1 EAST AYRSHIRE COUNCIL CABINET 27 JUNE 2012 THIRD COUNCIL WIDE STRATEGIC SELF-ASSESSMENT Report by the Chief Executive 1. PURPOSE OF REPORT 1.1 To provide Cabinet with an update on the outcome of the third Council wide Strategic Self-Assessment process. 2. BACKGROUND 2.1 The Local Government in Scotland Act, 2003 provides a statutory requirement for all Councils to: make arrangements to secure continuous improvement in performance (while maintaining an appropriate balance between quality and cost); and in making those arrangements and securing that balance, to have regard to economy, efficiency, effectiveness, the equal opportunities requirements and to contribute to the achievement of sustainable development. 2.2 To achieve this, the Council has put in place a comprehensive Best Value Framework that encompasses the Council Wide Strategic Self-assessment of Performance, annual EFQM Assessments of service performance and a three year programme of Best Value Service Review which challenges the need for and the way in which the Council delivers its services. These initiatives are supported by sound arrangements for Service Planning which focus on maximising efficiency across all services to ensure the most effective use of resources in line with Community Planning priorities and well developed performance management arrangements that link service planning with Community Plan priorities, customer feedback and resources. 2.3 At the Cabinet meeting of 28 September 2011, Members agreed the arrangements for implementing the third Council wide Strategic Self- Assessment of Performance. In addition, Members agreed that the outcome of the Strategic Self-Assessment exercise would be used to develop a future programme of prioritised and risk based Best Value Service Reviews. 2.4 As Members will recall, it was agreed that a critical friend be utilised to support the overall challenge process in respect of the third Council wide Strategic Self-Assessment. This report presents to Cabinet the outcome of the first stage of the overall process.
2 3. COUNCIL WIDE STRATEGIC SELF-ASSESSMENT OF PERFORMANCE 3.1 The Council wide Strategic Self-Assessment of Performance is intended to provide a corporate overview of the Council s performance. Audit Scotland s guidance highlights that the assessment should, wherever possible, found on outcomes and results. In addition, the assessment should be credible and balanced, reflecting the realities of finite resources and competing priorities. 3.2 As agreed by Cabinet, the Strategic Self-Assessment exercise has been carried out by the Corporate Management Team supported by Alastair MacNish, former Chair of the Accounts Commission, who was engaged by the Council in a critical friend capacity to facility the conduct of the Strategic Self- Assessment; provide external challenge to the process by engendering open and frank discussion of high level performance and assisting in the development of challenging improvement actions. 3.3 Members should note that the outcome of the Strategic Self-Assessment exercise and related Improvement Plan will also be presented to the Governance and Scrutiny Committee for its consideration. 3.4 A summary of the Corporate Management Team s assessment and overall scores against set Best Value criteria is attached at Appendix The summary report provided by Alastair MacNish, the Council s critical friend, is attached at Appendix 2 for Members information and consideration. 3.6 Over the summer period, the Corporate Management Team informed by the discussion and debate at Cabinet, will prepare an Improvement Plan to ensure that action is taken on agreed areas of activity. 3.7 In addition, a programme of Best Value Service Reviews linked to the Transformation Plan, which is due to be considered by Cabinet on 27 June 2012, will also be developed. 4. POLICY, LEGAL, COMMUNITY PLANNING IMPLICATIONS 4.1 The drive towards securing continuous improvement in the delivery of Council services is a key aspect of the requirements placed upon Councils through the Local Government in Scotland Act Progress in relation to the matters covered by this report demonstrates a continued commitment by the Council to deliver on this important agenda.. FINANCIAL IMPLICATIONS.1 There are no direct financial implications arising from this report. 6. RECOMMENDATIONS 6.1 Cabinet is asked to:
3 i) note the progress made in respect of implementing the third Council wide Strategic Self-Assessment of Performance; ii) consider the Corporate Management Team s assessment of performance as summarised at Appendix 1; iii) consider Alastair MacNish s assessment of performance detailed at iv) Appendix 2; note that the Strategic Self Assessment will be presented to the next Governance and Scrutiny Committee; v) note that an Improvement Plan and programme of Best Value Service Reviews will be developed over the Summer period for consideration by Cabinet and the Governance and Scrutiny Committee; and vi) otherwise, note the content of the report. Fiona Lees Chief Executive 20 June 2012 LIST OF BACKGROUND PAPERS NIL Any person wishing further information on this report should contact Gwen Barker, Policy, Planning and Performance Manager. (Tel: ) IMPLEMENTATION OFFICER: Alex McPhee, Executive Director of Finance and Corporate Support (Tel: )
4 Appendix 1 April 2012
5 STRATEGIC SELF ASSESSMENT OF PERFORMANCE 2012 SUMMARY OF KEY CHANGES DELIVERED SINCE 2008, FURTHER ACTION PROPOSED AND REVISED SCORES Summary of Key Changes to Best Value Sub Criteria: 2008 Score Best Value Sub-Criteria 2012 Score 4 Responsiveness Performance Management System 4 Fixed Assets 4+ 4 Competitiveness 4+ Trading N/A
6 COMMITMENT AND LEADERSHIP 2008 Score STRATEGIC DIRECTION - Firmly focussed on delivering high quality, accessible services, the Council has completed the 2012 Score second four yearly review of its sovereign planning document, the Community Plan. This provides the strategic direction and informs operational priorities for the period Second 4-yearly Review of the Community Plan completed. Four new Thematic Action Plans ( ) prepared: Promoting Life Long Learning; Delivering Regeneration; Improving Community Safety; and Improving Health and Wellbeing. Community Planning Partnership (CPP) SOA provides a robust performance management framework and ensures effective links to the Scottish Government s national outcomes. Together, with the Community Plan they set the strategic context for the delivery of services across East Ayrshire for the period Strategic Direction workshop held in response to the last Strategic Self-assessment of Performance (November 2008)identified 3 key priorities:- Improving Educational Attainment; Town Centre Regeneration; and New Council Housing. Council s Efficiency Strategy (SRRB2) agreed and being implemented. New streamlined annual Service Planning process in place. New Policies/Strategies and Plans agreed since 2008, include: Corporate Procurement Strategy ; Asset Management Strategy; Corporate Data Protection Strategy; Strategic Housing Investment Plan 2009/10 to 2013/14; East Ayrshire Local Plan 2010; East Ayrshire Children and Young People s Service Plan ; East Ayrshire Child Protection Committee Business Plan ; East Ayrshire Adult Protection Committee Business Plan; East Ayrshire Carers Action Plans ; Multi Agency Public Protection Arrangements; Partnership in Practice Agreement ; Leisure and Cultural Strategy; Make it Kilmarnock; and Kilmarnock Integrated Urban Development Plan. Policy Planning and Performance Division established November 2011.
7 As part of a wider review of the Council s policies and strategies, continue to ensure a clear line of sight from the Community Plan/Single Outcome Agreement (SOA) to all policies and strategies. Policy, Planning and Performance Manager Further develop the strategic direction of the Council by reviewing current policy and identifying and Chief Executive / All Executive agreeing upon a range of key priorities to further strengthen the alignment of policy with the political Directors aspirations of the Administration s Manifesto commitments following the May 2012 Election. Develop a Transformational Change Programme with prioritised and costed options to reduce service expenditure in 2013/14 and beyond. Executive Director of Finance and Corporate Support Implement a systematic policy/strategy review process, setting out a planned review programme for the next 2-3 years. Policy, Planning and Performance Manager Carry out a review of the Council s customer relationship management arrangements. Review and update Executive Director of Finance and the Customer First Strategy and develop more appropriate indicators to measure performance against Corporate Support customer service standards. Put in place arrangements to undertake annual EFQM Assessments following completion and Policy, Planning and Performance implementation of Management Reviews. Manager Agree a prioritised and risk based programme of more detailed Best Value Service Review activity, the Executive Director of Finance and outcome of which will feed into the Council s Efficiency Strategy (Transformation Plan) and annual budget Corporate Support setting process. Undertake a further review of decision making structures post May 2012 Elections, as required. Head of Democratic Services Undertake an annual review of the Local Code of Corporate Governance to ensure that it continues to Policy, Planning and Performance meet the requirements of the CIPFA/SOLACE Delivering Good Governance in Local Government Manager Framework. Review and revise existing IT Strategy Documents to reflect local and national priorities and objectives Head of Corporate Infrastructure and merge existing documents into a single Strategy document. Develop an Information Security Policy to replace the Corporate ICT Security Strategy. Head of Corporate Infrastructure Local Housing Strategy Finalise the second Local Housing Strategy, which will cover the Head of Housing Services period and is scheduled for publication in Summer Following the recent announcement by the Heath Secretary, develop local proposals for the provision of an Integrated Health and Social Care Service to build upon and replace existing CHP arrangements. Executive Director of Educational and Social Services/Head of Community Care Develop and implement a Partnership Alcohol and Drugs Strategy. Head of Community Care
8 COMMITMENT AND LEADERSHIP 2008 Score SCRUTINY - Scrutiny within the Council is a key priority. Significant progress has been made through the development of the 2012 Score Council s Electronic Performance Management System (EPMS) which facilitates the regular reporting and scrutiny of performance by both Elected Members and Chief Officers using a range of bespoke performance scorecards. New East Ayrshire Performs Report routinely considered by the Corporate Management Team, Cabinet and the Governance and Scrutiny Committee. This ensures a systematic approach to the reporting and scrutiny of performance by both Senior Officers and Elected Members. Bespoke Elected Members Scorecard updated using EPMS. Chief Executive s one to one meetings with Executive Directors and Executive Directors one to one meetings with Heads of Service used to review and monitor performance using EPMS Scorecards. Governance and Scrutiny Committee Review Programme implemented, including: Winter Maintenance; Vehicle Tracker System; Contractors Insurance Arrangements; Antisocial Behaviour and Other Measures. A range of service user scrutiny, through for example: Federation of Tenants and Residents, the Disability Access Panels and people with addictions involved in the Alcohol and Drugs Partnership, is built into service planning and informs policy and service developments. Develop a bespoke training programme for new Elected Members post May 2012 Elections on their Head of Democratic Services scrutiny role. Undertake a review of the standard Committee reporting format guidance to ensure it remains fit for Head of Democratic Services purpose. Carry out a review of independent providers of information and advice services, as agreed by Governance and Scrutiny Committee. Head of Finance Implement arrangements for the annual scrutiny and review of the Council s strategic priorities. CMT Prepare a report for Committee on the future governance arrangements for the Fire and Police Services within the context of the Police and Fire Reform (Scotland) Bill which is currently passing through the Scottish Parliament. Executive Director of Neighbourhood Services COMMITMENT AND LEADERSHIP 2008 Score CONDUCT - Stringent processes and procedures and codes of conduct are in place, which, alongside regular monitoring 2012 Score and review, ensure the very highest standards of conduct for the Council s Members and officers. The Council has fully endorsed the new Councillors Code of Conduct (December 2010). The Code of Conduct and the suite of employee policies was reviewed and updated (December 2011). Review and update Standing Orders. Head of Democratic Services Complete the review of the Council s Financial Regulations. Head of Finance Scheme of Delegation Review on a routine basis to ensure it continues to be fit for purpose. Head of Democratic Services Put in place a bespoke training programme for any new Elected Members following the May 2012 Elections. Executive Director of Finance and Corporate Support/Head of Democratic Services
9 COMMITMENT AND LEADERSHIP 2008 Score OPENNESS - Openness, integrity and accountability are central to the Council s activities and its arrangements comply in full 2012 Score with the latest CIPFA/SOLACE guidance. The Local Code of Corporate Governance is reviewed and updated annually in line with this guidance, and in fact the Council leads the way in adopting the latest guidance. Extensive Community consultation undertaken to inform the second four-yearly review of the Community Plan and the annual budget development process. The Community Plan/SOA Annual Performance Report and new Annual Public Performance Report provide a summary of Statutory and Key Performance Indicators. The Council is taking part in a Scottish Government initiative to publish information on spending over 1,000. Information from 2010/11 financial year is now available and can be found on the spotlight on spend website. A major capital investment has been made in the Council Chambers resulting in enhanced accessibility and use of HQ facilities. Fully compliant arrangements for Freedom of Information. Last update to Publication Scheme December Finalise the comprehensive review of the Council s community engagement arrangements as part Chief Executive and Executive Directors of the wider Transforming our relationship with the communities we serve review. Provide further support to Community Councils to build capacity and provide appropriate training. Head of Democratic Services RESPONSIVENESS AND CONSULTATION 2008 Score RESPONSIVENESS - The Council works hard to engage with its diverse communities and to respond to the needs and 2012 Score 4 aspirations of its residents. Along with our Community Planning partners we have put in place the structures, processes and procedures to ensure we know what our people want and respond quickly and effectively Residents Survey implemented. Comparison between the 200, 2008 and 2011 Residents Survey shows a general trend of increased satisfaction. A range of operational processes are in place, through for example, the Equalities Forum, the Children and Young People s Forum, Federation of Tenants and Residents, Federations of Community Groups; Town Centre Regeneration Groups, Parent Strategy Group and the Disability Access Panels to ensure that service users influence service development and delivery. A range of service users has contributed to the development of key policy and strategy to ensure that it reflects and is responsive to local need/demand. Examples include VIP involved in writing the Partnership in Practice Agreement and Carer involvement in the development of the Carers Strategy. A review of financial inclusion arrangements was undertaken in response to the growing demand for these services arising from current economic pressures and Welfare Reform proposals. Improved signage and security measures introduced at Kilmarnock bus station in response to public concerns regarding smoking and general anti social behaviour. Enhanced functionality of the Risk Management Centre makes services more responsive to local need/demand. Joint Audit Scotland and the Scottish Housing Regulator Review of Housing Asset Service concluded that: the Council continues to make sound progress in improving the performance of its responsive repairs service.
10 SWIA Performance Inspection Follow up Audit in 2010 noted that social work services had taken a number of actions to promote greater involvement and participation of children and young people in the care planning process and improve practice...and had developed a more child-centred approach to care planning for looked after and accommodated children and young people (LAAC). Carry out a review of the Council s customer relationship management arrangements. Review and update the Customer First Strategy and develop more appropriate indicators to measure performance against customer service standards. Executive Director of Finance and Corporate Support Implement a two stage Complaints Handling Process in line with national guidance. Policy, Planning and Performance Manager RESPONSIVENESS AND CONSULTATION 2008 Score CONSULTATION AND ENGAGEMENT - The Council supports genuine, ongoing community engagement and consultation 2012 Score and is constantly striving to find more appropriate and relevant methods of consulting with its diverse communities using all available technologies. Extensive community consultation undertaken to inform the second four-yearly review of the Community Plan and the annual budget development process. Results of the Residents and Employee Surveys undertaken in 2011 both show general trends of improvement. Following completion of 2011 East Ayrshire Residents Survey, the membership of the Community Planning Residents Panel was updated and refreshed. A range of service level consultation and engagement activity has been undertaken to develop and improve services, including: The new Children s House; new Winter Gritting arrangements; involvement of stakeholders in the Early Years Review; tenants feedback through the 2011 Tenants Satisfaction Survey; and proposals in relation to Crossroads School, which were recognised as excellent under the new legislative requirements in this regard. Implemented Enquiry by Design process for Knockroon and the Four Towns. Finalise the comprehensive review of the Council s community engagement arrangements as part of the wider Transforming our relationship with the communities we serve review Chief Executive and Executive Directors
11 SOUND GOVERNANCE 2008 Score PLANNING AND BUDGETING - The Council recognises the importance of integrating strategic and operational planning and 2012 Score budget setting, and has robust processes in place. The planning and budgeting regime has responded positively to the challenging financial environment with the agreement and implementation of the Council s Efficiency Strategy. Second 4-yearly Review of the Community Plan and associated Single Outcome Agreement completed. Council s Efficiency Strategy (SRRB2) agreed and being implemented. Council s Revenue Budget successfully managed, within the context of the current challenging financial situation, through effective financial stewardship, including line by line budget reviews, to ensure that the required level of efficiencies were realised across all council services. Good Treasury Management arrangements in place and regularly reviewed. Council-wide review of management structures delivered savings in excess of 2M. Sustainability Review of Social Work has been undertaken and priority has also been given to the investigation of opportunities for the delivery of services on an Ayrshire wide shared services basis. To date, efficiency savings of M have been released to offset overall re-investment required across the Social Work Service. New Service Planning template providing clearer links to Community Plan, financial and other resources developed and implemented in Change Fund and Integrated Resource Framework are used to exploit opportunities for joint working/delivery of services with Partners. Ambitious 200M Capital Building Programme in place. Projects completed to date have been substantially delivered on time and overall under budget. Auditor s Report to Elected Members 2010/11 concluded: We consider that the council s financial position and its track record provide a sound basis to meet the challenging financial environment... The council has previously revised its service plans to align with the single outcome agreement and this should provide a firm base from which the council will be able effectively to assess the impact of budget cuts on service activity and the delivery of agreed outcomes. Pilot an outcome based budgeting approach on the topic of alcohol and drugs to target resources in Head of Finance/Head of Community Care support of agreed outcomes. Develop a Transformational Change Programme with prioritised and costed options to reduce service expenditure in 2013/14 and beyond. Develop a medium ( years) and long term (10 years+) Financial Planning Strategy. Head of Finance Explore further opportunities for charging for services not currently charged for and review current charges to take cognisance of service delivery costs. Complete the review of the Council s Financial Regulations. Head of Finance Develop a 10 year Older People Commissioning Strategy linked to the Reshaping Care Agenda and Head of Community Care changing demographics. Apply a similar project management regime to the Revenue Budget Maintenance Programme as Head of Finance initiated for the Capital Programme. Executive Director of Finance and Corporate Support Executive Director of Finance and Corporate Support
12 SOUND GOVERNANCE 2008 Score PERFORMANCE MANAGEMENT SYSTEM - The Council has in place robust performance management arrangements with 2012 Score 4+ live performance information in the form of performance scorecards reported and monitored using the Council s Electronic Performance Management System. New Electronic Performance Management System (EPMS) in place. Elected Members Scorecard reported using EPMS. Chief Executive s, Executive Directors and Heads of Service Performance Scorecards are updated with real time period performance information and reported using EPMS. These are used to scrutinise and assess performance at regular fortnightly meetings between Executive Directors and Heads of Service. East Ayrshire Performs including capital, revenue budgetary information and wider performance information held on EPMS reported to and scrutinised by both Cabinet and the Governance and Scrutiny Committee. Further improve the use of real time information in service development and delivery. Policy, Planning and Performance Manager As part of the roll out of the Council s new HR and Payroll System, Chris21, further develop the Head of Human Resources Council s people management performance information. Develop a web based reporting framework for Health and Safety to facilitate the electronic Depute Chief Executive submission, recording and reporting of accidents, violent incidents and other key Health and Safety information. Further develop outcome based reporting linked to the Council s key strategic priorities. Policy, Planning and Performance Manager SOUND MANAGEMENT 2008 Score RISK MANAGEMENT - The Council has robust risk management arrangements in place, which have received plaudits from a 2012 Score number of organisations. External Review of Risk Management Strategy carried out by Zurich in Risk Management Strategy reviewed to ensure compliance with best practice. Constantly evolving and developing the range of services provided from the Risk Management Centre including: o Roads/Lighting fault reporting; o Monitoring of vulnerable clients; o Risk monitoring of hot spots ; o Telecare/Telehealth; and o Lone Worker/Worker at Risk and Personal Safety monitoring. Ayrshire Civil Contingencies Team established and operating effectively. Impact Assessments carried out on all budget savings proposals implemented as a result of the annual budget setting process.
13 Update the Council s Risk Management Strategy to reflect the findings of the external review of Head of Finance existing arrangements currently being carried out by Zurich. Test and roll out Corporate Risk Register system version 2. Head of Finance Revise and update Departmental Business Continuity Plans. All Executive Directors SOUND MANAGEMENT 2008 Score EMPLOYEES - The council recognises that its workforce is its most valuable resource and has robust arrangements in place 2012 Score for assessing and managing its human resource needs. Staff development opportunities and formal staff recognition processes are in place and regularly reviewed for suitability and effectiveness, and regular staff surveys inform senior management policy. Following the 2008 Employee survey issues identified for action included better focus on EAGER, ensuring greater use of team meetings and ensuring that appropriate training was given to employees and managers in dealing with stress at work. Also issues were identified relating to violence at work and also relating to communications. Since then the following action has been taken. o A competency framework has been developed to support the EAGER process; o A revised Safety Standard on Stress in the Workplace has been implemented and a programme of training has been undertaken by 372 managers; and o Improved departmental employee engagement events have been implemented in all departments and improved communications through initiatives such as electronic version of e-words and also regular communications from the Chief Executive. Employee Attitude Survey 2011 showed some very encouraging results: o 84% of employees enjoy their work; o % say their own morale is high; o 77% are familiar with the Council s Core Values and Vision; o 77% think that the Council is a good employer; o 76% are satisfied with their current job; o 84% believe managers treat them fairly; and o 77% of employees feel able to achieve a work life balance. New EAGER Review arrangements incorporating Competency Framework agreed (June 2010) and being implemented. Core Skills training available through Organisational Development aligned to Competency Framework. Management Capacity being developed through a wide range of training initiatives. The Code of Conduct and suite of employee policies was reviewed and updated (December 2011). Healthy Working Lives Bronze Award Achieved. A range of Health and Safety policies have been reviewed and updated and revised suite of performance measures has been put in place. The completion of a range of major office developments including the Johnny Walker Bond and Cumnock Office Developments have significantly improved the working environment of 20 office based staff.
14 Following Trade Union consultations, implement revised absence management procedures agreed Head of Human Resources following 2011 review. Continue to ensure that EAGER Action Plans are used to inform Departmental training plans. All Executive Directors In line with the changing legislative and regulatory framework:- Corporate Management Team ensure compliance with the Specific Duties under the Equalities Act 2010, once agreed by Scottish Ministers; and develop Equality Outcomes linked to the SOA by April Following completion of the 2011 Employee Survey, put in place comprehensive action plans for each service to respond to issues identified in service level analysis of results. All Executive Directors/Heads of Service SOUND MANAGEMENT 2008 Score FIXED ASSETS - The Council has adopted an approach that delivers effective and efficient management of its assets. An 2012 Score 4 Asset Management Strategy has now been adopted, accessibility under the terms of the Disability Discrimination Act is a key priority, and an IT-based asset management system will deliver the management information to inform our decision making. 4+ Asset Management Strategy in place covering all Council properties. Office Accommodation Strategy developed. School Estate Management Plan in place. Council Housing Investment Plan and wider Strategic Housing Investment Plan in place. 70 new Council Houses have been built. 10 Year Capital Investment Strategy for General Services agreed (January 2009). Ambitious 200M Capital Building Programme in place. Projects completed to date have been substantially delivered on time and overall under budget. Four new schools and a nursery, together with a school extension and two major school refurbishments will deliver high quality educational facilities and the development of athletics facilities in Stewarton and Kilmarnock, together with a new Community Centre in Auchinleck, will deliver state of the art sports and community facilities. Major capital investment in office bases in Kilmarnock and Cumnock will also improve the working environment of our office based staff. Continue to develop an Asset Management and Utilisation Plan to ensure that the Council is maximising the use of its physical estate, including schools, to reflect future demand and anticipated budgetary constraints in the forthcoming years. Develop the Council s property portfolio in line with the recommendations of the Energy Strategy and Carbon Management Programme and associated action plan agreed by Cabinet on 2 January Corporate Management Team/Executive Directors Head of Corporate Infrastructure Make progress towards the achievement of a 2% reduction in the Council s Estate. Corporate Management Team/ Executive Directors Develop an Information Security Policy to replace the Corporate ICT Strategy. Head of Corporate Infrastructure Review and revise existing IT Strategy Documents to reflect local and national priorities and Head of Corporate Infrastructure objectives and merge existing documents into a single Strategy document.
15 SOUND MANAGEMENT 2008 Score PROCUREMENT - The Council places a high level of importance on robust procurement procedures, and significant 2012 Score improvements have been made following the establishment of a dedicated Procurement Unit comprising of a Central Purchasing Team and an Electronic Purchasing Unit. Improvements have been consolidated in the Corporate Procurement Strategy Corporate Procurement Strategy together with Procurement Capability Assessment Improvement Plan approved (April 2011). Improvement in Procurement Capability Assessment Score from 2% in 2009 to 44% in This places the Council s arrangements in all sections well into the conformance scale, with 3 sections attaining Improved Performance status. Procurement Transformation Programme established to accelerate improvement in capability and embed into service planning and operational activities in support of Procurement Strategy. Implement improvement actions detailed within the Corporate Procurement Capability Assessment Improvement Action Plan. Head of Legal, Procurement and Regulatory Services Carry out an option appraisal of existing IT hardware support services to determine the most cost Head of Corporate Infrastructure effective arrangements within the context of emerging technologies. Capture the overall savings generated from corporate procurement processes. Head of Legal, Procurement and Regulatory Services/Head of Finance SOUND MANAGEMENT 2008 Score FINANCIAL STEWARDSHIP - The Council recognises that sound financial management and stewardship arrangements, 2012 Score 6 with appropriate checks and balances, are essential to the sound governance of the organisation. This remains a key priority of Members and senior management. 6 Clean External Audit certificates on the Council s accounts for the last 1 years. East Ayrshire Performs provides a framework to monitor revenue and capital expenditure linked to service performance. Monitoring and Budget outturns are reported to Cabinet and subject to scrutiny and challenge at Governance and Scrutiny Committee. Good Treasury Management arrangements in place and regularly reviewed. Finance training module delivered as part of the Council s Management Development Programme. BV2 Audit Report concluded: East Ayrshire Council is well placed to deal with the changes in public finances... and has well established processes for identifying and delivering efficiencies. Auditor s Report to Elected Members 2010/11 concluded: No material weaknesses in the accounting and internal control systems were identified during the audit which could adversely affect the ability to record, process, summarise and report financial and other relevant data.... We consider that the Councils financial position and its track record provide a sound basis to meet the challenging financial environment. Joint Audit Scotland and the Scottish Housing Regulator Review of Housing Asset Service concluded that: there are adequate governance arrangements and internal controls operating over the Housing Asset Service.
16 Complete the review of the Council s Financial Regulations. Head of Finance Further strengthen the Council s Anti Fraud Strategy. Head of Finance REVIEW AND OPTION APPRAISAL 2008 Score BEST VALUE REVIEW - The Council continues to be proactive in the review of its delivery of efficient and effective services Score Well established self-assessment processes, together with the review activity outlined in the Council s Efficiency Strategy, sound arrangements for Service Planning which focus on maximising efficiency across all services and well developed performance management arrangements ensure that the Council s statutory requirements in relation to Best Value continue to be met. Best Value 2 Audit assessed the Council as improving well and well placed to deliver future improvements. East Ayrshire Council is very self aware. The council has a well structured framework for self-evaluation and improvement activity. It can demonstrate a strong track record of delivering improvement across the council, and it is clear that when issues are given priority, improvements are achieved. Best Value activities were accelerated through an ambitious programme of review activity under the Council s Efficiency Strategy (SRRB2). 23 Business Reviews have delivered efficiencies of 3.621M. Sustainability Review of Social Work has released efficiency savings of 2.918M to offset overall re-investment required across the Social Work service. Review of Management structures across all Council Services has been completed delivering savings in excess of 2M. Robust Self-Assessment processes including Council Wide Strategic Self-assessment, EFQM (including use of Care Inspectorate self evaluation model in Social Work and QMIE in Education). Cross Council Officer Budget and Performance Working Group established to benchmark comparative spend and performance and use this information to drive efficiencies and ensure that in house provision is competitive. Service Reviews completed for Development Control, Libraries and Waste Collection and Disposal. Best Value 2 Audit commented: best value reviews, in particular the reviews of building and works and property maintenance, have demonstrated a willingness to consider alternative delivery options and structural changes. Agree a prioritised and risk based programme for more detailed Best Value Service Review Chief Executive and All Executive Directors activity, as part of the overall Transformation Agenda. Carry out individual EFQM Assessments in accordance with the agreed 2012 timetable. All Heads of Service
17 REVIEW AND OPTION APPRAISAL 2008 Score OPTION APPRAISAL - Best Value Service Reviews all include option appraisals this is a key element of the process. The 2012 Score 4 Council believes that its services should be delivered efficiently and to the highest possible quality. All options should be examined to deliver the best for our people. 4 Option appraisal included in detailed business case for Shared Services proposals. Option appraisal process informed decision making in respect of the new Children s Home. An Option Appraisal model has been adopted through the Council s Total Project Management (TPM) Framework. This is currently being used to deliver corporate projects and the Capital Programme. Best Value 2 Audit commented:- best value reviews, in particular the reviews of building and works and property maintenance, have demonstrated a willingness to consider alternative delivery options and structural changes. Explore opportunities for alternative service delivery models. Corporate Management Team Explore further option appraisal for gypsy traveller transit site. Corporate Management Team COMPETITIVENESS AND TRADING 2008 Score COMPETITIVENESS - The Council is determined to deliver its services efficiently and effectively in a competitive 2012 Score 4 environment. 4+ Corporate Procurement Strategy together with Procurement Capability Assessment Improvement Plan (20 April 2011). Cross Council Officer Budget and Performance Working Group established to benchmark comparative spend and performance and use this information to drive efficiencies and ensure that in house provision is competitive. East Ayrshire Council leads the benchmarking group. Commitment to mixed economy of care for Social Work Services. Commissioning, contracting and contract monitoring functions strengthened to implement the outcomes of the Social Work Sustainability Review. Commissioning of pre- school education places. Implement improvement actions detailed within the Procurement Capability Assessment Improvement Action Plan. Head of Legal, Procurement and Regulatory Services Deliver more efficient and effective models for key Social Work Adult and Children s Services. Executive Director of Educational and Social Services
18 COMPETITIVENESS AND TRADING 2008 Score TRADING - Following Best Value Service Reviews, all of the Council s former trading units have now been incorporated into 2012 Score mainstream service units. N/A All trading services ceased trading classification and have now been incorporated into mainstream service units. No Actions. N/A SUSTAINABLE DEVELOPMENT 2008 Score SUSTAINABILITY - Sustainability is embedded as a guiding principle in our Community Plan. The Council is committed to 2012 Score 4+ sustainable development and there is sound evidence of improvements on the green agenda such as the ECO Schools programme and kerbside recycling. 4+ Energy Strategy and Carbon Management Programme and associated action plan agreed (January 2012) and being implemented. Head of Corporate Infrastructure identified as the Council s Energy Champion. The Council has established a Renewable Energy Fund in accordance with policy CS1 of the East Ayrshire Local Plan. Energy Performance Certificates in place for all Council buildings. 8.2% of Council buildings are rated F or above. Sustainability Roadmap developed and the Council s response to Climate Change agreed (April 2011). Annual update approved by CMT March Social Services Sustainability Plan agreed and substantially implemented. Successful pilot introduction of a kerbside food and mixed plastics collection (2010/11). 43.9% of kerbside waste was recycled in 2010/11. All schools in East Ayrshire are now registered as ECO Schools. In 2010/11, 77.2% of schools achieved the Bronze award, 64.9% achieved the Silver Award and 26.3% achieved the Gold award. This demonstrates a strong trend of improvement. Masternaut Vehicle tracking and management software used to monitor and reduce mileage and fuel use. Fuel reduction targets set and monitored using EPMS. 1% reduction secured over the last 3 years. Implement sustainability action plan. Executive Director of Finance and Corporate Support Ensure implementation of the Energy Strategy and Carbon Management Programme Action Plan. Head of Corporate Infrastructure Review and revise existing IT Strategy Documents to reflect local and national priorities and Head of Corporate Infrastructure objectives and merge existing documents into a single Strategy document. Review the impact of the kerbside food and mixed plastics collection. Executive Director of Neighbourhood Services Develop innovative and practical solutions to meet long term waste objectives. Executive Director of Neighbourhood Services
19 EQUAL OPPORTUNITIES 2008 Score EQUALITIES - The Council is taking its responsibilities under the equality and diversity agenda seriously. Equality events 2012 Score have been arranged and networks and forums have been established to ensure that our services meet the needs of our diverse communities. All major policy, where relevant, is subjected to an Equality Impact Assessment. Equality training delivered to Elected Members, Chief Officers and all staff via on-line package and toolbox talks. LGBT Charter mark secured (Community Learning and Development). Enhanced intergenerational activity promoted by Community Learning and Development. Increased Capacity building undertaken with the LGBT Forum, the Equalities Forum and the Elderly Forum. Enhanced programme of activities and workshops delivered around the Council s Equalities week. A range of work has been implemented to promote and celebrate diversity using a variety of different mediums. Member/Officer working group established to identify options for a Gypsy Traveller Transit Site. In line with the changing legislative and regulatory framework:- Corporate Management Team Ensure compliance with the Specific Duties under the Equalities Act 2010, once agreed by Scottish Ministers; and Develop Equality Outcomes linked to the SOA by April Ensure implementation of East Ayrshire Equality Action Plans at Corporate, Departmental and All Executive Directors / Head of Human Service levels. Resources Develop Equality Outcomes linked to the SOA by April Policy, Planning and Performance Manager JOINT WORKING 2008 Score PARTNERSHIP WORKING - The Council has a very successful working relationship with its partners. We recognise that our 2012 Score 6 services can only be strengthened by such a relationship and this commitment is founded on the principle that we can deliver more if we work together. 6 Second 4-yearly Review of the Community Plan and associated Single Outcome Agreement completed. Community Health Partnership and Alcohol and Drugs Partnership arrangements embedded within the Community Planning Partnership framework. Following completion of 2011 East Ayrshire Residents Survey, membership of the Community Planning Residents Panel was updated and refreshed. Community Health Partnership (April 2011) agreed Change Plan to further progress the Reshaping Care for Older People Programme. Arrangements in place to take forward Integrated Resource Framework with NHS and other Ayrshire councils. Implementation Plan agreed by Community Health Partnership (April 2011). Strategic Alliance established and operational. Shared Services Executive and Board established (A range of shared services programmes are in place). Children and Young People s Service Plan (January 2012) agreed. Child Protection Business Plan approved.
20 Co-location New initiatives in Crosshouse, Stewarton, Cumnock and Patna Campus. Enhanced programme of work around co-location facilities. Independent evaluation carried out. Third Sector Interface established and integrated into Community Planning Partnership Board arrangements. East Ayrshire Adult Protection Committee Business Plan. Multi Agency Public Protection Arrangements. Ayrshire Economic Forum operating. Private/Public Partnership on Food and Drink in place. Business Enterprise Fund established with excellent private sector involvement. Armed Forces Covenant developed. RNIB and Action for Hearing working in partnership with the Council to deliver services for the sensory impaired. Pilot use of PSIF (Public Sector Improvement Framework) to evaluate the effectiveness of Policy, Planning and Performance Manager partnership working arrangements in East Ayrshire. Finalise the comprehensive review of the Council s community engagement arrangements, Chief Executive and Executive Directors including Local Community Planning Forums, as part of the wider Transforming our relationship with the communities we serve review. Implement Phase 2 of the Reshaping Care for Older People work stream, following draw down of Head of Community Care funding allocation. Following the recent announcement by the Health Secretary, develop local proposals for the provision of an Integrated Health and Social Care Service to build upon and replace existing CHP arrangements. Executive Director of Educational and Social Services/Head of Community Care Develop arrangements for the single management of teams. Executive Directors Further enhance joint working arrangements to tackle youth unemployment and support people with Head of Planning and Economic Development a learning disability secure work, where appropriate. ACCOUNTABILITY 2008 Score PUBLIC PERFORMANCE REPORTING - The Council is committed to interesting, honest, balanced and understandable 2012 Score public performance reporting, involving a range of media and audiences. Community Planning/SOA Annual Performance Report and new Annual Public Performance Report published. New format East Ayrshire Performs reported to Cabinet and Governance and Scrutiny Committee six times per year. Fully compliant arrangements for Freedom of Information. Last update to Publication Scheme December New Council Website launched Further develop the scrutiny/accountability role of the Tenants and Residents Federation. Head of Housing and Environment Services
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