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�

The Audit of Best Value

�

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.

•

•

Commission findings

�

Commission findings

�

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.

•

•

•

•

•

•

•

Overall conclusions�

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.

9

Part 1. Does the council have clear strategic direction?

�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

�8

Part 2. Is the council organised to deliver better services?

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

Part 3. How are services performing?

��

��

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?��

Part 4. What needs to improve?

��

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