Strategic Performance Framework - latest performance results for Business and Digital
North Lanarkshire Council · 13 September 2023
Back to Finance and Resources Committee — 13 September 2023 and its agenda
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref KH/SL Date 13/09/23 Strategic Performance Framework - latest performance results for Business and Digital From Katrina Hassell, Chief Officer (Business and Digital) E-mail HassellK@northlan.gov.uk Telephone 07903 096121 Executive Summary Business and Digital comprises two areas of activity that work corporately across the council: • Technology Strategy Solutions, who are responsible for the live delivery and operational management of technology solutions required to support services and schools in delivering front line day to day operations and in progressing activities which facilitate delivery of the council’s strategic place-based ambition. A key aspect of this area of activity is also the development of the technology estate, its solutions, and integrations with third party suppliers. • Business Strategy, who are responsible for driving business change, improvement, and service redesign in order to provide efficient and effective services in line with the council’s, and the North Lanarkshire Partnership’s, strategic aims and plans. This area of activity also includes measuring success against The Plan for North Lanarkshire and ensuring the established frameworks and supporting governance remains relevant and up to date. Business and Digital maintains a range of performance indicators which are monitored in various ways, including subject matter specific monthly review meetings as well as quarterly business management meeting discussions. These meetings make use of the evidence base provided by the performance results to inform discussions around the best use of resources and decide priorities in this respect, as well as to highlight areas requiring improvement. The service’s four weekly risk management meetings also consider the impact of performance achieved within critical areas of the service. For strategic overview and scrutiny purposes, this report provides Members of the Finance and Resources Committee with an update of the latest results for the suite of performance indicators used by Business and Digital to inform service delivery and underpin operational decisions. Recommendations It is recommended that the Finance and Resources 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 aligned, planned, guided, implemented, and governed. 1.2 These 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 Finance and Resources with the latest performance results for Business and Digital for Members’ further review and scrutiny. 2. Strategic Performance Framework Finance and Resources Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Finance and Resources Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 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.
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25. Ensure intelligent use of data and information to support fully evidence based decision making and future planning. 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 (Business and Digital). 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 five 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 five 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 Business and Digital 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 Business and Digital.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 two years, while resuming business as usual activities at pace. 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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• The changing structure required following approval to insource those services previously outsourced to Wipro (supplier of the ICT service delivery contract), the alignment of service provision following the insourcing of culture, sport, and leisure services (previously delivered through Culture and Leisure NL Limited), and the final steps in the integration of the schools’ technician’s service. • Service specific advancements in terms of the procurement of the Connectivity project in December 2021. • The end of the contract with Agilisys in April 2022 and the ensuing significantly reduced resource available going into 2022/23. • The direction set for the service in the DigitalNL - 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. • The development of the Business and Digital Integrated Programme Plan which aims to capture all areas of activity across the service and serve as a guide to support resource planning and operational delivery, as well as the relevant project management and governance controls. Recent performance highlights 2.6 According to the Ofcom Connected Nations update, 98.6% of properties in North Lanarkshire receive superfast broadband - the 3rd highest of all 32 local authority areas in Scotland. Ofcom define superfast broadband as supporting download speeds of at least 30Mbit/s. Fibre connectivity - which requires fibre optic cabling which supports higher speeds than the copper cables used in traditional networks - is sitting at 30% across North Lanarkshire. The Connectivity contract currently being delivered aims to transform the area’s digital infrastructure and aim (by the summer of 2024) to ensure that 85% of homes across North Lanarkshire have access to gigabit capable broadband earlier than planned; to date 250 of the planned 340 kilometres of ultrafast, full fibre digital network has been laid. Areas of performance requiring improvement 2.7 As advised in the performance report to Finance and Resources Committee in March 2023, an area of activity under review has been that in relation to service desk incidents resolved within target. Following the insourcing of Wipro, this indicator was changed to capture all severity level 3 tickets in order to provide a more complete picture of all incidents that require to be resourced by the service. This has increased the volume of incidents recorded within this indicator and required a closer analysis of demand in order to fully understand the asks of the service and manage these in a way that takes into consideration all the related component parts of the service to be delivered as well as improvements required in the longer term (which can often result in an initial backlog of issues which require to be resolved in order to ensure a successful transition to a new approach). This analysis has helped to build up a picture to help understand demand and support resource allocation and the outcome from this analysis has been balanced against the need to prioritise workloads across the whole service, as opposed to the previous contractually driven model. This is essential in order to achieve a more agile and responsive approach that balances development, maintenance, and operational activities moving forward. The decision has therefore been taken to set a more realistic target moving forward that is based on recent trends and service capacity and adjust this figure to 85%.
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2.8 A system upgrade has temporarily impacted on the master citizen record (MCR) figures as at the 2022/23 year-end. The MCR is a list of citizens that the council has a relationship with, it identifies these customers across back-office systems to ensure that citizens get access to their own unique contact record when accessing digital services. This process is supported through a MyAccount verification. MyAccount is a free and secure sign-in service, providing a username and password to allow access to online digital services in North Lanarkshire and across Scotland. The work required to upgrade Multivue (which is the system that provides a single view of the citizen, i.e. the MCR, which is often known as the golden record) meant the connections to CRM Dynamics (the system which creates the contact record when MyAccounts are set up) had to be temporarily suspended to update configurations between the systems. This has temporarily impacted on the work that is undertaken between CRM Dynamics and Multivue routinely throughout the year in order to verify existing, and new, citizen records and ensure the golden record remains up to date and all personal data is accurate, current, and complies with data protection legislation. Once the connections between the systems are switched back on (by the end of the summer 2023) and the verification work can be brought up to date, the performance figures for the master citizen record (MCR) will be able to be updated accordingly. 2.9 As advised in the performance report to Finance and Resources Committee in March 2023, the complaints handling ratio was under review to ensure that the council remained 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. However, the implementation of the new Dynamics complaints system, combined with a significant increase in the volume of complaints recorded, had impacted on the figures shown for 2021/22 when the ratio had dropped to 8 out of every 10 complaints. Following further analysis of the complaints performance data, and a series of discussions with the cross council Complaints Working Group, findings show that there was not an increase in the volume of complaints received by the council per se. The increase in volume in general reflects areas of service (i.e. social work and services within the arms’ lengths external organisations) which had not previously been included as part of the former Lagan complaints recording system, but were now being included in the new Dynamics complaints system. To delve deeper into the way complaints were being handled and the impact this was having on the ratio, a workshop with the cross council Complaints Working Group (which involves those responsible for co-ordinating complaints within their service) considered performance of complaints handling, as well as what was working well in terms of the process, what was not working well, and possible solutions. A number of areas for improvement were identified (such as training and awareness raising, maintaining consistency in complaints handling, and ensuring a common understanding of implementing the local authority model Complaints Handling Procedure in practice and the use of the Dynamics system) and an improvement plan is being developed for implementation by the Complaints Working Group during 2023/24. Next steps 2.10 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service,
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statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Business and Digital areas of work during 2023/24. Report Description Committee Committee cycle Senior Information Risk Owner (SIRO) annual report This report provides an update relating to the responsibilities of North Lanarkshire Council’s Senior Information Risk Owner (SIRO) and 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). • Latest report in February 2023: https://mars.northlanarkshire.gov.uk/egenda/images/ att99867.pdf Audit and Scrutiny Panel Cycle 1 in 2024 North Lanarkshire Community Planning Partnership - annual report 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. Community Planning Partnerships must also annually review and report on their progress. • Latest report in February 2023: https://mars.northlanarkshire.gov.uk/egenda/images/ att99827.pdf Communities Committee Cycle 1 in 2024 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
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Katrina Hassell Chief Officer (Business and Digital)
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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 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 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 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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Improvements in the presentation of performance information to various audiences is being advanced further in line with the development of the DigitalNL work package for the Business Intelligence 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 ☒ 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? The implementation of the Strategic Performance Framework, and Member’s scrutiny of individual services therein, contributes towards the mitigation of the risks on the Corporate Risk Register for Governance, Leadership, and Decision Making and Managing Strategic Change. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐
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Appendix 1 Business and Digital High-level performance overview - as at July 2023 2023/24 ytd (for monthly or quarterly monitored indicators only) IT systems - number of priority 1 outages i082 lower figure is better number 69 80 27 34 45 60 blue blue 6 16 blue blue The number of occasions that a priority service (P1) has not been available to users decreased to 27 in 2020/21 after a high volume the previous three years. The level of system availability remained low and below target in 2021/22 with 34 outages in total. However performance has increased to 45 in 2022/23 and while this remains below target, it is the second consecutive increase. Following a review of the target (which was set in 2019) and considering the increasing age of the technology assets, the annual target has been reduced from 60 per year to 48 for 2023/24 (a decrease from 5 outages per month to 4). Service desk - % of all Severity Level 3 incidents resolved within target i083 higher figure is better % 97.4 96.0 94.4 92.7 76.0 95.0 red red 72.4 85.0 red red Prior to April 2022 this measure related to the performance of the service delivery partner Wipro before insourcing. From April 2022, performance monitoring was expanded to capture all Severity Level 3 tickets in order to provide a more accurate picture of all incidents that require to be resourced across the whole of Business and Digital. This is reflected in the increase in the volume of incidents to be resolved which was 6,933 in 2020/21 to 7,941 in 2021/22 to 11,802 in 2022/23. Performance against the target of 95% has been monitored since the insourcing and as it relates to the previous indicator measurement, this has now been updated to be more reflective of the current trends and resourcing requirements. Service desk calls - % respondents who replied to say they were satisfied with the service i084 higher figure is better % 99.6 99.6 99.6 99.4 97.3 95.0 green gre en 96.2 95.0 green gre en Customer satisfaction levels over the years have remained on a steady trend and above target. Prior to March 2022 a non response was counted as satisfied. After March 2022 only responses received (with a satisfied or disatisfied response) are counted. This has significantly reduced the volume of responses recorded within this indicator by more than 80%, with responses now averaging less than 400 per month (compared to over 3,000 prior to March 2022); however it does mean a more accurate record of satisfaction. It is a low response rate however (on average less than 6%) considering the volume of service desk calls now recorded in the indicator above. Service desk - % tickets logged through the self-help portal i128 higher figure is better % 3.5 6.8 6.2 53.0 58.4 n/a 58.9 70.0 red red New arrangements were implemented in May 2021 to push all non-critical traffic down a self-serve digital channel. This indicator monitors the usage of that channel and thus the effectiveness of the digital transformation. 58.4% of calls made in 2022/23 have been made through the portal, compared to 53% at the 2021/22 year year, and 6.2% at the 2020/21 year end. Usage of the portal has levelled out in recent months as the corporate estate is now fully enabled to utilise this functionality, thus impacting on the ability to further maximise usage of the portal. However, work is planned to enable primary schools to use the portal and maximise usage further, with a developer and partner now commissioned and reviewing requirements. To continue to monitor usage of the portal by the corporate estate and ensure this is maximised, a target has been set for 2023/24 onwards trend comments2018/19 unit of measureme nt 2023/24 RAG status (for monthly or quarterly monitored indicators only) 2023/24 ytd target 2022/23 RAG status ideal directionidIndicator 2022/23 target2022/232021/222020/212019/20 0 20 40 60 80 100 18/19 19/20 20/21 21/22 22/23 23/24 ytd 70.0 75.0 80.0 85.0 90.0 95.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 ytd 70.0 75.0 80.0 85.0 90.0 95.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0.0 20.0 40.0 60.0 80.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 ytd
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2023/24 ytd (for monthly or quarterly monitored indicators only) IT incidents i129 lower figure is better number 18,261 12,935 17,602 15,668 13,589 n/a 3,162 n/a The volume of corporate IT incidents has remained relatively steady over the years, with no significant trends occuring in the corporate or school estates. 2023/24 ytd data is as at June 2023. IT service requests i130 lower figure is better number 40,971 44,955 49,155 33,684 36,633 n/a 9,956 n/a The volume of corporate IT requests has remained relatively steady over the years, with no significant trends occuring in the corporate or school estates. 2023/24 ytd data is as at June 2023. Data protection - number of breaches i126 lower figure is better number 62 67 49 69 92 n/a 26 n/a The number of data breaches in 2022/23 (92) shows a 33% increase compared to the previous year. The volums of breaches and near misses are kept under review by the Data Governance Board, where any learning or remedial actions are identified; these are subsequently cascaded council wide through the Data Management Team. Due to a higher than usual increase in the volume of data breaches in 2022/23, an analysis was undertaken to ascertain the root cause. The increased volume was found mainly to be due to operating error (for example keeping details on systems up to date to avoid information being sent to wrong addresses, the use of auto-fill in Outlook, ensuring blank forms are sent to those that request them (and are not already completed with someone else’s details), ensuring the correct attachments for letters / e-mails, and the importance of knowing how to use Glow. Remedial action is undertaken as at the point the breach is found (i.e. staff training, learning from mistakes, and reiterating the need to avoid basic admin errors) to try and ensure the same issue does not recur. In addition, work is currently underway to address the dangers of auto-fill in Outlook. All Chief Officers, and the council's senior management team, are continuing to monitor employee uptake of the mandatory e-learning modules, including the module for information security awareness. There were 26 breaches in 2023/24 to date, as at June 2023. Data protection - number of near misses i127 lower figure is better number 1 2 4 5 2 n/a 1 n/a The volume of near misses has remained low over the years but this continues to be monitored by the council's Data Governance Board. There was 1 near miss in 2023/24 to date, as at June 2023. Master citizen record - % of NL population with a master citizen record Pi108 higher figure is better % 59.9 65.4 66.1 38.2 21.0 40.0 red red only measured annually n/a Figures for 2022/23 are lower than usual as the Multivue system, which provides the master citizen record (the single view of the customer) was undergoing an upgrade. Due to work being carried out, the connections to the system which creates each citizen's account were temporarily suspended which meant there were no updates between the two systems during this time. The connections are due to be switched back on by the end of the summer 2023, at which point the performance figures will be able to be brought back up to date. trend comments2018/19 unit of measureme nt 2023/24 RAG status (for monthly or quarterly monitored indicators only) 2023/24 ytd target 2022/23 RAG status ideal directionidIndicator 2022/23 target2022/232021/222020/212019/20 0 20 40 60 80 100 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0 2 4 6 8 10 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0 5,000 10,000 15,000 20,000 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0 10,000 20,000 30,000 40,000 50,000 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0 20 40 60 80 100 2018/19 2019/20 2020/21 2021/22 2022/23
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2023/24 ytd (for monthly or quarterly monitored indicators only) Broadband - % of properties receiving superfast broadband ECON8a higher figure is better % 97.7 97.9 98.1 98.6 n/a only measured annually n/a According to the Ofcom Connected Nations update, 98.6% of properties in North Lanarkshire receive superfast broadband - the 3rd highest of all 32 local authority areas in Scotland. Ofcom define superfast broadband as supporting download speeds of at least 30Mbit/s. However, fibre connectivity - which requires fibre optic cabling which supports higher speeds than the copper cables used in traditional networks - is currently sitting at 30% across North Lanarkshire and therefore the undernoted indicator has been introduced to ensure fibre connectivity is reflected as well. Fibre - % of residential premises in North Lanarkshire with full fibre availability ECON8b higher figure is better % 30.4 n/a only measured annually n/a Using the same data source as the Broadband indicator above (i.e. the Ofcom Connected Nations annual report), this indicator measures the proportion of residential premises that have coverage from a full fibre service from a fixed broadband. Full fibre coverage is defined as services that provide a fibre optic cable from the exchange to the end user's home or office. This shows that 30.4% of residential premises (48,421 out of the 159,516 in scope) have full fibre availability. The Connectivity contract currently being delivered aims to transform the area’s digital infrastructure and aim (by the summer of 2024) to ensure that 85% of homes across North Lanarkshire have access to gigabit capable broadband earlier than planned; to date 250 of the planned 340 kilometres of ultrafast, full fibre digital network has been laid. Complaints - % complaints dealt with at the frontline at stage 1 i113a higher figure is better % 92.1 89.9 91.3 82.5 81.4 90.0 red red 74.6 90.0 red red The Complaints Handling Procedure (CHP) sets out the council's aim to provide a quick, simple, and streamlined process for responding to complaints early and locally by capable, well-trained staff. Where possible, the council aims to deal with the complaint at stage 1, i.e. at the frontline. This indicator measures the ratio of complaints closed at stage 1. Historical figures in this respect show that the council has consistently responded to 9 out of 10 complaints received at stage 1; however, this ratio dropped to just over 8 out of 10 complaints in 2021/22 and 2022/23. Following further analysis of the complaints performance data, various discussions with the Corporate Complaints Group, and a workshop to delve deeper into the way complaints were being handled a number of areas for improvement have been identified (such as training and awareness raising, maintaining consistency in complaints handling, and ensuring a common understanding of implementing the local authority model Complaints Handling Procedure in practice) and an improvement plan is being developed for implementation by the Complaints Working Group during 2023/24. trend comments2018/19 unit of measureme nt 2023/24 RAG status (for monthly or quarterly monitored indicators only) 2023/24 ytd target 2022/23 RAG status ideal directionidIndicator 2022/23 target2022/232021/222020/212019/20 0 20 40 60 80 100 2018/19 2019/20 2020/21 2021/22 60 80 100 18/19 19/20 20/21 21/22 22/23 23/24 ytd 0 20 40 60 80 100 2018/19 2019/20 2020/21 2021/22