Latest Performance Results for Housing Management
North Lanarkshire Council · 10 May 2023
Back to Housing Committee — 10 May 2023 and its agenda
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 10/05/23 Strategic Performance Framework - latest performance results for Housing Management From Stephen Llewellyn, Chief Officer (Housing Management) E-mail LlewellynS@northlan.gov.uk Telephone 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. Executive Summary The purpose of this report is to highlight the 2022/23 year to date performance of the Housing Management service for the performance indicators at Appendix 1. Recommendations It is recommended that the Housing Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet, and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
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1.3 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 Housing Committee with the latest performance results for Housing Management for Members’ further review and scrutiny. 2. Strategic Performance Framework Housing Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Housing Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 1. Ensure a housing mix that supports social inclusion and economic growth. 2.2 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 (Housing Management). 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. A higher figure is better A lower figure is better
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• 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 Housing Management 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 Housing Management.xlsx Current context 2.5 As the cost of living continues to rise many of our tenants are facing mounting financial pressure. We have introduced a new Rent Assistance Fund which will help council tenants on low-incomes and universal credit who don’t currently qualify for any other UK or Scottish Government financial support. Members will be aware that the recent committee report dated 15 February 2023 on the rent assistance fund highlighted that over 10,000 tenants, 70% of whom are on universal credit, are experiencing rent arrears. The rent assistance fund will seek to ensure tenancy levels are maintained despite the challenges faced by cost of living rises. Feedback we are receiving from frontline staff is that rising energy costs and rising food costs are putting increasing financial pressure on families in North Lanarkshire which has led to an increase in tenants contacting the service looking for assistance. In addition, the service has seen an increase in homeless presentations of approximately 12% over the year. Committee will be aware we welcomed families escaping the conflict in Ukraine to North Lanarkshire. Two towers have been repurposed to provide safe, secure residences and have offered a sense of place and community for up to two hundred families, mainly women and children. Recent performance highlights 2.6 Our percentage lets to homeless has increased this year at 41.1%, almost 7% higher than last year’s outturn and over 4% higher than our target of 37%. The percentage of decisions made within 28 days for households under 25 years old presenting as 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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homeless is above our target of 95% at 97.33%. We continue to achieve high levels of satisfaction with the quality of temporary accommodation at 96.63%, 2.63% above our target of 94%. This satisfaction is due to the continual review of the quality of furnishings and fittings in our accommodations as well as a high level of decoration of the properties. Areas of performance requiring improvement 2.7 The percentage of decisions made within 28 days for households presenting as homeless is slightly below our target of 95% at 94.19%, this figure reflects the transient nature of the client group, where maintaining contact to allow staff to make decisions within timescale can be difficult. Monthly audits and training for new housing advisors as well as the introduction of new backshift housing advisors are all measures we have taken to improve this area of service. The new backshift housing advisors will help engage with service users at other times out with standard working hours. The average number of days to re let properties has increased to 32.16 days due to a number of factors, with the percentage of rent due in the year that was lost due to properties being empty (Void rent loss %) is sitting just above target at 1.01%. Service pressures have been particularly difficult and recruitment of relevant trades by our contractors continue to have a direct impact on service delivery in the turnaround of vacant properties. Regular Liaison between the housing management teams, housing property teams and our main repair contractor is ongoing with weekly and daily monitoring of our vacant properties taking place. 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 Housing Management areas of work during 2023/24. Report Description Committee Committee cycle Scottish Housing Regulator: annual landlord report This report presents the annual landlord report published by the Scottish Housing Regulator (SHR) which shows Scotland’s social landlords’ performance for both Local Authorities and Registered Social Landlords (RSL’s) against the Scottish Social Housing Charter (SSHC). Housing Committee Cycle 4 in 2023 Scottish Housing Regulator: Annual Assurance Statement Since April 2019, Social Landlords in Scotland are required to advise the Scottish Housing Regulator (SHR) if they meet the regulatory standards and requirements by submitting an Annual Assurance Statement between April and October each year. Each landlord should confirm in its Statement its level of compliance with all of the relevant requirements at section 3 of the Regulatory Framework. The SHR assesses each Statement as part of their regulatory risk assessment and publishes an engagement plan for each landlord. From March 2021, RSL Housing Committee Cycle 3 in 2023
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engagement plans include a regulatory status which is the SHR judgment on whether the RSL complies with regulatory standards and requirements. Annual housing / Scottish Social Housing Charter performance report The annual performance report to tenants is designed to keep tenants, service users, and other customers informed of council performance and how the council is progressing towards meeting the outcomes of the Scottish Social Housing Charter (SSHC). n/a, published on the council’s website in the autumn each year Community safety CCTV performance This report provided a one off update on the performance of the Community Safety Hub following its merger into Housing. Moving forward this report will be incorporated into the service’s programme of annual service performance reports. Housing Committee Cycle 2 in 2023 Homeless performance and processes This report provided a one off update in terms of performance in relation to the provision of homelessness services which continued to be delivered throughout the pandemic and, despite the challenges the pandemic brought, highlights many areas of improved performance. Moving forward this report will be incorporated into the service’s programme of annual service performance reports. Housing Committee Cycle 32 in 2023 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 Stephen Llewellyn Chief Officer (Housing Management)
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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 ☒
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If Yes, please provide a brief summary of the impact? 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.
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Appendix 1 Housing Management High-level performance overview - as at March 2023
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