Spreadsheet: 038cbc01-8893-41e0-8727-846a4827fb2b
Sheet: CBP Measures 2013-14

Ref. | Strategic Outcome / Themes of Community Strategy | Directorate | Portfolio / Committee | Description | Additional Information | Type | Aim | Data Frequency | Month 6 Result | Month 6 Target | Month 6 Performance | Month 6  DOT previous Quarter | Month 6 Commentary
Adults & Communities
1 | Stay Safe | Adults & Communities | Health & Wellbeing | Safeguarding case conferences completed within 38 days of referral. |  | KPI | Bigger is better | Monthly | 0.817 | 0.8 | ü | î | We are on track to deliver this measure. 81.7% of Case Conferences were completed within 38 days of referrals, above the target of 80%.  After the issues at the start of the year being discussed in performance boards, with teams investigating the reasons for falling below target and seeking to resolve any data quality issues, the April result improved from 50% to 64% and only one other month has fallen below target (at 79%).  This has allowed the year to date result to improve and exceed the target.
2 | Stay Safe | Adults & Communities | Health & Wellbeing | Percentage of completed safeguarding cases audited judged poor - to ensure quality of safeguarding practice. | New measure for 2013/14 | KPI | Smaller is better | Quarterly | 0.3 | 0.283 | p | 1 | As at quarter 2 30% of safeguarding cases audited were poor. This has not improved on the quarter 1 result. However wider analysis shows that the percentage that are good or outstanding has risen from 30% to 34%. An analysis of the completed casefile audits will be undertaken to outline where specific support needs to be provided to the frontline workers to improve the quality of practice.
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. | Measure reports a quarter in arrears | KPI | Bigger is better | Quarterly  Lagging 1 Quarter in arrears | 257 | 233 | « |  | Quarterly result lagging one quarter in arrears. This result is associated with quarter one.  The better than target performance can be attributed to an on-going greater focus by substance misuse treatment services on the employment agenda. This involves the use of a dedicated service for people within the treatment system, which assists individuals with employment issues, as well as treatment providers being based in job centre plus offices.
4 | Stay Safe | Adults & Communities | Health & Wellbeing | Adult Social Care - % of service users who are reviewed | New measure for 2013/14 | KPI | Bigger is better | Monthly | 0.821 | 0.845 | l | ì | As reported in previous months, the performance against this indicator is now measured against the proportion of clients showing as Upcoming (those who have been reviewed or assessed at some point in the last 12 months) to show progress towards achieving the 90% target.  For overall reviews this currently stands at 82.1%, below the September profile target of 84.5%.  For clients receiving Direct Payments this is currently 81.1%, below the profile target of 85%, although with far smaller numbers of clients.  Progress towards this indicator as well as lists of those who are overdue or due for a review are now available to teams through Xcelsius and telephone reviews are now taking place to increase the number of reviews carried out per month.
5 | Stay Safe | Adults & Communities | Health & Wellbeing | Percentage of care home providers rated as poor or unrated using the provider quality framework | New measure for 2013/14 | KPI | Smaller is better | Quarterly | Not available | 0.279 |  |  | The Q2 monitoring data will not be available until later in November. However, work continues, the lead commissioning officers now consider the 'Poor' rated providers as part of a monthly performance group. Action plans and suspension are reviewed weekly to check that 'Poor' rated providers are being engaged with and steps are being taken to deal with inadequate quality.
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) | New measure for 2013/14 - reported a Quarter in arrears | KPI | Bigger is better | Quarterly  Lagging 1 Quarter in arrears | 1021 | 1404 | p |  | Quarterly result lagging one quarter in arrears. This result is associated with quarter one.  Our campaign provider Birmingham Community Health Care Trust has achieved 73% of the targeted quits from the most deprived community and is 383 quits behind target in quarter 1. This is significantly below target and increases the demand on the provider for the remainder of the year. Whilst it is still possible to address the shortfall, particularly with ‘[NAME]’ and ‘New year’s resolution’ campaigns when activity is typically increased, it will be monitored to ensure initiatives are put in place to correct the shortfall.
7 | Be Healthy | Adults & Communities | Health & Wellbeing | Numbers of hazardous, harmful or dependent drinkers completing  treatment | New measure for 2013/14 - reported a Quarter in arrears | KPI | Bigger is better | Quarterly  Lagging 1 Quarter in arrears | 5959 | 4000 | « |  | Quarterly result lagging one quarter in arrears. This result is associated with quarter one.  Evidence based alcohol interventions  are being delivered in a wide range of different settings which supports the achievement of the over performance of the target, these include community settings, GP surgeries, hospitals and criminal justice settings. An alcohol data meeting with service providers tracks and supports progress.
8 | High Quality of Life | Adults & Communities | Health & Wellbeing | Increase in the number of cases where homelessness is prevented or relieved. | New measure for 2013/14 | KPI | Bigger is better | Quarterly | 4604 | 3500 | « | ì | The number of customers seeking housing advice has remained consistently high for both quarter 1 and quarter 2.  A variety of housing options are explored with customers, such as the private sector, mediation, encouragement to stay with family or friends until more secure accommodation can be secured.    Commissioned homeless prevention services such as Birmingham and Solihull Women's Aid and [NAME] who work with women experiencing domestic violence and single homeless respectively have made increasing use of services such as West Midlands Living - a private lettings agency to assist people to access alternative accommodation in the  private rented sector, thus increasing the numbers of people who are helped to avoid the trauma of becoming homeless.   Commissioned homeless prevention service [NAME] has helped increasing numbers of young people to access mediation services in order to prevent family breakdown and homelessness enabling young people to move on in a planned way.
8 | High Quality of Life | Adults & Communities | Health & Wellbeing | Increase in the number of cases where homelessness is prevented or relieved. | New measure for 2013/14 | KPI | Bigger is better | Quarterly | 4604 | 3500 | « | ì | Commissioned homeless prevention service, [NAME], who work with people with complex needs are increasingly helping those people to access private sector hostels in order to reduce rough sleeping.  All of the above services work with customers to identify the safest and most appropriate housing option for their customers.  We are anticipating that, for quarters 3 and 4, following the introduction of a Social Lettings Agency in Birmingham, there will be an increase in the 'private rented sector accommodation with landlord incentive' scheme.
9 | High Quality of Life | Adults & Communities | Health & Wellbeing | Reduction in homeless households in bed and breakfast accommodation | New measure for 2013/14 | KPI | Smaller is better | Monthly | 99 | 90 | p | ì | The total number of households in Bed & Breakfast type accommodation for September 2013 is 99.  This is against a profiled target of 90.  The Temporary Accommodation team have missed the target by a total of 9 households.  We have started authorising lets on Saturday to combat this which should see the figures back on target next month.
Children, Young People & Families
10 | Stay Safe | Children, Young People & Families | Children & Family Services | Referrals that are re-referrals within 12 months |  | KPI | Within range | Monthly | 0.23 | 18 - 25% | ü | î | The rate of referrals has remained consistently below 25% since the period January to March 2012/13. This is a good indication that the front door referral process is operating appropriately and that partner agencies understand the thresholds for referral into the service. Benchmarking against other authorities the result for our statistical neighbours is 22.3% and the national average 26.1%.
11 | Stay Safe | Children, Young People & Families | Children & Family Services | Children in care cases reviewed within timescales | Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.93 | 0.95 | l | î | Performance has dipped due to the lack of availability of chairs and late notifications. There have also been some IT problems with the saving of reports which are required for the reviews.
12 | Stay Safe | Children, Young People & Families | Children & Family Services | Child protection cases reviewed within timescales | Measure reported a month in arrears.  Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly   Lagging 1 Month in arrears | 0.95 | 0.975 | l | î | Result shown is for August Performance has dipped slightly, one review was held outside timescale to accommodate a late request by a parent. Others affected by availability of chairs who are still carrying higher than the national average caseloads and booking errors. Benchmarking against other authorities the result for our statistical neighbours is 98.8% and the national average 97.1%.
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 measure reported a term in arrears | KPI | Smaller is better | Termly  Lagging 1 Term in arrears | 15 | 17 | ü | î | Result shown is for the first term in the 12/13 academic year. Ofsted are now two terms behind in reporting these results. The target for the 2013/14 academic year is 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 Measure - Available in January 2014 | KPI | Bigger is better | Annual  Available January | 0.594 | 0.63 | p |  | Provisional indications show that Birmingham schools' GCSE and equivalent results have dipped slightly in 2013. 59.4%, (60.4% nationally), of candidates achieved 5 or more GCSE A*-C (or equivalents) including English and Mathematics GCSE compared with 60.1% in 2012.  Confirmed results will be 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 Measure - Available in January 2014 | KPI | Bigger is better | Annual  Available January | Not available | 0.2 |  |  | The GCSE results for Looked After Children should be available by the end of November, in line with previous years.  We are currently in the process of collating, checking and verifying the data at pupil level and calculating the GCSE equivalence of qualifications, which is a time consuming process.  Whilst we now have pupil level data for 50% of the cohort who are educated in Birmingham, the remaining 50% needs to be collected from and checked with schools or other providers located outside of our local authority.
16 | Succeed Economically | Children, Young People & Families | Children & Family Services | Percentage of 16-18 year olds not in education, employment or training | Annual Measure - Monthly results based on local data | KPI | Smaller is better | Annual  Monthly results provided based on local data | 0.101 | 0.115 | ü | î | NEET figure for 16-18 yr olds is 10.1% as at the end of September 2013. NEET figure for the next 2 months will  be far higher as it is a period of time when the 2013 cohort of 16-18 are first reflected in this figure. During this time the Local Authority seeks confirmation of starters in college, schools, training providers and employment via a follow up process which will reduce the NEET figure. The Not Known figure will also be 'falsely' high during this period. Work is on-going between CYPF, Local Services and Development Directorates to agree responsibilities and action for NEET and improvement of Not Known figures.   Our outturn target this year is 7% this compares with an outurn average for our statistical neighbours of 6.6% and the national average of 6.1%.
17 | Succeed Economically | Children, Young People & Families | Children & Family Services (with Development, Jobs and Skills) | Young offenders in employment, training or education | Measure reported a quarter in arrears | KPI | Bigger is better | Quarterly  Lagging 1 Quarter in arrears | 0.8364 | 0.824 | ü | ì | High performance for 1st Quarter has been helped by several Apprenticeship schemes for young offenders recruiting recently. Plus the additional support from the 'SOVA' mentors to complement the work of the Connexions and Educational Welfare Services (EWS) staff. With the reduced Connexions support from July 2013 this will impact on our ability to support young people to engage in Education, Training and Employment (ETE) and this gap will need to be addressed.  The widening of Youth Contract (YC) eligibility criteria will now mean that more young offenders can be referred to'SOVA' and 'Prospects' but this still does not include our 18 year olds. Also the YC ‘Payment by Results’ structure does not recognise the intensive time and cost it takes to work with the most complex young people and this is a down side of relying solely on YC funding to provide the ETE support.    Each Youth Offending Team (YOT) is now offering Literacy support using ‘Rapid English’. This enhanced offer of intervention is hoped to help remove this often fundamental barrier to ETE.  There is an ongoing challenge to identify suitable ETE provision that can engage those young offenders with learning needs and conditions such as Autistic Spectrum Disorder (ASD) because of the individualised provision that is needed for these young people to succeed. Often they have missed out on getting a Statement and so no additional funding is available to find them a more supportive provision.
18 | Stay Safe | Children, Young People & Families | Children & Family Services | Recruitment of adopters - time from initial enquiry to adopter approval at panel | New measure for 2013/14 | KPI | Smaller is better | Monthly | 36 Weeks | 26 Weeks | p | ì | A Marketing Strategy covering Fostering, Adoption, Supported Lodgings et [NAME] has been written, and through a procurement process an independent marketing company has been commissioned to "re-brand" Birmingham's Fostering and Adoption Service. The Cabinet Member has signed-off  phase 1 of the new Adoption Portal, which will go live during Adoption week in November 2013. It is anticipated that we will be able to recruit a minimum of 100 new adopters. A business analyst from Staffordshire County Council is working 2 days a week to improve systems in recruitment, and approval of prospective adopters, to meet the 6 month deadline. | April  54 weeks | May 43 weeks | June 38 weeks | July 37 weeks
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) | New measure for 2013/14. Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.47 | 0.6 | p | î | Vacancies in front line social work and first line manager posts have adversely affected the performance across a range of targets. Important activity is underway with initial focus on children in care proceeding cases. This includes the Birmingham Improvement Team rolling out the new documentation for care proceedings cases and working with teams and individuals to improve case work.
20 | Stay Safe | Children, Young People & Families | Children & Family Services | Average length of care proceedings | Quadrant breakdown of data available on next page | KPI | Smaller is better | Quarterly | 44 Weeks | 26 Weeks | p | ì | Overall performance continues to move towards the 26 week target. (Quarter 1 result 48 weeks) This figure will fluctuate as those cases that have been in the system a long time conclude they will adversely affect the average weekly rate.
21 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of single assessments, for children in need, completed in timescale (30 days) | New measure for 2013/14. | KPI | Bigger is better | Monthly | Not available | 0.8 |  |  | Single assessment was launched in October and figures will be made available in the November reporting
22 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of initial child protection conferences in timescale | Measure reported a month in arrears. Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly   Lagging 1 month in arrears | 0.74 | 0.9 | p | ì | Result lags one month behind. Result shown is for August. There has been a slight increase in the year to date figure which is a reflection of much better monthly performance figure of 89%. Conference administration and invitations have been set up on CareFirst to speed up the process. Recent poor performance relates to late notifications into the Safeguarding unit and these are being dealt with at an area level to improve performance. Benchmarking against other authorities the result for our statistical neighbours is 84.1% and the national average 73.3%.
23 | Stay Safe | Children, Young People & Families | Children & Family Services | Average caseload of qualified social workers in Safeguarding Teams | Quadrant breakdown of data available on next page | KPI | Within range | Monthly | 20 | 16-20 | ü | î | The average caseload of social workers has increased as a result of the current high vacancies rate.  A new recruitment and retention strategy has been developed.  This includes key proposals for immediate and permanent recruitment. Cabinet have agreed a temporary increase, for a period of 6 months, in the rates paid to qualified agency staff who are undertaking child protection duties pending the recruitment of permanent staff to cover qualified social worker vacancies. In addition, implementing a basic infrastructure to facilitate swift recruitment, e.g. fortnightly interview panels, update and use of the on-line talent pool, and rolling advertisements.
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 | New measure for 2013/14 - Termly measure reported a Quarter in arrears | KPI | Bigger is better | Termly  Lagging 1 term in arrears | 935 | 900 | ü | ì | The current performance figure consists of 721 families achieving outcomes in 2012/13 and a further 214 in the period to 31st July 2013.  A performance update for the period to December 2013 will be available in late January 2014, and a final 2013/14 figure will be available in July 2014.  Our current expectation is that confirmation of outcomes delivered will accelerate significantly over the remainder of the year and that the cumulative target for 2013/14 of 2,090 families achieving outcomes will be met or exceeded.
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) | New measure for 2013/14.  Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.54 | 0.6 | p | ì | Vacancies in front line social work and first line manager posts have adversely affected the performance across a range of targets. Important activity is underway with initial focus on children in care proceeding cases. This includes the Birmingham Improvement Team rolling out the new documentation for care proceedings cases and working with teams and individuals to improve case work.
26 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of Child Protection case files judged good or better (via Team Manager audits) | New measure for 2013/14. Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.3 | 0.6 | p | î | Vacancies in front line social work and first line manager posts have adversely affected the performance across a range of targets. Important activity is underway with initial focus on children in care proceeding cases. This includes the Birmingham Improvement Team rolling out the new documentation for care proceedings cases and working with teams and individuals to improve case work.
27 | Succeed Economically | Children, Young People & Families | Children & Family Services | Percentage of Statements of Special Education Need issued within 26 weeks (excluding permitted exceptions) | New measure for 2013/14. | KPI | Bigger is better | Monthly | 0.2422 | 1 | p | ì | Off target but performance is improving. Performance has been affected by increased demand and changes in priorities. In addition action plans and management oversight are in place. We have improved the identification of exceptions. 133 final statements were issued October, and 131 were finalised in 26 weeks and excluding exceptions 100% were issued on time. The backlog has reduced from 165 cases in July to 1 showing as being over 26 weeks at the end of October. There are currently 120 Statements finalised by type of school, and we are working to identify named schools for these children.
28 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of children in care visits in the last six weeks | New measure for 2013/14.  Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.8 | 0.95 | p | î | Vacancies on the frontline are having an impact on this indicator as workloads for staff have increased. Management in the areas are aware of all children not seen and arrangements for visits have been made.  A new recruitment and retention strategy has been developed.  This includes key proposals for immediate and permanent recruitment. Cabinet have agreed a temporary increase, for a period of 6 months, in the rates paid to qualified agency staff who are undertaking child protection duties pending the recruitment of permanent staff to cover qualified social worker vacancies. In addition, implementing a basic infrastructure to facilitate swift recruitment, e.g. fortnightly interview panels, update and use of the on-line talent pool, and rolling advertisements.
29 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of children in care who participate in their reviews | New measure for 2013/14.  Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.98 | 0.98 | ü | 1 | Performance remains good for this indicator.
30 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of child protection visits in the month | New measure for 2013/14.  Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.9 | 0.95 | p | î | Performance has dipped between the first and second quarter. However the monthly profile in the second quarter shows an upward trend (July 84%, August 83%, September 90%).  Visits have been impacted by the lack of capacity and this is particularly reflected in the results for the South quadrant. Additional supervisory staff have been moved to the South quadrant from the Birmingham Improvement Team to assist with the work loads. There are issues of late data entry onto CareFirst which result in reporting that children have not been visited when they have been.  It should be noted however that where children have not been visited action plans have been put in place to ensure that children are visited immediately.
31 | Stay Safe | Children, Young People & Families | Children & Family Services | Children becoming the subject of a child protection plan for a second or subsequent time | New measure for 2013/14. Measure reported 1 month in arrears. Quadrant breakdown of data available on next page | KPI | Within range | Monthly.  Lagging 1 month in arrears | 0.18 | 10-15% | p | 1 | Result shown is for August lags one month behind. These cases are mostly historic cases that where dealt with up to three years ago. Consequently this indicator will take some time to improve. Improvement in this indicator relates to the work ongoing to improve practice within the service. Benchmarking against other authorities the result for our statistical neighbours is 13.4% and the national average 13.3%.
32 | Stay Safe | Children, Young People & Families | Children & Family Services | Percentage of social workers who have had supervision in the last month. | New measure for 2013/14.  Quadrant breakdown of data available on next page | KPI | Bigger is better | Monthly | 0.83 | 0.8 | ü | ì | Target met at 83% for September.  This reflects actions taken to secure frontline management oversight of cases.
Council Wide
33 | Public Service Excellence | Council-wide | Deputy Leader (with the Employment & HR Cttee) | Average sick days per full-time equivalent employee (excluding schools staff) |  | KPI | Smaller is better | Monthly | 10.38 | 9.25 | p | ì | Sickness days per full-time equivalent members of staff continues at its lowest in four years (down from 12.4 days per full-time equivalent member of staff in March 13, to 10.6 days in June and 10.38 days in September.  The year-to-date figure in September is 1.5 days lower than the same period last year and long-term sickness cases (over 6 months) are down from 151 in July 2012, when monitoring began, to a much improved 71 cases.  This suggests that the interventions to improve attendance are taking effect. In addition, changes to the Managing Absence Procedure  have been formally agreed and communicated to managers. These come in effect on 1st January 2014 and will help to secure earlier action by managers to get their staff back to work as soon as possible.  Adults and Communities shows the biggest improvement with over 3 days reduction on the year-to-date figure last year, and, Local Services' absence is significantly lower than the joint Environment & Culture and Homes & Neighbourhood performance in 2012.    Sustained focus on staff absences in Children, [NAME] and Families Directorate, where absence rates remain unchanged on last year, are on-going in a concerted effort to help secure similar necessary reductions in this directorate.    Deputy Leader and Chairman of Employment and Human Resources continue with focus on manager compliance with the Managing Absence Procedure.
34 | Public Service Excellence | Council-wide | Deputy Leader | Complaints with full response in 15 working days - City-wide performance | New measure for 2013/14 | KPI | Bigger is better | Monthly | 0.54 | 0.9 | p | ì | The result is year-to-date (April to September). The volume of Your Views increased by just under 15% in Quarter 2 compared to Quarter 1.  Of the 3260 complaints received in Quarter 2 alone 1061 (33%) received a response within 10 days and 1818 (56%) received a response within 15 days.  Compliance with the 15 day standard improved by 4 percentage points compared to Quarter 1.  However the quarter’s performance was affected dramatically by August’s results which were disappointing with September’s results showing a significant improvement.  Local Services Directorate received 72% of the overall complaints, but have experienced technical difficulties in their Housing Services due to new staff using the Your Views system.  So, in Quarter 2 only 43% were responded to in 15 days. This has a significant impact on the overall result.  As a result of management action and training within Local Services performance improved to 55% answered within 15 days in September, which is the best monthly figure for the year-to-date. This action will continue and further improvements are expected.
35 | Public Service Excellence | Council-wide | Deputy Leader | Percentage of Channel Shift achieved |  | KPI | Bigger is better | Monthly | 0.14 | 0.34 | p | î | The overall Channel Shift achieved for services on CRM in the period was 14% against a target of 34% at the end of September, this has therefore plateaued since August. There have been increases across most services compared to August however the increase in calls into Housing Repairs has meant the overall result is still 14%.  Channel shift on the new green waste chargeable service has been very encouraging with over 50% of transactions being conducted online.  The final phase of the communications campaign is underway and a PR campaign is also being implemented.  The planned launch of the new Housing Repairs online functionality has been delayed until the new year due to technical defects that were discovered during User Acceptance Testing.
36 | Public Service Excellence | Council-wide | Deputy Leader | Management Action - percentage of complaints, responded to within 20 days | New measure for 2013/14 | KPI | Bigger is better | Monthly | 0.64 | 0.95 | p | ì | The results show that there has been a considerable improvement in performance when comparing Quarter 1 to Quarter 2 of 7 percentage points even though the volume of complaints has increased by 17% (348) in the same period.  This reflects the focus that is now being applied to Your Views handling throughout the organisation. The Service Area that has seen the highest increase in performance is Housing Repairs which has improved by training new users on how to use the system, and, the implementation of improved wider complaints handing processes – the outcome  of a recent review.
Corporate Resources
37 | Succeed Economically | Corporate Resources | Commissioning, Contracting & Improvement | Percentage of procurement opportunities greater than £10k not advertised on [NAME] it in Birmingham (excluding [NAME]). | New measure for 2013/14 | KPI | Smaller is better | Monthly | 0.2203 | 0.1 | p | î | We are currently significantly underperforming against this measure. This underperformance was taken to EMCB as a Hot Topic in September. As a result, this corporate management team group (EMCB) supported the escalation of all missed opportunities to nominated senior officers.  Corporate Procurement Service (CPS) will be managing this escalation, emphasising the requirement to advertise all opportunities over £10,000. CPS are also continuing to challenge missed opportunities with [NAME] and highlighting the importance of following the procedures put in place.   The Cabinet Member for Commissioning, Contracting and Improvement is developing a robust Star Chamber reporting mechanism and will use this to ensure that performance against this target is brought back on track.
38 | Public Service Excellence | Corporate Resources | Deputy Leader | Percentage of Service Birmingham IT Helpdesk performance measures meeting contractual requirements |  | KPI | Bigger is better | Monthly | 0.99 | 0.99 | ü | ì | Although there was a breach earlier in the year, following the successful implementation of an improvement plan and robust monitoring, Service Birmingham's performance against these contractual key performance indicators is now back on track.
39 | Public Service Excellence | Corporate Resources | Deputy Leader | Percentage of 2013/14 Council Tax collected in the year |  | KPI | Bigger is better | Monthly | 0.5533 | 0.56 | p | ì | Initial figures indicate that, to date, 14,407 customers in receipt of Council Tax Support (CTS)  have made no payments, which has had an initial 0.51% negative impact on the collection rate overall.     Month on month comparison revealed that the Council Tax net liability has increased by 0.19% from last month, with an overall impact of 0.28% increase in collectable debit which includes 0.14% value increase in properties on the system, 0.04% increase due to the identification of new 150% premium properties and the 0.10% increase due to  the proactive management of exemptions and discounts, which has resulted in 6,473 discounts and exemptions being removed since April 13, in particular Single Persons Discount (SPD) which have reduced by 4092, of which 972 were removed in August. This has the impact of increasing the collectable debt by £306K for SPD’s and £111K for 150% premium cases in August without time for customers to start to pay their new instalment amounts.
40 | Public Service Excellence | Corporate Resources | Deputy Leader | Percentage of Non Domestic Business Rates received during the year |  | KPI | Bigger is better | Monthly | 0.6322 | 0.642 | l | î | The Primary Care Trust (PCT) has changed its payments from annually in advance, to monthly. Annually, this debit equates to 0.4% of the collection rate. Consequently the tapered reduction in collection each month results in a 0.16% variance at the end of September to the current monthly target.    Year on year comparison of bailiff collection has revealed a shortfall of 0.11% in terms of the collection rate, this has been addressed by revising internal collection targets and processes put in place to progress debts. In addition £[NAME] is currently on hold awaiting approval for Discretionary relief awards, this equates to 0.16% of the collectable debit, alongside a high profile appeal to high court to the value of £[NAME] which cannot be progressed until a judgement has been made. Additionally staff are targeting areas such as Absconders and Gone-away’s which will have a positive impact in the longer term on the collection rate.
41 | Public Service Excellence | Corporate Resources | Deputy Leader | Housing rent arrears |  | KPI | Smaller is better | Monthly | £12.1m | £14.3m | « | î | The rent collection environment remains challenging and at the half year point rent arrears are currently £12.07m and well within the budget profile. Due to the dispensation provided by Department for Communities and Local Government that will allow Birmingham to set up a ‘top-up’, HRA Discretionary Housing Payment (DHP) fund of £2m.  It should be noted that the £2m will only be used once the current allocation of DHP earmarked for council tenants has been exhausted.
42 | Public Service Excellence | Corporate Resources | Deputy Leader | Acivico demonstrates performance and compliance in line with its contractual obligations to the Council | New measure for 2013/14 | KPI | Bigger is better | Quarterly | Not available | 0.8 | ? | NA | The Cabinet Member for Commissioning, Contracting & Improvement and the Deputy Leader are currently reviewing the performance indicators in the basket for this measure - to ensure that they are fit for purpose and enable them to be effective in their recently enhanced role in the monitoring Acivico’s performance (an outcome of the recent workshop on Acivico’s future structure and governance).  Until this review is complete and the proposed new set of measures is brought back to Cabinet for approval, a complete result against this measure cannot be provided. However, based on the proportion of indicators that are available, currently Acivico’s performance appears to be on target - 86% are on track.
Development & Culture
43 | 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 |  | Initiative | Complete on schedule | Quarterly | On schedule | March 2014 | ü | - | The technical and evidence -based work which includes studies in relation to housing, employment land development and green belt has been completed. We have now analysed the responses to the latest consultation Pre-submission Plan prepared and to be considered by Cabinet on 21 October and Full Council on 3rd December. Pre-submission consultation expected in January - February 2014, with public examination in late summer 2014 and adoption early in 2015.
 | Succeed Economically | Development & Culture | Development, Jobs & Skills | B) Birmingham Housing Municipal Trust - developing new homes for rent and sale |  |  |  |  |  |  |  | - | Through the Birmingham Housing Municipal Trust programme against an original yearly forecast of sale 195 and rent 320, The current forecast total for the year is now 191 sale and 140 rent units. to date  we have delivered 93 new homes for sale and 116 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 |  |  |  |  |  |  |  | - | The  2013 / 14 Maintenance Programme Report is  scheduled  for Cabinet in November subject to a response from the Department for Education (DfE) regarding Capital Funding queries. The Additional Place requirements for 2015 quantified and early options identified the target date for publication of options appraisal is the end of October 2013, the forecast is currently being quality assured. The Capital Maintenance priority projects Phase 2 have been  identified. The Birmingham Youth Partnership is currently being formed; the NEET Strategy will be taken to the first meeting of the group to be developed. With the delivery of projects, significant challenges are being encountered with Acivico in relation to delivering to time and on cost. For September 2013 immediate solutions were identified through the basic need programme and further solutions will be required during the year to create the necessary capacity for anticipated ‘In Year’ migration into the City.
44 | Stay Safe | Development & Culture | Green, Safe & Smart City | Number of people killed/seriously injured in road traffic accidents |  | KPI | Smaller is better | Quarterly  Reported quarter in arrears and agsinat calendar year | 151 | 200 | « | î | Measure reported a quarter in arrears and based on performance throughout the calendar year. This is the latest update figure for Apr-Jun 2013. There were 72 accidents in Birmingham during the period April to June 2013 of which 5 were fatal and 67 were serious.
45 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Number of Affordable Homes | New measure for 2013/14 | KPI | Bigger is better | Quarterly | 412 | 263 | « | î | Some of the Birmingham Municipal Housing Trust programme slipped, in terms of delivery, from quarter 1 to quarter 2 and some have come forward from quarters 3 and 4. In addition, 53 units have been delivered via private developers through the Homes and Communities Agency Mortgage Rescue, FirsBuy and Help to Buy programmes.
46 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Number of New Homes (net of demolitions in the year) | New measure for 2013/14 | KPI | Bigger is better | Annual | Not available | 1800 | - | - | Number of new homes is an annual measure with results available in June 2014.  The process for monitoring housing completions involves officers visiting sites with planning permission and checking on progress. This is a substantial exercise, and it is only undertaken annually, at the end of the financial year (during April) to fit in with long-established government requirements for monitoring dwelling completions with figures usually being available in June. Additionally, due to the time lags involved in building a house and resources there would not be much value in carrying this exercise out more frequently.    Net completions for the monitoring year 2012/13 were 1372 against a Target of 1800. We expect net completions to be around 1,300 2013/14. Although this is below the annual target, it is important to note that completion targets were set for a twenty year period (2001 - 21). Despite low levels of completions in the last few years (due to economic conditions) we remain ahead of the cumulative target.
47 | High Quality of Life | Development & Culture | Social Cohesion and Equalities | Improvement in 75% of agreed Social Inclusion Floor Targets | New measure for 2013/14 | KPI | Bigger is better | Annual | Not available | 0.75 | - | - | This indicator is made up of a basket of “closing the gap” measures covering 10 key themes of social inclusion.  To assess a direction of travel, the most recent data available for each defined measure has been considered, however often this will not be related to this current financial year.  The current position at quarter 2 is that measures have been identified for all but two of the 10 areas of Social Inclusion identified. The two areas where work is on-going is Mental Health and Safeguarding.  Work to formalise these measures will conclude shortly.    Overall there not a significant change in position since Q1 result, with education, income and employment data expected between October and December.    Of measure that have currently been defined, the Employment and Wages measures have seen slight increases in the gap between the worst district and the Birmingham average.  Although neither of the results are statistical significant (given the large confidence intervals of the data) so are within tolerance.
48 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Jobs created as a result of public sector interventions | New measure for 2013/14 | KPI | Bigger is better | Quarterly | 1639 | 1500 | « | î | [NAME] created this quarter have totalled around 500, principally through the success of the Birmingham Jobs Fund (285) and targeted inward investment activity (151 new jobs). The target remains on track to be met, and exceeded, with the year-to-date total of 1,639 and a forward pipeline which indicates potential for greater returns in quarters 3 and 4.
49 | Succeed Economically | Development & Culture | Development, Jobs & Skills | Youth Employment - Number put in work and still in work after 26 weeks | New measure for 2013/14 | KPI | Bigger is better | Quarterly | 285 | 275 | ü | - | The  data relating to the number of [NAME] has been provided by Birmingham Jobs Fund partners. We are awaiting more detailed, verified data in line with agreements with partner agencies and employers.
50 | Stay Safe | Development & Culture | Green, Safe & Smart City | City Council's energy consumption - carbon emissions from energy consumption database | New measure for 2013/14 | KPI | Smaller is better | Quarterly  Reported quarter in arrears | 11057 | 11000 | l | - | Measure reported a Quarter in arrears. There is 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  Note :  (There is a two month reporting lag to this KPI.  It will not be possible to report the actual CO2 emissions figure within the actual Quarter therefore the  previous quarter results have been provided.  The data held on [NAME] is subject to a checking and audit process by ACIVICO, to respond to energy suppliers feeder files which contains data omissions.   A further delay is caused through the quarterly energy reporting periods not aligned to the financial year periods.  contains data  ACIVICO advises that to ensure all data is captured this process requires two months.  Therefore data for Quarter 2 will not be obtained until the end of November.)
Local Services
51 | Stay Safe | Local Services | Green, Safe & Smart City | Reduce residual household waste |  | KPI | Smaller | Monthly | 327 | 306 | l | î | Estimated Result The estimated year to date result of 327 kg means that we are currently below target but within the 10% tolerance.  The actual result is expected to be available in early November.
52 | Stay Safe | Local Services | Green, Safe & Smart City | Household waste which is reused, recycled and composted |  | KPI | Bigger | Monthly | 0.35 | 0.3841 | l | î | Estimated Result The estimated year to date result of 35% means that we remain below target, but within the 10% tolerance.  The actual result is expected to be available in early November.
53 | Stay Safe | Local Services | Green, Safe & Smart City | Municipal waste sent to landfill |  | KPI | Smaller | Monthly | 0.0833 | 0.0831 | l | ì | Estimated Result The estimated year to date result of 8.33% means that we are currently below target but within tolerance. The actual results are expected to be available in early November.  Performance was affected by 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. The Energy from Waste Plant was damaged by an exposition cause by a gas bottle going in to the waste stream this reduced the plant's capacity for a short period at the beginning of August. We have been working closely with our disposal contactor (Veolia) to reduce landfill and improve performance against this indicator. We are expecting further improvements and that the year-end target will be achieved.
54 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and environmental cleanliness (levels of Litter) | Measure based on three surveys held per year | KPI | Smaller | Quarterly  3 surveys per year | Available December 2013 | 0.0395 | - | - | Results for this indicator is dependant on the outcome of a survey. 3 surveys are completed annually: April - July, August - November and December - March. Therefore the result for quarter two will be available in December 2013.
55 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and cleanliness (levels of Detritus) | Measure based on three surveys held per year | KPI | Smaller | Quarterly  3 surveys per year | Available December 2013 | 0.09 | - | - | Results for this indicator is dependant on the outcome of a survey. 3 surveys are completed annually: April - July, August - November and December - March. Therefore the result for quarter two will be available in December 2013.
56 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and cleanliness (Levels of Graffiti) | Measure based on three surveys held per year | KPI | Smaller | Quarterly  3 surveys per year | Available December 2013 | 0.08 | - | - | Results for this indicator is dependant on the outcome of a survey. 3 surveys are completed annually: April - July, August - November and December - March. Therefore the result for quarter two will be available in December 2013.
57 | Stay Safe | Local Services | Green, Safe & Smart City | Improved street and environmental cleanliness (Levels of fly-posting) | Measure based on three surveys held per year | KPI | Smaller is better | Quarterly  3 surveys per year | Available December 2013 | 0.01 | - | - | Results for this indicator is dependant on the outcome of a survey. 3 surveys are completed annually: April - July, August - November and December - March. Therefore the result for quarter two will be available in December 2013.
58 | Succeed Economically | Local Services | Deputy Leader | Percentage of consumers who feel confident when buying goods or services in the City |  | KPI | Bigger is better | Monthly | 0.908 | 0.88 | « | î | Year to date performance is currently above target.
59 | Public Service Excellence | Local Services | Deputy Leader | Right to repair jobs completed on time for Council tenants. |  | KPI | Bigger is better | Monthly | 0.975 | 0.98 | l | 1 | Performance in September, remained within standard tolerance levels, and has improved from the previous month, having been addressed with the repairs contractors.
60 | High Quality of Life | Local Services | Deputy Leader | Private sector empty properties brought back into use. |  | KPI | Bigger is better | Monthly | 133 | 130 | ü | ì | The current target has shown the dedicated work that the Empty Property Team are doing with reducing the number of problematic empty houses.  This figure does not include the repair and lease scheme to date but the target figure is now back on course to deliver the end of year performance target.
61 | Stay Safe | Local Services | Green, Safe & Smart City | Percentage reduction in Total Recorded Crime |  | KPI | Bigger is better | Monthly | 0.049 | -0.05 | p | î | The Total Recorded Crime (TRC) annual baseline target of -5% is not currently being met.  There has been an increase YTD of 4.9% though the increase has slowed during September (-0.3%).  Between 1st April 2013 and 30th September 2013 there have been 38,448 offences recorded 1,782 more crimes than the same period last year (36,666).   It is believed a number of offences have contributed to the rise seen in TRC levels in 2013/14; Violence with Injury, Theft from Shops and Stalls (up by approximately 45% on 2012/13 due to a change in recording practices) and a rise in Theft from Motor Vehicle and Criminal Damage to Vehicle offences.  The Birmingham Community Safety Partnership Executive Board agreed to prioritise tackling the rise in TRC with the remaining project funding co-ordinated by Chief [NAME]. Tactics should begin to be implemented during November which include addresisng Theft from [NAME], [NAME] to Vehicles and Theft from Shops and Stalls.
62 | Stay Safe | Local Services | Green, Safe & Smart City | Percentage reduction in violence with injury | New measure for 2013/14 | KPI | Bigger is better | Monthly | 0.141 | -0.09 | p | î | The Violence With Injury annual baseline of -9% is not currently being met for the performance year 2013/14; there has been an increase YTD of 14.1%.  This is thought to be partly due to markedly improved weather in 2013/14.  A number of Local Police Unit specific operations are under way to control Violence with Injury levels.  Between 1st April 2013 and 30th September 2013 there have been 4,707 offences recorded, 582 more crimes than the same period last year (4,125).  Only West and Central has experienced a YTD decrease (-0.6%).  The largest increase has been on Birmingham East where an extra 333 offences equates to a YTD increase of 31.7%.  The current levels for Birmingham are within normal variation for the medium term.
63 | Succeed Economically | Local Services | Development, Jobs & Skills | % of Highways Management and Maintenance PFI Core Investment Period complete. | New measure for 2013/14 | KPI | Bigger is Better | Quarterly | 0.84 | 0.84 | ü | 1