Strategic Performance Framework - Latest Performance Results for the Tacking Poverty Service
North Lanarkshire Council · 5 May 2023
Back to Wellbeing and Tackling Poverty Committee — 5 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 05/05/23 Strategic Performance Framework - latest performance results for the Tacking Poverty Service From Alison Gordon, Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) E-mail GordonAl@northlan.gov.uk Telephone 01698 332001 Executive Summary As part of its broader Tackling Poverty Strategy. Towards a fairer North Lanarkshire, the council provides general and specialist welfare rights services and supports to individuals and families in North Lanarkshire which are crucial to those who are entitled to benefits, including those on low incomes. This assists service users to claim all benefits to which they are entitled. The main focus of all welfare rights work is to support income maximisation through provision of direct advice and support for claims, consultation and guidance for fieldwork staff, representing clients at tribunals and hearings, and supporting specialist social work services. Successful welfare rights interventions (where individuals are awarded extra benefit) frequently means that, as a result of increased income, they are better able to manage their own affairs and may not require further social work services. Successful outcomes in terms of income maximisation therefore play a vital role across social work services including those for adults, children and families, justice services, mental health, and addictions as well as supporting address associated health inequalities, housing sustainability and community wellbeing and bringing further income into the local economy. The Tackling Poverty team provide an annual activity report to committee that provides details of the income maximisation work carried out in that year. A range of performance indicators are also in place to monitor efficiency and effectiveness in terms of service delivery and case management on a day to day basis. This also allows year on year comparisons. For strategic overview and scrutiny purposes, this report provides Members of the Wellbeing and Tackling Poverty Committee with an update of the latest results for the suite of performance indicators for the Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) that are within the remit of this Committee. Recommendations It is recommended that the Wellbeing and Tackling Poverty 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.
Page 2
The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
Page 3
1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately planned, guided, implemented, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long- term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Wellbeing and Tackling Poverty Committee with the latest performance results for the Tackling Poverty service for Members’ further review and scrutiny. 2. Strategic Performance Framework Wellbeing and Tackling Poverty Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Wellbeing and Tackling Poverty Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 9. Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people. 11. Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial
Page 4
inclusion. 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 Social Work Officer (Children, Families, Justice, and Integrated Practice). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the last four financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the four financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Tackling Poverty 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 Tackling Poverty.xlsx (sharepoint.com) 2.5 Current context 2.5.1 Local approaches to tackling poverty and reducing inequality continue to be driven in line with the Towards a Fairer North Lanarkshire Tackling Poverty Strategy 2020-23 (approved in June 2020) which is focused on the key drivers of poverty. In doing so, this strategy sets out an integrated approach to coordinating resources across the council (and with partners) to support effective delivery and ensure fairer outcomes for all local people can be achieved and sustained. 2.5.2 The effects of the pandemic impacted many individuals and communities in North Lanarkshire and brought income maximisation and the wider work undertaken to tackle 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
Page 5
poverty into a sharper focus, highlighting the impact of low paid and insecure work in particular. The subsequent impact of the war in Ukraine on the economy alongside the wider cost of living crisis (with high inflation, price increases on energy, soaring fuel and food costs, and a real term cuts in wages) continue to acutely affect inequality and poverty in North Lanarkshire, impacting the most vulnerable individuals in local communities. 2.5.3 In 2022, the council agreed a range of measures that required to be introduced to respond to the cost of living crisis and assist residents in this respect. An update in terms of the implementation of these measures was considered by the Policy and Strategy Committee in March 2023, and a further update regarding future support is scheduled to be presented to the Wellbeing and Tackling Poverty Committee in cycle 3 of 2023. 2.6 Recent performance highlights 2.6.1 Council activity in terms of tackling poverty generated £35m in additional benefit income for the residents of North Lanarkshire during 2021/22. This is higher than the previous year (£24m) and the amount predicted (£30m) for the year. 2.6.2 In cost/benefit terms, for every £1 invested by the council in income maximisation for local residents and the local economy this generated £27.52 in 2021/22. This is higher than the previous year (£19.10). 2.7 Areas of performance requiring improvement 2.7.1 21,485 benefits checks were undertaken during 2021/22 to identify if the person’s income is fully maximised or if there are any shortfalls which can be remedied via the benefit system. This is lower than predicted, but a benefit check is available to all of North Lanarkshire's residents and is carried out for all who request this service. To date in 2022/23, 17,703 checks have been undertaken as at February 2023 suggesting a slight fall in in year checks undertaken. Further analysis will be undertaken to identify any factors behind this alongside continued promotion of the service. This will include analysis of referrals made by services as well as contact made with the first-point-of contact helpline whose capacity has recently been extended to provide also wider cost- of-living advice and support. 2.8 The provision of financial education for school pupils through the MACA programme shows a sharp decline over this period as this was unable to be delivered due to the pandemic. A refreshed programme has now been re-established with delivery linked to Future Fridays, and therefore it is anticipated this trend will be reversed going forward. 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 service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Tackling Poverty areas of work during 2023/24. Report Description Committee Committee cycle Local child poverty The Child Poverty (Scotland) Act 2017 places a duty on local authorities and NHS Policy and Strategy Cycle 3 in 2023
Page 6
action report Boards to jointly develop and publish an annual Local Child Poverty Action Plan. The annual Child Poverty Action Report covers previous year activities and outlines future plans, in line with the statutory requirements and aligned to the Plan for North Lanarkshire. Committee Service activity annual report This report provides details of the income maximisation work carried out by the tackling poverty team in the last year. Also covered within the report is the activity undertaken by the external services commissioned by the council under the commissioning model. Wellbeing and Tackling Poverty Committee Cycle 3 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 Alison Gordon Chief Social Work Officer (Children, Families, Justice, and Integrated Practice)
Page 7
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact?
Page 8
Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Managing and monitoring service performance supports the ongoing monitoring of the service’s risk register. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
Page 9
Appendix 1 Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) High-level performance overview - as at March 2023
Page 10
No embedded text on this page.