North Lanarkshire CouncilReport

Agenda item14−

approval 0 noting Ref LJ/SL Date 30/04/18

iPerformance Highlights 20 vu :From Linda Johnston, Business Transformation Manager

Email LawrieSnorthlan.gov.uk Telephone 01698 302555

Executive Summary

Performance reporting plays an important role in terms of ensuring accountability and goodgovernance, informing decision making, and identifying improvements. It also enables theperformance of the council to be assessed in terms of delivering upon its priorities and statedintentions.

The council's strategic Business Plan outlines the stated intentions for the period 2017−20.This is the strategy that focuses on delivery of the council's five priorities. This report presentsthe Audit and Scrutiny Panel with performance highlights for 2017/18 against each of thesepriorities. This report does not aim to capture all highlights, it aims to provide an initial overviewof performance at a strategic level to enable Members to contribute to the next in−depth reviewstage, and is the first in a series of reports.

Proposals are also outlined to align work throughout the coming year to facilitate an ongoingcycle of planning, performance, and improvement activities that is informed by evidence.

This includes an in−depth performance review and challenge process to be undertaken by theChallenge and Review Network, a peer challenge and review process to be carried out by theCorporate Management Team, ongoing performance monitoring to ensure appropriatescrutiny and strategic oversight and challenge by the Audit and Scrutiny Panel, and forwardplanning informed by evidence.

Recommendations

It is recommended that the Audit and Scrutiny Panel:(1) Note the contents of this report and accompanying appendices, and(2) Begin to identify areas to be considered during the next in−depth review stage.

Supporting DocumentsCouncil business Ensure the council operates in a manner consistent with goodplan to 2020 governance and best valueAppendix 1: Performance highlights 2017/18Appendix 2: Performance cycle

1. Background

1.1 Performance reporting plays an important role in terms of ensuring accountability andgood governance, informing decision making, and identifying areas for improvement.This aligns with the new approach to auditing Best Value as summarised in the tablebelow.

New approach to Good Governance Public Performance Reporting (PPR)auditing Best Value• A need to increase Good Governance requires local Achievement of Best Value

the pace, depth, and authorities to implement SPI 1: Each council will report a rangecontinuity of arrangements that ensure of information setting out:improvement, intended outcomes are defined (a) Its performance in improving local

• A focus on the and achieved; principles relevant outcomes (including with partners).quality of service to the IAF include: (b) Its performance in improving localexperienced by the • Performance management that public services (including withpublic and outcomes facilitates effective/efficient partners).achieved for delivery of planned services. (c) Its performance in engaging withcommunities. • A culture and structure for communities and service users, and

• No compromise on scrutiny as a key part of responding to their views andthe importance of accountable decision making, concerns.good governance, policy making, and review (d) Its performance in achieving Bestincluding the need processes. Value, including use of performancefor effective scrutiny • Accountability that is not only benchmarking, options appraisal,(by management, concerned with reporting on and resources.members, and the actions completed, but also Local Government Benchmarkingpublic) with ensures that stakeholders are Framework (LGBF)appropriate checks able to understand and SPI 2:and balances and respond as the organisation (e) Each council will report itsbalanced/credible plans and carries out its performance in accordance with theperformance activities in a transparent Local Government Benchmarkingreporting. manner. Framework.

1.2 It also enables performance of the council to be assessed in terms of delivering upon itspriorities and stated intentions. Members will recall that the council's Business Plan 2017to 2020 was approved as the strategic programme of work. This is designed to facilitatea corporate approach to the delivery of the five priorities in order to achieve improvedoutcomes for the people and communities of North Lanarkshire.

1.3 Members will also recall that as the Business Plan states the council's intentions for 2017to 2020, interim arrangements were in place for 2016/17. Performance information for2016/17 was reported to the Corporate Management Team and Audit and Scrutiny Panelin October 2017.

1.4 Data collection arrangements are underway to capture 2017/18 performance results −both in terms of progress against the programmes of work in the Business Plan and forperformance indicator results. As with previous years, deadlines have been establishedto ensure a structured process (i.e. non−financial information 14/05/18, financialinformation 08/06/18).

1.5 This report therefore presents the Audit and Scrutiny Panel with performance highlightsfor 2017/18 against each of the five corporate priorities in the Business Plan. This reportdoes not aim to capture all highlights, it aims to provide an initial overview of performanceat a strategic level to enable Members to contribute to the next in−depth review stage.

2. Performance highlights

2.1 Appendix 1 provides the Panel with key performance highlights against each of the fivepriorities:

• Improve economic outcomes and opportunities.• Support all children to realise their full potential.• Improve the health and care of communities.• Improve relationships with communities and the third sector.• Improve the council's resource base.

2.2 This is an initial overview of performance at a strategic level. The programme of work tobe undertaken thereafter is summarised in the following paragraphs and depicted inAppendix 2.

Next steps

2.3 Such a large organisation as the council produces a vast volume of information availablefor performance reporting purposes. To make this information meaningful, and able todemonstrate the impact and effectiveness of council activities on outcomes forindividuals and communities, requires a greater degree of analysis and interpretation.

2.4 Measuring effectiveness, i.e. whether outputs of a particular programme lead to desiredoutcomes, is particularly important. It is also challenging as there are often lots ofinfluences, particularly external to the council, which can affect outcomes. There is alsoa time lag between planning and delivering, and outputs and outcomes, which can makeit harder to assess progress and effectiveness on a regular short−term basis.

2.5 The challenge for the council is to develop a reporting framework that achieves a balancebetween being able to demonstrate effective use of resources in the short−term, withreporting on improved outcomes that by their nature can often be more longer term, whileat the same time ensuring appropriate governance arrangements that facilitate effectiveand ongoing challenge and scrutiny of performance.

2.6 The next steps will therefore include the following:

(1) An in−depth review and challenge process − this will be carried out by a newlyestablished Challenge and Review Network. This will include work to:− Collate all evidence for each of the priorities (e.g. performance results, progress

reported against the Business Plan programmes of work, and information oncomplaints, customer feedback, and benchmarking, etc.) to enable a completeand fully informed picture of performance to be analysed.

− Review the evidence bank to find links between planned activity andprogrammes of work and the outcomes achieved, and thereafter identify anygaps.

− Segment the evidence into that which is best reported in the short, medium, orlong−term and identify the audience for each set of information, in order to getthe right information to the right audience at the right time.

− Ensure appropriate alignment between performance and the council's keycorporate risks.

− Identify areas for improvement.

(2) A Peer Challenge and Review process by the Corporate Management Team foreach priority. This will be led by the member of the Core CMT (i.e. Chief Executiveor Assistant Chief Executive) who is responsible for leading on the priority.

(3) This will be accompanied by a series of reports to committee to enable ongoingscrutiny by Members' and enable strategic oversight and challenge by the Auditand Scrutiny Panel.

(4) An evidence review to facilitate decision making and forward planning that isinformed by evidence.

2.7 This approach is aligned to the Improvement and Accountability Framework (IAF), andin particular the plan/ d o / review/evaluate/learn and act / report cycle that is the ethosof the framework. Members will recall the IAF was approved at Committee as thecouncil's framework to ensure a composite approach to planning, performance, andimprovement that aims to strengthen performance and governance arrangements.

2.8 The information captured through this approach will also be used in the strategicBusiness Plan review, where work is already underway to align the Business Plan andAmbition reports to cement a collective one council ambition I vision.

2.9 This approach is also being aligned with the review of strategies and policies which isunderway. This aims to ensure the work of services is guided by up to date strategiesand policies which are informed by local and national decisions, and support corporatepriorities and the collective ambition of the council. This work also aims to ensure thatthe council's strategies and policies facilitate practices that enable delivery of thecouncil's priorities and ambition. The initial audit is complete and work is underway toidentify areas where strategies and policies can be rationalised and to develop a policyreview framework.

2.10 This plan / do/review/evaluate/learn and act/report cycle complements the corporateapproach to continuous improvement and Best Value which is outlined to Members inthe accompanying Corporate Improvement Plan report.

3. Implications

3.1 Financial ImpactNone.

3.2 HR/Policy/Legislative ImpactThe Local Government in Scotland Act 2003 introduced the duty of Best Value; thisrequires that councils "make arrangements to secure continuous improvement inperformance". In addition, councils are required to ensure appropriate performance andgovernance arrangements are in place which meet the Good Governance principles.Public performance reporting is required which is carried out in line with the Accounts'Commission Statutory Direction. The Direction also requires that councils reportinformation which sets out performance in improving public services and improving localoutcomes.

3.3 Environmental ImpactNone.

3.4 Risk ImpactRisk management is an integral part of planning and performance managementprocesses, and a key driver in service improvement. The use of performance informationand evidence to inform decision making, forward planning, and areas for improvementcan only strengthen the council's risk management arrangements. Engagement isongoing with Internal Audit and Risk colleagues to ensure approaches continue to bealigned.

4. Measures of success

4.1 Measures of success will be evidenced through work to continue to strengthen thecouncil's performance and governance arrangements in order to demonstrate the impactof council activities on improving services and outcomes for the people and communitiesof North Lanarkshire.

Development of corporate approach to improvement that is endorsed by the CMT andElected Members, supported by evidence and aligned to corporate priorities and plans,will help to support a culture of improvement.

L2L

Business Transformation Manager

Appendix I

Priority: Improve economic outcomes and opportunities

Following the launch of NIL Homes, one of the largest social housing new build programmesin Scotland, 487 new homes have now been completed to date. 195 more are underway in 9sites across North Lanarkshire. This aims to support growth by increasing the provision ofaffordable homes across all tenures and enhancing the housing offer to encourage people towant to live in North Lanarkshire.

• Our Empty Homes scheme was shortlisted in the Best Housing, Regeneration or New BuildInitiative category in the 2017 APSE awards. This scheme is delivering results by breathinglife into vacant, derelict properties across North Lanarkshire and turning them into homes forlocal people. Over 100 empty properties have been brought back into use under the scheme.

• Businesses across North Lanarkshire enjoyed a prosperous 2017, with 285 new smalland 5 large businesses created. Large businesses created an additional 2,470 jobs, withsmall and medium sized creating 680 and 120 jobs respectively. The council plays a key rolein this through a range of services that include the Business Gateway service across Northand South Lanarkshire. This programme is targeted to support 1,006 new start−ups and 491growing businesses annually.

• The Local Development Plan 2017−27 was adopted in October 2017 − this aims to ensuresufficient land for development needs, business growth and investment, new homes, and retailand leisure uses. It sets out policies for the development and use of land to facilitateeconomic regeneration.

• Changes were made to the planning scheme of delegation to facilitate inwardinvestment, in that the new approach contributes to quicker processing times and frees upresources to create a more marketing led approach that proactively promotes opportunitiesavailable for regeneration activity. The time taken to consider planning applications in NorthLanarkshire is well below the national average and among the best in Scotland.

• The first City Deal project was delivered at MediCity − this dedicated hub for new andexisting medical technology and healthcare businesses in Scotland will be a focus forexpertise in the sector. It aims to bring together academics, entrepreneurs, clinicians andbusiness support services to boost the development of new healthcare services and medicaltechnology.

• Other City Deal projects include the Glenboig link road to deliver a direct route betweenGlenboig and Junction A2 of the M73 motorway, via Gartcosh Business Park.

• Employability programmes (Prospects for You and Prospects for Youth), launched in April2016, show almost 1,000 individuals supported into employment in 2017/18 to date withalmost 70% of those supported sustaining their new job for at least 6 months.

• Since the introduction of the current Welfare Reform programme in 2011, £1 57m in benefitincome has been generated for the residents of North Lanarkshire.

• The council administered benefits of almost £135m in 2017/18 to date (in housing benefits,council tax reduction, discretionary housing payments, and through the Scottish WelfareFund).

• We concluded presentation of evidence to the Fairness Commission − this wasestablished to investigate issues of fairness, inequality, and poverty and the final report isexpected by September 2018.

A positive inspection report was received for housing services highlighting performancestandards higher than the national average:− 96% reactive repairs were completed right first time (compared to the national average

92.4%).− Satisfaction in our repairs service was 96.4% (above the average of 90.6%).− 96.8% antisocial response service cases were resolved within targets set locally (compared

with an average of 87.2%).− We re−let our houses faster for new tenants to move in to, taking an average of 24 days to

re−let homes (better than the average of 31.5 days).

Priority: Support all children to realise their full potential

• Over the last two years, North Lanarkshire schools have shown clear and sustainedimprovement in educational attainment in 8 out of 10 of the main indicators. Theseimprovements involve presentations from S4 to S6 and include National 5, Higher Grade, andAdvanced Higher grade exam results. This represents a very positive outcome for theintroductory period of the new national examination system which was introduced in 2014.

• The Scottish Attainment Challenge was launched in primary and secondary schools tosupport initiatives that aim to narrow the poverty related attainment gap. 2017/18 data hasbeen collected and is being analysed, but previous year's figures show a narrowing of the gap,for example in P4 and P7 in terms of literacy.

• The Validated Self−Evaluation (VSE) of the Educational Psychological Service showedstrong evidence of the impact of the service's partnerships, in particular in relation to theScottish Attainment Challenge and the National Improvement Framework.

• Schools and Centres 21 delivered 3 new schools − Clyde Valley Campus, Greenfaulds HighSchool, and Orchard Primary School encompassing a nursery and language communicationsupport centre.

• Investment has been made in the school estate through window replacements, heating,re−wiring,roofing, health and safety, and equipment.

• The North Lanarkshire Skills Academy was launched − this aims to ensure all pupils fulfiltheir personal, social, and academic best and focuses on delivering employability skills. Amulti−agency team has been seconded and 24 young people recruited from 18 secondaryschools to participate in a full−time curriculum over S3/S4.

• Education provision was extended to include a range of foundation apprenticeships andvocational qualifications to ensure our young people have the skills required for the world ofwork.

• Council staff ran a successful Christmas campaign for the second year in a row, whichresulted in many gift cards and hundreds of toys and books collected and distributed to over600 families, helping an estimated 1,545 children.

• Following research exploring ways to support families affected by poverty, Club 365 wasintroduced to provide free meals at weekends and holidays for P1 − S3 pupils who are entitledto free school meals and free sanitary products were distributed within all secondary schoolsin a bid to end period poverty for pupils.

• This year to date 3,515 young people under the age of 16 have taken part in communitylearning and development projects, with 43% coming from the lowest 20% data zones inNorth Lanarkshire.

• To date 675 young people (aged 10 and over) have successfully gained a variety of

accredited learning awards.

• Engagement with parents around their child's learning is improving and a recent consultationshows positive parental attitudes to schools and schooling. The focus continues to encourageparents to attend programmes which focus on listening, reading, talking, and engagement withtheir children.

• Introduced cashless and online payments for parents for school meals and other schoolpayments. Introduced The Coffee Pod at St Aidan's High School to pilot new approaches inschool catering. Ensured widespread use of pictorial menu to support P1−3 pupils and pupilswith additional support needs.

• A cohort of Head teachers have successfully completed the Into Headship qualification.This is Scotland's national qualification for headship and is a 60 credit post graduatequalification at SCQF level 11. It forms part of a Masters pathway to award the SpecialistQualification for headship and is a practice based programme.

Priority: Improve the health and care of communities

Health and Social Care North Lanarkshire have reported a number of highlights, this includes:

• Creating the Strategic Plan for Health and Social Care − this is fully aligned with thecouncil's Business Plan, the NHS Lanarkshire Healthcare Strategy, and the Local OutcomeImprovement Plan. This was underpinned by an overarching strategic needs assessment andprovides a strong example of whole system planning in North Lanarkshire.

• Completing the Integrated Service Review Board, which explored all 62 directly managedservices within the partnership, culminating in a report setting out the future integrated modelof Health and Social Care for implementation in 2018/19 and beyond.

• Developing a framework of providers for self−directed support to enable genuine individualchoice and control over services received.

• Following the success of the Reshaping Care for Older People programme, the partnershiphas worked closely with Voluntary Action North Lanarkshire to support the organisation in thedelivery of a locality−led programme of Community Capacity Building and Carer Supportfocused around prevention and anticipatory approaches. In the last year, the reach of theprogramme has included 4,562 reports of reduced isolation and loneliness, 5,070 reports ofincreased independence, 1,282 reports of carers feeling better able to cope with their caringrole and external income generated for North Lanarkshire of over £2.9m.

• Rolling out of the Making Life Easier website − a ground breaking website based on researchfrom Newcastle University, which has since formed the basis on the Scottish Government'sActive and Independent Living Programme.

• Further development of the Well Connected programme in response to both local andnational mental health drivers. The programme has a range of pillars, including exercise andleisure, greenspace, employability, arts, creativity and culture, and stress control. In the lastyear, over 46,000 mental health resources have been borrowed from libraries, the Elamentwebsite has had over 53,000 hits, over 1,400 people have had their benefits maximised, andthere has been over 2,100 referrals for exercise classes.

• Continuing to focus efforts on supporting people to live as independently as possible athome − the percentage of adults with long−term care needs supported at home has risen from67% to 70%. 50% of adults (age 65 and over) with intensive care needs receive care at home− this is the highest rate in Scotland and exceeds the national average of 35%.

• Ensuring ongoing involvement of staff, service users, carers, and residents in thedevelopment of integrated services. This includes a range of locality based engagementsessions, formation of the Strategic Planning Group which meets twice per year with over 70members, continued support of the Public Partnership Forum, and further developments ofservice user and carer representation within the Partnership Boards and Locality PlanningGroups.

• Developing the 13−15 month child assessment process within Health Visiting teams, whichhas enabled North Lanarkshire to lead the way in developing a successful strategy to meet thenational stretch aim of having over 90% of children showing no developmental delay at the27−30

month assessment.

• Developing an extensive Organisational Development programme to support the creationof the Health and Social Care Partnership and develop team relationships to support the futureintegration of health and social care services.

• The continued development of Women's Community Justice Service was recognised in avisit by Dame Eilish Angiolini as a model of good practice. The annual report details a strongpartnership approach and tailored work placements in place. Successes includeproportionately low rate of women in custody, early information of improvement in wideroutcomes from outcome star, and work with Early Years Collaborative to support women gainbasic qualifications.

• Expanding Continuing Care, enabling young people to remain in care placements beyondthe period of being formally looked after. Currently there are 61 young people in continuingresidential, fostering or supported care.

Council highlights also include:

• Delivering the #bestever British Transplant Games in 2017 and attaining the GuinnessWorld Record for the largest Slosh−a−thon at Ravenscraig in aid of the games. This event alsosuccessfully delivered a vital message in terms of the importance of organ donation and how itcan change and save lives. More than 23,000 people in Scotland were recorded to havejoined the organ donor register since the launch of the games.

• Developing the first purpose built parkour, or free running, course in Scotland −atCoatbridge.

Priority: Improve relationships with communities and the third sector

• Developed and obtained approval of the Digital NIL outline business case to transform NorthLanarkshire into a digital leader in Scotland, with enhanced digital services by 2023. Thisaims to increase digital services and access and provision, and improve digital processingwithin services.

• The council helped to facilitate the approval of 4 community asset transfers during the year.

• Work over the last three years have seen £0.8m of improvements to cemeteries. This hasincluded building repairs, drainage improvements, and preparation of burial areas.

• Developed the biggest single iron age play structure, Crannog, as the centrepiece atDrumpellier Country Park − the first of its kind in Scotland.

• Carried out a range of improvements at Drumpelier and Palacerigg Country Parks, thisincluded work to paths, the visitor centre, new fun boats, and a number of farm improvements.

• Refurbished the finish tower at Strathclyde Country Park to enhance the venue for futureinternational competition.

• Made an additional 200 off street parking spaces available by building and extending intown centres and at park and ride locations.

• Refurbishment programmes completed saw a range of environmental enhancements madeto roads, street lighting, and footway / footpaths.

• Installed LED lighting in all Household Waste Recycling Centres.

• Launched a local Sporting Hall of Fame, within the Ravenscraig Regional Sports Facility −the first local authority area in Scotland to do so.

• A Royal visit marked the official opening of the Muirfield Centre in Cumbernauld. Thisoffers a range of bespoke services and facilities for local communities and groups as well asoffice space for small medium enterprises and third sector organisations. The Centre wasshort−listed for the 2018 Royal Incorporation of Architects in Scotland (RIAS) award.

• The North Lanarkshire Partnership has developed a Local Outcome Improvement Planwhich sets out the local outcomes which the partnership will prioritise in order to focus onimproving outcomes and tackling inequalities of outcomes, particularly in communities thatexperience the poorest outcomes.

• A programme of public engagement and participation activity is underway throughCommunity Matters − this aims to improve opportunities for participating in communityplanning.

• Adult learning has improved with initial results showing an increase in adults taking part inlearning activities, achieving literacy and numeracy learning outcomes, and gaining SQAcertificates.

Priority: Improve the council 's resource base

• The long−term Financial Plan was refreshed in September 2017. This covers a new fiveyear period from 2018/19 to 2022/23 and recognises the challenges facing the council, makesassumptions about these and presents a range of scenarios which may ultimately be faced bythe council as a result of these challenges. The assumptions within the Plan will be keptunder review with an updated financial outlook reported to committee on an annual basis. Thisallows the council to make informed budget decisions moving forward.

• The Strategic Capital Delivery Group was established in July 2017 to develop the 5 yearcomposite capital programme for 2018/19 − 2022/23 with the aim of aligning the council'scapital programme to the Business Plan and ensuring it is delivered in an efficient andeffective manner that is in line with the corporate priorities. Projects include street lighting,roads improvements, new sports pitches, town centre regeneration, new fleet purchase, anddigital transformation. In addition, further investment is planned in schools and centres, and inimprovements to council homes.

• The Council approved a General Services Revenue Budget of £756.720m with provisionsfor a range of service enhancements and investment in community improvement projects.

• Developed a new condition based approach to asset management where assets incommunities will be considered for release through community asset transfer or for sale forbetter use.

• A range of reviews are underway through the transformation programme which aims to

consolidate council activity for large scale transformational activities and more importantlymodernise and improve service delivery.

• A new Workforce for the Future approach was approved, outlining the planned programmeof work to build a sustainable workforce for the future. This includes development of a councilwide workforce strategy, a broader learning and development strategy and programme ofwork, new policy frameworks to enable increased flexibility in working patterns, and anenhanced focus on employee engagement and wellbeing.

• The Employee Service Centre is now fully operational −this provides a one council serviceto support employees and managers and improve HR payroll, recruitment, and servicetransactions.

• A revised Procurement Strategy was developed for 2017−20 − this sets out how the councilwill direct its external expenditure on supplies, services and works, of over £350m a year(representing over 40% of the council's net expenditure), and the objectives it seeks to deliver.

• Phase 2 Schools and Centres 21 projects have been approved and development Iconstruction is currently ongoing. Work has started on new build projects for Dunrobin IPetersburn Primary Schools, St Dominics Primary School, and St Edwards I Tollbrae PrimarySchools.

• The review of fleet services was concluded − this generated savings of £364k and hastransformed the use of the council's bus fleet to provide a more efficient service. The numberof pool cars has been increased from 110 to 140, this takes annual pool car miles to 950,000meaning savings of £114,000 per year.

• A 4 Star award was received through the Eco Stars Fleet Recognition Scheme followingmeasures aimed at reduction in fuel consumption.

• Achieved the Disability Confident accreditation at the highest level −the first council in theUK to do so.

• Living Wage accreditation was secured − this will see everyone working at North LanarkshireCouncil, as a direct employee or third party contractor, receive at least a minimum hourly waysof £8.45. Being a Living Wage employer offers a number of benefits such as improvedretention rates and ensuring the council is an employer of choice.

• A Carbon Management Plan was adopted for 2017−19, this reaffirms the council'scommitment to reducing carbon emissions.

• Work to review the council's arms' length external organisations (ALEOs) is well underwaywithin the 3−year review schedule and framework. Oversight, governance, and monitoringarrangements have been strengthened through ongoing review at CMT and the ALEOsCommittee.

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