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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

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.

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.

Commission findings

Commissionfindings�

TheCommissionacceptsthisreportontheperformanceofAberdeenshireCouncil’sstatutorydutytosecureBestValueandtoinitiateandfacilitatetheCommunityPlanningprocess.TheCommissionrecognisesthatthereportgivesabroadpictureofthecouncil’sperformancebasedontheworkofAuditScotlandandthefindingsofotherscrutinybodies,suchasInspectorates,andthatitdoesnotattemptacomprehensivereviewofallservicedelivery.Weacknowledgetheco-operationandassistancegiventotheauditprocessbymembersandofficersofthecouncil.

TheparticularaspectsofthecouncilwhichtheCommissionwelcomesinclude:

itsdecentralisationarrangementsanddevolveddecision-makingstructure

itscommitmenttojointworking

goodserviceperformanceinanumberofkeyareas

itssoundtraditionalfinancialcontrol.

However,todeliverBestValuefully,thecouncilnowneedstoadoptamorestrategicapproachandtocoordinateitsplansmoreeffectively.Thecouncilhasadopteditsstrategicprioritiesforthenextfouryears;thesenowneedtoberigorouslyimplementedtoensurethatthedesiredoutcomesareachieved.Thecouncilalsoneedstoincreaseandmaintainthepaceofchangeandtoensurethatinitiativesarefollowedthroughandevaluated.

Withregardtotheareaswherethecouncilneedstomakeprogress,wewouldhighlightthefollowing:

amoreeffectiveapproachtocommunityplanning,withmembersprovidingleadershipandworkingmorecloselywithcommunityplanningpartners

thedevelopmentofaclearapproachtoensuringthatitsservicesarecompetitive,throughregularoptionsappraisalsandbenchmarkingand,wherenecessary,markettesting

theneedformoredevelopedriskandassetmanagement

theneedforamorestrategicapproachtofinancialmanagement.

Welookforwardtoreceivinganimprovementplanfromthecouncil,withmeasurableandachievableoutcomes,whichtakeforwardtherecommendationsinthereportbytheControllerofAuditandtheissueshighlightedinthesefindings.

Overall conclusions

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

needstodomoretodemonstrateservicesarecompetitive,includingmorerigorousbenchmarkingandoptionsappraisal.Thecouncilismakingsomeefficiencysavings,althoughslippageinimprovingprocurementhasmeantthatanticipatedsavingsaretakinglongerthanexpectedtoachieve.Overall,amorerigorousandsystematicapproachneedstobetakentoidentify,deliverandcaptureefficienciesaspartofabettercoordinatedapproachtocontinuousimprovement.

10.Thecounciliscommittedtosustainabledevelopmentandhasmadegoodprogressinaddressingissuesofenvironmentalsustainability.Amoresystematicapproachtosocialandeconomicsustainabilityisrequired.Equalityschemesareinplaceandthecouncilhasinvestedininitiativestosupporttheequalitiesagenda,butprogressneedstobesustained.

11.Thecouncilisimprovingcustomerservice,makingbetteruseoftechnology,butthepaceofchangeneedstoincreaseandgreaterseniorcommitmentisrequired.Itisnotclearhownewapproachestocustomerservicewillbeintegratedwiththemanyexistingover-the-counterfacilities.

12.Thecouncilisveryactiveinseekingtheviewsofthelocalcommunity,makingwidespreaduseofsurveys.Althoughthisworkhasabroadinfluence,itcouldbemoreeffectiveininformingpolicyandservicedelivery.

Part 1. Does the council have clear strategic direction?

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

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

CouncilAreacommittees

Policy&resources

Infrastructureservices

Scrutiny&audit

Socialwork&housing

Educationlearning&

leisure

Banff&Buchan

Buchan

Formartine

Garioch

Kincardine&Mearns

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.

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

��

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

Areamanager(Banff&Buchan)

Areamanager(Buchan)

Areamanager(Formartine)

Areamanager(Garioch)

Areamanager(Kincardine&

Mearns)

Areamanager(Marr)

Headofpolicy Headofcorporatecommunications

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

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

Aberdeenshirecommunity plan

themes

Strategic priorities & all

resources

Themedactions

Service delivery

Nationalpriorities

Corporateimprovement

Actions &audit

Performancemonitoring

Customerfeedback

Six localcommunity

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

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?

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

Sustainable environment theme forum

Lifelong learning theme

Jobs & economy

theme forum

Developing our partnership

theme forum

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

��

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.

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?

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 ��

��

�� 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

��

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

��

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?

��

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.

Part�.Whatneedstoimprove?�9

Aberdeenshire Council

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