aberdeenshire council: the audit of best value and ... · the aberdeenshire area offers a good...
TRANSCRIPT
The Audit of Best Value and Community Planning
AberdeenshireCouncil
Prepared for the Accounts CommissionJune 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
ContextPage 10
LeadershipandculturePage 11
SettingacleardirectionPage 14
CommunityengagementPage 16
Part 2. Is the council organised to deliver better services?Page 19
WorkingwithpartnersPage 20
Performancemanagementandreporting
Scrutiny Page 22
ManagingresourcesPage 23
ContinuousimprovementactivityPage 25
Efficientgovernment Page 26
Procurement EqualopportunitiesPage 27 Sustainabledevelopment Page 28
Part 3. Is the council delivering better public services? Page 29
Statutoryperformanceindicators
CustomerfocusPage 30
EducationPage 31
CommunitylearningandleisurePage 32
HousingPage 33
SocialworkPage 34
Planning
Environmentalandregulatoryservices Page 34
TransportPage 36
Part 4. What needs to improve?Page 37
AberdeenshireCouncilimprovementagendaPage 39
AberdeenshireCouncil�
The Audit of Best Value
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TheAuditofBestValue�
ThisreportismadebytheControllerofAudittotheAccountsCommissionundersection�0�(�)oftheLocalGovernmentScotlandAct�97�.AfterconsideringittheCommissionmaydoanyorallofthefollowing:
directtheControllertocarryoutfurtherinvestigations
holdahearing
stateitsfindings.
TheLocalGovernmentinScotlandAct�00�introducednewstatutorydutiesrelatingtoBestValueandCommunityPlanning.ThescopeofBestValueandCommunityPlanningisverybroadbutingeneraltermsasuccessfulcouncilwill:
workwithitspartnerstoidentifyaclearsetofprioritiesthatrespondtotheneedsofthecommunityinboththeshortandthelongerterm
beorganisedtodeliverthosepriorities
meetandclearlydemonstratethatitismeetingthecommunity’sneeds
operateinawaythatdrivescontinuousimprovementinallitsactivities.
Thechallengeforlocalgovernmentistofindnewwaysofworkingacrossservicesandwithotherbodiestoachievethebestresultsforcitizensandserviceusers.Thekeyobjectivesofthisauditwereto:
assesstheextenttowhichAberdeenshireCouncilismeetingitsdutiesundertheLocalGovernmentinScotlandAct�00�
agreeplannedimprovementswiththecouncil.Thesewillbereviewedbythecouncil’sexternalauditoroverthenextthreeyears.
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AsBestValueandCommunityPlanningencompassalltheactivitiesofacouncilitisnotrealistictoauditeverythingindepth,soweplanourdetailedworkintwoways:
Wherepossible,wedrawonthefindingsofotherscrutinyprocesses,suchastheworkcarriedoutbythecouncil’sexternalauditorsandbyinspectorates.Theseareincorporatedintoourreport.
Weselectcertainaspectsofthecouncil’sperformancefordetailedauditinvestigation.Awiderangeofsources,includingthecouncil’sownassessmentofitsperformance,reportsissuedbyexternalauditandinspections,andnationalStatutoryPerformanceIndicators(SPIs),informsthisselection.
Thereportreflectsthisselectiveapproach,withdetailedcommentaryonsomeareasandlimitedornocoverageinothers.Whilewehavemadesomecomparisonswithothercouncils,ouroverallapproachhasfocusedonperformancetrendsandimprovementwithinAberdeenshireCouncil.ThereportalsoreflectsthepictureavailableatthetimeourmainauditworkwasconductedbetweenOctoberandNovember�007.
Wegratefullyacknowledgetheco-operationandassistanceprovidedtotheauditteambyAberdeenshireCouncil.WewouldliketoparticularlythankCouncillorRobertson,theleaderofthecouncil;AlanCampbell,thechiefexecutive;andAlisonDavidson,bestvalueauditprojectmanager,andallothermembersandofficerscontactedduringtheaudit.
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Commission findings
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Commission findings
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Commissionfindings�
TheCommissionacceptsthisreportontheperformanceofAberdeenshireCouncil’sstatutorydutytosecureBestValueandtoinitiateandfacilitatetheCommunityPlanningprocess.TheCommissionrecognisesthatthereportgivesabroadpictureofthecouncil’sperformancebasedontheworkofAuditScotlandandthefindingsofotherscrutinybodies,suchasInspectorates,andthatitdoesnotattemptacomprehensivereviewofallservicedelivery.Weacknowledgetheco-operationandassistancegiventotheauditprocessbymembersandofficersofthecouncil.
TheparticularaspectsofthecouncilwhichtheCommissionwelcomesinclude:
itsdecentralisationarrangementsanddevolveddecision-makingstructure
itscommitmenttojointworking
goodserviceperformanceinanumberofkeyareas
itssoundtraditionalfinancialcontrol.
However,todeliverBestValuefully,thecouncilnowneedstoadoptamorestrategicapproachandtocoordinateitsplansmoreeffectively.Thecouncilhasadopteditsstrategicprioritiesforthenextfouryears;thesenowneedtoberigorouslyimplementedtoensurethatthedesiredoutcomesareachieved.Thecouncilalsoneedstoincreaseandmaintainthepaceofchangeandtoensurethatinitiativesarefollowedthroughandevaluated.
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Withregardtotheareaswherethecouncilneedstomakeprogress,wewouldhighlightthefollowing:
amoreeffectiveapproachtocommunityplanning,withmembersprovidingleadershipandworkingmorecloselywithcommunityplanningpartners
thedevelopmentofaclearapproachtoensuringthatitsservicesarecompetitive,throughregularoptionsappraisalsandbenchmarkingand,wherenecessary,markettesting
theneedformoredevelopedriskandassetmanagement
theneedforamorestrategicapproachtofinancialmanagement.
Welookforwardtoreceivinganimprovementplanfromthecouncil,withmeasurableandachievableoutcomes,whichtakeforwardtherecommendationsinthereportbytheControllerofAuditandtheissueshighlightedinthesefindings.
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Overall conclusions
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Overallconclusions7
AberdeenshireCouncilisclearaboutitsoveralldirectionandpriorities,andhasbeeneffectiveinestablishingacultureofcontinuousimprovement.Thishasbeenhelpedbygoodworkingrelationshipsbetweenelectedmembersandseniorofficers.Thecouncilhasmanyofthebuilding-blocksnecessarytodeliverBestValue,butbettercoordinationisneeded.Thecouncil’sleadershipneedstotakeamorestrategicapproach,makingclearerchoicesaboutimprovementsandtargetingresourcestomaximisetheimpactondeliveryandefficiency.Thecouncilneedstofollowthroughmorerigorouslytoensurethatitsintendedoutcomesandimpactareachieved.
Agoodperformancemanagementframeworkisinplaceandscrutinyofperformanceisimproving,butthereislimitedscrutinyofdecision-making.Seniormanagementmusttakemoreownershipofcorporateandserviceperformance.Financialmanagementissoundandpeoplearemotivatedandcommitted.Somearrangementssuchasriskmanagementhavebeenslowtodevelop.Strategiesalsoneedtobeimplementedforthemanagementofassetsandpeople.Thecouncilmustdomoretodemonstratethecompetitivenessofitsservices.
Somehigh-spendingservicessuchaseducation,housingandsocialworkareperformingwell,butperformanceismixedinothers,suchasplanning,andthereisscopeforimprovementinareascoveredbySPIs.Thecouncilworkswellwithitspartnersonindividualprojects,butimprovedleadershipisrequiredtoensurethatCommunityPlanningiseffectiveindeliveringbetterservicesandoutcomes.
1.TheAberdeenshireareaoffersagoodqualityoflifeforitsresidents.Ithasadiverseandattractiveenvironment,andisrelativelyprosperouswithlowlevelsofunemploymentanddeprivation.Withinthiscontextthecouncilfacesanumberofchallenges,includingsustainingitslocalcommunitiesandprovidingservicesforanincreasinglyelderlypopulation.
2.Thecouncilleadershiphasbeeneffectiveinestablishingacultureofcontinuousimprovement,butelectedmembersandseniorofficersneedtocoordinatethecouncil’seffortsmoreeffectivelyinordertomaximiseimpactandoutcomes.Almosthalfofelectedmembersarenewtothecouncil,buttheydemonstrateagoodawarenessofwhatisrequired.
3.Thecouncilisambitiousandshowsself-awarenessintermsofwhatitneedstoimproveinordertodemonstrateBestValue.Ithassetoutitsoveralldirectionwell,withaclearvisionsupportedbywell-definedpriorities.Councilplansaregenerallywellarticulated,buttheyarenotwelllinked.
4.Thecouncilhasdevelopedgoodworkingrelationshipswithitspartnersandisinvolvedinarangeofjoint-workinginitiatives,butCommunityPlanninglacksclarityandimpact.ElectedmembershavenotdemonstratedagoodunderstandingofCommunityPlanning,andthecouncilneedstoprovideclearerleadershiptoensureallpartnersworkmoreeffectivelytogethertodeliverbetterservicesandoutcomes.
5.Thecouncilhasagoodperformancemanagementframeworkandelectedmembersreceiveregularperformancereports.Thisissupportingimprovementsinthescrutinyofperformance,butseniorandmiddlemanagementneedtotakegreaterownershipofcorporateandserviceperformancebyreviewingandrespondingtoperformanceinformationmoresystematicallyin
ordertodriveupperformance.Morecouldbedonetostreamlinethecurrentreportingprocesses.
6.Education,socialworkandhousingservicesareperformingwellandthisprovidesasoundbasetodealwiththekeystrategicissuesfacingtheseservicesintheyearsahead.Transportisalsodoingwell.Performanceinotherareassuchasplanningandleisureismoremixed.InareascoveredbySPIs,overallperformanceiscurrentlymiddlingandatriskoffallingbehindotherScottishcouncils.
7.Thecouncilhasawell-establisheddevolveddecision-makingstructure,whichgenerallyworkswellandisincreasinglyeffectiveinensuringthatpolicydecisionsareresponsivetolocalviews,throughtheworkofareacommittees.Widerscrutinyofdecision-makingishowever,limited.Officersandmembersworkwelltogetherandtheseniormanagementteamhasacohesiveapproach.Currentmanagementstructureshelptoprovidecapacityandresilienceataseniorlevel,buttheycanresultintoomuchofanoperationalfocus.
8.Thecouncilgenerallymakesgooduseofitsresources;thiscouldbeimprovedthroughamorestrategicapproach.Thecouncildemonstratesagenuineconcernwiththemotivationandwelfareofitspeople,andstaffarewellmotivatedandcommitted.Ithassuccessfullyimplementedthesinglestatusagreementbutneedstotakeamorestructuredapproachtokeyelementsofpeoplemanagement.Thecouncildemonstratessoundfinancialmanagement,butitdoesnotyethaveastrategicapproachtomanagingassets.Riskmanagementhasbeenslowtodevelopandisnoteffective.
9.Thecouncilhasestablishedacultureofcontinuousimprovement,butitsactivitieslackastrategicfocusandacoordinatedapproachtoensuremaximumimpactfromthesignificantresourcesinvested.Theimprovementsandefficienciesthathavebeenmadearenotsystematicallyidentified.Thecouncil
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needstodomoretodemonstrateservicesarecompetitive,includingmorerigorousbenchmarkingandoptionsappraisal.Thecouncilismakingsomeefficiencysavings,althoughslippageinimprovingprocurementhasmeantthatanticipatedsavingsaretakinglongerthanexpectedtoachieve.Overall,amorerigorousandsystematicapproachneedstobetakentoidentify,deliverandcaptureefficienciesaspartofabettercoordinatedapproachtocontinuousimprovement.
10.Thecounciliscommittedtosustainabledevelopmentandhasmadegoodprogressinaddressingissuesofenvironmentalsustainability.Amoresystematicapproachtosocialandeconomicsustainabilityisrequired.Equalityschemesareinplaceandthecouncilhasinvestedininitiativestosupporttheequalitiesagenda,butprogressneedstobesustained.
11.Thecouncilisimprovingcustomerservice,makingbetteruseoftechnology,butthepaceofchangeneedstoincreaseandgreaterseniorcommitmentisrequired.Itisnotclearhownewapproachestocustomerservicewillbeintegratedwiththemanyexistingover-the-counterfacilities.
12.Thecouncilisveryactiveinseekingtheviewsofthelocalcommunity,makingwidespreaduseofsurveys.Althoughthisworkhasabroadinfluence,itcouldbemoreeffectiveininformingpolicyandservicedelivery.
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Part 1. Does the council have clear strategic direction?
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Thecouncilhassetoutitsoveralldirectionwell,withaclearvisionsupportedbywell-definedstrategicpriorities.Itfacessignificantchallengesincludingsustainingdiverselocalcommunitiesandanincreasinglyelderlypopulation.Thecouncil’sleadershiphasbeeneffectiveinestablishingacultureofcontinuousimprovementandmotivatingthecouncil’speople,butitneedstodomoretocoordinatethecouncil’sefforts.Communityengagementactivityiswidespreadbutcouldbemoreeffectiveininformingpolicyandservicedelivery.
Thecouncilneedstobeclearerwhatindividualinitiativesaretryingtoachieveandtofollowthroughmorerigorouslytomakesurethattheexpectedoutcomesandimpactareachieved.Clearerchoicesneedtobemadeaboutwhichproposalsforimprovementfitbestwithoverallprioritiesandaims,toenableresourcestobetargetedmoreeffectively.
Context
13.ThecouncilcoversadiverseareafromtheCairngormMountainsthroughagriculturallowlandstothesea(Exhibit�).Itisthefourth-largestcouncilareainScotland,representingeightpercentofScotland’stotalterritory.Whileithasthesixth-largestpopulationinScotland(���,�00),ithastheninth-lowestpopulationdensityinScotland,with��peoplepersqkm.JustoveraquarterofthepopulationliveinthemaintownsofPeterhead,Fraserburgh,Inverurie,StonehavenandWesthill.
14.ThepopulationofAberdeenshireispredictedtoincreasebyaround�9percentby�0��,againstgrowthoffivepercentforScotland.Thisisthefourth-highestprojectedincreaseinScotland,anditisparticularlymarkedinthoseofretirementage(7�.9percent).Thisbringsasignificantchallengeforthecouncil.
15.Thelocaleconomymainlyconsistsofservicesectorjobs(�7percent).Themanufacturingsectorisincreasingandat��percentiswellabovetheScottishaverageoftenpercent.Grossweeklyearningswere£���.70in�007,abovetheScottishfigureof£���.�0andsixthhighestinScotland.Aberdeenshirehadthelowestunemploymentrateat�.�percentin�00�,comparedto�.�percentnationally.
16.Asignificantproportion(�9.�percent)ofAberdeenshire’sworkingresidentscommutetoAberdeenCity,withthehighestratioofoutboundlong-distancecommutesinScotland.Thisprovidesachallengetothecouncilinsustaininglocalcommunitiesandtheireconomies.
17.Aberdeenshirehaslowlevelsofdeprivation.TheScottishIndexofMultipleDeprivation(SIMD)identifiesonlysixdatazones(0.�percent)inthemostdeprived��percent.These
arewithincentralPeterheadandnorthFraserburgh.ThecouncilhasthelowestpercentageinScotlandofchildrenreceivingfreeschoolmeals.LifeexpectancyatbirthinAberdeenshireiswellabovetheScottishaverage,whilehospitaladmissionsduetoalcoholabuseanddrugmisusearebelowtheScottishaverage.
18.AberdeenshireisoneofthemostexpensiveplacestobuyahouseinScotland,withtheaveragehousepriceover£�9�,000.Thishasincreasedby�7.7percentoverthelastyear.Seventy-sixpercentofhomesareowner-occupied,with��percentrentedfromthepublicsector.Providingaffordablehousingpresentsachallengetothecouncil.
19.Transportlinkswithintheareaaregenerallygood,includingtheA90trunkroadandthemainEastofScotlandrailline.Aberdeenshirecontains�0.�percentofthetotallocalauthority
Exhibit 1Map of Aberdeenshire
Source: Aberdeenshire Council
Part�.Doesthecouncilhaveclearstrategicdirection?��
publicroadlengthinScotland.Thisisthesecond-highestproportionnationally(�00�)andisrankedthirdhighestfortheconditionofthecarriageway.Theruralityoftheareaanditsroadsprovidesachallengetothecouncil.Railtravelwithintheareaislimited,withonlyfivepassengerrailwaystations.Thecouncilisactivelyworkingwithitspartnerstoimprovetransportarrangements.
20.Thecouncil’sgrossrevenueexpenditurewas£���millionin�00�/07(Exhibit�).Itsnetexpenditurewasapproximately£�9�million.Thisequatesto£�,0��perheadofpopulationandislowerthantheScottishaverageof£�,���,rankingitfifthlowest.ThebandDcounciltaxfor�007/0�is£�,���,closetotheScottishaverageof£�,��9.
21.AberdeenshireCouncilconsistsof�9multi-memberwardswith��councillors.Thecouncilissplitintosixadministrativeareas:BanffandBuchan,Buchan,Formartine,Garioch,KincardineandMearns,andMarr.Thepoliticalmake-upis:ScottishLiberalDemocrats��,SNPs��,ScottishConservativesandUnionists��,Independenteight.ALiberalDemocratandConservativecoalitionleadsthecouncil.
Leadership and culture
Thecouncil’sleadershiphasbeeneffectiveinestablishingacultureofcontinuousimprovement,motivatingpeopleandensuringthatthereisincreasingclarityaboutoveralldirection.Membersandseniorofficersneedtocoordinatethedifferentstreamsofactivitybetterandtargetresourcestobestsupportoverallimprovements.
22.Electedmembersaredevelopingstrongleadershipcapacityandthereisincreasingclarityabouttheoveralldirectionofthecouncil.However,thecouncilneedstoshowthatitcanthinkmorestrategicallyacrossarangeofactivity,balancingastrongcultureofdelegationwitheffectivedirectionfromthetop.Furtherworkisrequired
toensureallelectedmembersunderstandtheirleadershiproleinrelationtoBestValueandCommunityPlanning.
23.Thecouncilleadershiphasshownthatitcantakedifficultdecisions,andthecouncilhasestablishedacultureofcontinuousimprovement.Thereremainsaconcernaboutitsabilitytofollowinitiativesthroughtocompletion,ensuringthattheyareappropriatelyresourcedanddeliverthebenefitsexpected.Thereisastrongcultureofdelegationandthisisgenerallyeffective,withmembersandofficersempoweredtotakedecisionsatalocallevel.Thisapproachneedstobebetterbalanced,withclearchoicesaboutwhichproposalsforimprovementfitbestwithoverallprioritiesandaims,enablingresourcestobetargetedmoreeffectively.
24.Electedmembersandseniorofficersarewellrespected.Thiswasevidentfromdiscussionswithinthecouncilandwithexternalpartners.Managersandstaffaregenerallywellmotivated,areclearabouttheoveralldirectionofthecouncilandshareacommitmenttoimprovement.
Theemployeeattitudesurvey�00�showedsomeimprovementsinhowleadershipwasperceived.However,staffwerelesslikelythanbeforetothinkthatseniormanagementarevisibletofront-linestaff.
25.AnImprovementandDevelopmentAgency(IDEA)peerreviewcarriedoutin�00�identifiedtheneedforthecouncil’sleadershipto:‘startinvestingtimeinthinkingandplanningstrategicallyandindoingsothiswoulddemonstratethatitisnotrestingonitslaurelsandislookingtoachieveexcellenceforitsstaffandresources’.Theactionplandevelopedinresponsetothepeerreviewhasnotbeenconsistentlyreportedtoelectedmembers,andoverallprogresshasbeenslow.Acommonthemeinmanyimprovementprojectsandinitiativesistheneedforthecounciltobecleareraboutitsintendedoutcomesandimpacts,andtofollowthroughmorerigorouslytoensuretheseareachieved.Therecentlyagreedstrategicprioritieswillprovideaframework,andmembersandseniorofficersnowneedtobuildonthis.
Exhibit 2Gross expenditure 2006/07 (£628 million)
Source: Aberdeenshire Council Income and Expenditure Account 2006/07
11%
1%
6%
37%
5%4%
4%2%
8%
19%
5%
Central services £67.6m
Cultural & related services £35.8m
Corporate & democratic core £6.8m
Environmental services £30.8m
Education services £232.1m
Housing services £16.3m
Planning & development services £14.2m
Housing Revenue Account £26.1m
Social work services £118m
Other costs £29.6m
Roads & transport services £50.6m
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Exhibit 3Committee structure
Source: Aberdeenshire Council
CouncilAreacommittees
Policy&resources
Infrastructureservices
Scrutiny&audit
Socialwork&housing
Educationlearning&
leisure
Banff&Buchan
Buchan
Formartine
Garioch
Kincardine&Mearns
Marr
26.Thecouncilhasanumberofleadershipandmanagementdevelopmentinitiatives.Some,suchastheChrysalisdevelopmentprogrammeforwomenmanagers,candemonstratemeasurableimprovements.Thecouncilhasdevelopedaclear,comprehensiveLeadershipDevelopmentProgrammeforseniorandmiddlemanagers.Theprogrammeisbasedaroundleadershipbehaviours,includes��0degreeprofilingandislinkedwithanappraisalsystemforseniorstaff.Thecouncil’sownevaluationoftheprogrammeindicatespositiveoutcomes,suchasimprovedleadership,increasedconfidence,greaterunderstandingofthedesiredleadershipbehavioursandamoreeffectiveapproachtomanagingperformance.Thecouncilplanstomeasuretheimpactofthisprogrammethroughitsresidentandstaffsurveys.
Politicalstructures
Thecouncil’spoliticalstructuresworkwellandareincreasinglyeffectiveinensuringthatpolicydecisionsareresponsivetolocalviews.Councildecision-makingisopentopublicscrutiny.
27.Thecouncilhasdevelopedaconsensualstyleofpoliticsthroughahistoryofcoalitionadministrations.Thepreviousadministration(�00�)wasacoalitionbetweentheLiberalDemocratsandeightIndependents.ThecurrentadministrationisacoalitionbetweentheLiberalDemocratsandConservatives.Almosthalfoftheelectedmembersonthecurrentadministrationarenewtothecouncil.
28.SinceMay�007,thenewleaderofthecouncilandthechiefexecutivehavedevelopedaneffectiveworkingrelationship.Moregenerally,goodprofessionalrelationshipsareinplacebetweenelectedmembersandseniorofficers,whoworkwelltogether.
29.Thecouncilestablishedadevolveddecision-makingstructurein�997.Thevastmajorityofcouncildecisionsaredevolvedeithertopolicy
orareacommittees,ortoofficers,withveryfewdecisionsreservedtofullcouncil;reservedmattersrelateprimarilytoestablishingthefinancialarrangementsforthecouncil,includingsettingthecounciltaxrateandhousingrents.Thiscanmeanthatasmallgroupofmembershavetheopportunitytocontributetodebateanddecision-makingonmajorissues.Thecommitteestructure(Exhibit�)isbroadlyalignedwiththemanagerialstructureandplanningframework.Thereareclearrelationshipsbetweenpolicycommitteesanddirectors,andareacommitteesandareamanagers.
30.Theareacommittees’delegatedroleincludesapprovingareapoliciesforthedeliveryofallservices,consistentwithanycouncil-widepolicy.Theyareresponsibleforstatutoryfunctions,includingplanningandbuildingcontrol,whichrepresentsamajorpartoftheirbusiness.Theyalsomonitortheeffectivenessofservicedeliveryintheirarea.Toenablethemtosupportandpromotelocalcommunityinitiatives,areacommitteeshaveasmalldelegated‘top-up’budgetofapproximately£�0,000,withamaximumof£�,000availableforindividualprojects.
Part�.Doesthecouncilhaveclearstrategicdirection?��
Exhibit 4Marr and Buchan Area Committees
Marr areaTheMarrareacoversalargeruralareainthewestofAberdeenshire,withapopulationofapproximately��,�00,andcovering�,9��km�.Thisrepresents�7percentofthelandareacoveredbyAberdeenshireCouncilandencompassesalargepartoftheCairngormNationalparkarea.Theareacontainsover�0townsandvillages,andmanyothersmallersettlements.MarrAreaCommitteeexhibitsastrongsenseofconsensualpoliticswithallthecouncillorsworkingasateamtodeliveronlocalpriorities.TencouncillorsrepresentconstituenciesintheMarrarea:fourConservatives,fourLiberalDemocratsandtwoSNPs.Areacommitteemeetingsareheldinpublic,andthereisanopenforumthatallowsthepublictoaskquestionsofthecommittee.
TheworkoftheMarrareaisoverseenbyanareamanagerwhoprovidesstrongcommunityleadershipandisavisiblerepresentativeofthecouncilinthelocalarea.Theareamanagementteamcomprisesrepresentativesfromthemainfront-lineserviceareas.Theteammeeteveryfourweeksandaddressserviceissuesatalocallevel,andareresponsiblefordraftingtheMarrAreaPlanandreportingprogressagainstit.
ThelocalprioritiesaresetoutintheMarrAreaPlan�007-�0.Theplansetsouttheprioritiesandaspirationsforthelocalarea,asdevelopedandconsulteduponwithlocalcommunitygroups,againstthecouncil’skeystrategicthemes.Itsetsoutclearlytheserviceresponsiblefordeliveringthepriorityandinidentifyingtheresourcesavailable.Themonitoringoftheplanisreportedtotheareamanagementcommitteeonasix-monthlybasisandgivesmoredetailedinformationinrelationtoresourcesandtargetforcompletingofthepriority.TherearestrongpartnershiparrangementsintheMarrareatodeliverforthelocalcommunities.Althoughrelativelynew,havingbeensetupinthelastyear,theLocalCommunityPlanningGrouphasrepresentativesfromthepolice,fireandrescue,health,theCairngormsNationalPark,CVSandfromlocalcommunitygroupsandcommunitycouncils.
Buchan area TheBuchanareaislocatedinthenortheastofAberdeenshire,withapopulationofapproximately�9,000andcoveringanareaof��7km�.ThemajortownisPeterhead,stilloneofEurope’slargestwhitefishports.Theareahasseenmanychangeswiththedeclineofthefishingindustry,althoughthishasnowstabilised,andwiththepresenceoftheoilandgasindustry.Agricultureisalsoimportantandworkiscontinuingtowidenthearea’seconomy.TheBuchanAreaCommitteemeetsinpublicandhas��electedmembers:fiveSNPsmembers,threeIndependents,twoConservativesandoneLiberalDemocrat.TheBuchanAreaPlan�007-�0setsoutthecouncil’skeyactionsandprojectsforthenextthreeyears.Theareamanagerprovidesstrongleadershipfortheareamanagementteam,ensuresgoodlinkageswiththeelectedmembersontheBuchanAreaCommitteeandsupportslocalCommunityPlanning.
PeterheadcontainsoneofAberdeenshire’stwoareaswhichareeligibleforcommunityregenerationfunding.ARegenerationOutcomeAgreementisinplaceandhasfundedtheHotspot,acommunitydrop-infacilityprovidingsupportonhealthandwell-being,moneymatters,andinternetaccess;thisopenedattheendof�007.PeterheadisalsopartoftheAberdeenshiretowns’partnership,supportingeconomic,environmental,andsocialcohesionprogrammes.ARuralBuchanRegenerationStrategyaimstopromotephysical,social,andeconomicregenerationinsmallersettlementsinthearea.BuchanDevelopmentPartnership(BDP)isthelocalruralpartnership.Ithasbeeninstrumentalinanumberofinitiatives,including‘PlanningforReal’exercises,whichhavegeneratedcommunityactionplansforsettlementssuchasNewPitsligo.
Source: Audit Scotland
31.Welookedinmoredetailattwoareas,MarrandBuchan(Exhibit�).Areacommitteesgenerallyproceedonaconsensualbasis,bringinggoodlocalknowledgetotheconsiderationoftheissuesbeforethemandareincreasinglyresponsivetolocalpriorities.Theviewsofareacommitteesaretakenseriouslyduring
policycommitteeconsiderations.Thecouncilhasrecentlyintroducedpolicydiscussionpaperstoareaagendas,helpingtoensurelocalviewsarebetterreflectedinpolicydevelopment.Theapproachhasbeenappliedconsistentlyacrossareacommittees,butinitialindicationsarethatitseffectivenessvaries,withthosecommitteesabletopresenta
cohesiveviewhavingmoreinfluenceoverpolicydecisions.
32.Allcommitteesmeetinpublic,exceptforspecifieditemswhereinformationisjudgedtobeexemptunderstatutoryconfidentialityprovisions.Papersandpreviousminutesareavailablefromthecouncil’swebsiteaweekin
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advanceofeachmeeting,andareacommitteesinparticularareoftenwellattendedbythepublic,inpartduetotheirplanninganddevelopmentcontrolrole.
Managementstructures
Seniormanagementhaveacohesiveapproach,andthemanagementstructurehelpstoprovidecapacityandresilience.However,itfostersanoperationalfocusattheexpenseofstrategicmanagement,andthereisscopetorationaliseit.
33.Thecouncilhasatraditionalmanagementstructure,withfourdirectorsleadingthedeliveryoffront-lineservicesandthreedirectorsleadingsupportservices(Exhibit�).Anareastructureisoverlaidonthis,withsixareamanagerssupportingtheworkofareacommittees.ThechiefexecutiveisalsosupportedbyaheadofPolicyandheadofCorporateCommunications.
34.Seniormanagementworkscloselytogether,resultinginacohesiveandconsistentapproach.
TheCorporateManagementTeam(CMT)meetsweeklytodiscusscorporateandoperationalmatters.Itconsistsofthechiefexecutive,sevendirectorsandsixareamanagers.TheStrategicManagementTeam(SMT)consistsofthechiefexecutive,alldirectors,twoareamanagersandtheheadsofPolicyandCorporateCommunications,andmeetsquarterlytodiscussstrategicmatters.Directorsareco-locatedbesidethechiefexecutiveandmeetbrieflyeverymorningtodiscussemergingissues.
35. Theareamanagersreporttothechiefexecutiveandhaveakeyroleactingasaconduitbetweenthelocalcommunityandthecouncil.Theyhead-upareamanagementteams,whichincluderepresentativesfromservicedepartments,andchairthelocalCommunityPlanningpartnerships.Theareamanagershaveadministrativesupportbutarenotresponsibleforservicepersonnel.
36.Thenumberofseniormanagementpositionshelpstoprovidecapacityandresilience,butthestructurewouldbenefitfromrationalisationtoprovidegreaterclarity
andstrategicfocus.Seniorstaffspendtoomuchtimeonoperationaldetailtothedetrimentofstrategicmanagement.PerformancemanagementinformationisnotroutinelyconsideredbyeithertheCMTorSMT.Thisresultsinalackofstrategicfocusonhowwellthecouncilanditsservicesareperformingoverall.Italsolimitsconsiderationofopportunitiestoredirectresourcesacrossthecounciltoaddressareasofpoorerperformance.
Setting a clear direction
Thecouncilhassetoutitsoveralldirectionwell,withaclearvisionnowsupportedbywell-definedstrategicpriorities.Inthepast,serviceplanswerewellarticulated,buttheywerenotclearlylinkedtocorporateandareapriorities.Theimprovedclarityofoveralldirectionprovidesamoreeffectivebasisforplanning,butitistooearlytoseehowwellthenewplanningandperformancemanagementframeworkwillwork.
Exhibit 5Managerial structure
Source: Aberdeenshire Council and Audit Scotland
Chief executive
Directorofhousing&socialwork
Directorofplanning&
environmentalservices
Directoroftransportation
&infrastructure
Directorofeducationlearning&leisure
Directoroffinance
Directoroflaw&
administration
Directorofpersonnel
&ICT
Areamanager(Banff&Buchan)
Areamanager(Buchan)
Areamanager(Formartine)
Areamanager(Garioch)
Areamanager(Kincardine&
Mearns)
Areamanager(Marr)
Headofpolicy Headofcorporatecommunications
Part�.Doesthecouncilhaveclearstrategicdirection?��
Vision37.ThecouncilagreedaclearvisionfortheareainOctober�00�(Exhibit�).Ittookaninclusiveapproachtothedevelopmentofthevisionandcascadeditthroughstaffcommunications,andthevisioniswidelyrecognisedandacceptedthroughoutthecouncilandbyitspartners.Thecouncilstateditsintentiontomeasureitsprogressinachievingthevision,butthisworkhasnotbeenprogressedduetorecentchangestotheoverallplanningandperformancemanagementframework.Theintentionisthatthevisioncascadesthroughallaspectsoftheperformancemanagementframework,fromthecommunityplanthroughserviceplansandareaplans.Intheinterim,thecouncilhasidentifiedrelativeperformanceasmeasuredbystatutoryperformancemeasuresasanindicatorofhowwellitisachievingitsvision.Usingthismeasure,itisclearthereismuchstilltobedone.
Planningframework38.ThecouncilisintransitionbetweenitsexistingPerformanceManagementFramework(PMF)andamodifiedapproach(Exhibit7,overleaf)whichtakesamorethematicapproach,withtheaimoflinkingallplanningmorecloselytostrategicobjectives.Thisfollowsareviewofbusinessplanning,inMarch�007,thatidentifiedsomekeyweaknessesinitsexistingapproach,including:lackoflinkagesbetweenplans;toomanyplansinplace;lackofmonitoring;andlackofmeaningfulnesstoemployees.Theintentionisthatthenewapproachwilladdresstheseissuesandprovideamorecohesiveapproach.
39.Thecouncilhasmadegoodprogresswiththenewapproach;thestrategicprioritieshavebeenagreedandlinkedtotheCommunityPlanningthemesandnationalpriorities.ItintendstointroducethematicserviceplansandlocalcommunityplansfromApril�00�.Anewcorporateimprovementthemepullstogetherallcurrentandemergingimprovementplans.Thecommunityplan40.ThesecondAberdeenshireCommunityPlan�00�-�0has
Exhibit 6Aberdeenshire Council Vision
Source: Aberdeenshire Council
The best area
Helping to create and sustain the best quality oflife for all through...
• happy, healthy and confident people• safe, friendly and lively communities• an enterprising and adaptable economy• our special environment and diverse culture
The best council
Aiming to provide excellent services for all by...• involving, responding and enabling• finding new and more efficient ways of doing things• providing elected leadership for our area• working with our partners in the North East and beyond• always looking to the future
beendevelopedaroundfivemajorCommunityPlanningthemes.ThethemeswereidentifiedthoughconsultationwithresidentsandarebasedonthecontextinwhichAberdeenshireoperates.Thethemesare:
communitywell-being(includingcommunitysafety)
jobsandtheeconomy
lifelonglearning
sustainableenvironment
developingourpartnership.
41.Althoughthecommunityplancontainsclearoverallobjectivesin
•
•
•
•
•
relationtomeetingthethemes,itlacksdetailsofspecificactionstobetakenandfullyspecifiedperformanceindicators.Therehasbeenlimitedreportingofprogressagainstthecommunityplanuntilrecently;theAberdeenshireCommunityPlanningPartnership(CPP)publisheditsfirstannualreportfor�00�/07inthesummerof�007.Thisoutlinedactionsandprogressagainstinitiativesduringtheyear,togetherwithperformanceagainstasmallnumberofhigh-levelindicators.
Strategicpriorities42.Strategicprioritieshavebeenwelldefined,clearlyspecifyingtheactionsthatthecouncilintendstotakeandtheoutcomesthatitwishestoseeas
��
Exhibit 7Revised performance management framework
Source: Aberdeenshire Council
Aberdeenshirecommunity plan
themes
Strategic priorities & all
resources
Themedactions
Service delivery
Nationalpriorities
Corporateimprovement
Actions &audit
Performancemonitoring
Customerfeedback
Six localcommunity
plans
aresult.Thecouncilrecentlyapproveditsstrategicprioritiesfor�007-��;thesereplacethepreviousstrategicplan(�00�-07).Thestrategicprioritiesreflecttheadministration’sprioritiesforthenextfouryearsandarestructuredaroundthefiveCommunityPlanningthemes,plusanadditionalthemeofcorporateimprovement.Thereare��strategicpriorities(Exhibit�)withassociatedkeyactions.Outcomemeasureshavebeendevelopedandaretiedtoeachtheme.Thisprovidesagoodbasisformoredetailedplanningandoverallperformancemonitoring.Areaplans43.Areaplansarenoteffectiveinensuringthatareaprioritiesarereflectedinserviceplans.Areacommitteesapprovetheirownannualareaplanandmonitoritonasix-monthlybasis.Althoughtherearesomelinkagesbetweentheseareaplansandserviceplansthisisgenerallyatahighlevel.Areaplanshavebeenmoreaspirationalthanpractical,andthecontentofareaplanshasnotbeencarriedthroughtoserviceplans.Thecouncilintendstoreplacethe
areaplanswithlocalcommunityplansfor�00�/09,butelectedmembersandCPPshaveconcernsabouthowthenewplanswillworkinpractice,particularlyabouthowtheareaprioritieswillbereflectedinthethemedactions.Thecouncilwillneedtoensurethatthenewlocalcommunityplansaremoreclearlylinkedtootherplansandtheperformancemanagementframework.Thiswillhelpittobalancecompetingdemandsonresources.
Serviceplans44.Serviceplansexistforeachoftheeightcouncildirectorates.Althoughthecouncilhasrecognisedlimitationsintheextenttowhichthesewereeffectivelylinkedto,andconsistentwith,corporateandlocalprioritiesinimplementingitsrevisedapproach,existingplansprovidethefoundationsofaneffectiveapproach.Actionsareclearandlinkedtoresources.Thenewapproachfor�00�/09willreplaceserviceplanswiththemedactions.Workprogrammeswillbepreparedbyheadsofservicetotakeaccountofthestrategicprioritiesandthemedactions.
Community engagement
Thecounciliscommittedtocommunityengagement,andisveryactiveinseekingtheviewsofthelocalcommunity,makingwidespreaduseofsurveys.However,thisworkcouldbemoreeffective,withnosystematicapproachtoconsistentlyinformpolicyandservicedelivery.Anopportunityisbeingmissedtoshareexperiencesandbestpractice,andtoimprovecoordinationofallcommunityengagementactivity.
45.Communityengagementinitiativesarewidespreadacrossthecouncilandhaveinfluencedmanycouncilactivities.However,thereisnoclearevidencethattheyareproducinginformationthatisusedsystematicallytoinformpolicyandservicedelivery.InitsrecentCommunicationsStrategy,thecouncilrecognisestheneedtodevelopamoresystematicapproachtoconsultation,buttheoverallapproachtocommunityengagementisnotcurrentlywellarticulated.
46.Areacommitteesprovideafocusfordirectengagementwithlocalcommunities,butthereisalackofconsistencyinhowtheydothis.Theyneedtoremainresponsivetolocalcircumstances,butthecouncilwouldbenefitfromsharingexistinggoodpractice.Forexample,someareacommitteeshostpublicquestion-timesessionsatthebeginningoftheirmeetings.
47.Thecouncilhasundertakenanannualresidents’surveysince�000.Afull-scalesurveyiscarriedoutbiannuallywithamoredetailedsurveyonkeyaspectsofserviceprovisionundertakenin-between.Thesurveymeasuresperceptions,opinionsandexperiences,includingoverallsatisfactionratings.The�007annualresidents’surveyshowsthat��percentofrespondentsweresatisfiedwiththecouncilasaprovideroflocalservices.While��percentofrespondentsbelievethatlocalindividualscanhaveaninfluenceoncouncildecisions,only�9percentbelievethatthecouncilcommunicatesitsdecisionstothewiderpublic,and��percentof
Part�.Doesthecouncilhaveclearstrategicdirection?�7
Exhibit 8Strategic priorities 2007-11
Theme Strategic priority•
Communitywell-being Enhancingcommunitysafety
Deliveringservicesforchildren,youngpeopleandadults
Deliveringhealthandcare
Providingqualityhousingservices
Communityengagement
Promotinginclusiveness
Providinggoodqualitypublicspaces
Jobsandtheeconomy PromoteAberdeenshirelocally,nationallyandinternationallyasalocationforemployment,livingandleisure
Attractandsupportbusinesses
Improvethetransportnetwork
Maintainroadinfrastructure
Lifelonglearning Effectivetargetingofresources
Improvedearlyyearsopportunities
Improvedachievementforall
Improvedinclusionandparticipationacrosstheservice
Improvedaccesstosportandculturalactivities
Enhancedcommunitylearninganddevelopment
Sustainableenvironment ReduceAberdeenshire’sglobalfootprint
Achievingsustainabledevelopment
Protectandpromotethehistoricalenvironment
Protectandpromotethenaturalenvironment
Managingwaste
Developingourpartnerships
DevelopingCommunityPlanning
Workinginpartnership
Sharingservices
Communitycouncils
Corporateimprovement Efficiency
Outcomefocus
Deliveringhigh-qualitycustomerservice
Effectivecorporatecommunications
Thebestworkforce
Managingourbuildingsandfacilities
Managingfinancialresources
Source: Aberdeenshire Council
respondentsbelievethatconsultationis‘justforshow’.Targetshavebeenestablishedinaconsultationactionplantoimprovethesefiguresby�0�0.Thecouncilacknowledgesthatitneedstomakeimprovementsinmonitoringhowthesurveyresultsarebeingaddressed.
48.TheCPPconductsquarterlysurveysusingViewpoint,theAberdeenshirecitizens’panel,whichhasaround�,�00members.Themostrecentsurvey(November�007)focusedonhomesafety.Previoussurveyshavecoveredhealth,culture,antisocialbehaviour,transport,andhousing.NHSGrampianusedViewpointtoconsultonits�007/0�HealthPlan.Thereisgenerallyahighlevelofresponse–ataround70percent–tothesurveys.Newslettersdetailingthepanel’sfindingsaresentouttomembersaftereachsurvey,andinformationisavailableonthecouncil’swebsite.Thecouncilisreviewingitsarrangementsforcoordinatingandmonitoringtheresultsofsurveyactivity.
49.Theeducation,learningandleisureservicedevelopedaCommunicationandConsultationStrategyin�007.Othercommunityengagementactivityhasincluded‘PlanningforReal’eventsinthecommunity,tenantparticipationeventsandconsultationactivityonpublictransportvialocalbusforums.TheCommunityPlanningthemesweredevelopedthroughconsultationwithresidents.
50.Thecouncilworkswithavarietyofcommunityandvoluntarygroups.IthasaVoluntarySectorPolicythatcoversmattersincludingtherolesofthecouncilandvoluntarysectororganisations.Thereareover70communitycouncils,representedbyamemberontheCPPboard.Acodeofpracticesetsoutarrangementsforexchanginginformationbetweenthecouncilandthecommunitycouncils.ThreecouncilsforvoluntaryservicerepresenttheinterestsofthevoluntarysectorintheCPP.51.Thecouncil’sScrutinyandAuditCommittee(SAC)carriedoutareviewofpublicconsultation,
��
communication,andengagementaspartofits�00�/0�workprogramme,resultingin�7recommendations.Severaloftherecommendationshaveonlyrecentlybeenaddressed,includingthedevelopmentofacommunicationsstrategy,theappointmentofaconsultationcoordinatoranddevelopmentofaconsultationactionplan.
52.Thecouncilacknowledgesthatithastoimproveitsapproachtopublicperformancereporting(PPR).ItpublishesanannualPPR,whichisacomprehensivedocumentnotingprogressmadeagainstthestrategicplan,andprovidesanoverviewofserviceperformance.Themostrecentreportwaspublishedmorethaneightmonthsaftertheendoftheyeartowhichitrelatesandhaslimitedcirculation,withcopiesavailabletothepublicthroughlibraries,otherpublicofficesandfromthecouncil’swebsite.
53.Therearesomegoodexamplesofserviceperformancereporting.Tenantswereveryinfluentialinthedevelopmentanddesignofthehousingannualperformancereport,Performance Matters!,whichwasdistributedattheendof�007.Thisusescolourandcleargraphicstoconveyinformationontopicsincludingrepairs,antisocialbehaviourcases,lettings,andrents,andithasbeenwellreceivedbytenants.Asummaryofthehousingmanagementservice’sperformanceisalsoreportedtotenantsviaaquarterlynewsletter.
Chaptertitlehere�9�9
Part 2. Is the council organised to deliver better services?
�0
Exhibit 9Structure of Community Planning partnership
Community Planning board (meetingsopentothepublic)
Leaderofcouncil,andotherpoliticalgroupleaders.
Chiefexecutiveorseniornomineeof:council,NHSGrampian,GrampianPolice,GrampianFireandRescueService,ScottishEnterpriseGrampianandCommunitiesScotland.
Onerepresentativeeachof:communitycouncils,forumofarea&localruralpartnershipsandAberdeenshireCVSNetwork.
•
•
•
Community Planning executive
CouncilCPstaff.
Partnerorganisationrepresentativesfromcouncil,NHSGrampian,GrampianPolice,GrampianFire&RescueService,ScottishEnterpriseGrampianandCommunitiesScotland.
Representativesofcommunitycouncils,forumoflocalruralpartnershipsandAberdeenshireCVSNetwork.
LocalCommunityPlanninggroupleaders.
•
•
•
•
Local Community Planning groups x 6
Areamanagers,partnersandlocalinterests
Community well-being theme
forum
Sustainable environment theme forum
Lifelong learning theme
forum
Jobs & economy
theme forum
Developing our partnership
theme forum
Source: Aberdeenshire Council
Thecouncilhasestablishedacultureofcontinuousimprovementandhasputmanyofthebuilding-blocksinplacetosupportthedeliveryofimprovedservices.Ithasagoodperformancemanagementframework,supportingincreasinglyeffectivescrutinyprocesses.Financialmanagementissoundanditismakingimprovementstoassetmanagement.Staffaremotivatedandinvolved,andthesinglestatusagreementhasbeenimplementedwithoutadverselyaffectingstaffrelations.Asignificantinvestmentismadeinreviewinghowthingsaredone,usingavarietyoftechniquesincludingEuropeanFoundationforQualityManagement(EFQM)andKaizen.
Amorestrategicandcoordinatedapproachisneededtoensuremaximumimpactfromthesignificantresourceinvested,makingsurethatimprovementactivityhasaclearimpactondeliveryandefficiency.Thedevelopmentofriskmanagementhasbeenslow,andalthoughthecouncilworkswellwithpartnersonindividualprojects,improvedleadershipisrequiredtoensurethattheCPPworksmoreeffectivelytogethertodeliverbetteroutcomesandservices.Thecouncilmustdomoretodemonstratethecompetitivenessofitsservices.
Working with partners
CommunityPlanninginAberdeenshirehasbeeninplaceforalongtime,butmuchofitsactivityremainsfocusedondevelopingpartnershiparrangements.Progressinestablishingclearprioritiesandassociatedactionshasbeenslow.ThecouncilneedstoimproveitsstrategicleadershipofCommunityPlanningtoensurethatallpartnersworkmoreeffectivelytogethertodeliverbetterservicesandoutcomes.Thecouncilisinvolvedinextensivejointworkingandgenerallyworks
wellwithitspartnersonindividualprojects.Itneedstotakeamorestructuredapproachtoreviewingtheeffectivenessofspecificarrangements,beingclearerabouttheroleeachplaysinaddressingoverallprioritiesandhowtheyfitwithCommunityPlanning.
54.AberdeenshirehashadaCPPsince�999,wideningparticipationin�00�withtheinclusionofcommunityandvoluntaryinterests.Thecurrentstructurewasintroducedin�00�,withtheCommunityPlanningboardchairedbytheleaderofthecouncil(Exhibit9).Allsubgroupsareoperationalalthoughsome,includingthelocalCommunityPlanninggroups(LCPGs),areatarelativelyearlystageofdevelopment.SignificantworkisstillrequiredtoestablishinitiallocalcommunityplansfromApril�00�.
55.Moreneedstobedonetoensurethatthepartnershipprovidesclearandeffectivedirection.Whilethepartnershiphasagreedfivekeythemes,describedinbroadtermsinthecommunityplanfor�00�-�0,ithasbeenslowtoestablishclearprioritiesandassociatedactions.Proposalshavebeenconsideredbytheboardandtheexecutiveonseveraloccasions,butpartnershavefailedtoagreethewayahead,primarilyduetoconcernsabouttheunderlyingqualityofproposals.OursurveyofCPPsfoundthatonly��percentofrespondentsthoughtthatmeetingsofthepartnershipareeffectiveinagreeingactionstodeliverpriorities.Aminority(�7percent)ofrespondentsconsiderthatelectedmembershadprovidedeffectiveleadershipinthepartnership.Manymore(��percent)consideredthattheleadershipshownbyseniorcouncilofficerswaseffective.
56.Insomeareasitisclearthatpartnershavebeeneffectivelyinvolved,takingleadresponsibilityforparticularthemeareasorprojects.Forexample,thedevelopmentofAberdeenshire’syouthengagementstrategy,ValuingYoungPeople,wastakenforwardprimarilyunderthedirectionofGrampianFire&RescueService.Thishashelpedtowidenownership.However,only�7percentofrespondentstooursurveyconsideredthatallpartnersarefullyinvolvedand,overall,CommunityPlanningisnotfullyeffectiveinenablingthepartnerstoworktogethertodeliverimprovedservices.
57.TheCommunitywell-beingforumisdevelopingintegratedapproachestohealthimprovement.NHSGrampianisleadingtheworkandhasimplementedapilotprojectinBuchan.TheworkwascommissionedbyNHSHealthScotland.TheoverallaimistodevelopanintegratedsystemsothathealthoutcomesmaybemonitoredandcomplementarycontributionsfromthehealthserviceandotherCommunityPlanningpartnerscanbeidentified.Itistooearlytocommentontheeffectivenessoftheapproach.
58.Someprogresshasbeenmadeinimprovingcommunityengagement,butfurtherimprovementsarerequiredtoincreaseeffectiveness.LCPGsarebeginningtoaddressissuessuchascapacitybuildingandimprovedcommunityprofiling.InBanffandBuchan,theLCPGbroughttogetherpartneragenciestogivemigrantworkerstheopportunitytofindoutmoreaboutlocalservices.LCPGmembersinFormartineattendedlocaleventstoraisetheprofileofCommunityPlanning.ThepartnershiphasendorsedtheNationalStandardsofCommunityEngagement,althoughimplementationispatchy.
59.CommunityPlanninghashelpedstrengthenrelationshipsbybringingCPPpartnerstogetheronlocalissues,butthereremainsuncertaintyamongpartnersabouthowtheoverallframeworkshouldwork.SignificantefforthasbeeninvestedtoclarifytherespectiverolesandremitsofdifferentgroupswithintheCommunityPlanningframeworkandtheirlinkages.Theboardadoptedapartnershipagreementin�00�andinNovember�007itagreedareportonrolesandremits.However,manyoftheindividualsinvolvedremainunclearaboutthesplitofresponsibility,andonly��percentofrespondentsconsiderthatthedifferentpartsoftheCPPworkwelltogether.
60.Muchofthepartnership’sworkcontinuestofocusonitsownarrangements.TheboardhasconsideredAuditScotland’sbaselinereviewofCommunityPlanning, Community Planning: an initial review,andhasidentifiedanumberofkeyactionsitrequirestotake,includingincorporatingriskmanagementintothepartnership’sworkandagreeingasmallnumberofclearlyspecifiedpriorities.ThepartnershiphasagreedtoconductareviewofCommunityPlanningbytheendof�00�,usingtheAuditScotlandframeworkandbenchmarkingagainstotherCPPs.
61.Thecouncilisanactivepartnerinjointworkingarrangements,ranging
fromlarge-scaleformalpartnershipslinkedtonationalpolicysuchascommunityhealth,communitysafetyandregionaltransport,tolooserarrangementstosupportpartnershipworkingatalocallevel.Forexample,theeconomicdevelopmentservicehasbeeninvolvedinsupportingaround�00organisationstoworktogetherforthebenefitoflocalcommunitiesinruralandtownpartnerships.ManypartnershiparrangementsinvolveCommunityPlanningpartners,whileothershavemembersdrawnmorewidelyfromtheNorth-EastofScotland.
62.TheNorthEastofScotlandJointPublicSectorGroupwasestablishedin�000tosetthestrategicdirectionforafullyintegratedpublicsectorintheregion.Thisofficer-ledgroupincludesthechiefexecutivesofAberdeenshire,Aberdeen,andMorayCouncils,togetherwiththeircounterpartsinNHSGrampianandScottishEnterpriseGrampian,thechiefconstableofGrampianPolice,andthechieffireofficeroftheGrampianFire&RescueService.Currentstrategicprioritiesforthegrouparepropertyandassetsharing;procurement;fleetmanagement;HR;andIT.ItisalsoaddressingthepriorityissuesofdelayeddischargesandroadsafetythroughouttheNorth-East.
63.InMarch�007,abipartiteframeworkwasagreedwithAberdeenCityCouncil,settingoutacommitmenttoworktogethertoimproveservicesandincreasingefficiency.Thisbuildsonexistingpartnershipworkinmanyareassuchasprocurement(paragraph�0�),andthetwocouncilsaimtoidentifyfurtherareasofcommoninterest.
64.Thecouncilagreedapartnershipandjoint-workingpolicyinJanuary�007,followinganearlierreviewbytheScrutinyandAuditCommitteeintoGovernanceandAccountabilityinJointWorking(�00�).Thepolicysetsoutanumberofactionstoformalise
Part�.Isthecouncilorganisedtodeliverbetterservices?��
��
aspectsofthecouncil’sapproach,includingthedevelopmentofaregisterofpartnershipsandathree-yearlyreviewtoensurecompliancewiththepolicy.Manyoftheseactionshaveyettobeimplemented.
65.Aberdeenshiretownspartnership(ATP)isregardedasamodelofgoodpracticeinpartnershipworkingandwascommendedforhelpingtodevelopsustainablecommunitiesattheScottishAwardsforQualityinPlanningin�00�.Thepartnershiprecognisestheimportanceofthearea’stownsascommercialandsocialcentresandhassupportedarangeoflocalprojectsrangingfromfarmers’marketstolocalregenerationprojects.TheCPPintendtointegratetheATPintotheCommunityPlanningstructurebytheendof�00�.
Performance management and reporting
Thecouncilhasagoodperformancemanagementframeworkinplacesupportingregularreportingofserviceperformancetoelectedmembers.Morecanbedonetorationalisethequantityandqualityoftheinformationreported.Recentchangeshavehelpedtolinkinformationbettertooverallpriorities,butmanagementneedstobothtakegreaterownershipofcorporateandserviceperformanceandensurethatthetoolsinplaceareusedeffectively.
66.ThecouncilhasagoodPMFinplace,collectingandreportingperformanceinformationacrosstherangeofcouncil’sactivities.Theframeworksupportsdetailedreportingandscrutinyofperformancebypolicyandareacommittees.Electedmembersareactivelyseekingimprovementstotheavailableinformationandthewayinwhichitispresented.Anewapproachtomonitoringthestrategicprioritieshasbeenagreedandwilldrawonexistingperformanceinformation.ThefirstbaselinereportwaspresentedtocommitteeinFebruary�00�,
withfurtherreportingplannedatsix-monthlyintervals.
67.Performancereportsonstrategicprioritiesandserviceplansdescribedesiredoutcomesandtrendinformation,andexplainpoorordeterioratingperformance.Targetsandtolerancesareestablishedforsomeindicators,althoughthisisnotdoneconsistently.
68.Keyperformanceindicatorshavebeenestablishedbyeachservice.Thesearelinkedtocoreactivitiesandresults,asidentifiedinserviceplans,suchasimprovingschoolattendancelevels,supportingchildreninneed,andimprovinghousingandwatersupplies.Indicatorsarerestrictedtothoseunderthesoleresponsibilityofthecouncilanddonotextendtopartnershipactivity.Wherepossible,theyaremeasuredmonthlyanddataisanalysedtoanarealevel.Keymeasuresarereportedquarterlytopolicycommittees,withinformationbrokendowntoarealevelforareacommittees.Serviceplanmonitoringreportsprovidedetailsofprogressofprojectsandinitiativestopolicycommitteesbiannually.Boththekeymeasurereportsandtheserviceplanreportssupportscrutinyofperformance,butthereisthepotentialtorationalisethecurrentreportingarrangements,makinginformationtosomecommitteesmoredigestible.
69.Thecouncilhasoutlineditsachievementsagainstthestrategicplan(�00�-07)initsannualpublicperformancereportfor�00�/07.Althoughtheplanlackedfullyspecifiedoutcomemeasures,thecouncilreportedprogressunderitskeystrategicintentionsthroughtheuseofnarrativeonspecificprojectsandSPIinformation.Thecouncilhasrecentlyamendeditsapproachtomonitoringandreportingfollowingtheestablishmentofitsnewstrategicprioritiesandaimstodrawtogetherexistingperformanceinformationonathematicbasis,linkingthesetocross-cuttingpriorityareasandoutcomes.
70.Extensivereportingtocommitteeisinplace,butthe
CMTdoesnotroutinelyreviewandrespondtoserviceperformance.Thereisalsolimitedownershipofperformanceinformationamongmiddlemanagement,andlinkstotheobjectivesandaccountabilityofindividualsandteamsarelimited.
71.SomeSPIshavebeenincorporatedintothePMF.ThecouncilreportedacomprehensiveanalysisofcomparativeSPIperformanceduring�007,recognisingtheneedtoconsiderthisinformationmoresystematically.Morethoughtneedstobegiventohowrelevantcomparativeinformationisincorporatedintofuturestrategicmonitoringreports.
Scrutiny
Well-establishedarrangementshaveprovidedagoodforumfordetailedscrutiny.Thesearebeingenhancedbybetterperformanceinformation.EarlysignsarethatscrutinyofpolicyimplementationandservicedeliveryhasbecomeincreasinglyeffectivesincetheMay�007elections.Scrutinyofdecision-makingislimited.
72.TheSACreviewstheeffectivenessofpolicyimplementationandservicedelivery.Itconsistsof��electedmembers;fourSNPs,threeScottishLiberalDemocrats(oneofwhomisthechair),twoIndependentsandtwoConservatives.Areacommitteesmonitortheeffectivenessofcouncilworkwithintheirareaandpolicycommitteesscrutiniserelevantperformanceinformation.Whileitremainstooearlytofullyassesstheimpact,earlyindicationsarethatscrutinyofperformancehasbeenenhancedasaresultofrecentimprovementstotheformatofperformancereports.Observationofcommitteemeetingsshowsthatelectedmemberschallengeeffectively,increasinglyholdingofficerstoaccount.
73.Thewell-establishedSAChasprovidedagoodforumfordetailedscrutinyandhasbeeneffectiveasanauditcommittee.Thecommitteeundertakesaprogrammeofannualreviewsinformedbyspending
priorities,serviceperformanceandtheviewsofstaffandresidents.RecentreviewshaveincludedDecentralisationofDecision-Making,DeveloperContributions,andtheManagementofPublicToilets.Thecommitteeproduceswell-researched,evidence-basedrecommendations,whicharepickedupinplansandpolicies.However,thecommitteehasonlyrecentlystartedtofollowuptheimplementationofrecommendations.74.Thecouncil’sschemeofdelegationprovidesforextensivedelegationofdecision-makingtoareaandpolicycommittees.Onoccasionswhereatleastathirdofcommitteemembershavevotedagainstadecision,thereisprovisionforthosememberstoreferadecisiontofullcouncil,offeringtheopportunityforfurtherscrutiny.However,thisfacilityislittleusedandasaresultthereislimitedscrutinyofdecision-makingoutwiththeresponsiblecommittee.
75.Inawell-publicisedcase,theinfrastructureservicescommitteerefusedanoutlineapplicationforagolfcourseandresortdevelopmentatMenieHouse,BalmedieinNovember�007.ThisdecisionwastakeninaccordancewiththeschemeofdelegationthathadbeeninplacesinceApril�00�.Thecouncilrecognisesthattheeffectwastoexcludethemajorityofmembersfromparticipatinginthedecision-makingandscrutinyprocessinrelationtoakeystrategicissue,andhassubsequentlyamendeditsschemeofdelegation.Therighttodeterminemajorplanningapplicationsofregionalornationalsignificance,asidentifiedbythedirectorofplanningandenvironmentalservices,isnowconsideredbythefullcouncil.
Managing resources
Peoplemanagement
Thecouncilrecognisestheimportanceofitsstaff.IthasimplementedtheSingleStatusAgreementwhilemaintainingmotivationandgoodstaffrelations.However,itneedstotakeamuchmorestructuredapproachtokeyelementsofpeoplemanagement,byintroducinganoverallpeoplestrategy,betterworkforceplanningandmoreeffectiveapplicationofitsemployeedevelopmentscheme.Difficultiesinrecruitmentandretentionhaveledtopoorperformanceinsomeservices.
76.Staffaregenerallywell-motivatedandcommitted.Thereisagoodunderstandingandwidespreadownershipofthecouncil’svision.ThecouncilhasmaintainedgoodrelationswithstaffandthetradeunionsthroughouttheimplementationoftheSingleStatusAgreement.Thecouncilhasconductedemployeesurveyseverytwoyearssince�000,themostrecentin�00�.Thisshowedamixedpicture,withpositivetrendsinunderstandingthedirectionofthecouncilandtheextenttowhichpeoplebelievetheirworkisrecognised,butadeclineintheperceptionofseniormanagementvisibilitysince�00�andintheproportionofemployeeswhofeeltheyhaveanappropriatework-lifebalance.Actionplanshavebeendevelopedandprogressismonitored.Forexample,the�00�surveyidentifiedconcernsaboutthecouncil’scommunicationandengagementwithitsstaff.Asaresult,improvementshavebeenmadeforexample,corebriefingstodisseminatekeymessagesandfacilitateteambriefings,anewstaffnewsletterandbetteruseoftheintranet.
77.HRaremanagedcentrallythroughapersonnelsection.AdraftworkforcestrategywaspreparedinJanuary�00�,butprogresssincethenhasbeenslow.TheCMThasrecently
identifiedadditionalresourcestotakethisforward,butthecurrenttimetableforthedevelopmentoftheworkforcestrategyoutlineskeydevelopmentdatesasfaraheadas�0��.Thecouncilisdevelopingitsemployeemanagementinformationsystemtoprovidestaffingprofilestobetterinformitsstrategy.
78.ThecouncilimplementedtheSingleStatusAgreementfromJuly�007.Thiswassupportedbycommunicationandconsultationwithallstaff.Thecouncilhasreceivedaround�,�00appealsandiscurrentlyreviewingthem.Thecouncilisundertakingaseriesofmodernisationreviews,leadingtotherestructureofservicesandteamsintheareasaffectedbysinglestatus.Thereviewprocessconsidersservicedeliveryrequirements,thestructurerequiredtodeliverthese,thenumbersandlevelsofemployeesrequiredandthejobredesignandtraininganddevelopmentrequirementsforallemployees.Thepracticaleffectofthishasbeenthatmanyindividualswhowouldotherwisehavefacedareductioninpayarenowperformingenhancedroles.
79.Thecouncilhasdifficultiesrecruitingandretainingstaffinkeyservices,includingteachingandplanning,duetolowunemploymentratesandnationalskillshortages.Thereisahistoryofunderspendinginsomeservicesduetohigh,unplannedvacancylevels,andpoorplanning.Thecouncilisusinginnovativeapproachestoattractkeystaff,forexample,improvedadvertising,opendaysinoutlyingtownssuchasAboyneandBanchory,andcreatingapoolofstaffforservicessuchascleaningandcatering.Therehavealsobeeneffortstorecruitfromoverseasandthecouncilhasmadelinkswithuniversitiestoimproverecruitmentofgraduateplannersandteachingstaff.80.Thecouncilrelauncheditsstaffappraisalanddevelopmentsystem,theEmployeeDevelopmentReviewScheme(EDRS)in�00�.Itstillcoversonly��percentof
Part�.Isthecouncilorganisedtodeliverbetterservices?��
��
employeesand,whereitisinplace,isusedinconsistently.Thecouncilacknowledgesthisandistakingaction,suchasestablishingtargetstoincreasecommitmenttotheprocess.
81.Betterplanningfortraininganddevelopmentisneeded,linkingdevelopmentrequirementsidentifiedbytheEDRSmoreeffectivelytotrainingprogrammesthataredesignedtomeetthese.StaffraisedconcernsthattherearesignificantdelaysbetweenappraisalsandtheabilitytoaccesstrainingidentifiedwithintheEDRS.
Managingfinance
Thecouncildemonstratessoundfinancialmanagement.Budgetsandserviceplansareconsideredtogether,butthereisscopetolinkfinancialresourcesmoreeffectivelytocouncilprioritiesandtointroducelonger-termfinancialplanning.
82.Thecouncilspendsaround£�00millioneachyearonservicesandhasdemonstratedsoundfinancialmanagement.Financialreservesaremaintainedaroundthetargetedlevelof£�million.Throughprudentbudgeting,thecouncilwasablequicklytorestoreitsfinancialreservestothetargetlevelaftermakingpaymentsof£��millionin�00�tosettleequalpayclaims.Singlestatuscostshavebeenincludedinthe�007/0�budget(£��.7million)and�00�/09budget(£��.�million).
83.Thecouncilproducesthree-yearrollingrevenuebudgetsandfive-yearcapitalplans,providingafirmbaseformanagingitsfinancesintheshorttomediumterm.However,itdoesnotprojectbudgetsfurtheraheadthanthesetimeframesandthereisnocomprehensivelong-termfinancialstrategythatincorporatestheanticipatedeffectsoflong-termdemographicsandborrowinglevels.Thisleavesthecouncilexposedtotheriskthatthelonger-termimplicationsofpreviousspendingdecisionscouldrestricttheirabilitytoachieveobjectivesbeyondthethree-yearrevenuebudgetinghorizon.
84.Thereislittleevidenceofresourcesbeingmovedtopriorityareasinrecentyears,withlittlechangeintheproportionoftheoverallbudgetallocatedtoeachservice.Serviceplansandfinancialplansareconsideredjointly.Thecouncilhasbeenpilotinganapproachtopolicy-ledbudgetingfortwoyears.Thishashighlightedanumberofissues,forexample,budgetstructuresthatdon’treflectkeyserviceactivities,andvaryingdefinitionsofa‘coreactivity’.Workiscontinuingonthepilotandthecouncilneedstobringthistoaconclusion.
Managingassets
Thecouncilisdevelopingaformalapproachtoassetmanagementplanning.Thecouncildoesnotyethaveastrategicplanforassetmanagement,butithasaclearideaoftheinvestmentlevelsrequired,whicharesignificant.Jointworkingtakesplacewithotherbodies,butmorecanbedonetotakeamorejoined-upapproachacrossthecouncil.
85.Thecouncildoesnothaveacorporateassetmanagementplan.TherehasbeensignificantslippageintheoriginaltimetabletoputaninitialplaninplacebyJune�00�,butthecouncilnowexpectstofinaliseitsoon.Keydecisionsrequiretobetakenabouthowassetscanbeusedefficientlyandeffectivelytobestsupportthecouncil’soverallprioritiesforservicedelivery.
86.Since�00�,thecouncilhasbeenassessingtheconditionandsuitabilityofitsassetbase.Worktodateindicatesthat�0percentofthe�,�00operationalpropertiesarebelowrecognisedacceptablestandards.Alargeproportionoftheindustrialestateneedsrefurbishmentandmodernisation,andasignificantamountofhigh-prioritymaintenanceworkisrequired.Thecouncilestimatesthatexpenditureof£�7�millionwillberequiredoverthenext��yearstogetpropertiestoanacceptablestandard,includingpriorityexpenditureofapproximately£�00milliononschools,forwhichthecouncilhasyettoidentifyfunding(seeparagraph���).
87.ThePublicSectorPropertyGroup(PSPG)isasubgroupoftheNorthEastofScotlandJointPublicSectorGroup.Thesubgroupwassetuptostrengthenrelationshipsbetweenmembersonpropertyissues.Thereissomeevidenceoftheeffectivenessofthesearrangements,withGrampianPolicesharingaccommodationatWoodhillHousefromJune�007.However,someservicesareapparentlyunawareofitswork,andthereremainsscopetoimproveassetutilisationthroughjointworkingwithpartnersorbetweenservices.
Managingrisk
Riskmanagementhasbeenslowtodevelopandisnoteffective.Astarthasbeenmadebutthereismuchtodobeforesystematicriskmanagementisembeddedacrosscouncilbusiness.
88.Thecouncilhasastrategywithplansforimprovingitsriskmanagementarrangements.TheCorporateRiskManagementSteeringGrouphasresponsibilityforallaspectsofriskandischairedbythedirectorofpersonnelandICT.Thegroupischargedwithensuringaconsistentapproachtoriskmanagement,bothcorporatelyandatservicelevel.Ariskmanagementadviserisexpectedtobeappointedshortly,providingfurthercapacity,andwillberesponsiblefordevelopingriskmanagement,emergencyplanningandbusinesscontinuityplanningwithinthecouncil.
89.Progresswithriskmanagementhasbeenslowerthananticipatedandtheinitial(May�00�)andrevised(September�00�)targetdatesforriskregisterstobeinplacewithinallservicesweremissed.Althoughhigh-levelcorporateandserviceriskregistersarenowinplace,arrangementsforregularmonitoringandreviewremaintobeestablished.ElectedmembersandtheCMTareyettoproperlyengagewithriskmanagement,andriskisnotyetsystematicallyconsideredinmuchofthecouncil’sbusiness.
Part�.Isthecouncilorganisedtodeliverbetterservices?��
90.Thecouncilacknowledgesthatmoreneedstobedonetoembedriskmanagementthroughouttheorganisation.IthasalsorecognisedtheneedtoextendriskmanagementtoCommunityPlanningandisdevelopingcommunityriskactionsheets.
91.Testedemergencyandbusinesscontinuityplansarenotyetconsistentlyinplacetoaddresstheriskofeventssuchasfireorsystemfailure,resultinginlossofservice.Thecorporateriskmanagementsteeringgrouphasanemergencyplanningandbusinesscontinuitysubgroupwhichistaskedwithdevelopingtheseplans,anditisanticipatedthatbusinesscontinuityplanswillbeinplacebyDecember�00�.
Continuous improvement activity
Thecouncilhasestablishedacultureofcontinuousimprovement,butitsactivitieslackastrategicfocusandacoordinatedapproachtoensuremaximumimpactfromthesignificantresourcesinvested.Theimprovementsandefficienciesthathavebeenmadearenotsystematicallyidentified.Thecouncilneedstodomoretodemonstrateservicesarecompetitive.
92.Thecouncilhasestablishedaculturethatencouragescontinuousimprovement,andinvestssignificantresourcesinreviewinghowitdoesthings.ItcommissionedanIDEApeerreviewin�00�andhasarangeofapproaches,includingtheAberdeenshireImprovementModel,bestvaluereviews,Kaizenprocessreviews,SACinvestigationsandmodernisationreviewslinkedtosinglestatus.Itisopentotryingnewapproachesandhasshownawillingnesstoimproveplanningprocessesandperformancemanagementarrangements.
93.Thisrangeofactivityhasledtosomeimprovements.However,thecouncilneedstotakeamuchmorecoherentapproachifitistomaximisethevalueitobtainsfromtheoverallresourcesinvested.
Thereisnooverarchingstructuretoenableprioritiestobeset,deliverytobemanaged,proposalstobefollowedthroughandbenefitstobeevaluatedsystematically.Individualreviewprocessesdonotlinktooneanotherandoverallaimsareunclear.Asaresult,thecouncilisunabletodemonstratethatmuchofthereviewactivityundertakenhasbenefitedcitizensandserviceusers.
94.TheBestValueLeadOfficersTeam(BVLOT)hasbeeninplacesince�997.ItwasinvolvedindevelopingtheBestValueprocessaswellasmonitoringprogresswithimprovementactionsfromindividualbestvaluereviews.Morerecently,thegrouphasbeenfocusedonpreparationsfortheBestValueaudit.Thegroupnowappearstolackacleardirectionastoitscontinuingrole.Thereisnooverallcoordinationbyelectedmembersofreviewactivity.TheworkoftheBestValuesubcommitteehasbeensubsumedintothepolicyandresourcescommittee,butthiscommitteedoesnotsystematicallyconsideroverallreviewactivity.
95.Thecouncilinvolvesarangeofstakeholdersinitsreviewandimprovementactivities.Staffaregenerallypositiveabouttheirinvolvement.Otherstakeholderssuchascommunitycouncilsandpublicagencies,includingVisitScotland,areinvolvedacrossarangeofreviewactivity,includingprovidingevidencetoSAC.
96.Insomecases,anevaluationoftheimpactofindividualprojectshasbeenundertaken,butassessmentispatchyandnotcompletedorreportedsystematically.Individualreviewsaredoneinisolation,andlimitedconsiderationisgiventotheimpactonotherareasortheresourcesavailabletoprogressproposals.Often,thisleadstodelaysinmakingthechangesthatreviewshaveidentifiedasnecessary,oronoccasionnothinghappensatall.Nooverarchingreviewofoverallapproacheshasbeenundertakentoestablishwhatworksbest.Aswellashamperingtheabilityofthecounciltodemonstratethebenefitsachieved,
thismeansitisdifficulttoidentifyandpromotegoodpracticeandotherlearning.
97.TheAberdeenshireImprovementModelisaqualityassurancemodelbasedontheEFQMExcellenceOnemodel.Since�00�,serviceshaveself-assessedagainstninecriteriaintheEFQMmodelandbytheendof�007allhadcompletedthisexercisewithaviewtoinfluencingthecontentofserviceplans.ThecouncilhascommittedtorunningwiththisapproachforfiveyearsandaimstoprovideasubmissiontoQualityScotland’sBusinessExcellenceAwardSchemein�009/�0.Thepotentialexistsforthistobecometheoverarchingframeworktofocuscontinuousimprovementacrossthecouncil,butitcurrentlyoperateslargelyinisolationfromotherimprovementactivity.
98.Thecouncilhascarriedoutacomprehensiveprogrammeofbestvaluereviewsacrossallofitsservices.Evaluationsshowthatsomeimprovementshavebeenmade.Thecouncilhasstateditsintentiontocontinuewithfurtherreviewsbutnospecificprogrammeisinplaceandtheapproachseemstohavelostmomentum.
99.ThecouncilintroduceditsapproachtoKaizenin�00�andhasreceivedaGoldCoslaawardandaEuropeanExcellenceawardinrecognitionoftheworkundertaken.Ithascarriedout�0KaizenBlitzeventsthatcoveraspectsofallserviceareas,fromcommissioningcareathometopropertyenquiries.Theapproachisusedtoreviewcouncilactivitiesthatareprocessorientatedandaimstoimprovepracticesandprocesses.ThecouncilhasbeenenthusiasticinitsuseofKaizen,whichhasbeenusedeffectivelytoinvolvestafffromacrossthecouncilandatalllevels.Thecouncilconsidersthatthishasdeliveredtangibleimprovementstomanyaspectsofitswork,andthereisevidenceofimprovementsinsomeareas,althoughothershavebeensubjecttodelay.
��
100.Thecouncildoesnotroutinelyuserigorousoptionsappraisalinitsreviewprocessandacknowledgesthatthisisanareaforimprovement.Althoughthecouncilhasintroducedanoptionsappraisalmanual,whichiswidelyavailable,veryfewelectedmembersorstaffwereabletodemonstratewherethisapproachhasbeenused.Committeereportspresentonlytherecommendedwayforwardanddonotoutlineoptionsformemberstoconsiderinthecommittee.
101.Thecouncildoesnotusebenchmarkinginaconsistentandrobustway.Someservicesdocomparativeanalysis,forexample,housingisinvolvedinpeerreviewaspartoftheScottishHousingBestValueNetwork,andthecustomerserviceteamispartofanationalgroupcoordinatedbytheImprovementService.Elsewhere,thecouncildoesnotsystematicallyreviewaspectsofitsperformanceincomparisontoothercouncilstoconfirmcompetitivenessandinformtheoverallimprovementagenda.
102.Thecouncilhashadthreesignificanttradingoperations(STOs):catering,housingrepairsandroadsoperations.Inthethreeyearsto��March�007,thehousingrepairs’androadsoperations’STOsmetthestatutorytarget.Catering,however,continuedtoreturnacumulativedeficitof£�.9million,mainlyasaresultoftheimpactofequalpaycosts.Ifthiselementhadbeenexcluded,cateringwouldhavereportedalossof£0.���millionoverthethree-yearperiod.Thecouncilrevieweditstradingactivitiesduring�007/0�andconcludedthatasignificanttradingaccountforcateringwasnolongerrequiredandwouldbereplacedwithaninternaltradingaccount.
103.Thereareanotherfourinternaltradingaccounts:buildingcleaning,vehiclemaintenance,sportandleisuremanagement,andgroundsmaintenance.Exhibit�0identifieswhenindividualserviceswerelastsubjecttocompetitivetendering.CompetitionhasbeenlimitedintheservicescoveredbytheformerCompulsoryCompetitiveTenderinglegislation,althoughroadsoperations
weresubjecttoacompetitivetenderingexercisein�007/0�.Thecouncilneedstodomoretodemonstratethecompetitivenessofitsservices.
Efficient government
Thecouncilismakingsomeefficiencysavings,althoughslippageinimprovingprocurementhasmeantthatanticipatedsavingsaretakinglongerthanexpectedtoachieve.Overall,amuchmorerigorousandsystematicapproachneedstobetakentoidentify,deliverandcaptureefficienciesonacontinuingbasis.
104.Thecouncilhasrecognisedtheimportanceofdeliveringefficiencysavingsasanintegralpartofservicedelivery,inordertomeetefficiencyassumptionsbuiltintocentralgovernmentfundingsettlementsandtotackleemergingcostpressures.IthasenteredintoasharedprocurementarrangementwithAberdeenCityCouncil,intheexpectationofachievingsignificantefficiencies.Italsoexpectscontinuousimprovementactivity
tocreatecash-releasingandtime-releasingsavings.
105.In�00�/07,thecouncilreportedthatithadachievedtotalefficienciesof£�.�million,includingsavingsfromvacanciesandabsencemanagement(£�.7million),improvedenergyefficiency(£0.���million),debtrestructuring(£0.��million)andstreamliningbureaucracy(£0.�7�million).Nosavingswereidentifiedfromthesharedservicestheme.Therehasalsobeenslippageinachievingtheefficienciesanticipatedthroughprocurement,withonlyaroundhalfthelevelofsavingsplannedfor�007/0�nowanticipated(seeparagraph��0).
106.ThecouncilneedstogetbetteratcapturingtheefficienciesitachievesfromKaizenBlitzeventsandothercontinuousimprovementactivity.Italsoneedstotargetreviewandimprovementactivitymoreeffectivelyatareaswhereefficienciesareanticipated,makingsurethatopportunitiesforefficiencyarerigorouslyidentifiedanddeliveredinamoresystematicmanner.
Exhibit 10Services subject to competition
Source: Aberdeenshire Council and Audit Scotland
Service Provider Date last subject to competition
Housingrepairs AberdeenshireCouncilandBanchoryContractors
�99�
Catering AberdeenshireCouncil �99�/9�
Roadsoperations AberdeenshireCouncil �007/0�
Buildingcleaning AberdeenshireCouncil �99�/9�
Vehiclemaintenanceservices
AberdeenshireCouncil Pre-�99�
Groundsmaintenance
AberdeenshireCouncil Pre-�99�
Refusecollection AberdeenshireCouncil Pre-�99�
Streetcleaning AberdeenshireCouncil Pre-�99�
Part�.Isthecouncilorganisedtodeliverbetterservices?�7
107.Thecouncilneedstobeclearabouttheimpactthatplannedandactualsavingsarehavingonservicedelivery.Inordertoclaimefficiencieshavebeenachieved,italsoneedstoshowtherehasbeennodetrimenttoservicedelivery.WhilethecurrentPMFdoesprovidesomeinformationonaspectsofserviceperformance,thecouncildoesnotcurrentlyhaveinformationsystemscapableofestablishingtheimpactoffinancialsavingsitmakes.
Procurement
ThecouncilhasacentralprocurementfunctionoperatedinpartnershipwithAberdeenCityCouncil,whichhasbeenidentifiedasacentreofexcellenceforprocurementbyScotlandExcel.Therehasbeenslippageinprogressingtheprocurementagenda,whichhasresultedinanticipatedsavingsnotyetbeingachieved.Aclearprocurementstrategyremainstobeestablishedandstaffingissuesresolved.
108.Thecouncilhasalong-standingprocurementpartnershipwithAberdeenCityCouncil,whichwasrecentlymovedontoasharedservicebasiswiththeformation,inApril�007,oftheCentralProcurementUnit(CPU).Thiswillstandardisetheapproachbetweenbothcouncilsandbenefitswillbeachievedthroughthenegotiationofjointcontracts.AProcurementBoardwithofficersfrombothcouncilshasbeenestablishedandprocurementdecisionsarenowtakentoaJointCommitteeofelectedmembersfromacrossthetwocouncils.ThecouncilhasyettodevelopastrategytoachievethetargetsavingsandtodelivertheotherchangesrequiredtomeettherequirementsoftheMcClellandreport,Review of Public Procurement in Scotland.TheCPUhasbeenidentifiedasaregionalcentreofexcellenceforprocurementwithintheScotlandExcelproject.
109.Therehavebeensomedelaysinrecruitmenttothenewunit.Aheadofprocurementhasrecentlybeenappointed,andthemainpriorityisnowthedevelopmentofaprocurementstrategy.Onlyaround�0percentofthepostswithintheCPUhadbeenfilledbytheendofNovember�007.
110.Areportfromexternalconsultantsin�00�/07identifiedpotentialnetsavingsof£��millionforAberdeenshireoverafive-yearperiod.Akeyfactorinachievingthesesavingsiscollaborativeworking.Procurementsavingsof£�millionwereanticipatedinthe�00�/07budgetbutthesewerenotrealised.Theactingheadofprocurementconfirmedthatprocurementsavingsof£�.�millionhavebeenachievedsinceApril�007.However,significantfurthersavingsarerequiredifthe£��millionprojectionistobereached.
Equal opportunities
Thecouncilhasimplementedequalityschemescoveringrace,disabilityandgenderinlinewithstatutoryrequirements.Ithasalsoinvestedininitiativesdesignedtosupporttheequalitiesagenda.
111.Thecouncilhasinplacetherequiredstatutoryequalityschemescoveringrace,disabilityandgender,andthereisseniormanagementcommitmenttoequalities.However,thepotentialexiststostreamlinethecurrentmanagementstructures.CurrentlythereisbothaCorporateEqualitiesGroup(establishedJune�00�)andaseparateRaceEqualitiesSchemeImplementationandReviewGroup(developedin�00�).Thereisnoelectedmemberchampionforequalities.
112.Thecouncilhaslimitedinformationonequalitiesgroupsinitsareaandmainlyusesexternalsourcesofdata;the�00�censusisthemainsource.MorerecentlythecouncilhasuseditsResidents’SurveyandEmployeeSurveytogatheradditionaldemographicinformation,
andservicesalsogatherinformationinrelationtospecificactivities.Improvedmonitoringinformationisrequiredtohelpfocusfutureeffortanddemonstrateimpact.
113.ThecouncilremainsattheearlystagesofcarryingoutEqualitiesImpactAssessment(EIA)inservices.Therehasbeenconsiderableslippagewiththiswork,originallyduetobecompletedbyNovember�00�.Aclearwayforwardhasnowbeenestablished;CorporateEqualitiesGroupmembershaverecentlyundergonetrainingontheuseoftheEIAtoolandthiswillbeappliedusingtheGenderEqualityScheme.AssessmentsonkeypoliciesandstrategiesareduetobecarriedoutbyMay�00�.
114.ThecouncilhasintroducedagoodpracticalandinclusiveapproachtoequalitiestrainingusinganequalitiesanddiversitytrainingDVDandworkbook.SinceFebruary�00�,thistraininghasbeenpartofthecouncil’sinductionpackage.Inaddition,allcouncillorshavereceivedorareduetoreceivetraininginequalities,andatopicentitled‘TheEqualityAgenda’isincludedintheCouncillorSupportProgramme.Thisapproachhasledtoageneralawarenessofequalitiesissuesamongstaffandmembers.Themostrecentresidentsurveyhighlightedthatthecouncilisseentobeimprovinginencouragingequalopportunities.
115.Thecouncilhasmadeastrongcommitmenttogenderequality.Thecouncil’sChrysalisProgramme,awomen’sdevelopmentprogrammesetuptodeveloptheleadershipabilitiesandenhancetheskillsofwomentosupporttheircareerprogression,hasseenasignificantchangeinthenumberofwomeninseniormanagementposts.The�00�/07SPIsshowthatthecouncilhas�0women(��.�percent)inthetoptwopercentofcouncilemployees(���).ThisisclosetotheScottishaverageof��.9percent,andthetrendisupward.Thepercentageoffemaleemployeesinthetopfive
��
percent,at�7percent,isabovetheScottishaverageof�0.�percent,althoughthetrendonthisindicatorisdownward.
116.Thecouncilisimprovingtheproportionofcouncilbuildingsaccessibletodisabledpeople.Thecouncilhasreportedayear-on-yearincreaseinthenumberofbuildingsaccessibletothepublicoverthelastthreeyears,fromalowof��.�percentin�00�/0�to��percentfor�00�/07,althoughitisstillslightlybelowtheScottishaverage(��.9percent).Ithasaprioritisedinvestmentpolicythatistakingaphasedapproachandhelpingthecounciltoimproveitsperformanceonthisindicator.
117.Thecouncilpromotesapositiveapproachtotheneedsofthegypsytravellercommunity.Althoughthecouncilonlyhasoneofficialgypsytravellersite,ithasdevelopedanumberofapproachestounauthorisedencampmentswhileaddressingtheneedsofgypsytravellers.ThisincludesworkingwithpartnersandneighbouringauthoritiesthroughtheAberdeenshireCounciltravellers’workinggroup,theAberdeenCity,MorayandAberdeenshireinter-agencygroupandtheGypsyTravellers’EducationandInformationProject.Thecouncilhasaservicelevelagreementwiththelastofthesegroupstoidentifytheneedsofgypsytravellersandtoworkwithcouncilservicestoaddressthose.Thisincludesa‘GoodNeighbourcode’,theprovisionofrefuseandtoiletfacilities,andregularassessmentstoensurethatconditionsonthesitemeettherequiredstandards.
Sustainable development
Thecounciliscommittedtosustainabledevelopmentandhasmadegoodprogressinaddressingissuesofenvironmentalsustainability.Theagendashouldbedevelopedtoincludeamoresystematicapproachtosocialandeconomicsustainabilityissues.
118.Thecouncilprovidesgoodleadershipintermsofsustainabledevelopment.ThesustainabilitysubcommitteeofthepolicyandresourcescommitteehasbeeninplacesinceAugust�007.Therehadpreviouslybeenanelectedmember/officersustainabilityworkinggroup.Thedirectorsofplanningandenvironmentalservices,andtransportationandinfrastructureleadonsustainabilityissues.Thecouncil’sstructuresandprocesseshavealloweddetailedattentiononissuesofenvironmentalsustainabilityinparticular,andapproachesarelessdevelopedinrelationtosocialandeconomicsustainability.
119.Thecouncilhassetoutitsvisiontoencouragesustainableworkingpracticesandisabletodemonstrateprogress.Thecouncil’sSustainabilityCharterfor�00�-07isprimarilyconcernedwithissuesofenvironmentalsustainabilityanduseofresourceswithintheauthority.Itsetsoutaseriesofperformanceindicatorscoveringwaste,energy,travel,andraisingawareness.The�00�AnnualReportnotesprogressonitsperformance.Anewcharterfortheperiodfrom�00�isunderdevelopment.
120.Thecouncilismainstreamingsustainabledevelopmentthroughouttheauthority.Councilstrategiesandplansincludesustainabledevelopmentobjectives.ThelocalTransportStrategyandtheHousingStrategyhavewidereconomicandsocialsustainabilityobjectives.Committeereportsincludeanassessmentofimpactonsustainability.Staffbriefingshavebeenusedtoraiseawarenessonsustainabledevelopment.ThecouncilhasalsosigneduptotheScottishClimateChangeDeclarationandhasdevelopedacarbonmanagementplan.Stafftraininginsustainabledevelopmentissueshasbeenavailableinthepast,althoughstaffingvacancieshaveaffectedprogress.
121.Thecouncilisworkingwithitspartnerstoaddresssustainabilityissues,althoughCommunityPlanningactivityisnotyetwellembedded.TheCommunityPlanningsustainableenvironmentthemeforumwasestablishedin�00�;ithaditssecondmeetinginNovember�007.Itisprioritisingtheissuesofenergyuseinbuildings,transport,waste,andsustainableprocurement.ThecouncilhasworkedwithAberdeenCityCouncilontheNorth-EastGlobalFootprintProject.TheprojectwillmeasuretheeffectthathumanactivityintheNorth-Eastwillhaveontheglobalenvironment.PartnershipworkingisenablingthesustainabledevelopmentagendainAberdeenshiretobeprogressedmoreeffectively.
Part 3. Is the council delivering better public services?
�9
�0
Education,socialwork,housingservicesandtransportareperformingwellandthisprovidesasoundbasetodealwiththekeystrategicissuesfacingtheseservicesintheyearsahead.Performanceinotherareassuchasplanningandleisureismoremixed.InareascoveredbySPIs,overallperformanceiscurrentlymiddlingandatriskoffallingbehindotherScottishcouncils.Improvementstocustomerservicesneedmoreseniorcommitmenttoincreasemomentum.
Statutory performance indicators
122.EachyearlocalauthoritiesarerequiredtoreportandpublishinformationabouttheirperformanceagainstarangeofSPIs.AuditScotlandcollatestheinformationreceivedfromallcouncilsandpublishesacompendiumofallSPIstogetherwithindividualcouncilprofilesonitswebsite.Thecouncilprofilescontain��measurestakenfromtheSPIs.Whilethesedonotgiveacomprehensivepictureofperformanceacrossallservices,theydoallowsomecomparisonstobemadebetweencouncilsandovertime.
123.Aberdeenshire’sSPIperformanceismixed,withmanyindicatorsbroadlyinlinewithScottishaverages,butfewerSPIsinthetopquarterthanaverage.Ofthe��measuresrecordedin�00�/07,therewere��SPIsinthetopquartileand��inthebottomquartile(Exhibit��).
124.TherateofSPIimprovementiscomparativelypoor,withperformancefallingsignificantlyinarelativelyhighnumberofindicators.ComparingSPIperformancein�00�/07with�00�/0�(Exhibit��),therateofimprovementwas�.0�,wellbelowtheScottishaverageof�.��.Performancefellsignificantlyin�9indicators,athirdmorethanaverage,whileitincreasedin�0indicators.Whiletheimprovementratioisupslightlyfrompreviousyears,ifcurrenttrendscontinue,thecouncil’soverallSPIperformanceislikelytofallbehindothercouncils.
125.Weconsideredperformancewithinaselectionofthecouncil’sservices.Commentaryonrelevantstatutoryandlocalperformanceindicatorsisprovidedinthesectionsthatfollow,togetherwithotherevidenceofhowwelleachisperforming.
Customer focus
Thecouncilisimprovingcustomerservice,makingbetteruseoftechnologyandimplementinganewsystemforcustomercomplaints.However,thepaceofchangeneedstoincreaseandgreaterseniorcommitmentisrequired.Itisnotclearhownewapproachestocustomerservicewillsitalongsidethemanyexistingover-the-counterfacilities.
Exhibit 11Council profile of SPIs 2006/07
Note: There was one measure recorded as ‘no service’ and two recorded as ‘failed to report’.Source: Audit Scotland
Upper quartile
Middle quartile
Lower quartile
Adultsocialwork � �� �
Benefitsadministration 0 � �
Education&children’sservices � � �
Corporatemanagement � 9 0
Cultural&communitylearning � � �
Developmentservices 0 0 �
Housing � �0 0
Protectiveservices 0 � �
Roads&lighting � � �
Wastemanagement � � �
Total 11 53 15
Scottishaverage �� �7 ��
Exhibit 12Performance change between 2004/05 and 2006/07
Source: Audit Scotland
Measures that worsened by: Measures that improved by:
> 15% 10-14% 5-9% 5-9% 10-14% >15%
Scotland 7 � � � � ��
Aberdeenshire �� � � � � ��
Part�.Isthecouncildeliveringbetterpublicservices?��
126.Thecouncilhasestablishedarrangementstohelpittoimplementacustomerfirstprogrammeinlinewiththenationalagenda.Theprogrammeisdesignedtoleadtowide-rangingimprovementsandincludescustomerrelationshipmanagement(CRM)(electronicsystemstohelpwithenhancedcustomerservice)andthedevelopmentofanentitlementcard(singlevoluntaryentitlementcardtoaccessservices).Aprogrammeboardisinplaceandadraftbusinessplanandactionplanhavebeenprepared.Thedraftplannotesthatindividualprogrammeshaveprogressedwell,butrecentprogressinsomeareashasbeenlimited.Theprogrammehasstalledthroughbothlackofseniormanagementengagementandfunding.Thereisnoelectedmemberinputtotheprogrammeboardandreportsarenotpreparedforcommittee.
127.Thecouncilhasrecentlyagreedacustomerservicestrategy,pullingtogetherthevariousstrandsofworkpreviouslyinitiatedbythecustomerserviceprojectteam(CSPT).Itsetsoutfivegoalsandrelatedactions:developmentofcustomerservicepoliciesandstandards;developingcustomerserviceskills;customerfeedbackloop;improvingcustomerinteractionwiththecouncilandcommunicatingservicestandardsandperformancetocustomers.Workisprogressingineachoftheseareas,butanoverallframeworkforthedeliveryofcustomerservicehasnotbeenarticulated.Nocleardirectionhasbeenestablishedforthelargenumberofexistingover-the-counterservicesandhowthesewillbestfitwithotherdevelopments,suchastheCustomerContactCentre(CCC)andonlineservices.
128.ThecouncilopenedaCCCin�00�.Itcurrentlydealswithcustomercallsandtextmessaginginrelationtocounciltax,waste,roads,housingrepairsandstreetlighting.CCCofficershaveallbeentrainedtoInstituteofCustomerServicestandardsandperformancemeasuresindicatethattheserviceisperformingwellinrelationtospeedofresponse,
firstpointofcontactresolutionforservicerequestsandmeetingthecustomerservicedeliverystandard.
129.Whiletelephoneremainsthemostpopularmeansofcontactingthecouncil,the�00�Residents’Surveynotedthathomeinternetpenetrationwashighinthearea.Manyusersofthecouncil’swebsitearewillingtousetheinternetforawiderrangeofbusiness.Thecouncilisrespondingtothis,andcounciltaxandcouncilhouserentscannowbepaidonline.Otheronlinefacilitiesincludeaccesstoplanningapplications,thelibrarycatalogueandjobvacancies.Thecouncilwebsiteisoneofthetop-ratedlocalauthoritywebsitesandisassessedas‘transactional’(toprating)bytheSocietyofInformationTechnologyManagement.
130.ACustomerServiceCharter(�007)setsoutwhatcustomerscanexpectiftheycontactthecouncilbytelephone,inperson,byemailorletter,orthroughhomevisits.Itprovidesaframeworkallowingindividualservicestodefinetheirownpreferredapproachtocustomerservice,takingintoaccounttheneedsoftheircustomers.Informationoncustomerservicestandardsisplannedforinclusioninthecouncil’sfirstAtoZofservicesin�00�.The�00�Residents’Surveyfoundimprovementinresidents’easeincontactingthecouncil.
131.Thecouncilhasacomplaints,complimentsandcommentsprocess,‘HaveYourSay’.Whilethe�00�Residents’Surveyshowedthat�0percentofrespondentsfounditeasytomakeacomplaint,therewerehighlevelsofdissatisfactionwithcomplaintshandling.Thecouncildoesnotmonitorcomplaintscentrallybutreliesonservicesmanagingcustomerfeedback.Arecentreportsetoutanewprocess,makinguseoftheCCC.Thenewsystemisbeingrolledoutonaphasedbasis,beginningwithroaddefects,streetlighting,waste,andcounciltax.Itistoosoontojudgethesystem’seffectiveness.
Education
Thecouncilprovidesagoodstandardofeducation,withaboveaverageattainmentlevelsforsecondarypupils.HerMajesty’sInspectorateofEducation(HMIE)ratedtheeducationfunctionas‘good’or‘verygood’inallareasinarecentinspection.Thecouncilhasmadesomeprogressinimprovingitsschoolestate,buthasnoclearstrategyforfundingthefurtherupgradingnecessary.
132.HMIEundertookaninspectionoftheeducationfunctionsofAberdeenshireCouncilinOctober�007.Thereportfoundthatthecouncil’seducationfunctiondemonstrated‘good’performanceinnineofthetenqualityindicatorsandone‘verygood’performance(Exhibit��).Themainpointsforactionweretoincreasethelevelofsupportandchallengeforallsectors;ensurethatattainmentlevels,learningexperiencesandstaffexpectationsareconsistentlyhighinallestablishments;buildontheemergingpartnershipworkingarrangements;andcontinuetoreviewandimprovethequalityoftheestate.
133.Overallperformanceinattainmentandachievementforlearnersisgood.TheattainmentofAberdeenshire’ssecondaryschoolpupilsisabovethenationalaverage(Exhibit��),andtheeducationalattainmentoflookedafterchildrenissignificantlybetterthantheScottishaverage.ThepercentageoflookedafterchildrenawardedMathsandEnglishatScottishCreditsandQualificationFramework(SCQF)level�oraboveis��.�percentcomparedwiththeScottishaverageof��.�percent.
134.Whiletheareabenefitsfromrelativelylowlevelsofdeprivation,attainmentlevelshavebeenachievedwithbelowaveragelevelsofresourcing.Thetotalgrossrevenueexpenditure(�00�/0�)of£�,9��forprimaryschoolpupilsisamongthelowestinScotland(Scottishaverage£�,���).ThefigureforsecondaryschoolpupilsisjustbelowtheScottishaverage(£�,77�)at£�,��9.
��
Exhibit 13HMIE report findings:
Ratings: Excellent – outstanding, sector leader; Very good – major strengths;Good – important strengths with some areas for improvement; Adequate – strengths just outweigh weaknesses; Weak – important weaknesses; Unsatisfactory – major weaknesses.Source: HMIE
Quality indicators Evaluation
Improvementsinperformance Good
Impactonlearners Good
Impactonparents/carersandfamilies Good
Impactonstaff Good
Impactonthelocalcommunity Good
Impactonthewidercommunity Good
Vision,valuesandaims Verygood
Leadershipanddirection Good
Developingpeopleandpartnerships Good
Leadershipofchangeandimprovement Good
Exhibit 14Secondary school attainment 2006/07
Source: Scottish Government
Attainment Aberdeenshire Council
Scottish Average
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�0 ��
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�� ��
PercentageofS�rollgaining�+awardsatlevel�orbetterbyendofS�
�� �9
Exhibit 15Aberdeenshire school estate statistics 2007
Source: Scottish Government
A - good B - satisfactory C - poor D - bad
Primaryschoolcondition �� 9 �09 ��
Secondaryschoolcondition � � �� �
135.Theschoolestaterequiressignificantinvestment.Asignificantproportionofschoolswereassessedasbeinginpoorconditionin�00�/07(Exhibit��).Theareahasrelativelyhighschooloccupancylevels,despiteitspredominantlyrurallocation,with��primaryschoolsandtensecondaryschoolshavingschoolrollsgreaterthantheircapacity.136.Thecouncilhasrecognisedthisissueandismakingsomeprogressinaddressingit,workingwithpartneragencies.SixnewprimaryschoolsandtwosecondaryschoolshaverecentlybeenprovidedunderaPublicPrivatePartnershipproject.Thecouncil’sSchoolEstateStrategy,whichwasapprovedinDecember�00�,identified��priorityprojectsanticipatedtocostintheregionof£�00million.Thecouncilhasnotbeenabletoidentifythefundingtosupporttheseprojects,andthereiscurrentlynoclearstrategyformakingthefurtherimprovementstoschoolsthatitconsidersnecessary.
Community learning and leisure
Thecouncilcouldimprovetheperformanceofcommunitylearningandleisureservices,increasingparticipationlevelsandimpact.Workisunderwaytoreviewthestrategyinthisarea.Someleisurefacilitiesrequireupgrading.
137.AscrutinyandauditpanelinvestigationintocommunitylearninganddevelopmentinJanuary�007highlightedtheimportanceofthisserviceinhelpingtoachievethecouncil’svision.Itidentified��keyissuestobeaddressed,andareviewoftheCommunityLearningandLeisureStrategyiscurrentlyunderway.
138.ArecentHMIEinspectionofthecommunitylearninganddevelopmentfacilitiesinEllon(October�007)gaveamixedjudgementonserviceprovisioninthisarea.Thisconcludedthattheimpactonparticipantswasverygoodforbothadultsandyoungpeople.Theimpactonthelocal
community,inclusionandfairness,andpartnershipworkingwerejudgedtobegood.Improvementsinperformance,operationalplanninganddevelopingpeopleandpartnershipswerejudgedtobeadequate.Impactonstaffandvolunteerswasjudgedtobeweak.
139.Reportedperformanceforleisurefacilitiesandlibraries(SPIs)ismixed.Additionstolibrarystockhaveincreased,withthecouncilinvestingsignificantlyinstockduringthepasttwoyears.However,thenumberofpeopleusinglibrarieshasfallen.Inaddition,fewerpeopleareusingthecouncil’spools,withnumberssteadilydroppingyear-on-year.Themostrecentresidents’surveyindicatedsignificantdissatisfactionwithshowersandchangingfacilities.Poolsareallofasimilarageandareinneedofupgrading,buttherearenoclearplansinplacetoaddressthis.Thenumberofpeopleusingotherindoorleisurefacilitieshasincreasedcomparedwithpreviousyearsbutremainsrelativelylow.
Housing
Thehousingserviceisgenerallyperformingwell.ImprovementsarebeingmadetothehousingstockandplansareinplacetomeettheScottishHousingQualityStandard(SHQS)ontime.Progressisbeingmadeinincreasingtheavailabilityofaffordablehousing,althoughsignificantchallengesremaininmeetinggrowingneedandeliminatinghomelessness.
140.Thecouncilhasaclearstrategyinplacetosupportaccesstogoodqualityhousingandismakingprogressindeliveringthis.Thecouncilcompletedanoptionappraisalonthefutureofthelocalhousingstockin�000,anddecidedtoretainthecouncil’shousingstock(theRetentionPlusoption).Thisearlydecisionhashelpedthehousingserviceinvestinaprogrammethatisimprovingtheconditionofitshousing.Thecouncilhasidentifiedresourcestomeetthecontinuinginvestmentneedsofthe
stockina�0-yearbusinessplanandexpectstomeettheSHQSby�0��.141.Thecouncil’sLocalHousingStrategy(LHS)�00�-09wasassessedas‘good’byCommunitiesScotlandinAugust�007.The�00�Tenants’Surveyrecorded��percentsatisfactionwiththeservice.Thecounciliswellregardedasalandlordandworksinpartnershipwithtenantstoimprovethehousingservice.
142.Astheaveragehousepricehasincreasedsubstantially,sohavewaitinglistsforcouncilhousingandhomelessapplications,leadingtoincreasedpressureforaffordablehousing.TheLHSsetsoutproposalstoensureaminimumof��0affordableunitsaredevelopedeveryyear.Someprogresshasbeenmadetodate,withCommunitiesScotlandfunding�0�additionalaffordablehomesduring�00�/07.AdraftStrategicHousingInvestmentPlanwaspresentedtoCommunitiesScotlandforapprovalinNovember�007.ThissupplementstheLHSanddetailshowtheaffordablehousinginvestmentprioritieswillbedelivered.143.Thecouncilisalsoprogressingalternativesolutionstohelptackletheshortageofaffordablehousing.IthasagreedinprincipletoapplyforPressuredAreaStatus,allowingpartialrestrictionoftherighttobuy.Furtherconsultationwithtenantsandareacommitteeswilltakeplacebeforeafinaldecisionismade.ThecouncilhasalsotransferreddevelopmentsitestoRegisteredSocialLandlords(RSLs).Thecouncil’sworkwithpartners,includingRSLs,hasenabledthedevelopmentofaffordablehousinginprioritycommunities,togetherwiththeestablishmentofastrategiclandbankforfutureprojects.
144.Homelesspresentationsincreasedby�7percentbetween�00�/0�and�00�/07,upfrom�,��7to�,��7.Nationally,by�0��allhomelesspeoplehavetobeofferedpermanentaccommodation,unlesstheyareconsideredtobeintentionallyhomeless.Asaninterim
steptowardsmeetingthesenationaltargetsthecouncilhasrecentlyamendeditsallocationspolicyandistakingotheractions,suchasleasingaccommodationfromRSLs.
145.InFebruary�007,thecouncil’shomelessnesshousingsupportservicewasinspectedbytheCareCommission.Thereportfoundmanyservicestrengths,includingimplementationofanewsupportplanforoutreachservicesandhighstaffmorale.Aswellaseightrecommendations,theCareCommissionimposedarequirementrelatingtostafftraining.Thecouncilhasimplementedastafftrainingplanandhasbeendeliveringtherequiredtraining.AmorerecentCareCommissioninspectionofhousingsupportwithinthehomelessnessserviceshasyettoreport.
146.Thecouncilactivelysupportstenantparticipation,andtenantsatisfactionwiththehousingserviceishigh.Thecouncilhasatenantparticipationpolicyandstrategy.ThelatterwasrequiredunderTheHousing(Scotland)Act�00�andhasanactionplan.Bothdocumentscommitthecounciltoinvolvingtenantsaspartners.Budgetaryandothersupportisgiventotenants’associationsandatenantparticipationpromotionteamcoordinatesactivity.
147.Thehousingmanagementservice’sperformanceisgenerallyimproving,andismostlybetterthantheScottishaverage.Localperformanceindicatorsshowthatthepercentageofhousingrepairscompletedwithintheagreedtimescalesisgenerallygood,althoughreportedemergencyrepairperformancewasslightlyworseintheperiodfromApriltoSeptember�007.Performanceonhousingre-letstonewtenantswithintendayshadimprovedintheyeartoSeptember�007,butrentlostduetovoids,at�.�percent,wasgreaterthantheScottishaverageof�.�7percentin�00�/07.Overall,housingSPIshaveimprovedsince�00�/0�,withthemajorityofindicatorsbetterthanthe
Part�.Isthecouncildeliveringbetterpublicservices?��
��
Scottishaverage.Ofthe��housingSPIsin�00�/07,Aberdeenshirehadoneintheupperquartileofperformanceandteninthemiddlequartiles.AKaizenreviewisplannedtohelpimproveperformancerelatingtovoids.
Social work
Thecouncil’ssocialworkservicegenerallyperformswellandhasrespondedpositivelytopreviousrecommendationsforimprovement.Theservicefacescontinuingfinancialanddemographicchallenges.
148.Thecouncil’ssocialworkserviceisgenerallyperformingwellandhasmadeprogressinthelastyearagainstanumberofpreviouslyidentifiedimprovementareas.TheSocialWorkInspectionAgency(SWIA)publisheditsPerformance InspectionreportonthecouncilinNovember�00�.Itconcludedthattheservicewasgenerallypositivelyregardedandworkedwellwithotheragenciestoachievegoodoutcomesformostpeoplewhouseservices.OfthetenareasevaluatedbySWIA,onewasratedas‘verygood’,sevenas‘good’,andtwo‘adequate’(Exhibit��).149.SWIAdescribedtheworkforceasstable,committedandcompetent.Anumberofareasforimprovementwereidentifiedcoveringstaffworkloads,supportforcarers,linkingplansbettertopriorities,andperformancemanagement.Thecouncilwasrequiredtotakeactiontotacklethegapbetweenthelevelofserviceprovisionandtheavailablebudgetresource.ThecouncildevelopedanactionplantoaddresstheseissuesandSWIA’smostrecentfollow-upassessmentinlate�007notedthatgoodprogresswasbeingmade.Althoughbudgetpressurescontinue,overallserviceexpenditurewascontrolledwithinthe�00�/07budget.
150.InSeptember�00�,SWIApublisheditsperformanceinspectionreportontheNorthernPartnershipCriminalJusticeSocialWorkServices,
whichincludescriminaljusticeservicesbyAberdeenshirecouncilandthreeotherauthorities.ItfoundevidenceofeffectivepracticeinAberdeenshireinrelationtotheplanninganddeliveryofsupervisiontooffenderssubjecttoprobationandthrough-careandinrelationtocomplianceandenforcementpractice.Therewasevidenceofgoodpartnershipworking,andthatcommunityserviceschemesofferanappropriaterangeofactivities.SWIAconcludedthatgreatereffortwasrequiredacrossthePartnershiponqualityassuranceandperformancemanagement,butwassatisfiedthatAberdeenshire’smanagementcapacitywoulddeliverontheinspection’srecommendations.
151.Availableperformanceindicatorspresentamixedpictureofthesocialworkservice’sspeedofresponse,anareaofconcernhighlightedinthemostrecentResidents’Survey.Thepercentageofcaremanagementassessmentsundertakenwithin��daysdroppedfrom��.�percentto��.�percentinthesixmonthsto
September�007.Duringthesameperiodtherewasanimprovementinthepercentageofchildrenandfamiliesofferedorprovidedaservice,upfrom9�.�percentto9�.�percent,andthepercentageofoffendersrequiringsupervisionwhowereinterviewedwithintheagreedtimescales,upfrom7�.9percentto9�.9percent.However,thepercentageofreportssubmittedtotheChildren’sReporterwithinthedefinedtimescalefellfrom��.�percentto��.�percent.
152.TheservicedemonstratesgoodperformanceagainsttheadultsocialworkSPIs.ThreeofAberdeenshire’sadultsocialworkSPIswereintheupperquartilewhenrankedwithothercouncils.Theseincludethepercentageofclientsreceivingpersonalcare,whichsteadilyincreasedto9�.�percentin�00�/07,rankingfifthinScotland,whilethecouncilwasrankedseventhforitsperformanceonthepercentageofrespitenightsnotspentinacarehomeforpeopleover��andthoseagedbetween��and��.The
Exhibit 16Area for evaluation
Assessment ratings: Excellent, Very good, Good, Adequate, Weak, Unsatisfactory.Source: SWIA
Area for evaluation Rating
Outcomesforpeoplewhouseservices Good
Impactonadults,carers,childrenandfamilieswhouseservices Good
Impactonstaff Good
Impactonthecommunity Verygood
Deliveryofkeyprocesses Good
Planningandservicedevelopment,planningandperformancemanagement Adequate
Managementandsupportofstaff Good
Resourcesandcapacitybuilding Adequate
Leadership Good
Capacityforimprovement Good
council’sperformanceimprovedfrom�00�/0�onallfourhomecareindicators.
153.Thecouncilisimprovingitsperformanceonthemajorityofthechildren’sservicesSPIs.ItrankedfirstinScotlandontheindicatorrelatingtothepercentageofchildrenmadesubjecttoasupervisionorderwhoareseenbyasupervisingofficerwithin��days.Onstaffqualificationsinresidentialhomes,thecouncilranked��thincomparisontoothercouncils.However,itsrankingremainsinthelowerquartilesinthefourindicatorsthatrelatetorespitecareforchildren.Thecouncil’srespiteservicesarenotperformingaswellasmostothercouncils,althoughthereisevidenceofsomeimprovementsince�00�/0�.
154.ThecouncilhasusedthemostrecentannualResidents’Surveytoenhanceitsunderstandingofhowsocialworkservicesforolderpeopleareviewed.Respondentshighlightedthescopeforimprovedcommunications,andtheimportanceofhavingaclearpointofcontactwhenarrangingcare.Thecouncilisdevelopingitsresponsetoissuesidentifiedinthesurvey.
Planning
Thecouncilhasbeensuccessfulinusingfundingfromdeveloperstoimprovelocalfacilities,butthetimetakentomakeplanningdecisionsispoorandgettingworse.
155.Thecouncilhasdevelopedgoodmechanismsforsecuringandusingdevelopers’contributionstoenhancelocalservices,knownas‘planninggain’.Since�99�,thecouncilhassecuredplanninggainworthapproximately£��million,with£��.7�millionpaidtodate.Thishasledtoimprovementsinpublichalls,schoolaccommodationandfacilities,recreationfacilitiesandlibraries.Itsapproachhasbeenrecognisedasbestpracticeandthecouncilreceivedanawardfor‘OutstandingPerformanceandQualityinDevelopmentPlanning’in�00�by
RoyalTownPlanningInstitute/ScottishExecutive,andcitedasBestPracticein‘PAN7�’forcommercialaffordablehousingcontributions.
156.AberdeenshireCouncilisrankedthirdhighestinScotlandforthenumberofplanningapplicationsitprocesses.However,performanceinprocessingtimesforplanningapplicationsispooranddeteriorating.Thenationalplanningtargetistodealwith�0percentofallapplicationswithintwomonths,and90percentofhouseholderapplicationswithintwomonths.AberdeenshireCouncildidnotmeetthesetargetsandwasbelowtheScottishaveragefordealingwithbothhouseholder(7�.�percent)andnon-householderapplications(��.9percent).Thecouncilisinthebottomquartileforperformanceandshowsaworseningpicturecomparedwithpreviousyears.
157.Thecouncilconsidersthatitspoorperformanceinplanningisaresultofthedifficultiesinrecruitingandretainingspecialiststaff.Ithasrecognisedtheproblemandhasmadeattemptstoaddressit,employinglocumplannerstotacklepressureareas.Itisalsoproactiveintargetingfinalyearuniversityplanningstudents.However,theretentionofexistingstaffremainsanissueduetothehighlevelofdemandintheareaforexperiencedplanningprofessionals.
Environmental and regulatory services
Thecouncilhasbeenreducingoverallmunicipalwastelevelsandafteraslowstarthasbeenimprovingrecyclingtotargetlevels,butnewapproacheshaveledtosignificantlevelsofdissatisfaction.Availablemeasuresofregulatoryserviceperformanceshowamixedpicture.
158.ThecouncilhasanIntegratedSustainableWasteManagementStrategy�00�-�0andanimplementationplan.TheWasteStrategywasrevisedduring�00�/0�
inresponsetonewtargetssetbytheScottishGovernment.Anewcollectionservicewasintroducedin�00�/0�,alternatingweeklycollectionofhouseholdwasteandrecyclablematerials.In�00�/07,refusecollectioncostswere£��.��perpremise,increasingby��percentfromthepreviousyear.However,costsremainamongthelowestinScotland,belowtheaverageof£��.�0.Disposalcostsincreasedby��percentandat£���.��werewellabovetheScottishaverageof£70.�0.
159.Thecouncil’sapproachemphasisestheimportanceofwastereductionratherthanrecycling,andachievedafivepercentreductionintotalmunicipalwastebetween�00�/0�and�00�/07.Thecouncilactivelypromotesdealingwithgreenwasteatsourcethroughhomecompostingandcommunitycompostingschemes.Thenumberofrecyclingcentresisbeingincreased.Afteraslowstart,thecouncilisnowontargettoachievethegovernmenttargetforrecyclingwasteof�0percentby�00�,withrecyclinglevelsupfrom��.�percentin�00�to��.�percentatSeptember�007.Thecouncilfailedtoundertakestreetcleanlinessinspectionsduring�00�/07;previouslyithadreportedaboveaveragelevelsofcleanliness.
160.Theintroductionofthenewwastemanagementandrecyclingapproachinitiallyledtoincreaseddissatisfactionwiththeservice.Complaintshaveincreaseddramaticallycomparedwithpreviousyears,from0.�perthousandhouseholdsin�00�/0�to�0.9in�00�/0�and�7.�in�00�/07.Thecouncilhascommissionedfocusgroupstobetterunderstandtheunderlyingissues.
161.Availableindicatorsinrelationtoregulatoryservicesshowmixedperformance.Aberdeenshireisoneofthebetter-performingcouncilsformeetingthetargetdatesforfoodhygieneinspectionsundertakenwithintime.Itreportedanaveragetimeof��hourstodealwithnoise
Part�.Isthecouncildeliveringbetterpublicservices?��
��
complaints,whichishalftheScottishaverageof��.�.Theproportionofconsumercomplaintscompletedwithin��dayshasfallento�0.�percentfor�00�/07from7�.�percentthepreviousyearandisnowbelowtheScottishaverageof7�.�percent.However,thisfallhaslargelybeenduetoasignificantnumberofcomplaintsaboutonebusiness.Transport
Thecouncilhasaclearapproachtotransportation.Itsstrategiesarealignedandwellarticulated,andithasmadeimprovementstoinfrastructureandpublictransportusage.Itworkswellwithotherpartnersandrespondstolocalneeds.IthasmadesignificantimprovementsinroadsafetyandtheconditionofitsroadsisamongthebestinScotland.
162.TheoverallaimsandplansforimprovingtransportinAberdeenshirearewellarticulatedthroughtheRegionalTransportStrategy�0��(RTS)andthecouncil’sownLocalTransportStrategy(LTS)�007-�0�0.TheLTSisalignedtotheRTSvisionof:’AtransportsystemfortheNorth-EastofScotlandwhichenablesamoreeconomicallycompetitive,sustainable,andsociallyinclusivesociety’.TheLTS�007-�0hasaclearimplementationplanandthecouncilplanstoreportonthisannually.
163.TheLTS�007-�0identifiesroadsafetyasakeyobjective.RoadcasualtiesinAberdeenshireremainamongthehighestinScotland,althoughsignificantprogressisbeingmadetoreducethem.Thecouncil’stargetistoreducethenumberofroadcasualtiesby�0percentby�0�0.Usingthe�99�-9�averagefiguresasabaseline,therewasalmosta�0percentreductionincasualtiesintheyeartoJune�007.Thecouncilisdevelopingroadsafetyinitiativessuchas‘HomeZone’,wherepedestriansandcyclistsaregivenpriorityovervehicles;traffic-calminginitiatives;andreviewingspeedlimits.Itisalsoconsideringaninnovativesolutionto
reducespeedbyremovingwhitelinesfromruralroads,reflectingresearchshowingthatvehiclestravelatslowerspeedswhentherearenocentrewhitelines.ThecouncilhasalsoworkedwithCPPpartnerstodelivertheSafeDriveStayAliveinitiative,whichtargetssafetymessagesatyoungdrivers.
164.Thecouncilmaintainsover�,�00kmofroadsand�,�00bridges.TheroadnetworkisamongthebestmaintainedinScotland,althoughinlinewithnationaltrendsthepercentageoftheroadnetworkrequiringmaintenancetreatmenthasincreasedoverthepastthree-yearperiod,from��.0percentto�9.�percent.Bridgeconditionsarealsobetterthanaverage,withtheproportionfailingtomeettheEuropeanstandardfallingfrom9.�percentto7.9percent.Inthecouncil’sResidents’Survey�007,�9percentofrespondentswere‘satisfied’or‘verysatisfied’withAberdeenshire’sroads.Mostpeoplewhorepliedassessedtheroadconditionsas‘good’or‘verygood’againstarangeofindicators.
165.Thecouncilisworkinginpartnershipwithlocalresidentsandotherkeystakeholderstoimprovepublictransport,includingtheplanninganddeliveryofbusservicesthroughsixareabusforumswhichdiscussandreviewlocalservices.Thecouncil,inpartnershipwithStagecoachBluebird,receivedrecognitionfortheStonehavenQualityBusCorridorattheScottishTransportAwards�007.Thisinitiativedemonstrateda�9percentincreaseinbususe.Itfollowsapreviousawardin�00�forthecouncil’sA�Bdemand-responsivebusservice.Railpassengernumbersincreasedfrom�97,000in�00�/0�to���,000in�00�/0�.Thecouncil,throughtheNestranspartnership,isprogressingworkonanewstationforLaurencekirkandisalsodiscussingimprovedraillinksthroughoutthearea.
Part 4. What needs to improve?
�7
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Thecouncilhasmanyofthebuilding-blocksinplacefromwhichitcandeliverbestvalue.However,thesewillonlybeeffectiveinsupportingcontinuousimprovementinservicesiftheyarecontainedwithinaclearandcoherentframework.Improvementactivitiesrequireamorestrategicfocus,withclearerchoicesaboutwhichimprovementstomake,enablingbettertargetingofresourcestomaximisethebenefitsthesewillbring.
166.ContinuousimprovementinpublicservicesandlocalgovernancelieattheheartoftheBestValueandCommunityPlanningpolicyframework.Electedmembersmustfocusonkeypolicyobjectivesandtheneedsofserviceusersandcommunities,drivenbyadesiretoachievethehighestpossiblestandardsinservicedelivery.Thisrequiresaculturewhereareasinneedofimprovementareidentifiedandopenlydiscussedandinwhichserviceperformanceisconstructivelychallenged.
167.WhileAberdeenshireCouncilhasacultureofcontinuousimprovement,itsapproachhaslackedstrategicfocus.Moreworkneedstobedonetointegrateitsapproachtocontinuousimprovementwiththestrategicplanningframeworkandperformancemanagementframework.
168.ThecouncilhasmuchtodototakeforwardtheCommunityPlanningagenda.ElectedmembersshoulddemonstrateanincreasedawarenessandleadershipofCommunityPlanning.Thereshouldbegreaterclarityandfocusaroundthegovernancearrangements.
169.Thecouncilneedstoincreasethepaceofchangeinanumberofkeyareas,includingpeoplemanagement,riskmanagementandcustomerservices.Strategiesarerequiredforassetmanagementandprocurement,andthecouncilneedstoconsideritsarrangements
formeasuringefficienciesanddemonstratingcompetitiveness.
170.Thecouncilhasdemonstratedself-awarenessintermsofwhatitneedstoimproveinordertodemonstrateBestValue.Itsownimprovementplanidentifieskeyimprovementssuchascoordinatingthevariousimprovementactivitiesthattakeplaceacrossthecouncil,increasingthepaceofchangeinthekeyareasofassetandriskmanagement,andidentifyingandreportingspecificmeasurableachievementsfromCommunityPlanning.Manyoftheproposedimprovementshavebeenlong-standingonthecouncil’sagenda,andthecouncilwillneedtoensureithasthecapacityanddeterminationtoseethroughtheirimplementation.171.Theimprovementagendasetsoutanumberofpriorityactionsdesignedtofocusthecouncilonkeyareasforimprovement.Theyareintendedtoassistthecouncilinidentifyingthoseareaswhereitshouldfocusitsinitialinvestment.Theresultingimprovementplanshouldhavespecificactionsandcleartargetsbywhichprogresscanbemeasured.Timescalesneedtobechallengingbutrealistic,takingintoaccounttheavailablecapacity.Theimprovementplanwillprovidethebasisforreviewandmonitoringbythecouncil’sexternalauditoroverthecomingyears.
Aberdeenshire Council’s improvement agenda
Establishanintegratedframeworktocoordinatecontinuousimprovement:setpriorities,managereviewprocesses,implementchangesandevaluateimpact.
Ensuresufficientcapacityexiststoimplementthecouncil’simprovementagendaeffectively.
Ensurethatseniormanagersfocusmoreonstrategicissuesandoverallperformance.
Ensurethatprioritiesandplansareclearlyarticulated,andresourcesallocatedaccordingly.
Managersandseniormanagerstousetheperformancemanagementframeworktosupportimprovedmanagementandscrutinyofoverallperformance.
Developanoverallpeoplestrategy,improvingcorporateworkforceplanningandemployeedevelopment.
Ensurearobustapproachtoassetmanagement,takingkeydecisionsontheutilisationofassetsandfutureinvestment.
Embedaneffectiveapproachtoriskmanagement.
EnsureelectedmembersprovidemoreactiveleadershipofCommunityPlanningandworkmorecloselywithpartnersindoingso.
Systematicallyreviewthecompetitivenessofservicesacrossthecouncil.
Takeamoresystematicapproachtoefficiencies,linkingthistotheoverallmanagementofcontinuousimprovement.
Increasethepaceofimprovementofcustomerservices,includinguseofnewtechnologies.
Takeamorecoordinatedandsystematicapproachtocommunityengagementactivities.
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Part�.Whatneedstoimprove?�9
Aberdeenshire Council
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