Strategic Performance Framework - latest performance results for Finance
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 EK Date 13/09/23 Strategic Performance Framework - latest performance results for Finance From Elaine Kemp, Chief Officer (Finance) E-mail KempE@northlan.gov.uk Telephone 01698 302408 Executive Summary This report has been prepared in line with the Council’s Strategic Performance Framework and enables progress against strategic priorities and day to day operations to be regularly reported to service committees to support Elected Members in their role of monitoring and scrutinising service performance. This can support the identification of areas requiring further investigation or improvement. The report represents the six-monthly Performance Review for Finance across a range of measures. The Service continues to deal with demand pressures and additional workloads as a result of the lingering effects of the pandemic and cost-of-living support payments, however performance continues to be strong across a number of areas including Council Tax collection and administration of Benefits and Scottish Welfare Fund. There are, however, areas where performance is lower than expected, including with Creditors processing times. The service has an action plan in place to improve service resilience and performance. 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. The Plan for North Lanarkshire Priority All priorities Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions
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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 Committee with the latest performance results for Finance 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: 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions 2.2 The high-level performance overview in Appendix 1 presents Members with a summary
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of the latest results for each performance indicator within the remit of the Chief Officer (Finance). 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 Finance 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 Finance.xlsx Current context 2.5 The Finance restructure implemented from April 2022 aimed to support greater resilience and effectiveness which has helped the service improve performance across a number of areas. However, during 2023/24 the service continues to experience increasing demand for services such as Scottish Welfare Fund and other benefit applications as the cost of living crisis continues. Recent performance highlights 2.6 The service continues to demonstrate positive trends across several cost measures including improvements in the cost of the closure of the annual accounts, the cost of collecting Council Tax and cost per case for Housing Benefits and Council Tax 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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reduction. These improvements are largely as a result of the service’s ability to absorb additional demand. 2.7 For Council Tax collection, 2022/23 witnessed the highest percentage of income collection in year across the five year period. However, this can largely be attributable to the Scottish Government’s Cost of Living Award payment during 2022/23. Areas of performance requiring improvement 2.8 Payment of invoices - % paid within 30 calendar days of receipt shows a 2022/23 figure of 76.0% compared to 84.2% in the prior financial year. The service area has seen a significant surge in demand following the insourcing of Culture and Leisure NL and had to commit resources to support improvements to purchase to pay processes, electronic invoicing and payment cards. During the early part of 2023/24 the Creditors function is processing invoices received within three working days. This follows the service restructure in April 2022 which provided greater capacity and resilience within the team. The service continues to work with administrators and authorisers across the council to reduce the time taken for invoices to reach the Creditors team for processing. Next steps 2.9 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant committee can expect to receive the following in respect of Finance during 2023/24. Report Description Committee Committee cycle Payment of local taxation and benefit update This report provides an update on the payment performance for council tax and non-domestic rates and the administration of welfare benefits and Council Tax Reduction Scheme. Finance and Resources Committee Each cycle Treasury Management annual activity report This report fulfils the key requirements of the council’s reporting procedures for Treasury Management in accordance with the CIPFA Code of Practice on Treasury Management and the CIPFA Prudential Code for Capital Finance in Local Authorities and reports on the council’s performance in complying with the mandatory prudential indicators. Finance and Resources Committee Cycle 3 in 2023 Financial monitoring report - council summary (revenue) This report presents the council’s revenue monitoring position for the General Fund Account, Housing Revenue Account, and Adult Health and Social Care. Finance and Resources Committee Each cycle Financial monitoring report - council summary (capital) This report presents the council’s capital monitoring position for the council’s capital programmes, including general services, housing revenue account, City Deal, etc. Finance and Resources Committee Each cycle Financial monitoring - savings This report provides an update on the achievement of the three-year financial savings targets and progress in implementing one-off investment priorities. Finance and Resources Committee Each cycle
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Annual accounts (audited) The Local Authority Accounts (Scotland) Regulations 2014 require the council to prepare an annual Statement of Accounts in accordance with proper accounting practices. These regulations also required that, as committee of the authority whose remit includes audit or governance functions, the Audit and Scrutiny Panel meet to consider the audited annual accounts with the aim to approve these for signature no later than 30th September, and to publish these by 31st October immediately following the financial year to which they relate. The Local Authority Accounts (Scotland) Regulations 2014 require the council to prepare an annual Statement of Accounts in accordance with proper accounting practices. These regulations also required that, as committee of the authority whose remit includes audit or governance functions, the Audit and Scrutiny Panel meet to consider the audited annual accounts with the aim to approve these for signature no later than 30th September, and to publish these by 31st October immediately following the financial year to which they relate. Audit and Scrutiny Panel Cycle 2 in 2023 (unaudited accounts) Cycle 3 in 2023 (audited accounts) 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 Elaine Kemp Chief Officer (Finance)
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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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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? 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 Finance High-level performance overview - as at July 2023 2023/24 ytd (for monthly or quarterly monitored indicators only) Statutory financial reports - % completed by deadline date i099 higher figure is better % 100.0 100.0 100.0 100.0 100.0 100.0 green green only measured annually 100.0 All statutory financial reports continued to be completed by the deadline date. Treasury - % of prudential indicators complied with i100 higher figure is better % 100.0 100.0 100.0 100.0 100.0 only measured annually 100.0 The council continues toa chieve 100% compliance with the suite of prudential indicators. Accounts - cost of closure of accounts as a % of gross expenditure i095 lower figure is better % 0.021 0.019 0.019 0.016 0.012 0.030 blue blue only measured annually 0.030 There has been an increase in Gross Expenditure in the Annual Accounts compared with prior year coupled with decreases in costs of completion due to staff vacancies. Accounts - % variation between forecast outturn and actual outturn i096 ideal direction is as close to zero as possible % -0.837 -0.157 0.029 -0.776 0.446 0.000 green green only measured annually 0.000 Increased year end allocations to earmarked reserves as services seek to manage future year risks. In addition, year end assessment of the provision for expected credit losses associated with historical Council Tax arrears Council tax - % of income due from council tax collected in the year Pi119 higher figure is better % 94.08 94.08 93.32 94.61 94.95 95.0 green green 0.0 The improvement in the Council Tax collection rates during 2022/23 is largely attributable to the impact of the Scottish Government's Cost of Living Award (£150 allocated to Council Tax accounts of eligible properties). Council tax collection - cost of collecting council tax per dwelling i093 lower figure is better £ 6.37 6.65 8.65 7.90 7.88 10.50 blue blue only measured annually 0.00 The cost of collecting Council Tax reduced marginally during 2022/23 as the number of dwellings on the Council Tax roll increased more significantly than costs of administering Council Tax. Council tax - % payers opting to pay by direct debit i115 higher figure is better % 55.3 55.9 57.5 59.2 59.0 54.0 blue blue only measured annually 0.0 The total number of Council Tax payers paying by Direct Debit increased by 0.5% but the total number of additional properties exceeded this, resutling in a slight drop in performance during 2022/23. Over the period of the data provided the number of council tax payers paying by direct debit has increased by 22.5% from 77,154 in 2015/16 to 94,545 in 2022/23. 2019/20Indicator id ideal direction unit of measureme nt 2018/19 2020/21 2021/22 2022/23 2022/23 target 2023/24 target comments2022/23 RAG status 2023/24 RAG status (for monthly or quarterly monitored indicators only) The figures for this indicator accumulate during the year; it is only at the year end that the YTD figure is comparable to the target trend 90.0 92.0 94.0 96.0 98.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 90.0 92.0 94.0 96.0 98.0 100.0 2018/19 2019/20 2020/21 0.00 0.01 0.02 0.03 2018/19 2019/20 2020/21 2021/22 2022/23 -1.00 -0.50 0.00 0.50 1.00 2018/19 2019/20 2020/21 2021/22 2022/23 80.0 85.0 90.0 95.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 4.0 6.0 8.0 10.0 2018/19 2019/20 2020/21 2021/22 2022/23 40.0 60.0 80.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23
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2023/24 ytd (for monthly or quarterly monitored indicators only) Non domestic rates - % collected in the year Pi120 higher figure is better % 96.30 96.12 92.65 93.68 94.43 95.8 green green 0.0 Non domestic rates collection rates as at the end of 2022/23 (94.43%) show an increase from the previous year (93.68%), but this is still showing signs of being impacted by the wider economic pressures as the levels of collection remain below pre-pandemic and pre-cost of living crisis levels. Payment of invoices, council wide - % paid within 30 calendar days of receipt i094 higher figure is better % 89.9 84.2 82.5 84.2 76.0 96.0 red red 0.0 Council performance in processing invoices in 30 days dipped in 2019/20 as the service was required to support a number of other priorities such as improving Purchase to Pay processes, introduction of electronic invoicing, the introduction / maintenance of Purchase Cards and the initial impact of the pandemic. During the early part of 2023/24 the Creditors function is processing invoices received within three working days. This follows the service restructure in April 2022 providing greater capacity and resilience within the team. The service continues to work with administrators and authorisers across the council to reduce the time taken for invoices to reach the Creditors team. Benefits administration - gross cost per case for housing benefits and council tax reduction i039 lower figure is better £ 30.54 12.48 18.09 23.42 20.83 27.50 blue blue only measured annually 0.00 Recent costs of processing claims continues to be significantly below historical levels. Benefits administration - average days to process new claims Pi062 lower figure is better number 24.6 16.8 15.0 13.2 14.6 21.0 blue blue annual indicator measures average days taken for processing; volume of transactions is monitored monthly 0.0 The service continues to process new claims within statutory guidance levels and is working with colleagues in Business and Digital to develop business processes to continue to improve processing times. Benefits administration - average days to process claims for changes of circumstances Pi063 lower figure is better number 7.4 4.7 4.3 4.1 5.0 7.0 green green annual indicator measures average days taken for processing; volume of transactions is monitored monthly 0.0 Performance during 2022/23 was impacted by a number of staff absences. The service continues to process new claims within statutory guidance levels and is working with colleagues in Business and Digital to develop business processes to continue to improve processing times. 2019/20Indicator id ideal direction unit of measureme nt 2018/19 2020/21 2021/22 2022/23 2022/23 target 2023/24 target The figures for this indicator accumulate during the year; it is only at the year end that the YTD figure is comparable to the target comments2022/23 RAG status 2023/24 RAG status (for monthly or quarterly monitored indicators only) trend 80.0 85.0 90.0 95.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 60.0 70.0 80.0 90.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 0.0 10.0 20.0 30.0 40.0 2018/19 2019/20 2020/21 2021/22 2022/23 0.0 5.0 10.0 15.0 20.0 25.0 30.0 2018/19 2019/20 2020/21 2021/22 2022/23 0.0 5.0 10.0 15.0 20.0 2018/19 2019/20 2020/21 2021/22 2022/23
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2023/24 ytd (for monthly or quarterly monitored indicators only) Scottish Welfare Fund crisis grants - % decisions made within one day CORP9 higher figure is better % 97.5 100.0 94.8 93.0 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. The service has seen significant increases in demand for Crisis Grants and aims to process applications within the statutory two working day limit. Scottish Welfare Fund community care grants - % decisions made within 15 days CORP10 higher figure is better % 94.8 99.0 88.5 89.8 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. The service has seen significant increases in demand for Community Care Grants and aims to process applications within the statutory fifteen working day limit. Performance during 2023/24 has improved to better than ten working days. Scottish Welfare Fund - % of budget spent CORP11 higher figure is better % 100.7 102.0 66.1 103.2 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a The year end overspend of £0.210m is reflective of the increased demand for grants with an increase in awards for Crisis Grant of 17.6% in 2022/23 compared to 2021/22. In addition, the average value of awards has increased during 2022/23; with a 6.5% increase in average award for Crisis Grants and 11.1% increase in average award for Community Care Grant Discretionary housing payments - % of funding spent CORP12 higher figure is better % 110.0 111.7 111.2 104.3 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. Scottish Welfare Fund community care grant - number of applications received i120a number 4,213 4,696 6,417 0 n/a n/a This demonstrates an 52% increase in applications received from the position in 2019/20. In response to increasing demands, the restructure implemented in April 2022 aimed to provide greater resilience in managing peaks in demand for Scottish Welfare Fund. As a result, the service currently manages to assess these applications within the parameters outlined by statutory guidance. Scottish Welfare Fund community care grant - council spend i120b £ 1,630,684 1,782,166 2,833,341 0 n/a n/a Council spending during 2021/22 was augmented by additional resources provided by the Scottish Government and through the Council's own resources. This ensured applications could continue to be assessed at Medium priority level. Scottish Welfare Fund crisis grant - number of applications received i121a number 15,795 15,965 18,233 0 n/a n/a The service has witnessed a 15% increase in applications received relative to the position in 2019/20. In response to increasing demands, the restructure implemented in April 2022 aimed to provide greater resilience in managing peaks in demand for Scottish Welfare Fund. As a result, the service currently manages to assess these applications within the parameters outlined by statutory guidance. Scottish Welfare Fund crisis grant - council spend i121b £ 983,240 1,036,228 1,380,299 0 n/a n/a Council spending during 2021/22 was augmented by additional resources provided by the Scottish Government and through the Council's own resources. This ensured applications could continue to be assessed at Medium priority level. 2019/20Indicator id ideal direction unit of measureme nt 2018/19 2020/21 2021/22 2022/23 2022/23 target 2023/24 target comments2022/23 RAG status 2023/24 RAG status (for monthly or quarterly monitored indicators only) trend 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 2019/20 2020/21 2021/22 80.0 85.0 90.0 95.0 100.0 2018/19 2019/20 2020/21 2021/22 80.0 85.0 90.0 95.0 100.0 2018/19 2019/20 2020/21 2021/22 60.0 80.0 100.0 120.0 2018/19 2019/20 2020/21 2021/22 60.0 80.0 100.0 120.0 2018/19 2019/20 2020/21 2021/22 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 2019/20 2020/21 2021/22 0 5,000 10,000 15,000 20,000 2019/20 2020/21 2021/22 0 500,000 1,000,000 1,500,000 2019/20 2020/21 2021/22
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2023/24 ytd (for monthly or quarterly monitored indicators only) Discretionary housing payments - number of applications i122a number 9,735 10,122 10,804 10,861 10,561 n/a n/a Following increases in the number of applications during 2018/19 and 2019/20, the service has seen the volume of applications largely stabilise since, with a marginal reduction of around 3% during 2022/23 in this demand led area. Discretionary housing payments - value of awards i122b £ 4,495,281 5,071,258 6,008,692 6,192,883 6,149,719 n/a n/a Council spend in this respect mirrors the volume of applications. Reserves - total useable reserves as a % of council annual budgeted net revenue FINSUS1 higher figure is better % 11.9 12.2 22.4 33.2 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. Reserves - uncommitted General Fund Balance as a % of council annual budgeted net revenue FINSUS2 higher figure is better % 1.1 1.0 2.8 3.4 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. Affordability - ratio of Financing Costs to Net Revenue Stream FINSUS3 lower figure is better number 7.3 7.5 5.0 5.0 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. Affordability - ratio of Financing Costs to Net Revenue Stream, Housing Revenue Account FINSUS4 lower figure is better number 12.6 12.9 12.1 12.8 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. Annual budget - actual outturn as a percentage of budgeted expenditure FINSUS5 higher figure is better % 97.64 99.03 97.93 99.95 n/a Only measured annually. Benchmarking indicator, for which there is a time lag in data being published; 2022/23 data will be published by the IS in the spring of 2024. n/a These four measures have newly been introduced into the Local Government Benchmarking Framework (LGBF) by the Improvement Service as they aim to provide useful and timely insight on policy critical issues such as vulnerability, poverty, and inequality and which will be increasingly important considering the impact of the cost of living. 2019/20Indicator id ideal direction unit of measureme nt 2018/19 2020/21 2021/22 2022/23 2022/23 target 2023/24 target comments2022/23 RAG status 2023/24 RAG status (for monthly or quarterly monitored indicators only) trend 0.0 10.0 20.0 30.0 40.0 50.0 2018/19 2019/20 2020/21 2021/22 0.0 2.0 4.0 6.0 8.0 10.0 2018/19 2019/20 2020/21 2021/22 0.0 2.0 4.0 6.0 8.0 10.0 2018/19 2019/20 2020/21 2021/22 0.0 5.0 10.0 15.0 20.0 25.0 2018/19 2019/20 2020/21 2021/22 0.0 20.0 40.0 60.0 80.0 100.0 2018/19 2019/20 2020/21 2021/22 0 2,000 4,000 6,000 8,000 10,000 12,000 2018/19 2019/20 2020/21 2021/22 2022/23 0 2,000,000 4,000,000 6,000,000 8,000,000 2018/19 2019/20 2020/21 2021/22 2022/23