falkirk council: the audit of best value and community ... · the audit of best value the report is...
Post on 07-Aug-2018
219 Views
Preview:
TRANSCRIPT
The Audit of Best Value and Community Planning
Falkirk Council
Prepared for the Accounts CommissionMay 2008
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.
The Accounts CommissionThe Accounts Commission is a statutory, independent body which, through the audit process, assists local authorities in Scotland 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 41 joint boards (including police and fire and rescue services). Local authorities spend over £16 billion of public funds a year.
ContentsThe Audit of Best ValuePage 2
Commission findings Page 4
Overall conclusionsPage 6
Part 1. Does the council have clear strategic direction?Page 9
ThelocalcontextPage 10
LeadershipandculturePage 11
SettingacleardirectionPage 14
OpennessandaccountabilityPage 15Part 2. Is the council organised to deliver better services?Page 18
WorkingwithpartnersPage 19
ManagingresourcesPage 22
PerformancemanagementarrangementsPage 27
Scrutiny
ContinuousimprovementPage 28
EqualitiesPage 30
SustainabledevelopmentPage 31
Part 3. How are services performing? Page 33
MeasuringperformancePage 34
Customerfocusandresponsiveness
DeliveringservicesPage 35
EducationandlifelonglearningPage 36
HousingandsocialworkPage 37
CommunityservicesPage 39
DevelopmentservicesPage 40
Part 4. What needs to improve?Page 41
FalkirkCouncilimprovementagendaPage 43
FalkirkCouncil�
TheAuditofBestValue�
ThereportismadebytheControllerofAudittotheAccountsCommissionundersection�0�(�)oftheLocalGovernmentScotlandAct�97�.Afterconsideringit,theCommissionmaydoanyorallofthefollowing:
directtheControllertocarryoutfurtherinvestigations
holdahearing
stateitsfindings.
TheLocalGovernmentinScotlandAct�00�introducednewstatutorydutiesrelatingtoBestValueandCommunityPlanning.ThescopeofBestValueandCommunityPlanningisverybroadbutingeneraltermsasuccessfulcouncilwill:
workwithitspartnerstodevelopaclearsetofprioritiesthatrespondtotheneedsofthecommunityinboththeshortandlongerterm
beorganisedtodeliverthesepriorities
meetandclearlydemonstratethatitismeetingthecommunity’sneeds
operateinawaythatdrivescontinuousimprovementinallitsactivities.
Thechallengeforlocalgovernmentistofindnewwaysofworkingacrossservicesandwithotherbodiestoachievethebestresultsforcitizensandserviceusers.Thekeyobjectivesofthisauditwereto:
assesstheextenttowhichFalkirkCouncilismeetingitsdutiesundertheLocalGovernmentinScotlandAct�00�
agreeplannedimprovementswiththecouncil.Thecouncil’sexternalauditorwillreviewtheseoverthenextthreeyears.
•
•
•
•
•
•
•
•
•
AsBestValueandCommunityPlanningencompassalltheactivitiesofacouncil,itisnotrealistictoauditeverythingindepth,soweplanourdetailedworkintwoways:
Wherepossiblewedrawonthefindingsofotherscrutinyprocesses,suchastheworkcarriedoutbyinspectorates.Theseareincorporatedintoourreport.
Weselectcertainaspectsofthecouncil’sperformancefordetailedinvestigation.Awiderangeofsources,includingthecouncil’sownassessmentofitsperformance,reportsissuesbyexternalauditandinspections,andnationalStatutoryPerformanceIndicators(SPIs),informsthisselection.
Thereportreflectsthisselectiveapproach,withdetailedcommentaryinsomeareasandlimitedcoverageinothers.Whilewehavemadesomecomparisonswithothercouncils,ouroverallapproachhasfocusedonperformancetrendsandimprovementswithinFalkirkCouncil.ThereportlargelyreflectsthepictureavailableatthetimeourmainauditworkwasconductedinJune,AugustandSeptember�007.
Wegratefullyacknowledgetheco-operation,assistanceandhospitalityprovidedtotheauditteambycouncillorsLindaGowandDavidAlexander,thecurrentandformerleadersofthecouncilrespectively;MaryPitcaithly,chiefexecutive;StuartRitchie,directorofCorporateandCommercialServices;FionaCampbell,headofPolicyandPerformanceReview,andallotherelectedmembersandstaffinvolved.Wearealsogratefultotherepresentativesofcommunityorganisationsandthecouncil’scommunitypartnerswhoagreedtoparticipateintheaudit.
•
•
Commissionfindings�
1.TheCommissionacceptsthisreportontheperformanceofFalkirkCouncil’sstatutorydutytosecureBestValueandtoinitiateandfacilitatethecommunityplanningprocess.TheCommissionrecognisesthatthereportgivesabroadpictureofthecouncil’sperformancebasedontheworkofAuditScotlandandthefindingsofotherscrutinybodiessuchasInspectoratesandthatitdoesnotattemptacomprehensivereviewofallservicedelivery.Weacknowledgetheco-operationandassistancegiventotheauditprocessbymembersandofficersofthecouncil.
2.FalkirkCouncilshowsgood,solidperformancewithmanycharacteristicsofbestvalue,whilestillhavingroomforimprovementinsomeareas.Inparticular,thereisevidencethatthecouncildoeswellinregardto:
visionandstrategicdirection
communityengagement
customerfocus
partnershipworking
performancemanagement
thedeliveryofanumberofmajorprojectsandinitiativescontributingtoeconomicdevelopmentandregeneration.
3.Withregardtoareaswherethecouncilneedstomakeprogresswewouldhighlightthefollowing:
Thereisaneedtoensurethattheclearstrategicvisionandthecultureofperformancemanagement,customerfocusandcommunityengagementisdriventhroughintoserviceimprovementthroughoutthecouncil.
•
•
•
•
•
•
•
Itisimportantthatthecurrenthighlevelofseniormanagementvacanciesshouldbeaddressedasquicklyaspossible.
Serviceperformanceismixed.Thecouncilisawareoftheareaswhereperformanceispoorerandneedstotakeappropriateactiontobringaboutimprovements.
ThecouncilshouldreviewitsapproachtoscrutinytoensurethattheBestValueandAuditForummeetsinpublic,inaccordancewiththeprinciplesofaccountabilityandopenness.
Traditionalfinancialplanningissoundandthecouncilhasaprudentapproachtofinancialmanagement,butmoreneedstobedonetoalignfinancialplanningtothecouncil’svisionandtodeveloplonger-termplanning.
Thecouncil’splannedreviewofitscommercialservicesshouldbeaccordedahighpriority,toensurethattheyarecompetitive.
Workisneededtoensurethatbestpracticeisbeingdeliveredinpeoplemanagementandleadershipdevelopment,withparticularattentiontoareaswhereabsencelevelsarehigh.
Priorityshouldbegiventoleadershipdevelopmentandtrainingofelectedmembers,inviewofthenumberofnewmemberselectedinMay�007.
4.TheCommissionlooksforwardtoreceivinganimprovementplanwithmeasurableandachievableoutcomes,whichwillbuildonthegoodworkbeingdonebythecouncil.
•
•
•
•
•
•
•
Overallconclusions7
FalkirkCouncilhasaclearvisionforthearea,whichisreflectedthroughoutitsplanningframework.ThecouncilhasastrongoutwardfocusandworkssuccessfullywithstrategicpartnersthroughCommunityPlanningtodelivermajorprojectsandinitiatives,bringingrealbenefitstotheareaanditscommunities.Thesehavecontributedtotheeconomicregenerationofthearea.
Whilethecouncildemonstratesmanycharacteristicsofbestvalue,moreworkisrequiredtoembednewstrategiesandpoliciesinkeyareassuchasassetmanagement,procurementandriskmanagement.Thecouncilhadbeencarryinganumberofseniormanagementvacanciesintherun-uptotheMay�007localgovernmentelections,andthereisalargeproportionofnewlyelectedmembers.Atimelyconclusionofthecurrentreviewofpoliticalandmanagerialstructuresisimperativetoensurethereissufficientcapacitytodeliverthecouncil’sambitiousprogrammeofcontinuousimprovement.
Serviceperformanceismixedoverall,withstrengthsineducation,communitylearninganddevelopment,andcriminaljustice,butthereisaneedforimprovementinhousingandjointlydeliveredcommunitycareservices.Thecouncilneedstoensurethatstrongcorporateleadershiptranslatesintosignificantserviceimprovementsacrosstheorganisation.
1.Falkirkhasapopulationof��9,�80andcoversanareaof�97km�.Thecouncilhasagoodunderstandingofthespecificchallengesitfaces.Theseincluderespondingtothehousing,healthandsocialneedsofanincreasingpopulation,includingmigrantworkers,continuingtheeconomicregenerationandtransformationofitscommunities,andraisingeducationalattainmentamongyoungpeople.
2.Thecouncilhasaclearvisionandwell-embeddedcorporateplanningframework.Leadership,customerfocusandequalopportunitiesarestrong.Thereisscopeforimprovementin:somekeyservices,theopennessandeffectivenessofscrutiny,performancemanagement,andintheapproachtocompetitivenessandoptionappraisal.
3.Thecouncilworkswellwithpartnersanddeliverssomegoodjoined-upservices,withmanyexamplesofeffectivecross-servicepartnerships.TheCommunityPlanningPartnership(CPP)iswellestablishedandhasstrengthenedexistingworkingrelationships,althoughthereisaneedforelectedmemberstobecomemoreactivelyengagedinCommunityPlanning.Positiveoutcomesarebeingachievedacrossanumberofareasincludingmigrantworkers,communityregeneration,communitysafetyandhealth.
4.MembersandofficershaveforgedastrongculturewithinthecouncilfocusedonaclearandsharedvisionfortheFalkirkarea.Thiscultureisrecognisedandsupportedbyamotivatedworkforce.TheCorporateManagementTeam(CMT)hasbeguntopromoteacultureofcontinuousimprovementbutitneedstodriveimprovementacrossallservicesthroughmorefocusedcorporateaction.
5.FollowingtheMay�007localgovernmentelections,thecouncilnowoperateswithaminorityLabouradministration.Fiftypercentofmembersarenewtothecouncil,whichcoupledwithahighlevelofseniormanagementvacanciescreatesarisktothecouncil’scapacitytodeliveritsambitiousimprovementagenda.Thecouncilwillbenefitfromreviewingitspoliticalstructurestoensurethattheyalignwithcorporatepriorities.
6.Inrecentyears,thecouncilhasdevelopedaproactiveandcustomer-focusedorganisationalculturethatsupportscontinuousimprovement.Ithassuccessfullydeliveredarangeofsignificantinfrastructureprojects
includingtheFalkirkStadium,theschoolsimprovementprogrammeandongoingtowncentreregeneration,andtheMyFuture’sinFalkirk(MFiF)jointeconomicdevelopmentstrategyprovidesthefocusforthesocialandeconomicregeneration.
7.Thecouncilcontinuestohaveambitiousplansforthefuturetodeliverimprovementsforitscommunities.AcurrentexampleistheHELIXenvironmentaldevelopmentprogramme,whichwastheonlysuccessfulScottishbidundertheBigLottery’sLivingLandmarksFund(November�007).
8.Areasforattentionincludeimprovingsicknessabsence,embeddingnewstrategiesforassetmanagement,procurementandriskmanagement,anddevelopingcorporatestandardsforcustomercare.Implementingamoreconsistentapproachtobestvalueservicereviewsanddevelopingthearrangementsforlonger-termfinancialplanningwillenablefurtherimprovements.
9.Theperformancemanagementframeworkiswell-embeddedthroughoutthecouncil.ThecouncilrecognisesthatperformanceinformationneedstobereportedmoreconsistentlytotheCMTandcommittees,whichwillimprovethemembers’abilitytocarryouttheirscrutinyrole.TheBestValueandAuditForum(BVAF)actsasthemainconduitforthescrutinyofserviceperformance,butitconductsitsbusinessinprivate.ThisisnotinlinewithCharteredInstituteofPublicFinanceandAccountancy(CIPFA)guidanceandthecouncilshouldreviewitsapproachsothatitcandemonstratethebestvalueprinciplesofaccountabilityandopenness.
10.Thereisgoodfinancialstewardshipandinformationandcommunicationtechnology(ICT)isusedeffectivelytomoderniseservicedelivery.Thecouncilhasdevelopedapositivecultureandstaffdisplayastrongcommitmenttodeliveringhigh-qualitycustomerservices.Thecouncilisoneofthefewtohave
8
implementedthesinglestatusagreement,andalthoughthiswasmanagedwell,ithashadanegativeimpactonstaffmorale.Sicknessabsence(excludingteachers)remainsconsistentlypoor.Thecouncilmusttakeactionandlearnfromotherorganisationsthathavesuccessfullytackledthisissue.
11.Thecouncilhasusedconsultationandcommunityengagementsuccessfullytoinformpolicydevelopments,decision-makingandservicedelivery.Keyimprovementsforcitizensincludeenhancedaccesstoservicesthroughthecontactcentreandone-stopshops,thepublicationofFalkirk Council News,andinnovationsinsustainabledevelopment.Thecouncilneedstoimplementitscommunityengagementstrategytoprovideamoreconsistentapproachtoengagement.
12.Thecounciltakesaroundedviewofserviceperformance,balancingSPIswithKeyPerformanceIndicators(KPIs)andLocalPerformanceIndicators(LPIs),whichreflectserviceandcorporatepriorities,anddemonstrateastrongcustomerfocus.
13.TheoveralltrendacrossSPIsisoneofimprovementbetween�00�/0�and�00�/07.Since�00�/0�,performanceimprovedbyatleastfivepercenton�7measuresandworsenedbyatleastfivepercenton��measures:a�.�ratioofimprovementtodecline,whichisclosetotheScottishaverageof�.�.Thenumberofthecouncil’sindicatorsinthetopquartileexceedstheScottishaverage.Themajorityofindicatorsremaininthemiddlequartilesandthereisscopetostepupthepaceofimprovementactivity.Thereisalsoaneedtostrikeabetterbalancebetweenthedeliveryofcoreservicesandthefocusonsignificantprojects.
14.Inthelast��months,thecouncilhasbeensubjecttoanumberofinspections,whichpaintamixedpictureofperformance.The�007HerMajesty’sInspectorateofEducation(HMIE)inspectioncommendedperformanceacrossanumberofareas,includingleadership,
commitmenttoimprovingtheschoolsestateandconsultationwithyoungpeople.TherecentlyconcludedCommunityLearningandDevelopmentfollow-upinspection(November�007)noted‘verygood’progress.TheJanuary�008reportbytheSocialWorkInspectionAgency(SWIA)onthemulti-agencyinspectionofolderpersonsservices(MAISOP),coveringNHSForthValley,Falkirk,StirlingandClackmannanshireCouncils,acknowledgespositiveoutcomesforolderpeopleandtheircarersintheFalkirkpartnership,butratesoverallperformanceoftheFalkirkpartnershipasmostly‘adequate’,andrequiresimprovementactionbythecouncilandkeypartners.
15.TherecentreportbyCommunitiesScotland(publishedinFebruary�008)oftheinspectionofthecouncil’shousingservicefoundscopeforimprovementthroughouttheservice,particularlywithinhomelessnessserviceswheresignificantweaknesseswereidentified.Thisprovidesachallengingimprovementagendaforthecouncilandtheemergingimprovementplanwillrequirestrongsupport,clearleadershipandafocusedcorporateresponsefromtheCMT.
16.Theimprovementagendasetoutinthisreportidentifiestheimmediateandmedium-termprioritiesforthecouncil.ManyofthesebroadactionsarecontainedwithinitsownCorporateImprovementPlan.Theareasforimprovementhighlightedinthisreportwillhelptotranslatebroadactionsintotangibleobjectives.Thisprovidesaplatformforthecouncil,underitsnewadministration,tosustainthemomentumforcontinuousimprovement.
�0
FalkirkCouncilisanambitiousorganisationwithaclearvisionforthearea,whichissharedbyelectedmembers,staffandpartners.Awell-establishedplanningframeworksupportsthecouncilindeliveringitspriorities.
Inrecentyears,thecouncilhasbeencharacterisedbystrongandstableleadership.FollowingtheMay�007elections,aminorityadministrationisnowinplace.Fiftypercentofelectedmembersarenewtothecouncilandanumberofseniormanagementvacanciesexistinkeyserviceareas.Takentogether,theseissuespresentachallengeforthecouncil’sabilitytosustainthedeliveryofitscorporateprioritiesinthemediumandlongterm.Inparticular,thereisaneedtostrengthenscrutinybyreviewingtheBVAFsothatthecouncilcandemonstratefullythebestvalueprinciplesofaccountabilityandopenness.
Thecouncilhassuccessfullyusedconsultationandcommunityengagementactivitiestoinvolvestakeholdersinimprovingserviceperformance.Thecouncilnowneedstoimplementitscommunityengagementstrategytoprovideamoreconsistentapproach.
The local context
17.FalkirkCounciliscentrallylocatedbetweenGlasgowandEdinburgh,withineasyreachofbothcitiesandenjoysgoodtransportlinks.ItsneighbouringauthoritiesareStirling,Clackmannanshire,WestLothianandNorthLanarkshire.ThemaincentreofpopulationisthetownofFalkirkitself,withotherlargerpopulationsettlementsatGrangemouth,Bo’ness,andStenhousemuir.Falkirk(Exhibit�)coversanareaof�97km�,makingittheeleventh-smallestlocalauthorityinScotlandintermsofarea.
18.Conversely,Falkirkistheeleventh-largestlocalauthorityareainScotlandintermsofpopulation.Thepopulationisincreasing,incontrastwiththepositioninScotlandasawhole.Itincreasedbythreepercentbetween�00�and�00�,comparedwithaonepercentincreaseforScotlandasawhole.Projectionsfrom�00�indicatethatthepopulationwillcontinuetoincreasebyafurther8.�percentbetween�00�and�0��.
19.Thecouncilisalsoexperiencingagreaterincreaseinitsmigrantpopulationthanotherlocalauthorityareas.Thisisaffectingservicessuchashousing,health,educationandcrime.Thecouncilrecognisesthesechallengesinitsstrategiccommunityplanandnewcorporateplan.
20.Housepriceshaveincreasedrapidlyoverrecentyearswithan��percentincreaseintheyeartoJune�00�.Bo’nessisthesecondmostdesirablelocationinBritainforfirst-timebuyers,duetofactorssuchastheratioofhousepricestolocalearnings,anincreaseinnew-buildsupplyandurbanregeneration.Thecouncilismakingasignificantinvestmentinregeneratingtraditional
towncentres,includinga£�7�millionwaterfrontdevelopmentinBo’nessandmultimillionpoundplansforStenhousemuir,GrangemouthandDenny.TheseprojectsformamajorpartoftheMFiFeconomicinitiativeaimedattransformingthearea’seconomyandmakingitamoredesirableplacetolive.
21.Levelsofdeprivationareaverageacrosstheauthority,withpocketsofhigherdeprivationinareassuchasDawson,Camelon,ThornhillRoad,partsofGrangemouth,Bo’nessandDenny.
22.Thereisahigherpercentageofjobsinmanufacturingandconstruction,andalowerpercentageinfinanceandbusinessintheFalkirkareacomparedtotheScottishaverage.Thearea’smajoremployersincludethedeep-seacontainerportandoilrefineryatGrangemouth,andcompaniessuchasBP,INEOS,ForthPorts,AlexanderDennis,GeestFoodsandTelecomServiceCentres.Overall,Falkirk’seconomyissignificantlymorereliantonlargeenterprisesforemploymentthanScotlandasawhole.
Exhibit 1Map of Falkirk
Source: Falkirk Council
Bon nybridge
Larbe rt
Fa lkirk
Po lmont
Grangemout h
Ai rth
Bo ’ness
Slamanna n
Denn yStenhousemui r
to Alloa to Stirling
to Edinburgh (26 miles)
to Glasgow(25 miles)
Part�.Doesthecouncilhaveclearstrategicdirection?��
23.ThenumberofjobsinFalkirkhasincreasedby��percentbetween�997and�00�,slightlybelowtheScottishaverage,whiletheworking-ageemploymentrateincreasedby�.8percentfrom�00�to�00�abovetheScottishaverageof0.8percent.InApril�007,themediangrossweeklyearningsforfull-timeemployeeswas�.�percentlowerthantheScottishaverageat£��9.�0.24.Theunemploymentrateinthearea,at�.�percentinJanuary�008,wasmarginallybelowtheScottishaverageof�.�percent.Therearepocketsofhighunemployment,forexample,Inchyra(9.�percentinJanuary�008)andDawson(7.�percent).Thecouncil’sjointstrategytosupportyoungpeoplewhoarenotineducation,employmentortraining(NEET)hasbeencommendedforinnovationbytheScottishGovernment.NumbersarenowattheirlowestforfiveyearsandthecouncilrankstenthoutofScotland’s��localauthoritiesintermsofmeetingNEETtargets.Therearesignsoffurtherimprovement;asatMay�007,Falkirk’sNEETratewasfallingfasterthanthatforScotlandasawhole.
25.Thecouncil’sgrossexpenditurein�00�/07wasapproximately£�0�million(Exhibit�).Expenditureperheadofpopulationwas£�,70�,somewaybelowthenationalaverageof£�,���.Thecouncil’sbandDcounciltaxfor�00�/07was£�,0��,anincreaseof�.�percenton�00�/0�,belowthenationalaverageof£�,��9.26.AnSNP/IndependentadministrationledthecounciluntiltheMay�007elections,whichresultedin��Labourmembers,��SNP,twoConservative,twoIndependentandoneIndependentnon-alignedcouncillor.Thisproducedtwogroupings:��Labour/Independentmembersand��SNP/non-alignedIndependent/Conservativemembers.TheoutcomewaseventuallydecidedonthecutofcardsasrequiredbyStandingOrders;LabourwonandnowleadtheadministrationasaLabour/Conservative/Independentcoalition.
Leadership and culture
Thecouncilhasbeencharacterisedbystrongpoliticalandmanagerialleadership.FollowingtheMay�007elections,aminorityadministrationleadsthecouncilandthereisalargeproportionofnewmembers.Together,theseissuespresentachallengeindevelopingeffectivepoliticalleadershipanddeliveringnewcorporatepriorities.Tosupportthis,thecouncilmustcontinuetoinvestintheleadershipdevelopmentandtrainingneedsofmembers.
27.Inrecentyears,membersandofficershavehadgoodrelationshipsandprovidedstrongleadershipforthecouncil.Convenorsofscrutinycommitteesliaisedirectlywiththeofficersrelevanttotheirportfolios.TheseeffectiverelationshipshavehelpeddelivertangibleoutcomesforcitizensincludingtheMFiFeconomicdevelopmentstrategy,FalkirkStadiumandtowncentreregeneration.Thestrongworkingrelationshipbetweenthepreviousleaderofthecouncilandthechiefexecutivehasbeenanintegralpartofthis.
28.SincetheelectionsinMay�007,�0percentofmembersarenewtothecouncil.Thishasresultedinasettling-inperiodfornewand
experiencedmembersandthelossoftheexperienceofmemberswhohaveretired.Thisposesachallengefortheleadershipofthenewadministrationinforgingconstructiveandcohesivepoliticalrelationshipsasitdefinesitsnewcorporatepriorities.Thecurrentleaderisanexperiencedmemberandearlyindicationssuggestthatapositiveworkingrelationshipwiththechiefexecutivewillbemaintained.
29.Inrecentyears,thestyleofpoliticshasbeenforceful,characterisedbyrobustexchangeatcommittee.Thishasnotpreventedopendebateorhindereddecision-making.Forexample,althoughpoliticalpartiesagreedontheneedtoembarkontheschoolsimprovementprogramme,theydisagreedonthemostappropriateapproach;inspiteofthistheprogrammewasdeliveredsuccessfully.ThereisaneedformemberstobecomemoreactivelyengagedintheCPP.AlthoughtheleaderofthecouncilchairstheLeadershipGroupofthePartnership,oursurveyofCommunityPlanningpartnersfoundthatfewerthan�0percentofrespondentsagreedthatmembersprovideeffectiveleadershipinthepartnership.30.Thecouncilmustensurethatleadershipdevelopmentcontinuestobeapriority.Acomprehensiveinductionprogrammeformembershasprovidedagoodstartandhas
Exhibit 2The council spent a total of £403 million on providing services in 2006/07
Source: Falkirk Council audited accounts 2006/07
Education services
Housing services
Social work services
Community services
Development services
Corporate & commercial services
Other
Joint boards
34%
20%
20%
8%
5%
5%
2%6%
promptedpositivefeedback.Theprogrammeiswellstructuredandaffordsmemberstheopportunitytocompleteapersonalisedtrainingneedsanalysis(TNA).However,atthetimeofauditfollowingthelocalgovernmentelectionsinMay�007,thefocusofinductionconcentratedheavilyontheprovisionofinformation;asopposedtosupportingmemberstoperformtheirfullroleasdescribedinStandingOrders.
31.Intheearlymonthsofthenewadministration,manynewmemberswerenotyetfullyconfidentinallaspectsoftheirroles.Thecouncilneedstoengageallmembersinidentifyingindividualdevelopmentaspirationsandencouragemoreactiveparticipationintrainingtodevelopskillsandknowledge,for
��
instance,inaspectsofscrutiny.Thiswillalsoenablethecounciltoutilisefullythebreadthofnewskillsandexperiences,whichnewlyelectedmembersbringtotheirrole.
32.Inaddition,ajointapproachtoleadershipdevelopmentinvolvingbothseniorofficersandmemberswouldenhancejointworking.ThecouncilrecognisestheimportanceofdevelopingtheleadershipcapacityofmanagersandhasestablishedasuccessfulInstituteofLeadershipandManagement(ILM)accreditedcourse(Exhibit�0,page��).Thismodelcouldbeadaptedformembers.
Politicalsystemsandstructures Thecouncil’scommitteesystemsandstructureshaveremainedunchangedforeightyears.ThecouncilneedstoensurethatstructuresarefitforpurposeandmeettherequirementsoftheLocalGovernment(Scotland)Act�00�andthecouncil’sownemergingcorporateprioritiesandaspirationsforcorporateimprovement.InDecember�007,thecouncildecidedtoreviewthesestructures.
33.Exhibit�illustratesthekeyelementsofFalkirk’scommitteestructure,whichhavebeeninplacesince�999.ThestructureissupplementedbytheBVAF,establishedin�00�.
Exhibit 3Falkirk Council – committee structure (post-May 2007 election)
Source: Falkirk Council, 2007
Falkirk CouncilLicensing board
Policy & resources
Scrutiny committees
Education &leisure
Housing &social services
Communityhealth &
safety
Economicdevelopment
Environment & heritage
CiviclicensingRegulatory AppointmentsAppeals
CiviceventspanelCommongood
InvestmentJCC
Best Value &Audit Forum
��Members:��Labour��SNP
�Independent�Conservative
(Labour-ledcoalition)
34.Thecommitteestructuresarenotfullyalignedwiththecouncil’skeycorporateorCommunityPlanningpriorities.Scrutinycommitteesremitsareamixofboththematicforexample,communityhealth&safety,andlargelyfunctionalforinstance,housingandsocialwork.Someservicesaresubjecttoscrutinybyanumberofdifferentcommittees,whileotherlargeservicessuchaseducationreportmainlytoonecommittee.Thevariabilityofcommitteeworkloadsandagendasassociatedwiththesearrangementsdonotfacilitatemembers’roleinholdingservicestoaccounteffectively.Inaddition,otherstructuressuchasareaforumsarealegacyofpastarrangementsandtheirfutureroleandremitwouldbenefitfromreview;thereisanopportunitytoreviewtheseinthecontextofCommunityPlanning.
35.Thecurrentcommitteestructurehasbeeninplaceforeightyearswithoutacomprehensiveformalreview.Theperiodhasseensignificantchangestothecouncil’sinternalandexternaloperatingenvironmentincludingthedevelopmentofCommunityPlanning,theintroductionofpoliticalstructuressuchascabinetarrangements,andtheintroductionofmulti-member
Part�.Doesthecouncilhaveclearstrategicdirection?��
wards.Followingchangesbroughtaboutbytheelections,amajorityofmembersfeltthatitwouldbeadvisabletoallowaperiodofconsolidationsotheycouldfamiliarisethemselveswithnewroles,portfoliosandrelationships.Withthisperiodnowcomingtoanend,thetimingisappropriateforformalreviewandthecouncilhasindicatedinitscorporateimprovementplanthatitwillembarkonsuchareview.Thisreviewneedstobetakenforwardasapriority.
36.Thisreviewshouldofferanumberofbenefits,suchasensuringthatdemocraticstructuresandsystemsaretransparent,fullyalignedwiththecouncil’sprioritiesandsupportcontinuousimprovement.Itwouldalsoprovideanopportunityforthecounciltopositionitselftomeetthesignificantchallengesanddevelopmentsfacinglocalgovernmentsuchassingleoutcomeagreements(SOAs).
Managementsystemsandstructures
TheCMThasstartedtopromoteacultureofcontinuousimprovement,butitnowneedstofocusontargetedserviceimprovementthroughmoredirectedcorporateaction.
37.Thecouncilisstructuredaroundsevenseparateservicegroupings(Exhibit�).Thisstructurehasbeeninplacesince�000,buttheservicegroupingsdonotdirectlymirrorpoliticalstructures.Thisensuresahighlevelofscrutinyofcross-cuttingissuesbutitalsomeansthatsomeservicesarerequiredtoreporttoalmostallscrutinycommittees.Thereisanopportunitytoconsiderhowbesttoalignmanagementstructuresandsystemswithcorporateprioritiesalongsidetheplannedreviewofpoliticalstructures.
38.TheCMTcomprisessevenservicedirectorsandischairedbythechiefexecutive.Itmeetsfortnightly,andprovidesaforumfordiscussingprogressonthecouncil’scorporateimprovementpriorities,serviceplanningandperformancethroughtheQuarterlyPerformanceReports(QPRs),aswellasmajorinitiativesanddevelopments.CMTmeetingsaresupplementedbyone-to-onemeetingsbetweenthechiefexecutiveandeachdirectortoconsiderserviceperformanceissuesindetail.CMTdecisionsarecommunicatedeffectivelytoDepartmentalManagementTeams(DMTs)andthereisevidencethat
Chief executive
Director ofcommunity
services
Director ofdevelopment
services
Director ofcorporate
andcommercial
services
Director ofeducation services
Actingdirectorof law
and admin.services
Directorof
finance
Directorof
housing andsocial
services
Exhibit 4Council service structure
Source: Falkirk Council, 2007
��
CMTdecisionsaretrackedthroughtoDMTsandbeyond.MostDMTsmeetmonthlyandplayacrucialroleinensuringserviceobjectivesaddresscorporatepriorities.Continuousimprovementandtacklingissuesofserviceperformanceformsaregularfocusofmanyofthesemeetings.
39.Responsibilityforstrategydevelopmentanddeliveryisdevolveddirectlytoservices.Evidencefromstafffocusgroupsdemonstratesthatthishascontributedtoagreatersenseofownershipamongststaffindrivingforwardserviceimprovements.Anexampleofthisapproachistheservicesustainabilityteamswhocoordinatesustainabledevelopmentactionwithinservices.
40.Inrecentyears,theCMThasbeguntopromoteacultureofcontinuousimprovement.Itnowneedstodevelopamoretargetedcorporateapproachtotackleareasforimprovementwithinservices.Forexample,therewillbeanextensiveimprovementplanarisingfromtherecentCommunitiesScotlandinspectionreport.Successfuldeliverywilldependonstrategicleadership,managementcapacityandeffectivejointworking.TheCMThasacentralroletoplayinachievingthis.
41.Inaddition,thecouncilhasbeencarryinganumberofvacanciesataseniorlevelinrecentmonthsputtingpressureonmanagementcapacity.Interimarrangementshavebeeninplacependingthecouncil’sreviewoforganisationalstructurefollowingthelocalgovernmentelections.Thecouncilisaddressingthisasapriorityandanearlyconclusionwillensurethatthenecessarycapacityisinplacetodeliverserviceimprovements.
Setting a clear direction
Vision
Thecouncilhasestablishedalong-termvisionfortheFalkirkareawhichissharedandwellunderstoodbyelectedmembers,partnersandemployees.
42.InitsvisionforFalkirk,thecouncilwishestosee:
thelegacyofthepastandthepotentialforthefutureprotected
theareaatthecentreofScotland
inthefuture,theareaasoneofthemostculturallydiverseanddistinctinScotland
investmentinjobs,learning,homesandleisureforall
theareaas‘theplacetobe’inthethirdmillennium.
43.Staffandmembershaveagoodunderstandingofthecouncil’soverarchingvaluesandvision,which
•
•
•
•
•
reflectthearea’shistoricalcontextandarefundamentaltothecouncil’sdriveforimprovement.ThevisionwasdevelopedinpartnershipwitharangeofrepresentativesfromcommunitiesandpartnerorganisationssuchasNHSForthValley,CentralScotlandPolice,ScottishEnterpriseForthValleyandvoluntaryorganisations.
Planningframework
Thecouncilhasawell-embeddedplanningframework.Clearprioritieshavebeensetwithinboththecommunityandthecorporateplanandthesearesubjecttoregularreviewandmonitoring.Allservicesproduceclearserviceperformanceplanswhichhaveadoptedaconsistentformatandshowexplicitlyhowservicescontributetocorporatepriorities.
44.FalkirkCouncilhasdevelopeditsownStrategicPlanningandManagementSystem(SPMS)astheoverarchingframeworktolinkthestrategicprioritiesandkeyservicedeliveryobjectivestoactions.Thisensuresthatthecouncil’sgoals
Exhibit 5Strategic planning and management system (SPMS)
Source: Falkirk Council, 2007
Strategiccommunity
plan
The corporate plan
Strategic policies andstrategies
Service plans and budgets
Review and public performance reporting
Part�.Doesthecouncilhaveclearstrategicdirection?��
andvaluesunderpinthefullrangeofstrategicplanningdocuments–thestrategiccommunityplan,thecorporateplanandeachindividualservice’sperformanceplan.Italsoensuresthatthesameprioritiesareaddressedatalllevelsandthroughjointworking.
45.TheSPMStakestheformofastrategicpyramid(Exhibit�).ThestrategiccommunityplanprovidesthevisionfortheFalkirkarea,whilethecouncil’scorporateplan,policiesandstrategiesandserviceplans,settheagenda.MonitoringandreviewisanintrinsicpartofprocessandthroughtheCMT,DMTandundertheauspicesoftheBVAF,thecouncilregularlyreviewsitsachievements.Thisreviewisundertakenatthreelevels:
achievementsagainstthecorporateplan
developmentandimplementationofpoliciesandstrategies
implementationofserviceplansandcapitalandrevenuebudgets.
Communityplan46.ThesecondFalkirkCommunityPlan�00�-�0setsouttheprioritiesforachievingthevisionfortheFalkirkareaundersixkeythemes:
improvingtheperformanceofthelocaleconomyandtourism
enhancinglifelonglearningandopportunity
creatingsustainablelocalenvironmentandimprovingtransport
regeneratingcommunities
enablingcitizenstolivesafely
improvinghealthandwell-being.
47.Althoughthecommunityplanspanstheperiod�00�-�0,theCPPplanstorefreshtheplaninparallelwiththeproductionofthecouncil’s
•
•
•
•
•
•
•
•
•
newcorporateplan.Thisapproachprovidesaplatformforamoreintegratedplanningframework.TheCPPisdiscussedfurtherinPart�.Corporateplanning48.Thecorporateplanfor�00�-07setsthekeygoalsandprioritiesforthecounciluntil�007andexplainshowitsperformanceagainsttheprioritiesismeasured.Thegoalsandprioritiesalignwiththevisionandthemescontainedinthestrategiccommunityplan.Bothplansreflectthegoalsofthecouncil,allofwhichcutacrossavarietyofservices:
increasejobs,incomeandenterpriseforallcitizens
enablecitizenstolivehealthilyandsafely
tackledisadvantageanddiscriminationinallitsforms
createandsustainanenvironmentinwhichpeoplewanttolive,workandvisit
stimulateworkingpartnershipamongstagencies,organisations,citizensandcommunities.
49.Thecorporateplan,andaccompanyingstrategiesandserviceplanssetaclearagendaforthecouncil.Thecouncilisintheprocessofdevelopinganewcorporateplanfor�008-�0,whichwillreflectitslonger-termdirection.
Serviceplanning50.Serviceplanningiswell-embeddedandisusedroutinelyasamanagementtoolwithinDMTstoplananddeliverservices.Eachserviceproducesitsownthree-yearserviceperformanceplan,whichsetsouthowitsservicealignswiththecouncil’scorporatepriorities.Tomeetthecouncil’srequirementsundertheSPMS,eachplancontainsthefollowinginformation:
serviceprofileandpurpose
•
•
•
•
•
•
contextandenvironmentinwhichtheserviceisworking
reviewofpreviousplans
keymanagementandserviceobjectivesandactionplans
resourcesandperformanceinformation.
51.ProgressagainsttheobjectivesoftheserviceplansisreviewedwithinthecontextoftheSPMS,andismonitoredbytheBVAFandtheCMTandthroughone-to-onemeetingsbetweenthechiefexecutiveanddirectors.Moreneedstobedonetoimprovetheintegrationoffinancialandserviceplanning;thisisdiscussedfurtherinPart�.
Openness and accountability
Thecouncilgenerallyconductsitsbusinessinanopenmanner.However,theBVAFconductsitsbusinessinprivate,contrarytogoodpracticeguidance.
52.Thecouncilgenerallyconductsitsbusinessinanopenmanner.Committeedebatesanddecisionsonmajorprojects,initiativesandinvestmentssuchastheschoolsimprovementprogramme,developmentofFalkirkStadiumandthetowncentreregenerationareclearlydocumentedandrecorded.53.TheSchemeofDelegationandStandingOrdersprovidefortheuseofarangeofmechanisms,suchasmember/officerforums,toallowforwidermemberengagementinpolicydevelopment.ScrutinycommitteesandPolicyandResourcesCommitteehaveexplicitpowerstoestablishsuchforumstoexploreissuesandreporttofullcouncil.Arecentexampleofthisisamember/officerforumthatconsideredfutureoptionsforpoliticalstructurespriortotheMayelections,althoughnodecisionsonstructuresweremadeatthattime.
54.TheBVAFactsasthemainmechanismforscrutinisingthe
•
•
•
•
��
council’sperformance,inadditiontoconsideringinternalandexternalauditreports.Ittakestheleadroleindevelopingandscrutinisingbestvalueperformance,includingservicereviews,reviewingAnnualServicePlansandQPRs.Itischairedbytheleaderofthecouncilandcomprisestheleadersofallpoliticalgroups,aswellastherelevantconvenorsandoppositionspokespeopleforspecificitemsofbusiness.AllmembersareentitledtoattendBVAFmeetingstoobserveproceedings.BVAFitselfhasnodecision-makingpowersandrefersitsrecommendationstothePolicyandResourcesCommittee,aformalcommitteeofthecouncilandthusapublicforum,forratificationanddecision-making.
55.Theforumconductsitsbusinessinprivate.Thecouncil’sview,oversuccessiveadministrations,isthatthisallowsformoreopen,constructivediscussionandlesspolarisedchallenge.Thisisnot,however,inlinewithgoodpracticeguidanceforauditcommittees,setoutbyCIPFAinAudit Committee Principles in Local Authorities in Scotland.The�00�/07annualreporttomembersandtheControllerofAuditnotesthisconcern.Theongoingreviewofpoliticalanddecision-makingstructuresprovidesanopportunitytoreconsidertheroleandstatusoftheBVAF.
Publicperformancereporting
Thecouncilhasrecentlymadegoodprogressindevelopingpublicperformancereporting.Publicfeedbacksuggeststhatthecouncil’sexternalcommunicationsarewellregardedandwidelyread.
56.Publicfeedbackindicatesthatexternalcommunicationsaregenerallywell-regarded.Falkirk Council Newsisrespected,trustedwithinthecommunityandprovidesabalancedversionofthecouncil’sperformance.Inthe�00�CustomerSurvey,77percentofresidentsratedtheFalkirk Council Newsasusefulintermsofobtaininginformationaboutthecouncil.Therehavealsobeenrecentimprovements
tothecouncil’swebsite.ThePerformanceZonesectionprovidesausefulandup-to-datesummarypictureofserviceperformance.Committeepapersareavailableonlineinadvanceofmeetings.
57.TheplannedpurchaseofanelectronicperformancemanagementinformationsystemandtheintroductionofrefinementstothesystemofQPRs–bothimminent,willcontributetofurtherimprovementsinbothexternalandinternalperformancereporting.
Consultationandcommunityengagement
Thecouncilundertakesawidevarietyofconsultationandengagementactivitiesbuttheireffectivenessislimitedbythelackofastrategicandcoordinatedapproach.
58.Thecouncilhasputinplaceanumberofmechanismstoengageitscustomers,communitiesandbusinessesinitswork.Everytwoyears,thecouncilcarriesoutamajorcustomersurvey.The�00�surveyassessedresidents’attitudesacrossarangeofissuessuchasthequalityoflifeinFalkirk,perceptionsofsafetyandcrime,experienceofaccessingservicesandprovisionofinformationaboutthecouncil.Eighty-onepercentofrespondentsweresatisfiedwithFalkirkasaplacetoliveand7�percentfeltwellinformedabouttheworkofthecouncil.Thefindingsofthissurveyarereportedtocommitteesandthepublic.Throughthissurvey,thecouncilhasgainedagoodunderstandingofcitizens’viewsandrespondspositively.Forexample,in�00�,itopenedacontactcentreinresponsetocustomerpreferencesforcontactingthecouncilbytelephone.
59.Consultationplaysanimportantpartinservicedesignanddeliverywithinlocalcommunities.Changeshaveincludedthere-sitingoftheBo’nesslibraryandthestrongemphasisoncommunityusageinthedesignofthenewschools.MuchofthisworkisdriventhroughtheCommunityPlanningarrangements.
Areaforumsarestartingtorepresentcommunityviewsonlocalissuesanddrivethedevelopmentoflocalcommunityplans.Membershipincludeslocalresidents,electedmembers,voluntarygroupsandrepresentativesoftheCPP.
60.Thecouncilhasdevelopedspecificandtargetedapproachesforhard-to-reachgroupssuchasblackminorityandethnicgroups,migrantworkersandyoungpeople(Exhibit�).
61. Engagementwithlocalbusinesshasbeenakeyfeatureoftheworkofthecouncilinrecentyears,whichisparticularlyimportantgiventhebackdropofthecouncil’sambitiousregenerationprogrammeforthearea.TheFalkirkBusinessPanelwasestablishedtoprovideavaluableinterfaceanddiscussionforumbetweenlocalbusinesses,thecouncilandpartnerorganisationssuchasScottishEnterpriseForthValley.Italsoactsasamechanismforadhocconsultationexercisesonissuessuchastowncentreregeneration.During�00�/07,membershipofthepanelincreasedby��percentfrom���to7��.Thecouncilalsoorganised��businesspaneleventssuchasBreakfastBriefings.Feedbackfromthoseattendingtheseeventswasverypositivewith9�percentofbusinessesratingthemaseither‘good’or‘excellent’.62.Thereisscopetoimprovethiscommunityengagementbystrengtheningitsstrategiccoordination.Thecouncilhasyettoapproveacommunityengagementstrategyandthereisnoformalcoordinatedprogrammeofcorporateconsultation.TherearealsonostandingmechanismssuchasaCitizens’Panel,whichcouldbeusedbyservicestoelicitsystematicfeedback.
63.Developingamorestrategicapproachoffersanumberofpotentialbenefits.Activitiescanbeundertakeninamorecoordinatedmanner,bestpracticecanbesharedandaplatformisavailableforconsultinginstrategicorcross-cuttingareas,suchasequalities,inamoresystematicmanner.
Part�.Doesthecouncilhaveclearstrategicdirection?�7
Exhibit 6Consultation with young people In�00�,asurveywascarriedouttounderstandwhatyoungpeople(aged�0-��)thoughtabouttheareaandhowitcouldbeimproved.Threethousandquestionnairesweredistributedacrossschools,toForthValleyCollege,atCommunityEducationactivitiesandtoModernApprenticesandviathecouncilwebsite.Atotalof�,970(��percent)surveyswerecompleted.Thesurveyresultsprovidedthecouncilwithaplatformofknowledgeandunderstandingabouthowyoungpeoplefeelabouttheirarea,interestsandwhattheydo.
Thesurveyidentifiedthat,broadlyspeaking,youngpeoplefeelgoodabouttheirarea;thatitisagoodplacetogrowup(�0percent),gotoschoolin(��percent)andthatitischangingforthebetter(��percent).However,thesurveyhighlightedanumberofareasforimprovement;forexample,youngpeopledidnotalwaysknowwhatemploymentortrainingopportunitieswereavailabletothemwithinthearea.Thecouncilisactingonsuchinformation,andrecentlydevelopedabrochureentitledJob Opportunities and where you can get information and help,whichwasdistributedtoschoolswithinthearea.
Morewidely,theresultsfromthisconsultationprocessareinformingthedevelopmentoftheyoungperson’sstrategyfortheFalkirkarea,whichisalsodrawingonawiderrangeofmaterialthroughYouthLinkScotlandandinformationfromtheintegratedchildren’sservicesplan.
Source: Audit Scotland, 2007
Part�.Isthecouncilorganisedtodeliverbetterservices?�9
Thecouncilhaswell-developedarrangementsformanagingCommunityPlanningandjointworking,staff,ICT,equalities,andsustainabledevelopment.Commitmenttocontinuousimprovementthroughoutthecouncilhasledtotangibleserviceimprovementsincludingonlinepurchasing,increasedwasterecyclingandenhancedaccesstocustomerservices.Thesearrangementsprovideasoundbasisfromwhichtodeliverandimproveitsservicesinthefuture.
Moreworkisrequiredtoembedarangeofrecentlydevelopedstrategiesincludingassetmanagement,procurementandriskmanagement.Greatersystematicmonitoringoftheservicereviewprogrammeisneeded.Sicknessabsenceremainsakeyareaforattentionbythecouncil.
Working with partners
CPP
ThecouncilhasputinplaceaneffectivestructureforCommunityPlanning.Itisworkingwellwithpartnerstoaddressprioritiesthroughthethemedimplementationgroupsandsometangibleoutcomesarebeingachieved.Theimplementationoftheperformancemanagementframeworkwillenhancetheexistingarrangements.
64.CommunityPlanninginFalkirkisbasedroundsixkeythemes:
improvingtheperformanceofthelocaleconomyandtourism
enhancinglifelonglearningandopportunity
creatingsustainablelocalenvironmentandimprovingtransport
regeneratingcommunities
•
•
•
•
enablingcitizenstolivesafely
improvinghealthandwell-being.
65.Totranslatethesethemesintopracticalaction,thecouncilhasputinplaceadetailedCommunityPlanningstructure(Exhibit7,page�0).
66.Thethree-tierstructureensuresaholisticandjoined-upapproachtoCommunityPlanning.Thethemedimplementationgroupsarestartingtodeliverrealchangeonthegroundbyprovidingcreativesolutionstothestrategicchallengessetbytheleadershipandmanagementgroup(Exhibit8,page��).Theintroductionofcross-cuttingthemeshasallowedthedevelopmentofsolutionstoissuesthatinvolveanumberofpartnerssuchasmigrantworkersandcommunityregeneration.
67.Partnersarebroadlypositiveaboutthestructuresandtheextenttowhichtheyprovideaneffectiveframeworktosupportdeliveryoftheobjectivesofthestrategiccommunityplan.Specifically,oursurveyof��CPPsfoundthat:
�0respondentsbelievedthecouncilleadscommunityplanningeffectively
��identifiedthatjointworkingbetweenthecouncilandtheirorganisationissignificantlyinfluencedbytheCommunityPlanningprocess
��confirmedthatthebroadvarietyofpartnerinterestsisaccuratelyreflectedinthepartnership’splans.
68.WhenassessedagainstAuditScotland’sCommunityPlanningevaluationframework(Community planning: an initial review,June�00�),FalkirkCPPisperformingwellinleadership,sharinginformation,planningandimplementingprioritiesandactionsandresources.Itisbuildingitseffectivenessintheremainingareasofcommunityengagementandperformancemanagementandreporting.
•
•
•
•
•
69.TheCPP,ledbythecouncil,isplanningimprovementsintheseareas.TherecentlyimplementedPerformanceManagementFrameworkwillprovidethebasisfortheimplementationgroupstoreportprogressandperformanceonpriorities.Thisisanimportantdevelopment,astheleadershipgroupcurrentlycannotevidencetheperformanceofthepartnershipagainstthestrategiccommunityplan.ThenewframeworkwilladdressthisandprovideaclearfoundationtoundertaketheannualreviewofCPP.Theadoptionofthecouncil’sCommunityEngagementStrategybythepartnershipwouldensureamorestrategicandcoordinatedapproachtocommunityengagement.
Jointworking
Thecouncilhasusedjointworkingeffectivelytodeliverserviceimprovementsandsupportregenerationofthearea.
70.Jointworkingtakesplacewithinthecouncil,withexternalpartnersandthroughstatutorypartnerships.Forexample,across-serviceteamfromcommunityservices,educationandcorporateandcommercialservicesundertookthedevelopmentandexecutionoftheyoungperson’ssurvey(Exhibit�,page�7).TherecentInspectionofEducationAuthorites(INEA)reportbyHIME(July�007)identifiestheleadershipandincreasinglyeffectivepartnershipofthedirectorsofeducationandcommunityservicesaskeystrengths.
71.Externally,thecouncilanditspartnershavealong-establishedrecordofworkinginpartnershiptoregeneratetheareaandimproveservices,forexampleincommunitysafety,andreducingthenumberofyoungpeopleclassifiedasNEET.TheHELIXisagoodexampleofapartnershipworkingtomakeenvironmentalchanges(Exhibit9,page��).
�0
Exhibit 7Strategic community plan structure
LeaderofFalkirkCouncil(chair)NHSForthValleyScottishEnterpriseForthValleyCentralScotlandPolice
ForthValleyCollegeCentralScotlandFire&RescueCouncilfortheVoluntarySector(CVS)Falkirk&District
Leadership group
ChiefExecutiveofFalkirkCouncil(chair)NHSForthValleyScottishEnterpriseForthValleyCentralScotlandPolice
ForthValleyCollegeCentralScotlandFire&RescueCVSFalkirk&District
Management group
Lifelong learning& opportunity
Jointlead:ForthValleyCollegeand
FalkirkCouncil
Lifelonglearningandopportunitesforthe
communitywithpriorityformore
vulnerable,hard-to-reachgroups
Community safety
Lead:CentralScotlandPolice
Crime&fearofcrimeFire&accident
preventionRoad&personal
safetyDomesticabuse
RacialharassmentVictimsupportNeighbourhood
antisocialbehaviour
Improving ourneighbourhoods
Lead:FalkirkCouncil
HousingstrategyHomelessnessNaturalheritage
WastemanagementAreaimage
enhancementBuiltandnatural
environmentTransportandinfrastructure
Estatesmanagement
Health
Lead:ForthValleyNHS
CommunitycareJointfutures
SubstancemisuseHealthimprovementHealthinequalities
OlderpeopleAccessibility&
provisionofhealth-careservices.
Economicdevelopment &
tourism
Lead:ScottishEnterpriseForth
Valley
EmploymentTrainingCultureLeisureTourism
EnterpriseInwardinvestment
Cross-cutting themes
CommunityregenerationSustainabledevelopmentCommunityengagement
PublicsectorreformEqualopportunities&equalityofaccess
Children&youngpeople
Source: Falkirk Strategic, CPP, 2007
Part�.Isthecouncilorganisedtodeliverbetterservices?��
Exhibit Title
Source:
Exhibit 8Examples of impacts from Themed Implementation Groups
ThemedImplementationGroup
Examplesofkeyachievements
Economicdevelopmentandtourism
SuccessfuldeliveryofprojectssuchasFalkirkGateway,through‘MyFuturesinFalkirk’(MFiF)apartnershipbetweenScottishEnterpriseForthValley,BPGrangemouthandFalkirkCouncil.
•
Lifelonglearningandopportunity
Developmentoflearning-basedsupportformigrantworkersandtheirfamilies,includingpublicationofabookletoutliningthedifferentservicesavailableandhowtoaccessthem.
SuccessfulimplementationofNEETStrategy.NEETlevelsarecurrentlyattheirlowestlevelforfiveyears.
•
•
Communitysafety Developmentof‘WhoCares’Initiative–ananti-racismprojectwhichhasbeendeliveredacrossallsecondaryschoolsinFalkirk.Inthesixmonthsfollowingcompletionoftheschemetherewasa�0%reductioninthenumberofracialincidentsbyunder��s.
EstablishmentofAlcoholProblem-SolvingPartnership,toaddressissuesassociatedwithunderagedrinking.
•
•
Health Successfulimplementationof‘ActiveForthScheme’,aphysicalactivityprogrammetoaddresshealthinequalitiesacrossForthValley.Inthelastfouryearsithastakenmorethan�00referralsfromlocalGPsandhealthprofessionals.Theschemehasreceivedpositivefeedbackfromusers.
•
Source: Audit Scotland, 2007
Exhibit 9 HELIX Environmental Project
TheHELIXisaninnovativeprojectwhichhasbeendrivenbyapartnershipofFalkirkCouncil,BritishWaterwaysScotlandandCentralScotlandForestTrust.Theaimistotransforma�00-hectarelandscapebetweenFalkirkandGrangemouthintoathrivingenvironmentalcommunity.
TheHELIXisoneofonlythreeUKprojectstohaverecentlysecuredfundingfromtheBigLotteryFund’sLivingLandmarksprogramme.ItwastheonlyScottishproposalawardedfunding,receivinga£��milliongrant.TheHELIXalsoformsakeyprojectintheMFiFeconomicregenerationinitiativeaimingtocreateacommunity-basedresourcethatwillbringenvironmentalandeconomicbenefitstotheFalkirkCouncilarea.
Theprojecthasdevelopedoverthelasttwoyearsthroughsignificantcontributionsfromcommunitycouncils,thevoluntarysector,landowners,smallbusinessesandCommunityPlanningpartneragencies.InordertodelivertheHELIX,aTrustwillbeestablishedwhichwillincluderepresentativesfromthepartnershipandcommunityrepresentatives.
Oncecompleted,theHELIXwilloffer:
��kilometresofpathsandcyclenetworks
7�0,000newtrees
fivenewbiodiversitynatureparks
newemploymentopportunitiesthroughcommunityenterprisebusinesses
a�.8�kmcanallinklinkingGrangemouthwithScotland’sextensivecanalnetwork.
WorkisexpectedtostartontheHELIXin�008andwillprogressoverthreedistinctphases,spanningaten-yearperiodandbeyond.
•
•
•
•
•
Source: Audit Scotland, 2007
��
Managing resources
Managingpeople
Thecouncilundertakesarangeofactivitiesthatrecognisethecontributionemployeesmaketotheorganisation.Therearehighlevelsofemployeesatisfactionwithtraininganddevelopment,flexibleworkingandinternalconsultationandcommunicationmechanisms.Thecouncilhasrecentlyputinplaceaprogrammetosupportemployeesfacingchangesarisingfromthesettlementofthesinglestatusagreement.Highlevelsofsicknessabsencerequireurgentattention.
72.FalkirkCouncilemployed�,�09full-timeequivalent(FTE)staffatSeptember�007or��.�FTEstaffper�,000headofpopulation,veryclosetotheaverageforallScottishcouncils(��.7).
73.ThecouncilhasrecentlyadoptedaHumanResourcesandWorkforceStrategy�007-�0(October�007).Thestrategyarticulatesaclearhumanresources(HR)visionforthecouncilandmakesexplicitlinkageswithcurrentcorporatepriorities,throughitscontributiontothestrategicplanningandmanagementsystem(SPMS)framework.Achievementsandfuturecommitmentsarelistedundereachpriorityarea.Thisprovidesaclearframeworkfordeliveringprioritiesbutitistooearlytojudgeitsimpact.
74.Thecouncilhasimplementedthesinglestatusagreementbutthe�007HealthNeedsAssessment(HNA)surveyandstafffocusgroupssuggestedthattheagreementhasaffectedstaffmorale.Thesurveyfoundthat�9percentofrespondentstothestaffsurveythoughtthatstaffsatisfactionhadnotimprovedoverthelast��months.Thesameproportionofrespondents,however,wouldrecommendthecouncilasagoodplacetowork.
75.Thecouncilrecognisestheimportanceofthesinglestatusagreementandhasbegunaconsultationprogrammewithgroups
ofstafffacingchangesfollowingtheimplementationoftheagreement.Amember/officerSingleStatusChangeImplementationGroupwasestablishedinSeptember�007,includingthechiefexecutive,leaderofthecouncil(groupchairperson),allgroupleaders,tradeunionrepresentativesandseniormanagement.Itsremitincludestheexplorationofissuessuchasjobredesign,ring-fencedrecruitment,structureredesignandoffersofvoluntaryseverance.Inadditionandseparatefromtheagreement,thecouncilhasimplementedarangeofflexibleworkingpracticesincludingflexitimeandcompressedhours.
76.Thecouncilrecognisesthecontributionmadebyitsemployees.Examplesofthisinclude:
acorporatepolicyontheroll-outofInvestorsinPeople(IiP)acrossservices(thishasalreadybeenachievedincorporateservices)
achievingtheScotland’sHealthatWork(SHAW)GoldAwardforhealthatwork
•
•
establishing‘CelebratingSuccess’awards,whichareapopularwayofrecognisingtheachievementofcolleagues.
77.Stafffocusgroupsconfirmedthattherearearangeofeffectivecommunicationmechanisms,includingteambriefings,structuredone-to-onemeetingsbetweenlinemanagersandstaff,thecouncil’snewsletterSpeakeasyandtheintranet.TheHNAsurveyalsofoundimprovingsatisfactionwithinternalcommunications.Seventypercentofrespondentsfeelthattheyreceivesufficientinformationabouttheworkofthecouncil.
78.Thecouncilhasacorporatetraininganddevelopmentpolicy,whichissupportedbyinvestmentatacorporatelevelandwithindepartments.Alldepartmentshaveadedicatedbudgetheadofmorethanonepercentofthetotaldepartmentalbudgetfortraininganddevelopmentactivities.Thecouncilisalsoinvestinginleadershipdevelopment(Exhibit�0).
•
Exhibit 10Developing Leadership – achieving outcomes for the council and the individual from the ILM courseFalkirkCouncilhasbeenanaccreditedcentrewiththeILMfornineyears.Duringthisperiod,atotalof��0employeeshavecompletedtheprogramme,with��0employeesparticipatinginthemostrecentthreeroundsofILMcourses.Thepurposeoftheprogrammeistosupportandencourageprofessionaldevelopment,inlinewiththeScottishGovernment’sLifelongLearningStrategy.
Inadditiontosupportingemployeesintheircontinuousdevelopment,thecouncilalsobenefitsfromtheprojectsundertakenbyparticipants.Examplesincludeaguidetoeducationservicesforparentsandcarers,whichhasseenbenefitsinsavingbothcustomerandstafftime.ThecouncilrecognisestheachievementsemployeeshavemadethroughtheILMprogrammeatanannualawardceremony.‘ProjectoftheYear’and‘LearneroftheYear’awardsarepresentedtoparticipantsdemonstratingexcellence.
FromOctober�007,theILMprogrammewilloffertheILMTeamMemberaward,whichwillmeanthatthereisILMaccreditedtrainingavailabletoeveryemployeeofthecouncil.
Source: Audit Scotland, 2007
Part�.Isthecouncilorganisedtodeliverbetterservices?��
79.ATNAandone-to-onereviewprocessesarethemainmechanismstoensurethatindividualemployees’trainingneedsareidentifiedandaddressed.Responsibilityforthisisdevolvedtoservices,whichaimstoensurealignmentbetweenindividualtrainingneedsandoverallserviceplanningneeds.The�007HNAsurveyindicatesthat7�percentofstafffeelthattheirtrainingneedsarebeingmet,and��percenthavemetwiththeirmanagertoreviewtrainingneeds.Atpresent,HRdoesnotcentrallycollateinformationoncompletedTNAs,andthecouncilthereforecannietherdemonstratevalueformoneyfromitsinvestmentintrainingnormonitorequityofaccessacrossserviceareasandlocationstotraininganddevelopment.Thereare,however,arangeofmechanismsinplacetoevaluatetheoperationalimpactoftraining,includingquestionnairesformanagersconcerningimprovementinemployeeperformanceandfocusgroups.
80.FutureplansfortheTNAandone-to-oneprocessesfocusaroundfulfillingthespecificrequirementsfortheIiP,whichthecouncilhopestoachievebyDecember�008.ThedevelopmentoftheAchievementandPersonalDevelopmentScheme(APD)willresultinaPersonalDevelopmentPlan(PDP)foreachemployee,containingdetailsoftheirbusinessobjectives,personaldevelopmentobjectivesandtrainingneeds.Currently,thecouncil’selectronicpersonnelsystem,Resourcelink,isbeingadaptedtocollateallTNAdatacentrally.
81.Thecouncilneedstoreducesicknessabsence,particularlyamongcraftemployees.PerformanceinthisareahasbeenconsistentlypoorandiswellbelowtheScottishaverage(Exhibit��).Bysharpcontrast,thelevelofabsenceamongstteachersisthelowestinScotlandat�.�percent(animprovementof0.7percenton�00�/0�).
82.Inlate�00�,thecouncilundertookareviewofitsattendancepoliceswhichresultedinarangeofpolicyimprovements.Theseincludedbettertrainingandproceduralinformationforlinemanagers,areviewoftheoccupationalhealthproviderandanursecontactcentrepilot,whichranfromOctober�00�toMarch�007inthreeservicesandreducedabsenceby8.��percent.However,therecurrentannualcostsofthisinitiativewereestimatedat£��0,000perannumandthecouncildecidednottoproceed.
83.Giventhesepersistentlyhighabsencelevels,thecouncilneedstoconsiderarangeofoptionstoaddresstheproblem.Inadditiontoexistingplans,measuresmayincludepresentingmoredetailedinformationtoelectedmemberstoquantifythecostoflostdays,exploringthepotentialofspend-to-saveinitiativeswithelectedmembersandidentifyinggoodpracticefromthecouncil’sownperformanceinmanagingabsenceamongteachingstaff.
Exhibit 11Sickness absence trends in Falkirk Council
Source: Accounts Commission SPIs 2004/05 to 2006/07
% o
f em
ploy
ees
Falkirk Scotland
2004/05
2005/06
2006/07
0
2
4
6
8
10
% o
f em
ploy
ees
Falkirk Scotland
2004/05
2005/06
2006/07
0
1
2
3
4
5
6
7
8
Percentageofworkingdayslostthroughsicknessabsenceforcraftemployees
Percentageofworkingdayslostthroughsicknessabsenceforchiefofficersandlocalgovernmentemployees
��
Managingfinance
Thecouncildemonstratesgoodfinancialstewardshipbutitneedstoimplementitsplanstoimprovethealignmentofcorporateandfinancialplanning.Thereisalsoscopetoimprovearrangementsforlonger-termfinancialplanning.
84.Althoughtherearesomeelementsoflonger-termfinancialplanninginplace,thecouncildoesnothaveamediumtolong-termfinancialstrategythatmodelstheeffectsofspendingdecisions,long-termdemographicchanges,borrowinglevels,etc.Thecouncildecidedthatthiswasoflimitedvaluegiventheuncertaintyoverfuturefundingsettlements,butthereisariskthatthiswilllimititsabilitytoachieveitsobjectivesbeyondthethree-yearbudgetinghorizon.
85.Thecouncilhasarobustframeworkforfinancialmonitoringandreview.ExistingbudgetarycontrolmethodsaresoundandregularreportsaresubmittedtomembersforreviewthoughtheBVAFandPolicyandResourcesCommittee.Therehavebeennosignificantoverspendsinrecentyears.FurtherevidenceofgoodfinancialstewardshipcomesfromtheAuditScotlandreportFollowing the Public Pound(�00�),whichassessedeachcouncil’sperformanceagainstthestatutorycodeofguidanceforfundingexternalbodies.Falkirkdemonstrated‘highperformance’overallagainstthecode,andhadasingleprocessforfundingapplicationsfromexternalparties.
86.ThecouncilhasrelativelyhighlevelsofreservesincomparisontootherScottishlocalauthorities.AsatMarch�007,thecouncilheldcash-backedreservesandfundsof£��.��millionincludingageneralfundbalanceof£��.�million.Thereareclearplansinplacetousethisfunding,tosupportarangeofcorporatepriorities.Some£��millionofthegeneralfundhasbeenearmarkedforspecificpurposes(including£7millionasacontributiontofundinga
projecttodeliverfournewsecondaryschools,£7.9milliontomeethousingrevenueaccountcostsinfutureyearsand£�.�millionfordevolvedschoolmanagement)leavinganon-earmarkedbalanceof£7.�million.Thisisinlinewiththecouncil’sreservestrategy.
87.Three-yearbudgetsareinplacewithinthecouncilcoveringtheperiod�008/09to�0�0/�0��.Theprocessforbudgetsettingisastepupfromincrementalbudgetinginthatthereisconsiderationofthecouncil’sprioritiesandavailableresourcesindeterminingbudgets.However,thecouncilcannotyetdemonstratethatfinancialresourcesarefullyalignedtotheobjectivesandprioritiessetoutinthecorporateplanandthevariouscorrespondingserviceperformanceplans.
88.Thecouncilhasrecentlyimprovedthelinksbetweencorporate,serviceandfinancialplans.Thisinvolveschangestothetimeframetoallowalignmentofplansandbudgetsandchangestothe‘resourcing’sectionofserviceplanstoincludeissuessuchasservicedeliverychangesandcapitalinvestmentdecisions.Thecouncilproposestointroducethesechangesintothe�008/09planningprocess.
89.Capitalplanningarrangementsarewellestablished.Capitalinvestmentplansarepreparedonarollingthree-yearbasisandarebeingdevelopedinaccordancewiththeprudentialcode.Anallowanceisbuiltintothecapital-planningprogrammeforslippage.
90.Thecouncil’sfirstEfficiencyStatementcovering�00�/07showsefficiencygainsof£�.9million.Thestatementrecords�9specificsavingsachievedunderthesixthemesofprocurement,managingabsence,assetmanagement,sharedservices,streamliningbureaucracyandother.However,theReporttoMembersandtheControllerofAuditonthe�00�/07Audit,commentedonthecouncil’scapacitytoquantifyspecificsavingssystematically:‘inlinewithmostothercouncils,thecouncildoesnothaveaneffectivesysteminplacetoevidence
thatefficiencysavingsresultedintherebeingeithernolossofserviceforlessresourcesorimprovementstotheserviceforthesameresources.’
Managingrisk
Thecouncilneedstoimplementaneffectiveriskmanagementframework.
91.Thecouncil’sapproachtoriskmanagementincludestheestablishmentofacorporateriskmanagementgroup,acorporateriskregisterandservice-basedriskmanagementactionplans.
92.A�007internalauditreportconcludedthatkeyelementsofanoverarchingriskmanagementframeworkwerenotinplaceorrequireupdating.Theseinclude:
clarifyingtherolesandresponsibilitiesoftheriskmanagementstakeholders
reviewingtheriskmanagementpolicyandstrategy
reviewingtheroleoftheCorporateRiskManagementGroup
ensuringthatriskmanagementispartofthebusinessplanningprocessandthatthereisaclearlinktothestrategicplanningprocess.
93.Thereportincludesanactionplan,inwhichthecouncilhasagreedthestepsneededtoaddresstheweaknessesidentified.Aspartofthisimprovementprocess,CMThasagreedtheappointmentofacorporateriskmanagertocoordinateriskmanagementacrossthecouncil.Furthermore,thecouncilrecognisesitneedstoextendriskmanagementtoCommunityPlanningandtogetherwithitscommunityplanningpartners,isactivelydevelopingariskmanagementframeworkforthepartnership.
•
•
•
•
Part�.Isthecouncilorganisedtodeliverbetterservices?��
Procurement
Inrecentyearsthecouncilhasmadegoodprogressinitsapproachtoprocurementthroughenhancingcontractcompliance,partnershipworkingandgeneratingefficiencysavings.
94.Therecentreviewofprocurementbyinternalauditidentifiedthatgoodprogresshasbeenmadeoverthelastthreeyears.Itconcludedthatsubstantialassurancecouldbeprovidedinfiveoutofsixkeyareascovered,includingstrategies,policiesandprocedures;overallcontrolframework;contractmanagementarrangements;liaison;andjointworkinganduseofpurchasingcards.Intheremainingarea,governancearrangements,onlylimitedassurancewasevidenced,whichthecouncilisnowaddressing.
95.Setagainstthisbackdrop,andtoensurecompliancewiththestandardsoutlinedintheMcClellandReport,thecouncilhasputinplaceanewprocurementstrategyfor�008-�0.EnhancedgovernancearrangementsincludetheestablishmentofaProcurementNetwork,directedbyaProcurementBoardandsupportedbyUserIntelligenceGroups,coveringallareasofcouncilspending.ThestrategyprovidesaclearactionplanwhichidentifieshowthecouncilwillachievethesuperiorperformancelevelsidentifiedintheMcClellandReport.Goodpracticeguideswillbedevelopedthroughthelifeofthestrategy,whichcoverorganisationalcompliance,procurementforcouncilservices,sustainabilityandefficientprocurement.
96.Inthelastfiveyears,thecouncilhasbeensuccessfulindevelopingitsapproachtoe-procurement.Newinitiativesincludethedevelopmentofanin-housetenderingfacility,onlinesuppliercataloguesandelectronicorderingsystems,increasingtheuseofpurchasecardsandconsolidatinginvoicesforpayments.Thesehavecontributedtotherealisationofprocurementefficiencies,forexample
savingswithinthecateringdivisionofthreehoursperweekpercateringestablishmentand£�0,000forinvoiceprocessingcosts.
97.Thenewprocurementstrategyalsoincludesspecificactionstofurtherdevelope-procurementforexample,theextensionoftheelectronicorderingandpaymenttoeducationservices,reviewingcapitalpaymentproceduresandexpansionoftheIntegrafinancialsystem.
98.Thecouncilproduceditsfirstefficiencystatementfor�00�/07.Aspartofthis,thecouncilhasbeguntosystematicallyrecordandidentifyefficiencysavings.Procurement-relatedsavingsof£�.�7millionwerereported(Exhibit��).
99.Underpinningthecouncil’sapproachtoprocurementisawillingnesstodevelopnewpartnershipsandservicedeliverymodels.Forexample,thecounciliscurrentlyutilisingaNon-ProfitDistributingOrganisation(NPDO)modeltoreplacefoursecondaryschools.
100.ThecouncilisinvolvedinajointbuyingarrangementwithClackmannanshireandStirlingCouncilsandCentralScotlandFireandRescueService.Thearrangementscovervariouscontractsincludingvehicleandplantsupplies,ICTandotherproducts.Therearecurrently��contractswithFalkirkCouncil’sshareoftheannualcontractvalues
amountingto£�0.7million.Thecouncilcandemonstrateexamplesofprocurementsavingsthroughthejointbuyingarrangement,althoughitisnotpossibletoquantifythetotalfigureofsavingsattributabletothepurchasingconsortium.ThecouncilalsoundertakesbenchmarkingwithABCandScotlandExcel.Inlightoftheemergingnationalprocurementmodels,however,thecouncilwillneedtoevaluateandquantifythebenefitsofitsapproachtocollaborativeprocurement.Thisisrecognisedwithinthecouncil’snewprocurementstrategyandcorporateimprovementplan.
Managingassets
Anewcomprehensivecorporateassetmanagementplanisinplacebutitistoosoontojudgeitsimpact.
101.Thecouncilhasaportfoliooftangibleassetsvaluedatapproximately£���million.Thiscomprisescounciloperationalbuildings,housingandcommunitybuildingandcommercialpropertiesaswellasparks,roadsandpublicopenspace.
102.InAugust�007,thePolicyandResourceCommitteeapprovedthecouncil’sCorporate Asset Management Plan 2007-2010 Better Assets, Better Services.Itprovidesacoordinatedapproachacrossallservicesandprogrammesofactivitiesthatmeetscustomerexpectationsandenablesstandardstobeimproved.
Exhibit 12Efficiency savings relating to procurement
Area of savings £
Cleaningmaterials ��0,000
Energy 800,000
Computers �80,000
Other �0,000
Total £�.�7million
Source: Falkirk Council, 2007
��
103.Thereisevidenceofagreatdealofworkwithintheareaofassetmanagementbutitistooearlytoassesstheeffectivenessofthecouncil’soverallstrategicapproach.Onlythreeoutofeightserviceassetmanagementplansaredeveloped,withgapsinkeyareassuchascommunityservices,carehomesandparksstrategy.
104.Thecouncil’sapproachtoassetmanagementsupportsthecorporateandserviceplanningandcapitalinvestmentprocess.Itrecognisesthatwithanincreasingpopulationandmajordevelopmentsthroughtowncentreregeneration,itmustdevelopaportfolioofassetsthatmeetthedemandsofessentialservicessuchasschools,librariesandaffordablehousing.
105.TheCMTsteersthedevelopmentoftheplantoensurethatitmeetscorporateobjectives.Thedirectorofcommunityservices,whochairstheassetmanagementgroupswhichbringstogetherrepresentativesfromeachservice,leadsresponsibilityforthis.ProgressisreportedthroughthePolicyandResourcesCommittee.Thesedevelopmentstogetherprovideausefulframeworkwithinwhichthecouncilcanmanageitsassetsmoreeffectively.
106.Whilethecorporateassetmanagementplanisrelativelynew,thecouncilhasbeendrivingforwardarangeofprojectsandinitiatives.Anassessmentofboththeconditionandsuitabilityofthenon-housingpropertyportfoliohasbeenconducted,whichidentifiesthat7�percentofthenon-housingpropertyportfoliomeetsserviceneedswithonlyminorimprovementorredesignandonlyroutinemaintenanceorminorrepairsrequiredinthenextfiveyears.Oftheremaining��percentoftheportfoliodeemednottomeetcertainserviceorconditionneeds,plansinclude:
replacementoffoursecondaryschools,withmodernfit-for-purposefacilities
•
investmentof£��millionintheschools’estate
investmentandupgradestocommunityandleisurefacilities.
107.Thecouncilmanagesastockof�7,000houses(atApril�007).However,atpresent�7percentofthehousingstockwouldnotmeettheScottishHousingQualityStandard(tobeintroducedin�0��),largelybecauseofshortcomingsinenergyefficiency.Plans,approvedbyCommunitiesScotland,areinplacetoaddressthisbythedeadlineof�0��.
108.Therearechallengesintakingforwardthiscorporateassetmanagementplan.Inparticular,majorimprovementsandrepairarerequiredtoofficeaccommodation.Thecouncilplanstoundertakeastrategicreviewofthisduring�007/08.
ICT
ThecouncilismakinggoodprogressinmodernisingservicedeliveryusingICT.SpecificdevelopmentssuchasthecustomercontactcentreandCustomerfirstsystemarehelpingtoimprovethecustomerexperience.
109.TheprioritiesformodernisingservicedeliveryusingICTarearticulatedintwokeydocuments:therecentlypublishedICT Strategy andthe 21st Century Action Plan.Bothdocumentsprovideafocusforthemodernisationagendaacrossallserviceswithinthecouncilandidentifythefollowingkeypriorities:
improvingpublicaccesstoinformation
integratingfrontandbackofficesystemsandprocessestoimproveperformanceandastrongercustomerfocus
improvingcitizenconsultationandcommunication
•
•
•
•
•
achievingtheScottishExecutive’sElectronicServiceDelivery(ESD)targets
deliveringbettercustomerservices.
110.ICTisbeingusedtomoderniseanddeliverbetterservicestocustomers.Keyachievementsinclude:
Establishmentofacustomercontactcentrein�00�.
Thedevelopmentanddeliveryofacommunityportal’Falkirkonline’.
Relaunchofthecouncil’swebsite,whichrecordedoveronemillionvisitsduring�00�/07andfullymeetstheobligationsoftheDisabilityDiscriminationAct,thusmakingitaccessibletoawiderandmoreinclusiveaudience.Italsoprovidesgreateraccesstoon-lineservicessuchasrequestsforspecialuplifts,libraryreservationsandcounciltaxtransactions.
Establishmentofavirtualteacher’scentre,whichissupportingteachersinusingICTinlearningandteachingandhelpingschoolstodevelopmorecreativeapproachestoICT.
111.Tounderpindeliveryofthe��stCenturyGovernmentstrategytoprovideamoderncustomer-focusedservice,thecouncilhasdeliveredthefirststageofitsCustomerRelationshipManagement(CRM)Project,acentralisedelectroniccomplaintssystem,Customerfirst.Staffdealingwithcustomercomplaintsnowhaveaccesstoeverycontactthecustomerhasmadeandallthesubsequentcommentsrecordedbyofficers.Writtennotesaddedtothesystemarenowheldinoneplace.Thisuniqueviewofcustomers’detailsavoidsstaffthroughoutthecouncilhavingtotransfercustomercallsbetweenservicesandprovidesamoreuser-friendlyapproach.
112.ThecouncilismakinggoodprogressagainstESDtargetsandiscurrentlyaheadofthenational
•
•
•
•
•
•
Part�.Isthecouncilorganisedtodeliverbetterservices?�7
average.ThepostofheadofICT,formerlymainlyatechnicalsupportrole,hasremainedvacantforalmost��monthsandinterimarrangementshavebeeninplacetomaintainmomentumonkeyimprovementprojects.Otherserviceareasleadmanyofthecustomer-focuseddevelopments,butthecouncilnowneedstoprovidegreaterclarityaroundthelonger-termleadership,focusanddirectionofthisfunction.
Performance management arrangements
Thecouncilhasputinplaceacorporateperformancemanagementframework,FalkirkActiveScrutinyTool(FAST).Staffatalllevelsdemonstrateagoodunderstandingoftheframework,butperformancereportingisnotconsistentacrossservices.ThecouncilmakesgooduseofLPIstoprovideamoreroundedpictureofperformance.
113.FASTarticulatesthecouncil’sapproachtoperformancemanagementandcontinuousimprovement.Itprovidesanintegratedpictureofthecouncil’sperformancemanagementframeworkfrompriority,settingtoscrutinyandsetsoutthevariousforumsandlevelsofreporting,includingreportstocommittees,CMTandvariousstrategic,serviceandoperationalreports.
114.FASTisembeddedthroughoutthecouncil.Servicesareclearabouttheirrespectiverolesandobligationsundertheframework.Resultsfromthe�007HNAsurveysupportthisfinding:
8�percentofemployeesareclearabouttheirdutiesandresponsibilities.
7�percentofemployeesareclearaboutthegoalsandobjectivesoftheirdepartment.
7�percentofemployeesunderstandhowtheirworkfitsintotheoverallaimoftheorganisation.
•
•
•
115.Remedialmeasuresareimplementedwhereservicesidentifydecliningorpoorperformance.Forinstance,whenaSPIfallsintothebottomquartilewithindevelopmentservices,thistriggersanimmediateinvestigationofthecauseandanactionplanisrequired.AllservicesprovidequalityperformancereportstoboththeCMTandBVAFandtheseareanimportantfeatureofDMTmeetings.QPRsprovidearoundedviewofperformance,balancingSPIswithKPIsandLPIsandencompassingallformsofcontinuousimprovementssuchasbestvalueandotherbusinessimprovementtools.
116.Thereissomeinconsistencyintheapplicationofperformancereportingbyservices.Someserviceshaveadoptedtraffic-lightsystemsforQPRwhileothershavenot.Theaccuracyofthesereportsdependsonconsistent,accurateandreliablemanagementinformationanddatacollectionprocessesbeinginplaceacrossservices.TherecentCommunitiesScotlandinspectionreporthasidentifiedweaknessesinthecollectionofperformanceinformationwithinthehousingservice,particularlywithinhomelessnessservices.
117.Asaresultofthedifferentreportingformats,thereisalsosomevariabilityintheperformanceinformationprovidedtoelectedmembers,whichaffectstheirabilitytofulfiltheirscrutinyrole.Thisisofparticularconcerngiventhat�0percentofelectedmembersarenewtothecouncil.
LPIs118.EachserviceofthecouncilusesLPIstogainaroundedviewofitsperformance.AnnualServicePerformancePlanscontaindetailsofthesemeasuresandQPRsprovideregularprogressreports.Thesereflectbothserviceandcorporatepriorities.Examplesfromindividualservicesinclude:
communityservices–adultliteracyprogrammeandemploymenttraining
corporateandcommercialservices–thenumberofapprenticesandskill-seekersrecruitedwithintheservice
developmentservices–customersatisfactionsurvey;percentageofresponsesnotcontaininganunsatisfactoryreturn
financeservices–percentageofcustomercarecomplaintsrespondedtowithinsevendays.
119.Overall,LPIscomprisearangeofmanagementandservicemeasuresandtargetsandallowservicestomonitorperformanceagainsttheirpriorities.LPIsdemonstrateastrongcustomerfocusandhelpservicestoidentifyandrespondquicklytoissuesofcustomerconcern.Theyareusedtoimplementserviceimprovements.FeedbackfromelectedmembershasplayedakeyroleinrefiningthecurrentsetofLPIs,andthemeasuresareregularlyreviewed.UsedtogetherwithSPIdata,theyprovideafullerpictureofperformance.
120.Thecouncilisdevelopingitsperformancereporting,focusingonreducingvariabilityacrossservicesandthiswilltakeeffectforthe�008/09reportingcycle.Otherplansfordevelopmentincludetheapprovedpurchaseofanelectronicperformancemanagementsystem,whichwillassistintheconsistencyandcoordinationofmonitoring.Thesedevelopmentsshouldimprovetheconsistencyofperformancereportingtomembers.
•
•
•
•
�8
Scrutiny
Thereareadequatearrangementsinplaceforscrutinyofdecision-makingbutthereispotentialtoenhancemembers’roleinscrutinisingperformance.Thecouncilneedstopressaheadwithitsreviewofdemocraticstructurestorefreshitsapproachtoscrutiny.
121.Thethreemainforumsprovidingscrutinyofdecision-making,policydevelopmentandperformancewithinthecouncil(Exhibit�,page��)arethefullcouncil,fivescrutinycommitteesandtheBVAF.AsdiscussedinPart�,BVAFhasanimportantroleinscrutinisingperformanceandconductsitsbusinessinprivate.ThePolicyandResourcesCommitteesetstheoverallpolicyframeworkforothercommitteesand,ultimately,thefullcouncilscrutinisesitsdecisions.
122.Underthecouncil’sSchemeofDelegation,thescrutinyofspecificpolicyandservicedeliveryisthedelegatedroleofthefivescrutinycommittees(Exhibit�,page��).Scrutinycommitteesmeetonaneight-weekcycle.Scrutinyarrangementswereestablishedin�999andarenotfullyalignedwithcurrentcorporatepriorities.
123.Thereisa‘call-in’functionatPolicyandResourcesandScrutinyCommittees.Committeememberscan‘callin’adecisiontocouncil(eitheraspecialmeetingorthenextnormalmeeting),withinthreeworkingdaysofthecommitteeifatleastonequarterofthosepresentandvotingatameetingagree.Membershavecalledindecisionsoneightoccasionsinthelast��months,includingthenewcommunityschoolsprojectandthelocaltransportstrategy�00�-�009.IftheitemisalreadybeingreportedtoPolicyandResourcesorcouncilfromascrutinycommittee,thecallinprocedureisnotdeemednecessaryandtheissuecanbere-examinedatthatforum.
124.ScrutinyCommitteeshavedeliveredvaluablepolicydevelopmentwork,particularlyinrelationtoissuesofcommunityconcern,forexample,thegraffitiremovalproject.Theydonot,however,routinelyscrutinisethedecisionsofthePolicyandResourcesCommittee,althoughanitemmaybereferredbacktothembyPolicyandResourcesforfurtherinvestigation.Theyoperatemoreascommitteesofenquiryofferingscrutinyofpolicydevelopment,ratherthanasforumsforchallengingorscrutinisingthedecisionsoftheadministration.
125.Atpresent,anumberoffactorsconstraintheeffectivenessofscrutinyarrangements:
TheBVAF,whichoffersanimportantscrutinyrole,operatesinprivate.
MembersoftheAdministrationchairallfivescrutinycommittees–apracticecontinuedbysuccessiveAdministrations.
Theamountofscrutinythatindividualservicesreceivecanvaryassomescrutinycommitteesscrutinisearangeofserviceareaswhileothershaveamorefocusedremit.
ScrutinycommitteescanscrutinisepolicydevelopmentandmakepolicyproposalswithinapolicyframeworkdefinedforthembyPolicyandResourcesCommittee.TheycanmakerecommendationstoPolicyandResourcesCommitteebutdonot,however,havepowerstoscrutinisethedecisionsofthatcommittee.
126.AsoutlinedinPart�,thecouncilnowneedstoimplementtherecentlyapprovedreviewofpoliticalstructures.Afullandcomprehensivereviewofscrutinyarrangementsshouldconsidersuchissues.Thepublicationofthecouncil’snewcorporateplansettingoutthecorporateprioritieswillprovideagoodplatformtoconsideroptionsforthedevelopmentofthescrutinyfunction.
•
•
•
•
Continuous improvement
Thecouncilhaspromotedacultureofcontinuousimprovementinrecentyears.Staffsharethiscommitment,areenthusiasticaboutnewinitiatives,andareabletopointtorealserviceimprovements.
127.Thecounciliscommittedtocontinuousimprovement,whichisdemonstratedthroughthedeliveryofsomemajorimprovementprojectsandinitiativessuchasTownCentreRegeneration,accreditationprogrammesandachievementsinsustainabledevelopmentwithinschools.Thecouncil’scorporateimprovementplanisthekeydriverforcontinuousimprovement.TheCMTmonitorskeycorporateimprovementprioritiesmonthlyandBVAFreceivesreportsontheseonaquarterlybasis.
128.StaffacrossavarietyofservicesandgradesdemonstrateaclearunderstandingofcontinuousimprovementandciteexamplesofrealimprovementsincludingFreedomofInformation(FOI)&complaintsdatabase,onlinepaymentandpurchasing,theintroductionofCRMandbetteruseofperformancedata.AccreditationandbusinessimprovementtoolssuchasIiP,ChartermarkandISO900�arebeingusedtodriveserviceimprovements.ExternalawardsincludetheSHAWawardandCharteredInstituteofPublicRelationsPublicSectorTeamoftheYear�00�.
129.ThecouncilhasrespondedpositivelytoinspectionssuchastheHMIEinspectionoftheeducationfunctionin�00�andthefollow-upin�00�,demonstratingconsiderableimprovementsacrossthequalityindicators,whichwerereassessedintherecent�007inspection.Thecouncilactivelyaddressesrecommendationsidentifiedinannualreportsbyexternalauditorsandtherehasbeengoodprogressacrossanumberofimprovementareashighlightedinthe�00�/0�actionplan.
Part�.Isthecouncilorganisedtodeliverbetterservices?�9
Servicereviews,benchmarkingandoptionappraisal
Althoughcorporateguidanceexists,thereisaninconsistentapproachtoservicereviews.Opportunitiesforefficiencysavingsandeconomiesofscaleareyettobefullyrealised.Therevisedframeworkforservicereviewsisintendedtoaddresstheseweaknesses.
130.Thecouncildrawsupitsservicereviewprogrammefollowingrecommendationsfromthecorporatebestvalueworkinggroup,comprisingrepresentativesfromeachservice,andtheCMT.ThereareclearandcomprehensiveguidelinesinplaceforundertakingthesereviewsandmonitoringprogressviatheBVAFandCMT.Thereareexamplesofimprovementactivityacrossallservicesandserviceperformanceplansprovidedetailsofongoing,plannedandcompletedservicereviews.Recentlycompletedservicereviewsincludeabsencemanagement,buildingstandardsandinternalaudit.
131.Thereisscopeforimprovementinthecentralcoordinationandqualityassuranceofthecorporatebestvaluereviewprogramme.Forexample,itisnotclearhowmanyreviewsarecompletedatanyonetimeandplannedreviewscanberemovedfromtheprogrammeiftheyaredeemedtobeoflimitedvalue.Moreover,servicedirectorsmaydecidewhichcompletedreviewsaresubmittedtoBVAFforscrutiny.Thismeansthereisnocorporateoversightofbestvaluereviewsandefficiencygainscannotbeaccuratelyquantified.
132.Thecouncilacknowledgesthatthisasanimportantareaforimprovement.InOctober�007,theCMTconsideredarevisedframeworkforbestvalueservicereviewsandintroducedaprogrammeofstrategicreviews.Thisagreedasetofcriteriaor‘weightings’whichwilldeterminetherelativemeritsofreviewingaparticularservice,strategyorfunction.Animportantfeatureofthisapproachisthatpotentialsavingsorefficiencygainsareidentifiedaspartoftheinitialscopingforthereview.Thisapproachalsoclarifiestheapprovalandscrutiny
roleofBVAFthroughoutthecourseofthereview.Withinthisnewframework,thecouncilnowneedstomoveaheadwithimplementingitasmatterofpriority.
133.Thereiscorporateguidanceinplacecoveringbenchmarkingandoptionsappraisal.ThecouncilhasbeenparticipatingindevelopingaSharedServicefeasibilitystudywithClackmannanshire,Stirling,PerthandKinrossandEastDunbartonshire.Aspartofthepreparations,undertakenoverthelast��-��months,substantialworkwascarriedouttobenchmarkHR,finance,procurementandpayroll.Afeasibilitystudy(Exhibit��)indicatedthatFalkirkperformedbetterthanthefivecouncilaverageacrossallaspectsandexceeded,orwascloseto,thebestpracticetargetinanumberofareas.Thiswasakeyfactorinthecouncil’sdecisionnottopursueSharedServicesintheseareas.Inthiscase,themodelproposedwasnotadvantageoustothecouncil.However,thecouncilisopentotheconceptofsharingserviceswhereitrepresentsbestvalueandimprovesservices.IndividualelementsofFalkirk’slocal
Exhibit 13Shared services comparative data
Description Falkirk Performance Data
Best practice target
Five council average
HRNoofFTE’sperHRFTEHRcostsperFTECostofHRas%oftotaloperationalcosts
�7�.�£�9�0.�8%
��0£���0.��%
�0�.�£���0.��%
PayrollCostofpayrollperpayslip(£)NoofrecordsprocessedperpayrollFTE
£�.����,��7
£�.�0�7,000
£�.�7��,9�8
FinanceTotalcostoffinanceas%oftotalcouncilcostCostofcollectionperdebtoraccount
0.7%
£�.9�
0.8%
<£�.00
0.97%
£�.88
SalesinvoicesprocessedperFTE 7,��� >8,000 �,787
PurchaseinvoicesprocessedperFTE 7,��0 >�8,000 �,���
Source: Audit Scotland, 2007
�0
improvementplanarebeingtakenforwardthroughotherroutessuchastheprocurementstrategy.
134.ThereisanopportunityforthecounciltobuildontheworkundertakenaspartoftheSharedServicespreparations,toapplyamoresystematicusageofbenchmarkingacrossservicesandtoensurethatthisismonitored.
Competitiveness
Itissometimesincethecouncilconductedreviewsofcompetitivenessofmostofitsrelevantservices.Arecentreviewofhousingraisedquestionsaboutvalueformoney.Thecouncil’splannedreviewofcommercialactivitiesisoverdueandmustbetreatedasapriority.
135.In�00�,thecouncilundertookacomprehensivereviewoftheformerDirectLabourOrganisation/DirectServicesOrganisation(DLO/DSO)activities.Specifically,thebestvaluereviewofhousinggeneralmaintenanceundertakenatthattimeresultedinsavingsof£��0,000perannum.
136.Somecommercialactivitieshavebeensubjecttofurtherreviewoverthelastfiveyearsincludingbuildingcleaningandcatering(aspartoftheschoolsNPDOproject).Aspartofthelatterproject,AuditScotlandundertookanexaminationoftheanalysisprovidedbythecouncil.ThequantitativeassessmentbyAuditScotlanddemonstratesthattheprivatefinanceinitiative(PFI)projectrepresentsoverallvalueformoneyinaccordancewithcurrentguidance.BothSignificantTradingOrganisations(STOs)havemettheirstatutoryfinancialtargetsfor�00�/07.
137.Morerecently,aspartoftheCommunitiesScotlandinspectionofFalkirkCouncil’shousingservices,inSeptember�007theInstituteforPublicFinance(IPF)conductedanindependent,high-levelassessmentoffinancialmanagementandvalueformoney.Acomparativeanalysis,basedonanumberofcriteria,wasundertakento
determinetheperformanceofFalkirk’shousingserviceinrelationtoothersimilarcouncils.Theoverallfindingsofthisassessmentpointtoweaknessesinevidencingvalueformoney.IPFconcludedthatthelackofrobustinternalchallengeandtheabsenceofpressureonhousingrevenueaccountbudgetsmayhavecontributedtothisfinding.
138.Sincemostofthecompetitivenessreviewsundertakenbythecouncilwereconductedsometimeago,andinlightoftheissueshighlightedwithinhousingmanagementbytheIPFassessment,itisnowtimeforthecounciltopressaheadwithitsplanned‘acrosstheboard’reviewofcommercialservices.
Equalities
Thecouncilcandemonstrategoodexamplesofpromotingequalityofopportunityandshowsaclearintenttoraisetheprofileofequalities.Theadoptionofthecommunityengagementstrategywillprovideamorecoordinatedframeworkfortheconsultationandinvolvementprocessofallitscitizens.
139.Thecouncilisdrivingforwardtheequalopportunitiesagendaandencouragingmainstreamingacrossallservices.Forexample,thestrategiccommunityplanidentifies‘EqualOpportunityandEquityofAccess’asanoverarchingtheme.
140.The�00�-09EqualitySchemebringstogethertheactionplansfromeachservicewhichidentifythestepsthattheywillundertaketofulfiltheirequalitydutiesacrossarangeofareasincludingrace,disabilityandgenderoverathree-yearperiod.Theschemelinkswithworkcurrentlybeingundertakenbyservicesandreflects:
prioritiesforthecouncil
relevantprioritiesforserviceusers
specificoutcomesthattheservicewishestoachievetopromoteequalityofopportunity
linesofaccountability.
•
•
•
•
141.Monitoringandreportingarrangementsarewellestablished.ServicesprovideayearlyupdateonprogresswiththeiractionplansandthisisformallyreportedviatheCMT.Eachserviceperformanceplancontainscleargoals,targetsandactionsforequalities,againstwhichperformanceismeasuredandscrutinised.
142.Morebroadly,therearesomegoodexamplesofequalityofopportunity:
therolloutofacomprehensivee-learningequalitiestrainingpackageforallstaff
servicelevelagreementswithCentralScotlandRacialEqualityCouncil,RapeCrisisandShopmobility
implementationofgoodpracticeguidelinesforcommunicatingwithminorityethniccommunitiesandindividualswithasensorydisability
productionofamigrantworkersbooklettomeettheirspecificneedsandconsiderations.
143.Thecouncilcollectsarangeofdataonthemake-upofitsworkforceincludingrace,disability,genderandage.In�00�/07,itrankedfifthamongScottishcouncilsforboththepercentageofthehighestpaidtwopercentofearnersandthepercentageofhighestpaidfivepercentofearnersthatarewomen.Theproportionofthecouncil’sbuildingsthatareaccessibletodisabledpeopleis��percentcomparedtothenationalaverageof��.9percent.
144.Thecouncilworkswellwithpartnersinthisarea.CommunityPlanninghasprovidedausefulplatformforthis,asequalitiesisacross-cuttingtheme.Thecommunityengagementstrategywillprovideamoredetailedframeworkfortheconsultationandinvolvementprocess.
•
•
•
•
Part�.Isthecouncilorganisedtodeliverbetterservices?��
145.Thecouncilisawareofitschangingdemographicsandtheimpactthatthishasonservicedesignanddelivery.Itsworkinrelationtomigrantworkersisagoodillustrationofthis(Exhibit��).
Sustainable development
Thecouncilhasmadeexcellentprogressinaddressingsustainabledevelopmentandisabletodemonstrateachievementsatstrategicandoperationallevels.
146.Thereisaclearoverarchingstrategyforsustainabledevelopmentwithsupportingactionplans.Thecouncil’sstrategy–SustainableFalkirk–setsoutthevisionforsustainabledevelopmentwithinthearea.ThisisunderpinnedbytheSustainableFalkirkActionPlan�00�andbyasetofperformancemeasures.ProgressontheactionplanisreportedregularlythroughthePolicyandResourcesandEnvironmentalandHeritageCommittees.
147.Thecouncilismainstreamingsustainabledevelopmentacrossserviceactivity.Allserviceperformanceplansmustdemonstratetheircontributiontosustainabledevelopment.ActivityiscoordinatedbytheSustainableFalkirkCorporateWorkingGroupwhichprovidesquarterlyreportstotheCMTandBVAF.
148.Thecouncilemploysadedicatedsustainabledevelopmentofficer.By�00�,allsevencouncilserviceshadestablishedasustainabilityserviceteam,eachwithanactionplan.ArecentCMTreport(May�007)reviewedprogressandachievementstodate.Theseincluded:
Developmentservicesrecordeda��percentreductioninenergyuseatAbbotsfordHouseoveraseven-monthperiod.Awareness-raisingandenergy-savingequipmenthelpedachievethisreduction.
•
ItsproactiveapproachtowardssustainabledevelopmentisacknowledgedinSustainableScotlandNetwork’s(SSN)newnationalwebsiteforlocalauthorities.
WorkwithcommunitypartnerstodeliverlocalsustainabilityprojectssuchasestablishingFalkirkCouncilasaFairtradeTown,enhancingthewildlifepotentialofcouncilcarehomegrounds,promotingtheuseofreusablenappies,recyclingwood,mobilephonesandtonercartridges.
151.Thecouncil’sperformanceonwastemanagementhasexceededthenationaltarget,withthepercentageofmunicipalwasterecycledshowingyear-on-yearimprovementoverthelastthreeyears,risingfrom9.�percentin�00�/0�to��percentin�00�/07.At90percent,thelevelofpublicparticipationinrecyclingishigherthantheScottishaverageof8�percent.
•
•
Exhibit 14Migrant workers in Falkirk IssuesrelatedtomigrantworkersinFalkirkarechannelledthroughtheCPP.Thepartnership’sleadofficeronEqualitiesandEqualityofAccess,whoisalsothecouncil’sheadofHR,iscoordinatingthisapproach.
Eachthematicimplementationgrouphasbeengivenresponsibilityforsupportingmigrantworkerissuespertinenttothatparticulartheme.Forexample,themigrantworkerssubgroupwithintheLifelongLearningandOpportunitytheme,whichisledbythecouncilandForthValleyCollege,isseekingtocoordinatelearningservicesformigrantworkersandtheirfamiliesincluding:
childrencomingtoschool
languageskillsofferedbyForthValleyCollege
adultliteracyandnumeracy
Englishforspeakersofotherlanguage(ESOL).
ByusingtheCPPasthemainvehicletotakeforwardthewiderangeofissuesaffectingmigrantworkers,thecouncilisnotdevelopingitsapproachinisolation,insteaditisinvolvingallthekeystakeholdersandpartnersacrosstheareaseekingtodeliveramorecoordinatedsetofsolutionstothechallengespresented.
•
•
•
•
Source: Audit Scotland, 2007
Corporateandcommercialservicesmovedtotheproductionofanelectronicsustainabilitynewsletterandundertookenergyawareness-raisingcampaignsincouncilbuildings,whichsawthedisseminationof‘switchitoff’stickersforelectricalitems.
149.Thecouncilisrecognisedasdemonstratinggoodpracticeandinnovationforexample,theEco-schooldesignofDeanburnPrimarySchoolwasfeaturednationallyasanexemplarofgoodpracticebytheScottishExecutiveandTateModern(Exhibit��,page��).
150.Thecouncilhasotherachievements:
The’MostInnovativeLocalAuthority’awardforitsrecyclinginitiativesinitsownbuildingsbythewastemanagementcompanyValpak.
•
•
��
Exhibit 15A sustainable approach to education – Deanburn Primary and Eco-Schools DeanburnPrimarySchoolinBo-nessopenedinSeptember�00�atacostof£�million.Itisoneofthemostenergy-efficientandenvironmentally-friendlyschoolsinScotland,incorporatinganumberofenergy-savingfeaturesincluding:
agreywatersystemthatcollectsrainwaterandstoresitforuseinflushingtoilets,thereforereducingtheuseoftreatedmainswaterandloweringwaterbills.
grassroofsthathelpinsulatethebuilding,keepingitwarminwinterandcoolinsummer,reducingheatingbills.
awindturbinelocatedwithinthegroundoftheschool,providingupto��kwofelectricalpowerfortheschool,thusreducingenergybills.
DeanburnPrimarySchoolhassetthestandardinschooldesignforFalkirkCouncil,providingthetemplateforincorporatingsustainabilityintothedesignofprimaryschools.ThisisnowalsobeingachievedatnewschoolsinMaddistonandLarbert.
NinetythreepercentofFalkirk’sschoolsareregisteredwiththeEco-SchoolsScotland’sinternationalprogramme,whichisdesignedtoencouragewhole-schoolactionfortheenvironment.Furthermore,��schoolshaveachievedtheGreenFlagaward,Eco-SchoolsScotlandhighestaward.
Thecouncil’scommitmenttoenvironmentalissueswithineducationisalsoevidentthroughtherecruitmentofadedicatedenvironmentsupportteacher,inadditiontosevenspecialistsupportofficerssuchasschoolswasteeducationofficer,litterofficerandbiodiversityofficer,whoareallavailabletohelpschoolswithgeneralenvironmentalissues.Supportisalsomadeavailabletoschoolsthroughane-newslettercalledGreen Schools Gossip,whichpromotesenvironmentalactivitiesandprojectsinFalkirk’sschools.
•
•
•
Source: Audit Scotland fieldwork, 2007
��
FalkirkCouncil’sserviceperformancepresentsamixedpictureoverall.RecentHMIEandSWIAinspectionshighlightsustainedimprovementsineducation,communitylearninganddevelopmentandcriminaljusticeservices.TheSWIAmulti-agencyinspectionofservicesforolderpeople(MAISOP)ratesperformanceoftheFalkirkpartnershipasmostly‘adequate’,andrequiresimprovementactionbythecouncilandkeypartners.
AsignificantimprovementagendahasbeenidentifiedintherecentlypublishedinspectionreportbyCommunitiesScotlandonthehousingservice.
Thecouncil’soveralltrendacrossSPIsindicatesimprovementbetween�00�/0�and�00�/07andat�.�,theratioofimprovementtodeclineisjustbelowtheScottishaverageof�.�.Thenumberof�00�/07SPIsinthetopquartileexceedsthenationalaverage.MostSPIsareinthemiddlequartilesandthereisscopetoincreasethepaceofimprovement.
Measuring performance
Thecouncil’sSPIshaveimprovedinlinewithnationaltrendsbetween�00�/0�and�00�/07.Themajorityofindicatorsareinthemiddlequartiles.
152.EachyearlocalauthoritiesarerequiredtoreportandpublishinformationabouttheirperformancethroughSPIs.AuditScotlandcollatestheinformationforallcouncilsandpublishesacompendiumofallSPIsandcouncilprofilesonitswebsite.Thecouncilprofilescontain8�measurestakenfromtheSPIs.Thesedonotgiveacomprehensivepictureofperformanceacrossallservices;theyallowsomecomparisonsbetweencouncilsandovertime.
153.FalkirkCouncil’sSPIperformanceshowsyear-on-yearimprovement,closetotheaverageperformanceofcouncils
acrossScotland(Exhibit��).Between�00�/0�and�00�/07,performanceimprovedbyatleastfivepercenton�7SPIsandworsenedbyatleastfivepercenton��measures,producinga�.�ratioofimprovementtodecline.Thecouncilperformspoorlyinareassuchassicknessabsenceforstaffotherthanteachers,carriagewayconditionandrefusecollectioncomplaints.
154.Thedistributionacrossallaspectsofperformancecomparedtootherlocalauthoritiesshowsthatthemajorityofindicatorsremainaroundtheaveragelevel,with�7indicatorsfallingwithinthemiddlequartiles.Thenumberofmeasuresintheupperquartile,however,exceedstheScottishaverage(Exhibit�7).
155.Indicatorsthathaveimprovedsince�00�/0�andarenowinthetopperformingeightcouncilsinclude:
Thenumberofhomecareclientsaged��+receivingcareatweekendasapercentageofclients(ranked��thin0�/0�,sixthin0�/07).
Thepercentageofworkingdayslostthroughsicknessabsenceforteachers(rankedninthin0�/0�,firstin0�/07).
Thecostperproperty(£)ofrefusecollection(ranked�8thin0�/0�,eighthin0�/07).
Cleanliness–overallcleanlinessindexachieved(ranked�0thin0�/0�,sixthin0�/07).
•
•
•
•
156.TheSPIsalsohighlightpooranddecliningaspectsofthecouncil’sperformance.Theserequireactioneithertoreversedeclineorspeeduptherateofimprovement.Oftheeightindicatorsinthebottomquartilein�00�/07,threeofthesewereinthesamepositionin�00�/0�.Thesewere:
Thepercentageofworkingdayslostthroughsicknessabsenceforchiefofficersandlocalgovernmentemployees(ranked�7th,afallof0.�percenton�00�/0�).
Thepercentageofworkingdayslostthoughsicknessforcraftemployees(ranked�7th,anincreaseof0.�percenton�00�/0�).
Thepercentageoftheroadnetworkthatshouldbeconsideredformaintenancetreatment(ranked��th,anincreaseof�.�percenton�00�/0�).
157.Anumberofindicatorsthatareinthelowestquartilehavedeterioratedbyatleasttenpercentsince�00�/0�.Theindicatorshowingthesteepestdeclineinperformanceisthepercentageofbusinessadvicerequestsdealtwithwithin��daysofreceipt,whichfellfrom��thin0�/0�,to��stin�00�/07,followingsustainedimprovementsbetween�00�/0�and�00�/0�.
Sportandleisuremanagement–thenumberofattendancesper�,000populationforallpools(ranked�7th).
•
•
•
•
Exhibit 16 SPIs: Performance change between 2004/05 and 2006/07
Source: Accounts Commission SPIs 2004/05 to 2006/07
Measures that worsened by:
Measures that improved by:
>��% �0-��% �-9% �-9% �0-��% >��%
Scotland 7 � � � � ��
Falkirk � � � � � �0
Part�.Howareservicesperforming?��
Businessadvicerequests–percentageofrequestsdealtwithwithin��daysofreceipt(ranked��st).
Carriagewaycondition–percentageoftheroadnetworkthatshouldbeconsideredformaintenancetreatment(ranked��th).
Refusecollection–thenumberofcomplaintsper�,000households(ranked�8th).
•
•
•
Customer focus and responsiveness
Thecouncilhasmadeimprovementstocustomerservicesinrecentyears,includingtheestablishmentofadedicatedcontactcentreandreviewingtheservicesprovidedbyanestablishednetworkofone-stopshops.
158.WithinvestmentfromtheModernisingGovernmentFund(MGF),inJanuary�00�,thecouncilintroducedacustomercontactcentrefortelephoneenquiries.Theintroductionofthecentre,followedfeedbackfromthe�00�customersurveywhere80percentofrespondentsidentifiedthattheypreferredtocontactthecouncilbytelephone,butonly��percentwerehappywiththelevelofservicetheyreceivedwhentheyphoned.Thecentrereceived��7,7��callsinthefirst��monthsandthisincreasedby��percentduring�00�.Customersatisfactionsurveysfoundthat90percentofcallers
wereeithersatisfiedorverysatisfiedwiththeservice.Recentimprovementshaveincludedincreasedstaffinglevels,extendedopeninghoursandcustomercaretrainingforallstafftoensureaconsistentqualityofservice.
159.Customerscanalsoaccessthecouncilthroughitsnetworkofone-stopshops,whichprovideresidentswithaccesstothefullrangeofcouncilservices,andtheycanaccessarangeofservicesonlineviathecouncil’swebsite.Thecouncilisalsodevelopingjointfacilitieswithotherpartners,forexample,a£�.�millionpurpose-builtjointhealthandsocialworkfacilityinBo’ness.160.Therearenoover-archingservice-ledstandardsforcustomerservices,soitisdifficulttoassessthequalityofserviceprovided.Thecouncil’scorporateimprovementplanidentifiestheneedtoaddressthisissue.
161.Someindividualservices(forexample,developmentservices,forbuildingstandards)havedevelopedtheirowncustomercharters,basedonarangeofservicestandardsandperformancetargets.Theseprovideausefulmodel,whichcouldbeadaptedacrossotherservices.
Delivering services
162.Thenextpartofthereportexploresperformanceacrosskeyserviceswithinthecouncil.ThecoveragegiventoeachindividualservicetakesaccountofinspectionworkbySWIA,CommunitiesScotlandandHMIE.Alsohighlightedaresomeexamplesofsignificantservice-ledinitiativessuchasthecouncil’sstrategytoreduceyoungpeoplenotineducation,employmentortraining(NEET)andtheForthValleySensoryCentre.Thekeyserviceissuesrelatingtocorporateandcommercialservices,lawandadministrationservicesandfinanceservicesareaddressedinPart�andPart�ofthisreport.
Exhibit 17 Council profile of SPIs 2006/07: number in each quartile by service area
Upper quartile
Middle quartiles
Lower quartile
No service
AdultSocialWork 8 �� �
BenefitsAdministration � � 0
EducationandChildren’sServices
� � 0
CorporateManagement � � �
CulturalandCommunityServices
� � �
DevelopmentServices 0 � 0
Housing � 7 �
ProtectiveServices 0 � �
RoadsandLighting � � �
WasteManagement � � �
Total �7 �7 8
Scottishaverage �� �7 ��
Source: Accounts Commission SPIs 2006/07
��
Education and lifelong learning
TherecentHMIEreportconfirmsthattheeducationservicehasmadesignificantprogressinimplementingchangessincethelastfullINEAInspectionin�00�.However,improvingeducationalattainmentinsecondaryschoolsremainsachallenge.
163.Educationisthelargestservicewithinthecouncil,withapproximately�,8�0employeesandagrossrevenuebudgetof£���million.Schooleducationisprovidedforalmost��,000pupilsin�9primaries,eightsecondary,threespecialschoolsandthreedayunits.
164.TherecentHMIEinspection(July�007)oftheeducationfunctionatFalkirkCouncilidentifiednineoutofthetenindicatorsas‘good’,andoneas‘verygood’(Exhibit�8).Thisshowedmarkedimprovementonthepreviousinspectionin�00�whichratedfiveindicatorsas‘good’andsixas‘fair’.
165.Thekeystrengthsoftheauthoritywereidentifiedas:
council’scommitmenttoimprovingtheschoolestatetomeettheneedsofcommunitiesasthepopulationexpanded
leadershipprovidedbythedirectorsofeducationandcommunityservicesandtheirincreasinglyeffectivepartnership
muchimprovedmoraleamongteachersandheadteachersandtheirwillingnesstoaddresstheimprovementagenda
verypositiveimpactofMFiFinsettingoutavisionforthefuture
workundertakentopromoteenterpriseeducationacrossthecouncil’sestablishments
engagementwithlocalCommunityPlanningprocessesandregenerationprojects
•
•
•
•
•
•
stepstakentoconsultwithandinvolvepupilsandyoungpeople.
166.Falkirkhasmoreyoungpeoplethanthenationalaverageandschoolrollsareincreasing.Giventhatmanyoftheschoolsarenearingcapacity,addressingtheincreasingschoolrollandensuringappropriatefacilitiesfortheprovisionofeducationisanongoingchallengeforthecouncil.
167. Againstthisbackdrop,theschools’estatehasbecomeasignificantareaoffocusfortheeducationserviceinthelastfive-yearperiod,involvingthe
•
Exhibit 18Overview of HMIE’s assessment against core quality indicators
Source: HMIE: Falkirk Council Report, July 2007
Quality Indicator Evaluation
Improvementsinperformance Good
Impactonlearners Good
Impactonparents/carersandtheirfamilies Good
Impactonstaff Good
Impactonlocalcommunity Verygood
Impactonwidercommunity Good
Vision,valuesandaims Good
Leadershipanddirection Good
Developingpeopleandpartnerships Good
Leadershipofchangeandimprovement Good
Exhibit Title
Exhibit 19Secondary school attainment 2006/07
Source: Scottish Government, 2006/07
Attainment Falkirk Council
Scottish average
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�0 ��
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�7 ��
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�� �9
phasedreplacementofthecouncil’seightsecondaryschools.ThefirstfourschoolshavealreadybeenreplacedthroughScotland’sfirstPublicPrivatePartnership(PPP)project,andrecentlygovernmentfundingwassecuredtofacilitatethereplacementoftheremainingfourschools.Therehasalsobeenasignificantinvestmentinprimaryschools,withthreenewschoolsandanumberofextensionsplanedby�0�9.Thefocusofthisworkhasbeentoincreasethenumberofschoolplacestoaccommodateincreasingrolls.
Part�.Howareservicesperforming?�7
Exhibit Title
Attainment Falkirk Council
Scottish average
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�0 ��
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�7 ��
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�� �9
168.TherecentHMIEreportshowsthattheeducationservicehasmadeprogresssincethelastinspectionin�00�.However,raisingattainmentwithinsecondaryschoolsremainsakeychallengeforthecouncilandisidentifiedasoneofthemainpointsforactionintheHMIEreport.Althoughtherehavebeenimprovementsinrecentyears,attainmentofsecondarypupilsremainsbelowtheScottishaverage(Exhibit�9)andthecouncilneedstotakemoretargetedactiontoimprove.
Housing and social work
TheFebruary�008reportbyCommunitiesScotlandonthehousingservice,indicatesthecouncilneedstomakesignificantimprovementsinanumberofareas,particularlyhomelessnessserviceswheresignificantweaknessesareidentified.TherecentMAISOPbySWIAratestheFalkirkpartnershipas‘adequate’overallandidentifiesimportantareasforjointimprovementactionbythecouncilandpartners.Thecouncilneedstorespondpositivelywithastrongcorporatefocusandenhancedmanagerialcapacitytotacklethechallengingimprovementagendathatemergesfrominspectionwork.
169.Housingandsocialworkserviceswasestablishedin�000.Ithasfouroperatingdivisions,eachwithitsownheadofservice:communitycare,children&families,criminaljustice,housingmanagementandthestrategicsupportunit.Thelatterprovidesservicesinrelationtostrategichousingplanningandinvestment,andcorporatetasksacrossthewholeserviceincludingICTandperformancemanagement.InJanuary�008,thecouncildecidedtolocatehousingserviceswithincorporateandcommercialservicesasaninterimmeasure,pendingtheconclusionofacouncil-widereviewofmanagementandcommitteestructures.
Communitycare170.During�007,thesocialworkserviceforolderpeoplewaspartofamulti-agencyinspection(MAISOP)bySWIAincollaborationwithNHSQualityImprovementScotland.TheinspectionexaminedprogressacrossallorganisationsinvolvedinolderpeopleservicesinForthValley,namelyNHSForthValleyandClackmannanshire,StirlingandFalkirkCouncils.Thereport(January�008)highlightskeyimprovementprioritiesforthewholeForthValleyareawhichpartnerswillneedtoaddressjointly.Thedevelopmentofjointstrategytodeliverimprovedservicesinthefutureisthemostsignificantofthese.Otherprioritiesincludeclarifyingproceduresforsocialworkcarestafffortheadministrationofmedicationanddevelopingmentalhealthanddementiaservicesforolderpeople.Inaddition,thereportprovidesdetailedinformationabouttheindividualperformanceofeachpartnership(Exhibit�0).
171.Overall,thereportdescribesperformanceintheFalkirkPartnershipas‘adequate’infourofthesixevaluationareas.Keyoutcomesforolderpeopleandcarersreceivedtheonly‘good’ratingwithbothclientgroupsvaluingthefreehomecareprovided.Particularaspectsoftheweakratingrelatetoinconsistenciesintheprocessfor
Exhibit 20Overview of SWIA’s MAISOP assessment against evaluation areas for Falkirk Council and NHS Forth Valley Partnership
Source: SWIA/NHS QIS Report on collaborative working across services for older people in Forth Valley, 2008
Evaluation Areas Evaluation
Person-centredcare Weak
Keyoutcomesforolderpeopleandcarers Good
Wholesystemsapproach Adequate
Deliveryandmanagementofservices Adequate
Leadershipanddirection Adequate
Capacityforimprovement Adequate
assessmentandcaremanagementwithinsocialworkservices.Theseincluderesourcesallocation,andvariabilityintheinformationavailableonservices.Specificimprovementsrequiredincludestreamliningexistingproceduressuchassinglesharedassessment,engagingstaffmorefullyinthedevelopmentofsocialworkservicesandimprovingmanagerialleadership.AnimprovementplanisbeingdevelopedbythecouncilanditspartnersandwillbeapprovedbySWIAinearly�008.
172.IntermsofSPIs,the�8relevantindicatorswithinadultsocialworkpaintamixedpictureofperformance.Therearesixindicatorsinthetopquartile,��inthemiddlequartileandoneinthebottomquartile.Themajorityofindicatorshaveshownimprovementinthelast��months.
�8
Exhibit 21Forth Valley Sensory Centre
TheForthValleySensoryCentrewasopenin�00�atacostof£�.�million.Throughjointworking,itbringstogetherarangeofpartnerswhohavetheskillsandexperienceindeliveringservicestopeoplewithsensoryimpairment.ThesocialworkserviceledthisinitiativeonbehalfofFalkirkCouncil,whileotherkeypartnersincludeRNIBScotland,NHSForthValley,StirlingCouncil,ClackmannanshireCouncil,RNIDScotlandandtheGuideDogsfortheBlindAssociation.
Thecentreprovidesaone-stopshopforallservices,availabletoindividualswithallformsofsensoryimpairmentunderoneroof.Ithasbeendevelopedinawaythatencouragesserviceuserstoshareownershipofthebuildingandhaveakeyroleinthemanagementofthefacilitywhilecontributingtoitsfutureservices.
ThecentreisthefirstofitskindinScotland.ItsfacilitiesincludeanITroomwith��PCsequippedwiththelatestsoftwareforalluserswithsensoryimpairment,ahealthsuitecomprisingofalow-visionroom,anaudiologyroomandconsultingareaandarecordingstudioenablinginformationtoberecordedonaudiotapeandCD.Thesuccessofthisuniqueinitiativeisattributabletothepositiveandconstructivewaythatthepartnerorganisationsworkedtogetherduringthisprocess.
Source: Audit Scotland, 2007
173.Inrecentyears,theservicehasusedjointworkingeffectivelytosupportcontinuousimprovement.ThedevelopmentoftheForthValleySensoryCentreisagoodexampleofthis(Exhibit��).TheserviceisalsoworkingwithNHSForthValleyinrelationtothedeliveryofthenewForthValleyHospitalinLarberttoensurethatthearrangementsforcommissioninganddeliveringservicesforolderpeopleareinplaceandplansarewelladvancedinthisregard.174.Thecouncildeliverschildren’sservicesinlinewithits�00�IntegratedChildren’sServicesPlan.Thisplandemonstratesasharedvisionwithpartnersandanintegratedplanningandservicedeliveryframeworkfordeliveringthechildprotectionreformagenda.Workisprogressingtoimplementalocalitymodelwhichwillenhancethedeliveryofservicesatalocallevel.
175.Therehavebeennorecentinspectionsofsocialworkservicesforchildren.SPIswithinchildren’sservicepresentamixedpictureofperformance.Forexample,therehavebeenimprovementsinsomeaspectsofrespiteservicesforchildreninthelast��monthsbutotheraspectsshownoimprovement.Thecouncilperformsparticularlywellagainstthepercentageofqualifiedcarestaffinresidentialhomesforchildren(8�.8percent)–rankedthirdbestinScotlandforthisindicator.
176.In�00�,SWIAcarriedoutaperformanceinspectionoftheForthValleyGroupingofcriminaljusticesocialworkservices,whichincludedFalkirk,StirlingandClackmannanshire.Itconcludedthatpracticestandardsacrossallthreeauthoritiesare‘reasonablygood’andagreaterunderstandingofperformancemanagementandqualityassurancehasbeenachieved.ParticularmentionwasgiventoFalkirk’sCounsellingandSupportServicesforAlcoholandDrugs(CSSAD),whichprovidesan�8-weekprogrammeforwomenonprobation.
177.PerformanceagainstkeySPIsisalsogoodinthisarea.Forexample,thecouncilisrankedseventhinrelationtotheproportionofsocialenquiryreportssubmittedbythesocialworkdepartmenttothecourtsbytheduedate(99.9percent)andeighthinrelationtotheproportionofnewprobationersseenbyasupervisingofficerswithinoneweek(87.�percent).
Housing178.ThereisamixedpictureofSPIperformanceacrosshousingin�00�/07.Ofthe��indicators,sevenareinthemiddlequartiles,oneinthebottomquartileandthreeinthetopquartile.Twooftheindicatorswithinthetopquartilerelatetohomelessness,butbothhavedeclinedbymorethan��percentsince�00�/0�.Since�00�/0�,therehavebeencontinuedimprovementsofmorethan��percentinreducingbothcurrentrentarrearsandthepercentageofcurrenttenantsinarrears.
179.During�007,thehousingservicewasinspectedbyCommunitiesScotland.Therecentlypublishedinspectionreport(February�008)indicatessignificantneedforimprovementacrossthehousingservice(Exhibit��),withparticularfocusonhomelessnessservices.Followingpublicationoftheinspection’sfindings,thecouncilisrequiredtodevelopanimprovementplan,whichCommunitiesScotlandwillthenapprove.CommunitiesScotlandwillundertakeareinspectionaftertwoyears.
180.Keyareasforimprovementinclude:
improvingperformancemanagementpoliciesandprocedures,andaddressinggaps
usingserviceinformationmoreeffectivelytodirectserviceimprovement
improvingsystemsfordealingwithcomplainantsandfeedback
•
•
•
Part�.Howareservicesperforming?�9
Exhibit 22Overview of Communities Scotland assessment of the housing service at Falkirk Council
Source: Communities Scotland Inspection Report of Falkirk Council, 2008
Evaluation Areas Grading
Housingmanagement C(fairperformance)
Propertymaintenanceandassetmanagement C(fairperformance)
Homelessnessservices D(poorperformance)
processesandusingcomplaintsfeedbacktoimproveservices
improvingqualityassuranceprocessestoenhanceconsistencyinassessmentanddecision-making.
181.Thereportalsoidentifiesanumberofareasforimprovementrelatingtoeachservicearea,homelessnessservice,propertymaintenanceandassetmanagementandhousingmanagement.
182.Thehousingservicefacesanumberofongoingadditionalchallenges,suchasdealingwiththe�7percentofthehousingstock,whichdoesnotcurrentlymeetthe�0��ScottishHousingQualityStandard.Thecouncil’spresentStandardDeliveryPlan(SDP),approvedbyCommunitiesScotland,isinplacetoensureallstockmeetsstandardbythe�0��deadline.Thecouncil’sallocationspolicyisalsoundergoingacomprehensivereviewtoaddressweaknessesidentifiedbythecouncil.
183.Thecouncilhasawiderangeofeffectivemeansofcommunicatingandconsultingwithtenantsandserviceusers,suchasthetenants’conference(�00�and�007),Falkirk Council Newsandwebsite.Respondentstothe�007tenants’satisfactionandwaitinglistsurveyratedallaspectsofcommunicationshighly,althoughperceptionsofhowthecouncilusedtheresultsofconsultationwerelesspositive.
•
184.Findingsfromtheindependentlycommissionedtenants’satisfactionandwaitinglistsurvey,carriedoutinsummer�007,indicategenerallypositivefeedbackwith9�percentofrespondentsstatingtheywerehappywiththecouncilasalandlordandthequalityoftheirneighbourhoodenvironment.Satisfactionwithrepairsservicewaslowerat78percentforthelengthoftimefromreportingarepairtocompletion.Awarenessoftheallocationspolicywasverylowwithconcernsaroundeaseofunderstandingofthepointssystem,perceivedfairnessandkeepingapplicantsinformed.Thesefindingswillinformtheongoingallocationspolicyreview.
185.Theservicehaslackedstableleadershipforanumberofmonths.Theheadofhousingmanagementposthasbeenvacantforsixmonths,althoughinterimarrangements,intheformofatemporaryappointment,wereinplaceduringthisperiod.InJanuary�008,thecouncilagreedtolocatethehousingmanagementfunctionwithincorporateandcommercialservicesunderthemanagementoftheheadoffacilitiesmanagement.Thisisaninterimmeasurependingtheconclusionofthecouncil-widereviewofmanagementandcommitteestructures.
186.Overall,itisclearthatthecouncilfacesachallengingimprovementagendainrelationtohousing.ThiswillrequirestrongsupportandsustainedleadershipfromtheCMTandelectedmembersandappropriatestructuralandreportingarrangements,underpinnedbygoodmanagement
information,toprovidestabilitytosecureimprovementsgoingforward.
Community services
Communityserviceshasanimportantstrategicroleinworkingwithcommunitiesandpartners.Itdemonstratesastrongcustomerfocusandhasdeliveredanumberofimportantimprovementsforthearea.HMIErecentlycommendedcontinued‘verygood’progressincommunitylearninganddevelopmentservices.Theservicemustmaintainafocusonkeyaspectsofserviceperformance.
187.Communityservicescomprisesthefollowingservicegroupings:cultureandlifelonglearning;leisureservicesandeconomicdevelopmentservices.Ithasarevenuebudgetallocationofapproximately£��millionfor�007/08andatotalpermanentstaffingestablishmentof�9�.Communityservicesalsoemploysasignificantnumberoftemporary,casualandsessionalstaff.
188.SPIfiguresfor�00�/07showamixedpicture.Thecouncilranksinthetopquartileofperformanceformuseumservicesandreplenishinglibrarystockforadults.Performanceisaverageinreplenishinglibrarystockforchildrenandteenagers,visitstolibrariesandnumberofborrowers.Performanceisstaticforthenumberofusersoflearningcentresandlearningaccesspoints,butusageofterminalshasincreased.Recordedparticipationlevelsinsportaredeclining.189.Thecouncil’sownLPIs,however,showhigherlevelsofsportandleisureparticipation.Ofthecouncil’snineswimmingpools,threeoperateasleisurepools;fourareinthePFIschoolsandtwoinexistingcouncil-runschools.The�00�/07SPIdidnotincludecommunityusersofschoolswimmingpools,butthisinformationwillbeincludedinfutureSPIreturns.TheActiveSchoolsProgrammehasalsohadanimpactonrecordedSPIparticipationratesacrossthearea.Asaresultoftheprogramme,children
�0
Exhibit 23Tackling NEET – Falkirk Council Strategy
ThecouncilhasputinplacearangeofmeasurestopreventandreducethenumberofyoungpeoplecategorisedasNEET.Asaresultofthesemeasures,NEETfiguresforschoolleaversintheFalkirkareahaveconsistentlyfallenoverthepastfouryearsandarenowattheirlowestlevelforfiveyears.Furthermore,thenumberofpupilsenteringemploymenthasincreasedoverthelastthreeyearsandisnowsixpercentabovetheScottishaverage.
During�00�/0�,��percentofschoolleaversmovedintonegativeschoolleaverdestinationswithintheFalkirkarea.Atotalof��.�percentof��to�9-year-oldswereunemployedduringthisperiod.BoththesefigureswerepoorerthantheScottishaverage.ToaddressthepersistentproblemofyoungpeopleclassifiedasNEET,thecouncilworkedjointlywithCareersScotland,ScottishEnterpriseForthValley,ForthValleyCollege,JobCentrePlusandCommunitiesScotland.
AJointActionPlanwasagreedinOctober�00�,whichfocusedonissuessuchasimprovingattendance,reducingexclusionsatschoolandincreasingthenumberofleaversenteringtrainingoremployment.Withintwoyearsofimplementation,therehadbeenanoverallsixpercentreductioninthenumberofyoungpeopleleavingschoolcategorisedasNEET.Througharangeofpreschoolleavingactivitiesandengagingeffectivelywithyoungpeoplewhohaveleftschoolandarenotengagedinapositivedestination,specificachievementsinclude:
sixpercentimprovementinthenumberofpupilsachievingSCQFLevel�inEnglish
fivepercentimprovementinattendance
ninepercentincreaseto88percentinthenumberofpositivetransitionsfromschool
a�9percentreductioninthenumberofdepartmentforworkandpensionclaimants.
WhileFalkirkCouncilanditspartnershavemadesignificantprogressinreducingthenumberofyoungpeoplecategorisedasNEET,thereisstillscopeforfurtherimprovements.TheseincludereducingtheFalkirkNEETpositiontobelowtheScottishaveragebyOctober�008,increasingthepercentageofschoolleaverswhomoveontopositivedestinationsto88percentbyOctober�009(equivalenttofourpercentabovetheScottishaverage)andreducingyouthunemploymentbyfivepercentbyOctober�009(equivalenttothreepercentbelowtheScottishaverage).
•
•
•
•
Source: Falkirk Council, 2007
previouslyparticipatinginafter-schoolactivityattheirlocalswimmingpool,arenowencouragedtoremainatschooltotakepartinotherorganisedsportsactivities.
190.Communityserviceshasincreaseditscustomerfocusandengagedwellwithpartnersandstakeholders.Theserviceplaysan
importantroleasthecouncil’smaininterfacewiththecommunitiesitserves.CommunityservicesreportsquarterlytoBVAFon��performancemeasures,mostofwhicharenotSPIs.Recentachievementsinclude:
implementingthecouncil’sstrategytoreducetheincidenceofyoungpeople’notineducation,
•
employmentortraining’(NEET)(Exhibit��)
continueddeliveryoftheMFiFeconomicdevelopmentprogramme
ongoingprogrammeoftowncentreregenerationcoveringBo’ness,Denny,Stenhousemuir
successfulcompletionofthestageoneHELIXBigLotteryLivingLandmarksFundbidwhichwilldeliver£�0millionofenvironmentalimprovementstothearea(£��millionwillbefundedbytheBigLotteryFund)
ongoingdevelopmentoftheFalkirkCommunityStadium
communitylearning&developmentservicesreceivedpositiveHMIEinspectionsin�00�and�00�,commentingongoodprogress.Thefinalreportonthefollow-upinspectionpublishedinNovember�007wasverypositive,withprogressagainstthreeofthefouractionpointsratedas‘verygood’.
191.The�007/�0ServicePerformancePlancontains��separatemanagementandservicedeliveryactions.Theseshowgoodawarenessofserviceperformanceissuesandincludemeasurestotacklespecificaspectsofserviceperformance,forexample,reviewsofsportsandleisureandongoingcapitalinvestmentinsportsandleisurefacilities.
Development services
Withindevelopmentservices,themajorityofSPIsremaininthemiddlequartiles.Theserviceiscarryingtwoseniorvacanciesandthiswilllimititscapacitytosustainserviceimprovement.Thereisstrongcustomerfocusandhighlevelsofhighcitizensatisfaction.
192.Developmentserviceshasarevenuebudgetfor�007/08of£��.79millionand�90employees(�97.�FTE).Thecurrentstructure
•
•
•
•
•
��
bringsalltheregulatory,planninganddesignfunctionswithinthecouncil(togetherwithassociatedprofessionalservices)intoonedepartmentandcomprisesthreeserviceareas:roadsanddesign,environmentalandregulatory,andplanningandtransportation.Theserviceplaysakeyroleincorporateareassuchassustainabledevelopmentandriskmanagementandtakestheleadintheongoingprogrammeoftowncentreregeneration.
193.SPIfiguresfor�00�/07showamixedbutlargelyimprovingpicturewithmostindicatorsfallinginthemiddlequartiles.Since�00�/0�,therehavebeensustainedimprovementsinrecyclingrates,whichisnowintheupperquartile,andinplanningapplicationandprocessingtimeindicators,achievedduringaperiodwhentheservicehasbeensubjecttoanumberofvacanciesaswellastheinspectionoftradingpremises.Bycontrast,therehasbeenadeclineinperformanceinbusinessadvicerequests.Consumercomplaintsperformancehasremainedstatic.Performanceisinthemiddlequartilesforthethreenewindicatorsincludingdomesticnoisecomplaints(dealtwithunderAntisocialBehaviour(Scotland)Act�00�),domesticnoisecomplaints(excludingAntisocialBehaviour)andtheremovalofabandonedvehicles.
194.Thedepartmentalseniormanagementteamhasreneweditsfocusonserviceperformance,andpoorSPIperformanceisnowtackledsystematicallythroughactionplanstriggeredwhenanSPIfallsintolowestquartile.Thisstrategycandemonstratesuccessinareassuchastraffic-lightrepairs,whichmovedintothethirdquartilein�00�/07withaperformancerateof90.�percent.
195.TheservicehasmadeeffortstodevelopitscustomerfocusandmanyofitsLPIsreflectthis.In�007,buildingstandardsdevelopeditsowncustomercharter(Exhibit��)andaseriesofpublicroadshowpresentationsweredeliveredcoveringrecyclingandwaste.Customer
Exhibit 24Building standards customer charter Thebuildingstandardsunitwithindevelopmentserviceshasdevelopeditsowncustomercharterwhichsetsoutthestandardswhichshouldbeachievedinalldealingswithcustomers.Thechartergivesaclearcommitmenttoitscustomerscovering:
accessibility
accountability
accuracy
consistencyandfairness
courtesy.
Thecharterclearlylaysoutqualityandconsistencyperformancetargetsfortheunit.Thesesetstandardscoverarangeofissuesforexample,buildingwarrants,completioncertification,lettersofcomfortandgeneralenquiries.Italsoidentifiesarangeofqualitativecustomerstandards.Examplesincludethefollowing:
dealwithcustomersinacourteous,approachableandhelpfulmanner
respondtoallpotentialemergencyincidentsreported
consistentlymeetsetperformancetargetsforspecificfunctions.
Developingarangeofstandardsandperformancemeasuresallowsthebuildingstandardsunittoassessthequalityofserviceprovidedtothepublicandmayalsoinformtheongoingdevelopmentofcorporatecustomerstandards.
•
•
•
•
•
•
•
•
Source: Falkirk Council, 2007
satisfactionratingsacrosstheserviceareconsistentlypositive,forexample,rangingfrom8�.�percentinbuildingdesignto9�percentinbuildingservicesin�00�/07.
196.Keyachievementsduring�00�/07include:
completingthedetaileddesignofthe£��millionA80�RiverAvonGorgeroadimprovementscheme
providingongoingdesignadvicetotheTownCentreRegenerationSteeringGroup
providingspecialistplanningandenvironmentaladviceaspartofthesuccessfulHELIXBigLotteryFundbid
introducinganewwastestrategywhichhelpedtoraiserecyclingratesfrom��percentattheend
•
•
•
•
of�00�/0�toover��percentin�00�/07.
197.Thedepartmentiscarryingtwoseniorvacancies:headofplanningandheadofroadsanddesign,althoughinterimarrangementsareinplacetocoverbothposts.Theserolesareunderreviewaspartofaforthcomingwide-rangingreviewofmanagerialstructures.Clarityinrelationtothesefunctionsisrequiredtoensuretheservicecanmaintainitscontinuousimprovementmomentum.At��.7percentin�00�/07,staffturnoverwithintheservicewasnearlytwicethecouncil’saverageofeightpercent.Flexibleworkingpracticesarebeingusedtoaddressrecruitment,retentionandstaffingcapacitylevels,inoccupationsofhighnationaldemandsuchasplanning.However,specificstaffingpressurescontinuetoaffecttheroadsanddesignservice.
Part�.Howareservicesperforming?��
198.ContinuousimprovementinpublicservicesandgovernancelieattheheartoftheBestValueandCommunityPlanningpolicyframework.Electedmembersmustfocusontheirkeypolicyobjectivesandontheneedsofserviceusersandcommunitiesdrivenbyadesiretoachievethehighestpossiblestandardsinservicedelivery.Thisrequiresaculturewhereareasinneedofimprovementareidentifiedanddiscussedopenly,andinwhichserviceperformanceisconstructivelychallenged.
199.Thecouncilhasalreadyestablisheditsowncorporateimprovementplan,whichsitsalongsideitscorporateprioritiesandprovidesthedirectionforimprovement.Theplanisstructuredunderfourheadings:
resources
people
customerservices
governanceissues.
200.TheCMTownstheplan,andeachoftheservicedirectorshasassignedresponsibilitiesforimplementingtheactionsidentifiedundereachofthefourkeyheadings.TheCMTmonitorstheplanonamonthlybasis,withelectedmemberskeptabreastofprogressthroughtheBVAFonaquarterlybasis.
201.Theimprovementagendaidentifiesimmediateandmedium-termpriorityactionsforthecouncildesignedtoaddressareasinneedofimprovement.Thisagendaincludessomeactivitiesnotidentifiedbythecouncilinitsowncorporateimprovementplan.Thiswillprovidethebasisforreviewandmonitoringbythecouncil’sexternalauditoroverthecomingyears.Responsibilityfortakingforwardthisimprovementagendalieswiththenewadministration.
•
•
•
•
Falkirk Council improvement agenda
ImmediateAddressthehighlevelofvacancieswithintheseniormanagementstructuretoensurethecapacityisinplacetotakeforwardthisimprovementagenda.
Reviewpoliticalandmanagerialstructurestoensurethattheyare:
−relevanttothenewcorporateplan
−supportanopenandtransparentapproachtopolicydevelopment,decision-makingandperformancemonitoring.
Reviewcurrentapproachtoscrutinyincludingstandingorders,schemeofdelegationandarrangementsfortheBVAF.
Developbetterlinksbetweenthree-yearbudgetsandcorporateandserviceimprovementsplans.
FinalisetheperformancemanagementandreportingframeworkforCommunityPlanningandensureitsfulladoptionbytheCPP.
Ensureanoverarchingriskmanagementframeworkisinplace.
Undertaketheplanned‘acrosstheboard’reviewofcommercialservices.
Implementthecommunityengagementstrategytoprovideamorecoordinatedandstrategicapproachtoconsultationandcommunityengagement.
Implementamorestrategicapproachtoreducingsicknessabsence:–considernewoptionssuchas‘spendtosave’initiatives–learnfromotherorganisationstodrivedownhighlevelsofabsenteeism.
Developandputinplace,corporateandservice-ledstandardsforcustomerservices.
Addressidentifiedweaknessesinaspectsofhousingservicesandsocialworkservicesandsustainafocusonraisingeducationalattainment.
MediumProvideongoingsupportandtrainingtoelectedmembers,includingleadershipdevelopmentinorderforthemtodischargetheirroleseffectively.
Implementtherevisedframeworkforthebestvalueservicereviewsandpressaheadwiththeprogrammeofstrategicreviews.
Driveforwardtheactionscontainedwithinthe�007-�0CorporateAssetManagementPlan,includingthedetailedreviewofofficeaccommodation.
Driveforwardtheactionscontainedwiththe�007-�0ProcurementStrategytoensure‘superiorperformance’inrelationtocompliancewiththeMcClellandReportby�009/�0.
Continuetorefinepublicperformancereportingarrangementstoensuretheyremainappropriateacrossallaudiences.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Part�.Whatneedstoimprove?��
Falkirk Council
Audit Scotland, 110 George Street, Edinburgh EH2 4LHT: 0845 146 1010 F: 0845 146 1009www.audit-scotland.gov.uk
ISBN 978 1 905634 97 2
This publication is printed on uncoated paper, made from 100% post-consumer reclaimed material.
If you require this publication in an alternative format and/or language, please contact us to discuss your needs.
You can also download this document at: www.audit-scotland.gov.uk
top related