Strategic Performance Framework - Performance Reporting Schedule Quarterly Performance Assurance Review
North Lanarkshire Council · 18 May 2023
Back to Audit and Scrutiny Panel — 18 May 2023 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 18/05/23 Strategic Performance Framework - Performance Reporting Schedule quarterly performance assurance review From Katrina Hassell, Chief Officer (Business and Digital) E-mail HassellK@northlan.gov.uk Telephone 07903 096121 Executive Summary Following on from the Strategic Performance Framework - Performance Reporting Schedule 2023 to 2024 report at the Audit and Scrutiny Panel meeting in February 2023, this report herewith provides a summary of the cycle 1 performance reports submitted to the council’s committees in line with the Schedule. The summary of cycle 1 reports focuses on the following three aspects of performance reporting: (1) Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. (2) Corporate reporting to the Audit and Scrutiny Panel and/or Policy and Strategy Committee in line with the Strategic Performance Framework. (3) Chief Officer service specific performance reporting which takes place each year to meet business and/or statutory obligations. Incorporating all these aspects of performance reporting together demonstrates the extent of performance reporting in place across the council, including reporting that meets statutory requirements in terms of service specific delivery and governance arrangements, reporting to fulfil the principles of good corporate governance, reporting for compliance purposes, and reporting in line with the Strategic Performance Framework to help understand the impact of council activities on improving services and outcomes for local people and communities in line with The Plan for North Lanarkshire. In bringing together a summary of the council’s performance reports in one composite overview, this report herewith also supports the Audit and Scrutiny Panel in maintaining strategic oversight and awareness of the council’s performance reporting arrangements in line with the Panel’s remit to provide “independent review of the council’s governance, risk management, performance and control frameworks”. It also supports the Audit and Scrutiny Panel’s governance and accountability role in terms of ensuring the council can demonstrate Best Value through the existence of robust arrangements for performance reporting and scrutiny. Recommendations It is recommended that the Audit and Scrutiny Panel:
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1. Background 1.1 Members of the Audit and Scrutiny Panel will recall the report in February 2023 which contained the Strategic Performance Framework - Performance Reporting Schedule. This set out the reporting, review, and scrutiny arrangements for a range of performance information to be considered at each cycle of committee meetings for 2023 to 2024. 1.2 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This 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. 1.3 The supporting Performance Reporting Schedule forms a key part of the scrutiny work programme that underpins the Best Value governance and accountability theme by ensuring the council can demonstrate the existence of robust arrangements for scrutiny and performance reporting. It also aims to fulfil the Audit and Scrutiny Panel’s remit as per the Scheme of Administration to: • Review and monitor the performance of the council in delivering upon its priorities, outcomes, programme of work and targets in the council plan, specifically performance in improving local services and outcomes and in demonstrating Best Value. • Review performance to assess whether intended policy outcomes have been achieved. 1.4 The Strategic Performance Framework comprises a set of non-negotiable standards which Chief Officers are required to apply in all performance reporting that supports the Framework. These standards aim to ensure that performance reporting is: • Aligned - to The Plan for North Lanarkshire to give stakeholders an insight into the performance of council activities both in the short-term and against the long-term ambitions. • Consistent - to ensure a standard, easily recognisable, and well established process across each different audience over time. This aims to help build credibility, reliability, and a common understanding. • Transparent - to allow stakeholders to understand what is being measured, what it means, what level of performance has actually been achieved, and what difference this means in reality for the people and communities of North (1) Review the composite overview of performance reporting provided in Appendices 1, 2, and 3 to maintain an awareness of each the reports within the Performance Reporting Schedule for 2023 to 2024, and (2) Identify where further information is required to understand or investigate performance further in line with the Panel’s scrutiny role. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
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Lanarkshire. • In context - to avoid the So What? question and provide a coherent narrative to ensure fully informed review, reporting, scrutiny, and decision making processes. • Balanced - to ensure any text adds value and tells a balanced narrative. Performance reports should identify areas requiring improvement as well as areas of good performance. Narrative should include reasons for performance levels not in line with targets and the remedial action undertaken to address this. 1.5 The Performance Reporting Schedule shows there is a significant volume of performance information timetabled to be reported to various council committees in each cycle of 2023 to 2024. Cycle 1 reports were reviewed by the Corporate Management Team in March 2023 to ensure the relevant assurances in terms of performance management arrangements that promote effective use of the council’s resources, performance information being scrutinised at a senior management level, and performance monitoring arrangements in place to effectively address areas of underperformance, identify the scope for improvement, and agree remedial action. 1.6 The volume of performance information in the cycle 1 reports has also been reviewed and summarised further in Appendices 1, 2, and 3 attached. This aims to provide Audit and Scrutiny Panel members with a composite, but easily digestible, overview for governance and assurance purposes in line with the scrutiny role of the Panel. 2. Quarterly performance assurance review 2.1 The Strategic Performance Framework - Performance Reporting Schedule for 2023 to 2024 set out three aspects of performance reporting which are noted below. Paragraphs 2.2 to 2.8 itemise the performance reports submitted to cycle 1 committees in line with these three aspects and in accordance with the timetable set out within the Performance Reporting Schedule. (1) Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. (2) Corporate reporting to the Audit and Scrutiny Panel and/or Policy and Strategy Committee in line with the Strategic Performance Framework. (3) Chief Officer service specific performance reporting which takes place each year to meet business and/or statutory obligations. (1) Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 2.2 The Strategic Performance Framework comprises a range of performance indicators from each Chief Officer’s portfolio and the latest results in this respect are aligned to the respective ambition statements in The Plan for North Lanarkshire. The seven reports scheduled to be submitted to the relevant committee in cycle 1 of 2023 are listed in Table 1 below, along with the corresponding hyperlink for ease of access. Table 1 Report title Committee Date Strategic Performance Framework - latest performance results for Business and Digital https://mars.northlanarkshire.gov.uk/egenda/images/att100063.pdf Finance and Resources Committee 1 March 2023 Strategic Performance Framework - latest performance results for Finance https://mars.northlanarkshire.gov.uk/egenda/images/att100095.pdf Finance and Resources Committee 1 March 2023
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Strategic Performance Framework - latest performance results for Legal and Democratic https://mars.northlanarkshire.gov.uk/egenda/images/att100084.pdf Finance and Resources Committee 1 March 2023 Strategic Performance Framework - latest performance results for Assets and Procurement https://mars.northlanarkshire.gov.uk/egenda/images/att100064.pdf Finance and Resources Committee 1 March 2023 Strategic Performance Framework - latest performance results for People Resources https://mars.northlanarkshire.gov.uk/egenda/images/att100065.pdf Finance and Resources Committee 1 March 2023 Strategic Performance Framework - latest performance results for Education https://mars.northlanarkshire.gov.uk/egenda/images/att100045.pdf Education, Children, and Families Committee 28 February 2023 Health and Social Care North Lanarkshire performance update - Quarter 2 (July - September 2022) https://mars.northlanarkshire.gov.uk/egenda/images/att100113.pdf IJB Performance, Finance and Audit Committee 14 February 2023 2.3 Each council report was produced in line with a standard template and (a) provides the reader with the current context within which the service is operating, (b) highlights areas of good performance that can be evidenced in the accompanying data, and (c) provides a summary of areas of performance requiring improvement along with narrative that gives an explanation for the level of performance achieved and summarises the remedial action implemented (or to be implemented) to bring performance back on track. 2.4 A short summary analysis for each of the seven reports is set out in Appendix 1 against the five non-negotiable standards. (2) Corporate reporting to the Audit and Scrutiny Panel and/or Policy and Strategy Committee in line with the Strategic Performance Framework. 2.5 This aspect of performance reporting is in place to meet Best Value requirements and support Elected Members to carry out their independent governance, accountability, and strategic oversight role in line with the Scheme of Administration. It corresponds to the annual composite programme for the scrutiny element of the Audit and Scrutiny Panel which was endorsed by the Panel in February 2023. 2.6 The three reports scheduled to be submitted to the relevant committee in cycle 1 of 2023 are listed in Table 2 below, along with the corresponding hyperlink for ease of access. A short summary for each of these reports is set out in Appendix 2 against the five non-negotiable standards. Table 2 Report title Committee Date Strategic Performance Framework - Performance Reporting Schedule 2023 to 2024 https://mars.northlanarkshire.gov.uk/egenda/images/att99866.pdf Audit and Scrutiny Panel 16 February 2023 Annual scrutiny programme https://mars.northlanarkshire.gov.uk/egenda/images/att99865.pdf Audit and Scrutiny Panel 16 February 2023 Strategic Performance Framework - the North Lanarkshire context https://mars.northlanarkshire.gov.uk/egenda/images/att100085.pdf Policy and Strategy Committee 16 March 2023 (3) Chief Officer service specific performance reporting which takes place each year to meet business and/or statutory obligations.
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2.7 This aspect relates to service specific reporting which is required to meet business and/or statutory obligations. This is included in the Performance Reporting Schedule to ensure all of the council’s performance reporting arrangements are captured in the one place and the Schedule reflects a one council approach to performance reporting. 2.8 The 13 reports scheduled to be submitted to the relevant committee in cycle 1 of 2023 are listed in Table 3 below, along with the corresponding hyperlink for ease of access. A short summary for each of these reports is set out in Appendix 3. While this summary is set out against the five non-negotiable standards it also recognises there may be statutory specific approaches or standards which require to be adhered to. Table 3 Report title Committee Date Planning performance framework 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att100031.pdf Planning Committee 2 March 2023 Annual Report of the Chief Social Work Officer 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att100042.pdf Education, Children, and Families Committee 28 February 2023 Adult Support and Protection 2021/22 and 2020/22 https://mars.northlanarkshire.gov.uk/egenda/images/att99988.pdf Adult Care and Social Work Committee 21 February 2023 Health and Social Care North Lanarkshire annual performance report 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att100112.pdf Integration Joint Board Performance, Finance, and Audit Committee 14 February 2023 Quality assurance annual report 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att99645.pdf Adult Care and Social Work Committee 15 November 2022 Annual data protection report 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att100062.pdf Finance and Resources Committee 1 March 2023 Senior Information Risk Owner (SIRO) annual report 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att99867.pdf Audit and Scrutiny Panel 16 February 2023 North Lanarkshire Community Planning Partnership - annual report 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att99827.pdf Communities Committee 16 February 2023 Public Sector Duties Climate Change annual report 2021/22 https://mars.northlanarkshire.gov.uk/egenda/images/att99883.pdf Environment and Climate Change Committee 8 February 2023 Payment of location taxation and benefits update report https://mars.northlanarkshire.gov.uk/egenda/images/att100094.pdf Finance and Resources Committee 1 March 2023 Financial monitoring report - council summary (revenue) https://mars.northlanarkshire.gov.uk/egenda/images/att100050.pdf Finance and Resources Committee 1 March 2023 Financial monitoring report - council summary (capital) https://mars.northlanarkshire.gov.uk/egenda/images/att100051.pdf Finance and Resources Committee 1 March 2023 Financial monitoring - savings https://mars.northlanarkshire.gov.uk/egenda/images/att100054.pdf Finance and Resources Committee 1 March 2023 Next steps 2.9 Performance reports submitted to the respective committee (in line with the Performance Reporting Schedule) will continue to be kept under review by the senior management team of the council so that adherence to the timetable is maintained. This will also seek to ensure the relevant assurances in terms of the efficient and effective operation of the council and the ongoing delivery of the long-term ambition set out in
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The Plan for North Lanarkshire underpinned with corporate governance, risk management, and financial management controls. 2.10 Assurance reviews will continue to be undertaken and reported to the Audit and Scrutiny Panel on a quarterly basis in order to achieve the measures of success set out in paragraph 3.1. 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance 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. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation Appendix (1) Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. Appendix (2) Corporate reporting to the Audit and Scrutiny Panel and/or Policy and Strategy Committee in line with the Strategic Performance Framework. Appendix (3) Chief Officer service specific performance reporting which takes place each year to meet business and/or statutory obligations. Katrina Hassell Chief Officer (Business and Digital) 5. Impacts 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 ☒
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If Yes, have all relevant financial impacts have been discussed and agreed with Finance? 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 Resources? 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? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Local Government Act 1992 established the role of the Statutory Direction to direct the “publication of information as to standards of performance”. 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? Improvements in the presentation of performance information to various audiences are being advanced in line with the development of the DigitalNL work package for the Business Intelligence (BI) Hub. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) 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 ☒
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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? Implementation of the Performance Reporting Schedule, which will facilitate effective review and scrutiny processes, contributes to the mitigation of the risk on the Corporate Risk Register for governance, leadership, and decision making. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
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Appendix 1 (1) Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework (SPF). Report title Summary SPF - Latest performance results for Business and Digital March 2023 Business and Digital have 11 indicators in the Strategic Performance Framework covering two areas of activity (technology strategy solutions and business strategy) that work corporately across the council. https://mars.northlanarkshire.gov.uk/egenda/images/att100063.pdf Aligned Priority: • Enhance participation, capacity, and empowerment across our communities. • Improve North Lanarkshire’s resource base. Ambition statement: 18. Ensure our digital transformation is responsive to all people’s needs and enables access to the services they need. 24. Review and design services around people, communities, and shared resources. 25. Ensure intelligent use of data and information to support fully evidence based decision making and future planning. Consistent The pre-defined template was used to ensure a standard, easily recognisable, and well established process across each different audience over time. The use of this template aims to help build credibility, reliability, and a common understanding. Transparent RAG indicators: Volume measures: • Service desk - % tickets logged through the self-help portal. • Master citizen record - % of NL population with a master citizen record. • IT incidents. • IT service requests. Governance indicators: • Data protection - number of breaches. • Data protection - number of near misses. Benchmarking indicators: • Broadband - % of properties receiving superfast broadband. In context • The service played a significant role in supporting the council in responding to and recovering from the pandemic over the last two years, while resuming business as usual activities at pace. • Recent service context includes insourcing of services previously outsourced to Wipro, alignment of service provision following the insourcing of culture / sport / leisure services, integration of the schools’ technician’s service, advancements of the procurement for the connectivity project in December 2021, and the end of the Agilisys contract and ensuing significantly reduced resource available going into 2022/23. • The direction for DigitalNL was set out in the Year 4 Roadmap report submitted to the Policy and Strategy Committee in September 2022 and the follow up DigitalNL - Next Steps report approved in December 2022. • An Integrated Programme Plan is now in place for Business and Digital to capture all areas of service activity and support resource planning and operational delivery, as well as project management and governance controls. Balanced Performance highlights: • The indicator measuring the number of occasions in a month that a priority IT service (P1) has not been available to users continues to show improvement. Areas of performance requiring improvement: • Following the insourcing of Wipro, the indicator measuring IT service desk incidents resolved within target changed to capture all severity level 3 tickets in
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order to provide a more complete picture of all incidents. This changed the operating model from one that had been contractually driven to one requiring workload scheduling and prioritisation across the whole service. Further information regarding the increased volume of incidents recorded is currently being analysed monthly to identify any recurring issues in this respect and ensure an appropriate balance moving forward in terms of development, maintenance, and operational activities. • The complaints handling ratio is currently under review to ensure that the council continues to be proactive in responding to all routine complaints at the frontline at stage 1 (in line with the national local authority model Complaints Handling Procedure). Historical figures in this respect show that the council has consistently responded to 9 out of 10 complaints received at stage 1. Implementation of the new Dynamics complaints system, combined with a significant increase in the volume of complaints received, has impacted on the ratio for 2021/22 and further analysis is underway to identify the root cause and the actions that need to be implemented to improve this indicator moving forward. Report title Summary SPF - Latest performance results for Finance March 2023 Finance has 22 indicators in the Strategic Performance Framework that are designed to report compliance with financial regulations and good governance, demonstrate Best Value in the use of resources through financial management and financial sustainability, assess efficiency in service processing times, and ensure effective administration of a wide range of national welfare grants and payments that are designed to help households in need and provide a safety net for local people on low incomes. https://mars.northlanarkshire.gov.uk/egenda/images/att100095.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. Consistent The pre-defined template was used to ensure a standard, easily recognisable, and well established process across each different audience over time. The use of this template aims to help build credibility, reliability, and a common understanding. Transparent RAG indicators: Volume measures: • Scottish Welfare Fund community care grant - number of applications received. • Scottish Welfare Fund community care grant - council spend. • Scottish Welfare Fund crisis grant - number of applications received. • Scottish Welfare Fund crisis grant - council spend. • Discretionary housing payments - number of applications. • Discretionary housing payments - value of awards. Benchmarking indicators: • Scottish Welfare Fund crisis grants - % decisions made within one day. • Scottish Welfare Fund community care grants - % decisions made within 15 days. • Scottish Welfare Fund - % of budget spent. • Discretionary housing payments - % of funding spent. In context • Throughout 2022/23 the service has managed a number of pandemic and cost of living related support measures initiated by the council, such as the Fuel Hardship Grant, Pensioner Fuel Grant, and the North Lanarkshire Child Payment. • In addition, the service continues to administer payments such as the Self Isolation Support Grant and Scottish Child Payment Bridging Payment on behalf of
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the Scottish Government. • Following the pandemic and the developing cost of living crisis, the service has experienced increased demand for service such as Scottish Welfare Fund and other benefit applications. • The insourcing of culture / sport / leisure services, and pace of capital investment activity following the pandemic, have both contributed to increasing volumes of payments required to creditors. Balanced Performance highlights: • In-year reporting for council tax collection shows an increased year to date collection rate. • Average number of days to process both new claims and changes of circumstances for benefits both remain low and below the target. • Although the total number of Scottish Welfare Fund Crisis Grant applications has increased compared to the same period last year, the council continues to meet Scottish Government guidance for decisions to be made within two working days. Areas of performance requiring improvement: • In-year collection to date for non-domestic rates remains lower than the target. This measure continues to be affected by the pandemic and wider cost of living impacts. The latest year to date figure is largely attributable to later than anticipated payment of rates charges from a number of public sector bodies, including the council itself. If these payments had been made when anticipated, and in line with 2021/22 dates, the year to date performance would have shown an improved position. • Invoices paid within 30 calendar days of receipt shows a lower year to date figure for 2022/23 compared to the same period in 2021/22. The service has been proactively managing the creditors position with more staff trained to ensure peak demands can be met. In addition, the service continues to work with frontline service areas to improve the accuracy of payment requests and reduce delays in authorised invoices reaching the creditors team. An action plan is in place to improve service resilience and performance. Report title Summary SPF - Latest performance results for Legal and Democratic March 2023 Legal and Democratic has 8 indicators in the Strategic Performance Framework. Significant areas of activity across the service (within each of the areas of service delivery, i.e. democratic, enterprise, litigation, and people matters) are carried out in support of other council services and, accordingly, performance targets are often not within the sole gift of Legal and Democratic. The indicators monitored through the Strategic Performance Framework therefore focus on those areas where the service does have control of performance. https://mars.northlanarkshire.gov.uk/egenda/images/att100084.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. 25. Ensure intelligent use of data and information to support fully evidence based decision making and future planning. Consistent The pre-defined template was used to ensure a standard, easily recognisable, and well established process across each different audience over time. The use of this template aims to help build credibility, reliability, and a common understanding. Transparent RAG indicators: New indicator from 2023/24: • Children's panel expenses - % processed and passed for payment within 3 working days.
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In context As a result of the service restructure in April 2022, it was necessary to allow a period of time for the new arrangements to be implemented, including a change to the roles and responsibilities of a number of officers and this process was concluded by the end of July in time for the new committee cycle. As a consequence of these changes, the performance indicators for the service are currently those considered to be the most meaningful. They will, however, be subject to ongoing review to ensure that they set out targets which accurately reflect the operational activities of the service and are able to be measured against service specific controls. Balanced Performance highlights: • The ratio of legal versus non-legal work undertaken reflects the continuance in delivery of an efficient and effective service, with a low hourly rate and a high proportion of staff time spent on the delivery of legal advice and support as opposed to management / administration. • In terms of responding to Freedom of Information requests, there has been full recovery from the pandemic’s impacts on service delivery and a return to previous compliance levels has been achieved. Areas of performance requiring improvement: • While there are no red indicators in terms of RAG status and, therefore, no identified areas for improvement, each indicator will continue to be closely monitored on a regular basis. Report title Summary SPF - Latest performance results for Assets and Procurement March 2023 Assets and Procurement has 23 indicators in the Strategic Performance Framework covering a range of service areas that support the delivery of the place based ambition set out in The Plan for North Lanarkshire. This includes asset rationalisation and development , the hub development and delivery programme, climate change - committing to net zero, improving procurement capability, and school meals. https://mars.northlanarkshire.gov.uk/egenda/images/att100064.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. 22. Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners. Consistent The pre-defined template was used to ensure a standard, easily recognisable, and well established process across each different audience over time. The use of this template aims to help build credibility, reliability, and a common understanding. Transparent RAG indicators: Benchmarking indicators: • Procurement assessment score - procurement and commercial improvement programme (PCIP).
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In context Assets and Procurement have streamlined office accommodation across the estate and supported management teams as they have moved to more agile ways of working. The service has continued to progress the development of Community Growth Areas to promote inward investment in North Lanarkshire, delivering new build community hubs (including the newly opened Newmains / St Brigid’s) and Riverside and Chryston opening later in 2023. The service also leads on the implementation of a number of national policy initiatives including full roll out of free school meals, nutritional standards for school meals, and climate change duties. With a significant level of capital and revenue resources under the service’s control, the service closely manages and monitors inflationary and logistical challenges on major capital and revenue projects. Balanced Performance highlights: • The policy framework for the council’s procurement activity is well developed. In the last procurement and commercial improvement programme (PCIP) the council’s performance assessment improved from quartile 4 to quartile 1. The council has a well-established relationship with collaborative framework providers, such as Scotland Excel and Hub South West Scotland, which enables procurement activities to be progressed efficiently and effectively. • The council has a well-defined five year Climate Plan with good progress being made. • For school meals the service continuously promotes the benefits of a nutritional meal and the savings it can offer to parents. Areas of performance requiring improvement: • Two indicators which show as requiring improvement relate to the occupancy levels in schools - that being the number of pupils at any given school, compared with the number of spaces within any given school. However, there is a fine line between removing some capacity and removing too much capacity which then presents a capacity issue in future years. In both primary and secondary school sectors, it is the view from an operational perspective that it is better to have some under occupancy, rather than have over occupancy. Where there is significant under occupancy, the council does look for ways to reduce the capacity of the school while keeping the school sustainable. Different uses of spaces for use by cluster staff, or as touchdown spaces are areas being explored. However, these spaces must be within the right geographical area for the user demand. Equally, capital investment is required to adapt spaces and maintain the secure bubble of the school. Capital funding has in recent years, primarily focused on creating spaces where there is excess occupancy (i.e. too many pupils, too few spaces), rather than on under occupancy. However, the teams in Assets and Procurement continue to work with the Education and Families services responsible for the delivery of initiatives which could use spaces within establishments. Report title Summary SPF - Latest performance results for People Resources March 2023 People Resources has 6 indicators in the Strategic Performance Framework in relation to key council policies that include absence management and the wider focus on equality and commitment to the Public Sector Equality Duties. https://mars.northlanarkshire.gov.uk/egenda/images/att100065.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 23. Build a workforce for the future capable of delivering on our priorities and shared ambition. Consistent The pre-defined template was used to ensure a standard, easily recognisable, and well established process across each different audience over time. The use of this template aims to help build credibility, reliability, and a common understanding. Transparent RAG indicators: Governance indicators: • RIDDOR - number of reported injuries, diseases, dangerous occurrences. Benchmarking indicators: • Gender pay gap - % gap between average hourly rate of pay for male and female employees. • Equal opportunities - % of women employees in top 5% earners of all employees.
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In context The council’s overall performance comes in the context of particular challenges with absence performance over the course of the pandemic, and the impact of this can be seen within the overall data. Despite these challenges, the council has recently implemented a revised approach to absence management for non- teaching employees, the benefits of which continues to be reflected in the figures for 2021/22. Further targeted work within key services and a revised absence policy for teaching employees are also in progress, and these are expected to bring further benefits over the course of 2022/23 and into 2023/24. The council has key strengths in terms of its consistently low gender pay gap and strong senior female representation across all services, and these will continue to form a core part of the wider focus on equality. A reduction in Riddor reportable health and safety incidents was seen in 2020/21 due to the reduction of operational activity in some services. Balanced Performance highlights: • The council agreed a new Absence Management Policy for non-teaching employees in March 2021, with a much clearer approach to targets and the management of absence stages. This has now been rolled out across all services and is yielding results particularly with respect to the numbers of long-term mental health related absences which have decreased over the last 12 months. This can be seen in the council’s overall absence performance which has not returned to the previously high levels of absence seen in 2019/20 before the start of the pandemic. • With respect to the gender pay gap, the council has a stable gender pay gap which is significantly lower than the UK average pay gap. • The council also has good female representation in its senior positions, including Chief Officers, across all services. Areas of performance requiring improvement: • Despite significant improvements seen in overall absence between 2019/20 and 2021/22, and a cumulative reduction over time, levels of absence in non- teaching employees remain high and above the council’s intended target. • While the revised Absence Policy is yielding results, more targeted work is required within key frontline services including health and social care and enterprise and communities to bring levels down further to meet the councils target. • Work is currently underway to revise the Managing Absence Policy for teachers in 2023. Although levels of teacher absence are low in comparison to non- teaching employees, the council remains ranked 29th out of 32 councils suggesting there is room for improvement in this area. Report title Summary Strategic Performance Framework - latest performance results for Education February 2023 Education has 32 indicators in the Strategic Performance Framework. These largely comprises benchmarking measures which have been summarised to identify which service areas show improved performance over time and are favourable when compared to the national average. Several measures also relate to performance information collected through external HMIe inspection processes. https://mars.northlanarkshire.gov.uk/egenda/images/att100045.pdf Aligned Priority: • Support all children and young people to realise their full potential. Ambition statement: 6. Raise attainment and skills for learning, life, and work to enhance opportunities and choices. 7. Enhance collaborative working to maximise support and ensure all our children and young people are included, supported, and safe. 8. Engage children and families in early learning and childcare programmes and making positive transitions to school. 9. Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people. 10. Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential. Consistent The pre-defined template was used to ensure a standard, easily recognisable, and well established process across each different audience over time. The use of this template aims to help build credibility, reliability, and a common understanding. Transparent RAG indicators: Inspection indicators: • Parent satisfaction - % parents agree or strongly agree that the school is well led and managed. • Parent satisfaction - % parents agree or strongly agree that they receive helpful,
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regular feedback about how their child is learning and developing. • Parent satisfaction - % parents agree or strongly agree that overall they are satisfied with the school. Benchmarking indicators: • Primary school education - cost per pupil. • Secondary school education - cost per pupil. • Pre-school education - cost for each child registered for early learning and childcare. • % adults satisfied with local schools. • Educational attainment - % of pupils achieving 5 or more awards at SCQF Level 5 or higher. • Educational attainment - % of pupils achieving 5 or more awards at SCQF Level 6. • Educational attainment - % of pupils living in the 20% most deprived areas gaining 5 or more awards at SCQF Level 5 or higher. • Educational attainment - % of pupils living in the 20% most deprived areas gaining 5 or more awards at SCQF Level 6. • National qualifications - overall average tariff score for pupils in the senior phase. • National qualifications - average tariff score for pupils in the senior phase living in SIMD quintile 1 (most deprived), quintile 2, quintile 3, quintile 4, and quintile 5 (least deprived). • Attainment - % of P1, P4, P7 pupils combined, achieving expected Curriculum for Excellence level - in (a) literacy and (b) numeracy. • Attainment gap (P1, P4, P7 combined) - % point gap between least and most deprived pupils - in (a) literacy and (b) numeracy. • Attendance at school - % attendance for all pupils, primary and secondary school. • Attendance at school - % attendance for looked after children. • Exclusions from school, all pupils - exclusion rate per 1,000 pupils. • Exclusions from school, looked after children - exclusion rate per 1,000 pupils. Equalities indicators: • Exclusions from school for children from Additional Support Needs (ASN) schools - exclusion rate per 1,000 pupils. • Attendance at school - % attendance for disabled children. • Educational attainment - % of visually impaired leavers gaining national qualifications level 3 and above in Maths or English within the SCQF framework. • Educational attainment - % of hearing impaired leavers gaining national qualifications level 3 and above in Maths or English within the SCQF framework. In context • The emergence of the pandemic had a significant impact on the service’s internal and external (HMIe) scrutiny processes with routine HMIe inspections being paused from March 2020 to till August 2022. During this period, inspectors only engaged with establishments who were awaiting further engagement. This had a significant impact on data collected in relation to the indicators reported. In addition, the terminology used in relation to some of the key indicators changed over this time as did elements of the parental satisfaction data which is derived from HMIe questionnaire results. • The pandemic also had a significant impact on national and local exam arrangements, with new processes being introduced. There were also changes to Achievement of a Level data (ACEL) collection processes across Scotland. Data therefore requires to be interpreted within this context. Balanced Recent performance highlights • Despite challenges presented in collating robust data against the performance benchmarks, the data evidences improvements in pupils achieving 5 or more awards at SCQF Level 5 or higher and P1, P4, P7 pupils achieving expected Curriculum for Excellence levels in both literacy and numeracy. • At the Broad General Education (BGE) stage, the data also shows a reduction in the attainment gap in literacy and numeracy. Progress is also being made towards closing the poverty related attainment gap at the senior phase which recorded an increase in the proportion of pupils living in the 20% most deprived areas gaining 5 or more awards at SCQF Level 5 or higher; this is the highest level recorded to date. • Funded early years provisions graded good or better has continued to increase and the quality rating of early years establishments has remained positive. Attendance for looked after children has increased. Areas of performance requiring improvement • Changes to the HMIe Inspection process impacted on the council’s ability to gather a full dataset in relation to identified performance indicators. However, the service recognise that this was only a contributing factor and have identified the need to monitor the indicators and implement refreshed quality assurance procedures in order to secure immediate improvements. • When viewed against local data it suggests that three of the HMIe indicators which focus on levels of parental satisfaction do not represent the view of the wider parental body, and there is likely to be a direct correlation with the increased number of negative inspection results. However, the service will track and monitor internal and external parental feedback to support improvement. Implementation of the refreshed quality assurance processes will facilitate monitoring at individual establishment level. Work to develop a new parental engagement strategy will also allow for focused feedback from parents / carers.
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• Data and internal self-evaluation processes highlight the need to improve pupil attendance rates. This area has been identified as a key priority across the service. An integrated cluster approach has been established wherein attendance data is monitored and shared regularly with key stakeholders to allow early identification and support for individuals whose attendance is causing concerns. This early identification and intervention will support improved attendance levels. The upcoming deployment of family engagement workers will further strengthen this approach. Report title Summary Health and Social Care North Lanarkshire performance update - Quarter 2 (July - September 2022) February 2023 The Chief Officer (for the Health and Social Care Partnership) has joint quarterly performance review meetings with the Chief Executive of NHS Lanarkshire and the Chief Executive of North Lanarkshire Council. These meetings are supported by a Chief Executive Performance Framework comprising a range of performance measures from across both health and social work systems, including relevant targets and trajectories. Quarterly reports are subsequently submitted to the Integration Joint Board Performance, Finance, and Audit Committee. https://mars.northlanarkshire.gov.uk/egenda/images/att100113.pdf Aligned Priority: • Improve the health and wellbeing of our communities. Ambition statement: 12. Ensure our residents are able to achieve, maintain and recover their independence through appropriate supports at home and in their communities. 13. Improve preventative approaches including self-management and giving people information and choice over supports and services. 14. Ensure the highest standards of public protection. Consistent A pre-defined template is in place to ensure a standard, easily recognisable, and well established process for quarterly reporting. Transparent Based on a traffic-light system there are areas for improvement identified within the performance framework each quarter for those areas that are flagged as Red or Amber. The areas for improvement identified are progressed as a matter of priority, and progress updates are reported at future meetings of the Integrated Joint Board and/or the Integration Joint Board Performance, Finance, and Audit Committee as appropriate. In context The joint performance review meetings (involving the Chief Officer for the Health and Social Care Partnership, the Chief Executive of NHS Lanarkshire, and the Chief Executive of North Lanarkshire Council) are used as a means for jointly agreeing corrective actions. Balanced The quarterly report to committee sets out the corresponding narrative and corrective actions agreed for the areas identified for improvement.
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Appendix 2 (2) Corporate reporting to the Audit and Scrutiny Panel and Policy and/or Strategy Committee in line with the Strategic Performance Framework. Report title Summary Strategic Performance Framework - Performance Reporting Schedule 2023 to 2024 February 2023 Scrutiny of this item aims to support the Audit and Scrutiny Panel carry out their strategic oversight role in line with their purpose as per the Scheme of Administration which includes providing “independent review of the council’s governance, risk management, performance and control frameworks”, and their remit in relation to the scrutiny function which is to: • Review and monitor the performance of the council in delivering upon its priorities, outcomes, programme of work and targets in the council plan. • Review performance to assess whether intended policy outcomes have been achieved. • Consider the council's performance, improvement, and governance arrangements to ensure that approaches continues to facilitate effective and efficient delivery of planned services and outcomes and the council's vision. • Commission independent short life task group reviews (based on evidence), and carry out reviews recommended from service committees, to enable in-depth scrutiny of policy, practices, and performance where the challenge and scrutiny function can make an impact or add value. https://mars.northlanarkshire.gov.uk/egenda/images/att99866.pdf Aligned Priority: All Ambition statement: All Consistent The reporting timetable in the Performance Reporting Schedule is consistent with the style and format of the timetable and review programme within each of the Frameworks that support The Plan for North Lanarkshire (i.e. Policy, Governance, Performance, and Self-Evaluation). Transparent The Performance Reporting Schedule provides a timetable outlining dates for all council performance reporting to committee for 2023 to 2024. In context The report in February 2023 advised of a standardised template developed for Chief Officers to use when reporting the items in Appendix 1 to the respective service committee. This approach aims to achieve consistency of approach and requires performance to be reported within the relevant context. Balanced The aforementioned template also necessitated an approach to performance reporting that is in line with the Accounts Commission statutory direction. This places a requirement on councils to report a range of information in terms of improving local services and outcome and demonstrating Best Value that ensures a balance in reporting areas of performance that have (and have not) been achieved. Title Summary Annual scrutiny programme February 2023 Scrutiny of this item aims to support the Best Value governance and accountability theme by ensuring the council’s scrutiny structures support Elected Members in reviewing and challenging performance. https://mars.northlanarkshire.gov.uk/egenda/images/att99865.pdf Aligned Priority: All Ambition statement: All Consistent The reporting timetable in the annual composite scrutiny programme is consistent with the approach for timetabling that is used by each of the Frameworks that support The Plan for North Lanarkshire. Transparent The report in February 2023 sets out the annual composite scrutiny programme with timetable of reports to future Panel meetings for 2023 to 2024. This programme will be updated as new items requiring scrutiny are identified, scoped, assessed, and prioritised.
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In context The approach set out in the annual scrutiny programme report aims to ensure all scrutiny activity remains framed within the context of The Plan for North Lanarkshire and is focused on improving local public services and improving local outcomes. Balanced Traditionally, the scrutiny function of the Audit and Scrutiny Panel has been twofold, comprising (1) items, functions, or activities requiring scrutiny identified and submitted by Panel members, and (2) the presentation of information and reports aligned to the long-term vision set out in The Plan for North Lanarkshire and its supporting strategic frameworks. The report in February 2023 combined both these aspects in a composite programme which lists all scrutiny related reports scheduled to be presented to the Audit and Scrutiny Panel during each cycle of 2023 to 24. Report title Summary Strategic Performance Framework - the North Lanarkshire context March 2023 Strategic oversight of this item by the Policy and Strategy Committee is in line with their remit as per the Scheme of Administration to “oversee the development, co-ordination and monitoring of the Plan for North Lanarkshire”. Scrutiny of this item through the Audit and Scrutiny Panel aims to support the Panel to carry out their strategic oversight role to review and monitor the performance of the council in delivering upon its priorities, outcomes, programme of work and targets in the council plan. https://mars.northlanarkshire.gov.uk/egenda/images/att100085.pdf Aligned Priority: All Ambition statement: All Consistent The Plan for North Lanarkshire is supported by a suite of high level Health Check Performance Indicators that collectively provide the context for North Lanarkshire as a place. By providing the local demographic, social, and economic profile these indicators were key to shaping the long-term vision set out in The Plan for North Lanarkshire when it was approved in 2019, and they have continued to provide a robust, consistent, and independent way of assessing progress since then. The suite of indicators also play an important role in terms in informing the council’s strategic planning process through the Programme of Work. Transparent The latest results in this respect were reported to the Policy and Strategy Committee as scheduled in March 2023. The reporting format differed to previous years to ensure that the latest results for the 28 Health Check Indicators: • Include graphs displaying a longer-term time series in order to show, for example, trends over time that cover before, during, and in the aftermath of the pandemic. It was noted that some national data sources recalibrate their time series at every publication, where this is the case the most up to date data was reflected in the results presented in the appendix to the report. • Incorporate - where appropriate for added interpretation - supplementary measures, commentary, and analysis. • Reflect the baseline for The Plan for North Lanarkshire in the North Lanarkshire commentary. This baseline was established using the most up to date data available at the time The Plan for North Lanarkshire was approved and monitoring began. This allows for improvements to be identified over the lifespan of the council’s corporate strategy. In context The reporting format in the March 2023 report also presented the results in a different way this year in order to better show the North Lanarkshire position within the relevant context. Balanced In changing the reporting format, this enabled the results to include more detailed information and analysis. This analysis identified significant and positive trends, as well as the challenges that remain. This was instrumental in informing the development of the Programme of Work to 2028 which was approved at Policy and Strategy Committee in March 2023.
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Appendix 3 (3) Chief Officer service specific performance reporting which takes place each year to meet business and/or statutory obligations. Report title Summary Planning performance framework 2021/22 March 2023 This report provides an update on the Scottish Government’s feedback on the performance of the planning and place service for the latest year based on the annual Planning Performance Framework (PPF). Prepared annually, the PPF details the performance of the service against key performance indicators which were agreed with the Scottish Government. This report covers the Scottish Government’s feedback for the period 2021/22 based on the PPF submitted in September 2022. https://mars.northlanarkshire.gov.uk/egenda/images/att100031.pdf Aligned Priority: • Improve economic opportunities and outcomes. Ambition statement: 4. Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit. Consistent The Planning Performance Framework was developed by the Heads of Planning Scotland (HOPS) to capture and highlight a balanced measurement of planning performance across all 32 local authorities and to provide Ministers, councils, and the public with a better understanding of how a planning authority is performing and delivering high quality development on the ground. Transparent In 2021-22, for the 13 relevant performance markers, the council received nine green markers, two amber, and one red in the feedback from the Scottish Government. The report to the Planning Committee in March 2023 provided supporting narrative in terms of the red and amber markers. In context The case studies in the 2021-22 report focus on a range of planning activities that have been undertaken during the year to support the provision of high quality development on the ground. Balanced The report highlights examples of good practice by using case studies and details the ongoing work being undertaken by the service to deliver continuous improvement. The report sets out the improvements that the service is focusing on in the year 2022/23. Report title Summary Annual Report of the Chief Social Work Officer 2021/22 February 2023 The requirement that each local authority appoint a professionally qualified Chief Social Work Officer is contained in Section 45 of the Local Government (Scotland) Act 1994. Statutory guidance updated in 2016 reflected the impact of Health and Social Care integration, extending the responsibilities of the role to provide advice to the Integration Joint Board (IJB). In addition, the role carries key responsibilities for professional leadership, values, and standards for both directly provided and commissioned services. Within North Lanarkshire social work services are delivered and governed through both the Health and Social Care Partnership (Adult Social Work Services) and the Education and Families Services (Children, Families and Justice Social Work) with the Chief Social Work Officer’s responsibilities for practice and staff governance covering social work functions across both areas. The North Lanarkshire Chief Social Work Officer’s report provides information on the delivery of statutory functions, and performance and improvement activity across the range of social work services over 2021/22. In addition, information is provided on the wider governance and planning of social work provision in North Lanarkshire, including its key role in local partnerships. https://mars.northlanarkshire.gov.uk/egenda/images/att100042.pdf Aligned Priority: • Support all children and young people to realise their full potential. • Improve the health and wellbeing of our communities.
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Ambition statement: 9. Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people. 12. Ensure our residents are able to achieve, maintain and recover their independence through appropriate supports at home and in their communities. 13. Improve preventative approaches including self-management and giving people information and choice over supports and services. 14. Ensure the highest standards of public protection. Consistent The Chief Social Work Officer of each local authority is required to provide an annual report and a standard template for this purpose is issued by the office of the Chief Social Work Advisor to the Scottish Government. Transparent The report provides a factual account in terms of the delivery of statutory functions and performance and improvement activity across the range of social work services in North Lanarkshire. It represents a significant volume of information that also includes links to other materials. In context The extent of the challenges, both national and local, impacting on the delivery of social work services in North Lanarkshire are highlighted in the report. These include rising demand and complexity of need, reflecting and overlaid by the lasting impact of the pandemic on local communities and the subsequent cost of living crisis. Continued coherence of planning and delivery across all areas of social work is supported both by the core council operating model and specific cross- cutting arrangements within social work, such as leadership and workforce meetings. This close alignment has been particularly important to ensuring a responsive and effective approach to some of the challenges experienced during this period - where both the direct the impacts of the pandemic and the related changes in the needs of local communities have required adjustments in service delivery and flexibility in the deployment of resources. The report also looks forward to reflect on the opportunities for improvement in outcomes for people arising from national policy commitments such as the Promise and the facilitative local context, but also notes the risks to delivery of both improvement and key functions arising from key demand, and financial and workforce pressures (including the level of change capacity required). This is particularly relevant to the uncertainties introduced with respect to proposals for root and branch structural reform through the implementation of a National Care Service (NCS). The recently agreed establishment of a Member Officer Group within the council will support focus on this issue. Balanced • In terms of highlights, a key strength with respect to social work service delivery in North Lanarkshire remains a strong balance of care which has been sustained despite the challenges in service delivery during the pandemic and recovery period. • North Lanarkshire continues to benchmark well nationally with respect to the proportion of adults and children, including those with complex needs, who continue to receive support, including intensive support, within their own homes and communities. • Work across all social work care groups continues to deliver improvement with respect to effective early support, for example, through the testing of the three conversation model in adult services, enhancements in family support and family group decision making for children and families, and a continuing focus on diversion in both adult and youth justice. • Performance in some areas of the service has however been impacted by the significant demand and workforce pressures that are outlined within the report and this has at times impacted on responsiveness and ability to consistently deliver the level of high-quality individualised support which is the aim for all those who are supported. This has meant, for example, some people assessed as having less immediate or critical needs having to wait longer for some aspects of service. • Pressures have been particularly acute with respect to the delivery of home support services but are a feature across many areas of the service. In response, and as reflected more fully within the report, a range of actions are ongoing to redesign and enhance services, maximise the benefits of integrated working, and support the recruitment and retention of staff. Report title Summary Adult Support and Protection 2021/22 and This reports on the work carried out by social work services in respect of the statutory duties set out in the Adult Support and Protection (Scotland) Act 2007. The Adult Support and Protection (Scotland) Act 2007 set up multi-agency Adult Protection Committees (APCs) in every
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2020/22 February 2023 local authority area. The committee monitors and reviews what is happening locally to safeguard adults. It is made up of senior staff from many of the agencies involved in protecting adults who may be at risk. These include staff from the council, the NHS, and the police. The composite report in February 2023 provided an overview of two inter-related Adult Support and Protection reports: a) Social Work Adult Protection Report 2021/22 published in December 2022 - this provides information on adult support and protection activity undertaken by social work services in North Lanarkshire. The council’s social work service remain the statutory lead agency for adult support and protection and, as such, this report details all referrals received during the year in comparison to previous years, and what stage they reached in the adult protection process. The report also provides analysis of the information collated regarding performance and wider developments in adult protection across North Lanarkshire. b) Adult Protection Committee Biennial Report 2021/22 published in November 2022 - this is the seventh Biennial Report which explores strategic, operational, and governance details of adult support and protection on a multi-agency basis, as reflected through the work of the multi-agency Adult Protection Committee. https://mars.northlanarkshire.gov.uk/egenda/images/att99988.pdf Aligned Priority: • Improve the health and wellbeing of our communities. Ambition statement: 14. Ensure the highest standards of public protection. Consistent Adult Protection Committees are chaired by independent convenors, who cannot be members or officers of the council. Adult Protection Committees have a central role to play in taking an overview of adult protection activity and making recommendations to ensure that adult protection activity is effective. Adult Protection Committees are required to submit a report to Scottish Ministers every two years. Transparent The two reports provide a factual account in terms of the delivery of statutory functions and performance and improvement activity across the range of adult support and protection services in North Lanarkshire. They represent a significant volume of information that also includes links to other materials. In context a) Social Work Adult Protection Report 2021/22 • Throughout the year, regular performance management reports have highlighted increased demand on social work human and service resources and the impacts on resources across partner agencies. The service has continued to be effective in providing a consistent statutory response to referrals, and the mitigation of risk. b) Adult Protection Committee Biennial Report 2020/22 • The report reflects the significant partnership response to addressing adult support and protection concerns during the pandemic, including increased monitoring, support, and scrutiny activity given the demographic links between adult support and protection risks and vulnerable members of local communities. This includes a shift to some virtual activity, revised training provision, and operational flexibility to respond to changing risk and need. Balanced a) Social Work Adult Protection Report 2021/22 • Public protection is identified as a high risk on the councils’ corporate risk register. It therefore continues to be subject to scrutiny and monitoring activity as a matter of course. An audit report submitted to the council’s Audit and Scrutiny Panel in September 2021 concluded that arrangements were satisfactory and offered an opinion of reasonable assurance; it also recognised the prioritisation of public protection during the pandemic. • Routine self-evaluation activity of the Chief Officers Group Public Protection has also informed a refresh of multi-agency action plans across all public protection areas to promote consistency of structure. • The 2021/22 annual report provides information on developments to monitoring and supporting adult support and protection activity and reviewing adult at risk referrals from care homes. This has promoted an early intervention approach to identify emerging concerns, specific patterns and/or trends, and provides additional scrutiny and assurance for senior managers and the Chief Social Work Officer. b) Adult Protection Committee Biennial Report 2021/22 • In terms of highlights the report reflects the positive self-evaluation findings of the work of the Adult Protection Committee, with well-established arrangements in place across all aspects of partnership working. This led to reinforced Adult Protection Committee representation across key agendas, such as care home assurance, acute, and the Alcohol and Drug Partnership and is helping to raise the profile of adult support and protection.
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• Positive and innovative practice from partners includes work with the national missing persons project to understand and respond to concerns across all ages and services. This culminated in the development of the North Lanarkshire Multi-Agency Missing Persons protocol. • Commitment to a trauma informed approach to adult protection means that all training and policy development has awareness of the impact of trauma embedded in its content and language. This includes a commitment to safeguarding approach shared with the Child Protection Committee. • Training and learning activity of the Adult Protection Committee includes the development to online training, with over 1,100 people accessing various training opportunities over the two-year period. This has included new training provision to address emerging need, such as self-neglect and hoarding, a GP training programme, and relaunching multi-agency forums to share learning and good practice. • In terms of areas for improvement, the report reflects the progress of the Adult Protection Committee’s Improvement Plan, including ongoing work to improve the quality of chronologies and risk assessments in adult protection cases, and strengthen information sharing. This also includes activity to develop guidance, for example in terms of working with neglect and financial harm. Work is also underway to strengthen representation from people with lived experience within the Committee framework. Report title Summary Health and Social Care North Lanarkshire annual performance report 2021/22 February 2023 The Public Bodies (Joint Working) (Scotland) Act 2014 requires the Integration Joint Board to publish an Annual Performance Report, setting out an assessment of performance in planning and carrying out those functions for which it is responsible. Prior to the pandemic this report carried a statutory reporting timescale. With the cessation of the ensuing emergency legislation, the Annual Performance Report for 2022/23 will revert to the original statutory reporting timescale of 31st July each year. https://mars.northlanarkshire.gov.uk/egenda/images/att100112.pdf Aligned Priority: • Improve the health and wellbeing of our communities. Ambition statement: 12. Ensure our residents are able to achieve, maintain and recover their independence through appropriate supports at home and in their communities. 13. Improve preventative approaches including self-management and giving people information and choice over supports and services. 14. Ensure the highest standards of public protection. Consistent Guidance on the production of the Annual Performance Report was issued by the Scottish Government in March 2016. The report evidences performance against the National Health and Wellbeing Outcomes, National Core Integration Indicators, the Ministerial Strategic Group indicators, and a range of local performance measures. Transparent The Annual Performance Report is a summary of the Health and Social Care Partnership’s performance over the last year (2021/22); it sets out what has been achieved and what needs to be focused on in the future. In context The report highlights the emergency response to the pandemic and the need to refocus available resources on critical areas affected in this respect. While these priorities are continuing into 2022/23, every effort is being made to progress the Response, Recovery, and Remobilisation Plans. Remobilising the full range of Health and Social Care Partnership services is challenging and maintaining innovation and learning from the pandemic has been essential. Although the current operational and financial challenges will inevitably drive the pace of change, improving outcomes for individuals will continue to underpin the IJBs strategic commissioning intentions and the ongoing redesign and integration of health and social care services. The Strategic Commissioning Plan for 2023-26 was approved by the Integrated Joint Board in March 2023. This sets out how the Health and Social Care Partnership will plan and deliver services for North Lanarkshire over the medium term and how these arrangements are intended to achieve and contribute towards achieving the national health and wellbeing outcomes ( https://mars.northlanarkshire.gov.uk/egenda/images/att100339.pdf ). Balanced The report includes benchmarks from a range of other Health and Social Care Partnerships to enable appropriate comparison across the National
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Outcome Indicators. The report contains a summary dashboard in the appendix which provides quarterly performance data for all indicators in the framework as well as targets, and a corresponding RAG status. Report title Summary Quality assurance annual report 2021/22 November 2022 The role of quality assurance covers a range of functions across social work to facilitate the delivery of high-quality services through effective business planning, maintaining quality standards, and information monitoring. The information covered in the November 2022 report relates to social work activities in relation to contracts and contract management, regulatory activity, procurement, complaints, duty of candour, provider sustainability, and children and families. https://mars.northlanarkshire.gov.uk/egenda/images/att99645.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 24. Review and design services around people, communities, and shared resources. Consistent The report for 2021/22 was the first annual quality assurance report produced in this respect. It sets out a commitment to hereinafter provide an annual quality assurance report on activity carried out in the preceding year. Transparent This report was submitted to the Adult Care and Social Work Committee in November 2022 where it was agreed that the report be remitted to the Integration Joint Board, Education Children and Families Committee, and Audit and Scrutiny Panel, for information. The Audit and Scrutiny Panel received this report for due consideration at the Panel meeting in February 2023. In context The covering report sets out the context within social work in which the activities in the annual quality assurance report are undertaken. Balanced The report highlights several developments which have improved the operation of the social work service and the performance of independent social care contractors. It also lists planned developments for 2022/23. Report title Summary Annual data protection report 2021/22 March 2023 This reports on the council’s data protection compliance and activity for the latest financial year in line with the General Data Protection Regulation (GDPR) and the Data Protection Act 2018 (DPA) which came into force on 25 May 2018. https://mars.northlanarkshire.gov.uk/egenda/images/att100062.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 25. Ensure intelligent use of data and information to support fully evidence based decision making and future planning. Consistent The UK GDPR introduced a duty for a public authority to appoint a Data Protection Officer (DPO) to assist in terms of monitoring internal compliance, inform and advise on data protection obligations, provide advice regarding Data Protection Impact Assessments (DPIAs), and act as a contact point for data subjects and the Information Commissioner’s Office (ICO). Accountability is one of the data protection principles and, as such, the council is not just responsible for complying with the UK GDPR but also for demonstrating compliance in this respect. The report in March 2023 from the council’s DPO therefore fulfils the duties of the DPO and demonstrates the council’s compliance in terms of accountability in line with the data protection principles.
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Transparent The report is from the council’s DPO and provides an update in relation to data sharing, breaches, complaints, and training. It complements the Senior Information Risk Owner (SIRO) annual report. In context With a residual risk score of 20 (March 2022) prevalent in respect of the risk for Information Governance and Information Security on the council’s corporate risk register, this subject matter remains as a high priority improvement area for the council. Balanced The report advises that a review of corporate data protection arrangements is currently underway and will be submitted to the relevant committee once concluded. The report also advises that it was previously identified that there was a need to review corporate procedures for dealing with subject access requests to ensure that requests were being dealt with consistently across the council. Although this work was impacted by the pandemic, comprehensive Subject Access Request Guidance was completed in April 2021 and circulated to services in June 2021 for implementation. Report title Summary Senior Information Risk Owner (SIRO) annual report 2021/22 February 2023 This report provides an update relating to the responsibilities of the council’s Senior Information Risk Owner (SIRO). A SIRO is a professional role, which has responsibility for implementing and managing information risks within the organisation. https://mars.northlanarkshire.gov.uk/egenda/images/att99867.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 25. Ensure intelligent use of data and information to support fully evidence based decision making and future planning. Consistent The SIRO role is mandatory for public sector organisations and organisations which are contracted to deliver services under the NHS Standard Contract. The SIRO has oversight of information risks within the organisation and is required to inform and advise on how to mitigate the risk in accordance with the organisation’s risk appetite. The report in February 2023 from the council’s SIRO fulfils the organisation’s responsibilities in this respect. Transparent This report outlines activity and performance related to information governance. It provides assurances that information risks are being effectively managed; what is going well, and where improvements can be made. It complements the data protection annual report by the council’s Data Protection Officer (DPO). In context With a residual risk score of 20 (March 2022) prevalent in respect of the risk for Information Governance and Information Security on the council’s corporate risk register, this subject matter remains as a high priority improvement area for the council. Balanced The report comprises a live improvement plan highlighting activity planned to strengthen existing arrangements. It reports that these actions are progressing well and will be detailed within the SIRO annual report for 2022/23 for due consideration by the Audit and Scrutiny Panel (this is scheduled to be reported in the Panel in February 2024). The key priorities identified within the improvement plan include (a) refreshing and strengthening the approach to mitigating cyber security risks, (b) implementing the improvement actions identified in the Data Governance Board self-evaluation exercise, (c) raising the profile and prioritisation of Information Governance and Data Protection responsibilities, and (d) incremental implementation of the Data and Information Management Strategic Roadmap. Progress against the improvement plan set out in the SIRO annual report will be managed by the Data Governance Board, who will look to further develop policies, guidance, standards, processes, and approaches as appropriate to improve awareness, understanding and compliance with legislative requirements and good practice. Detailed discussions at the Audit and Scrutiny Panel meeting in February 2023 enabled scrutiny to take a deep dive into the council’s information
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governance and information security arrangements. Report title Summary North Lanarkshire Community Planning Partnership - annual report 2021/22 February 2023 The Community Empowerment (Scotland) Act 2015 introduced a range of new requirements on local authorities and community planning partners to empower and strengthen community involvement in the design, planning and delivery of local services. The statutory duty of community planning requires all public sector agencies to work collaboratively in agreeing both strategic and local priorities for their areas to improve outcomes and address poverty and inequalities. https://mars.northlanarkshire.gov.uk/egenda/images/att99827.pdf Aligned Priority: All Ambition statement: All Consistent All Community Planning Partnerships are required to annually review and report on their progress. Transparent The 2021/22 report highlights where community planning in North Lanarkshire is making a positive impact in strengthening partnership working and improving outcomes in line with the shared ambition set out in The Plan for North Lanarkshire. In context The annual report is set out within the context of four key areas which the North Lanarkshire Partnership’s community planning work falls into, i.e. community empowerment and engagement, strategic priorities, partnership initiatives and joint working, and strengthening governance accountability and reporting. Balanced The February 2023 report advises of a self-evaluation exercise - incorporating the views of all those with a role in the differing layers of community planning (i.e. the North Lanarkshire Partnership Strategic Leadership Board members, the officers making up the Local Partnership Teams supporting community planning, and the nine Community Boards). This exercise is currently underway with a view to ensuring continuous improvement in what community planning ultimately aims to achieve, i.e. “community planning is about how local public services work together with communities and third sector organisations to plan and deliver services that will improve long-term outcomes and tackle inequalities”. Report title Summary Public Sector Duties Climate Change annual report 2021/22 February 2023 The Climate Change (Duties of Public Bodies; Reporting Requirements) (Scotland) Order 2015 introduced a legal obligation for public bodies to report annually detailing their compliance with the duties specified in the Climate Change (Scotland) Act 2009 and its subsequent amendments. The report is produced annually for the most recently completed financial year with a submission date of 30th November each year. The annual submission requires the council to demonstrate that, as a public sector organisation, it is contributing to the nationally set climate change targets as well as adhering to its other responsibilities in terms of both adaptation and sustainability. https://mars.northlanarkshire.gov.uk/egenda/images/att99883.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 25. Ensure intelligent use of data and information to support fully evidence based decision making and future planning. Consistent A standard report template is provided to all local authorities which comprises a number of sections which require information on the organisation’s profile, governance, emissions and projects, adaptation, procurement and validation. Within the council, this information is collated annually and verified for submission by council services. Following the introduction of mandatory reporting in 2015, the council took the opportunity to reset its baseline and ensure that any progress reported
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thereafter was consistently based on the carbon boundary identified for 2015/16. Transparent A summary of the council’s annual footprint in terms of emissions (tCO2e) from the baseline year (2015/16) to the end of the latest reporting year (2021/22) is set out in the report in February 2023. This includes the annual emissions target set. A list of the council’s consumption and resulting emissions is contained within an appendix to the report. The report in February 2023 also highlights a sample of the activity and actions contained within the Climate Plan Action Plan which contribute to reducing North Lanarkshire’s emissions as well as encouraging more sustainable practices within the area. In context While the council exceeded its reduction targets in 2019 and 2021, for the current reporting year emissions have increased but not as much as anticipated. This may in part by attributed to the introduction of the Energy Policy in November 2021 where a refined heating regime was introduced. There has been a significant increase in staff mileage resulting in additional miles travelled. Another increase is food waste from commercial premises as they became fully functional at the end of the pandemic restrictions. These two examples highlight the influence policy and other factors (aside consumption) have on greenhouse gas emissions. Balanced The statutory reporting process is supported by the Sustainable Scotland Network who also analyse the annual submissions from the public sector bodies’ reports and report their overall findings publicly. This includes identifying strengths and weaknesses ( https://sustainablescotlandnetwork.org/reports ). Report title Summary Payment of location taxation and benefits update report March 2023 This report provides a regular update on the payment performance for council tax and non-domestic rates, the administration of a range of welfare benefits, and the council tax reduction scheme. https://mars.northlanarkshire.gov.uk/egenda/images/att100094.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. Consistent Produced quarterly, this report provides Elected Members with detailed in year performance figures which can be compared to the same period in previous years. Transparent The year to date performance set out in the report covers a wide range of service activities as well as the amount of funding paid out to help households in need in order to provide a safety net for local people on low incomes. In context The report includes the latest context within which the service is operating; this is of particular relevance given the ongoing administration of grants and support payments required for low income households. The report also advises of any new national grants when they are introduced, or will cease, and the qualifying conditions for receipt of such. Balanced In terms of grants, the report specifies the volume of applications assessed as well as the volume awarded and which were unsuccessful. Report title Summary Financial monitoring report - council summary (revenue) March 2023 This report presents the council’s revenue monitoring position for the General Fund Account, Housing Revenue Account, and Adult Health and Social Care. https://mars.northlanarkshire.gov.uk/egenda/images/att100050.pdf Aligned Priority: • Improve North Lanarkshire’s resource base.
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Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. Consistent The report at each financial period end consolidates the budget monitoring position of all council services into one council summary. Transparent The report highlights and explains major variances as per the council’s approved Financial Regulations. The Financial Regulations require services to remain within their approved budgeting provision, and to report all significant deviations - defined as the higher of £100,000 or 5% - within their budget monitoring reports. In context All activities undertaken by the council are subject to risk, and in acknowledging the council’s approved Risk Management Strategy, services manage these as part of their overall corporate and service planning processes. The March 2023 report states that the current economic climate - such as the rising forecast of pay and non-pay inflation, ongoing pandemic impact, the cost of living crisis, and other external factors - have the potential to impact upon the council’s ability to provide quality services within approved budget levels. Balanced Where significant deviations are identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. This information is captured by Finance and summarised in the overall council report. Report title Summary Financial monitoring report - council summary (capital) March 2023 This report presents the council’s capital monitoring position for the council’s capital programmes, including general services, housing revenue account, City Deal, etc. https://mars.northlanarkshire.gov.uk/egenda/images/att100051.pdf Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. Consistent The report at each financial period end consolidates the capital monitoring position of all council services into one council summary. Transparent The Strategic Capital Investment Programme 2021/22 to 2025/26 was originally approved at Policy and Strategy Committee in March 2021, with an updated programme profile for 2022/23 to 2025/26 approved in March 2022. It represents the total Community Investment Programme incorporating the General Services Capital Programme and HRA Capital Programmes. The programme was developed in conjunction with services and led by the Strategic Capital Delivery Group (SCDG) using the principles established by the council’s Capital Strategy. In context The March 2023 report states that the capital programme continues to face challenges in relation to the wider economic climate linked to availability of materials, contractors and inflationary pressures. Balanced The report provides a breakdown of the overall 2022/23 budget by service programme and associated approved budget movements. Further financial performance information regarding each of the service programmes is also included to provide a narrative in terms of the current position of the capital programme. Report title Summary Financial monitoring - savings March 2023 This report provides an update on the achievement of the three-year financial savings targets and progress in implementing one-off investment priorities. https://mars.northlanarkshire.gov.uk/egenda/images/att100054.pdf
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Aligned Priority: • Improve North Lanarkshire’s resource base. Ambition statement: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. Consistent This six monthly report ensures ongoing oversight by Elected Members in terms of the progress in implementing savings. Transparent A summary of the approved savings for 2022/23 by service is attached to the report in an appendix. In context The six monthly report presents the up to date savings position within the context of the overall budget position for the council. Balanced Each report sets out the context for savings in that services are required to monitor the delivery of their target savings to ensure they remain within their approved budgets and provide periodic progress updates within individual service revenue monitoring reports, identifying alternative solutions to any in- year shortfall envisaged. In addition, services are required to monitor whether the original approved saving has been implemented and if not, provide an explanation along with alternative action required to ensure the recurring financial saving will be achieved going forward. This information is captured by Finance and summarised in the overall council report. Key to RAG status green Performance is on target and/or within acceptable thresholds red Performance does not meet target and is outwith acceptable thresholds blue Performance surpasses the target and exceeds expectations