9 - FARS Service Improvement Plan 22-23 Mid-Year Monitoring Report
Renfrewshire Council · 17 November 2022
Back to Finance, Resources and Customer Services Policy Board — 17 November 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Finance & Resources Service Improvement Plan 2022/23 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Finance & Resources Service Improvement Plan 2022-25 was approved by the Finance, Resources & Customer Services Policy Board in June 2022. The plan sets out the priorities for the development of the service over a three year period. Since the Service Improvement Plan was developed, Council has approved a new five-year Council Plan. Consequently, the Service Improvement Plan has been aligned to the themes in that new Council Plan and refreshed Community Plan. These are detailed later in the report. 1.2 The Service Improvement Plan sets out the actions which will ensure continuous improvement across the service and the performance indicators which ensure the impact can be measured. These reflect the priority themes of the Council Plan and the refreshed Community Plan, both approved by Council in September 2022. 1.3 This report contains details of Finance & Resources performance and achievements over the period 1 April 2022 to 30 September 2022. The main purpose of the report is to provide: • details of the key achievements of the service over the period; • an update on changes made to the action plan and scorecard to reflect the new Council Plan themes;
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2 • a progress update on implementing the action plan linked to the 2022-25 Service Improvement Plan; • an assessment of performance in relation to the service scorecard of core performance indicators; and • an overview of priorities for the service over the next six months. 1.4 Over the past six months, the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. This is within an operating context that remains complex and fast-moving. Economic conditions are currently changing rapidly and both households and organisations are experiencing cost pressures and supply issues, and this is unlikely to change in the near future. Pandemic recovery remains a priority for the organisation and for communities, and Finance & Resources are key to that recovery. At the same time, the service is seeking to deliver on key priorities which will deliver on the aims of the Council Plan. 1.5 More detail of achievements is given in Section 5 but the list below lists some highlights: • Delivering the first phases of critical work on financial sustainability; • Developing the next phase of the transformation programme which will help us continue as a modern, future-focused, efficient council; • Delivering a local government election in May 2022 and following this with a programme of training for elected members and refreshed governance arrangements; • Supporting all council services to develop ‘new ways of working’ as we continue to recover from the pandemic; • Developing a range of new HR Policies; • Delivering a package of ICT improvements which will support the council in developing new ways of working, including the implementation of a smooth transfer to a new data centre with virtually no interruption to council ICT services, support for new system roll-outs in other services, and the delivery of a new telephony service for the Council; • Making excellent progress with the roll-out of full-fibre broadband to 75% of the Renfrewshire area. 2. Recommendations 2.1 It is recommended that the Finance, Resources & Customer Services Policy Board notes: a) the contents of this report;
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3 b) the progress to date on delivering the actions contained within the Finance & Resources Service Improvement Plan; c) the current performance of the service as measured by the scorecard indicators. 3. Background 3.1 The Service Improvement Plan is a comprehensive statement of the outcomes the service aims to achieve, and the actions it will take to achieve these. It fits within the wider planning framework of the Council by taking account of Community Planning themes and Council priorities. It enables elected members to have oversight of developments within the service and to consider and develop policy options which reflect customer need and resource availability. 3.2 The Service Improvement Plan also provides a mechanism by which elected members can evaluate the performance of the service. The appendices to the plan contain an action plan and performance indicators against which progress can be measured. This mid-year monitoring report provides an update on progress against the 2022-23 plan. 3.3 Section 4 of this report provides a note on the newly approved Council Plan, outlining the strategic direction the Council Plan describes and how the Service Improvement Plan process aligns with this. Section 5 gives details of service activity and achievements over the period April-September 2022. Section 6 discusses actions delayed or cancelled since the Service Improvement Plan, and any new actions added to reflect additional priorities identified since the plan was approved. Section 7 provides a narrative on performance against the scorecard included as Appendix 2. 3.4 An outturn report detailing full-year performance will be brought before this board in Spring 2023. 4. New Council Plan 4.1 Since approval of the Finance & Resources Service Improvement Plan by this Board in June 2022, Council has approved a new Council Plan, which sets out our strategic priorities under five themes – Place, Economy, Fair, Green, and Living Our Values. It also has a cross-cutting theme reflecting the importance of delivering the best possible start for children in Renfrewshire.
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4 4.2 The new Council Plan recognises the financial challenge that Renfrewshire, like all local authorities, currently faces. The scale of the challenge has been set out for elected members and the public through a series of reports to Council, and officers will continue to provide regular updates in this way. The cost of delivering services has been impacted by Brexit, the pandemic and the war in Ukraine, and the recent inflationary pressures add more uncertainty. In order to address this, Council agreed in June 2022 to a portfolio of financial sustainability work to be delivered alongside the main transformation programme and reviews undertaken by individual services. The outcomes of this work may be reflected in future Service Improvement Plans as well as the Council Plan. 4.3 Despite the scale of the challenge, Council remains committed to building on the many strengths of our communities and our resources, and delivering strong universal services that support everyone to live well and embrace opportunities. 4.4 The direction of the Council over the next five years will be driven by our five key themes: • We will encourage kind and connected communities where citizens take pride in the place they live • We will support a strong and flexible local economy • We want Renfrewshire to be a fair place, where people feel safe, supported and empowered • We will work towards a greener future • As an organisation, we will be driven by our values, to be fair, helpful, collaborative and value learning. 4.5 Cutting across all of this is our wish for all of Renfrewshire’s children to have loving, happy lives where everyone can enjoy the same opportunities and where wellbeing ins nurtured. 4.6 In order to keep Service Improvement Plans aligned with the Council Plan, some actions and performance indicators have been re-allocated to new themes. Actions and indicators previously detailed under ‘People’ now sit under the theme ‘Fair’; those under ‘Sustainable’ are now under ‘Green’. 5. Service Update April-September 2022 5.1 Finance & Resources has undergone considerable change in the last three years. Since 2019, the service has been progressing reviews as part of Phase 1 of the Right for Renfrewshire programme, and has delivered modernised and efficient service provision alongside significant savings. More recently, there have been staffing changes to the leadership team, with the appointment of a new Director and three new Heads of Service in 2022.
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5 5.2 As the Council continues to recover from impact of the pandemic, support services such as those provided by Finance & Resources are central to shifting back to a strategic, forward-looking footing. The service has been supporting the Corporate Management Team to implement a new financial strategy and to adopt a portfolio approach to how it manages strategic issues. The learning that the Council has from the pandemic – on how to manage rapid and unforeseen change, on moving to digital services almost immediately, on changing how and where staff work – will all assist with future transformation work. 5.3 A key focus for the service over the summer has been the development of the financial sustainability programme, which will assist the Council to meet the challenges set out in a report to Council in September 2022. Considerable groundwork has been undertaken to establish and implement the nine workstreams identified and these are now progressing a range of options to inform future budget setting. There will be regular updates to elected members on this work. 5.4 That programme of work runs alongside the ‘business as usual’ work of the service in preparing annual accounts, working with auditors, and setting and monitoring a financial strategy that reflects the demand on council services and the scale and pace of change currently being caused by external factors (such as supply chain issues driving up the cost of capital projects), whilst delivering a balanced budget. 5.5 The service is engaged in directly supporting residents during the current cost of living service. As well as the work that Advice Works do to maximise benefit income and help with debt management, they have helped prepare advice for staff on financial wellbeing. Colleagues in Customer Services and Business Services arrange financial insecurity payments and free school meals for those residents who need that support. The service is also supporting the Council’s Fairer Renfrewshire programme. 5.6 The Council’s management of its property portfolio is an important element of progress to Net Zero by 2030. Property Services work closely with partners, internal and external, to explore alternative energy options as part of any major capital project being undertaken. The Property Services team are also working closely with Children’s Services on the delivery of a new campus for Paisley Grammar, and a contractor has now been appointed for the pre-construction phase of the project. The Multi-Disciplinary Design Team is also in place and developing options for consideration. Aside from major projects, Property Services, along with the Health & Safety Team, have ensured that council buildings have been able to reopen safely post-pandemic.
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6 5.7 Legal and Democratic Services led on the delivery of this year’s Local Government election in May 2022. This was the second election to be conducted with enhanced Covid mitigation measures in place. Subsequently, the team has supported elected members and conveners through a programme of training, which featured input from all council services. New policy boards have been established and a full review of the boards’ terms of reference undertaken. The service continues to support a hybrid approach to policy boards and Council meetings. 5.8 ICT provision is key to the delivery of new ways of working for the Council. There remains a strong focus on cyber security and on digital maturity. Recently, ICT completed a major programme of work to move to a new data centre provider. The transition has been underway for 6 months and was completed in early October 2022 with virtually no interruption to Council ICT provision. Good progress is being made with the rollout of high-speed full fibre broadband across Renfrewshire. It is expected that current work, which will cover 75% of Renfrewshire’s geographic area, will be complete by summer 2023. Council officers are investigating options to address the 25% shortfall in coverage. Ensuring access to high-speed internet provision is an important element of the Council’s work on digital inclusion, which is being progressed as part of the Digital Strategy. 5.9 Considerable work on reviewing and modernising HR policies has been undertaken and this is a key element of the Council’s development of ‘New Ways of Working’. A number of revised policies are being presented to this Board and work is well underway on a Staff Wellbeing Policy. Work on a new Equality, Diversion and Inclusion Strategy has recently commenced. Additional training on absence management is currently being designed for managers and a new early intervention process, to reduce ongoing absence, is also being developed. 5.10 Recruitment and retention is a challenge across many service areas in the Council. Processes and the approach to advertising roles are being reviewed and a new programme of staff development will be progressed. 5.11 The People and Organisational Development (OD) team have been supporting the Council’s strategic approach on trauma – the Trauma-Informed and Responsive Renfrewshire programme. As part of the working group, the team are reviewing recruitment and HR policies through a trauma-informed lens, and are also reviewing the current training and development offer with a view to trauma-informed training becoming part of a suite of widely-encouraged courses.
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7 6. Areas where actions have been delayed or cancelled 6.1 The due dates for actions relating to the new Equality, Diversion and Inclusion Strategy and the new plan for recruitment and talent management have been revised to 31 March 2023. The service had temporarily refocused on work related to planned industrial action which was then called off. 7. Progress against performance measures 7.1 Finance & Resources has 21 performance indicators in its current scorecard. Of these, 19 are reported quarterly and 2 are reported annually. The scorecard in Appendix 2. This report contains data pertaining to Quarter 2 (for all but four indicators for which data is not yet available) as well as trend data. The service also monitors performance against an additional Local Government Benchmarking Framework indicator – central support service costs as a percentage of council running costs. This measure is reported on annually and is not included in this mid-year update, having been reported in the outturn report to last year’s Service Delivery Plan. 7.2 Nine of the indicators are meeting or exceeding the target set for them. Service areas with strong performance continue to exceed targets, as evidenced by the time to process Community Care Grants and Crisis Grants, or the percentage of calls answered by the Customer Service Unit. There is virtually no downtime for the council’s vital IT systems. 7.3 Staff turnover has had a short-term impact on the time taken to process new housing benefit applications. New staff are now in place and have intensive training support; this is allowing the service to clear the backlog and should result in the indicator being back on target in the near future. Performance has previously been very strong in this area – in Q1 2021/22, new claims were processed in an average of 11 days against a target of 24 days. Staff turnover and the number of public holidays in Q2 impacted on the percentage of customer calls answered within 40 seconds, and call volumes increased due to the issuing of council tax reminders. The longer-term trend shows signs of improvement following a recruitment process and training for new staff. 8. Priorities over the next six months 8.1 The next six months will see a concentration on stepping up the momentum around the Council’s strategic agenda. Progressing the work on short- and medium-term financial sustainability will continue to be a priority for the service. The outputs from the financial
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8 sustainability workstreams will help to inform the budget setting process for 2023/2024. The ongoing transformation programme will also continue to be a priority. 8.2 The current cost of living crisis has implications for the council as an organisation, as well as for local residents. As noted in Section 4 above, there are considerable external pressures shaping the council’s financial position, and that of Renfrewshire’s citizens. All services will contribute to mitigating the impact on our most vulnerable people whilst also focusing on making critical services sustainable. 8.3 Recovery from the pandemic, both in terms of how the council delivers services and how it supports residents, will continue to be a priority for all parts of the council. Teams providing customer services and managing grant applications are a vital part of support to residents, whilst other parts of Finance & Resource provide crucial services to their customers within the Council, and to all staff through work on employee wellbeing. 8.4 There are real challenges in recruiting and retaining staff across a number of services in the council and this is evident in roles linked to particular professions such as lawyers and accountants. The council will continue to develop ‘new ways of working’ in the pandemic recovery phase, and this will be supported by a suite of new and updated HR policies focused on employee wellbeing, tackling absence, and attracting and retaining a diverse and skilled workforce. 8.5 The current roll-out of Fibre to the Premise should be completed in the next six months, providing high quality and fast broadband to 75% of Renfrewshire’s geographic area. Internet connectivity is increasingly an everyday essential and the council remains committed to working with partners to ensure internet access for all our citizens. Implications of the Report 1. Financial – This report notes the financial challenges facing the local authority and the work that will be undertaken by the service to manage this. 2. HR & Organisational Development – The action plan included as Appendix 2 details several new and updated pieces of work being progressed by the People & OD team.
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9 3. Community/Council Planning – Service Improvement Plans reflect the contribution of each service to the Council and Community Plans. 4. Legal – None 5. Property/Assets – The report notes progress on work relating to council property and sustainability. 6. Information Technology – Digital resources are now key to the delivery of services and strategies are in place to manage this. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report.because it is for noting only. 8. Health & Safety – Appendix 2 includes actions relating to employee wellbeing and absence. 9. Procurement – None 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Climate Change – The service will contribute to the Council’s Plan for Net Zero through its management of council property. ___________________________________________________________________ List of Background Papers: None ___________________________________________________________________ Author Lisa Fingland, Service Planning & Policy Development Manager, lisa.fingland@renfrewshire.gov.uk
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1 Finance and Resources Service Delivery Plan 2022-25 Action Plan Council Plan Theme 1: Place Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.01.01 Work with Children’s Services to deliver the new Paisley Grammar Community Campus Head of Property Services 31-Dec-2025 Multi-Disciplinary Design Team (MDDT) tendered and appointed. MDDT now progressing design Options for Client consideration. Contractor tendered and appointed for pre-construction services. FR.SIP.22.01.02 Implement the actions arising from the Council’s financial sustainability workstreams Head of Finance and Business Services 31-Mar-2024 There are nine financial sustainability workstreams underway, each led by a Council director. Work started over the summer to establish the scope and remit of each, and update reports will be brought back to Council over the course of 2022/23 and inform the 2023/24 budget setting process in March 2023.
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2 Council Plan Theme 3: Fair Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.02.01 Under Connectivity As A Service (CaaS) complete the rollout of Fibre To The Premise (FTTP) across 75% of Renfrewshire as a geography by the summer of 2023 Head of Digital, Transformation and Customer Services 31-Aug-2023 City Fibre continue to roll out gigabit connectivity across the council area. It is expected that this activity will be completed by the summer of 2023. In addition, council staff continue to investigate options to address the 25% shortfall in coverage. Council Plan Theme 4: Green Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.03.01 Input to and implement the climate change working group recommendations, specifically to: work with the Council’s Energy Management Unit as well as national and local partners to explore alternative energy options for Council buildings Head of Property Services 31-Mar-2024 Regular liaison/contribution to CCWG. Energy options considered as part of all major projects. FR.SIP.22.03.02 Review lifecycle replacement programme for Council buildings Head of Property Services 31-Mar-2023 Property Services undertaking elemental replacement projects as instructed by Facilities Management. Council Plan Theme 5: Living our Values
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3 Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.04.01 Implement the next phase of transformation. Head of Digital, Transformation and Customer Services 1% 31-Mar-2025 The next phase of transformation – The Portfolio of Change – is now being established with regular weekly CMT spotlights. FR.SIP.22.04.02 Develop and implement a new assurance model for business as usual risks Risk Manager 50% 31-Mar-2024 This area of development is making good progress, with no concerns regarding achieving this on time. FR.SIP.22.04.03 Support the Council in developing New Ways of Working Head of People & OD 10% 31-Mar-2023 We have begun a programme of reviewing and modernisation our policies. We will embark on a review of the current terms and conditions; this was delayed by other service priorities but will be progressed over the next six months. With regards recruitment, discussions have started on modernising the council’s process and the approach to advertising vacancies. FR.SIP.22.04.04 Support the Council with improving attendance and reducing absence Head of People & OD 15% 31-Dec-2023 The absence policy has been reviewed and will be presented to the FARCS Board in November 2022. The absence process is currently under review with support from ERP and PMU teams; training is to be
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4 Action Code Action Managed By Status Progress Due Date Update designed for managers. We are also looking a new process to enable early intervention to reduce ongoing absence. FR.SIP.22.04.05 Develop a Wellbeing Strategy that meets the needs of our workforce as we emerge for the pandemic and look towards the future Head of People & OD 40% 31-Dec-2022 The wellbeing policy is currently in development and draft should be available for end of October 2022. FR.SIP.22.04.06 Develop an overall strategic recruitment and talent management plan to enable us to meet future workforce demands Head of People & OD 15% 31 March 2023 Discussions have taken place on international recruitment for HSCP roles. The recruitment team in Customer Services is reviewing Talent Link and it’s capabilities and HR are supporting in terms of changing processes to enable easier and quicker recruitment. The Comms team are supporting People & OD with work on audience-based adverts, and a plan has been developed for this work. The due date for this action has been amended to 31 March 2023. FR.SIP.22.04.07 Develop and new equality, diversity and inclusion strategy for the council Head of People & OD 20% 31 March 2023 This project commenced in October 2022; the approach has been presented to CMT and plans are being finalised for roundtable discussions.
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5 Action Code Action Managed By Status Progress Due Date Update The due date for this action was revised to March 2023 when there was a potential for industrial action, to allow staff to deal with that issue.
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6 Finance & Resources: Service Improvement Plan 2022-2025 Performance Scorecard Council Plan Theme 3: Fair Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target FCSKPI005a Time taken for processing new housing benefit applications up until the posting of notification of outcome of the application (cumulative) 18.1 24 34.41 24 38.77 24 Work to retrieve the target position continues the Service has a targeted plan in place with activity focussed in clearing oldest items, balanced with addressing priority cases. Intensive training support is in place for new team members and progress has been made in reducing the age of outstanding items. FCSKPI005c Time taken for processing change of circumstance housing benefit applications up until the posting of notification of outcome of the application (cumulative) 7.94 10 5.56 10 8.83 10 Processing of Changes of Circumstance was within target for the second quarter of 2022/23 FCSKPI010 Average speed of processing a Crisis Grant (Scottish Welfare Fund) in days 2 2 1.66 2 1.99 2 The service continues to process Crisis Grants within target. Average days to process were 1.99 in Quarter 2. FCSKPI011 Average speed of processing a Community Care Grant (Scottish Welfare Fund) in days 10 15 7 15 12 15 The service continued to process Community Care Grants well within target during Q2 2022/23
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7 Council Plan Theme 5: Living our Values Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target FCSCSU07 Customer Service Unit - % of calls answered 97% 90% 99% 90% 97% 90% Target has been met for Q2. FCSCSU03 % of calls answered by the Customer Service Unit within target (40 seconds) 58% 70% 66% 70% 62% 70% The improvement in Quarter 1 was supported by an increase in advisers through recruitment and training. There was also an improvement in processes for high volume service delivery areas which reduced call volumes. The main impact for Q2 were the 3 public holidays during September, as well as council tax reminders being issued. FCSKPI008 Cost of collecting council tax per chargeable dwelling 8.04 11.5 Not measured for Quarters Not measured for Quarters This indicator reports on the cost of collecting Council Tax per chargeable dwelling For 2021/22, the total cost of collecting Council Tax for Renfrewshire Council is £724,132 The number of eligible dwellings in 2021/22 is 90,100. Cost per dwelling is therefore £8.04This is a decrease on the prior year, owing to a full review of the cost allocations attributable to recovery of Council Tax charges. The number of dwellings has increased by 1.0% compared to last year. FCSKPI001 Percentage of Council Tax due in the year, collected by the end of the year (cumulative position to date) 95.48% 96% 36.64% 32.76% 61.81% 60.27% Council Tax collection at the end of Quarter 2 2022/23 is up by 2% on the same point in 2021/22. This increase is as a result of Cost of Living Awards being credited to customers' accounts FCSCOMPYR Total % of investigation (Stage 2) complaints responded to within targets by Finance & Resources (cumulative to date) 87.73% 85% 97% 85% 79.92% 85% 244 Complaints were received in total (April - September)(Qtr 1 & Qtr 2). To date, 195 complaints have been completed within the required timescale and 37 were complaint completed outwith timescale. Seven cases are still being followed up within timescale with five complaint cases still being followed up outwith timescale.
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8 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target FCSKPI003 Number of invoices paid within 30 days of receipt, as a percentage of all invoices paid council wide (cumulative) 95.5% 96% 94.55% 96% 90.11% 96% At the end of Qtr 2 a total of 97,253 invoices were received of which 87,633 were processed within 30 days. Performance has not met target for this period. FCSABS01dii Average number of work days lost through sickness absence per employee (F&R) (FTE) 7.77 8.5 1.76 2 2.43 1.9 The level of absence increased in Q2. Service absence monitoring continues and absent statistics are reported to both CMT and Board. FCSFOI07 % of FOI reviews completed within 20 days (Councilwide) 100% 100% 80% 100% 66% 100% Two of the three reviews undertaken were completed on time, so the percentage reflects the low number of reviews. Performance was impacted by staff absence. FCSFOI08 % of Finance and Resources FOI requests completed within timescale 97% 100% 96% 100% 95% 100% Finance & Resources received 83 single-service FOIs in Q2, of which 79 were completed on time. The late responses were due to the complexity of the information required. FCSICT001 Percentage of IT incidents fixed within target fix time (annual cumulative to date figure) 94.1% 85% 94.2% 85% 83% 85% A focus on data centre migration has impacted quarter %. However the service is happy with the current performance and looking for minor improvements where possible FCSICT002 Percentage of IT service requests fulfilled within target fix time (annual cumulative figure) 87.1% 85% 87% 85% 81% 85% focus on data centre migration has impacted quarter %. However the service is happy with the current performance and looking for minor improvements where possible FCSICT004 Percentage of uptime for key IT systems 99.99% 99% 99.99% 99% 99.99% 99% The service is happy with the current performance and looking for minor improvements where possible FCSKPI002 Percentage of income due from Council Tax for prior years (cumulative position to date) 97.21% 97.27% 97.11% 97.27% 97.15% 97.27% Follow up continues to be run each month. We continue to monitor both the current year and previous years' collection and the present year Qtr2 position is level with the same period for 2021/22 FCSKPI004a Percentage of Non Domestic Rates due in the year, collected by the 92.61% 98% 17% 20.17% 51.26% 51.4% NDR collection is 14.33% up on the Q2 position for 2021/22. The removal of the choice to pay in two half- yearly instalments and accelerated recovery procedures have contributed to the improved position.
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9 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target end of the year (cumulative to date) FCSKPI133 Percentage of Audit Plan completed (cumulative) 92.1% 95% 21.9% 19% 42.2% 42.8% We are slightly below target. This is due to unplanned absence (including the additional public holiday in September). Management will closely monitor this indicator and take action if necessary. FRCOMPFL F&R Front Line complaints (Cumulative) 75.87% 85% 94% 85% 85.34% 85% 232 Complaints received in total (Apr - Sept). 198 have been completed within timescale and 34 have been completed late. Target has been achieved for this period. FRSDP.SME0 1 Average days Small and Medium sized businesses invoices paid 11.84 28 9.08 28 12.63 28 At the end of Qtr 2 (01/04/22 - 30/09/22) 33,064 SME invoices were received of which 26,694 were processed within 28 days with the average days to process an invoice reported at 12.63 days