Strategic Performance Framework - latest performance results for People Resources
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 FW Date 13/09/23 Strategic Performance Framework - latest performance results for People Resources From Fiona Whittaker, Chief Officer (People Resources) E-mail whittakerf@northlan.gov.uk Telephone 07973 729532 Executive Summary Changes to the overall performance results for measures aligned to the People Resources service have been primarily driven by movements in our overall absence performance. Although the Council is performing well in non-teaching absence with respect to both the Scottish average and our comparator Local Authorities, we have seen a significant deterioration around short term absence over the last two quarters of 22/23. This deterioration has been seen across both the public and private sectors and is thought to be due to unrecorded cases of covid, where individuals who are not testing are presenting as sick with flu like symptoms and other stomach bugs and ailments. Levels of teacher absence continue to be of concern for the Council, however a specific plan of work to address this has now been agreed as detailed in the report below. Our performance across gender pay gap measures continues to be stable in this reporting period. 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 Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition
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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 People Resources 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: 23. Build a workforce for the future capable of delivering on our priorities and shared ambition. 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 (People Resources). 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 People Resources 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 People Resources.xlsx Current context 2.5 The Council continues to operate in a challenging context with respect to absence rates in terms of the continued impact of the pandemic on both short-term absence rates and long-term absence due to delays in medical treatment. Recent performance highlights 2.6 Despite the fact that the Council’s overall absence is lower than the Scottish average and very favourable in terms of our comparator Local Authorities, we have seen significant deterioration in rates of short-term absence over the last two quarters of 22/23. 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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2.7 It is understood that this trend has been seen elsewhere for example with NHS Lanarkshire reporting a similar trend in absence in the first half of 22/23. 2.8 It is thought that there is a clear link with reported spikes in coronavirus rates, with many individuals no longer testing and an associated increase in staff reporting short term sick with flu like and other abdominal and gastric ailments. 2.9 This effect has been so pronounced that abdominal and gastric has now become the third most frequent reason for short term absence. 2.10 Despite ongoing concern, the Council has seen a slightly improving trend for teacher absence in the last 12 months, with our relative positioning in the local government benchmarking framework improving to the highest level we have seen for the last 3 years. Despite this we remain well below the Scottish average and poor in comparison, to our peer Local Authorities. Areas of performance requiring improvement 2.11 Due to the increased short term sickness issues highlighted above, all performance indicators for sickness absence currently remain above the Council’s target of 9.86 days for 22/23. Work will continue across the services to bring this level back to target in the next quarter. 2.12 Teachers absence remains of concern and a specific action plan to significantly improve absence in this area has been agreed between the Education & Families Service and People Resources. This will include the implementation of a revised teachers absence policy and approach which is more aligned to the approach implemented for non-teaching employees, which has been very successful in reducing overall rates of absence. Next steps 2.13 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 Committees can expect to receive the following in respect of insert service name during 2023/24. Report Description Committee Committee cycle End of year absence statistics This reports on the council’s year-end outturn position (including teachers and local government employees) for the average FTE days lost due to sickness absence. • Latest report in October 2022: https://mars.northlanarkshire.gov.uk/egenda/images/att9 9108.pdf JCC for Local Government Employees Cycle 4 of 2023 Public Sector Equality Duties Every two years public bodies covered by the Public Sector Equality Duties (PSED) are required to publish a number of reports and information to evidence how they are meeting the needs of people whose characteristics are protected by the Equality Act 2010 - the PSED (General Duty). • Latest report in May 2023: https://mars.northlanarkshire.gov.uk/egenda/images/att1 00517.pdf Wellbeing and Tackling Poverty Committee / Cycle 2 of 2023
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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 Fiona Whittaker Chief Officer (People Resources)
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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? A new absence policy will be developed for Teaching staff. 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 People Resources High-level performance overview - as at July 2023 2023/24 ytd (for monthly or quarterly monitored indicators only) Sickness absence, all employees - average number of days lost per employee Pi132 lower figure is better number 10.39 11.12 7.06 9.46 10.20 9.86 red red 9.92 Although the Council's overall absence performance remains below the scottish average, we have seen significantly increased levels of short term absence in the last quarter. This is in line with trends seen elsehwere in the public sector and is thought to be due to increased levels of unreported COVID sickness where individuals are not testing but are experiencing flu like symptoms. Sickness absence, teachers - average number of days lost per employee Pi133 lower figure is better number 8.01 8.15 4.53 6.43 7.06 6.42 red red 6.44 The Council's sickness absence performance for teachers remains of concern and is above the Scottish average. Although our relative position shows and improving trend, there is still significant room for improvement. A joint action plan has now been agreed between people resources and the service to reduce levels of absence. This will inlcude the implemntation of a revised policy and approach for Teachers absence. Sickness absence, all employees but excluding teachers - average number of days lost per employee Pi134 lower figure is better number 11.20 12.21 8.05 10.57 11.19 10.94 red red 10.99 The Council's performance in non-teaching absence remains well below the Scottish avegage and compares well against our family group, however there has been a slight deterioration against target over the last quarter due to significantly increased levels of short term absence. Gender pay gap - % gap between average hourly rate of pay for male and female employees Pi136 lower figure is better % 4.65 3.09 4.65 4.90 4.97 only measured annually The Council's gender pay gap remains relatively stable but has increased slightly over the last 12 months. Work is underway to look a a deeper analysis of the factors which are driving our gap and these are thought to be primarily due to occupational segregation, and a higher volume of female staff undertaking part time work. Equal opportunities - % of women employees in top 5% earners of all employees Pi135 higher figure is better % 61.0 61.5 63.0 61.4 62.2 only measured annually This figures remains stable and the Council has good female representation across its senior positions in all servcies. RIDDOR - number of reported injuries, diseases, dangerous occurrences Pi143 lower figure is better number 64 60 30 44 32 only measured annually Reportable riddor incidents have continued to show a positive decreasing trend in 2022/23. trend comments2020/21 2021/22 2022/23 2022/23 target 2023/24 target 2022/23 RAG status2019/20Indicator id ideal direction unit of measurement 2018/19 0.00 5.00 10.00 15.00 2018/19 2019/20 2020/21 2021/22 2022/23 0.00 2.00 4.00 6.00 8.00 10.00 2018/19 2019/20 2020/21 2021/22 2022/23 0.00 5.00 10.00 15.00 2018/19 2019/20 2020/21 2021/22 2022/23 0.00 2.00 4.00 6.00 8.00 10.00 2018/19 2019/20 2020/21 2021/22 2022/23 0.0 20.0 40.0 60.0 80.0 2018/19 2019/20 2020/21 2021/22 2022/23 0 20 40 60 80 2018/19 2019/20 2020/21 2021/22 2022/23