Spreadsheet: 07e5185f-0c87-4343-8f7e-bed4f3ba4ae4
Sheet: CBP Measures 2013-14

Ref. | Strategic Outcome / Themes in Community Strategy | Directorate | Portfolio / Committee | Description | Data Frequency | KPI or Initiative | Aim | Result at  Month 3 (Quarter 1)  2013/14 | Target at  Month 3 (Quarter 1) 2013/14 | Performance at Month 3  (Quarter 1)  2013/14 | Direction of Travel from previous period | Month 3 (Quarter 1) Commentary
 | Adults & Communities
1 | Stay Safe | Adults & Communities | Health & Wellbeing | Safeguarding case conferences completed within 38 days of referral. | Monthly | KPI | Bigger is better | 0.819 | 0.8 | ü | ì | 81.9% of case conferences were completed within 38 days of the referral.
2 | Stay Safe | Adults & Communities | Health & Wellbeing | Percentage of completed safeguarding cases audited judged poor - to ensure quality of safeguarding practice. | Quarterly | KPI | Smaller is better | 0.25 | Establish baseline. | ü | N/A | The Safeguarding Adults Team has completed the baseline audits and a target to reduce the % of case files rated as poor from 30% to 25% has been established. The quarter 2 audits are now underway and performance will be available in October.
3 | Be Healthy | Adults & Communities | Health & Wellbeing | Number of drug users who are in full time employment for 10 working days following treatment, or upon discharge of treatment. (performance is reported a quarter in arrears) | Quarterly (Reported a quarter in arrears) | KPI | Bigger is better | 23% (2012/ 13 result) | 21% (target for 2012/ 13) | ü | ì | Latest available data relates to Q4 2012/ 13. Target of 21% was exceeded by 2%. Figures for 2013/ 14 will be based on number of patients rather then percentage. Quarter 1 2013/2014 monitoring information will be available at the end of August 2013 due to data being externally verified before release. 2013/ 14 target will be to increase numbers quarter on quarter. Baseline to be confirmed at the end of August 2013
4 | Stay Safe | Adults & Communities | Health & Wellbeing | Adult Social Care - % of service users who are reviewed | Monthly | KPI | Bigger is better | 0.789 | 0.804 | l | N/A | This measure is currently slightly behind target but the teams are developing a strategy to deal with this, including telephone reviews where appropriate for clients.  Work is almost complete on a Xcelsius review tracker that will help the teams better manage the cases to be reviewed. This will be rolled out by the end of August.
5 | Stay Safe | Adults & Communities | Health & Wellbeing | Percentage of care home providers rated as poor or unrated using the provider quality framework | Quarterly | KPI | Smaller is better | 27.5% | 33.4% | « | ì | The Quarter 1 Self Assessments have been processed and are showing 27.5% of Care Homes as Poor or Unrated – an improvement on the Quarter 4 figure of 37% and a good step towards achieving the 17% target by the end of the year.
6 | Be Healthy | Adults & Communities | Health & Wellbeing | Number of the most deprived people quitting smoking at 4 weeks (most deprived defined as in the bottom 20% of national Index of Multiple Deprivation - IMD - score) | Quarterly (Reported a quarter in arrears) | KPI | Bigger is better | 5,490 (total for 2012/ 13) | 5,812 (target for 2012/ 13) | p | N/A | Latest available data relates to 2012/ 13. This is a new measure and will be reported on a quarterly basis in arrears. Q1 2013/2014 data will not be available until end of August due to data being externally verified before release.
7 | Be Healthy | Adults & Communities | Health & Wellbeing | Numbers of hazardous, harmful or dependent drinkers completing  treatment | Quarterly (Reported a quarter in arrears) | KPI | Bigger is better | 25,657 (total for 2012/ 13) | 17,000 (target for 2012/ 13) | « | N/A | Latest available data relates to 2012/ 13. This is a new measure and will be reported on a quarterly basis in arrears. Q1 2013/2014 data will not be available until end of August due to data being externally verified before release.
8 | High Quality of Life | Adults & Communities | Health & Wellbeing | Increase in the number of cases where homelessness is prevented or relieved. | Quarterly | KPI | Bigger is better | 2102 | 1750 | « | N/A | The Homeless & Pre-Tenancy Service is currently undertaking a service re-design focused on homelessness prevention therefore we anticipate that there will be more prevention activity in the final 2 quarters of 13/14.  The target for Q1 2013/14 was 1,750 homeless preventions which is in line with the average achieved for the previous 2 years. We achieved 2,102 and are therefore on course to meet our annual target.
9 | High Quality of Life | Adults & Communities | Health & Wellbeing | Reduction in homeless households in bed and breakfast accommodation | Monthly | KPI | Smaller is better | 102 | 188 | « | ì | The number of homeless people in B&B accommodation has fallen and stands at 102 against the monthly target of 188. This is down to an increased number of move on lettings out of B&B type accommodation to ensure a reduction of households remaining in B&B and utilising available bed spaces and more cost effective forms of accommodation with our 3rd sector partners.
 | Children, Young People & Families
10 | Stay Safe | Children, Young People & Families | Children & Family Services | Referrals that are re-referrals within 12 months | Monthly | KPI | Smaller is better | 0.2 | 18% to 25% | ü | ì | Performance is fluctuating within the stable and agreed thresholds for this measure. This  measure is important as it helps to determine appropriate interventions, should measure thresholds' is be exceeded.
11 | Stay Safe | Children, Young People & Families | Children & Family Services | Children in care cases reviewed within timescales | Monthly | KPI | Bigger is better | 0.97 | 0.95 | ü | 1 | Performance remains within acceptable tolerance levels. There are considerable capacity issues within the service as a result of changes to the social work teams following the implementation of the new integrated service model. There are also capacity issues within the Independent Reviewing Officer (IRO) service due to staff vacancies. Management action is in place to recruit to vacancies in both service areas. The Adoption grant is being used to recruit extra IROs on a temporary basis to increase capacity. All areas are also working to improve the quality of reviews by ensuring that care plans are completed and shared prior to reviews with children and families.
12 | Stay Safe | Children, Young People & Families | Children & Family Services | Child protection cases reviewed within timescales | Monthly (lagging 1 month in arrears) | KPI | Bigger is better | 99% May Result | 0.975 | ü | î | Performance remains within acceptable tolerance levels. There are considerable capacity issues within the service as a result of changes to the social work teams following the implementation of the new integrated service model. There are also capacity issues within the Independent Reviewing Officer (IRO) service due to staff vacancies. Management action is in place to recruit to vacancies in both service areas. The Adoption grant is being used to recruit extra IROs on a temporary basis to increase capacity.
13 | Succeed Economically | Children, Young People & Families | Children & Family Services | Reduce the number of schools placed into an improvement category  - only includes those open at the end of the reporting period who have received an Ofsted inspection | Termly (lagging 1 period in arrears) | KPI | Smaller is better | 14 Result for academic year 12/13 | 17 Target for academic year 12/13 | « | N/A | The result for this measure is obtained from Ofsted and there have been delays in publishing results.   The result due in March for the end of the 12/13 academic year has only recently been published. At that point there were 14 schools in an improvement category which was better than our target of 17 schools.   The target for the 13/14 academic year has been set at 10 schools.
14 | Succeed Economically | Children, Young People & Families | Children & Family Services | Achievement of 5 or more A*-C grades at GCSEs or equivalent including English and Maths | Annual - available January | KPI | Bigger is better | Available in Jan 2014 | 0.63 | N/A | N/A | Results available in January 2014
15 | Succeed Economically | Children, Young People & Families | Children & Family Services | Children in our Care - Achievement of 5 or more A*-C grades at GCSEs or equivalent including English and Maths | Annual - available January | KPI | Bigger is better | Available in Jan 2014 | 0.2 | N/A | N/A | Results available in January 2014
16 | Succeed Economically | Children, Young People & Families | Children & Family Services | Percentage of 16-18 year olds not in education, employment or training | Annual  (quarterly results based on local data) | KPI | Smaller is better | 0.0403 | 0.07 | « | ì | NEET figure for 16-18 year olds is 4.03% as at 10/07/2013. The Not Known figure for 16-18 year olds at this date is 18.95%. Work is on-going between CYPF, Local Services and Development Directorates to agree responsibilities and action for NEET and improvement of Not Known figures. A revised draft NEET strategy is currently being finalised and will be available soon via the Development & Culture Directorate. Please note that the early July NEET figure in any year represents the lowest count as it is the end of the existing cohort year and from now on the 2013 school and college leavers will start to be represented in both the NEET and Not Known figures - higher figures for the next 4 months until outcomes are known for 2013 leavers.
17 | Succeed Economically | Children, Young People & Families | Children & Family Services (with Development, Jobs and Skills) | Young offenders in employment, training or education | Quarterly (lagging 1 period in arrears) | KPI | Bigger is better | 82.98% Jan to March Result | 0.824 | ü | ì | Performance for 2012-13 was 82.98%, which exceeded the target and is above the national average. The target has been achieved despite the challenging economic climate by using creative, innovative approaches to secure Education, Training and Employment (ETE) opportunities and by offering an intensive support to ensure engagement. From April 2013 an enhanced offer of one to one literacy support for young offenders will be provided where this is a barrier to engagement. ETE mentoring support has been negotiated from the third sector (SOVA) to help with ETE engagement, although at this stage it has not been confirmed what level of continuing support will be available from Connexions and Education Welfare Service.    Quarter 1 data should be available by week commencing 12th August.
18 | Stay Safe | Children, Young People & Families | Children & Family Services | Recruitment of adopters - time from initial enquiry to adopter approval at panel | Monthly | KPI | Smaller is better | 38 Weeks | 26 Weeks | p | ì | New regulations and standards were implemented on 1st July 2013.  These changes are designed to speed up the process of adoption.  It is now a 2 stage process which enables prospective carers and the adoption agency to manage the process more efficiently.  For example • From Registration of Interest to approval now 6 months, previously 8 months. • Adopters expected to have much more involvement in the written aspects of their Prospective Adopters Report. These changes have had an impact on the organisation and delivery of services.  We have had to implement more sophisticated systems within the CareFirst system to assist with data collection and monitoring to track progress.  Policies and procedures have been changed to reflect the new requirements, and on-going training for staff has been delivered.
19 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of Children in Care case files judged good or better (via Team Manager Audits) | Monthly | KPI | Bigger is better | 0.51 | 0.6 | p | ì | The purpose of these audits is to identify inadequate practice and to address issues arising through learning & development and/or, if necessary, through staff competence procedures.  Continued focus is underway to improve consistency of auditing and ensure that auditing activity is accompanied by improvement activity through the Birmingham Improvement Team (BIT). The BIT have started work with the social care teams and plans are being implemented to increase their capacity. The BIT are also delivering practice improvement workshops to each area based on audit outcomes and themes.
20 | Stay Safe | Children, Young People & Families | Children & Family Services | Average length of care proceedings | Quarterly | KPI | Smaller is better | 48 Weeks | 26 Weeks | p | î | There has been a steady improvement in timescales, year on year, supported by a commensurate reduction in externally commissioned specialist assessments (as we grow the confidence of our own social workers). Measures are in place to further impact on this measure over coming months. Further evidence from the Family Justice Board (although not comparable to those in the scorecard - includes Solihull) shows the trajectory in the right direction at 52 weeks for the third quarter.  The number of historical cases over 100 weeks is continuing to fall. For example, this time last year there were 26 Birmingham City Council cases over 10 weeks in duration before the courts, there are now 9 cases. We anticipate gradual improvement and the trend looks hopeful. Our improvement is supported by an updated action plan.
21 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of single assessments, for children in need, completed in timescale (30 days) | Monthly | KPI | Bigger is better | Not available | 0.8 | N/A | N/A | The Single Assessment documentation and framework are still being developed and are therefore not yet implemented. Draft Single Assessment documentation will be considered by the Birmingham Safeguarding Children's Board with planned implementation before September 2013. Timelines for business process development and reporting are underway and within time.
22 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of initial child protection conferences in timescale | Monthly (lagging 1 month in arrears) | KPI | Bigger is better | 0.71 | 0.9 | p | ì | Performance remains an area of concern. A revised actual result of 71% has now been provided previously reported as 69.2%.  The main reason for these conferences not being held within the required timescale is late notification by social workers to the Child Protection and Review Service. Each notification triggers arrangements to convene the conference within 15 days. During this time we find a chair, sort out a venue and issue invitations. In response to the dip we are reinforcing the need for social workers to make more timely notifications and for their managers to monitor/manage that practice. Performance is particularly poor in the East, West and Central areas. Actions are being put in place with Team Managers in these areas.
23 | Stay Safe | Children, Young People & Families | Children & Family Services | Average caseload of qualified social workers in Safeguarding Teams | Monthly | KPI | Smaller is better | 19 | 16-20 | ü | î | Due to the introduction of the new integrated service model, caseloads have temporarily increased. A full review of capacity, including caseloads is underway which will accurately measure caseloads sizes.  These are likely to be much higher than currently reported. The new model was introduced at the beginning of June 2013.
24 | Stay Safe | Children, Young People & Families | Children & Family Services | Deliver improved support to troubled families   - Number of positive outcomes for Birmingham's target of Troubled Families | Termly (lagging 1 period in arrears) | KPI | Earlier is better | 721 Relates to year ending 31st March 2013 | 1,045  (March 2013 internal target  (2090 Target for 2013/14) | l | N/A | The latest performance result received relates to the year ending 31st March 2013 and has been verified by Audit as 721 families supported.  Data for this measure is only available termly and lags one period behind. Performance reporting is dependent on data relating to complete school terms and is also tied to the national Payment by Results claim periods.  Updated audited performance figures for the 2013/14 target will be available in late October 2013, late January 2014, and a final audited figure for performance to March 2014 will not be available until July 2014.  The target for 2013/14 is 2090.
25 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of Children in Need case files judged good or better (via Team Manager audits) | Monthly | KPI | Bigger is better | 0.34 | 0.6 | p | î | The purpose of these audits is to identify inadequate practice and to address issues arising through learning & development and/or, if necessary, through staff competence procedures.  There continues to be poor performance in the number of team manager audits this month as a direct consequence of the disruption and capacity issues related to implementing the new structure.  Actions are in place to address the management arrangements within the new structure and audit activity is predicted to increase significantly during July and August. Continued focus is underway to improve consistency of auditing and ensure that auditing activity is accompanied by improvement activity through the Birmingham Improvement Team (BIT). The BIT have started work with the social care teams and plans are being implemented to increase their capacity. The BIT are also delivering practice improvement workshops to each area based on audit outcomes and themes. BIT have completed work with the exemplar teams and are now starting work with the safeguarding teams.
26 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of Child Protection case files judged good or better (via Team Manager audits) | Monthly | KPI | Bigger is better | 0.63 | 0.6 | « | ì | The purpose of these audits is to identify inadequate practice and to address issues arising through learning & development and/or, if necessary, through staff competence procedures.  Continued focus underway to improve consistency of auditing and ensure that auditing activity is accompanied by improvement activity. Birmingham Improvement Team (BIT) have completed work with the exemplar teams and are now starting work with the safeguarding teams. The BIT will also start to deliver practice improvement workshops to each area based on audit outcomes and themes.
27 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of children and young people in care who feed back that the Council performs consistently well on at least 75% of the Corporate Parenting Pledge commitments | Annual date of survey to be arranged | Initiative | Earlier is better | Not Available | 0.7 | N/A | N/A | This measure has been replaced by the measure Percentage of Children in Care who participate in their reviews (see below)
28 | Succeed Economically | Children, Young People & Families | Children & Family Services | Percentage of Statements of Special Education Need issued within 26 weeks (excluding permitted exceptions) | Quarterly | KPI | Bigger is better | 0.141 | 1 | p | ì | Target missed, but performance improving. March 2013 0%, April 2013 0%, May 2013 19%, June 2013 20% on time. A task group continues to address the backlog. A total of 172 final statements were issued for the month of June, with 24 of these being completed within 26 weeks, this compares to [NAME]'s figure of 16 and April's figure of none. Over 600 Proposed Statements sent out since April 1st 2013.  The demand for SEN Statements has increased from 800 per year in 2011 to 1200 per year in 2013, the service is awaiting development of electronic recording and additional places in special schools are being procured. Transformational Actions are in place to remedy poor performance, with senior manager weekly oversight, including additional staffing, assessment decision making panels, data collection & place planning, culture change and process mapping.
29 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of children in care visits in the last six weeks | Monthly | KPI | Bigger is better | 0.87 | 0.95 | p | ì | Our target was not achieved. However performance demonstrates on-going improvement over the last year. There are management systems in place to validate the reason for some children not being seen, which includes issues related to children being on holiday or young people actively requesting quarterly visits (not 6 weekly visits). Upon review, there were a significant number of children who had been visited but had not been recorded on Carefirst in time so actual performance is higher than reported. We are unable to include these visits on Carefirst once the reporting period is over, but, following further data checks we will include 'actual' results, including the visits omitted in national reporting, in subsequent reporting against this measure.
30 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of children in care who participate in their reviews | Monthly | KPI | Bigger is better | 0.98 | 0.98 | ü | î | Target achieved. Performance demonstrates high level of participation of young people in the review and planning of their care plans.
31 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of child protection visits in the month | Monthly | KPI | Bigger is better | 0.95 | 0.95 | ü | ì | Target achieved. Performance demonstrates on-going improvement over the last year. Those children not visited in time-scale are checked by operational Assistant Director's to ensure visits are completed. Upon review, there were a significant number of children who had been visited but had not been recorded on Carefirst in time.
32 | Stay Safe | Children, Young People & Families | Children & Family Services | Children becoming the subject of a child protection plan for a second or subsequent time | Monthly (lagging 1 month in arrears) | KPI | Smaller is better | 0.18 | 10% to 15% | p | 1 | Our target was not achieved.  Performance is slightly higher than statistical neighbour and national averages. Management have completed an analysis of the children to determine causes and practice issues. Issues identified include: - Cases of complex family neglect, not within our gift to control, that have caused children to need to be again subject of a Child Protection Plan (for a second occasion, or more), and, - 'Over optimistic' practice. Learning from this review will go to practice forum and further actions through performance clinics. Practice issues are also being used to inform the work undertaken to improve practice by the Birmingham Improvement Team as part of the newly developed quality assurance framework.
33 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of social workers who have had supervision in the last month. | Monthly | KPI | Bigger is better | 0.76 | 0.8 | p | ì | Our target was not achieved, but, performance is higher than that of any quarter last year. During this first quarter  there was significant disruption to the management of the service as a result of the implementation of the new integrated service structure. This had a detrimental effect on the performance related to social worker supervision. Nevertheless, remedial action has resulted in most social worker receiving their one-to-ones, or group supervision. This performance indicator will continue to be adversely affected by the high number of vacancies in the structure, but, we have developed a recruitment strategy to address this in the longer term.
 | Council Wide
34 | Public Service Excellence | Council-wide | Deputy Leader (with the Employment & HR Cttee) | Average sick days per full-time equivalent employee (excluding schools staff) | Monthly | KPI | Smaller is better | 10.6 days per fte | 9.25 days per fte | p | ì | Year-to -date sickness figures are a day (per full time equivalent member of staff) less than this period last year  – an early sign that intensive interventions to improve attendance rates and tackle cases of absences are beginning to take effect. Our close management tracking continues, with the Deputy Leader playing a leading role. Each month, the latter secures senior management, and Cabinet Member, attention to taking appropriate remedial action for all significant underperformances.   For directorates with previous poorest sickness rates, Adults & Communities and Local Services have shown a significant improvement in absence rates, reflecting the effect of their pro-active management interventions. CYPF have also shown a slight improvement on last month. However, as this is still a worse year-to-date position than last year, our key focus is targeted at helping this directorate to improve further and faster.
35 | Public Service Excellence | Council-wide | Deputy Leader | Complaints with full response in 15 working days - City-wide performance | Monthly | KPI | Bigger is better | 52% | 0.9 | p | ì | Whilst performance in responding to complaints is improving month on month, performance is well below target in this first quarter. Furthermore, now that most services are reporting through the Your Views system we are now able to report a more accurate position on complaints handling.    An action plan has been put in place across the Council to improve compliance in responding to complaints on time. As a result, we are now escalating non-compliance in meeting the 15 day target to senior management, we are now reporting and responding to individual lessons learned from service areas, and, we are also developing the IT system to incorporate better functionality. Furthermore, we are taking further targeted action to improve low performance levels in Housing Services, who are new users to the Your Views system, and we are also reviewing complaints handling procedures and providing refresher training to secure more accurate and timely complaints handling as soon as possible.    The Deputy Leader continues to closely monitoring monthly improvement rates to ensure improvements are sustained.
36 | Public Service Excellence | Council-wide | Deputy Leader | Percentage of Channel Shift achieved | Monthly | KPI | Bigger is better | 0.15 | 0.34 | p | î | The overall Channel Shift achieved for services on CRM in the period was 15% against a target of 34% at the end of June.  The [NAME] service has reached 33% for the first time however most other services have experienced a decrease this month.  We are still yet to see the impact of the Marketing campaign that commenced in May with radio, viral, bus, train and poster campaigns.  Corporate Communications and Customer Services are currently working on Phase 2 of the campaign which we hope will increase channel shift further.  In addition, work is on-going to launch the new housing repairs self service functionality which will be available in the coming months.  The Channel Shift for Benefits is currently unavailable.  Revenues, Benefits and Customers Services are currently exploring the possibility of implementing an online solution where balance enquiries can be queried online. When included this should improve results further.
37 | Public Service Excellence | Council-wide | Deputy Leader | Percentage of overdue outstanding responses to complaints, reviewed by senior officers within 20 days | Monthly | KPI | Bigger is better | 0.64 | 0.9 | p | N/A | Whilst performance in responding to complaints is improving month on month, performance is well below target in this first quarter. Furthermore, now that most services are reporting through the Your Views system we are now able to report a more accurate position on complaints handling.    An action plan has been put in place across the Council to improve compliance in responding to complaints on time, so that action happens much earlier than at this 20 day point. As a result, we are now escalating non-compliance in meeting both the 15 day target, and this 20 day target, to senior management. Furthermore, we are taking further targeted action to improve low performance levels in Housing Services, who are new users to the Your Views system, and we are also reviewing complaints handling procedures and providing refresher training to secure more accurate and timely complaints handling as soon as possible.    The Deputy Leader continues to closely monitoring monthly improvement rates to ensure improvements are sustained.
 | Corporate Resources
38 | Succeed Economically | Corporate Resources | Commissioning, Contracting & Improvement | Percentage of procurement opportunities greater than £10k not advertised on [NAME] it in Birmingham (excluding [NAME]). | Monthly | KPI | Smaller is better | 0.12 | 0.15 | ü | N/A | Non-compliance has improved each month - down 13% since April.   Each month the Compliance Team produces a FIIB missed opportunities report and circulates this for feedback/justification from non-compliant services. The outcome of these investigations are reported to appropriate members and senior/compliance officers in directorates. All individuals responsible for authorising any spend that should have been advertised on FIIB are reminded of the correct procedures.  Furthermore, Corporate Procurement Service offers FIIB training, where required, and the FIIB procedure is also covered in compliance briefing sessions and other internal communications to ensure the need to advertise on FIIB is well known.
39 | Public Service Excellence | Corporate Resources | Deputy Leader | Percentage of Service Birmingham IT Helpdesk performance measures meeting contractual requirements | Monthly | KPI | Bigger is better | 0.96 | 0.98 | l | 1 | Service Birmingham failed against one of its priority response rate key performance indicators in June (one of fourteen in this IT Service desk contract). We are working with Service Birmingham to determine and agree appropriate remedial action.
40 | Public Service Excellence | Corporate Resources | Deputy Leader | Percentage of 2013/14 Council Tax collected in the year | Monthly | KPI | Bigger is better | 0.287 | 0.3 | p | ì | The new Council Tax Support scheme is having an adverse impact on our collection results. Once the appropriate software changes are made assessments will be able to be made to determine the effect of this over the course of the year. It is also to be noted that the effect of allowing citizens to spread direct debit payments over 12 months, against the previously agreed 10 months will result in a reduced collection figure in each month.
41 | Public Service Excellence | Corporate Resources | Deputy Leader | Percentage of Non Domestic Business Rates received during the year | Monthly | KPI | Bigger is better | 0.383 | 0.383 | ü | ì
42 | Public Service Excellence | Corporate Resources | Deputy Leader | Housing rent arrears | Monthly | KPI | Smaller is better | 11.0m | 11.5m | « | î | A combination of targeted arrears work, accurate financial planning and intensive joint working with the Benefit Service to assist tenants with Discretionary Housing Payment applications and payments, have enable the Service to stay within profiled target for 2013/14.
43 | Public Service Excellence | Corporate Resources | Deputy Leader | Acivico demonstrates performance and compliance in line with its contractual obligations to the Council | Quarterly | KPI | Bigger is better | 0.83 | 0.8 | ü | N/A
 | Development & Culture
44 | Succeed Economically | Development & Culture | Development, Jobs & Skills | [NAME] Growth Needs Incorporating development of: A) Birmingham Development Plan - identifying where housing & economic growth can be accommodated | Quarterly | Initiative | Complete on schedule | On schedule | 2014-03-01 00:00:00 | ü |  | The  technical and evidence based work which includes studies in relation to housing , employment land development and green belt within the Birmingham Development Plan has  been  completed. We are now analysing the responses to the public consultation.
 | Succeed Economically | Development & Culture | Development, Jobs & Skills | B) Birmingham Housing Municipal Trust - developing new homes for rent and sale | Quarterly | Initiative | Complete on schedule | On schedule | 2014-03-01 00:00:00 | ü | 1 | Through the Birmingham Housing Municipal Trust programme against a yearly forecast of sale 195 and rent 320-  for qtr1 we have delivered 68 new homes for sale and 53 for rent. The progress of the sale properties is dependent on the speed that the developers choose to build, which relates directly to housing market conditions. Some small sites in the pipeline have been brought forward earlier for development as rented dwellings.
 | Succeed Economically | Development & Culture | Development, Jobs & Skills | C) Education Infrastructure 2013-14 - deliver additional primary, secondary and special school places to meet demographic need | Quarterly | Initiative | Complete on schedule | On schedule | 2014-03-01 00:00:00 | ü | 1 | We have completed 2 constituency reviews (level education requirements identified and shared)  and 8 are underway a with target completion date of 31st July.  The first draft has been shared with a range of teams in Planning and Regeneration and with the Deputy Leader. The feedback received has been positive and the reports will be able to contribute effectively to quadrant mapping. 14 Targeted Basic Need bids and 10 Demographic Capital Funding bids were submitted in April. The outcome of the bids was due at the end of June but this has been delayed.  Once the outcome of bids is known, there will be a full review of the priorities within the capital programme. The Schools Capital Strategy Report was originally targeted for June but this has now been delayed until 21st October [NAME].  This is to enable the outcomes of the Targeted Basic Needs Bids and Demographic Capital Funding bids to be understood and reflected in the programme. The Asset Management Traded Service has been launched and is now fully operational. A large number of schools have subscribed to the service which has resulted in the income target being exceeded.
45 | Stay Safe | Development & Culture | Green, Safe & Smart City | Number of people killed/seriously injured in road traffic accidents | Quarterly | KPI | Smaller is better | 79 | 100 | « | N/A | This is the latest update figure for Jan -Mar 2013. There were 79 accidents in Birmingham during the period January to March 2013 of which 7 were fatal and 72 were serious.
46 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Number of Affordable Homes | Quarterly | KPI | Bigger is better | 59 | 23 | « | N/A | There has been some movement in the Affordable Rent Programme and some schemes have achieved completions earlier than originally planned which is positive news. A number of additional units have come forward through the Help to Buy Programme, FirstBuy and Mortgage Rescue'
47 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Number of New Homes (net of demolitions in the year) | Annual | KPI | Bigger is better | Available March 2014 | 1800 | N/A | N/A | Number of new homes is an annual measure. The result for this measure will be available in March 2014
48 | High Quality of Life | Development & Culture | Social Cohesion and Equalities | Improvement in 75% of agreed Social Inclusion Floor Targets | Annual | KPI | Bigger is better | Available March 2014 | 0.75 | N/A | N/A | The list of Social Inclusion measures were outlined to the Executive Management Team, at their away day in June. Due to the frequency of some of these indicators, numerical progress against this business plan measure will be reported on an annual basis, with description of progress against the social inclusion action plan outlined on a quarterly basis through the quarterly cabinet performance reports.  Progress to date: The Social Inclusion White paper has successfully been disseminated to stakeholders across the city.  Champions and support teams have now been established around each of the 7 commitments, and more detailed action plans are being developed.   The Institute for Research in to Super diversity was launched in June, and excellent progress is being made through the Welfare Reform Multi Agency committee.
49 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Jobs created as a result of public sector interventions | Quarterly | KPI | Bigger is better | 1157 | 750 | « | N/A | Jobs created through this target come from a wide range of job creation activities across the city including inward investment, Finance Birmingham, Birmingham Energy Savers, innovation & enterprise activities and new developments.    The nature of job creation activities can be subject to wide variation quarter on quarter, so the high actual figure for Quarter 1 is not necessarily indicative of over-performance over the whole year.
50 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Youth Employment - Number put in work and still in work after 26 weeks | Quarterly | KPI | Bigger is better | Not available | 50 | N/A | N/A | The achievements of the Birmingham Jobs Fund during April to June 2013 have been extremely positive , which includes: 678 pledges for apprenticeship opportunities; formation of the new Multi Agency Team; development of administrative and monitoring systems; and establishment of contracting and payment systems.  Processes and agreements are being finalised with [NAME] and the National Apprenticeship Service (part of the Multi Agency Team) to capture and report job starts. These will be in place imminently and job outcomes for the first six months of the initiative will be reported at the end of September 2013.
51 | Succeed Economically | Development & Culture | Green, Safe & Smart City | City Council's energy consumption - carbon emissions from energy consumption database | Quarterly | KPI | Smaller is better | 11057 | 11000 | l | N/A | There has been a slight increase from the target in CO2 emissions due to a colder start in April which resulted in more gas being consumed for heating.
 | Local Services
52 | Stay Safe | Local Services | Green, Safe & Smart City | Reduce residual household waste | Monthly | KPI | Smaller is better | 162.93kg | 151 kg | l | N/A | The year to date result of 162.93 kg means that we are currently below target but within the 10% tolerance.   The performance in this area has plateaued at its current levels, however the [NAME] programme is expected to improve future performance on this indicator.  The results of the pilot will be evaluated and used to inform future targets and progress.
53 | Stay Safe | Local Services | Green, Safe & Smart City | Household waste which is reused, recycled and composted | Monthly | KPI | Bigger is better | 0.3379 | 0.3879 | p | î | The year to date result of 33.79% means that we are currently below target.   The performance in this area has plateaued at its current levels. [NAME] of green waste which contribute towards the indicator have reduced from last years record levels. However the Wheelie Bin programme is expected to improve future performance on this indicator.  The results of the pilot will be evaluated and used to inform future targets and progress.
54 | Stay Safe | Local Services | Green, Safe & Smart City | Municipal waste sent to landfill | Monthly | KPI | Smaller is better | 0.1339 | 0.115 | p | î | The year to date result of 13.39% means that we are currently above target. However, this underperformance is because the closedown of the Energy from Waste Plant is now in the early part of the year, and the closure was for a slightly longer period than expected, due to technical difficulties during the closedown.  It is expected that performance against this indicator will improve during the year.
55 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and environmental cleanliness (levels of Litter) | 3 surveys per year | KPI | Smaller is better | 0.0443 | 0.0395 | l | î | The year to date result for levels of  litter is  4.43%  is above the target of 3.95% but, is within the 10% tolerance. Street cleansing resources have been reduced by 100 staff (full-time- equivalent posts)  since 2012, and a the reliance on mechanical sweeping is increasing. Unfortunately the  [NAME] sweeper fleet is old and vehicles are increasingly failing and off the road for repairs. However a procurement exercise is underway to replace 25 of them. The replacement of these vehicles will assist in dealing with litter and detritus.
56 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and cleanliness (levels of Detritus) | 3 surveys per year | KPI | Smaller is better | 0.1075 | 0.09 | p | î | The performance for levels of detritus at 10.75% is above the target of 9%. Street cleansing resources have been reduced by 100 staff (full-time- equivalent posts)  since 2012, and a the reliance on mechanical sweeping is increasing. Unfortunately the  [NAME] sweeper fleet is old and vehicles are increasingly failing and off the road for repairs. However a procurement exercise is underway to replace 25 of them. The replacement of these vehicles will assist in dealing with litter and detritus.
57 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and cleanliness (Levels of Graffiti) | 3 surveys per year | KPI | Smaller is better | 0.0271 | 0.08 | « | ì | The performance for levels of graffiti at 2.71% is significantly better than the 8% target.
58 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and environmental cleanliness (Levels of fly-posting) | 3 surveys per year | KPI | Smaller is better | 0.0086 | 0.01 | ü | N/A | The performance for levels of flyposting is better than target at 0.86%.
59 | Succeed Economically | Local Services | Deputy Leader | Percentage of consumers who feel confident when buying goods or services in the City | Monthly | KPI | Bigger is better | 0.926 | 0.88 | ü | ì
60 | Public Service Excellence | Local Services | Deputy Leader | Right to repair jobs completed on time for Council tenants. | Monthly | KPI | Bigger is better | 0.9766 | 0.98 | l | î | Performance in June was slightly below target.  Although remaining within the standard tolerance, this is being addressed with the repairs contractors.
61 | High Quality of Life | Local Services | Deputy Leader | Private sector empty properties brought back into use. | Monthly | KPI | Bigger is better | 58 | 65 | p | ì | The year to date target is 65.  This target represents the team's core programme.  Substantial effort has been put into the development and revision of the Repair and Lease scheme.  Measures are in place to bring delivery back on track.
62 | Stay Safe | Local Services | Green, Safe & Smart City | Percentage reduction in Total Recorded Crime | Monthly | KPI | Bigger is better | 0.044 | -0.05 | p | î | Total Recorded Crime annual baseline target of -5% is not currently being met for the performance year 2013/14.  There has been an increase, year-to-date, of 4.4%.  Total Recorded Crime levels remain well within normal variation.  Between 1st April 2013 and 30th June 2013, there have been 19,279 offences recorded 808 more crimes than the same period last year (18,471).  This is largely due to a West Midlands Police audit undertaken last year which identified under recording of shoplifting (TFSS) offences in City Centre - this has been addressed through more effective crime recording practices which started on 1st October 2012.  TFSS offences account for 9% of TRC in Birmingham in 2013/14 YTD).  This performance target is being carefully monitored to ensure any further crime trends can be swiftly addressed.
63 | Stay Safe | Local Services | Green, Safe & Smart City | Percentage reduction in violence with injury | Monthly | KPI | Bigger is better | 0.116 | -0.09 | p | î | The Violence with Injury annual baseline target of -9% is not currently being met.  There has been an increase, year-to-date, of 11.6%.  Between 1st April and 31st may 2013, there have been 2,339 offences recorded, 243 more crimes than the same period last year (2,096).  All Local Police Units (LPUs) have experienced an increase apart from Birmingham West and Central (reduction of 4.2%).  the largest increase has been on Birmingham East where an extra 163 offences equates to a year-to-date increase of 30.5%.  The current levels for Birmingham are within normal variation for the medium term, however, this issue will be examined in more depth at the Birmingham Community Safety Partnership (BCSP) Executive Board on 25th July 2013.
64 | Succeed Economically | Local Services | Development, Jobs & Skills | % of Highways Management and Maintenance PFI Core Investment Period complete. | Quarterly | KPI | Bigger is Better | 0.84 | 0.84 | ü | 1 | This measure is reporting on the progress of the CIP (Core Investment Period) on the Project network.    The Performance of the CIP is monitored and managed on a yearly basis, through six monthly milestone progression, at the end of May and November, up to 31 May 2015.  Performance is monitored in the Contract Management team to ensure that BCC can be confident that milestones are met and the value of the monthly unitary charge is based on the achievements of these milestones, and therefore all works completed by the Service Provider must be signed off for quality purposes before it can be added to the Milestone as complete.