Strategic Performance Framework - latest performance results for Community Operations
North Lanarkshire Council · 3 May 2023
Back to Environment and Climate Change Committee — 3 May 2023 and its agenda
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref AM Date 03/05/23 Strategic Performance Framework - latest performance results for Community Operations From Andrew McPherson, Chief Officer (Community Operations) E-mail McPhersonA@northlan.gov.uk Telephone 07939 280467 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 Community Operations service was created to strengthen the council’s delivery of community operations and put people and communities at the heart of the change that The Plan for North Lanarkshire aims to achieve. This realignment brought a wide range of community facing services in relation to the council’s environmental assets (i.e. Street Cleaning, Grounds Maintenance, Cemetery Services, Roads Maintenance Operations, and Country Parks for the Future) together with regulatory services (i.e. Environmental Health and Trading Standards), and services in respect of Waste Solutions, Fleet Resources, and the Built Environment. A substantial range of performance indicators are in place within Community Operations to assess efficiency and effectiveness in terms of service delivery and case management on a day to day basis. A suite of statutory indicators also enables costs and satisfaction to be assessed and compared nationally. The service monitors performance in various ways, including subject matter specific review meetings as well as regular management 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 Environment and Climate Change Committee with an update of the latest results for the suite of performance indicators within Community Operations. Recommendations It is recommended that the Environment and Climate Change 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.
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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 Environment and Climate Change Committee with the latest performance results for Community Operations for Members’ further review and scrutiny. 2. Strategic Performance Framework Environment and Climate Change Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Environment and Climate Change Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 14. Ensure the highest standards of public protection. 16. Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations.
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17. Ensure we keep our environment clean, safe, and attractive. 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 (Community Operations). 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 Community Operations 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 Community Operations.xlsx Current context 2.5 The service’s operating environment has changed significantly in recent years and, as such, the performance information presented in Appendix 1 should be considered within the context of the following: • The extent to which the service has supported the council in terms of responding to and recovering from the pandemic over the last three years, while maintaining service delivery of critical areas of public health and safety in line with legislation, and then resuming business as usual activities at pace which involved dealing with significant volumes in terms of a backlog. • In resuming business as usual activities, many areas of the service have experienced a subsequent increase in the volume of business which has added to the caseloads which require to be dealt with (e.g. in environmental health). 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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• New legislation implemented in the aftermath of the pandemic has impacted on inspection regimes and required changes to processes and ways of working (e.g. in food safety). • A significant rationalisation exercise is underway across the waste service to allow consolidation of the service within key depot facilities. This in turn will result in overall efficiencies for the service with the resulting effect of freeing up space for other service areas to consolidate their own facilities and ultimately provide a capital receipt for the council through the sale of any depot deemed surplus to requirements. • There is currently an ongoing review of the overall structure of the new Community Operations service to ensure that any opportunities and service efficiencies with the recent amalgamation of the two service areas are highlighted and maximised. Recent performance highlights 2.6 The council’s performance in respect of A class roads (i.e. major and strategic roads) and B class roads (i.e. roads serving a local purpose and connecting to strategic roads) which are considered to require maintenance treatment continues to remain lower than the averages for Scotland and the family group of similar councils: • 17% of A class roads in North Lanarkshire are considered to require maintenance treatment compared to the Scottish average (27.6%) and the family group of similar councils (24.2%); this is the third lowest in Scotland. • 23% of B class roads in North Lanarkshire are considered to require maintenance treatment compared to the Scottish average (33.6%) and the family group of similar councils (24.3%); this is the eighth lowest in Scotland. Latest results show 43.2% of household waste was recycled in North Lanarkshire. This is a marked improvement compared to recent years and the council is now above the national average (42.7%). Recycling rates also show improvement over the period of The Plan for North Lanarkshire (from a baseline rate of 41.1%). Areas of performance requiring improvement 2.7 The volume of requests for pest control visits continues to remain high although the provision of the free rodent control service up to the end of the 2022/23 financial year will have had a significant impact on this. From 1 April 2023, the council made the decision to reinstate pest control charges for rats and mice. A report to the Environment and Climate Change Committee in February 2023 (https://mars.northlanarkshire.gov.uk/egenda/images/att99874.pdf) provided an update on the steps that continue to be taken in respect of the action plan which was devised in order to direct resources to the areas of most significant rodent concern, co- ordinating the council’s response to the best effect, and deliver improvements. 2021/22 results for performance in building warrants is lower than the target and previous years, although performance has picked up in 2022/23 to date. The volume of business - which had increased significantly in 2019/20 and remained high over the period of the pandemic - has returned to pre-pandemic levels. However the pandemic resulted in an increase in design work and building warrant submissions, and a shift in focus during the early phases of the pandemic from site work to building warrant submissions. Staff shortages, support issues, and system outages have since impacted on the latest performance results achieved. The service’s cost indicators for roads and environmental health (prepared by the Improvement Service through the Local Government Benchmarking Framework
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(LGBF)) reported an increase in spend during 2020/21 and 2021/22 that was counter to the long-term pre-pandemic trend. The increased expenditure in 2021/22, in particular, reflects a resumption in activity that had been deferred during the pandemic and also included additional funding provided to address the recovery period from the pandemic. Overall the performance results available through the Local Government Benchmarking Framework (LGBF) suite of indicators represents a mixed picture across all councils in Scotland. In some instances councils have sustained and strengthened improvement trends in a number of policy critical areas. In other areas (particularly those community related services) there has been a decline which has often been caused, or exacerbated, by the pandemic; this includes areas which were previously improving pre-pandemic (such as street cleanliness levels). 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 Community Operations areas of work during 2023/24. Report Description Committee Committee cycle Business Regulation (food law and occupational health and safety law) service plan All local authority regulators of food law and occupational health & safety law must plan their enforcement and advisory activities and, in accordance with independent auditor preference, present that plan (with an update on performance achieved to date) before a relevant committee for its approval. Environment and Climate Change Committee Cycle 3 in 2023 Annual Building Standards performance There is a statutory requirement to produce and publish on the council website an Annual Building Standards Verification Performance Report. The report includes a broad range of performance and service improvement information, and it looks back at the previous 12 months, as well as looking forward to the next period. n/a, published on the council’s website in the autumn each year Cycle 2 in 2023 Scottish Road Works Commissioner annual road works performance review The Scottish Road Works Commissioner oversees improvements to the planning, co- ordination, and quality of road works by both local authorities and statutory undertakers in Scotland. The council has a statutory duty under section 118(1) of the New Roads and Street Works Act 1991, to co-ordinate the execution of works of all kinds in roads for which they are responsible: (a) In the interests of safety. (b) To minimise inconvenience to persons using the road. (c) To protect the structure of the road and integrity of apparatus in it. This report will present details of the Scottish Road Works Commissioner’s annual performance review in terms of how well the council is meeting its statutory obligations. n/a, submitted to the Commissioner each year Cycle 3 in 2023 Amey Public Services LLP The council created the roads, street lighting, and winter maintenance services LLP in 2010, following a tender exercise for a strategic partner to deliver such services over a ten year period. The successful bidders were Amey Environment and Climate Change Committee Cycles 2 and 4 in 2023
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Local Government Limited, and the contract commenced on 14 December 2010. 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 4.1 Appendix 1 - High-level performance overview Andrew McPherson Chief Officer (Community Operations)
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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 Community Operations High-level performance overview - as at March 2023
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