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EXECUTIVE SUMMARY
Context
1. In August 2007, the Scottish Government i commissioned The Saren Dixon Partnership to undertake an external review of ASH Scotland in the context of the funding it receives from the Scottish Government. The final draft report was produced in January 2008.
2. This stand-alone project was closely linked to the external review of Partnership Action on Tobacco and Health ( PATH) which was commissioned separately.
3. The Public Health and Wellbeing Directorate funds ASH Scotland for the contribution it makes to the development and implementation of national policy designed to reduce smoking levels in Scotland.
4. The review focused in particular on the 3 year funding period 2004-07. However cognisance was taken of the significant advances in tobacco control policy and implementation which took place from 1998 onwards.
Aims and objectives
5. The overall aim of the work was to examine ASH Scotland's performance in providing value for money in relation to the funding provided by the Scottish Government, both to support its core activities and for specific projects it manages.
6. Specifically, the external review was to:
- examine ASH Scotland's performance in providing value for money in relation to the funding made available by the Scottish Government, both to support its core activities and specific projects/ initiatives it has been taking forward
- assess ASH Scotland's short and long term strategic planning processes and the organisation's performance in, and contribution to, developing and delivering national tobacco control policy
- assess the effectiveness of ASH Scotland's standing financial instructions and the internal and external audit, and
- identify key strengths, which can be built upon, and propose solutions to any weaknesses which need to be addressed, value for money ( VFM) and cost-effectiveness being a key feature
Methodology
7. Data was compiled from desk research; semi-structured interviews with stakeholders, an initial meeting with the Board of ASH Scotland and attendance at its 2007 AGM; and from the selected benchmark organisation (the Scottish Drugs Forum). Following a preliminary value for money assessment and identification of issues, further data collection and analysis was undertaken to allow a more in depth analysis of some of these key issues.
Main findings
8. ASH Scotland has achieved much in respect of its external impact and effectiveness to date. It is praised by stakeholders for its partnership working, which provides added value; the Scottish Tobacco Control Alliance ( STCA) and STCA bulletin were cited as particularly valuable by stakeholders. In addition to national alliances, ASH Scotland is active in the creation, building and support of local tobacco control alliances.
9. ASH Scotland's strengths include its evidence base, ability to form and lead coalitions, working in partnership, consistency, single focus, courage, clarity and accessibility of its messages, and independence from government.
10. The Information Service and evidence base are regarded as central to ASH Scotland's modus operandi and stakeholders hold these to be critical success factors for the organisation.
11. The organisation was involved in and made a contribution across all the key action point areas of the Tobacco Action Plan.
12. Some concerns existed about the suitability of the accredited smoking cessation training and ASH Scotland has put in place actions to tackle these.
13. There is a direct link between ASH Scotland's budgets and its strategy and key priorities.
14. The close working partnership between ASH Scotland and the Scottish Government in advancing tobacco control during the period of the review was regarded as a strength by the majority of stakeholders surveyed.
15. Internally, ASH Scotland experienced a dip in morale in the immediate aftermath of the achievement of the smokefree public places legislation; and an untypically high staff turnover in 2006-07.
Main conclusions
16. The review found that Scottish Government funding did deliver ASH Scotland's objectives and priorities. Data limitations have meant a traditional VFM analysis has not been possible. However, the outcome from the review's interviews allowed the team to conclude that ASH Scotland provided VFM in respect of financial support from the Scottish Government in the 3 year funding period 2004-07, in terms of delivery of the objectives and priorities set out in ASH Scotland's strategic plan.
17. ASH Scotland appears to have robust business and strategic planning processes in place. It was already aware of the major issues facing it, and which have been identified by this review, including the need to diversify its funding base, the need to continue developing and implementing the organisation's fundraising strategy as a priority and extend the membership of its Board to better reflect the skills match required.
18. ASH Scotland has made a significant contribution to a period of remarkable progress on tobacco control in Scotland. The organisation is now facing some challenges of success and maintaining momentum may be an issue.
19. Externally there could exist some perception that ASH Scotland's work is substantially complete. Work with harder to reach groups where smoking remains prevalent, such as people living in areas of high deprivation, Black and Minority Ethnic ( BME) communities, people with mental health problems, young people and young pregnant women, may require different approaches, strategies, partnerships and communications. This work is a continuing and high priority.
Recommendations
20. ASH Scotland's partnership/alliance work is considered very beneficial by stakeholders and it should maintain this work as a priority, whilst continuing its assessment of its partnerships and alliances to ensure they best fit the current environment and needs of their membership.
21. ASH Scotland is aware of the imperative to diversify its income sources. In the light of the far tighter public sector financial climate, ASH Scotland should consider the adoption of a zero-based budgeting approach ( i.e. where budgets are not assumed to be based on last year's baseline figures but assumed to be zero and only increased as agreement to continuing activities is independently established). It is important that ASH Scotland ensures that the fundraising strategy is regarded as a "whole organisation" responsibility.
22. ASH Scotland should consider the tenure of a new Chief Executive in January 2008 as an opportunity to reflect, review and regroup in order to embark on the next phase of its mission of "liberating the people of Scotland from the harm caused by tobacco" ( ASH Scotland, 2007) 1.
23. ASH Scotland should continue to consider how tobacco control amongst harder to reach groups, in which smoking is more prevalent, can be most effectively delivered and its role in that delivery.
24. ASH Scotland should continue its work to adapt the accredited smoking cessation training to the needs of health boards.
25. There should be a more formal recording of ASH Scotland outputs against Scottish Government targets for its investment to aid on-going performance tracking against grant award requirements.
26. The next review of the risk register should involve a statement of the resources needed to manage the key risks identified and specify the timescale for any contingency arrangements to be put in place. In this way the Board can not only confirm it agrees with the organisational risks but it also sets targets for management and gives it the resources to manage them effectively.
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