Annual report 28 nov low

Stirling Council

2016-17

Stirling

stirling.gov.uk phone 01786 404040 text 07717 990 001

Cover photograph ©21CC photography by PK Perspective

Stirling Council Annual Report 2016/17

Introduction Stirling Council’s Annual Report tells the story of the work of the Council over the course of the financial year, highlighting our achievements and celebrating success. It reaffirms and brings to life the Council’s vision and key priorities, demonstrating the work which has been done to accomplish these.

The Annual Report 2016-17 is presented in the following sections: • Finance and Economy • Social Care and Health • Environment and Housing • Community Planning and Regeneration • Education

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Vision

Finance and Economy

Our vision is for Stirling Council to become a more agile and responsive authority that works with our employees, partners and communities to deliver key priorities and achieve better local outcomes. We want to ensure that we have the flexibility, the right skills mix and capacity for change, as well as continuing to improve the quality and impact of core service provision.

Stirling Council Annual Report 2016/17

Service Delivery The organisation must be flexible and adaptive, recognise the distinction between customers and communities in rural Stirling and the city, and their priorities, and support a move towards a Council that both directly delivers services and supports the delivery of services in partnership with customers, communities and other organisations. It must also be responsive to the financial challenges ahead, which include the requirement to save at least ÂŁ20M over the next five years while continuing to deliver services worth around ÂŁ200M per year over the same period.

Engagement The Council is also committed to improving the way it engages with employees, residents and other key stakeholders from the public, private, voluntary and community sectors, and to developing and modernising the way we deliver services.

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A message from the

Chief Executive

Finance and Economy

STEWART CARRUTH Stirling is transforming every year at a faster and increasingly dynamic pace, and I’ve never been more excited and confident about its future than I am now.

In 2016/17 we were successful in beginning negotiations with the UK and Scottish Government’s over our bid for a City Deal which has the potential to create 3,000 high-level jobs and increase sustainable tourism by 25%.

Securing this unprecedented investment would allow us to build on our successful digital district and will put Stirling and its surrounding area firmly on the map in Scotland, the UK and internationally. It would see the city become a genuine economic and cultural powerhouse that generates wealth and increases opportunities for all.

It essential for Stirling Council to keep up with the change taking place in front of us and ensure that we support and optimise the benefits for our residents. It is also vital that we continue to deliver quality frontline services that our residents expect and deserve.

This Annual Report details our performance on those measures and allows Elected Members, Residents and Stakeholders to hold us to account. It is also a vital way of us tracking our continuous improvement agenda. What was good enough for last year, will not be good enough for the year ahead and setting ambitious targets and meeting them is the way to drive forward the success of this organisation.

I’d like to take this opportunity to give credit to the fantastic employees who work for Stirling Council and help us to deliver on a day-to-day basis for the people and businesses of this area. Whether that is safer communities, quality housing, efficient waste collection, outstanding education or improving an improving road network – every effort is recognised and appreciated.

When I was appointed several years ago I spoke of the challenges and opportunities that this Council faced. That remains the case today with budget pressure a continuing feature of public sector life.

However our direction of travel remains the same – we will always look to collaborate with exciting partners, to be bold and ambitious and to continue to deliver for the different needs of our communities.

It is time to grasp the many opportunities that are within reach. It’s an exciting time for the area, and I’m looking forward to seeing our plans come to fruition over 2017/18 and beyond.

Stewart Carruth Chief executive

Stirling Council Annual Report 2016/17

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Key Achievements •

In partnership with Clackmannanshire Council we secured a commitment to progress a City Region Deal which would unlock investment and secure and grow the regional economy

•

The benefits of the City Deal for Stirling Council would include creating a Digital District, developing the River Forth for leisure and tourism; constructing a new civic and Harbour quarter; establishing a National Tartan Centre; and upgrading infrastructure to support additional rural tourism opportunities in Callander

•

Staged Stirling’s first Scottish marathon attracting 17,000 people and generating an economic benefit of almost £2million

•

Facilitated the expansion of Codebase the UK’s largest technology incubator, into Stirling’s Digital District which is home to over 70 tech companies

•

Assisted over 1200 people of working age affected by cancer in 2016/17 through the Macmillan Money Matters Service and secured £3,447,800 for clients including through benefits and charitable grants

•

Opened a new, modern, purpose-built facility to accommodate St Margaret’s Primary School and Cowie Nursery

•

Opened a new state-of-the-art St Ninian’s Primary School replacing an older building which was no longer fit for purpose

•

The percentage of Stirling’s young people moving into positive destinations after leaving school was the highest on record

•

Schools are continuing to build partnerships with a range of employers to provide young people with learning opportunities which prepare them for the world of work

•

We took forward our commitment to transform children’s services. This included working in partnership with specialist Scottish charity Includem to deliver intensive assistance including one-to-one support and a 24-hour helpline for young people in difficulty. This partnership supports vulnerable individuals across Stirling Council with a passionate belief that no young person is beyond help. Support is provided for children and young people in their own community when it is needed most, day or night

•

Increased the number of foster carers available to support children and young people in Stirling through a recruitment campaign

•

Delivered the Every Child a Member and Digi Know initiatives across the area’s libraries, which ensured every child joins a library, and increased access to IT and enhanced digital skills

•

Delivered Twilight Basketball sessions to engage young people from across the area

•

Enhanced youth engagement through the StreetWorX drop-in on weekends during winter to provide young people with somewhere warm and safe to gather and meet friends

Stirling Council Annual Report 2016/17

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Introduced Safer Community Team patrols around schools at peak times to ensure drivers adhered to parking restrictions and increase child safety

•

Supported Cultenhove Opportunities (COP) in collaboration with Cowie Rural Action Group (CRAG) and Stirling Citizens Advice Bureau to launch Universally Ready, a community led initiative helping vulnerable citizens to understand Universal Credit with £126,296.67 generated for individuals

•

Introduced a new HR & Payroll system to remove duplication and increase efficiency

•

Developed the Council workforce through undertaking extensive employee engagement and offering learning opportunities including a leadership programme

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Continued to lead the way as an accredited Living Wage Foundation employer, achieved a gender pay gap of just 0.68%, and resolved all historical equal pay cases

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Developed plans to transform community based services through integrated working with NHS and partners to support adults and in particular assist older residents to maintain independence in their own homes as long as possible

•

The Council increased its stock of social rented housing by 67 units. This included a development of 8 new homes at Norrieston Glebe in Thornhill which was shortlisted as a finalist in the Scottish Home Awards 2017 ’Small Affordable Housing Development of the Year’ category

•

The Waste Service embarked on an ambitious transformation journey. Through the introduction of a new 4 bin collection system the Service is now more dynamic, adaptable, efficient and sustainable. The new model better meets the growing needs and expectations of our communities while maintaining the high quality and quantity of recyclables collected

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Finance and Economy

You might be surprised to learn that Stirling Council...

Stirling Council Annual Report 2016/17

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Stirling Council Annual Report 2016/17

Key Performance Indicators

Annual Report 2016/17 - 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 2016-17 (April 2016 – March 2017).

Performance information is presented under the following themes:

1. Finance and Economy 2. Social Care and Health 3. Environment and Housing 4. Community Planning and Regeneration 5. Education These themes correspond with Stirling Council’s Committees. Each committee has 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.

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.

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 Performance Team on 01786 233014.

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

Red Threshold

Amber Triangle - Performance is below target

If performance falls below the Red Threshold it would it indicate underperformance on this indicator

but is not below the red threshold

Red Hexagon - Performance is below the red

Performance is improving

threshold

Performance is getting worse

Graph - This indicator is for information only and does not have a target set.

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Finance Economy Finance andand Economy

The Council’s Key Priorities in relation to Finance and Economy include the following:

K Improved models of service delivery • Examining and delivering on more opportunities for improved models of service delivery

O Internet access • Delivering and improving upon access to and speed of internet access across the Stirling area

P Business support • Streamlining business support under leadership of the business community

P High wage economy • Pursuing a diverse high wage economy that delivers local jobs for people across Stirling area and a procurement policy that supports this

R Financial strategy • Implementing a financial strategy that reflects the current economic challenges by saving £24M whilst ensuring the delivery of quality services Indicators of performance in relation to these key priorities are outlined below.

Further information on the Council’s performance in relation to Finance and Economy can be accessed on the Council website.

O Internet access -

This is an important indicator in relation to the Council’s Key Priority O - deliver and improve upon access to and speed of internet access across the Council area. 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 target is to ensure 97% of premises have access to superfast broadband by 2017.

Delivering and improving upon access to and speed of internet access across the Stirling area Superfast broadband availability

86.6% 76.1%

77.2%

59.5% Achieved

46.2%

Target Red Threshold Current Value

2016/17

Current Target

90%

Status 2012/13

2013/14

2014/15

2015/16

2016/17

86.6%

Last Updated

Long Term Trend

Whilst the DSSB programme makes good progress in Stirling (and likely to achieve their target) rural areas continue to be a challenge. Stirling Council is in discussions with the Gainshare programme to have a say in where and when the residual funds are spent between now and December 2018 to increase rural connectivity. Community projects are still supported by the council and wireless technology as an option, has been successful in rural parts, although is excluded from the overall percentage figures.

Stirling Council Annual Report 2016/17

P Business support Streamlining business support under leadership of the business community Number of Start-Up Businesses assisted through Business Gateway by STEP Target

233 Red Threshold

Target

215

Red Threshold Current Value

238

233

234

Last Updated Current Target

234 2016/17 233

Status Long Term Trend

2014/15

2015/16

2016/17

This is an important indicator in relation to the impact of the Council’s key priority P - streamline business support under the leadership of the business community.

During 2013/14 business support services were integrated within Stirling Enterprise (STEP) - the local economic development agency responsible for local delivery of Business Gateway the national business support and development programme. This has included transfer of the Council’s Economic Support function to STEP and the establishment of a Service Level Agreement between the Council and STEP. 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. Tourism still largely dominates but there are a number of more high value start ups also coming through in areas such as Medical Devices and Digital.

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Finance Economy Finance andand Economy

R Financial strategy Implementing a financial strategy that reflects the current economic challenges by saving £24m whilst ensuring the delivery of quality services General Fund Capital Programme annual performance Target 100%

Target 100%

Target 100%

81%

88%

94.1%

2014/15

2015/16

2016/17

This indicator provides details on the level of General Fund capital spend as a proportion of the allocated budget.

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.

Years Target Red Threshold Current Value Last Updated Current Target Status Long Term Trend

94.1% 2016/17 100%

The General Fund Capital Programme reported expenditure of £28.127m against a full year budget of £32.106m representing slippage of £3.979m i.e. 88 % of the budget was spent as planned. The most significant capital projects undertaken during the year included Sports Village – National Curling Centre, Roads Improvements, Energy Efficient Street Lighting, St Margaret’s and St Ninian’s Primary School new builds, and City Region Deal projects.

Stirling Council Annual Report 2016/17

End of year balances as a percentage of General Fund budget

%

Years

0.50

1

1.50

2

2.50

3

3.50

4

4.50

5

Target Red Threshold

2014/15

Current Value

3.5%

Last Updated 2015/16

4.8%

Current Target

3.6% 2016/17 2.5%

Status 2016/17

Long Term Trend 3.6%

This indicator shows the projected end of year balances as a percentage of General Fund budget.

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.

Uncommitted balances of ÂŁ8.152m as at 31 March 2017 represent 4.0% of the General Fund Budget for 2016-17 and exceed the target level of balances (between 2% and 2.5% of revenue budget over the medium term).

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Social Care and Health Finance and Economy

The Council has responsibility for a range of service areas that provide care, advice and support to vulnerable or ‘at risk’ adults, children and families, young people and carers. Key Priorities include the following:

F Corporate parenting • Being a good corporate parent

G Improving care • Improving care for our vulnerable people at home Indicators of performance on these key priorities and other important indicators of the Council’s performance in relation to social care and health are outlined below.

Further information on the Council’s performance in relation to Social Care and Health can be accessed on the Council website.

F

Corporate Parenting Being a good corporate parent % of Looked After Children with 3 or more placements during the past year %

2013/14

1

2

3

6

5

4

7

5%

2014/15

6%

2015/16

6%

2016/17

Stability at home has long been linked to healthy development, growth and self-worth. For children and young people who are under the care of local authorities, a stable environment is even more important. Depending on individual needs looked after children may reside in a number of settings, such as at home; with friends or relatives; with foster carers; with prospective adopters; in a local authority home; at a residential school, in secure accommodation or another residential setting.

7%

Last Updated

2016/17

Current Target

Status

7%

This indicator measures the percentage of looked after children with three or more changes of placement within the previous year. The figures are for the year to 31st July.

% Current Value

Long Term Trend

rate and the rate for our comparator authorities showing a variance of 1%. The total number of Looked After Children for Stirling has remained static overall at 216 with the number who have had three or more placements rising from 12 to 16 which is a rate of 7%.

Being a good corporate parent is one of Council’s 18 Key Priorities and this indicator is an important measure, to monitor the consistency of living arrangements for looked after children.

The Children & Families Service Plan for 2017/18 outlines the steps that we are taking in collaboration with partner agencies with regards to strategy, operational practice, process and systems to improve the outcomes for our Looked After Children. Central to this is an increased focus on leveraging data to better inform decision making and service design.

Analysis of the data for placements over a 10 year period has been completed which has provided informative trending and forecasting information. This analysis is now being expanded to better understand volume, duration and reasons for change of placements.

This indicator is measured for all local authorities in Scotland and is monitored by the Scottish Government. The figures for Stirling over the last three years have been in line with the overall Scottish

Comparisons 2014/15 – 6% (Nationally 6%, Comparator Authorities 6%) 2015/16 – 6% (Nationally 6%, Comparator Authorities 7%) 2016/17 – 7% (Nationally 5%, Comparator Authorities 6%)

Stirling Council Annual Report 2016/17

G Improving care Improving care for our vulnerable people at home Adult service users reporting satisfaction that Social Services have helped them to lead a more independent life. % Target 80%

Target 80%

Target

Target 80%

Red Threshold

77%

84%

93%

Current Value Last Updated Current Target Status Long Term Trend

2014/15

2015/16

2016/17

This indicator is an important outcome indicator in relation to the Council’s Key priority G “Improving care for our vulnerable people at home”. It measures the percentage of Stirling service users surveyed who report satisfaction that social services have helped them to lead a more independent life.

The 2016/17 adult social care services survey has demonstrated an increase in service users’ positive satisfaction levels. It is very encouraging that satisfaction levels from adult social care service users responding to this survey remain high.

The findings of the survey in 2016/17 indicate that our adult social care services have helped the people to look after their health and that the quality of their life has improved.

The majority of respondents indicated overwhelmingly that they were happy with the overall service they received and that they had been able to deal directly with someone who could help them to lead an independent life.

A total of 93% of the people who responded to the 2016/17 survey reported they were able to lead a more independent life as a result of using adult social care services. This has shown a steady increase in satisfaction each year since 2012/13.

93% 2016/17 80%

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Social Care and Health Finance and Economy

Social Care and Health Shifting the balance of care and integrating health and social care Delayed hospital discharges over 2 weeks 15 14

15

14

13 12 10 9

9

Years Current Value

7 6

Last Updated Current Target

3

12 July 2017 0

Status Long Term Trend

Apr 2016

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec 2016

This indicator reports the number of delayed hospital discharges and sets a target of zero for those delayed over the standard 2 week planning period.

A delayed discharge occurs when a patient, clinically ready for discharge, cannot leave hospital because the other necessary care, support or accommodation for them is not readily accessible and/or funding is not available, for example to purchase a care home place. For most patients, following completion of health and social care assessments, the necessary care, support and accommodation arrangements are put in place in the community without any delay and the patient is appropriately discharged from hospital.

The Scottish Government introduced a new target from April 2015 stating that no patient should wait more than 2 weeks as a delayed discharge. The new measure is closely monitored by all partners inclusive of a thorough scrutiny by Stirling Council’s Social Care and Health Committee.

The number of delayed discharges is published monthly by the Scottish Government’s Information Services Division (ISD). This information is used by local health and social care agencies to ensure a timely and safe transfer to the next stage of care for all hospital patients. Over the period from April 2016 to March 2017, the number of delays saw a steady increase from 3 occupied beds in April 2016

Jan 2017

Feb

Mar 2017

to 15 in August 2016 with some improvement in performance with 9 delays reported in March 2017.

National agendas around reducing the number of people in hospital whose discharge is delayed, along with future population increase projections in this age group and the links with higher levels of care needs means that this resource area is one that will remain under pressure for the foreseeable future.

The Health and Social Care Integration Strategic Plan for 2016 – 2019 for Clackmannanshire and Stirling Local Authorities and Forth Valley Health Board acknowledges the need to change the way we deliver our health and care services in order to meet current and future demand. People are living longer with a range of conditions and are asking for more integrated care. We therefore recognise the need to improve our services that contribute to better outcomes for people.

Delayed Discharges are monitored through the Integration Joint Board (IJB) with parallel reporting to the Social Care and Health Committee. Although our performance shows some peaks and troughs there is a positive general downward trend for 2016/17.

We continue to work together to reduce delays to discharge and to redesign services to support avoidance of unnecessary admission.

Stirling Council Annual Report 2016/17

Shifting the balance of care

50%

Years

41% 40% 30%

28.6%

33.2%

33.8%

33.7%

35.2%

35.4%

Target Red Threshold Current Value

41%

Last Updated

20%

Current Target

2016/17 30%

Status

10%

Long Term Trend

0 0/11

201

1/12

201

2/13

201

3/14

201

4/15

201

5/16

201

6/17

201

Percentage of Stirling service users aged 65 and over with intensive care needs who receive 10 hours or more of home care per week.

This measure demonstrates to what extent the Council implements one of the key national and local policies of providing services to people when they need them in the community. Care at home is one of a few sustainable options available to local government to support people with community care needs to remain at home. This indicator demonstrates councils’ progress towards this policy goal of shifting the balance of care.

The shifting the balance of adult care indicator is calculated against the total number of adults receiving long term care (Long Term Care, Care at Home (Over 10 Hours per Week), Hospital Beds).

Performance has remained higher than the national target of 30%. The local target of 45% was changed to 30% from quarter 1 2017/18 to align it with the national standard of 30%.

Initiatives such as the Intermediate Care and Reablement include a range of services designed to promote independent living and unnecessary hospital admissions following illness or injury. These services are available to people in a residential setting or in the home environment. They also work to reduce the number of people cared for in residential settings, and ensure that people do not receive care at home services that they do not require.

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Environment and Housing Finance and Economy

The Council has responsibility for planning policy and the build environment, roads, parks and open space, waste, housing and the enforcement and sustainability agendas. Key Priorities include the following:

L Sustainability • Adopting a pragmatic approach to sustainability that protects and enhances the local environment

M Roads • Making resurfacing roads, paths and pavements the service priority across the whole Stirling area

N Socially rented housing • Building more socially rented housing Indicators of performance on these key priorities and other important indicators of the Council’s performance in relation to environment and housing are outlined below.

Further information on the Council’s performance in relation to Environment and Housing can be accessed on the Council website.

L Environment - Cleanliness, waste collection and recycling Overall cleanliness Score - % areas assessed as clean

96.6% 96.9% 97.4% 94.7% 92.8%

94%

95.7% Years Target Red Threshold Current Value Last Updated Current Target

95.7% 2016/17 93%

Status Long Term Trend

2010/11 2011/12

2012/13 2013/14

2014/15

2015/16

2016/17

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.

This measure includes the % of streets receiving A and B code of practice definitions (i.e. no litter and predominately free of litter and refuse with no accumulations) and provides a measure of the % of streets considered as ‘acceptably clean’.

The 2016/17 score of 95.7 is satisfactory, above the national average, and an improvement on the 2015/16 score of 94.0. The service is currently going through a review which may result in potential reductions in service delivery linked to reduced operating costs, which may have an adverse effect on this indicator future years.

Stirling Council Annual Report 2016/17

Percentage of household waste composted / recycled

Years Target Red Threshold

43.5% 48.2% 53.8%

55.7% 53.4%

52.6% 54.5% 55.4%

Current Value

55.4%

Last Updated Current Target

2016/17 53.4%

Status Long Term Trend

2009/10 2010/11

2011/12

2012/13

2013/14

2014/15 2015/16 2016/17

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.

Following the rollout of the Waste ADM in September 2016, the Service has seen a slight increase in the recycling figure. It is anticipated that this will be increased further in 2017 with our householders having increased opportunities for recycling and greater storage provision for recycled materials. Indeed the service is now capturing all recycled materials that are presented in comparison to the material that was lost when the smaller boxes would blow over in high winds, littering the streets with recycled materials. By changing our collection method, we have increased the range of recyclable material that we can accept and reduced cross contamination resulting in a decrease in the waste sent to landfill.

Recycling & waste collection routes completed on the correct day 100% 98%

98.8%

96.8%

96.5%

96% 94%

93.4% 91.4%

92%

93%

92.7% 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.

2016/17

2015/16

% Target

The geographical size of Stirling Council is vast and our rural area impacts on the route completion figure. The service is at present looking at ways of making an improvement to this and will continue to strive for as close to 100 percent on the day collection as possible.

Red Threshold Current Value Last Updated Current Target Status Long Term Trend

93% 2016/17 95%

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Environment and Housing Finance and Economy

Housing - housing repairs and tenancy sustainment 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

7.6 days

Red Threshold

5.4 days

6.8 days

4.86 days

Current Value

6.8 days

Last Updated

2016/17

Current Target

6.5 days

Status

2013/14

2014/15

Long Term Trend

2016/17

2015/16

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 increased from 4.86 days in 2015/16 to 6.81 days in 2016/17. This is the result of an increased workload, including the maintenance of the Council’s non-housing properties and the refurbishment of the Wolfcraig building. There has also been an increased commitment to in-house building construction and an increase in in-house property maintenance work previously contracted out to external firms.

However, our performance remains better than the average for the 26 local authorities which manage their own stock (9.14 days); we were the fifth best performing local authority in Scotland for this indicator in 2016/17.

These figures are reported annually to the Scottish Housing Regulator as part of the Council’s statutory Scottish Social Housing Charter return.

Tenancy sustainment - all applicants 100% Years Target Red Threshold

90%

Current Value

86.4%

91.8%

92%

92.3%

93.7%

Last Updated Current Target

92.3% 2016/17 90%

Status

80%

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 92.0% in 2015/16 to 92.3% in 2016/17. (349 tenancies were sustained, out of 378 tenancies which started in the previous year.)

Under the Scottish Government’s criteria for tenancy sustainment, only joint tenants who transfer to a single tenancy and vice versa are counted as remaining in the tenancy. Tenancies which end for all other reasons are included in the sustainment figures. These include unavoidable reasons such as relationship breakdown, death of the tenant or a move to a care home, or for positive reasons such as a mutual exchange or moving to a new property through choice.

Stirling Council Annual Report 2016/17

L Sustainability -

Adopt a pragmatic approach to sustainability that protects and enhances the local environment Corporate Carbon emissions reduction

10% 5%

3.2%

3.3%

0.2%

0%

-17.0%

-22.5%

-24.9%

-33.0%

2015/16

2016/17

-5% -10% -15% -20% -25% -30% -35% -40% 2010/12

2011/12

2012/13

2013/14

2014/15

Green house gases emitted by the Councils 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, which was met during 2014/15. 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 Target Red Threshold Current Value Last Updated Current Target Status Long Term Trend

-33% 2016/17 -24%

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Environment and Housing Finance and Economy

M Roads Make resurfacing roads, paths and pavements the service priority across the whole Stirling area Overall percentage of the road network that should be considered for maintenance treatment 50%

44.8% 44.5% 43.8% 42.3% 40.8% 42.1% 43.1% 44.2% 43.8%

40

Years Target Red Threshold

30

Current Value Last Updated

20

Current Target

10

Status Long Term Trend

0% 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

This is an important indicator in relation to Key Priority M - make resurfacing roads, paths and pavements the service priority across the whole Stirling area.

The Scottish Road Maintenance Condition Survey is undertaken throughout Scotland, using machinebased survey equipment, which measures carriageway rutting, texture, profile and cracking. These surveys include 100% of the ‘A’ class road network over a 2-year period and a percentage of all other roads.

The Roads service has undergone a period of change in 2016 resulting in both Roads and Land services forming one new service. During this time the Council have initiated the exploration of an Alternative Delivery Model to improve the effectiveness and efficiency of the service. This includes the rationalisation of depots and fleet along with opportunities to collaborate more with other local authorities to maximise available resources and skills

43.8% 2016/17 36.25%

Stirling Council Annual Report 2016/17

N Socially rented housing - Building socially rented housing Completions and acquisitions of Socially Rented Housing 140 Years

120

Target

100

Red Threshold

80 60

138

111

89

105

Last Updated Current Target

40

105 2016/17 105

Status

20 0

Current Value

Long Term Trend

2013/14

2014/15

2015/16

2016/17

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 N: Build more socially rented housing.

This indicator measures the number of properties built and acquired by Stirling Council, Rural Stirling Housing Association and Forth Housing Association.

In 2016/17, 105 properties were built and acquired by Stirling Council, Rural Stirling Housing Association and Forth Housing Association, meeting the annual target. This included 68 new-build properties, 8 conversions and 29 acquisitions (22 second homes or shared ownership buy-backs and 7 mortgage to rent acquisitions). Stirling Council was responsible for 67 of the total.

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Community Planning and Regeneration Finance and Economy

The Council has responsibility for facilitating local community planning and regeneration processes and for ensuring the delivery of advice services, sport and recreation, culture, libraries and archives. Key Priorities include the following:

J Advice Services • Developing advice services that are fit to support people through the current round of welfare changes by establishing an integrated service with voluntary sector leadership

H Physical activity and sport • Promoting opportunities and supporting access to physical activity and sport for all Indicators of performance on these key priorities and other important indicators of the Council’s performance in relation to these areas are outlined below.

Further information on the Council’s performance in relation to Community Planning and Regeneration can be accessed on the Council website.

Libraries Number of visits to libraries expressed per 1000 population

10,000 Years

8000

Target Red Threshold

6000

Current Value Last Updated

4000

8052

7231

7733

7640

7730

2000

Current Target Status Long Term Trend

0 2012/13

2013/14

2014/15

2015/16

This indicators measures the number of visits (including ‘virtual visits’ i.e. website transactions) to libraries and is expressed per 1000 population.

Slight increase may be attributable to the expansion of our e-services to include Ancestry. com and the growing popularity of our e-magazines.

2016/17

7730 2016/17 7500

Stirling Council Annual Report 2016/17

H Physical activity and sport Promoting opportunities and supporting access to physical activity and sport for all Attendances at Active Stirling Indoor Sport and leisure facilities (per 1000 population)

10,000 Years

8000

Target Red Threshold

6000

Current Value

9027

Last Updated

4000

9361

7486

7482

8435

9027

2000

Current Target

2016/17 8487

Status Long Term Trend

0 2012/13

2013/14

2014/15

2015/16

2016/17

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. It does not include swimming facilities which are measured separately. The number is expressed per 1,000 of the population. This is an important indicator in relation to the Council’s Key Priority H - promote opportunities and support access to physical activity and sport for all.

The launch of Active Stirling’s All in Membership last year proved very successful with greater participant numbers and increase in membership numbers also the new access controls at the Peak has played an impact in getting more detailed numbers of attendances.

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Community Planning and Regeneration Finance and Economy

MacMillan Money Matters - Number of clients 1,200 1,000 800

Years Red Threshold

600

926

979

1,079

1,200

400

Current Value

1,200

Last Updated

2016/17

Current Target

788

Status

200

Long Term Trend

0 2013/14

2014/15

Macmillan Money Matters was established in March 2007 and is a best value service delivery partnership between Macmillan Cancer Support and the three local authorities in Forth Valley: Stirling, Falkirk and Clackmannanshire Councils, NHS Forth Valley and the Department of Work and Pensions.

Macmillan Money Matters is a financial wellbeing service, however advisers identify other important issues for patients, their carers’ and families.

The Macmillan Money Matters Project once again exceeded the annual target of 788 referrals by 53%, dealing with a total of 1,200 clients in 2016/17. The overall income secured for clients in 2016/17 was £3,447,800.25 equating to £2,873.17 per client. The total financial gains equals £25,346,509.07 since the launch of the service in March 2007.

2015/16

2016/17

The Project has continued to receive excellent feedback from referrers and clients, with a 78% return rate from clients and 58% return rate from referrers.

Both clients and referrers reported 100% satisfaction rates.

Performance has improved steadily over the last few years and we have received particular commendation from Macmillan for our work. The Advice Services Coordinator has also been asked to run workshops and facilitate at Macmillan Events.

To extend the reach of the service, joint funding was secured for a 3 year period from Macmillan, in the latter part of 2015/16, to enable a full-time Project Worker to be based in clinical environments. This is enabling the service to see more clients and is also enabling second tier advice to be delivered to clinical staff improving partnership working.

Stirling Council Annual Report 2016/17

Education

The Council has a range of responsibilities in relation to Education at all levels from nursery to youth and adult learning.

Key Priorities include the following:

D Lowest Performing 20% • improving the outcomes for the lowest performing 20% of children in nurseries and schools.

This section of the report provides details of key performance indicators used to monitor performance.

Further details on Education performance are provided on the Council website including the Education Standards and Quality report which is published annually giving detailed information on the performance of the Education service.

D Lowest performing 20% Improving outcomes for the lowest performing 20% of children Average total tariff score of school leavers - lowest attaining 20% 225 200 175

Pupils Target

150

190

208

221

125 100

Red Threshold Current Value

221

Last Updated

2015/16

Current Target

217

Status

75

2013/14

2014/15

2015/16

Long Term Trend

A key priority for the Council in relation to Education is to improve outcomes for the lowest performing 20% of children. This performance indicator shows the attainment levels of this group by providing details of the average total tariff score of school leavers falling within the lowest attaining 20% banding.

Data has been increasing for this measure over the last five years and is now at its highest level and again above Virtual Comparator (210) and National (170) figures.

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Education Finance and Economy

Initial Positive Leaver Destination Stirling 100% Years

90

Target

80

Current Value

93.3%

Last Updated

2015/16

Current Target

93.8%

Red Threshold

87.7%

89.8%

91.5%

91.4%

93.3%

70

Status

60

Long Term Trend

50% 2011/11

2012/13

2013/14

2014/15

2015/16

This indicator shows the percentage of school leavers in a positive destination approx 3 months after leaving school.

A ‘positive destination’ includes further and higher education, training and employment.

2015/16 data is now taken from Insight as previous SDS figs are no longer available.

Stirling Council Positive Destinations 2015/16 = 93.3% which is an increase of 2.6% from last year’s Insight figure (90.7%).

Virtual Comparator Positive Destinations 2015/16 = 94.4% National Positive Destinations 2015/16 = 93.3% The % of school leavers entering a positive destination has been improving over the last five years. It is now at the highest recorded level and matches the national average (93.3%). All 7 secondary schools have seen an increase in the % of school leavers entering a positive destination.

Over the last 5 years there has been an increase in the number of young people entering employment; the proportion of young people recorded as being unemployed upon leaving schools in 2015/16 was 6%, the lowest recorded figure for Stirling.

Breakdown: Higher Education = 44.4% Virtual Comparator= 48% National= 40.3% Further Education = 17.6% Virtual Comparator= 22.7% National= 26.6% Employment = 28.4% Virtual Comparator= 19.8% National= 22.3% Training = 1.7% Virtual Comparator= 2.3% National= 2.6% Activity Agreement = 0.7% Virtual Comparator= 1.0% National= 1.0% Not Known = 0.1% Virtual Comparator= 0.1% National= 0.2% Unemployed Seeking = 5.2% Virtual Comparator= 4.1% National= 5.1% Unemployed Not Seeking = 1.4% Virtual Comparator= 1.4% National= 1.3%

Stirling Council Annual Report 2016/17

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Codebase photos Š Holly Wesley

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