Improvement Service

The aim of this paper is to provide evidence into the distribution of positive and negative outcomes within Scotland; to draw attention to the stark inequalities that exist; to demonstrate the distinctive geographical distribution of outcomes and to highlight the strong inter-correlation of positive and negative outcomes at local neighbourhood level. Secondly, and on the basis of this evidence, to link this to wider discussion around public sector reform to improve outcomes for individuals and communities and ensure future financial sustainability. Finally, the critical role of an integrated approach to local place and place ‘making’ is emphasised.

Appendices to the IS report, "Making Better Places, Making Places Better: the Distribution of Positive and Negative Outcomes in Scotland". Appendix I: Scottish Index of Multiple Deprivation and related variables is a detailed analysis of 300 cases selected according to the value of SIMD, reflecting areas of low, average and high deprivation. The main findings indicate high polarisation with respect to the range of life outcomes between the most and least deprived areas. Appendix II examines the distribution of positive and negative outcomes within Glasgow City Community Planning Partnership.

In early 2009, building on one of the themes arising from the Diagnostic Pathway in Scotland, the Improvement Service commissioned CapGemini to provide research on best practice examples of mobile and flexible working. The research focuses on specific benefits and improvements plus gives comment around key issues which organisations may face in undertaking and implementing such projects. This paper summarises this research and illustrates these with case studies.  In addition to the CapGemini research, Appendix F presents a summary of those business cases submitted by Scottish councils to the Improvement Service up to December 2008 which the IS believes show intention to implement aspects of flexible and mobile working (please note that some of these were not specifically identified by the councils themselves as flexible and mobile working, but we believe that, when viewed in context, these business cases show a potential benefit in this area).The business case summaries in Appendix F are grouped according to the four elements of flexible and mobile working as identified through the CapGemini research: People, Process, Property and Technology. All these business cases can be found on the Mobile and Flexible Working in Scotland Community of Practice collaboration space at http://www.communities.idea.gov.uk/c/1339395/home.do.All business cases (not only the mobile and flexible working ones) submitted to the IS can be found on the Diagnostic Pathway Toolkit at http://member.goodpractice.net/DiagnosticPathwayToolkit/Login.gp

During 2008 the Improvement Service carried out work with councils to establish what it could do to contribute to, assist, or promote management and leadership development within Scottish local government.  This report outlines the outcome of this work.  It also contains details of an MSc in Public Service Leadership, developed by Edinburgh Napier University and the IS.

During January and February 2009, the IS consulted with all Scottish local authorities and other relevant national organisations on a Draft National Elected Member Development Strategy for Scottish Local Government. This report summarises the key findings of the consultation exercise in relation to: the vision, aims and benefits of the draft strategy; the deliverables; self-evaluation of Elected Members’ Skills Development Programmes; and resourcing the implementation of the draft strategy.

This toolkit helps local authorities (and their partners) develop a rationale, scope and delivery plan for setting up or developing a local information system.  Equally those authorities already with a local information system in place can use the tool to appraise the development of their local information system to date and when reviewing the existing processes and structures in place to support the local information system.

This document presents the additional guidance notes contained within the 'Local Systems Development Tool' in a printable format.  It does not present the full content of the tool, and should be read in conjunction with the tool, rather than in isolation.

High level guidance developed by an informal working group of planning and legal advisers of local authorities, developers agents, COSLA and the Local Government Improvement Service in May 2009. The guidance was compiled to offer guidance on key provisions of Section 43A of the Town and Country Planning (Scotland) Act 1997 (‘The Act') and the Town and Country Planning (Schemes of Delegation and Local Review Procedure) (Scotland) Regulations 2008 (‘the regulations.') 

This is the interim report from local government on the progress made in implementing the first phase Single Outcome Agreements in 2008-09. This report is provided by COSLA, SOLACE and the Improvement Service to inform the Scottish Government, the Scottish Parliament and local government's wider partners and communities of the initial benefits arising in 2008-09 from the move to SOAs. This report covers: context; capacity; practicalities of reporting in 2009; learning and experience; national partnership developments; local partnership developments; conclusion.

This review identifies lessons and outputs from shared services projects across Scottish local government which could be useful for others. particularly those in the Scottish public sector. The review intends to: help increase the understanding of this stage of the shared service agenda; enable the identification and capture of any hard deliverables and outputs from the projects to date; learn from experience and share good practice; help inform development of future projects and decisions about national supports and infrastructure. The material in this report is derived from an exercise (“a retrospective review” ) which was undertaken to identify and capture experiences from a range of projects focussing on the development of shared services in Scottish local government.

Evaluation of the Improvement Service website conducted as part of the website redevelopment process in early 2009. The survey was distributed in January 2009 to explore why users use the website, the value of the site and how the site can be improved. This report is based on the results of that survey and an analysis of website visitor data.

This report provides details of a review commissioned by the Improvement Service to contribute to decisions concerning toolkits that are made available to its users. The review is based on user feedback and opinions and quantitative data (user statistics).

This report summarises the approach and outputs from the Shared Services Diagnostic Pathway undertaken by all local authorities in Scotland. The Diagnostic Pathway aimed to gather information on how people were deployed within every council in Scotland in order to identify opportunities to simplify, standardise and share processes and operations with the intention of increasing efficiency and improving services.

Summary of the key recommendations from a peer review of Renfrewshire Council's Finance and IT and Housing and Property Services departments. The review focused on rent collection, rent arrears, preventative measures and debt management. The areas considered by the peer review team during the review were leadership and governance, performance management, stakeholder management and organisational development. A good practice guide to rent collection (index.php?option=com_docman task=doc_download gid=2224 ItemId=833), prepared by Renfrewshire Council  and the five peer councils which took part in the review, is also available.

This Guide has been prepared by Renfrewshire Council and the five peer councils (East Ayrshire, City of Edinburgh, Falkirk, North Ayrshire and North Lanarkshire) to highlight examples of good practice within their councils in relation to rent collection, rent recovery, debt prevention and performance management. The Guide has been structured to enable other councils to consider each example of good practice and to indicate whether or not it is already in place. In the event that a good practice example is not evident within the council, it is recommended that the council considers the feasibility of introducing the good practice as part of its improvement planning.