Strategic Performance Framework - Latest Performance Results for Place
North Lanarkshire Council · 12 May 2023
Back to Enterprise and Fair Work Committee — 12 May 2023 and its agenda
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/PH Date 12/05/23 Strategic Performance Framework - latest performance results for Place From Pamela Humphries, Chief Officer (Place) E-mail HumphriesP@northlan.gov.uk Telephone 07939 280710 Executive Summary Following the structural realignments in the One Place One Plan - Governance update report approved at Policy and Strategy Committee in December 2022, a single Place based service was created that aims to strengthen place based operations across North Lanarkshire and focus on creating local conditions that support inclusive and green growth and enable people to thrive. This realignment brought together a range of place related services in order to further focus efforts on the physical and economic regeneration of North Lanarkshire and create new opportunities that benefit all residents and help reduce poverty and disadvantage. Activity within the realigned Place service therefore comprises the following - Planning, Enterprise, Growth, New Supply, City Deal and Enterprise Projects, and Infrastructure and Transportation. A range of performance indicators are in place within the Place service to assess efficiency and effectiveness in terms of local regeneration, service delivery, and case management on a day to day basis. A suite of statutory indicators also enables performance to be assessed and compared nationally. In this respect Strategic Performance Framework reports in relation to Place are also considered by the Planning Committee and the Housing Committee in line with the terms of reference set out in the Scheme of Administration. The Place service monitors performance in various ways, including subject matter specific review meetings as well as regular management and Board meeting discussions. These meetings make use of the evidence provided by the performance results to inform discussions around the best use of resources, to decide priorities in this respect, and to highlight areas requiring improvement. For strategic overview and scrutiny purposes, this report provides Members of the Enterprise and Fair Work Committee with an update of the latest results for the suite of performance indicators within Place that fall within the remit of this committee.
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Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet, and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
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1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately planned, guided, implemented, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 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. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Enterprise and Fair Work Committee with the latest performance results for Place for Members’ further review and scrutiny. 2. Strategic Performance Framework Enterprise and Fair Work Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Enterprise and Fair Work Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 1. Ensure a housing mix that supports social inclusion and economic growth. 2. Refocus our town centres and communities to be multi-functional connected places which maximise social, economic, and environmental opportunities.
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3. Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure. 4. Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit. 5. Grow and improve the sustainability and diversity of North Lanarkshire’s economy. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Place). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the last four financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the four financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Place - economic regeneration and growth Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Place - economic regeneration and growth.xlsx Current context 2.5 As well as meeting its statutory planning responsibilities, the Place service delivers the council’s physical regeneration and infrastructure projects and strives to attract new investment and employment to North Lanarkshire. The UK’s exit from the European Union, the pandemic, the Russia/Ukraine conflict (including significant increases in the price of oil, gas and many other natural resources) - followed by inflationary pressures and the cost of living crisis - have had a significant impact on service provision and the A higher figure is better A lower figure is better Key to RAG status Performance is on target and/or within acceptable thresholds Performance does not meet target and is outwith acceptable thresholds Performance surpasses the target and exceeds expectations
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delivery of projects and the capital programme in line with original plans and timescales. Supply chain pressures (availability and costs) are expected to continue, and economic forecasters generally do not expect inflation to return to lower levels in the near future. Current pressures are resulting in increasing prices, delays and/or non-availability of certain items and there is no indication these pressures will disappear in the short-term. The Planning (Scotland) Act 2019, and the recently adopted National Planning Framework 4, also bring new challenges for the Place service, principally for the Planning service but also potentially impacting on the delivery of council projects which will need to meet the new requirements. During the pandemic the council played a key role in delivering a range of short-term actions and activity (including the administration of a range of grant schemes, advisory services, and employability and business support programmes) to support businesses and people at risk of becoming unemployed or economically inactive. While continuing to provide support to businesses to help local businesses access available funding and survive the immediate impacts of the pandemic, the council (working with partners) is now striving to support economic recovery in the medium to longer term - within the added context of an increasingly competitive employment market which adds to the challenge. This support aims to not only help businesses to survive, but enable existing businesses to adapt and grow, attract new business growth, and create a more resilient and inclusive economic base for the future. Recent performance highlights 2.6 The number of new businesses per 10,000 population in North Lanarkshire supported by Business Gateway activity remains above national and family group averages. This level of performance is encouraging in the aftermath of the pandemic as it is also reflected in the council’s measure which shows that 579 new businesses were supported through financial and non-financial assistance (through both council funded and Business Gateway activity) in 2021/22. New business formation is a good indicator of how helpful the council is in enabling entrepreneurship in the business environment. The long-term impacts of the pandemic in terms of survival rates for businesses surviving for at least five years does not yet show a decrease in the number of businesses surviving, the impact to date appears to be more on the creation of new enterprises. Development work is underway to further enhance recording, monitoring, and reporting of the extent of the council’s business support and engagement; new indicators in this respect will be introduced into Strategic Performance Framework reporting for 2024/25. The Economic Regeneration Delivery Plan (ERDP) seeks to co-ordinate and maximise the economic impact of the council’s place-based investment in housing, town centres, infrastructure and industrial developments. In addition to the direct benefits that these programmes bring to local communities, the council’s investment also provides construction employment opportunities, which, for the period 2019/20 - 2021/22 is estimated at 1,040 jobs as a result of ERDP related investment. Areas of performance requiring improvement 2.7 Town vacancy rates remains higher than the national and family group averages. However, this is a short-term measure that can only be impacted upon by long-term activities and the council already has in place a large-scale transformation programme
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for North Lanarkshire’s town centres, including, for example, ambitious plans to re- develop Cumbernauld town centre. The most recent update in this respect was reported through the ERDP performance framework annual progress report in August 2022. The ERDP aims to create vibrant mixed-use towns where people live, work, shop, eat, and access local services. As such, recognition needs to be given to the fact that vacancies may temporarily increase where vacant possession of redundant retail centres or land assembly is required to enable transformative change. Next steps 2.8 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Place areas of work during 2023/24. Report Description Committee Committee cycle Planning performance framework This report updates on the Scottish Government’s feedback on the performance of the planning and place service for the latest year based on the Planning Performance Framework (PPF) submitted each year. Planning Committee Cycle 1 in 2024 Economic Regeneration Delivery Plan (ERDP) Performance Framework The ERDP Performance Framework was approved by Committee in February 2021. This comprises a group of performance indicators at three levels. These indicators aim to collectively provide an overview of how the North Lanarkshire economy is performing as well as help to understand the impact that the delivery of the ERDP is having on improving economic opportunities and outcomes for all. Enterprise and Fair Work Committee Cycle 3 in 2023 Fusion Assets Fusion Assets is a wholly owned subsidiary of the council. It focuses on delivering physical economic regeneration projects across North Lanarkshire and in particular industrial development - a market where there is currently limited speculative development. Unlike more traditional council owned property companies, Fusion Assets is more similar to an urban regeneration company whose role is focused on the redevelopment of vacant and derelict land and brownfield sites rather than commercial property management. Enterprise and Fair Work Committee Cycles 2 and 4 in 2023 New supply programme update on progress This report aims to provide an update regarding progress with the delivery of the new supply programme which aims to deliver 5,000 new homes by 2035. Housing Committee Cycle 4 in 2023 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain
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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 4.1 Appendix 1 - High-level performance overview Pamela Humphries Chief Officer (Place)
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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 ☒ 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? 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?
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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 ☒ 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? Managing and monitoring service performance supports the ongoing monitoring of the service’s risk register. 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 Place High-level performance overview - as at March 2023 Note, the figures for vacant and derelict land, kilometres of active travel routes, and estimated jobs created are cumulative and therefore the 2021/22 figures in the table below refer to the period from 2019/20 to 2021/22.
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