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Warning TextWarning Text 2CWarning Text 2 %XTableStyleMedium2PivotStyleLight16W>NYFێSfVO d"Service ý - Personal View``5CBP Measures 2014-15,!  ;8  ;8  ;0^Z_06D73E1B_594E_46E4_801E_F1DB8EC25366_.wvu.Cols)[;<=====; P6 Z_06D73E1B_594E_46E4_801E_F1DB8EC25366_.wvu.FilterData;8O5 Z_06D73E1B_594E_46E4_801E_F1DB8EC25366_.wvu.PrintArea;8 Q7 Z_06D73E1B_594E_46E4_801E_F1DB8EC25366_.wvu.PrintTitles;8 IPRecruitment of adopters - time from initial enquiry to adopter approval at panelMonthlyRef.UCity Council's energy consumption - carbon emissions from energy consumption database ACSBP0060ExistingKPINewSucceed Economically Quarterly Deputy LeaderPublic Service Excellence Stay Safe Reduce residual household waste High Quality of Life Council-wideSmaller is better DescriptionAimN/AChildren & Family ServicesScorecard Overview Ref CYISC0020 CYISC0030 CYISC0040 CYISC0060 CYISC0080 CYISC0090 CYISC0100 CYISC0110 CYISC0140 CRREV0030 CRCPS0020 CYISC001026 Weeks ACSBP0030Data Frequency (Commissioning, Contracting & Improvementp!l Not AvailablePortfolio / CommitteeHealth & Wellbeing"Average length of care proceedingsBigger is better7Jobs created as a result of public sector interventionsNumber of Affordable HomesMAverage sick days per full-time equivalent employee (excluding schools staff)3 6Private sector empty properties brought back into use. Be HealthyCNumber of people killed/seriously injured in road traffic accidents2Children in care cases reviewed within timescales 2Child protection cases reviewed within timescales 7Household waste which is reused, recycled and composted Municipal waste sent to landfill Directorate0Referrals that are re-referrals within 12 months18 - 25%;Percentage of children in care visits in the last six weeks?Percentage of children in care who participate in their reviews2Percentage of child protection visits in the monthXChildren becoming the subject of a child protection plan for a second or subsequent time0Strategic Outcome / Themes of ý StrategyTypeNew / Existing'Quarterly Lagging 1 Quarter in arrears$Monthly Lagging 1 Month in arrears$Monthly Lagging 1 month in arrearsQuarterly 3 surveys per year ACSBP0080Local Service 1 HST011800$Monthly. Lagging 1 month in arrears4Annual Monthly results provided based on local data}Number of drug users who are in full time employment for 10 working days following treatment, or upon discharge of treatment.KIncrease in the number of cases where homelessness is prevented or relieved!Termly Lagging 1 term in arrears Within rangeBSafeguarding case conferences completed within 38 days of referralPeopleEconomyPlace CYISC0810 CYISC0830 CYISC0240 CYISC0820 CYISC0840 CYISC0850 LSFWM0060 LSFWM0010 LSFWM0020 LSFWM0070 LSFWM0090IThe percentage of land and highways with unacceptable levels of Graffiti.GThe percentage of land and highways with unacceptable levels of Litter.IPercentage of Non Domestic Business Rates (NNDR) received during the year@Quarterly Reported quarter in arrears and against calendar yearMAverage caseload of qualified Children's social workers in Safeguarding Teams;Right to Repair jobs completed on time for Council tenants.*Percentage increase in online transactions/Percentage of Council Tax collected in the yearAcivico demonstrates performance and compliance in line with its contractual obligations to the Council in terms of time, cost, quality and complianceComplete on schedule>Delayed transfers of care from hospital per 100,000 populationNPercentage of single assessments, for children in need, completed in timescale16 - 20|Deliver improved support to troubled families - Number of positive outcomes for ý's cohort of 'troubled families' . 10 - 15%MVacancies as a percentage of established front-line children's social workersfOutcome of school inspections - percentage of Ofsted reports issued in the period rated good or better CRREV0220TPercentage of care home providers rated as poor using the provider quality frameworkDCSTP0050 Employment & SkillsDCSTP0020 Employment & Skills!DCSTP0040 Planning & Regeneration"DCSTP0080 Transport & Connectivity"DCSTP0010 Transport & ConnectivityIComplaints with full response in 15 working days - city-wide performance Housing rent collection rateKNumber of young people helped into work through Employment Support ActivityEarlier is better}Percentage of Children in Care/ Children in Need/ Child Protection case files judged good or better (via Team Manager Audits)c PPercentage of children social workers who have had supervision in the last month]Attendance at Initial Child Protection Conferences on invite for Health, Police and EducationMonth 12 - March Commentary CRREV0210 ACSBP0110 ACSBP0120 ACSBP0130 ACSBP0140 CYISC0860 CYISC0890 CYISC0880 CYEDC0480Council Wide CORHR0020 CRCUS0080 CRCPS0050CMoving younger adults from residential care into community settingsMPercentage of 16-18 year olds not in education, employment or training (NEET) Democratic ProsperousFair InitiativeRNumber of Family Common Assessment Framework (fCAF s) initiated citywide (monthly)39 39a(40 39b( CRCUS0050 March 2015fPercentage of fCAF's where the needs identified and desired outcomes for child and family are achievedLocal Services 1 HRM016300Development of Education Infrastructure 2014-15:Deliver additional primary, secondary and special school places to meet demographic need CYISC0900 CYISC0910&Quarterly Reported 6 weeks in arrearstPercentage of completed Adult safeguarding cases audited judged 'good' - to ensure quality of safeguarding practice.H Percentage of procurement opportunities greater than 10k that are advertised on the 'finditiný' website (excluding schools). r LSFWM00112Deputy Leader (with the Employment & HR Committee)pPercentage of Statements of Special Education Need (SEN) issued within 26 weeks (excluding permitted exceptions)?Percentage of initial child protection conferences in timescale  XTarget not met$Month 12 - DOT from previous Quarter"Month 12 - DOT from previous MonthThe year-end result is 0.57% below target. This is because of the increasing financial pressures citizens of ý are facing. Additionally, the yearly contractual collection rate was agreed with Service ý in April 2011, before the reforms were introduced. The three-year collection rate of 98% is set to be achieved by March 2017. If not achieved by the third year, penalties are in place. There are no penalties for failure to achieve in-year collection targets within the first two years (2014/15 and 2015/16). Discussions to revise in-month targets to take into account the impact of the welfare reforms are due to take place with Service ý. Additionally, we continue to actively chase all outstanding Council Tax.2014/15 Result 2014/15 Target 2014/15 Target- Missed/ Achieved@DOT from 2013/14, or, earliest Quarter 2014/15 for new measures$Development, Transport & the EconomySkills, Learning & Culture622.18kg35 Weeks41 weeks600.00kgGreen Smart & Sustainable City2014/15 Performance StatusPriorityProvisional result provided we are currently waiting for the Department for Education to publish the final results, these are due in late June 2015.76% Provisional42777 Provisionala Average sick days per full-time equivalent (fte) employee (excluding schools-based staff): at 10.46 days, is almost a quarter of a day better per fte member of staff than last year, and nearly two days better than 2012/13. It is the lowest level achieved in the last 4 years (for year-to-date values for 2010 to 2014 inclusive) and is in line with the average for English metropolitan boroughs (source LG Inform at December 2014). However, it is still more than a day above our target. To mitigate against recent increases (a usual seasonal trend where sickness absence increases in the winter months), we continue to focus our efforts in supporting and securing compliance with absence procedures, particularly in key areas where absence rates are high and have introduced interventions to help avoid and tackl< e anxiety, stress and depression - our biggest cause of absence. These are already showing signs of having a positive impact and should help us reduce absence rates further in 2015/16. However, reductions remain challenging whilst we help staff through our significant resizing Future Council programme.  The collection for Non-Domestic rates has been brought back on track by taking a proactive approach, including increase use of outbound telephony. The promotion of certain reliefs available has also helped along with the improved collection rates of Enforcement Agents. -A total of 1,229 complaints were received citywide in March compared to 1,441 in March 2014, a reduction of 17%. However, complaint volumes for the year have increased by 3,285 (+25%). In March, 98% of the complaints received were responded to within 15 days, compared to the 90% target. All Directorates exceeded the target  Economy and Place both achieved 98% and People achieved 92%. Performance for the year citywide is 92. This is an excellent achievement across the City given that last year only 71% of Your Views were responded to in 15 days. Overall at the end of March the year-to-date volume of online transactions has increased by 14% (+229k) compared to the same period in 2013/14. All but one Directorate (People) have achieved significant increases in online transactions year-to-date - Economy and Place Directorates achieving 18% and 20% respectively. Unfortunately in People Directorate transactions this year are 2.5k lower than last year. This is the result of service improvements in Choice Based Lettings, which have successfully reduced demand for this service. So, whilst this is a positive reduction, it's had a negative impact on this measure by reducing volumes below the previous year's levels. The most significant increases in online transactions this year were for online Council Tax payments and housing rents, Benefit claims, library renewals, memberships and reservations, and, for wheelie bin ý. ~2Performance is above target. Of the 263 opportunities over 10k this year, 260 were advertised on the  finditinbirmingham website. This is a result of Corporate Procurement Services' drive to challenge missed opportunities and non-compliance to agreed procedures with responsible officers. Support from Directorate Compliance Officers, and, increased awareness of the procedures in place have been other contributing factors in this indicator being above target. F Rent collection is 0.23% below target for the year (approximately 53k). This is due to a late payment of 22k from the Department for Work and Pensions (DWP), a payment file which contains at least 23k in rent payments from Santander that has gone missing, and the reversal of a planned write-off schedule for 110k. The missing payment file and delayed payment from DWP have now been received (i.e. in the 2015/16 year). That said, the Rent Service has collected 3.7m more money this financial year than in 2013/14. This is due to a variety of innovative initiatives including Locality Managers taking direct responsibility for all of the cases on their areas where the arrears exceed 1k, and, stringent monitoring of Introductory new tenancies. Next financial year will see the introduction of an improved escalation process.  Acivico Ltd met or exceeded 83% of their performance measures in the period January to March 2015. Only two measures did not meet the required standard, one of which was also outside of it's acceptable performance threshold. The measure to which this relates is 'Acivico Design Construction & Facilities Management s payment of Invoices' within 15 days, which continues to be adversely affected by late submission of invoices. However, new systems, processes, and, reporting capabilities to better support 'Acivico Design Construction & Facilities Management' in meeting its required processing timescales, have been implemented, and, will help performance to improve going forwards. The other off-track measure: 'Statutory Electrical/Mechanical, and, Legionella Testing' continues to improve, achieving performance levels of 95% plus. Issues in accessing certain properties to complete the tests, have impacted our ability to reach the 100% target, but, Acivico are working with Council clients to address this. Customer satisfaction scores continue to achieve high levels of performance. Acivico have worked with Council contract management officers and the Cabinet Member to review these indicators for 2015/16, and, align them to the change in business priorities. r 80% of the Basic Need programme projects streams are in delivery and are on track. Expressions of Interest have been reviewed and preferred options are being identified for delivery commencing September 2016. The options will be confirmed by end of May 2015 and taken through the necessary consultations. There remain some gaps resulting from increased cohort growth and solutions will be developed in the next 6 months to meet these. Requirements for September 2015 and 2016 have had to be revised in light of latest Census data; this has increased the number of projects needed from September 2015 - in particular requiring the creation of additional bulge classes across different year groups. This is necessary to meet the level of net migration into the primary phase, and, is the most appropriate strategic model for creating the flexibility required to meet this need.  There were 378 KSI collisions in 2014; of these 10 collisions were classed as fatal and 368 serious . In 2013 there were 375 KSI collisions. From 2013 to 2014 there is an increase of 0.8%. With the<  aim to reduce the number of accidents, in 2014 we worked in partnership on projects such as : " Continuation of road safety education package  How Safe Are You? for children starting Secondary School delivered by West Midlands Fire Service (WMFS) " Continuation of school based driver education programmer  Your Choice on the Road delivered by WMFS " Primary Transition package  On the Move for Year 6 pupils " Publicity campaign aimed at drivers to raise awareness of child pedestrian vulnerability  bus back campaign delivered " Adult (20-29) driver awareness campaign  campaign developed by B3 Creative "  What Matters Most cyclists safety campaign  continued participation in development and delivery of multi-region campaign delivered by M Partnership " Monitoring of impact following suspension of fixed-site safety camera operation  speed monitoring commissioned by Mott MacDonald " Casualty Data Analysis  collaboration with Mott MacDonald to monitor casualty trends and determine future priorities  All of these projects have helped contribute towards achieving below the forecasted outturn. It is also anticipated, with the roll out of the 20mph on residential roads through 2015, the number of accidents should reduce. Previously reported data has now been updated with final verified results and all data lag issues have now been resolved. There were 378 KSI collisions in 2014; of these 10 were classed as fatal and 368 were serious (this refers to the collisions not casualties).  The final number of new affordable homes delivered in 2015/16 (i.e. built and ready for occupation irrespective of funding mechanism) has exceeded target by 413 affordable homes. In January to March (Quarter 4) alone, 423 new affordable homes were delivered, of which 272 have been built on Council, or former Council- owned, land. One of the main contributing factors for the increase in performance for Quarter 4 was the Homes and Communities Agency (HCA) allocation of underspends from other projects to schemes in ý. HCA allocated a total of 10.7m to ý Municipal Housing Trust (BMHT). This was 4m more than originally planned, which, in return has enabled us to build 183 more affordable homes (with the aid of HCA grant) for the citizens of ý than originally planned. Of the 1,050 new affordable homes built, 394 were built by BMHT, 396 by private developers, 220 by Registered Providers, 20 empty homes were brought back into use by BCC and a further 20 homes were delivered by BMHT on behalf of Witton Lodge ý Association.  Target exceeded. The actual figure for the Jobs Created through Public Sector Interventions in Quarter 4 (January to March) is 2,842. This includes an adjustment for under-reporting in earlier quarters from Marketing ý. The largest contributor to jobs created this Quarter was inward investment. Apprenticeships and Innovation & Enterprise have also been significant contributors. 1  This provisional result is underestimated, as it excludes power consumption for March from some power suppliers who have been unable to invoice us (due to problems with new invoicing systems). To help improve energy management our BCC Utilities Management Strategy received approval by Cabinet in November. This strategy focusses on reducing energy usage, utilising energy management technologies, making our buildings more energy efficient, changing staff behaviours (to avoid unnecessary energy consumption), and, promoting more energy efficient options in the workplace. This work builds on work already in hand, but, should help step change in energy management in 2015/16.  Figures for Quarter 4 (January to March) indicate 337 (cumulative1,088 for 2014/15) young people have started employment, or commenced apprenticeships as a result of the ý Jobs Fund (BJF). The year-end target has not been met because the actual of 1,088 starts only reflects ý City Council funded starts, whereas the target of 1,500 included starts from all partners in the Multi Agency Team (Department of Working Pensions (DWP) Wage Incentive; and National Apprenticeship Service AGE grants). The Department of Working Pensions (DWP) Wage Incentive, was withdrawn nationally in August 2014. However, DWP are working closely with us in targeting our help more towards Wards with the highest unemployment rates. , The proportion of audits judged as good in Quarter 4 was 70.6%, a decrease from last quarter and below the profile target of 85%. Since the last audit the key areas of practice which have affected audit outcomes have been identified. Actions to address include making clear to managers that they are directly responsible for their team performance in these areas and will be held to account. This will also be a Personal Appraisal objective for 2015/16. The Assistant Director will meet with managers shortly to set this standard. Safeguarding Officers will in future provide direct feedback to practitioners and their managers on cases with poor audit outcomes. The final additional Safeguarding Officers have now commenced work. Briefings to roll out the Making Safeguarding Personal approach Briefings have now been made to all adult social work staff and have commenced with partner agencies. It is proposed to make marginal changes to the audit for 2015/16 to ensure the practice requirements of Making Safeguarding Personal and the Care Act are incorporated. ' During Quarter 4 - 251 patients exited treatment and maintained employment against a forecast of 300. This represents a success rate of 28% (251/885). This gives a full year total of 1209, slightly below the target of 1280. The recent re commissioning of alcohol and drug ý in ý included employment as one of the key outcomes for the new provider CRI, who commenced operations on 1st March 2015. A decision was made, on clinical safety grounds, not to discharge any existing patients during that month. This decision was agreed with commissioners who in turn made the Cabinet Member for Health & Wellbeing aware. Consequently, as no patients were discharged in March no follow up data could be included for patients in treatment that month. If March is discounted from the quarterly and full year totals both adjusted targets would have been met comfortably. It is expected that these extra patients will add to the next quarters activity which is likely to see a corresponding increase. CRI have an established track record of subcontracting and managing specialist employment support within their ý nationally . The YMCA is part of the CRI supply and has a successful track record in implementing a tried and tested model that supports long-term unemployed people into sustained employment and meaningful activity. CRI and BCC are also supporting Recovery Central, which is a centre based in Digbeth funded by a 860k Public Health England grant to deliver< ý to drug and alcohol ý to assist them in gaining employment.  The proportion of Care Homes rated as Poor in March was 10.8%, above the 10% target, although 47% were rated as Good. This figure is the March update of the third quarter, (October to December) questionnaire. Over the quarter the result was 9.6% with 47.8% rated as Good. Work is ongoing to target certain providers, particularly those showing as 'Poor' but also some 'Good' and 'Moderate', to understand what is working well and where there are issues. In addition, an external source is to be identified to help validate the results from some of these - to ensure that providers are not over or under representing themselves in the returns.  The 2014/15 target was an aspirational target, set to reflect the 19% increase in homeless applications (between 2010/11 and 2013/14). In 2014/15 the success of the effectiveness of the prevention work, undertaken by the Council and its commissioned partners, meant the number of homeless applications significantly reduced from 6,332 in 2012/13 to 4,896 in 2014/15  a beneficial outcome. However, third sector funded agencies report the majority of homeless preventions in the city, so, a reduction in the funding of some of providers to undertake homeless prevention in 2014/15 has resulted in some of them preventing less households becoming homeless than previously. As a result, we've missed our target by 1,898. It should also be noted that Birmingham was one of the best performing authorities nationally for homeless preventions in 2013/14. Whilst numbers have dropped this year, it is anticipated that for 2014/15 the authority will still be comfortably within the top quartile for this measure. Furthermore, our performance in only using Bed and Breakfast accommodation is good in comparison to some other local authorities, it isn't used for families, and, stays are kept to a minimum.  By the end of March, 34 clients had moved from Residential to Home Care (HC) settings or Direct Payment (DP) Settings, 33 HC and 1 DP - unchanged from the February figure. This is substantially below the target of 260. The number of clients with a learning disability moving from Home Care to Direct Payments has increased again in March to 6, below the profile target of 19. This is only the first year of an extremely ambitious three year project, to align the proportion of clients receiving community ý whilst achieving the maximum value for money. Our aim is to take performance into the top 5% in the country by the end of the 3 years. Additional staff have been moved into these teams to support the work, and they are reassessing all clients in the target group We have identified that in a number of cases it is more appropriate for the client to remain in residential care, and in these cases negotiations with the provider have resulted in reduced package costs and savings across the year.  Delayed transfers of care from hospital per 100,000 population  Activity at hospitals is increasing with most hospitals recording month on month increases in older adult Accident and Emergency (A&E) attendances throughout 2014/15 and similar increases in emergency admissions at all hospitals. There were also 9% more older adult attendances at A&E and emergency admissions to hospital between April - December 2014 compared to the same period last year. Hospital teams report completing on average 290 assessments more a month compared to 2013/14 (this includes initial assessments and full assessments). The last four months of 2014/15 recorded the highest number of hospital assessments in the last two years (1,140 on average). There is also evidence to show that within the overall hospital activity figures, a much higher proportion of admissions relate to the unplanned care of frail elderly people. There are a range of reasons for this, and, we are working in partnership with Care Commissioning Groups and the hospitals to do more to prevent unnecessary admissions. Hospitals have also noticed an increase in the general complexity and frailty of patients that are being admitted. ] Target achieved. Performance is good and better than the national average for this measure.  To improve performance in this area of concern we are actively working with the Looked After Children (LAC) review service and our area colleagues. It is worth noting that once any review is out of timescale, all subsequent reviews are out of timescales and this impacts on the performance of this measure . The significant issue of late notifications for a child to be looked after is being addressed by a late notification alert that has been built into the Independent Reviewing Officers desktops.  Requests for rearranging and re-convening conferences continue to undermine performance. We do not have sufficient qualitative data to demonstrate that such requests are in the best interests of the child and family, but, evidence suggests that late reports and lack of updates remain as the main causal factors for poor performance. The action plan between the service and social work Heads of Service and Team Managers will be subject of review within the area performance clinics. C As part of the recently launched ý Youth Promise, work to address the NEET issues within this cohort is developing and changing rapidly. ý Careers Service has one of its focuses around ensuring all NEET client share a link Personal Assistant to help advise and support them within the careers guidance agenda. This will be accessible from nine delivery locations across the city and also via social media. NEET panels will be set up looking at targeting young people who are 12 weeks or more NEET and bringing other players and providers< in to address barriers. The Local Authority will also be commissioning intensive mentor support for those NEET clients facing particular barriers. The development of a Digital Access point as a universal tool for all young people (including NEET clients) is also taking place.  Since the last report the end of year figures confirm that we have now approved 84 families. The weeks regarding recruitment of adopters has stabilised this month, at 35 weeks, however we are still be affected by delays in stage 1, e.g. medicals, and Data Barring Service (DBS) referrals. A recent article about DBS confirmed that the police are delayed in processing DBS s for up to 6 months. R The team manager audit process has been refreshed and a two-phase wider Quality Assurance Framework project is being implemented . As such, the number of audits has fallen in recent months to very small numbers. Phase 1 of the new process has commenced and a significant number of audits are now underway for completion during May 2015.  Quarter 4 January to March = 44 weeks Year to date = 41 weeks There was a 5 week reduction in the average length of care proceedings in 2014/15 compared to the average 46 weeks achieved in 2013/14. However, performance in Quarter 4 was poorer at 44 weeks. During this quarter some long running cases concluded and it has been noted that there was a continued upward trend in requests for specialist assessments, which have had detrimental effect on performance. An in-depth examination of requests for specialist assessment is being undertaken over the next 6 months and an initial analysis will be undertaken after 3 months and any necessary actions taken. The courts have agreed to provide a weekly list of cases which are at risk of going out of timescale. These will be looked at by the Independent Reviewing Officer and the Head of Service responsible for the Social Worker, so, remedial action can be taken where possible. The partnership arrangement operated by the Case Progression Team with Children and Families Court Advisory and Support Service is now being imbedded into business-as-usual with an Assistant Director to lead this work.  It is important that assessments are timely but a target for completion is less important following recommendations in the Munro Report. There are many single assessments open in the system and we working with Heads of Service and Team Managers to clean up data and close assessments that are completed but still open on our case management system. Further actions have been to allow the area teams to decide whether to initiate assessment or to refer to family support ý (based on local knowledge of lower tier ý) and to implement assessment teams from April 2015. This will reduce the number of assessments initiated and improve throughput.  The demand for Child protection conferences is still increasing and the year-to-date performance remains extremely disappointing. However,  in month data since the internal restructure of the service has continued to demonstrate significant improvement. The March Initial Child Protection Conference (ICPC) timeliness performance is 45% increasing from 35% in the previous month. This has now halted the downward trend of the year-to-date Performance. An internal review engaging colleagues across the system is now underway to build and ratify a new set of Practice Standards aligned to the Improvement Plan for Early Help and Children s Social Care 2015-2017. Average caseloads have remained relatively stable and are reducing slightly. Work is underway to ensure that cases are closed on time when work with families is complete. ^ Our final result for families achieving positive outcomes in Phase 1 of the Troubled Families programme is 3,984 against a target of 4,180. Birmingham s programme was significantly delayed in its first year in particular due to difficulties around governance, commissioning and data systems but performance has improved very strongly since then. The target performance level for entry into phase 2 was achieved in February 2015, and, the revised final Troubled Families Unit target for Birmingham of 3,971 families (95% of the original target  as agreed with the Think Family Unit) has been reached.  2014/15 Result: 98.6% (733 in total, 723 completed by deadline). There has been a significant increase in workload for the Special Educational Need Assessment and Review (SENAR) team as a result of implementation of the SEN reforms. This has been mitigated by increasing the capacity of the team and prioritising key tasks. All  old 26 week statutory assessments have been finalised by end of March No further SEN statements will be issued as the process has transferred over to the Education, Health and Care (EHC) assessment pathway. Performance is not far below target and in the context of increasing numbers of children in care the need for regular visits to children is an area that requires our continued focus. q The performance remains just below target (1 percentage point on a target of 98%). We will continue to monitor.  Whilst off target we have maintained high performance for many months. The number of children subject of a Child Protection plan is increasing month on month and so the number of visits required has also increased, stretching staff capacity. Heads of Service and Team Managers scrutinise worker level data and there is a renewed focus on this area including the frequency of visiting. Where children have not been visited, action plans are initiated to visit children immediately.  Work needs to be done to develop the  child in need offer in Birmingham and ensure that only children suffering significant harm are subject to child protection plans. Target achieved. It is reassuring< that supervision is now happening regularly. We have now set up a small working group to consider the quality of supervision and its findings will be built into practice. # 8,180 family common assessment frameworks were initiated across the city during the year, exceeding the outturn target by 5,760. The record number of Family Common Assessment Framework (fCAF s) opened across the partnership demonstrates our focus on Early Help. The fCAF is an integral part of our Think Family approach. Whilst the majority (83%) of fCAF outcomes are achieved, the Early Help Brokerage Service duty procedures are now in place to identify and gain a clearer picture of the make-up of the cases where outcomes are not achieved. New Early Help Brokerage Service duty procedures are now in place to identify and gain a clearer picture of the make-up of the cases where outcomes are not achieved. Performance is reported to the ý Safeguarding Children Board (BSCB) who are responsible for securing the attendance of the required agencies. Attendance by agency: Health 51% Police 34% Education 80%  Almost all social work posts are filled. This figure represents the % posts covered by agency staff. Our intention, set out in the Early Help and Children s Social Care improvement Plan 2015  17 is to reduce this figure to 15% by March 17.  The actual year end result of 622.18kg means that we have not met the target. Performance on this indicator has plateaued. The Council is undertaking a programme to introduce wheelie bins. This change is expected to improve performance from the end of 2015 onwards, following a period of stabilisation. In accordance with the principles of the waste hierarchy, both locally and nationally, we continue to educate, encourage and guide residents to reduce waste.   The actual year end result of 29.4% means that we have not met the target. This year s performance was 5.6% behind target and 2.27% below that achieved last year. There has been an overall reduction in the amount of green waste collected directly from households and deposited at Household Recycling Centres (HRCs) compared with the same period last year as a result of service changes. The waste management service has been and continues to go through significant change. The move to a chargeable green waste collection service has had an impact on the overall recycling performance in the current year and residents have been encouraged to compost their garden waste at home as an alternative to the chargeable service  the overall best environmental solution possible. Had the garden waste collected not been impacted and continued on its previous pattern (using 2013/14 tonnages as a basis), then this year s result would have been around 33%.   b There has also been an issue with the waste wood industry generally which has led to significant increases in the cost of recycling wood taken to the HRC s and the contraction of that market. This has had a knock-on effect on recycling levels as the wood has had to be taken to the Energy from Waste (EfW) plant; however, this has provided additional energy through the plant. Our programme to introduce wheelie bins will improve overall recycling performance when the roll-out of the wheelie bins is complete. However, the city-wide roll-out needs to be fully completed and a period of stabilisation before an accurate assessment can be made. The wastes that we Reuse, Recycle and Compost are made up of a number of identified waste streams. Green waste sent for composting equates to 9% of Household waste collected. Paper and Cardboard sent for recycling equates to 7% of Household Waste collected. Multi Material (cans, glass and plastics) equate to 6% of Household waste collected. The rest of the recycling tonnage is made up of other smaller waste streams. These are based on the actual year end values. G The actual year end result of 5.59% means that we have met the target. The target for this indicator is profiled to take into account the scheduled closedown of the Energy from Waste Plant, which now takes place in the early part of the year. In November the Energy from Waste Plant had reduced capacity due to a number of unplanned outages including fires in the plant s tipping hall and a breakdown of equipment. This meant that more than the expected quantity of waste was sent to landfill. Nevertheless, we have continued to work closely with our waste disposal contactor (Veolia), managed the planned and unplanned outages and have identified actions to reduce landfill and improve performance. As a res<ult, this indicator continues to exceed target and the performance by other Local authorities, especially the Core cities.  The year end result of 5.9% means that we have not met the target. We still have areas of concern but are working with partners and using a more targeted approach to address the issues. The survey is undertaken following the former Best Value Performance Indicator measure (NI195) which randomly selects 15 wards from across the city to undertake an Environmental Quality Survey (EQS). The results of the survey for this measure for the whole City (using the 40 wards) is slightly better at 5.38%. 9 The year end result of 6.76% means that we have met the target. Partnerships are being developed with Amey and Parks, Graffiti removal is being co-ordinated and jobs identified by staff are being passed for action by the relevant teams. The survey is undertaken following the former Best Value Performance Indicator measure (NI 195) which randomly selects 15 wards from across the city to undertake an EQS survey. The results of the survey for this measure for the whole City (using the 40 wards) is 6%. This result would still mean that we have met the target. All contractors have exceeded the Council Business Plan target and have achieved the upper contractual performance target for the year. The end of year figure of 386 has been a fantastic effort by the team, extra resources enabled the end of year figure to be exceeded, bringing back into use much needed housing for the City. >m nn5oocpQpq_rot=uv 0w x /{ |~~vDb0c1? r Z0{ccB g2ɀ JIk  dMbP?_*+%,#*1HE&C&"Arial,Bold"&12APPENDIX 1 - Council Business Plan Measures 2014-15 &L&A&C&P&R&D&x=<;:9876543210/.-,+*)('&%$#"!  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