North Ayrshire Council
Performance
Management Strategy
July 2016 Update
Contents
1. Foreword ................................................................................................................ 3
2. Introduction ............................................................................................................ 3
3. What is performance management? ...................................................................... 4
3.1 Why is it important to North Ayrshire Council? .................................................. 4
4. Embedding a performance management culture ................................................... 5
5. What does effective performance management look like? ..................................... 6
5.1 Golden Thread .................................................................................................. 7
Single Outcome Agreement (SOA) ......................................................................... 7
Council Plan ............................................................................................................ 8
Directorate Plans .................................................................................................... 9
Operational Plans ................................................................................................... 9
PPDs ....................................................................................................................... 9
National Performance Management Framework................................................... 10
5.2. Performance Management cycle ................................................................... 10
5.3 Performance Measurement............................................................................. 11
Targets .................................................................................................................. 11
Covalent ................................................................................................................ 12
5.4 Roles and responsibilities ............................................................................... 12
6. Reporting.............................................................................................................. 13
6.1 Public Performance Reporting ........................................................................ 13
7. Benchmarking ...................................................................................................... 14
8. Self–assessment and evaluation .......................................................................... 15
9. External Assessment and Accreditation ............................................................... 16
10. External Audits and Inspections ......................................................................... 17
Appendices .............................................................................................................. 18
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1. Foreword
Welcome to our Performance Management Strategy. All of our staff show a real
commitment to continuous improvement and quality. Staff are reporting that they feel
more engaged and motivated. We are now regarded as a Good Council – one which
is progressive, forward thinking, innovative and performance driven. We want however
to be recognised as a Great Council – one which is widely known as a top performer
with sector leading practice.
The Performance Management Strategy provides the strategic focus and the
framework for our continuous improvement journey. I look forward to continuing to
work with you all in achieving our ambition to be a Great Council.
Elma Murray
2. Introduction
Our Performance Management Strategy sets out our vision of where we want to be –
we want to be recognised internally and externally as a great Council. Great means
‘stepping up’ performance in everything we do, focussing relentlessly on what our
customers and communities need and delivering that effectively, efficiently and
creatively – and doing that in every area of our work. Great will see our staff
appreciated, recognised by our customers and partners, and respected by our peers.
We will be seen as an employer of choice.
Our Journey from Good to Great
In June 2014 the council launched North Ayrshire Council – Our Journey from Good
to Great highlighting some of the key pieces of work in our Change and Transformation
Programme since 2010. As well as highlighting past achievements, the Journey from
Good to Great also includes a snap-shot of our Future Work Programme.
Our Journey from Good to Great focuses on five themes:
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Communities
Places
Partnerships
Processes
People
What will our Great Council look like?
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We will have a clear vision for the delivery of key priorities
We will be an employer of choice
We will be proud of our excellent performance
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We will be able to demonstrate exceptional customer service
We will work beyond boundaries with our communities and partners
We will be recognised as one of the top performing Councils in Scotland
and leaders in best practice.
In 2011 the Council agreed the performance management vision that ‘by 2014, the
Council will have sector-leading performance management systems and a supporting
culture in place’
In 2012 the Performance Management Strategy was revised to ensure that embedding
a performance management culture was central to the Strategy. Additional principles
were added to reflect the focus on culture. In 2012 the Council was awarded the
Committed to Excellence award from Quality Scotland and in 2015 was awarded
Recognised for Excellence (3 star accreditation).
Evidence from our internal reporting, from our public performance reports and from
external scrutiny bodies confirms that the Council is clearly focusing on and improving
its performance management and continuous improvement arrangements.
3. What is performance management?
“Managing performance is essentially about planning what an organisation wants to
achieve, doing the work, reviewing what has been done and assessing whether it has
the desired impact”.
“Performance management involves gathering, analysing and acting on performance
information to improve services and the quality of people’s lives in the local community.
Managing performance is a continuous part of the day-to-day role of Councilors and
all staff”.
Source: Audit Scotland, 2012
3.1 Why is it important to North Ayrshire Council?
The focus of performance management is about how we consistently plan and
manage improvements to our services. In simple terms, performance management
enables key decision makers, both members and officers, to take action based on
facts about performance.
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Good performance management offers the Council many benefits including:
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supporting the Council’s wider vision for North Ayrshire
driving continuous improvement
helping to clarify objectives
helping the measurement of objectives and outcomes
promoting accountability and transparency
enhancing governance
enabling best value to be demonstrated
instilling confidence in employees, service-users and scrutineers
protecting and enhancing the reputation of the Council
4. Embedding a performance management culture
In successful organisations, a culture of performance management runs throughout
everything the organisation does and it is clear how everyone in the organisation
contributes to the overall objectives and priorities.
‘Local commitment to driving future improvement will only be achieved if council
employees understand what they should be doing, how they should be doing it and
how what they are doing contributes to the achievement of corporate objectives’.
Source: IDeA – Performance Management, the People Dimension
Everyone in the Council has a part to play in improving our services and achieving our
strategic objectives. All of us need to understand the principles of performance
management and how they are applied in North Ayrshire.
The Council’s Organisational Development Strategy seeks to engage, support,
empower and encourage innovation throughout our workforce leading to a change in
organisational style and culture. The Strategy recognises the connection between
people management and organisational effectiveness to deliver high performance
results and ensures maximum contribution towards the strategic direction of the
Council by:
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Supporting the implementation of the Performance Management Strategy
Developing a culture of learning, performance and continuous improvement
Embedding the PPD procedures to ensure the golden thread is visible from
high level objectives to those of individual employees
Providing access to learning and development opportunities to enable the
achievement of potential
The Performance Management Strategy’s core principles reinforce the desired
culture:
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We are risk aware, not risk averse.
Innovation and creativity are expected.
Success is acknowledged, shared and celebrated.
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Getting it wrong is regarded as an opportunity for improvement.
Constructive challenge (up, down and across the council) is encouraged
Benchmarking is systematically undertaken to identify and implement
improvement.
The ‘culture’ aspect has been addressed on a number of fronts, including our
commitment to the good to great journey. Investment in our three tier leadership
programme has developed a strong and capable leadership equipped with the right
skills and knowledge to lead our Council into the future. We have invested in Lean
Six Sigma (LSS) training for a number of managers and staff. LSS is a quality
improvement methodology resulting from the combination of the individual Lean and
Six Sigma methodologies. In short it offers a set of techniques and tools to improve
processes and remove waste. The techniques and tools will support our
Transformation Programme and help us on our journey from good to great.
The launch of our staff values in 2014 sum up everything we do and how we do it.
They are the foundation that our work is built on, and they are used to measure how
well we do each day.
Focus
we put our customers first
we understand the bigger picture
Passion
we take pride in the jobs we do
we are ambitious for our community
Inspiration we all look for better ways to deliver our services
we achieve the best results by working together
In 2013 a Performance Management Forum (PMF) was established to support the
Performance Management Strategy vision. The focus and membership of the Forum
was reviewed in March 2016. The Forum is chaired by a Senior Manager (Democratic
Services) and members include the Senior Managers (Performance) from all
Directorates. The key role of the PMF is to embed a high performance culture in North
Ayrshire Council and progress and monitor the implementation of the Performance
Management Strategy through the PMF Work Plan.
5. What does effective performance management look like?
An ideal performance management framework should drive performance by defining
relevant performance measures at multiple levels of the organisation’s hierarchy. Data
should be aligned with Strategy and should drive organisational activity by identifying
where activity needs to be changed.
A good performance management framework has clear links across an organisation
from individual employee performance through to council wide and partnership
performance. A Performance Management Diagram is attached at Appendix One.
Our framework has four parts:
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Golden Thread – how plans fit together
Performance Management cycle – what happens, when and how
Performance Measurement
Roles and Responsibilities
5.1 Golden Thread
North Ayrshire Council’s Framework includes the strategies, plans, indicators, targets
and standards that enable the performance of the Council to be monitored to ensure
the best possible outcomes for our customers, residents and communities. The golden
thread shows how our plans fit together and how this thread runs through them,
connecting the strategic objectives of the Council and our partners with the actions of
managers and staff at Directorate, Operational, Team and individual level. As well as
the Single Outcome Agreement (SOA) and Council Plan there are also strategies that
support effective governance, the efficient management of resources and the
development of a performance management culture e.g. Financial Strategy, IT
Strategy.
Single
Outcome
Agreement (SOA)
The SOA is an agreement between the Community Planning Partnership (CPP) and
the Scottish Government. It describes how we and our partners will work together to
deliver improved outcomes for people in North Ayrshire and the CPP vision – North
Ayrshire – A Better Life. The CPP’s priorities are to create:
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a Working North Ayrshire
a Healthy and Active North Ayrshire
a Safe and Secure North Ayrshire
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A Working
North
Ayrshire
A Safe and
Secure
North
Ayrshire
North
Ayrshire A Better
Life
A Healthy
and Active
North
Ayrshire
Council Plan
The North Ayrshire Council Plan 2015/20 describes our aims and ambitions for the
next 5 years as we work toward our Vision: To be a leading organisation defined by
excellent and innovative services
As a Council we will aim to realise this vision through our Mission: ‘To improve the
lives of North Ayrshire people and develop stronger communities.’
The Council Plan describes how we will deliver our SOA commitments, as well as our
own priorities. The Council Plan outlines the transformational change required within
the Council to deliver better services, address the challenges of an increasing older
population and to manage a reduction in public sector funding.
The vision for North Ayrshire links to our five strategic priorities:
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Growing our economy, increasing employment and regenerating towns
Working together to develop stronger communities
Ensuring people have the right skills for learning, life and work
Supporting all of our people to stay safe, healthy and active
Protecting and enhancing the environment for future generations
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Growing our
economy,
increasing
employment and
regenerating
towns
Protecting and
enhancing the
environment for
future generations
Ensuring people
have the right
skills for learning,
life and work
To be a leading
organisation
defined by
excellent and
innovative
services
Working together
to develop
stronger
communities
Supporting all of
our people to stay
safe, healthy and
active
Directorate Plans
Directorate Plans are an integral part of effective performance management. They
outline how each Directorate will deliver on the Council Plan and reflect our vision.
An effective Directorate Plan forms a vital part of the golden thread, so all Directorates,
services/teams and in turn all employees are fully aware as to how they contribute
and are responsible for achieving the Council’s strategic priorities.
To support the service planning process and enhance governance arrangements the
Council’s budget process and risk management framework is embedded within
Directorate Plans as it is critical to the decision making process.
Operational Plans
To strengthen the Council’s Performance Management Framework services are
required to develop Operational and Team Plans to demonstrate that there is a clear
‘golden thread’ leading from the Directorate Plans through Operational and Team
Plans to an employee’s Performance and Personal Development. (PPDs). The
Operational and Team Plans provide a key document for staff in preparing their PPDs
to ensure that their PPD objectives align with the objectives and actions of the
Directorate and/ or Service.
PPDs
All employees within the Council should be working towards the aims and priorities of
the Council, as detailed within the Community Planning Partnership’s (CPP) Single
Outcome Agreement, the Council Plan, and filtered down through to Directorate,
Operational and Team Plans.
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Depending on the PPD process this will either include team objectives which you
should contribute to, or individual objectives / key areas of work specifically relating to
your role.
The purpose of setting objectives is to provide clear direction on what needs to be
achieved and how this links into the Team/Directorate plan and ultimately the
performance of North Ayrshire Council.
National Performance Management Framework
Our performance framework supports the National Performance Management
Framework to which all public services in Scotland are aligned, encouraging more
effective partnership working. It is a framework based on delivering outcomes that
improve the quality of life for people in Scotland, rather than on inputs and outputs.
Further information on the National Framework can be found at:
http://www.scotland.gov.uk/About/Performance/scotPerforms
5.2. Performance Management cycle
Performance management is an ongoing process involving a number of stages. The
plan-do-study-act cycle shows how we continuously review our performance in order
to improve our services.
Plan
Act
Do
Study
Plan Stage
Think about where we are now and what we want to achieve. Our Council Plan
identifies the Council’s vision and strategic direction. Identify and prioritise what needs
to be done, agree actions, budgets and appropriate measures and targets.
Performance management information allows us to identify opportunities and plan for
change.
Do Stage
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Deliver the actions laid out in the various plans. Performance information allows us to
ensure resources are in the right place to achieve results. There are a range of
methods and tools used to enable us to manage our performance. These include
Covalent, the Council’s online performance management system, benchmarking tools
such as the Local Government Benchmark Framework and Service Standards.
Study Stage
Review and monitor how we are performing against targets and benchmarks so that
we can continuously improve our services to local people. Identify what worked well
and what could be improved. A wide range of performance information is made
available through reports to Committee and our public website. We may need to revise
plans and measures if they are no longer relevant.
Act Stage
Having reviewed our performance we identify what is working and what needs to
change. Our service planning process allows us to identify and act on our areas for
improvement and incorporate them into future planning.
5.3 Performance Measurement
Accurate, high quality, timely and comprehensive performance data at all levels of the
organisation is essential to the effectiveness of our improvement journey. Performance
measures are reviewed on an annual basis to ensure that the data collected is useful
in terms of being able to measure performance and delivery against key priorities and
outcomes.
Good performance measures are SMART:
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Specific - performance measures have to indicate exactly what result is
expected so that the performance can be judged accurately.
Measurable - the intended result has to be something that can be measured
and reported in quantitative and/or clear qualitative terms.
Achievable – performance measures are realistic
Relevant – performance measures matter to the intended audience and relate
to the service being measured
Timely- information is available to support effective decision making as well as
allowing for the reporting of performance in a timely manner
Targets
Setting targets allow us to work towards improving our services. Targets should be
based on past, current performance and comparisons with other services/councils so
that they contribute to improved performance. Targets can:
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Promote accountability
Help manage a service
Stretch performance
Enable self- improvement
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Covalent
All performance data is reported via Covalent, the Council’s online performance
management system. Covalent allows us to effectively analyse data, track progress of
indicators and actions and to provide and communicate regular and robust
performance information to Managers and Elected Members. Performance can be
monitored in a range of frequencies e.g. monthly, quarterly, annually. The system also
means that all data is stored in the one place. Ongoing development of Covalent is
supported by the Covalent Development Group comprising of the Directorate
Performance Officers and Covalent Champions.
5.4 Roles and responsibilities
Within Directorates and Services, Managers monitor performance on a regular basis
and at an appropriate level. Performance data is used to identify where performance
is not on target and take remedial action to improve performance. Performance
monitoring helps to identify improvement and improvement opportunities. Monitoring
also helps to facilitate benchmarking against industry best practice.
The Executive Leadership Team and Cabinet monitor performance on a six monthly
basis.
Roles and Responsibilities – who does what
Individuals
All staff have a responsibility to deliver
the tasks that have been agreed in their
PPDs and understand how their work
contributes to the overall strategic
objectives.
Team Leaders
Responsible for delivering Team Plans,
monitoring and managing performance
against targets and supporting staff to
deliver their objectives.
Senior Managers
Responsible for setting objectives and
targets, monitoring and managing
performance against targets and
contributing to the Council’s priorities.
Heads of Service
Responsible for the delivery of the
Directorate Plan, overseeing the
performance of service areas within their
remit and contributing to the Council’s
priorities.
Executive Directors
Strategic
responsibility
for
the
Directorate. Responsible for leading and
directing the performance of their
Directorate and contributing to the
Council’s priorities.
Executive Leadership Team/Heads of Strategic responsibility for delivery of the
Service Group
Council’s priorities. Sign off Directorate
Plans. Review performance and agree
management action to address under
performance.
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Cabinet/Scrutiny and Petitions
Elected Members are responsible for
setting the vision and direction of the
Council, approving the Council Plan and
reviewing and scrutinising performance
information.
Performance Management Forum (PMF) The PMF’s remit is to embed a high
performance culture in North Ayrshire
Council and implement the Performance
Management Strategy through the PMF
Work Plan.
6. Reporting
The reporting of performance to Elected Members, the public and other stakeholders
helps to ensure accountability. Elected members have a key role in prioritising and
scrutinising improvement activity through the committee process including:
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the approval of the Council Plan, Performance Management Strategy and
Directorate Plans
the scrutiny of six monthly performance reports
the approval and scrutiny of action plans developed in response to
investigation, inspection or audit actions
Balanced scorecards which reflect financial and non-financial measures are being
developed to enable reporting at all levels of the organisation.
Performance reporting to Elected Members is underpinned and supported by detailed
reporting and scrutiny at Service and Directorate level.
A process of Performance Review meetings across the Council chaired by the Chief
Executive and supported by a small panel has been introduced. This panel meets with
senior staff from each Directorate on a six monthly basis to have a challenging and
supportive discussion on performance over that period, identifying successes and
addressing barriers. To increase learning, Executive Directors are invited to join
panels as peer reviewers of other Directorates.
A performance reporting timetable is attached at Appendix Two outlining dates and
deadlines for performance reports.
6.1 Public Performance Reporting
‘Public Performance Reporting should give stakeholders information that allows them
to make informed judgements about public services, to contribute to decisions about
what standards of service should be pursued, and to challenge performance in the
interests of future service improvement. To be productive, PPR has to involve the right
information going in the right way to the right people at the right time’
Source: Statutory guidance (The Local Government in Scotland Act 2003 Best Value
Guidance)
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We have developed performance pages on our website – North Ayrshire Performs.
The pages include information on:
 The Council’s Performance Management Strategy
 Budgets and Finance
 Achievements, Recognitions and Awards
 Council Performance
 Corporate Plans and Policies
 Audits and Inspections
Progress reports on the Single Outcome Agreement, Directorate Plans and
Performance Management Strategy are published six monthly on the website.
We publish an Annual Performance Report outlining our performance over the last
year. A range of media is used to report performance information to the public including
the website, press articles, infographs and distribution of information to public offices.
7. Benchmarking
Benchmarking can contribute to improving services by sharing data, processes and
solutions to common areas. Benchmarking can be undertaken with other Councils,
organisations and sectors but also carried out internally across services.
Core elements of Benchmarking include:
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understanding how a service or organisation performs in comparison to others
a systematic process that needs to be planned, resourced and carried out
with a degree of rigour
a learning process where the core purpose is to understand why current
performance levels are where they are, how well others perform in the same
service area, and why some services or organisations achieve better
performance results
supporting change and improvement within a service or organisation based
upon knowledge of what constitutes achievable best practice.
All 32 Scottish councils have been working with the Improvement Service (IS) over the
last three years on developing a common approach to benchmarking, which is
grounded in reporting standard information on the services councils provide to local
communities across Scotland - the Local Government Benchmarking Framework
(LGBF).
The core purpose of local government’s efforts through this work is to support all
councils to improve their services by working and learning together. By engaging in
benchmarking we will learn how to keep improving our use of performance information,
improve our understanding of why councils vary in terms of what we achieve for our
communities and how effective service practices can be better shared across all
councils. We will also continue to make this information available to all citizens and
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users of council services, so that they in turn can hold us to account for what is
achieved on their behalf.
Across the Council there are several other sources of benchmarking activities
including:
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Insight - Virtual Comparator
ABC Benchmarking Group (Community and Cultural Services)
Scottish Rent Arrears Forum
Chartered Institute of Public Finance and Accountancy (CIPFA)
SOCITM Benchmarking Club
Scottish Community Care Benchmarking Network
The Society of Local Authority Lawyers and Administrators in Scotland
(SOLAR)
Building Standards - South West of Scotland authorities (the 3 Ayrshires plus
Dumfries and Galloway. The new National Performance Framework for
Building Standards will provide more robust Benchmarking opportunities.
Customer Services Benchmarking Group
Association of Public Service Excellence (APSE) Performance Networks
The Society of Chief Officers of Transportation in Scotland (SCOTS) - Roads
and Transportation
Keep Scotland Beautiful - Streetscene
8. Self–assessment and evaluation
Self-assessment and evaluation underpin the Council’s Performance Management
Framework.
Self-evaluation is where a council systematically examines its own services,
achievements and processes to assess whether it is meeting its stated objectives and
outcomes efficiently and effectively
Source: Audit Scotland
Unlike external scrutiny self assessment does not rely on others to make the
assessment but is completed by the Council, Directorate or individual Services. A
team of staff often representing all levels of the section of the Council bring assessed
will answer a challenging set of questions or statements to identify:
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What are the strengths of the service
What are the areas for improvement
How does the service perform and how does it compare to others
How do employees and our customers feel about the service
We have developed a team of European Foundation for Quality Management (EFQM)
Accredited Assessors across the Council to provide a greater awareness of the EFQM
Excellence Model and the Public Service Improvement Framework (PSIF).
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Service wide self-assessments are ongoing across the Council. Tools and
methodologies include:
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Public Service Improvement Framework ( PSIF)
European Foundation for Quality Management (EFQM)
Validated Self Evaluation (VSE) – Education and Skills
Performance Improvement Model (PIM) – Social Services and Health
9. External Assessment and Accreditation
In 2012 we were awarded the Committed to Excellence award from Quality Scotland
and in 2015 were awarded Recognised for Excellence (3 star accreditation). The
Directorate Plans all provide a commitment to performance management including
self-assessment, benchmarking and external recognition. These are all important
elements of our Good to Great journey.
We participate successfully in a number of external awards including:
Quality Scotland’s Scottish Awards for Business Excellence - recognise
commitment to Organisational Excellence, Continuous Improvement and Quality.
The Levels of Excellence Programme is a series of standards which recognise the
different stages of the Excellence Journey:
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Commitment to Excellence
Recognised for Excellence
Scottish Awards for Business Excellence
European Quality Awards
In 2013 Housing Services received 5 star accreditation and were awarded the overall
winner of the Scottish Business Excellence Award.
The COSLA Excellence Awards - showcase and celebrate the very best of
Scotland’s local services, profiling the innovative and creative approaches that
Scottish local authorities and their partners are embracing to change lives across the
country.
The Association for Public Service Excellence (APSE) Awards - demonstrate
innovation within service delivery and implementation of new approaches, which
improves the level of service to local communities and people.
MJ Achievement Awards - demonstrate innovation, value for money and positive
outcomes for local communities and people.
Customer Service Excellence - tests in great depth those areas that research has
indicated are a priority for customers, with particular focus on delivery, timeliness,
information, professionalism and staff attitude. There is also emphasis placed on
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developing customer insight, understanding the user’s experience and robust
measurement of service satisfaction.
Investors in People Standard - showcases and celebrates outstanding people
management. It recognises commitment to developing people and demonstrates
ambition, drive and focus within the organisation.
Healthy Working Lives Award Programme - supports employers and employees
to develop health promotion and safety themes in the workplace in a practical, logical
way, that's beneficial to all.
10. External Audits and Inspections
A Local Area Network (LAN) has been established for each council area, and brings
together representatives of all the main local government audit and inspection
agencies in a systematic way with the common aims of joint scrutiny scheduling and
planning, shared risk assessment (SRA), and the delivery of a single corporate
assessment – Assurance Improvement Plan (AIP). The AIP outlines any planned
scrutiny and inspection activity which will be undertaken as a result of the assessment.
Audit Scotland leads the coordination of this work.
Evidence from the LAN assessment confirms that we are clearly focusing on and
improving its performance management and continuous improvement arrangements.
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Appendices
Appendix
One
Performance Management Diagram
Appendix
Two
Performance Reporting Timetable
Appendix
Three
Resources
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Appendix One - Performance Management Diagram
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20
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Appendix 2 - Performance Reporting Timetable
January
Q3 Updates
February
Development
of
Development Performance
of
Management
Directorate
Forum
Plans
(PMF) Work
Plan
Q2 to
Scrutiny and SOA Action
Petitions
Plan to SMT
Q3 to CPP
SMT
July
Q1
Update
s
August
Q4 reports
to Scrutiny
and
Petitions
Q1 to CPP
SMT
Annual
Performanc
e Report to
ELT
Non LFR
LGBF return
to
Improvemen
t Service
March
April
Directorate Q4 Updates
Plans to
ELT
Directorate
PMF Work Plans to
Plan to
Cabinet
ELT
PMF Work
Plan to
SOA
Cabinet
Action
Plan to
Public
CPP
Performance
Board
Reporting
arrangements
report to ELT
September
Annual
Performanc
e Report to
Cabinet
LFR return
to
Improvemen
t Service
North
Ayrshire
Performs
May
Directorate
Plans to
Scrutiny and
Petitions
PMF Work
Plan to
Scrutiny and
Petitions
June
Q4 to
ELT
Q4 to
Cabinet
Q4 to
CPP
Board
Begin
development
of APR
Q4 to CPP
SMT
October
Q2 Updates
November
Q2 to ELT
Developmen
t of
Directorate
Plans
Q2 to CPP
SMT
Developmen
t of
Directorate
Plans
December
Q2 to
Cabinet
Developmen
t of
Directorate
Plans
Annual
Performance
Report to
Scrutiny and
Petitions
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Appendix Three - Resources
Audit Scotland
http://www.audit-scotland.gov.uk/
Managing Performance: are you getting it right October 2012 Audit Scotland
Best Value Toolkit Toolkit: Performance Management July 2010 Audit Scotland
North Ayrshire Assurance and Improvement Plan
Audit Scotland
Improvement Service http://www.improvementservice.org.uk/
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