Renfrewshire Council: the Audit of Best Value and ... - Audit Scotland

transition to the new chief executive and issues for the development of the council. This process aims
to provide continuity for the council when the new chief executive is appointed. Issues identified
include: reflecting on council decision making structures and processes, inter-party member working
in relation to scrutiny and ‘performance beyond the indicators’. These themes are well aligned with
issues highlighted in this report.
84. The council has also introduced a refreshed management development programme designed to focus
on the practical skills required to be an effective manager. A self-assessment handbook helps
managers to identify and match their existing skills against required management competencies. The
handbook contains details of training courses available to support development of competencies. A
series of management master classes with guest speakers has also been introduced to develop
management skills.
85. Managing sickness absence has been a key issue for the council. A range of policies and procedures
have been introduced to tackle this, including return to work interviews and the offer of counselling.
While rates across all categories of staff have reduced since 2001/02, SPIs show that there is further
room for improvement. In 2004/05 SPIs show that the council has absence levels of 5.9 per cent for
chief officers and local government employees, and also for craft workers. The rate for teachers is 3.9
per cent. This compares with Scottish averages of 5.5 per cent, 5.9 per cent and 3.7 per cent
respectively. The council continues to focus on this area and has set targets to reduce the levels yearon-year.
86. Results from a recent staff survey indicate that the council’s work in developing a positive staff culture
through its values framework and by improving staff training has brought great benefits in terms of
increased staff morale. The council’s staff survey results show a marked improvement in key areas
such as job satisfaction, the level of training provided and consultation compared to a similar survey
conducted in 2001. The key results of the staff survey are shown in Exhibit 8. Staff focus groups held
as part of the audit confirmed that the council has a highly committed and customer focused
workforce. Relationships with the trade unions are also good and the council has a staff awards
scheme to recognise and encourage good practice in service delivery.
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