Strategic Frameworks Annual Position Statement
North Lanarkshire Council · 24 November 2022
Back to Audit and Scrutiny Panel — 24 November 2022 and its agenda
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North Lanarkshire Council Report Audit and Scrutiny Panel Does this report require to be approved? ☐ Yes ☒ No Ref KH/SL Date 24/11/22 Strategic frameworks annual position statement From Katrina Hassell, Head of Business and Digital E-mail HassellK@northlan.gov.uk Telephone 07903 096 121 Executive Summary Members of the Audit and Scrutiny Panel are aware of the inter-related strategic frameworks where the benefits to be gained by avoiding duplication and enhancing alignment across these frameworks are key to assessing the success of The Plan for North Lanarkshire, while ensuring each stage of delivery towards achieving the overall vision is appropriately planned, guided, implemented, and governed. The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. To ensure these frameworks remain aligned to The Plan for North Lanarkshire, each is on a programme to undergo a regular review and refresh exercise. Delivering the council’s long-term vision within such a fast moving, unpredictable, challenging, and complex local government environment means the ongoing effectiveness of the Frameworks is therefore vital not only to support delivery of the long-term vision and business as usual activities, but also to ensure this is undertaken within the appropriate governance, performance, and control frameworks. Various reports in respect of these Frameworks have been considered by the Audit and Scrutiny Panel during the last year in line with their responsibility to provide an independent review of the council’s governance, risk management, performance, and control frameworks. This composite report therefore sets out the corresponding annual position statement for each Framework for the information of the Panel in line with their remit. Recommendations It is recommended that the Audit and Scrutiny Panel: (1) Acknowledge the annual position statement for each Framework and the next steps to ensure each remains aligned to The Plan for North Lanarkshire, monitors delivery towards achieving the overall vision, and ensures delivery is appropriately planned, guided, implemented, and governed, and (2) Are aware that a corresponding Review Programme supports each Framework which ensures that all relevant matters are kept under review, updated as required, and reported to the relevant committee.
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1. Background 1.1 The Plan for North Lanarkshire is now well established as the long-term strategic direction for the council, partners, and other stakeholders and, most importantly, for each unique local community and the people who Live, Learn, Work, Invest, and Visit within North Lanarkshire. It’s a Plan with a shared ambition of inclusive growth and prosperity for all and a fairer distribution of wealth across all local communities. 1.2 As the delivery vehicle for the shared ambition, the Programme of Work - now in its fourth iteration (with plans approved to the end of 2022/23) - enables a recurring and dynamic approach to realising the shared ambition. It enables delivery of the long-term vision to be informed by an annual strategic planning process that is influenced by national policy changes and new developments which impact on the achievement of the vision and which require to be reflected in the development of future strategies, policies, plans, and programmes of work. 1.3 The strategic frameworks supporting The Plan for North Lanarkshire are equally well established: • Strategic Policy Framework • Strategic Governance Framework • Strategic Performance Framework • Strategic Self-Evaluation Framework • Project Management Framework • Framework for Demonstrating Improved Outcomes for Communities 1.4 These inter-related frameworks are key to assessing the success of The Plan for North Lanarkshire and ensuring a corporate one council approach. They are also key to monitoring delivery towards achieving the overall vision and ensuring each stage is appropriately planned, guided, implemented, and governed. 1.5 The ensure these frameworks continue to align to, and support delivery of, The Plan for North Lanarkshire all are on a programme for a regular review and refresh exercise. 1.6 This report follows on from previous annual updates on the Frameworks presented to the Audit and Scrutiny Panel in September 2020 and September 2021. It sets out the current position statement for each Framework to provide a composite update in support of the Audit and Scrutiny Panel’s strategic oversight and governance role. 2. Update 1. Strategic Policy Framework Background 2.1 Initially approved in September 2018, the Strategic Policy Framework aims to ensure that strategies, policies, and plans supporting delivery of The Plan for North Lanarkshire are formulated, developed, implemented, monitored, and reviewed in a consistent and transparent manner across the council. The Framework therefore sets out the high- The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
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level strategies, policies, and plans which are subject to a formal review process to ensure they remain fit for purpose and continue to align to the strategy of the council. 2.2 Since implementation many strategies, policies, and plans have been newly developed, reviewed and updated, approved, and implemented to support achievement of the long- term vision. 2.3 This was acknowledged in the Audit Scotland interim management report in June 2021 which concluded by categorising the related recommendation from the 2019 Best Value Assurance Report (BVAR) as complete given the “robust process in place to ensure policies and strategies are kept up to date and regularly reviewed to ensure they are aligned to The Plan and any laws and regulations”. Current position 2.4 The Strategic Policy Framework has undergone various updates since initially approved, with the most recent position being reported to the Policy and Strategy Committee in March 2022. 2.5 The report in March 2022 followed the annual review process which focussed on: • An update of the Review Programme to ensure all strategies, policies, and plans are kept under review, updated as required, and reported to committee. • Identifying any gaps in terms of strategy or policy development in line with the five priorities set out in The Plan for North Lanarkshire. • A review of the supporting guidance to ensure strategies, policies, and plans are developed in a standardised manner, consistently use a common format, and roles and responsibilities are clear. This included strengthening the guidance to ensure appropriate consultation and engagement with all relevant stakeholders, consideration of the impact of the pandemic and the resultant social and economic effects locally, and enhancing cross service collaboration to avoid strategies or policies pulling in different directions. • The integration of impacts into the guidance for developing strategies, policies, and plans, as appropriate, e.g. similar to the impacts on the committee report template (e.g. carbon, technology/digital, data protection, equalities, etc). • Further development of the hierarchy approach supporting the Strategic Policy Framework in order to provide a clear structure for the development of strategies and policies that differentiates between strategies or polices designed to ensure compliance with laws and regulations, facilitate delivery of The Plan for North Lanarkshire, or standardise internal processes. 2.6 The Strategic Policy Framework review programme has continued throughout 2022 with new (or updated) strategies, policies, and plans approved at committee in respect of the following: • North Lanarkshire Tourism Strategy - February 2022 • North Lanarkshire Social Enterprise Framework - February 2022 • Climate Plan: Action on Climate Together 2030 - February 2022 • Digital and IT Strategy - February 2022 • Corporate Asset Management Plan - September 2022 • Procurement Strategy - September 2022 Next steps 2.7 Developments over the years within both the Strategic Policy Framework and
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Programme of Work meant there had been overlap. This was resolved in the March 2022 report to the Policy and Strategy Committee when the delineation was made and strategies, policies and plans were only included in the Strategic Policy Framework moving forward. 2.8 As such, the Strategic Policy Framework Review Programme is scheduled to undergo an annual review and update process with a view to reporting an updated position to the Policy and Strategy Committee in March 2023. 2. Strategic Governance Framework Background 2.9 The Strategic Governance Framework brings the principles of good governance together with legislative requirements and management processes by which the council is directed and controlled and through which it is accountable to, engages with, and leads the local community. It sets out the council’s local code of governance in line with the national Delivering Good Governance in Local Government: Framework (2016). 2.10 The Strategic Governance Framework recognises the importance of good governance in terms of meeting statutory Best Value obligations and ensuring the council is able to effectively pursue the long-term ambition set out in The Plan for North Lanarkshire, while ensuring this is underpinned with control and the management of risk, and: • Resources are directed in accordance with agreed policies and according to priorities, and in line with corporate Project Management procedures. • There is sound and inclusive decision making. • There is clear accountability for the use of those resources in achieving defined outcomes for service users and local communities. 2.11 Initially approved in February 2020, the Strategic Governance Framework went through a substantial review and refresh process in June 2021 which was endorsed by the Corporate Management Team (CMT) and approved by the Audit and Scrutiny Panel in September 2021. 2.12 A subsequent Internal Audit on Corporate Governance in March 2022 cited the assessment process now in place through the Strategic Governance Framework and its accompanying Review Programme as good practice. It was also cited that there are now “formal and robust arrangements” in place to ensure that such reviews are undertaken on an annual basis. Current position 2.13 The latest update to the Strategic Governance Framework and its accompanying Review Programme was further endorsed by the CMT in June 2022 as the council’s local code of governance which has undergone an annual review and refresh process in order to identify how the effectiveness of the council’s governance arrangements have been monitored and evaluated in the year. The updated Framework was subsequently approved by the Audit and Scrutiny Panel in September 2022. 2.14 Using a RAG status, each of the elements and mechanisms within the Review Programme can be assessed to ensure they remain timely and effective in supporting delivery of The Plan for North Lanarkshire. This process provides a method by which to identify and prioritise items requiring to be reviewed and updated further.
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The latest position as at June 2022 identified no Red elements or mechanisms, three Amber, and the rest were Green. For all three assessed as Amber (i.e. Corporate Anti- Fraud Policy and Response Plan, Code of Conduct for Chief Officers, and the Employee Performance Review and Development (PRD)), there is a commitment by a member of the CMT to ensure an update is undertaken during 2022/23. Next steps 2.15 The natural alignment of the elements and mechanisms in the Strategic Governance Framework means there has been, in some instances, overlap with the governance and strategic oversight and accountability aspects from the Programme of Work for 2022/23. CMT therefore acknowledged (in June 2022) the integration of these items into the one framework moving forward, in line with the outputs from their Strategic Planning session in April 2022. 2.16 Specific items from the Programme of Work from 2022/23 were therefore incorporated into the Strategic Governance Framework Review Programme in June 2022 (i.e. P007.1-Corporate communications plan; P011-Three year revenue budget strategy, P012.1-Community Investment Fund; P059-Procurement capacity and capability, P072.2-Strategic data management and information governance; P075.1-Strategic governance, oversight, and accountability; P086-Equalities, and P087.1-Climate change duty compliance). 2.17 Moving forward, the Strategic Governance Framework and its accompanying Review Programme will remain on a formal annual review process that will take place each year in order to inform production of the council’s Annual Governance Statement. This review will include updating on the reporting arrangements for the former Programme of Work governance items. 3. Strategic Performance Framework Background 2.18 The detailed Strategic Performance Framework, approved in September 2019, sets out the framework for performance measurement at three levels (as per the diagram on the right). This approach aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 2.19 Ensuring compliance with the requirements of Best Value, good governance, and the Accounts Commission’s Statutory Direction were three aspects which shaped the development of the Strategic Performance Framework. As such, the three levels of indicators within the Framework align to Statutory Performance Indicator 1 in the Direction in respect of “improving local services” (level 3) and “improving local outcomes” (levels 1 and 2)”. The non-negotiable standards supporting the Framework are designed to reflect key requisites of the Direction, such as ensuring performance reporting that is balanced and in context. Current position
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2.20 As recognised in the Annual Governance Statement for 2021/22 (signed off by the CMT in June 2022 and approved by the Audit and Scrutiny Panel in September 2022), the Internal Audit annual audit opinion for 2021/22 recognised that “implementation of effective, timely, and regular performance reporting on key strategic and operational performance measures to the Corporate Management Team and Service Committees has been significantly impacted over the last two years due to the need to respond to, and prioritise resources as a result of, the pandemic”. 2.21 Notwithstanding this impact, work has progressed and this is recognised by Audit Scotland in their Annual Audit Report for 2021/22 (due to be presented to the Audit and Scrutiny Panel in November 2022). This reports on the implementation of the BVAR recommendation (i.e. to “implement the recently approved Performance Management Framework and reporting schedule to support the delivery of The Plan for North Lanarkshire and its scrutiny my members”) and concludes that “good progress has been made”. 2.22 Activities undertaken during 2022 in this respect therefore include the following. • An update to the level 1 health check indicators was reported to the Policy and Strategy Committee in March 2022. Collectively these indicators provide the North Lanarkshire context and have an important role to play in terms of informing the council’s strategic planning process and providing a way of assessing progress against the long-term vision. A further six monthly update was produced in August 2022 which is currently being used to inform the further development of the Programme of Work for 2023 onwards. • Local Government Benchmarking Framework (LGBF) reporting to the Audit and Scrutiny Panel was aligned to the five priorities within The Plan for North Lanarkshire. This enabled due consideration of council performance - along with comparable performance results from other councils over a considerable period of time - within the context of the council’s strategic plan. • The council’s website hosts the national online LGBF tool to enable easy access for the public to view the suite of benchmarking measures and compare North Lanarkshire’s results with other local authorities (https://www.northlanarkshire.gov.uk/your- council/performance-of-the-council/comparing-our-performance). The Audit Scotland 2020/21 Annual Audit Report therefore concluded that the BVAR recommendation to ensure that “performance information on the council’s website should be kept up to date to improve accountability to the public” was complete. • A new approach to performance reporting for complaints indicators (in line with the Scottish Public Services Ombudsman (SPSO) Local Authority Complaints Handling Procedure) was built up within the Business Intelligence (BI) Hub in line with the move to the new Dynamics platform for handling complaints. This provides a range of data visuals which enable live complaints performance information to be viewed, segmented, and analysed in order to identify aspects of complaints handling which require further investigation. This supports the move away from performance reporting to actively using performance information to identify areas for improvement. • Strategic Performance Framework pilot reporting was tested during 2021 and 2022 that aimed to reaffirm the related responsibilities of service committee and set out the latest performance results to allow Elected Members to monitor, assess, and scrutinise performance in order to identify areas requiring improvement and inform future decision making. This also aimed to ensure performance reporting remained effective in achieving the best fit between reporting on progress against the council’s long-term vision and delivering on what matters today locally. The pilots reported the latest performance results for the: - Head of Regulatory Services and Waste Solutions to the Environment and
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Transportation Committee in August 2021 and February 2022. - Head of Business and Digital to the Transformation and Digitisation Committee in September 2021 and February 2022. - Head of Financial Solutions to the Finance and Resources Committee in September 2021 and March 2022. - Head of Environmental Assets to the Environment and Transportation Committee in February 2022. 2.23 Following positive feedback from Committees and Heads of Service regarding the pilot, the opportunity was taken (while there was no committee meetings from April to August 2022) to establish the same reporting mechanism for all other Head of Service areas. This has involved establishing a bank of data spreadsheets with all relevant indicators and updated data, updating indicator definitions, and ensuring accuracy checks are in place. 2.24 It should be noted that this has been a substantial piece of work given the size of the council and extent of service provision in operation, the availability of performance information and resources in services to maintain such information while dealing with the pandemic, not to mention that this work was ongoing at the same time as it was being audited by both internal and external auditors, thus impacting on the same resource. This work was also ongoing at a time when work was being carried out simultaneously to set up the Strategic Performance Framework in the Business Intelligence (BI) Hub to improve not only the presentation of performance information in the future, but also the ability to more effectively analyse the information in order to identify areas for improvement. Next steps 2.25 Work to progress the next steps in order to fully re-implement the Strategic Performance Framework in 2022/23 has been ongoing during 2022. Current work therefore includes: • Finalisation of work already underway to complete the Head of Service data spreadsheets and the corresponding Teams landing page for launch with the CMT in November 2022. • These spreadsheets - and the suite of LGBF indicators (which are integrated within the spreadsheets) - will inform a future programme of themed discussions and challenge and scrutiny agenda items for both the CMT and the Audit and Scrutiny Panel. • CMT meetings will also see each Head of Service (a) present service performance highlights in line with risks, and (b) identify the public performance reporting to follow thereafter. • Finalisation of work already underway with Heads of Service to review indicators within the Strategic Performance Framework and identify those that are to remain moving forward. This has included a review and update of the corresponding targets and thresholds for the next three years. • Finalisation of work already underway to update the triennial Strategic Performance Framework document itself to ensure it remains effective in assessing performance and progress in terms of the delivery of The Plan for North Lanarkshire. This will incorporate changes to the levels of performance measures therein following the review. • Finalisation of work already underway to update the Strategic Performance Framework Annual Reporting Schedule which aims to set out arrangements for regular reporting to Service Committees and the Audit and Scrutiny Panel in respect of (a) the Strategic Performance Framework, (b) service specific
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requirements and statutory obligations, and (c) the range of programmes and projects identified through the refreshed Project Management Framework and associated Project Register. • Development of a public performance reporting framework framed within the context of what The Plan for North Lanarkshire aims to achieve and what performance in this respect means locally. 4. Strategic Self-Evaluation Framework Background 2.26 Initially approved in 2018, the Strategic Self-Evaluation Framework asks the questions How well are we doing? How do we know? and How can we do better? to ensure the council has a way of regularly assessing practices, recognising strengths, and identifying areas for improvement. 2.27 This supports the council’s Best Value duty that aims to secure continuous improvement in performance. Being self-aware and undertaking a structured programme of self-evaluation underpins the duty to secure continuous improvement, and good practice suggests local authorities adopt a single strategy for improvement when implementing self-evaluation. 2.28 A single strategy for improvement is in place through the Strategic Self-Evaluation Framework and rolling Review Programme, which was endorsed by the CMT in July 2021 and approved by the Audit and Scrutiny Panel in September 2021. Current position 2.29 A dedicated page on the council’s website provides a central location for reporting on findings and recommendations from all national audits and inspections: (https://www.northlanarkshire.gov.uk/your-council/performance-of-the-council/best-value). 2.30 The accompanying report on the Audit and Scrutiny Panel agenda today (Annual review and refresh of the Strategic Self-Evaluation Framework) updates the Panel on the achievements from the Strategic Self-Evaluation Framework rolling Review Programme for 2021 to 2022 and presents the refreshed Framework. As a mechanism that also helps the council to provide assurances that services provided represent value for money, are efficient and effective, and able to demonstrate Best Value, a corporate approach to Options Appraisal has also been included in the Framework. 2.31 The council’s commitment to self-evaluation and implementing the recommendation from the 2019 Best Value Assurance Report (BVAR) - i.e. improvement plans arising from self-evaluation exercises should include measurable actions and clear deadlines - is recognised by Audit Scotland in their Annual Audit Report for 2021/22 (due to be presented to the Audit and Scrutiny Panel in November 2022). This external assessment concludes that this BVAR recommendation is now considered complete. Next steps 2.32 The accompanying report on the Audit and Scrutiny Panel agenda today sets out the rolling Review Programme for 2022 to 2023 to ensure the council continues to ensure a mechanism is in place to assess the council’s functions and activities and identify areas for improvement within the context of fulfilling the vision set out in The Plan for North Lanarkshire.
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2.33 As the Panel will recall, the council was in year three of the six-year national Best Value Assurance Report (BVAR) review programme which concluded with publication of a positive report for North Lanarkshire in May 2019. A new national approach to auditing Best Value now comes into effect (for 2022/23 onwards) which will not see a repeat of the BVAR process for all councils, rather the focus moves to the integration of auditing Best Value within each individual council’s external auditors Annual Audit Report (AAR) process. 2.34 This means that the council will, in effect, undergo an annual assessment in terms of particular aspects of Best Value. As such, and considering that the North Lanarkshire BVAR is over three years old (and pre-dates the pandemic) it is important to ensure the council continues to be able to demonstrate Best Value and evidence this in practice. It is therefore the intent of the CMT that a self-evaluation will be undertaken that is in essence a Best Value follow up. This is incorporated into the Strategic Self-Evaluation Framework rolling Review Programme for 2022 to 2023 and an update in this respect will be reported to a future meeting of the Audit and Scrutiny Panel. 5. Project Management Framework Background 2.35 The council’s corporate Project Management Model was launched in April 2018 to enable each stage of delivery towards achieving the overall objectives of a project to be planned, guided, and implemented through a systematic and consistent approach. 2.36 The annual position statement reported to the Audit and Scrutiny Panel in September 2021 advised that a review of the Model was underway; this review followed recommendations arising from Internal Audit reports - on the governance of capital projects and managing strategic change - which both reported a reasonable assurance (green-amber) audit opinion, but considered further action was required and/or there was scope for improvement in five specific areas. 2.37 The review and refresh exercise was also considered necessary in light of the changes in the council’s operating environment since the implementation of the Model in 2018. These changes have led to a rapid evolution of programmes and projects across the council, as well as increasing complexities in the delivery of many of these, and a growing need for good governance and good project management to set up and deliver a wider range of projects at pace and scale, and ensure these are well-directed, delivered to time, cost, and quality targets, and provide the expected benefits and improved local outcomes. 2.38 The Review Group set up to review and update the Model benefitted from the expertise of a wide range of officers from across the council with practical on the ground experience of project management in both construction and non-construction projects. 2.39 Following work to collate and analyse the information collected through the review, five themes on areas for improvement consistently emerged, as noted below. 1. Redevelopment of the Framework itself to provide clear step by step guidance for employees on how projects should be planned, managed, and monitored (whether they are experienced or new to the discipline of project management). 2. Identification of mandatory tasks for particular stages in the project life cycle which the Senior Responsible Officer (SRO) and Project Manager must ensure are adhered to. 3. Making it easier for employees to understand their own role and responsibilities if
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they are assigned to a Project Team, as well as the roles and responsibilities of all Team members. 4. An ongoing programme of training, staff learning and development, and awareness raising in line with the refreshed Project Management Framework. 5. Enhanced opportunities for more collaboration, sharing, and learning. Current position 2.40 Following the conclusion of the review, and further work to develop and implement the identified improvement actions, the consultative draft of the refreshed corporate Project Management Framework (2022) was approved by the CMT on 27th September 2022. 2.41 Subsequent engagement has since concluded with the council’s Operational Management Team (OMT) and Organisational Design Authority (ODA) to ensure appropriate feedback from a wider more operationally focussed audience. 2.42 An engagement and communication programme is currently underway across all Services in order to raise awareness of the refreshed Project Management Framework, highlight the key differences and mandatory aspects therein, and ensure appropriate consistency of approach in terms of implementation. More importantly, this also aims to help those affected by the change to transition seamlessly to the refreshed Framework and use it - not as a tick box exercise - but to add value and effective support to the everyday tasks involved in developing, managing, and delivering projects. 2.43 In addition, work is also underway with Heads of Service to establish a Project Register for strategic oversight purposes. When established, this Register will (a) assist with the appropriate implementation of the refreshed Project Management Framework, (b) serve as a mechanism to provide evidence in respect of the council’s governance arrangements, and (c) inform a regular review programme by which projects will be assessed for quality assurance purposes and for appropriate compliance with the refreshed Project Management Framework. Next steps 2.44 It is recognised that the refreshed Project Management Framework contains a significant volume of information that relevant staff will require to become familiar with and apply. As such, the supporting training and learning and development programme was considered important in terms of the rollout and implementation process. A similar rollout to that which occurred in 2018 is therefore being applied, in that training will be ongoing over a period of time to ensure all relevant members of staff, senior management, and Elected Members can be brought up to date. A Frequently Asked Questions (FAQs) document has also been developed to support this rollout. A pilot of the new face to face training approach will be trialled in December 2022, with full roll out across the council (as appropriate) scheduled to begin in January 2023. 2.45 Ongoing support thereafter will be available through a range of online materials, refresher courses, and a Yammer Forum. Through these mechanisms there will also be an opportunity to share lessons learned and provide feedback on the practical application of the refreshed Framework which will inform the ongoing annual lite touch review process to ensure it remains fit for purpose. 2.46 As noted in Appendix B in the Strategic Self-Evaluation Framework rolling Review Programme, a self-evaluation is scheduled to be undertaken in 2023 on the effectiveness of Project Boards / Groups as a follow on from the 2022 refresh to the
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Project Management Framework. 6. Framework for Demonstrating Improved Outcomes for Communities Background 2.47 As the public spending watchdog for local government in Scotland, the Accounts Commission aim to ensure their work (a) helps provide assurance to the public on the performance of each Scottish council and (b) reflects councils’ responsibilities to deliver high quality services to the public. 2.48 These assurances are provided through a range of audit activity that is set out in the Commission’s programme of work; this includes setting a Statutory Direction that directs local authorities on the publication of performance information relating to their activities that allows for comparisons over time and with other local authorities. 2.49 In operation since implementation of the Local Government Act 1992, the Statutory Direction has more recently been reviewed and refreshed every three years. The recent update to the Statutory Direction in November 2021 (covering reporting for the three financial years from 2022/23 to 2024/25) emphasised a focus on providing a descriptive (rather than prescriptive) approach, with specific revisions centred on a number of key areas which included community engagement and empowerment. 2.50 In this respect, the emphasis is on evidencing that the council is carrying out community planning for the “improvement in the achievement of outcomes”. In addition, the Accounts Commission expects councils (in agreeing outcomes with partners and communities) to report on how they have engaged with, responded to and helped to empower their communities, including those who require greater support. Current position 2.51 In line with the re-emphasised focus in the Statutory Direction set out in paragraph 2.50 above, a sixth Framework (Demonstrating Improved Outcomes for Communities) was established to ensure the evidence is in place to formally fulfil this aspect. 2.52 Approved by the North Lanarkshire Partnership Strategic Leadership Board in June 2022, the Framework for Demonstrating Improved Outcomes for Communities sets out the model which the North Lanarkshire Partnership will use to assess progress and performance in terms of delivering upon the priorities and plans and ensuring that partnership activities can demonstrate improved outcomes that make a real difference for local people and local communities. The Framework also includes a number of case studies to highlight just some of the improved outcomes in local communities. Next steps 2.53 The Framework for Demonstrating Improved Outcomes for Communities is on the review programme to undergo a regular review and refresh exercise. 3. Measures of success 3.1 Regular scrutiny to ensure good governance principles are met and enable the council to pursue its ambition effectively, while underpinning this with controls and the management of risk. 3.2 Regular strategic oversight and scrutiny to ensure resources are directed in accordance
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with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. 4. Supporting documentation 4.1 None Katrina Hassell Head of Business and Digital 5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐
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If Yes, please provide a brief summary of the impact? The Local Government in Scotland Act 2003 introduced the duty of Best Value; this requires that councils “make arrangements to secure continuous improvement in performance”. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Work to ensure an annual review and refresh programme for the set of inter- connected corporate frameworks ensures the council continues to support the Best Value duty and comply with the principles set out within the Delivering Good Governance in Local Government: Framework (2016). This contributes towards the mitigation of the risks on the Corporate Risk Register for (a) Governance, Leadership, and Decision Making and (b) Managing Strategic Change.