010/11 to identify new ways of working, The CMT is aware of this issue and is show some improvement in the including mobile working, to allow considering a range of approaches to council for both of these indicators. employees to access council systems better engage with staff. remotely. Such measures will help 115. Communication across the the council to reduce its office space 112. The council has been slow to council works well and it has a range requirements. introduce its appraisal, or performance of communications tools in place review and development (PRD) to keep staff informed. Our staff 119. The council is also working with process for employees, and the focus group, held as part of this its partners in the Forth Valley area to process is ongoing. Education and audit, indicated that staff generally identify the potential for shared assets. social care services have an existing perceive communications as good, It is preparing a Forth Valley Asset appraisal process in place. The particularly within services. Internal Management Strategy jointly with the majority of managers have been communications have improved Forth Valley councils, the NHS, police, trained in the PRD process which through the staff newsletter Working fire, university and colleges. includes a standard agenda covering Together and the chief executive performance, risks and personal makes good use of the intranet 120. The council is taking measures to objectives. However, the scheme is to communicate with employees. make its property estate more energy only in place for managers, and has Services use a range of informal efficient. Energy efficiency is a factor not yet been adopted across the communication methods and meetings in the design process, and energy organisation. to keep employees informed. usage is being monitored more closely in its main buildings through 113. The council is committed to 116. Senior managers have regular the use of ‘smart’ meters. However, developing the leadership skills of meetings with trade unions the council’s carbon emissions have its managers. Senior managers have which allow open debate and increased slightly in 2009/10 owing received leadership development communication. The council’s to an increase in its property estate training through the council’s leadership development programme including a major new leisure centre. Strategic Leadership Development and ‘common purpose days’ have The council will need to continue to Programme and the programme is been used to communicate the rationalise its property assets and now being applied more widely to council’s vision, values, and priorities. improve its energy efficiency if it is to 28

meet its carbon reduction and energy less experienced in tendering to developed to better reflect customer efficiency targets. understand how to submit tenders. satisfaction and other measures of service quality. For example, the Procurement Performance management council reports the attendance at 121. The council has improved 125. Performance management in the sports centres, and the number of its procurement practice from a council is effective and has improved hours of homecare provided, but does relatively basic level of practice. significantly since the 2005 Best not indicate customer satisfaction in In common with many councils, it Value audit. However, the council these areas. achieved a ‘conformance’ rating in a still has further work to improve the procurement capability assessment way it reports its strategic priorities, 129. The council has plans in place carried out in January 2011. This is including the SOA outcomes. The to further develop its performance part of a government initiative to council systematically reports service management arrangements around improve public sector procurement. performance, improvement activity the updated strategic objectives Conformance is the second lowest and risks to CMT and to committee. agreed in March 2011. This includes of four ratings of: non-conformance, This includes monthly Stirling Performs improving reporting and monitoring conformance, improving performance, reports of 50 key performance of the SOA outcome priorities, and and superior performance. This is indicators, and quarterly and annual linking this more closely to service an improvement on its previous performance updates. Performance plans. The council has also identified rating of non-conformance, but reporting has helped to strengthen the need to improve the way it learns indicates that there is scope for scrutiny by elected members and has from good practice both within the further improvement in the council’s improved public reporting. organisation and externally. procurement practices. 126. The council is making good Consulting and engaging 122. The council has had a progress with its new electronic 130. It is important that councils listen procurement strategy and plan performance management system. to, and involve, residents in how they in place since 2006 to set out its It procured the system as part of a deliver services. corporate procurement approach and joint procurement exercise between training has been provided to all staff Fife Council, Stirling Council and 131. Stirling has good participation involved in buying goods and services. Clackmannanshire Council over the rates in elections, including the local The council’s procurement strategy summer of 2010. council elections. The constituency is reviewed regularly and has been vote turnout for the 2007 Scottish updated in 2010/11 to include clearer 127. From November 2010, the Parliament and Local Government targets and actions, for example to system has been used to present elections was 62 per cent in Stirling, combine contracts more effectively the Stirling Performs reports to compared to 52 per cent across across the organisation. committee. This works well and the Scotland. The Scottish Parliament council makes interactive use of the 2011 election attracted a 58 per 123. The council has earmarked system by projecting the performance cent turnout in Stirling compared to budget savings of £1.25 million data on a screen to aid scrutiny approximately 50 per cent nationally. for 2011/12 through improved and debate during the committee procurement. However, it has meetings. The council reports by 132. The council provides good identified a risk that some £480,000 exception on ‘hot spots’ to highlight information to the public in a variety of of this may not be fully achieved in areas that are under-performing. This accessible ways; including its Stirling the current year. The procurement helps to focus attention on areas Focus magazine and its website. working group expects to find further where there is a risk to performance. It seeks feedback on its public savings related to social care and Elected members have been trained performance reporting through its other efficiency workstreams. The to use the system and can access residents’ survey. This shows that over council will need to continue to current performance information 63 per cent of residents feel they are monitor its progress in this area if it is and ‘drill down’ into specific areas very well informed about the council. to realise its savings targets. to scrutinise performance. The performance reports are also 133. The council makes good use of 124. The council is aware of the available on the council’s website, its website in providing information, impact of its procurement activity on contributing to the council’s public reporting service requests, and the local economy, and takes steps to performance reporting. in making payments for services. support local businesses. It provides The website is informative and good information on its procurement 128. The indicators have a focus provides links to recent performance and tendering process on its website. on services and other customer- information, but some areas are not This helps contractors who are related activity, but could be further kept updated, including information on Part 6. Is the council managing its resources effectively? 29

community planning. Its performance executives has customer service scheme will improve and simplify reporting for services is balanced as a corporate improvement reporting and monitoring. This is and highlights both services that are priority, and the head of customer important if it is to better demonstrate performing well and ‘hot spot’ reports service and improvement monitors outcomes against the statutory showing areas for improvement. customer service performance on a equalities duties. monthly basis. Customer satisfaction 134. The council needs to improve reports indicate good and improving 142. The council needs to improve the way it reports its progress satisfaction, and this is mirrored in the the way it reports on how it is against its local outcome priorities. 2011 residents’ survey. meeting the Public Sector Equality The council and its partners have not Duty. It provides annual reviews of reported formally on their progress 138. The council uses area forums to its statutory equality schemes, but against the 2009/10 SOA. However, consult with local communities across these focus too much on activity, the council has reported its own the region as part of its community such as delivering equalities training, progress against the SOA objectives planning arrangements. These are and do not report the wider impact of through its 2009/10 annual Strategic attended by service managers and this work. Plan Stirling Performs report. councillors and are a means for communities to influence the way the 143. An equality impact assessment 135. The council consults effectively council delivers its services locally. (EQIA) is a tool that helps public with local residents. This includes The council also uses these forums to authorities to identify any adverse its consultation over the local communicate locally, for example the impact of their policies and activities development plan and open space chief executive has used the forums on particular protected groups, and strategy, its flood prevention to provide updates on the council’s to take actions to mitigate this. measures, and in developing master efficiency programme. The council has made progress in plans for parks and communities. The making EQIAs a core part of its policy council conducts a residents’ survey Equal opportunities development process. The council every two to three years, using 139. The council needs to strengthen has good EQIA guidance and has the Stirling Sounding Board which the direction and leadership given to introduced e-learning to support this. comprises 1,300 people. The council equalities, and better demonstrate The guidance is well designed and ensures the board has a cross section the impact of its actions to address includes questions that are probing of representatives taking into account inequality or promote diversity. Senior enough to get the person responsible factors such as age, gender, working managers recognise the need to for the policy or function to think status, type of housing, and urban/ further develop the council’s approach about the impact on protected rural residence. to equalities and to embed this across groups. However, the guidance is not the council. yet consistently applied in practice 136. The most recent residents’ and some of the EQIAs would survey from June 2011 attracted 140. The Public Sector Equality Duty benefit from better supporting approximately 700 responses from which came into effect in April 2011 evidence, such as user and the sounding board (a 54 per cent requires public authorities to pay stakeholder surveys. The EQIA return) and indicated high and due regard to the need to eliminate process was introduced over 2008/09, improving levels of satisfaction. Sixty- discrimination; advance equality; and and the council is in the process of five per cent of respondents were foster good relations across a range reviewing its overall impact. either fairly satisfied or very satisfied of ‘protected characteristics’ of age; with council services. Resident disability; gender reassignment; 144. The council’s Diversity Advisory satisfaction with their local area as pregnancy and maternity; race; Group was established in 2009 to a place to live is high with 93 per religion and belief; sex and sexual raise the profile of diversity and cent of respondents being satisfied, orientation. The duty encourages equalities across the council. The including 53 per cent who were very public authorities to ‘mainstream’ council is reviewing the remit of this satisfied and 40 per cent who were equality into their core business so group including the need for it to satisfied. When asked about the it is not a marginal activity but a key better link with external groups and wider Stirling area, 85 per cent were component of what they do. community planning for example. satisfied, including 32 per cent who The council also provides online were very satisfied and 53 per cent 141. The council has equality training in equal opportunities and who were satisfied. schemes in place for race, gender diversity as part of its induction and disability. Stirling Council is still process and more in-depth training is 137. The council has a strong focus in the process of developing a single provided to senior managers and to on customer services, including equalities scheme to apply across customer-facing staff. gathering feedback from service protected characteristic groups. users. One of the assistant chief The council recognises that a single 30 Part 7. Prospects for future improvement Part 7. Prospects for future improvement 31

The council has made good Delivery and Performance Committee. throughout the organisation are less progress against the main It had also made progress in improving closely involved. Some staff felt the improvement areas identified in performance management, and pace of change can be too fast. The the first Best Value audit in 2005. public performance reporting. Further council should therefore ensure that Leadership from elected members work was required to develop people it monitors the impact of change on is strong and cross-party working is management and asset management. its employees. effective. The chief executive and Overall, services had sustained their CMT provide strong leadership and performance and improved in line with 151. The council has made effective there is a strong corporate culture other councils. use of the PSIF self-evaluation among the senior management process in 2010/11. It has identified team. The council’s efficiency 147. The council’s organisational a number of corporate improvement programme is a major focus and it restructure resulted in a reduction of areas including strategic planning, has made good initial progress 116 posts including 66 management customer services, and information with this. posts by April 2010, without the need management. These have been for compulsory redundancies. The included in the senior manager The council needs to continue restructure was a major focus for objectives. The council has since to develop its corporate working the council at this time, and some reviewed its strategic priorities in below CMT level. This is important improvement areas within the council the context of the SOA, and work is if it is to identify and implement remain ongoing as a result, such ongoing to develop the supporting further efficiencies across its as workforce planning. However, service planning and performance services. In doing so, it must ensure the council has continued to make management arrangements. In that it understands the impact on progress in the improvement areas February 2011, the council agreed to services and its own workforce. identified through both the Best Value apply the PSIF to all of its services audit, and through service inspections. over a three-year period. Is the council aware of where it needs to make improvements and 148. The council leadership has a The council’s change programme is it committed to change? strong focus on improvement. The 152. The council undertakes a range chief executive challenges the heads of improvement activity and manages 145. In the first Best Value audit in of service over service performance, this well as part of a coordinated 2005 the Accounts Commission improvements and their progress programme. Its improvement activity noted that the council performed with senior managers’ objectives at includes: actions resulting from strongly on the statutory Best Value monthly one-to-one meetings. The external scrutiny including inspectorate criteria and that it recognised the assistant chief executives support findings and the first Best Value need for further improvement. improvement across the organisation audit; areas highlighted through its The Accounts Commission noted and hold specific corporate remits in performance reports; the residents’ particular areas for improvement in areas including customer services, survey; and scrutiny panel reviews its scrutiny arrangements, including performance management and undertaken by elected members. the role of elected members and the sustainability. need to target poor performing areas 153. The change programme is such as roads maintenance. The audit 149. Elected members are actively a particular strand of this activity noted further areas for improvement involved in change and the Service which aims to achieve the efficiency in performance management and Delivery and Performance Committee savings required to meet the public reporting, delivering its has carried out a number of scrutiny council’s budget commitments in workforce strategy, and sustaining reviews. These have included a the 2011–14 period. This includes six service performance. review of older people’s services, ‘budget workstreams’ in the service customer services, and winter areas of education and social work, 146. The council has made good maintenance. This review activity and in corporate areas including progress against the improvement has led to improvement actions procurement, asset management and areas identified in the first Best Value being taken forward within services employment costs. audit. The council’s 2006/07 external and strengthens elected members’ audit report noted that it had put in understanding of council services. 154. The council manages and place an ambitious improvement plan The strategic forums also help elected monitors the improvement and had made good progress in the members and officers to explore activity effectively. Its change and majority of improvement areas. By themes and issues in depth. improvement agenda is set out in 2008, the council had in place much its Annual Improvement Statement improved scrutiny and governance 150. Although the CMT and senior (AIS). This states the priorities for arrangements through the Governance management are strongly involved improvement including external and Audit Committee, and the Service in the efficiency programme, staff audit and inspections, performance 32

reporting mechanisms, internal Exhibit 8 scrutiny reviews and actions not yet The council’s change and efficiency programme completed. The AIS is reported to the CMT and to committee. The 2010/11 This quarter’s work on the Change Programme and the budget workstreams AIS includes the following areas for in particular were aimed at the council budget-setting meeting in February. improvement: Key achievements include: Council-wide priorities including: • The education workstream identified savings options totalling £2.9 million rather than the previous £2.4 million. • change and efficiency programme, staff absence, performance • The revised estimate for the asset workstream has increased from management framework, £393,000 to £500,000. corporate asset management plan, • A proposal on the review of transport coordination has been produced. organisational development and HR strategies. • Two hundred and thirteen voluntary severance requests have now been approved and accepted, amounting to savings of £3.65 million in a full year. Service-specific priorities including: • In February 2011, members set a budget for 2011/12 with savings totalling £8.9 million. Management team are now considering the • implementing education, social potential for savings for future years, in particular 2012/13, and are work and housing inspection reviewing the progress for the whole Change Programme. actions including the HMIE child protection inspection; undertaking Source: Stirling Council scrutiny reviews of care services for older people, and of disruption in children’s schools; improving group, Finance Review Group, and direction. This is particularly important the planning applications process; strategic forums. in the run-up to the next council and developing the council’s road elections in May 2012. management plan. 157. Strategic forums were instigated by the council leadership in 2010. 160. The assistant chief executive 155. Progress on the improvement They provide a non-decision-making role and the wider membership programme is reported to CMT, and forum to involve all political groupings of the CMT across the heads of the Executive. The council has made in developing the council’s approach service is an effective means to good initial progress in identifying to strategic issues. The strategic address council-wide issues. Senior efficiency savings including voluntary forums can make policy and strategy officers are positive about the new severance and the schools asset recommendations to the Executive or working arrangements and feel that management programme. It faces the council. the council is working better across a challenge in identifying further traditional service disciplines. savings if it is to meet targets in 158. Working across political groups years two and three. Exhibit 8 shows is effective and there has been 161. In August 2011, the council the council’s May quarterly update good cross-party input in setting the agreed to a refinement to the summary of progress with its council’s strategic priorities which management structure which reduced change agenda. were agreed by council in March the number of heads of service in 2011. Working relationships between the establishment from 11 to eight. Does the council have the members and officers also work well, This has resulted in the role of chief leadership capacity and capability including the strategic forums, and financial officer (often referred to as to deliver improvements? the Finance Review Group. the Section 95 officer) transferring from a head of service to the chief 156. Political governance in the 159. The collaborative political accountant. It also means that the council is effective and its political working in the council is a strength, solicitor to the council will assume leadership places a strong emphasis particularly in view of the close responsibility as chief governance on collaborative working. The political political balance. The council should officer, combining the roles of clerk to management arrangements allow ensure that it maintains its good the council and monitoring officer. In all parties to participate in decision- working relationships to help it deal August 2010, we published a national making, scrutiny, and policy forming with difficult decisions, and to ensure report in the ‘How councils work’ forums. These include the leaders ongoing continuity in its strategic series4 which highlighted the vital

4 How councils work: an improvement series for councillors and officers – Roles and working relationships: are you getting it right?, Audit Scotland, August 2010. Part 7. Prospects for future improvement 33

role that such statutory officers have a number of levels. Elected members realise further opportunities for in supporting good governance and provide constructive challenge and joint working and efficiencies. This decision-making. The council must have a good understanding and focus includes ensuring clear roles and ensure that the new organisational on council-wide issues as well as responsibilities for partnership groups arrangements do not compromise individual ward issues. at a Forth Valley and Stirling Council the effectiveness of these important area, and ensuring that effective statutory roles. 165. The two main scrutiny reporting is in place. committees are the Governance 162. The role of assistant chief and Audit Committee, and the 169. Effective measures are in place executive has created the capacity Service Delivery and Performance to manage the Change Programme. to develop the council strategically. Committee. These are both chaired The CMT manages the Change The CMT has a role in managing by opposition members and provide Programme to identify pressures the council’s capacity to deliver its effective scrutiny. The Executive and to ensure that the capacity is corporate priorities including the Committee also allows opposition in place to deliver it. Performance change programme. This includes leaders to refer decisions from the management gives members and monitoring the workload and bringing executive to council to allow a fuller officers an overview of the Change in additional resource where required. discussion. Elected members are Programme and its associated risks. The SMO are an effective means for making increasing use of the council’s The annual improvement statement the council to focus on its corporate electronic performance management sets out the council’s improvement priorities, and are central to the system. This is now being used priorities and progress with these assistant chief executives and heads at committee to allow stronger is reported regularly to committee. of service appraisal. challenge and debate from elected The council will need to continue to members by providing the most actively manage the programme to 163. Corporate working is less well current performance information. ensure that it delivers on its planned developed below CMT level, but 2011–14 efficiency targets. there is evidence that the council is How effective is the council’s addressing this. Senior managers’ management of improvement? 170. The management development objectives include better integrating programme has also helped to build service plans with the vision, and to 166. The council is self-aware and the management skills required to improve working between service its improvement and efficiency manage change. Heads of service departments. The council introduced programme is a major focus for the support the efficiency programme management forums in 2010. These chief executive and his management across the organisation, applying their quarterly meetings bring the senior team. The council’s improvement experience more widely to services management team and service programme is ambitious and well that they do not directly manage. This managers together and aim to managed. Elected members are works well in sharing knowledge and improve collaborative thinking and engaged in improvement activity, experience across the council. working across the organisation. To including undertaking scrutiny reviews. date, four forums have been held The assistant chief executives and 171. The council should ensure covering topics of ‘visioning’ to look the heads of service support reviews that its change management at the overall direction of the council, across the organisation. practice sufficiently engages staff performance management and and monitors the impact of change improvement, customer services, 167. The council has made good on the workforce. In its follow-up and volunteering. These forums initial progress with its change and performance inspection in November are a good means to allow more efficiency programme, and has 2010, SWIA noted that senior open communication and improve identified £6.9 million of efficiency managers had made significant understanding across the organisation. savings toward its 2011/12 budget. efforts to engage with staff in social The council is extending the common It has also agreed a major joint work services about the change vision programme and leadership service delivery agreement with agenda. This had a positive impact, development programme from senior Clackmannanshire Council which aims for example 57 per cent of staff managers to all managers. to identify further efficiencies in both using interactive voting at an event operational and corporate activities in February indicated they had a Scrutiny such as personnel and information clear understanding of the 164. The council has effective technology. It is too early to assess improvement agenda. The council arrangements in place to scrutinise its the effectiveness of this initiative. should consider applying practice service delivery and decisions. Cross- such as this more widely. party representation at committees 168. The council must continue and non-decision-making forums to develop its partnership working helps to allow challenge and debate at practice to ensure that it can 34 Appendix 1. Judgement descriptions

The Best Value audit provides two overall judgements on council performance. One assesses how well the council is performing and the other covers the council’s prospects for improvement. The judgements are based on standard descriptors and the emboldened text indicates the audit assessment for Stirling Council. 35

Judgement descriptions – how good is my council’s overall performance?

Outstanding improving quickly. The council has comprehensive and well-coordinated arrangements for consulting with local people and users of services and is able to demonstrate that their views are influencing strategic priorities and shaping service improvements. The council is able to demonstrate that it is effectively managing performance improvements in line with its strategic priorities, across services, and in partnership with others, and it can demonstrate systematic and significant improvement in VFM. The council is able to consistently demonstrate considerable success in delivering complex cross-cutting strategic local issues and improving outcomes with partners. Consistent progress is being made towards almost all key strategic outcomes. Limited improvements are required. Most of the council services are recognised as performing at the highest level. All key services can demonstrate strong and consistent improvement. Overall satisfaction with the council and its services is consistently above the national average for most aspects of performance, with overall satisfaction trends that are Improvements are Good The council knows where improvements are required and can demonstrate a systematic and effective approach to securing improvements across all services (including VFM). and with implemented quickly, little slippage. Consistent progress is being made towards the majority of key strategic outcomes. some improvements However, are still required in a number of outcome areas and there is scope to further align partnership working with key strategic priorities. Many council services are performing consistently well and demonstrating continuous improvement. While some further improvements are required, all key services are performing well. Overall satisfaction with the council and its services is generally above the national average, with overall satisfaction trends that are improving well. Arrangements for consulting with local people and users of services are well developed. There is good evidence that consultation and engagement is taken seriously across the organisation with good systematic evidence available on its impact. Satisfactory While some services are improving, the pace of change has been slow and the council has been unable to systematically transfer service improvements from one service to another and improvementssystematic secure in VFM. Progress towards key strategic outcomes is mixed, with improved progress required in a number of important outcome areas. Systematic evidence of the impact partnership working is not available. Overall service performance is mixed. While some services are performing well, several services, or significant aspects of services, require important improvements to be achieved. Overall satisfaction with the council and its services is mixed, with a significant number of services, or important aspects of services, below the national average. Overall satisfaction trends are improving slowly. The council has introduced arrangements for consulting with local people and users of services but these are not applied consistently throughout the organisation. While there are some examples of this ‘making a difference’ within departments, systematic evidence of impact is not yet available. Unsatisfactory There is limited evidence that the council knows where improvements are required and is able to secure improvement in service performance. It cannot demonstrate improvement in VFM. The council has a poor track record in delivering improved outcomes for the area with its partners, and addressing key cross- cutting issues such as health community safety, improvement, equalities and sustainability. The overall quality of council services is consistently below the national average. Many services, including one or more key services (education, social work or housing) require significant or urgent improvement. Overall satisfaction with the council and its services is consistently below the national average. Overall satisfaction trends are static or falling. Arrangements for consulting with local people and users of services are patchy and underdeveloped and the council cannot demonstrate that consultation is influencing decision-making and service improvement. The council’s The council’s progress in delivering on its improvement agenda (including Value for Money (VFM)) Improving outcomes and addressing complex cross- cutting issues with partners The quality of local service The views of citizens and service users How good is my overall council’s performance? 36

Judgement descriptions – what are my council’s prospects for future improvement?

Excellent prospects There is very strong staff understanding of and commitment to continuous improvement and the council’s improvement agenda. Leaders of the partnership actively promote and communicate the shared vision and sense of purpose of the partnership and the improvements it is trying to achieve for the area. They can demonstrate – and are committed to – ensuring that the shared vision for the area impacts on their own organisation and partnership activity. The council has highly effective political and managerial leadership supported by strong and effective governance arrangements. It has ambitious plans for the areas and a strong focus on continuous improvement. It has the organisational commitment and capacity to secure change and improved outcomes. The council is aware of where it needs to make improvements, and has a systematic approach to securing improvement. Scrutiny and challenge is highly effective. The council has a systematic process for directing resources to key priority areas and can demonstrate consistently improved outcomes.

Good prospects There is widespread staff understanding of and commitment to continuous improvement and the council’s improvement agenda. Leaders of the partnership articulate a clear and consistent shared vision and sense of purpose for the partnership and improvements it is trying to achieve for the area, and effective governance and resource alignment arrangements are in place. The council has effective political and managerial leadership supported by good governance arrangements. It is committed to continuous improvement, focused on what matters to local people, and is securing improved outcomes. The council is aware of where it needs to make improvements, and has a systematic approach to securing improvement. Scrutiny and challenge is well developed. It has a systematic process for directing resources to key priority areas and securing improved VFM, but cannot yet demonstrate consistently improved outcomes. Scrutiny and improvements are needed Fair prospects Staff understanding of and commitment to continuous improvement and the council’s improvement agenda is developing. While the council has established a shared vision for the area with its partners, there is not a consistent sense of ownership leaders, from the partnership’s and in governance and resource alignment. The council needs to improve its leadership and managerial impact to deliver on its ambitions. There are some weaknesses in the governance arrangements and it is unable to demonstrate that it currently has the organisational commitment and capacity to secure change and improved outcomes. While the council is aware of where it needs to make improvements, it lacks a systematic approach to securing improvement. challenge is patchy. The council challenge is patchy. lacks a systematic process for directing resources to key priority areas and securing improved VFM.

Poor prospects There is very limited staff understanding of and commitment to continuous improvement and the improvement council’s agenda. The council has not yet established a shared vision for the area with its partners, supported by sound governance arrangements and the resources needed to deliver key priorities. The council does not have the leadership and management arrangements needed to deliver on its ambitions. Governance is weak and developing its political and managerial ability to tackle the council’s problems is a key priority for the council. The council lacks awareness of where it needs to make improvements and is not able to secure improvement in service performance as a consequence of ineffective performance management arrangements and weak scrutiny and challenge. Resources are not used to best effect. What are my council’s prospects for future improvement? Effectiveness of resource planning and performance management (including member scrutiny) Staff understanding of and commitment to improvement Partnership working Leadership capacity and organisational commitment to change Stirling Council

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