THERE has been a huge turnaround in how local services are run in recent years — a decade of change that has transformed Inverclyde Council.

In an authoritative, independent report published by the Accounts Commission earlier this month, and prepared by Audit Scotland, the council has been praised for changing significantly over the past 10 years, not just improving the way services are managed but developing an ongoing culture of improvement.

Compare and contrast with a previous Best Value report in 2005. Back then Inverclyde Council, under a Liberal Democrat administration, was found to be severely lacking.

It was, according to auditors, ‘not in a position to deliver best value’ and there were ‘extensive and fundamental weaknesses in leadership and direction by both elected members and senior management’.

Inverclyde Council then was regarded as the worst council in Scotland.

Inverclyde Council now can be regarded as one of the most improved.

There is now strong and clear leadership, there is a vision for the future and there are good working relationships between local councillors and council officials.

The council has an effective medium to long-term strategy for managing its finances and safeguarding taxpayers’ money, despite the pressure on council budgets.

The council works well with other bodies and organisations serving the Inverclyde area, taking forward initiatives locally such as shared services.

Crucially, that ongoing culture of improvement means that Inverclyde Council is continually driving up performance and making sure that there is a sustained effort to get the best for the people and communities the council serves.

The difference between where the council is now and where it was in 2005 is dramatic.

Council leader Stephen McCabe speaks of a ‘sea change’.

I have lodged a Motion in the Scottish Parliament to recognise the transformation in Inverclyde and to praise the leadership of the council and the dedication of the council workers who made it happen.