Council watchdog praises Clackmannanshire but warns on finances.
Clackmannanshire Council has shown steady improvement in key areas over the past five years, but it is now crucial for the council to address its financial situation urgently, as indicated by the local authority watchdog.
Like many other councils in Scotland, Clackmannanshire is under significant financial strain and needs to find £22 million in savings by 2026/27. While the council has made savings in the past, it has relied on reserves and one-off savings, which is not a sustainable approach moving forward.
The recent report from the Accounts Commission, based on the 2022/23 annual audit, emphasises the need for the council to develop and implement a transformation programme to ensure financial stability. It is essential for the council to provide more detailed information on the projects and programmes that will generate savings and improve outcomes. Additionally, the council must ensure it has the necessary resources to implement this change effectively.
The Commission has urged the council to create a medium-term financial strategy that is clearly linked to other strategic plans for transformation, workforce, and investment in buildings and infrastructure. It is crucial for financial plans to address the current funding challenges faced by the local Health and Social Care Partnership.
Although acknowledging the improvements made by the council, the report also highlights that some services for local residents have deteriorated in recent years. Challenges in maintaining staffing levels in certain areas have further impacted performance. The council needs to provide clearer information on the actions being taken to address these performance issues.
Jo Armstrong, chair of the Accounts Commission, stated, “Today’s report recognises the progress achieved by Clackmannanshire Council. While there are positive working relationships between councillors, staff, and political parties, challenges such as recruitment strain, staff capacity issues, and high sickness absence rates cannot be ignored. It is vital for the council to develop detailed plans to transform its operations and services for the future in order to operate within budget constraints.”
Positive aspects commended by the Commission include:
- Councillors and officers collaborating to set council priorities and budgets
- Positive working relationships between administration and opposition parties
- Good relationships with community planning partners
- Engagement with communities on priorities
- Comprehensive climate change strategy with ambitious targets involving communities in decision-making
The report also highlights the Local Outcomes Improvement Plan (LOIP) with community empowerment as a strategic priority. The Commission welcomed the council’s engagement with local communities and its approach to fostering partnerships.
Council leader Ellen Forson expressed her satisfaction with the positive feedback from the Accounts Commission, acknowledging the significant progress made by the council. She emphasised the challenges ahead, particularly in terms of financial sustainability, and reiterated the council’s commitment to transformation and collaboration.
The council reported savings of £70 million since 2010 against a current revenue budget of £161 million. The Be the Future transformation programme, initiated in 2018, aligns with the council’s pursuit of service and financial sustainability.
The report highlights successful partnership working in the Family Wellbeing Partnership (FWP), enabling resources and staff to be closer to communities. With investments exceeding £2.5 million since 2020, new approaches are being developed to empower individuals in service design and delivery, fostering communities where everyone can thrive.
Clackmannanshire continues to strengthen collaborations with community organisations and partners, aided by initiatives like the Stirling & Clackmannanshire City Region Deal and the award-winning STRIVE rapid intervention service model.
The council’s innovative partnership and collaborative arrangements with various sectors aim to address capacity challenges faced by being the smallest mainland local authority. Through the Be the Future Target Operating Model, the council recognises the need for diverse service delivery approaches.
Chief Executive Nikki Bridle commended the efforts of staff, communities, partners, and collaborators for their hard work and support. The council remains committed to addressing challenges collectively and working towards shared ambitions for Clackmannanshire.
In conclusion, Clackmannanshire Council has made progress in several areas but must address financial sustainability urgently. Collaboration, transformation, and community engagement will be key in ensuring the council can operate effectively within budget constraints and continue to support its communities.
