Agenda Document Pack - Wellbeing and Tackling Poverty Committee - 03/11/2023
North Lanarkshire Council · 3 November 2023
Back to Wellbeing and Tackling Poverty Committee — 3 November 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
25 October 2023 Members of the Wellbeing and Tackling Poverty Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Wellbeing and Tackling Poverty Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Friday, 03 November 2023 at 10:00 AM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Andrew Rose Clerk Telephone: 07951 409714 Clerk Email: rosean@northlan.gov.uk G Woods, C Costello, D Ashraf, C Barclay, B Baudo, H Brannan-McVey, J Cairns, G Currie, F Fotheringham, W Goldie, J Jones, P Kelly, A Khan, J Leckie, H Loughran, B McCluskey, A McCrory, F McNally, J McPhilemy, L Mitchell, L Nolan, P Patton, G Robinson, A Thomas, C Williams, Page 1 of 26
Page 2
Page 2 of 26
Page 3
Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Presentation - Illegal Money Lending Receive presentation from officers from the Illegal Money Lending Unit at Trading Standards, Scotland 3 Presentation - Tackling Poverty Strategy - Next Steps and Action Plan Receive presentation from the Business Manager, Social Inclusion providing detail on the Action Plan and proposed next steps following approval of the new Strategy at the Policy and Strategy Committee on 28 September 2023 4 Our Progress as a Fair Work Employer Submit report by the Chief Officer (People Resources) providing an update on progress in relation to the Council’s achievements to date as a Fair Work Employer (copy herewith) 5 - 16 5 Strategic Performance Framework - latest performance results for the Tacking Poverty Service Submit report by the Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) providing an update of the latest results for the suite of performance indicators for her Service which are within the remit of this Committee (copy herewith) 17 - 26 Page 3 of 26
Page 4
Page 4 of 26
Page 5
North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☐ Yes ☒ No Ref AC/FW Date 03/11/23 Our Progress as a Fair Work Employer From Fiona Whittaker, Chief Officer (People Resources) E-mail Whittakerf@northlan.gov.uk Telephone 07973 728628 Executive Summary This report provides Committee with progress in relation to the Council’s achievements to date as a Fair Work Employer. Positively, it sets out how North Lanarkshire Council’s current employment practices not only go further than our statutory responsibilities in this area, but also fulfil the principles of the Scotland’s Fair Work Convention’s Framework (2016) that sets out an approach to fair work that offers:- • effective voice • opportunity • security • fulfilment and • respect The report also advises members that in March 2023, at the Joint Consultative Committee meeting, the Council and Trade Unions signed a joint statement to cement our approach to Fair Work First aiming to ensure that as an organisation who is in receipt of public funding and grants, we are meeting the terms of Fair Work First criteria. Recommendations It is recommended that the Wellbeing and Tackling Poverty Committee: (1) Acknowledge the ongoing positive work within the Council to meet our duties as a Fair Work Employer. 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 Programme of Work One Service Item 4 Page 5 of 26
Page 6
1. Background 1.1 Scotland’s Fair Work Convention was established in 2015 with a remit to drive forward fair work in Scotland. Its vision is that by 2025 people in Scotland will have a world leading working life where fair work drives success, wellbeing and prosperity for individuals, businesses, organisations and society. 1.2 The Conventions Fair Work Framework (2016) sets out that fair work is work that offers effective voice, opportunity, security, fulfilment and respect; that balances the rights and responsibilities of employers and workers and that can generate benefits for individuals, organisations and society. 1.3 In addition, the Scottish Government has set criteria for access to public sector grants and contracts through Fair Work First. These criteria align with the dimensions of Fair Work, and are focused on: • providing effective channels for effective employee engagement. • investing in workforce development. • not using zero hours contracts inappropriately. • taking action to tackle the gender pay gap and create a more diverse and inclusive workplace. • committing to paying the Real Living Wage. • offering flexible and family friendly working practices for all workers from day one of employment; and • opposing the use of fire and rehire practice. 2. Report Fair Work Framework 2.1.1 This report provides details on how the Council has embedded the principles of Scotland’s Fair Work Convention Framework (2016) that describes fair work as work that offers:- • effective voice • opportunity • security • fulfilment and • respect 2.1.2 The report also advises committee on the Fair Work First joint statement agreed at the March meeting of the Joint Consultative Committee and published on the Council website. 2.1.3 On a historical basis, the Council has maintained a positive track record of established Fair Work practices against this framework, however in a difficult post pandemic labour market, and with employers struggling to find enough skilled candidates to meet business needs, it has never been more important for us to continue our work in this area. 2.1.4 As an employer of choice, we also need to respond to shifting expectations in workplace culture, both in terms of flexibility, with hybrid working becoming the norm, and in terms of the increasing demands of younger employees to offer meaningful work with career progression which makes a difference in our communities. Page 6 of 26
Page 7
2.1.5 To build on our existing strengths and deliver new Fair Work approaches both in our own workplace, and wider within North Lanarkshire’s Labour Market and Economy, we must all go beyond the statutory responsibilities placed on us and demonstrate leadership in adopting and driving fair work principles. The Fair Work Charter provides a helpful framework to guide us. Delivery of our Fair Work Commitments 2.2 Set out below is the Council’s current progress as an employer in the delivery of Fair Work against the key categories of the Fair Work Framework (2016). Effective Voice 2.2.1 Effective voice is much more than just having a channel of communication available within organisations. It requires a safe environment where dialogue and challenge are dealt with constructively and where employee views are sought out, listened to and can make a difference. Valuing relationships with our trade unions 2.2.2 As well as working with our recognised trade unions in key governance and decision- making structures including the Joint Consultative Committee, we: - • have TU monthly updates and quarterly meetings between TUs and our Chief Executive. • recognise trade unions across all employee groups for the purpose of collective bargaining and support membership. • provide facility time to support regular engagement between our trade unions and their members. • make available to trade union representatives, wherever possible, reasonable facilities necessary for them to carry out their duties efficiently and communicate effectively with their members; and • engage in constructive dialogue with our employees and their trade union representatives to address workplace issues and disputes. Employee Equality Forum (EEF) 2.2.3 The Council has an Employee Equality Forum (EEF) that provides a mechanism between the Council and its employees to engage on equality matters. • we involve members of the EEF in working groups that are set up to advance equality for example Disability Confident Leader and the former Black Lives Matter Working Groups. • we consult our EEF on policy development and take their views into consideration. • we provide facility time for the EEF to meet to progress its work; and • we involve the EEF in the development of employee equality surveys and initiatives. 2.2.4 Recently we have engaged with our Black, Asian and Minority Ethnic employees to find out their experiences of working for the Council and have asked our disabled employees to tell us about their experiences of accessing reasonable adjustments. Page 7 of 26
Page 8
All of the information provided has now been included within our workplans to advance equality in and for our workforce. Investors in People 2.2.5 IIP is an internationally recognised standard held by over 10,000 organisations across the world. IIP is “underpinned by a rigorous assessment methodology and a framework which reflects the very latest workplace trends, essential skills and effective structures required to outperform in any industry”. 2.2.6 The assessment against the IIP framework is undertaken using an online survey which is made available to all employees across the organisation as well as discussions with a representative sample of the workforce. This provides a robust set of evidence. The Council is accredited at IIP Silver level. Achieving this level demonstrates that we have embedded a range of high-performance work practices, which align with Fair Work principles. 2.2.7 In the longer term, the Council is also considering its wider approach to ensure that we have effective employee voice, and this includes more regular engagement with our frontline staffing groups to Opportunity 2.3 Fair opportunity is more than the chance to access work. Attitudes, behaviours, policies and practices within the organisation and, crucially, the outcomes these produce signal and reflect the value placed on fair opportunity within the workplace. Being a Flexible Employer 2.3.1 Providing access to flexible workstyles is a key way of allowing women– who are often forced into part-time, low paid work due to caring responsibilities to take up greater opportunities that allow them to access full-time employment and progression. This is turn helps us to tackle the Gender Pay Gap. 2.3.2 Our Smarter Working Policy provides for a range of workstyles to suit the circumstances of individual employees and to have a healthy work life balance and Happy to Talk Flexible Working logo in all job adverts signals that we are a flexible employer to prospective employees. 2.3.3 We also have many policies and procedures to support our employees at times when they need it – respecting that as individuals, situations in their lives outside of work can change and require support in the short and sometimes long term. These include: • Part time and term time working arrangements. • Carers Policy • Job Share Policy • Gender Based Violence Policy • Time off for Dependent • Parental Leave • Career Break • Compassionate and other special leave; and • Time off for voluntary and other public duties. Page 8 of 26
Page 9
Employer Accreditation Programmes 2.3.4 We participate in a number of employer accreditation programmes that provide the focus and frameworks to advance our employment practices. 2.3.5 Disability Confident Leader. Following an external validation In March 2023, we were reaccredited as being Disability Confident Leader. This accreditation supports our recruitment, employment, and retention of disabled people and those with health conditions as well as encouraging other employers to become Disability Confident. To continue to advance equality for disabled under this accreditation, we have a Working Group, that includes disabled employees, and an action plan that provides the focus for continuous improvement. 2.3.6 Race at Work Charter has seven commitments for advancing race equality in our workforce and we have appointed the Council’s first Executive Sponsor for Race who provides the leadership to ensure progress is kept on track. We are the first and only Scottish Local authority to sign up to this Charter. We have an advancing race equality in our workforce action plan that is overseen by the Council’s Equality Board. This action plan was presented to the Tackling Poverty and Wellbeing Committee at its meeting in February 2023. 2.3.7 Equally Safe at Work (ESAW) is a world leading employer accreditation programme which was launched in January 2019. The Council is one of only four Local Authorities to achieve Bronze Standard. It stems from Equally Safe, Scotland’s strategy for tackling violence against women and girls which recognises such violence as being inextricably linked to gender inequality. ESAW recognises the role the workplace has in tackling gender inequality and as such has a key role to play in tackling violence against women and girls. 2.3.8 Investors in People specialises in transforming business performance through people. It is a business development tool used to advance an organisation’s performance through the management and development of its people. The Council is a silver accredited authority. 2.3.9 All of these accreditation programmes commit the Council to be the best employer it can be through the lifespan of work – from point of application, to leaving the Council and beyond. The focus on particular groups – women, disabled, and ethnically diverse people recognises the disadvantage those groups experience in relation to their day to day lives and their experiences of work. Workplace Culture 2.3.10 Our workforce Mental Health and Wellbeing Strategy was born out of recognising that our employees are experiencing high levels of mental health issues, resulting in high levels of absenteeism, and the need to support them better. The Strategy has recently been reviewed and its aims are to: 1. develop a supportive culture, build resilience and address factors that may negatively affect mental wellbeing; 2. support employees to minimise the risk of mental ill health by providing information on how to control stress, increase resilience and to boost low self-esteem as a way to help keep symptoms under control; 3. to provide support for employees experiencing mental health and wellbeing difficulties; and Page 9 of 26
Page 10
4. to recognise that workplace stress is classed as occupational ill health. We will train & support our managers in proactive approaches to reduce instances of workplace stress. 2.3.11 To support the aims of the strategy and our employees better there is now a focus on service based mental health groups that will tailor support and strategies to the individual needs of the services and their workers rather than have a one size fits all approach. These service groups were launched in March 2023. 2.3.12 To promote culturally healthy workplaces, we have supported the training of over 80 Diversity Champions who aim to promote equality in their own workplaces. We have recently updated this training to be more accessible to more employees and will be including it in our training offer from Autumn 2023 onwards. Graduate Apprentice Schemes 2.3.13 The Graduate Apprenticeship Programme was launched in 2018 in partnership with Scottish Universities to provide funding and curated courses designed to be suitable for Local Authority employees. The GA Programme utilises SAAS funding set aside for Graduate Apprentices to help with course fees. The GA application process recruits every year for the new semester’s beginning in August/September at various Universities across Scotland. The program allows those staff nominated and approved Chief Officers to work towards a recognised degree in a variety of subject areas including Business Management, Construction and Surveying, Early Learning and Childcare and IT/Cyber Security. Employees also have the opportunity to progress into Honors and Masters Degrees should they choose. The qualifications and experiences gained from the Graduate Apprentice Programme equips employees with not only qualifications, but skills and experiences to support their progression and development as professionals in their chosen career paths. 2.3.14 Since 2018, 96 employees have benefited from the programme. In this current year, five employees are studying towards a BA (Hons) Business Management and a further three a BSc (Hons) Construction & the Built Environment. Security 2.4.1 Security of employment, work and income are important foundations of a successful life. Predictability of working time is often a component of secure working arrangements and whilst no one has complete security and stability of employment, particularly in our current challenging financial environment, income and work security is an important aspect of fair work. 2.4.2 In this respect, the Council has clear policies and practices which ensure that it adheres to its Fair Work Commitments including the fact that we are an accredited Living Wage employer with a clear commitment to pay at least the Living Wage for all staff we directly employ. 2.4.3 We also drive this commitment across the wider labour market, as part of our Employer Charter and through our own supply chain for those who work on our contracts by actively encouraging employers to pay the Living Wage, and the incorporation of fair work practice in all relevant contracts. Page 10 of 26
Page 11
2.4.4 We do not use zero hours contracts within the Council and casual workers are used, when necessary, but workers on these contracts are not obliged to accept work when this is offered. 2.4.5 In addition, our other Fair Work practices include the fact that: • we only consider implementing change which affects employees where there is a pressing business need to do so. • we are committed to working with our Trade Unions to ensure there is effective consultation in place to mitigate the impact of any changes. • employees have clear rights to adequate compensation for loss of employment through our pension discretions and VRS provisions. • we do not use terminate and re-engage (fire and rehire) practices when seeking to change employees terms and conditions. • we have a Workforce Change policy that clearly outlines the processes and procedures that should be followed when implementing organisational change. • we have a Reasonable Adjustment Protocol that ensures workplace adjustments for disabled employees are tailored to their specific individual needs. This ensures disabled people’s employment is sustainable in the long term. Fulfilment 2.5 Workers who are fulfilled in their jobs are more likely to be engaged, committed and healthy. As a Council we invest heavily in our workforce’s development including: • the Council’s Leader and Talent Development team provide a raft of training opportunities for employees to meet both their personal and professional development needs. • the establishment of the on-line portal LearnNL gives all employees easy access to the whole menu of training and development opportunities available. • we are committed to developing future leaders through our Leadership Academy; • our Graduate Apprenticeship scheme provides work-based learning opportunities where employees can work towards a degree level qualification whilst in work. • we provide Modern Apprenticeships and other opportunities for young people to gain work experience. • formal and informal learning is offered and encouraged across the workforce, relating to specific roles as well as wider development; and • we regularly survey staff about health and wellbeing matters to inform policy priorities and development. • Each and every employee has access to a Personal Review and Development conversation with their line manager where they can discuss their aspirations and development opportunities to grow their potential and progress in their career. Respect 2.6.1 Fair work is work in which people are respected and treated respectfully, whatever their role and status. Respect involves recognising others as dignified human beings and Page 11 of 26
Page 12
recognising their standing and personal worth. At its most basic, respect involves ensuring the health, safety, and well-being of others. 2.6.2 Through our Employee Code of Conduct, Equality and Diversity in Employment and Dignity at Work Policies we set out the rights and responsibilities of all of our employees towards one another. 2.6.3 We have Dignity at Work Support Officers who provide employees who are experiencing bullying or harassment in the workplace the support to challenge and / or raise a complaint with the aim of restoring healthy working relationships and behaviours. 2.6.4 In addition, we have recently listened to feedback from employees who experience verbal abuse from both service users and members of the public and we have launched campaigns on no tolerance of violence or abuse against our staff. Fair Work First 2.7.1 While the focus of Fair Work First is in ensuring that organisations in receipt of public funding and grants are meeting the terms of Fair Work First criteria -, this also includes the Council as a recipient of Scottish Government Funding (non-core) and grants. 2.7.2 In March 2023 at the Joint Consultative Committee meeting the Council and Trade Unions signed a joint statement on Fair Work First. This statement has been published on the Council’s website The NL Employer Charter 2.8 As the Plan for North Lanarkshire to be the place to work encompasses all NL employers we have launched an NL Employer Charter that has been created to maintain and support a network of employers across North Lanarkshire who do business responsibly – enabling both employers and employees to benefit as the economy grows. It officially recognises North Lanarkshire businesses with high standards of excellence who generate employment and training opportunities as well as operating fair work practices. These practices include application of the living wage and there are currently 28 employers accredited through his scheme with over 53 new applications pending to be assessed. Page 12 of 26
Page 13
3. Measures of success 3.1 The Council is a lead employer and anchor organisation, shows leadership in applying Fair work practices to its own business operations as well as and driving wider to commitment to Fair work across North Lanarkshire. 4. Supporting documentation N/A Fiona Whittaker Chief Officer (People Resources) Page 13 of 26
Page 14
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? This work to embed Fair Work principles in our employment practices has a positive impact on the Council’s duties. In particular to advance equality of opportunity between people who share a protected characteristic and those who do not as evidenced throughout this report. 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 ☐ Page 14 of 26
Page 15
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? 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 ☐ Page 15 of 26
Page 16
Page 16 of 26
Page 17
North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 03/11/23 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 Towards a fairer North Lanarkshire Tackling Poverty Strategy 2023 to 2026, 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 Tackling Poverty Team provide an annual activity report to the Wellbeing and Tackling Poverty Committee, most recently in August 2023, which provides details of the income maximisation work carried out in that year and changes and challenges within the social security context. 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 six-monthly corporate performance 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) which 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. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 5 Page 17 of 26
Page 18
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 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. 1.7 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) empowers individuals and families and often means that, as a result of increased income, they are better able to manage their own affairs and may reduce the need for other service supports. 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. Page 18 of 26
Page 19
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 alongside the Education, Children and Families Committee in respect of the first and Enterprise and Fair Work Committee in respect of the second: 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 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) specific to the Tackling Poverty Service. 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 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. A higher figure is better A lower figure is better Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Page 19 of 26
Page 20
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 2023 – 26 (approved in September 2023) 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 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, a real term cuts in wages and the continual increase in interest rates) alongside levels of economic inactivity continue to acutely affect inequality and poverty in North Lanarkshire, impacting the most vulnerable individuals in local communities although, as reported previously to this committee, there has been positive progress in respect of growth in average wages and a small but significant reduction in child poverty. 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. Recent performance highlights 2.6.1 Council activity in terms of tackling poverty generated £35.5m in additional benefit income for the residents of North Lanarkshire during 2022/23. This is slightly higher than the previous year (£35m) and higher than 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 £27.81 in 2022/23. This is slightly higher than the previous year (£27.52). 2.6.3 The number of referrals to the Tackling Poverty Team and the Cost-of-living Helpline have increased since the helpline was established in November 2022 and continues to rise for welfare benefits and debt advice. 2.6.4 The Tackling Poverty Team provide advice surgeries within 4 GP practices across North Lanarkshire providing welfare rights support to patients referred by the practice, the project has proven to be extremely successful generating £1,188,790 since its inception 18 months ago. Outreach surgeries are held monthly in Harthill and since June 2023 in Newmains Community Hub. Areas of performance requiring improvement 2.7.1 For 2022/23 and as reflected in our previous performance report the number of benefit checks undertaken had fallen below target however within this reporting period 12,699 benefit checks have been undertaken suggesting that if this rate is maintained the Page 20 of 26
Page 21
target for 2023/24 will be reached, if the current trend in demand continues the target for 2024/25 may require to be increased. Benefit checks are available to all of North Lanarkshire's residents and are carried out for all who request this service, not all residents take up this offer. The Tackling Poverty Team will continue to promote the service, as well as the Cost-of-Living helpline whose capacity has been extended to provide also wider cost of-living advice and support. 2.7.2 The provision of financial education for school pupils through the MACA programme shows a sharp decline over the last few years 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. However, it needs to be noted that Future Fridays has limited capacity to deliver this programme and the Tackling Poverty Team are in discussions with Education Services to look at how we will deliver financial education across educational establishments going forward. 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 Tackling Poverty areas of work during 2023/24 in addition to six monthly performance reports in addition to progress reports relating to the wider Tackling Poverty Strategy. Report Description Committee Committee cy cle Local child poverty action report The Child Poverty (Scotland) Act 2017 places a duty on local authorities and NHS 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. Policy and Strategy Committee Cycle 4 in 2023 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. Latest report in August 2023: https://mars.northlanarkshire.gov.uk/egenda/images/at t101077.pdf 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 Page 21 of 26
Page 22
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 Latest performance results for Tackling Poverty.xlsx Alison Gordon Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) Page 22 of 26
Page 23
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? Page 23 of 26
Page 24
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. 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 ☒ Page 24 of 26
Page 25
Appendix 1 Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) - Tackling poverty service High-level performance overview - as at September 2023 Page 25 of 26
Page 26
Page 26 of 26