STIRLING COUNCIL
2017-18
Stirling stirling.gov.uk
Cover photograph Brian Smith Š ibriphoto.com
Stirling Council Annual Report 2017/18
Introduction Stirling Council’s annual report tells the story of our work in the last financial year, shining a light on our achievements and recognising the success of our services. Throughout the document, the report examines the Council’s vision and key priorities and demonstrates the work which has been carried out to accomplish these. The Annual Report 2017-18 is presented in the following sections: • Finance and Economy • Children and Young People • Environment and Housing • Community Planning and Regeneration • Clackmannanshire and Stirling Health and
Social Care Partnership
The Health and Social Care Partnership was formed on April 1, 2016 and is responsible for adult social care services and commissioned adult social care services from Stirling Council. Responsibility for operational management of these services will transfer to the Partnership on September 30, 2018.
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Vision
Finance and Economy
Outcomes Focus Stirling Council’s strategic vision is for Stirling to be “somewhere everyone can thrive” based on delivering services which are centred on the citizen and service user. Stirling has a bold and detailed plan, based on inclusive growth principles to reposition the City as an economic and cultural driving force with strong international reach. Therefore, Stirling Council has aligned the outcomes defined by its communities and partners with the priorities of the Council, to create a measurable and inclusive five-year plan, which will work to enable all our citizens and communities to benefit from the drive to strengthen Stirling’s economy and its services to people. We will do this in a way that seeks to reduce exclusion by increasing community participation in our decision making, tailoring our approach to meet the requirements of those who need them most and will strive for best in class services by benchmarking ourselves with others. Financially and operationally, this means prioritising resources, leadership and partnership activity in a way that achieves the greatest, measurable success for Stirling. We will do this by taking a collaborative approach alongside our partners, which will build community capacity and influence, taking account of local evidence and stories to ensure our limited resources are used where they will have maximum effect. Capital investment by the Council is also important in bringing in further funds to the area to contribute to economic opportunity. During the five years of this plan, the Stirling City Region Deal will be evident as investment from Central governments come about but the Council will have to continue to seek other avenues for finance and funding if it is to achieve all its plans for development. Investment beyond the City Region Deal, such as our rural economic plan and the broader inclusive growth agenda are of equal importance.
Stirling Council Annual Report 2017/18
OVERARCHING VISION: STIRLING A PLACE FOR EVERYONE TO THRIVE
PROSPEROUS
HEALTHY
ACHIEVING
RESILIENT
CPP STRATEGIC OUTCOMES
Look after all citizens, from early years to adulthood, by providing quality education and social care services, to allow everybody to lead their lives to their full potential Priority A
Target all forms of poverty across our communities and mitigate the impact of austerity and welfare cuts on those hit the hardest Priority B
Create more affordable housing and social housing in all of our communities. Lead by example as an organisation in setting exceptional standards in building practice, environmental practice, employer practice, tenant relations and homelessness prevention Priority C
Deliver inclusive economic growth and promote prosperity. We will deliver a City Region Deal and pursue policies and solutions that encourage high quality, high paying jobs into all of Stirling’s communities Priority D
Create and implement environment and infrastructure improvements. Deliver new ownership and delivery methods in energy generation, public transport and internet access, ensuring profits and services work to community, not commercial priorities
Commit and coordinate our resources to ensuring Stirling becomes a must visit destination; with heritage, culture, environment and economic strategies working hand in hand to encourage tourists to stay for a minimum of three days and two nights
Priority E
Priority F
COUNCIL PRIORITIES (in support of PHAR) BE COMMUNITY-LED, BE ONE COUNCIL: ONE TEAM, BE A LEARNING COUNCIL, BE RISK-AWARE: NOT RISK-AVERSE, BE OPEN & RESPONSIVE
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Service Delivery
Finance and Economy
Stirling’s unique socio-economic landscape means our services have to be flexible, adaptable and responsive to the specific needs of our varying communities. Stirling Council will face significant changes and challenges over the next five years that will impact on the way we operate. These changes are being driven by policy, legislative and demographic factors. We must also be responsive to the financial challenges ahead, which include the requirement to save at least £17.4m over the next five years while continuing to deliver our day to day services.
Engagement Our commitment to improving the way we engage with employees, residents and other key stakeholders remains steadfast and over the past year we have worked to develop and modernise the way we do this. Participatory Budgeting is being introduced and rolling out the Big Conversation consultation will be instrumental in handing the control of public spending to our communities. It’s vital our residents have a say in where money goes and both of these projects, along with other work across the Council, aim to deliver on that.
Stirling Council Annual Report 2017/18
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A message from the
Council Leader
Finance and Economy
SCOT T FARMER Scotland and the UK are currently treading uncharted political waters due to the impending uncertainty cast by the sight of Brexit on the horizon but the Elected Members of Stirling Council are banding together and remain focused on Stirling. We are now more than a year down the line since the joint administration between our nine SNP Councillors and four local Labour Councillors assumed responsibility and control of the Council and in that time we have helped to create a stable and secure operating environment. By listening to the concerns, cares and aspirations of the residents of Stirling who elected us to represent them, we have used this information to apply the necessary scrutiny to the services behind the Council, ensuring it remains one of the best-performing local authorities in Scotland. The day job at Stirling is huge but it doesn’t stop our efforts as elected members to stay on top of the mammoth tasks associated with education, the environment and waste and continue to demand the best. We want to see Stirling grow by constantly enhancing our daily services and building for the future. I have lived in Stirling for more than 30 years and I’ve been an Elected Member since 2006. In that time I’ve fought cuts and austerity in Opposition and Administration, campaigned for better care, education and investment. Now, as Leader of my party and the Council, I am proud to be part of a local authority that is working to transform early years child care and learning, increasing social housing and making money available for communities to determine their own priorities. I want Stirling to remain a Council that cares for its people, and this report shows that we are working hard to achieve that goal. Work continues daily to make Stirling blossom into a place we can all remain proud of and I, along with the Council administration, pledge to continue to put every effort into making that happen.
Leader of Stirling Council Scott Farmer
Stirling Council Annual Report 2017/18
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A message from the
Chief Executive CAROL BEAT TIE The past year has seen another exciting 12 months of change, progression and transformation for Stirling as we continue to build, invest and learn for today and the future. In 2017/18 we we worked tirelessly to enhance our services across the Council and this year’s report lays out our performance for our citizens, Elected Members and key stakeholders. Education led the way for Stirling yet again this year after eight of our schools - the highest number of any local authority in Scotland - were selected as finalists across a range of categories in the prestigious Scottish Education Awards. Awards also came the way of education for health and wellbeing initiatives and in the First Minister’s Reading Challenge, while our partnership with Founders 4 Schools helped continue our own efforts to prepare Stirling’s young people for the rapidly changing world of work. September then saw Stirling’s new Digital District open for business with the launch of Codebase in the Municipal Buildings. The introduction of this dynamic, inspiring and collaborative environment put Stirling at the heart of Scotland’s digital future and our ambitions to become a centre of digital excellence were further boosted by the introduction of CityFibre status for the City Centre. A historic landmark moment was also reached when we confirmed our commitment to equality by resolving all live gender pay gap claims, eliminating any gender bias in our pay systems, and introduced the new Living Wage increase for Stirling Council staff. Over the past year we have also seen the creation and initial roll out of a new waste collection service for residents and businesses, culminating in our Waste Service winning the SOLACE Best Team prize at the CoSLA Excellence Awards. Our work with Civtech to reimagine the City Centre underlined our commitment to include young people in the future of Stirling, while the capture of equally important events such as Runrig’s farewell concerts and the International Cross Country Championships ensured Stirling’s reputation as a destination for visitors and tourism remained central to our outlook. All this success, plus much more, was set against the backdrop of the types of financial challenges faced by all local authorities. However, our commitment to excellence has seen Stirling continue to grow, thrive and address these challenges. It is our duty to continue to improve the way we work by listening to our communities and collaborating with the people we serve. Our ambition to succeed remains and I am confident we are continuing to create a Stirling where everyone can thrive in 2018/19 and beyond.
Carol Beattie Interim Chief Executive
Stirling Council Annual Report 2017/18
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Key Achievements 2017 May 11: Eight Stirling schools – the highest number of any local authority in Scotland – selected as finalists in a number of categories in the prestigious Scottish Education Awards May 18: Stirling Council’s eco-friendly Glebe housing development in Thornhill shortlisted as a finalist in the Scottish Home Awards ’Small Affordable Housing Development of the Year’ category May 21: First ever Stirling Scottish Marathon May 25: SNP/Labour form partnership coalition May 26: Stirling sets out ambition to become Scotland’s first good food city June 8: Pupils at Doune Primary pedal powered their way to victory in the UK’s largest inter-school cycling and scootering challenge. The school was placed 10th nationally and came first in Scotland in the ‘Big Pedal 2017’ during the challenge June 14: Riverside Primary School wins national reading award. The school was given the ‘School and Community Partnership Reading Journey – National Winner Award’ by First Minister Nicola Sturgeon at the ceremony celebrating the first year of the First Minister’s Reading Challenge August 24: New £3.15m National Curling Academy opens at Stirling Sports Village. The venue is an investment partnership between sportscotland and Stirling Council Sep 6: Stirling’s new Digital District open for business with launch of Codebase in Municipal Buildings Sep 21: Confucius Hub opens at Braehead Primary. The Hub is designed to teach primary pupils from across the Stirling area about Chinese culture and language and follows the successful launch of the secondary pupils Confucius Hub at Stirling High in 2015 Sep 27: Topping Out ceremony at new Stirling Care Village Oct 26: Stirling launched Winter Festival Campaign Nov 13: Every Child a Library member initiative rolled out across Stirling nurseries Nov 16: Stirling Council announces plans to build 700 affordable homes over the next 5 years
Stirling Council Annual Report 2017/18
Dec 7: Stirling schools win record number of national awards from sportscotland. 19 Stirling schools awarded gold status for sports activity Dec 7: New Living Wage increase for Stirling Council staff Dec 8: Stirling secures the Scottish Marathon Championships for 2018 Dec 31: Stirling’s Hogmanay
2018 Jan 10: Stirling launches best value fishing permit in the UK Feb 1: Stirling Council fishing season launches in Callander Feb 13: Stirling Council launches Frog.net, a new community information-sharing platform – the first local authority in the UK to do so Feb 20: Stirling Council completes 8 new homes at Riverside March 16: Borestone and Doune Primary Schools have been recognised for their excellence in digital technology in teaching and learning by the national awards programme Digital Schools Awards Scotland April 6: Stirling Council secures the International Cross Country championships for the next three years
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You might be surprised to learn that...
STIRLING ATTRACTS MORE THAN
4 MILLION VISITS A YEAR
WE MAINTAIN OVER
VISITORS SPEND MORE THAN
£350 MILLION
IN THE LOCAL ECONOMY
SUPPORTING
400 BUSINESSES AND AROUND
5,500 JOBS WE COLLECT AND DISPOSE OF WASTE FROM
WE EDUCATE
WE MAINTAIN OVER
Stirling Council Annual Report 2017/18
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Stirling Council Annual Report 2017/18
Key Performance Indicators
Annual Report 2017/18 - Key Performance Indicators This report presents performance information used to monitor progress made by the council in relation to its Key Priorities and other performance targets during the financial year 2017-18 (April 2017 – March 2018). Performance information is presented under the following themes:
1. 2. 3. 4. 5.
Finance and Economy Children and Young People Environment and Housing Community Planning and Regeneration Clackmannanshire and Stirling Health and Social Care Partnership
Themes 1 to 4 correspond with Stirling Council’s Committees which have responsibility for overseeing progress towards the achievement of the Council’s Key Priorities as well as monitoring performance in different areas of council activity. Further details are provided under each section. Theme 5 provides a selection of performance indicators from the Clackmannanshire and Stirling Health and Social Care Partnership Annual Performance Report 2017-18. This report represents a small sample of the extensive information on Stirling Council’s performance that is available on the Stirling Council website. On the website you will find additional performance indicators, an overview of our performance management framework, background information on the performance indicators used and further information on how our performance compares with other local authorities. The performance pages can be accessed on the Stirling Council website here: http://www.stirling.gov.uk/services/council-and-government/council-informationperformance-and-statistics/council-performance-indicators The Local Government Benchmarking Framework provides a wide range of information about how all Scottish councils, including Stirling Council, perform in delivering better services to local communities, including the cost of services and how satisfied citizens are with them. The framework enables comparisons of performance between local authorities and facilitates the identification of good practice and the sharing of expertise between local authorities. The Local Government Benchmarking Framework website can be accessed here: http://www.improvementservice.org.uk/benchmarking/ If you have any comments, suggestions and questions on the Council’s performance and how we report on our performance please email: StirlingPerforms@stirling.gov.uk, or you can phone the Portfolio Management and Data Office on 01786 233019.
Important words, phrases and symbols Target The Target is the level of performance we are aiming to reach.
Green Tick - Performance is on or above target Amber Triangle - Performance is below target
Red Threshold
but is not below the red threshold
If performance falls below the Red Threshold it would it indicate underperformance on this indicator
threshold
Performance is improving Performance is getting worse
Red Hexagon - Performance is below the red Graph - This indicator is for information only and does not have a target set.
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Finance and Economy Finance and Economy Finance and Economy
Indicators of performance in relationship to this theme are outlined below.
Priority D • We will deliver inclusive economic growth and promote prosperity. We will deliver a City Region Deal and pursue policies and solutions that encourage high quality, high paying jobs into all of Stirling’s communities.
Priority E • We will create and implement environment and infrastructure improvements. We will deliver new ownership and delivery methods around energy generation, public transport and internet access, ensuring profits and services work to community, not commercial priorities.
General Fund
The General Fund is the statutory fund into which all the receipts of the Council are required to be paid and out of which all liabilities of the Council are to be met, except to the extent that statutory rules might provide otherwise. The General Fund is funded by Government Grants, Fees & Charges, Council Tax Income, Non Domestic Rates Income (subject to pooling arrangements) and interest/returns on investments and is split between uncommitted balances (the level of funding available to the Council to manage financial risks and unplanned expenditure) and balances which have been earmarked for specific purposes. This indicator shows Uncommitted General Fund Balances as a percentage of General Fund Budget. Uncommitted General Fund Balances represent the level of funding available to the Council to manage financial risks and unplanned expenditure.
The General Fund Budget represents the day-to-day costs incurred by the Council in providing all services (excluding Council housing). It includes salaries, running costs, interest and debt repayments. These costs are funded by a combination of income from government grants, rates, council tax and charges for services. Any surplus or deficit at year end is transferred to Uncommitted General Fund Balances. The Council ended the year with Uncommitted General Fund Balances of £9.822million. This sum represented 4.7% of the General Fund Budget for 2017/18. The target level of Uncommitted General Fund Balances is set at between 2% and 2.5% of General Fund Budget.
End of year balances as a percentage of General Fund Budget 6% 5.5% 5% 4.5% 4% 3.5% 3% 2.5% 2% 1.5% 1% 0.5% 0
Years Target Red Threshold Current Value
2.5%
2.9%
3.5%
4.9%
3.6%
4.7%
2017/18
Current Target
2.5%
Status 2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
4.7%
Last Updated
Long Term Trend
Stirling Council Annual Report 2017/18
D Number of Start-Up Businesses assisted through Business Gateway by STEP
Target Red Threshold
233
Current Value
238
234
238
Last Updated
2017/18
Current Target
233
Status Long Term Trend
2015/16
2016/17
2017/18
The indicator measures the number of start-up businesses assisted by STEP. It gives an indication of support for local business start-up activity. The number of clients supported to start-up businesses in the Stirling Council area has remained stable over the last few years. There is a mixture of businesses being supported from a range of sectors, industries and geographies including a number of businesses starting up in Rural areas. Key sectors include tourism, digital, food and drink, financial services, medical services and aquaculture.
E Superfast broadband availability
High-speed internet connectivity is essential to the development of local economies and the future provision of services to communities. The indicator provides details of progress in relation to increasing high speed broadband availability. The Scottish Government’s aim for Scotland is that 100% of premises will have access to superfast broadband by 2021.
86.6% 76.1%
89.2%
77.2%
Rural areas continue to be a challenge and the next stage of the fibre roll out programme (Gainshare) will proceed in Dec 2018. Gainshare will not cover all the rural areas in Stirling and it is recognised that the next Government programme R100 (reaching 100%) has targeted the remaining premises excluded from the other programmes to deliver by 2021. The Council continue to support and advise Community projects and will help fund feasible projects which will extend coverage in rural areas.
59.5% Achieved
46.2%
Target Red Threshold Current Value
2017/18
Current Target
89.5%
Status 2012/13
2013/14
2014/15
2015/16
2016/17
Long Term Trend 2017/18
89.2%
Last Updated
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Finance Finance and and Economy Economy Finance and Economy
E
General Fund Capital Programme annual performance Target 100%
Target 100%
Target 100%
88%
94.1%
93%
2015/16
2016/17
2017/18
This indicator provides details on the level of General Fund capital spend as a proportion of the allocated budget.
Capital Overturn Position Capital expenditure represents money spent by the Council for buying, upgrading or improving assets such as buildings and roads. The difference between capital and revenue expenditure is that the council receives the benefit from capital expenditure over a period exceeding one year. Stirling council spent £37.928m during the year to finance various capital expenditure programmes. The General Fund Capital Programme reported expenditure of £19.602m against a profiled year end spend of £21.074m (93%) and a full year end budget of £25.580m representing slippage of £5.978m from budget. The most significant capital projects undertaken during the year included the Gigabit High Speed Network fibre across the City Centre, completion of Sports Village – National Curling Academy, Balvalachan Cemetery, Roads Improvements, Energy Efficient Street Lighting, completion of St Ninians Nursery and commencement of Strathyre Primary School refurbishment.
Years Target Red Threshold Current Value Last Updated Current Target Status Long Term Trend
93% 2017/18 100%
Stirling Council Annual Report 2017/18
Children and Young People
Indicators of performance in relationship to this theme are outlined below:
Priorty A • We will look after all of our citizens, from early years through to adulthood, by providing quality education and social care services, to allow everybody to lead their lives to their full potential.
Initial Positive Leaver Destination Stirling 100% Years
90
Target
80
Current Value
93.8%
Last Updated
2016/17
Current Target
94.1%
Red Threshold
89.8%
91.5%
91.4%
93.8%
93.3%
70
Status
60
Long Term Trend
50% 2012/13
2013/14
2014/15
2015/16
2016/17
This indicator shows the percentage of school leavers in a positive destination approx three months after leaving school. A ‘positive destination’ includes further and higher education, training and employment. Stirling Council Positive Destinations 2016/17 = 93.8% Virtual Comparator Positive Destinations 2016/17 = 94.6% National Positive Destinations 2016/17 = 93.7% In 2016/17, there were 1, 037 young people who left Stirling Schools and 973 of them entered a positive destination. The percentage of Stirling school leavers entering a positive destination has been improving over the last five years. It is now at the highest recorded level and is above the national average.
Breakdown: Higher Education = 44.2% Virtual Comparator= 46.2% National= 40.7% Further Education = 16.4% Virtual Comparator= 24.6% National= 26.8% Employment = 28.5% Virtual Comparator= 20.2% National= 22.0% Training = 2.6% Virtual Comparator= 1.9% National= 2.4% Activity Agreement = 1.6% Virtual Comparator= 1.0% National= 1.2% Vol Work = 0.6% Virtual Comparator= 0.6% National= 0.6% Not Known = 0.2% Virtual Comparator= 0.3% National= 0.4% Unemployed Seeking = 5.1% Virtual Comparator= 3.7% National= 4.5% Unemployed Not Seeking = 0.9% | Virtual Comparator = 1.4% | National = 1.5%
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Children and Young People
Average Total Tariff Scottish Index Multiple Deprivation (SIMD) - Quintile 1 Definition of Quintiles: https://www.gov.scot/Topics/Statistics/SIMD/GuidanceAnal/SIMDquintiles
This measure shows the cumulative attainment achieved by the 2014/15 S4 year group from SIMD Q1 at their point of leaving, be it in S4, S5 or S6 in 2016/17. Stirling Council average tariff points for this year group of leavers was 625 and the national average was 624. In the past, Stirling Council figures have always been below the national average for this measure but this year have increased and are now are in line with the national average. Raising the attainment of young people from the areas of highest deprivation is a continuing priority for Stirling Council and Stirling is now ranked 13th out of the 32 Local Authorities in Scotland when previously it was ranked 20th. (Rank 1 = highest & Rank 32 = lowest)
1000 800
624
603
600
625
542
400 200 0%
2015/16
2016/17
Background Information This indicator is monitored for all local authorities in Scotland through the Local Government Benchmarking Framework to facilitate comparisons of performance and the sharing of good practice.
Stirlings performance Average value across local authorities
Comparisons between councils enables an informed debate as to why variations exist and where best practice exists and lessons can be learned.
Current Value
625
Last Updated
2016/17
Current Target
The graph shows how Stirling Council’s performance compares with other local authorities in Scotland.
Status Long Term Trend
The red line shows the average (mean) value across all local authorities.
Children and Families It is a key goal of the Children & Families Service to shift the balance away from residential placements to family-based care within a young person’s own community.
Quarter Year Target Red Threshold
The following 4 indicators show the balance of accommodation types for Looked After Children in Stirling: • • • •
Total number of looked after children at home Total number of looked after children in kinship care Total number of looked after children in foster care Total number of looked after children in residential care
Current Value
86
Last Updated
2017/18
Current Target
90
Status Long Term Trend
A Total number of looked after children at home No. 20
40
60
80 91
2nd Quarter 2017/18 3rd Quarter 2017/18 4th Quarter 2017/18
100
90 86
Stirling Council Annual Report 2017/18
Over the last two years there has been a steady and sustained reduction in the number of young people who are cared for in residential placements with corresponding increases in those who are cared for at home or with family in kinship care arrangements. Compared to most recently available national statistics from 2016, the total number of Looked After Children in Stirling is higher although this has been reducing and is
expected to continue to come into line with the national and comparator authority figures. The improvements that have been made with regards to the suitability of placement types for our young people have been achieved due to the strategic focus that has been placed on this and the broad range of activities that have been undertaken to deliver on our strategy.
A Total number of looked after children in kinship care No. 20
40
60
80
64
2nd Quarter 2017/18 3rd Quarter 2017/18
Target Red Threshold
62
4th Quarter 2017/18
Quarter Year
60
Current Value
60
Last Updated
2017/18
Current Target
60
Status Long Term Trend
A Total number of looked after children in foster care No. 40
20
60
80
59
2nd Quarter 2017/18 3rd Quarter 2017/18
Target Red Threshold
57
4th Quarter 2017/18
Quarter Year
55
Current Value
55
Last Updated
2017/18
Current Target
52
Status Long Term Trend
A Total number of looked after children in residential care Quarter Year
No. 20
40
2nd Quarter 2017/18
31
3rd Quarter 2017/18
30
4th Quarter 2017/18
28
60
80
Target Red Threshold Current Value
28
Last Updated
2017/18
Current Target
28
Status Long Term Trend
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Environment and Housing Finance and Economy
Indicators of performance in relationship to this theme are outlined below.
Priority C • We will create more affordable housing and social housing in all of Stirling’s communities. We will lead by example as an organisation in setting exceptional standards in building practice, environmental practice, employer practice, tenant relations and homelessness prevention.
Priority E • We will create and implement environment and infrastructure improvements. We will deliver new ownership and delivery methods around energy generation, public transport and internet access, ensuring profits and services work to community, not commercial priorities.
C Completions and acquisitions of Socially Rented Housing
140 Years
120
Target
100
Red Threshold
80 60
111
89
105
Current Value
65
40
Current Target Status
20 0
Last Updated
Long Term Trend
2014/15
2015/16
2016/17
2017/18
This indicator monitors completions or acquisitions of all types achieved by the Council and any other Registered Social Landlord in the Stirling Council area. It is an important indicator for monitoring progress in relation to Stirling Council’s Key Priority C: Build more socially rented housing. 57 properties were added to Stirling Council’s stock in 2017/18: 28 new-build properties (20 in Raploch and 8 in Riverside), 27 second homes acquisitions and two Mortgage to Rent acquisitions. The total was above the planned 49 units as a result of eight units in Riverside from the previous year’s programme being completed in 2017/18.
65 2017/18 96
Stirling Council Annual Report 2017/18
C
Average days to complete housing non-emergency repairs 11 days 10 days 9 days 8 days 7 days 6 days 5 days 4 days 3 days 2 days 1 day
days Target Red Threshold
7.6 days
5.4 days
2013/14
2014/15
6.8 days
4.86 days
2016/17
2015/16
4.62 days 2017/18
Current Value
4.62 days
Last Updated
2017/18
Current Target
6.5 days
Status Long Term Trend
This indicator measures the average time taken to complete non-emergency repairs within the year. The average time taken to complete non-emergency repairs has decreased from 6.81 days in 2016/17 to 4.62 days in 2017/18. Please note that we have been unable to extract repairs information from the housing database for technical reasons since July 2017, so the figure for annual performance is taken from the performance for the first quarter of 2017/18. These figures are reported annually to the Scottish Housing Regulator as part of the Council’s statutory Scottish Social Housing Charter return.
C
Tenancy sustainment - all applicants 100% Years Target Red Threshold Current Value
90%
86.4% 80%
91.8%
92%
92.3%
93.4%
Last Updated Current Target
93.4% 2017/18 90%
Status Long Term Trend
2013/14
2014/15
2015/16
2016/17
2017/18
Percentage of new tenancies sustained for more than a year all applicants (waiting list, transfer and homeless lists)
This indicator measures the percentage of households provided with permanent accommodation in Council stock who have successfully sustained their tenancy for 12 months. Sustainment rates have increased slightly, from 92.3% in 2016/17 to 93.4% in 2017/18. (368 tenancies were sustained, out of 394 tenancies which started in the previous year.)
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Environment and Housing Finance and Economy
E Overall percentage of the road network that should be considered for maintenance treatment
50%
44.5% 43.8% 42.3% 40.8% 42.1% 43.1% 44.2% 43.8% 42.5%
40
Years Target Red Threshold
30 20
Current Value
42.5%
Last Updated
2017/18
Current Target
10
Status Long Term Trend
0% 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
The Scottish Road Maintenance Condition Survey is undertaken throughout Scotland, using machine-based survey equipment, which measures carriageway rutting, texture, profile and cracking. These surveys include 100% of the ‘A’ class road network over a two-year period and a percentage of all other roads. The Roads service continues to work effectively and efficiently in delivering its roads maintenance programme including the winter maintenance service. The Scottish national average of road network in 2017/18 that should be considered for maintenance treatment is 36.7%. Stirling Councils percentage of road network that should be considered for maintenance treatment is 42.5%. .
36.7%
Stirling Council Annual Report 2017/18
E Overall cleanliness Score - percentage of areas assessed as clean
96.6% 96.9% 97.4% 94.7% 92.8%
94%
95.7% 95.2% Years Target Red Threshold Current Value Last Updated Current Target Status Long Term Trend
2010/11 2011/12
2012/13 2013/14
2014/15
2015/16
2016/17
2017/18
This index is a measure of the quality of the street cleansing services provided by Local Authorities. The cleanliness index allows authorities to manage their areas, striving for improvement by tackling specific litter problems as highlighted during the cleanliness measurements, to achieve improved results. The cleanliness index is achieved following inspection of a sample of streets and other relevant land. Relevant streets and land are as defined in the Code of Practice on Litter and Refuse 2006 (under review in 2016) and includes areas for which the local authority is responsible. The 2017/18 value of 95.2 a slight reduction in the 2016/17 score of 95.7, and well above the Scotland national average of 92.2.
95.2% 2017/18 93%
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26
Environment and Housing
E
Corporate Carbon emissions reduction
10% 5%
3.3%
0.2%
0%
-17%
-22.5%
-24.9%
-33%
-35%
2016/17
2017/18
-5% -10% -15% -20% -25% -30% -35% -40% 2011/12
2012/13
2013/14
2014/15
2015/16
Greenhouse gases emitted by the Council’s estate and operations. Totals are calculated from the use of gas, oil, LPG, petrol, diesel, electricity, private vehicles, public transport, flights, energy from supplying and treating water, and corporate waste. The initial target was a 20% reduction from the 2006/07 baseline of 23,743 tCO2e by 2015/16. A new target has been set of a 40% reduction from the 2006/07 baseline by 2020/21, which would be 14,246 tCO2e.
Years Years Target Target Red Threshold Red Threshold Current Value -35% Current Value 60.6% Last Updated 2017/18 Last Updated 2017/18 Current Target -28% Current Target 55.4% Status Status Long Term Trend Long Term Trend
Stirling Council Annual Report 2017/18
E
Percentage of household waste composted / recycled
48.2% 53.8%
2010/11
2011/12
55.7% 53.4%
52.6% 54.5% 55.4% 60.6%
2012/13
2014/15 2015/16 2016/17 2017/18
2013/14
Years Years Target Target Red Threshold Red Threshold Current Value 60.6% Current Value 60.6% Last Updated 2017/18 Last Updated 2017/18 Current Target 55.4% Current Target 55.4% Status Status Long Term Trend Long Term Trend
This indicator shows the percentage household waste composted/recycled as a percentage of the total household waste collected. The Scottish Government’s target is to recycle/compost 70% of all household waste by 2020. The increase in the Recycling percentage is due to the introduction of the new Waste Services Alternative Delivery Model coming in to place, resulting in a larger amount of recyclable material being collected and sent for recycling, compared to the amount collected using the old collection method.
E
Recycling & waste collection routes completed on the correct day 100% 98%
98.8%
96.8%
96.5%
96% 94%
93% 93.4%
92.7% 91.4%
92%
90.3%
89.9%
90% 88% 86% 84% 82% 80%
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
This indicator shows the percentage of waste and recycling collection routes completed on the correct day. During 2017-18 the Waste Service were in the process of implementing road end collections, the new city centre collection model and improved commercial service and this has impacted slightly on performance. The Service are aiming to reach the target with ongoing route optimisation with the assistance of the WebAspex software.
2015/16
2016/17
2017/18
% Target Red Threshold Current Value Last Updated Current Target Status Long Term Trend
90.3% 2017/18 95%
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Community Planning and Regeneration Finance and Economy
Indicators of performance in relationship to this theme are outlined below.
Priority B • We will target all forms of poverty across our communities and mitigate the impact of austerity and welfare cuts on those hit the hardest.
Libraries Number of visits to libraries expressed per 1,000 population
10,000 Years
8000
Target Red Threshold
6000
Current Value Last Updated
4000
7231
7733
7640
7730
7777
2000
Current Target Status Long Term Trend
0 2013/14
2014/15
2015/16
2016/17
2017/18
This indicator measures the number of visits (including ‘virtual visits’ i.e. website transactions) to libraries and is expressed per 1,000 population.
7777 2017/18 7500
Stirling Council Annual Report 2017/18
Attendances at Active Stirling indoor sport and leisure facilities (per 1,000 population) 10,000 Years
8000
Target Red Threshold
6000
Current Value Last Updated
4000
7486
7482
8435
9027
9541
2000
Current Target
9541 2017/18 9027
Status Long Term Trend
0 2013/14
2014/15
2015/16
2016/17
2017/18
This indicator monitors the number of attendances at indoor sport and leisure facilities within the Stirling Council area in relation to Active Stirling programmes and activities. The number is expressed per 1,000 of the population. The Peak has continued to achieve a rise in participation numbers which has been down to the success and growth of our ‘All in’ Memberships.
B
MacMillan Money Matters - Number of clients 1,200 1,000 800 Years
600
979
1,079
1,200
1,060
400
Red Threshold Current Value
1,060
Last Updated
2017/18
Status
200
Long Term Trend
0 2014/15
2015/16
2016/17
2017/18
The Macmillan Money Matters Service was launched in 2007 and is a best value partnership between Macmillan Cancer Support, NHS Forth Valley, the DWP and Falkirk & Stirling Councils. The service covers the three local authority areas (Stirling, Falkirk and Clackmannanshire)/NHS Forth Valley.
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Community Planning and Regeneration Finance and Economy
Local Outcomes Improvement Plan - “The Stirling Plan” To be bold, ambitious and community-led, delivering quality services with customer focus, tailored to the different needs of our communities. The Stirling Plan describes how community planning partners will work together to promote fairness and tackle inequalities in the area over the next 10 years. The plan has been produced through joint working amongst the community planning partnership, community and voluntary groups and individuals active in their communities across the Council area. The Community Planning Partnership (CPP), including Stirling Council, has a Local Outcomes Improvement Plan (LOIP “The Stirling Plan”) in place, which sets out a clear and ambitious vision for the Stirling area; to be somewhere everyone can thrive. It identifies how we will work to support communities who are experiencing the poorest of outcomes through locality plans. The “The Stirling Plan” has identified four outcomes which will form the common strategic guidance for the Council and its partners, to allow common plans and measures to be developed, to tackle areas of greatest inequality:
Prosperous: People are part of a prosperous economy that promotes inclusive growth opportunities across our communities Healthy: People are healthy and live full and positive lives, within supportive communities
Achieving: People are skilled and supported to make a positive contribution to communities
Resilient: People are part of safe and caring communities, within an attractive, safe and sustainable environment
Stirling Council Annual Report 2017/18
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Clackmannanshire and Stirling Health and Social Care Partnership
This section of the report contains a selection of performance indicators from the Clackmannanshire and Stirling Health and Social Care Partnership Annual Performance Report 2017-18.
Background Integration Joint Boards are responsible for effective monitoring and reporting on the delivery of services and relevant targets and measures, included in the Integration Functions and as set out in Strategic Plans. The Scottish Government has developed National Health and Wellbeing Outcomes, supported by a Core Suite of Integration Indicators to provide a framework for Partnerships to develop their performance management arrangements to help them understand how well services are meeting the individual outcomes of people using services and for communities. The national outcomes are: Outcome 1:
People are able to look after and improve their own health and wellbeing and live in good health for longer. Outcome 2:
People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting. Outcome 3:
People who use health and social care services have positive experiences of those services, and have their dignity respected. Outcome 4:
Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services. Outcome 5:
Health and social care services contribute to reducing inequalities. Outcome 6:
People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and well-being. Outcome 7:
People using health and social care services are safe from harm. Outcome 8:
People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide. Outcome 9:
Resources are used effectively and efficiently in the provision of health and social care services.
Stirling Council Annual Report 2017/18
Core Suite of Integration Indicators The Outcomes are supported by a Core Suite of Integration Indicators. This data is provided nationally by the Information Services Division of the Scottish Government to each Partnership. The unique nature of the Partnership means that sometimes their data may be provided at local authority level only. However there has been progress over the last year in receiving national data at a Partnership level, and performance reporting to the Integration Joint Board is now provided from this perspective. Outlined below are a selection of the core integration indicators that are relevant to Stirling Council. What the symbols mean:
Benchmarking
Survey
Achieved
More Work required
Outcome 2 People (including those with disabilities, long term conditions, or who are frail) are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community.
NI 2
% of adults supported at home who agree that they are supported to live as independently as possible 2015/16
2017/18
Partnership
82%
82%
Comparators
82%
80%
Scotland
83%
81%
✔
Source ISD 17/18 This indicator reflects whether people who need support feel that it helps them maintain their independence as much as possible. This is a positive reflection of the support provided by the Partnership to those living in the community.
NI 15
Proportion of last 6 months of life spent at home or in a community setting 2016/17
2017/18
Partnership
87%
87%
Comparators
87%
88%
Scotland
87%
88%
✔
Source ISD 17/18 The 17/18 figure for the Partnership reflects a positive position, overall this is a rising trend and the Partnership is aiming to achieve 90% by the end of 2019.
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Clackmannanshire and Stirling Health and Social Care Partnership
This is an area prioritised through the Integrated Care Fund to support the development of services such as bed based intermediate care and reablement care at home. Other improvements being made are through outcome focussed assessments within Social Care.
NI 18
% of adults aged 18+ with intensive care needs receiving care at home 2015/16
2016/17
Partnership
69%
67%
Comparators
62%
62%
Scotland
62%
62%
✔
Source ISD 16/17 The figure for the Partnership is a positive position. This indicator reflects the work to shift care from hospitals and care homes to the community.
Outcome 3 People who use health & social care services have positive experiences of those services, and have their dignity respected.
NI 3
% of adults supported at home who agree that they had a say in how their help, care or support was provided 2015/16
2017/18
Partnership
76%
74%
Comparators
79%
74%
Scotland
79%
76%
Source ISD 17/18 The figure has reduced since the last survey reflecting national trends. Work is being done at a local level to develop our own Partnership service user and unpaid carer surveys for 18/19. We have further work to do to more fully embed choice and control through the range of Self-directed Support options for individual service users and unpaid carers.
NI 5
% of adults receiving any care or support who rate it as excellent or good. 2015/16
2017/18
Partnership
78%
78%
Comparators
82%
80%
Scotland
81%
80%
✔
Source ISD 17/18 The figure for the Partnership reflects a positive position and is only slightly less than national. Services are provided by a range of organisations and are guided by the Partnership’s commissioning strategies and most are regulated by the Care Inspectorate (NI17).
Stirling Council Annual Report 2017/18
Outcome 4 Health and social care services are centred on helping to maintain or improve the quality of life of service users.
NI 17
Proportion of care services graded ‘good’ (4) or better in Care Inspectorate Inspections. 2016/17
2017/18
Partnership
86%
94%
Comparators
80%
86%
Scotland
84%
83%
✔
Source ISD 17/18 The NI 17 figure reflects a positive position and is higher than the national and comparator average. This indicator includes all services registered within the Partnership provided by third, independent and local authorities.
Outcome 6 People who provide unpaid care are supported to reduce the potential impact of their caring role on their own health and well-being.
NI 8
% of carers who feel supported to continue in their caring role 2015/16
2017/18
Partnership
32%
38%
Comparators
41%
37%
Scotland
40%
37%
Source ISD 17/18 This indicator highlights a need to continue to work closely with unpaid carers and our local carer organisations to develop our services in line with the provisions of the Carers (Scotland) Act 2016 and to focus on the way we gather local feedback on the experiences of unpaid carers. Improvement work around SDS and Dementia pathways will ensure resources are outcome based and available within the community. Unpaid carers reported feeling better supported in their role following participation in the NHS Keepwell Service.
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Clackmannanshire and Stirling Health Finance and Economy and Social Care Partnership
Outcome 7 People who use health and social care services are safe from harm.
NI 9
% of adults supported at home who feel safe 2015/16
2017/18
Partnership
82%
86%
Comparators
83%
83%
Scotland
83%
83%
✔
Source ISD 17/18 The figure has improved on the last survey and is positive for the Partnership. It reflects the joint work with the Adult Support and Protection Committee and the Lead Officer to improve our responses.
Outcome 9 Resources are used effectively in the provision of health and social care services, without waste.
NI 4
% of adults supported at home who agree that their health and care services seemed to be well co-ordinated 2015/16
2017/18
Partnership
73%
76%
Comparators
76%
74%
Scotland
75%
74%
✔
Source ISD 17/18 This is a positive figure for the Partnership. In terms of service examples, work carried out in relation to the use of single shared assessment, anticipatory care plans, and the development of the model of neighbourhood care will provide further opportunity to develop community based integrated responses.
NI 19
Number of days people aged 75+ spend in hospital when they are ready to be discharged per 1,000 population 2016/17
2017/18
Partnership
723
516
Comparators
964
793
Scotland
842
772
Source ISD 17/18 The 17/18 Partnership figure reflects a positive position and is much lower than last year.
✔
Stirling Council Annual Report 2017/18
Trade Union Facility Time Publication Requirement
This year’s report also contains information provided by Trade Unions, in accordance with Trade Union (Facility Time Publication Requirement) Regulations. Stirling Council works with a range of recognised Unions. The Council values the benefits of working closely with its recognised Trade Unions in line with the Scottish government Fair Work Framework and this year’s report details a range of data on the amount and cost of facility time within the organisation for education employees and central employees.
Trade Union Facility Time Publication Requirement 1 April 2017 to 31 March 2018 Stirling Council recognises the following trades unions – UNISON, GMB, UNITE, ETS, SSTA. Table 1: Stirling Council Central employees What was the total number of your employees who were relevant union officials during the relevant period? Number of employees who were relevant union officials during the relevant period
Full-time equivalent employee number
37
1,987
Table 2: Central employees - Percentage of time spent on facility time How many of your employees who were relevant union officials employed during the relevant period spent a) 0%, b) 1%-50%, c) 51%-99% or d) 100% of their working hours on facility time? Percentage of time
Number of Employees
0%
5
1-50%
30
51-99%
1
100%
1
Table 3: Central employees - Percentage of pay bill spent on facility time Provide the figures requested in the first column of the table below to determine the percentage of your total pay bill spent on paying employees who were relevant union officials for facility time during the relevant period. Provide the total cost of facility time
£74,148
Provide the total pay bill
£72,027,601
Provide the percentage of the total pay bill spent on facility time, calculated as: (total cost of facility time / total pay bill) x 100
0.1%
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38
Table 4: Central employees - Paid trade union activities As a percentage of total paid facility time hours, how many hours were spent by employees who were relevant union officials during the relevant period on paid trade union activities? Time spent on paid trade union activities as a percentage of total paid facility time hours calculated as: (total hours spent on paid trade
5%
union activities by relevant union officials during the relevant period / total paid facility time hours) x 100
Table 5: Stirling Council Education employees What was the total number of your employees who were relevant union officials during the relevant period? Number of employees who were relevant union officials during the relevant period
Full-time equivalent employee number
19
1,452
Table 6: Education employees - Percentage of time spent on facility time - repeats How many of your employees who were relevant union officials employed during the relevant period spent a) 0%, b) 1%-50%, c) 51%-99% or d) 100% of their working hours on facility time? Percentage of time
Number of Employees
0%
0
1-50%
18
51-99%
1
100%
0
Table 7: Education employees - Percentage of pay bill spent on facility time Provide the figures requested in the first column of the table below to determine the percentage of your total pay bill spent on paying employees who were relevant union officials for facility time during the relevant period. Provide the total cost of facility time
ÂŁ50,146
Provide the total pay bill
ÂŁ56,869,192
Provide the percentage of the total pay bill spent on facility time, calculated as: (total cost of facility
0.088%
time / total pay bill) x 100
Table 8: Education employees - Paid trade union activities As a percentage of total paid facility time hours, how many hours were spent by employees who were relevant union officials during the relevant period on paid trade union activities? Time spent on paid trade union activities as a percentage of total paid facility time hours calculated as: (total hours spent on paid trade union
activities by relevant union officials during the relevant period / total paid facility time hours) x 100
5%
Stirling Council Annual Report 2017/18
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Finance Economy Finance andand Economy
The Stirling Story 2017/18 Stirling Council’s location, unique landscape and famous historic sites paint the Stirling area as a postcard from Scotland’s past, while our innovative businesses and communityled services can be read as a blueprint for the future. However, the Council also recognises that Stirling has its own share of challenges that its people face on a daily basis. This report has shown that, like all areas of Scotland, there are challenges ahead and financial gaps that have to be bridged but the Council tasks itself with addressing these challenges, to make sure Stirling realises its potential to become a cultural and economic powerhouse. The work is not yet finished to tackle the challenges laid out in this report, nor have our aspirations to continuously improve been fully realised because our story is not yet finished. The 2018/19 year is well underway and already major progress has been made on our six key priorities. We hope next year’s report will show that progress remained consistent throughout the year in similar detail as we continue to make Stirling a place where everyone can thrive. If you have any questions about this report or wish to contact individual services, please call 01786 404040 or email info@stirling.gov.uk
For further information on the detail included in this report, visit: https://my.stirling.gov.uk/home For details on The Local Outcomes Improvement Plan (Stirling Plan) visit: https://my.stirling.gov.uk/services/community-life-and-leisure/community-planning-in-stirling/local-outcomeimprovement-plan For details on our Elected Members, visit: https://my.stirling.gov.uk/councillors For details on Annual Accounts, visit: https://my.stirling.gov.uk/services/council-and-government/council-information-performance-and-statistics/ annual-accounts
Stirling Council Annual Report 2017/18
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If you need help or this information supplied in an alternative format please call 01786 404040.