Corporate Performance Scorecard Quarter 2: 2013/14
Dated: 17th January 2013
Prepared by the Peformance and Intelligence Team
2
Key to Report Layout, Colours and Symbols
Lead
Directorate Council Objective
Measure or actions to achieve
objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better) Target
Baseline
2010/11
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
Chief Executive's
Office
Reduce People living
in Poverty
Composite measure of 5 households in
poverty indicators
1. Households receiving out of work
benefits,
2. Households receiving working tax
credits,
3. Households receiving housing benefits,
4. Low Income (<£10k) households,
5. Households in fuel poverty.
Annual Figure should
reduce
To be better
than baseline 48.1 46.8 47.1
There has been a slight decrease in performance this quarter compared to Q1
following an increase in the number of housing benefit claimants from 32,370 to
32,600. There are no changes to any of the other measures contained within
this objective. Cabinet considered a progress report on the Anti-Poverty Strategy
in June and requested a refreshed implementation plan be developed - work is
now well progressed on this.
As the benefit related measures will be impacted by/are subject to change
under the developing Welfare Reform programme, work is underway to develop a
new set of performance indicators which are better able to assess performance
and the actual impact the Council is having on reducing levels of poverty.
Customer Perspective - A Thriving EconomyPerformance over 2012/13
The Scorecard Perspective and
Council Aspiration
The measure
Latest figure for the measure
Latest commentary explaining the performance of the measure and any actions taking place to address under or over performance
KEY to RAG
Performance by quarter - colour indicates how the measure is progressing against its target
Red = 5% worse than the target (urgent action required to improve performance)
Amber = between 0.01% and 4.99% worse than target (some action required to improve performance)
Green = on target or better than target (no action required)
Target for the
measure
Direction of Travel arrows indicates whether performance has gotten
better worse stayed the same since the last quarter
The Council objective which
contributes to this scorecard
The starting
figure for the
measure.
Good
performance is
indicated by
sustained
improvement
on this figure
over time
Corporate Performance Scorecard 3
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against target
Quarter 2
Performance
against target
Direction of
Travel (qtr 1 v
qtr 4)
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
Chief Executive's
Office
Reduce People living
in Poverty
Composite measure of 5 households in
poverty indicators
1. Households receiving out of work benefits,
2. Households receiving working tax credits,
3. Households receiving housing benefits,
4. Low Income (<£10k) households,
5. Households in fuel poverty.
Annual Figure should
reduce
To be better
than baseline 48.1 49.1 36.8 30.8 31.5
Performance has fallen from quarter 1 (30.8) due to an increase in the number of
families in receipt of child & working tax credits – an increase of 700 from 34,800 in
December ’12 to 35,500 in April ’13.
Chief Executive's
Office
Reduce Children
living in Poverty
Composite measure made up of 4
individual child poverty indicators
1. Proportion of children living in poverty,
2. Children living in households on out of
work benefits,
3. Children eligible for free school meals,
4. take up of free school meals.
AnnualFigure should
increase
To be better
than baseline 36.4 36.2 37.5 32.9
No change in
data n/a n/a
Performance remains the same (no change in data).
As indicated in the previous quarterly report, the definition of Free School Meals is
changing which will impact on how this indicator is measured in future.
The new definition has not yet been released by the Department for Education
however pending finalisation and roll out of the Universal Credit.
Consequently a revised baseline will be calculated and reported in the future.
Environment Connecting Cumbria
Programme Connecting Cumbria Programme Quarterly
Green indicates
good performance
Green
The successful
delivery of
superfast
broadband
strategy for
Cumbria
n/a Amber Amber na Amber n/a n/a
Amber rating is based on current issues relating to the projected ERDF under claim
and the possible impact on funding.
Deployment phase is now underway. First Cabinet Launch on 2nd October was
successful with good press and TV coverage of the event. A further six cabs were
announced the same week and orders are being placed.
2013/14
Customer Perspective - A Thriving Economy2013/14
Corporate Performance Scorecard 4
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 1 v
qtr 4)
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
Children's
Services
Reduce the number
of first time entrants
to the criminal
First time entrants to the Youth Justice System
aged 10-17 (rate per 100,000)Quarterly
Figure should
reduce 1170
1015Qtr 4
2011/12
987 432 402 3 month lag n/a
This indicator is presented as a number and as a rate per 100,000 (in Cumbria we
have approximately 45,000 young people who could technically be subject to the
Youth Offending Service) rather than the actual number of young people who
became first time entrants.
In the financial year 2012-13, the actual number of first time entrants was 177
which is a reduction of 201 (from 378) in the previous financial year.
As can be seen, there has been a reduction in first time entrants, this remains a
strong area of performance. Data is presented 3 months in arrears, (as it has
been, under national guidance, since it became a performance measure).
Children's
Services
More Children Safe
at Home
Percentage of children subject to a child protection
plan for a second or subsequent time within 2 years Quarterly
Good performance
falls in line with
comparator
authorities
5%-10% 10.70% 10.70% 8.30% 10.40% 9.70% n/a n/a
We currently measure the number of children who are subject to a child protection
plan for a second or subsequent time within 2 years because it can be an indicator
of ineffective intervention and planning. Performance continues to be at the top
end of the target range (which is between 5 and 10%) and we are working to
move toward the lower end of the target. Currently approximately 25% of the
current cohort is 2 large families. Of the 412 children who became the subject of
a child protection plan during the year, 40 had had a previous plan within the last 2
years.
A case-by-case understanding and approach will help inform and target actions to
reduce the number of children subject to a child protection plan for a subsequent
time in 2 years. An audit of cases where this is the case will assist in finding the
cause.
Children's
Services
More Children, Young
People and Families
receive swift timely
access to the service
they need
Children looked after per 10,000 population aged
under 18Quarterly
Figure should
reduce 60.0 53.0 63.0 65.9 66.5 65.4
The number of Looked After Children is down over the quarter (from 635 to 618),
as is the rate (from 66.5 to 65.4). Nationally, the number of children looked after
is increasing by 2.7% per annum. In Cumbria's near neighbour comparator group,
the number of looked after children increased by 6% between April 2012 and
March 2013. Of the 11 local authorities in the comparator group, Cumbria's rate
of increase was the 5th lowest.
As a result of management action the number of children entering the care system
has reduced. In 2012-13, 255 children started to be looked after; in the first 6
months of 2013/14, 100 children became looked after. This has been achieved by
the introduction of a Central Gateway Panel (now Legal and Placement Panel) to
which all requests that children should become looked after are discussed;
previously the decision was made within the Districts. Panel data shows that not
all requests are agreed and alternative 'edge of care' provision has been offered.
In addition, we are working to ensure that children remain in the care system only
as long as appropriate for their needs and actions are in place to increase the
number of adoptive families, encouraging application by long term carers for
sharing parental responsibility with birth parents via application for a Special
Guardianship Order, and ensure timely progression of Care Plans. This is being
managed through a new Placement Tracking Panel, which is challenging care
plans for children to ensure where children can exit care do so in a timely way.
Safer and
Stronger
Communities
A County with low
level crime and
disorder
People agree the Council and police are dealing
with anti-social behaviour and crime issues in
Cumbria
QuarterlyFigure should
increase
To be better
than baseline 49.9% 60.3% 65.5% 65.5% 65.8%
The latest performance figure for Cumbria, ranks us as top when compared to our
most similar areas. We have consistently performed well in regard to this
indicator, performance driven by consistently low levels of crime, and a focus on
partnership working.
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Corporate Performance Scorecard 5
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 1 v
qtr 4)
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
i) Breastfeeding - initiation 68.0% 67.7% 66.8% n/a n/a n/a
ii) Breastfeeding prevalence at 6-8 weeks after birth 33.5% 30.6% n/a n/a n/a n/a
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 2 –
Children and Young
People'
Smoking status at time of delivery (child birth) QuarterlyFigure should
reduce14.8% 16.1% 15.1% n/a n/a n/a
There is no update on the national data. However, the Cumbria smoking
cessation figures continue to indicate a reduction in smokers and this has been
complimented in October with the Stoptober campaign.
i) Excess weight in 4-5 year olds 24.0% 24.8% 24.1% n/a n/a n/a
ii) Excess weight in 10-11 year olds 35.6% 36.1% 35.7% n/a n/a n/a
The national measurement will take place again this year. Additional planning
meeting to confirm the feedback from the measurements are taking place in
November.
The national breastfeeding data is not available. However, workshops have taken
place to progress this work stream.
Data in Qtr 3
Data in Qtr 3
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 2 –
Children and Young
People'
Data in Qtr 3
Data in Qtr 3
Quarterly
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 2 –
Children and Young
People - Prioritise
lifestyle improvement,
particularly around
obesity
AnnualFigure should
reduce
Figure should
increase
Data in Qtr 3
Corporate Performance Scorecard 6
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good Performance
(is bigger, smaller
or to plan better) Target
Baseline
2010/11
2011/12
Performance
2012/13
Performance
2013/14
Performance
against target
Direction of
Travel (11/12
v 10/11)
Direction of
Travel (12/13
v 11/12)
Direction of
Travel (13/14
v 12/13) Commentary on Progress Qtr 2
Achievement gap between pupils eligible for free
school meals and their peers - Key Stage 222.2% 23.2% 22.2% 20.0% Data in Qtr 3 na Data for this indicator will be available in Quarter 3.
Achievement gap between pupils eligible for free
school meals and their peers - Key Stage 431.7% 40.2% 31.30% 35.7% Data in Qtr 3 na Data for this indicator will be available in Quarter 3.
05 year olds - to achieve at least 78 points across the
early years foundation stageAnnual (Academic)
Figure should
increase 52.0% 48.7% 50% 61.0% 50.0% na
Following a national independent review of the Early Years Foundation Stage
(EYFS), a new Profile was published for implementation for the 2012/13
academic year. The new Profile made changes to the way in which children
are assessed at the end of EYFS and requires practitioners to make a best-
fit assessment of whether children are emerging, expected or exceeding
against each of the new 17 early learning goals. The new measurement
scales are very different to the previous Profile's 117 point scale and the
number of early learning goals has been reduced. This has led to a break in
the time series as the results are not comparable between 2012 and 2013.
Last years' significant rise (2012) brought us just in line with the national
average. Early indications are that, under the new national measurement for
a good level of development, Cumbria has maintained this progress and
remains just slightly below the national average (52.0%).
Early years development is now a central part of our developing School
Improvement Strategy and planning with the Cumbria Alliance of System
Leaders.
11 year olds - achieve level 4 or above for English and
Maths at Key Stage 2Annual (Academic)
Figure should
increase 75.0% 75.0% 76% 75.0% 77.0% na
In 2013, a new test on English grammar, punctuation and spelling was
introduced for all pupils following a pilot in 2012. As a result, figures for
overall English and mathematics combined have been removed and switched
to focus on attainments in the reading test, maths test and writing teacher
assessment. Therefore, the results are not comparable to previous years
prior to 2012. The baseline shown is 2012/13.
There has been an improvement on performance (from 75.0% to 77.0%)
which is slightly above the national average of 76.0%.
16 year olds - achieve A*-C grades at GCSE
(equivalent) including English and MathsAnnual (Academic)
Figure should
increase 56.1% 55.5% 57% 56.1% 56.3%
At Key Stage 4, Cumbria has maintained its overall level of attainment for 5+
A*-C GCSEs.
Early school reported attainment results for GCSE indicate that there are
possible 3 schools below part of the floor target. The Learning Improvement
Service have 'RAG' rated and identified schools where there is need for
support and improvement and there are action plans in place where there are
cause for concern.
Children's
Services
Remove the gaps in
achievement between
vulnerable groups and
their peers
Customer Perspective - A Great Place to be a Child and to Grow UpPerformance 2010/11 to 2013/14
Children's
Services
Increase achievement
of 5, 11 and 16 years
old
Annual (Academic) Figure should reduce
Corporate Performance Scorecard 7
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better)
Target
2013/14
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
Children's
Services
Deliver the OFSTED
improvement
programme
Early Help
Rate of Common Assessment Framework opened
per 10,000 population
(year to date)
NEW INDICATOR THIS QUARTER
Quarterly
(Year to Date)
Figure should
increase
19.8
(qtr 2 2013/14)8.00 12.40
Commentary
There were 84 CAFs opened in the first quarter to June 2013 (8 per 10,000
population). In the six months to September there were 130 (12.4 per 10,000).
So although the rate has increased for the latest quarter, the performance falls
short of the target of 19.8 per 10,000.
Action
1. Further progress and implement multi agency strategy.
2. Recruit to key posts to drive this forward.
3. Further develop performance monitoring and audit of this area of activity.
4. Further develop Triage role and role of new Senior Manager for Children and
Family Support in order to adopt a demand management led approach to the
child’s journey in conjunction with other key areas of the improvement plan.
Children's
Services
Deliver the OFSTED
improvement
programme
Looked After Children Statutory Visits within
Timescale
NEW INDICATOR THIS QUARTER
Monthly
(snapshot)
Figure should
increase 100.0% 77.0% 99.4%
Commentary
We have maintained improvement in this area over the last 3 months (July
99.4%, August 99.2%), this is as a direct result of concerted management
efforts, the introduction of team scorecards and daily/weekly reportinng of
performance.
Hypothesis
The continnued achievement of this level of performance is evidence of the
commitment of frontline managers and their staff to strengthening core aspects
of their professional task.
Action
1. Maintain our commitment to audit.
2. Continue to further develop teams scorecards so that a full range of activity is
captured, review the current content and format to ensure that it continues to fit
with service requirements,
3. Continue to develop a culture of commitment on the basis of a team
approach.
Children's
Services
Deliver the OFSTED
improvement
programme
Child Protection Statutory Visits within Timescale
NEW INDICATOR THIS QUARTER
Monthly
(Snapshot)
Figure should
increase 100.0% 66.3% 98.0%
Commentary
Over a 3 month period we have maintained an upward trend (July 95.1%,
August 94.6%). This has been achieved by concerted management oversight
and support, the use of daily/weekly reporting and the introduction of team
scorecards.
Hypothesis
The continued achievement of this level of performance is evidence of the
commitment of frontline managers and their staff to strengthening core aspects
of their professional task.
Action
The quality of child protection statutory visits is being audited to ensure that the
content of such visits is linked to progressing the child protection plan. Once we
are satisfied that the level of performance is sustainable we will further shift to
focus on the quality of practice.
Children's
Services
Deliver the OFSTED
improvement
programme
Looked After Children Reviews within Timescale
NEW INDICATOR THIS QUARTER
Monthly
(Snapshot)
Figure should
increase 85.0% 76.5% 76.0%
Commentary:
This is a new indicator, and measures performance against the national criteria.
A review should take place within 20 working days of a child starting to be
looked after, a further review within 3 months of the first review and subsequent
reviews should be held at intervals of no less than 6 months
Hypothesis:
Clear rationale for the lateness of the CLA reviews - to facilitate family
participation.
Action:
This activity is part of the priority areas for the service.
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Corporate Performance Scorecard 8
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better)
Target
2013/14
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Children's
Services
Deliver the OFSTED
improvement
programme
Child Protection Reviews within Timescale
NEW INDICATOR THIS QUARTER
Monthly
(Snapshot)
Figure should
increase 92.5% 93.0% 88.9%
Commentary:
The figures for this indicator have been displaying a worsening trend for the last
3 month, and this is particularly evident in Allerdale & Copeland.
Hypothesis:
Figures for numbers of review conferences recorded are likely to be an
understatement of actual numbers due to delays in recording.
Action:
1. ICS record to be checked to as certain cause of misrepresented data.
Children's
Services
Deliver the OFSTED
improvement
programme
Percentage of children subject to a child
protection plan for a second or subsequent time
within 2 years
(Reported as part of the Make Children Safe at Home
Council Plan Priority)
Quarterly
(rolling 12 months)In line with target 5%-10% 10.4% 9.7% n/a
Commentary
We currently measure the number of children who are subject to a child
protection plan for a second or subsequent time within 2 years because it can be
an indicator of ineffective intervention and planning. Performance continues to
be at the top end of the target range (July 10.5 and August 8.7) We are working
to move toward the lower end of the target. Currently approximately 25% of the
current cohort is 2 large families. Of the 412 children who became the subject of
a CP plan during the year, 40 had had a previous plan within the last 2 years.
Hypothesis
This remains one of the key indicators and areas of scrutiny and further
investigations are taking place to understand why children become subject to a
second or subsequent child protection plan. A case by case understanding and
approach will help inform and target actions to reduce the number of children
subject to CPP’s for a subsequent time in 2 years.
Action
1. Audit a selection of cases where children are subject to a child protection plan
for a 2nd or subsequent time within 2 years to find the cause.
NB. We are currently revising this indicator as we align our dataset with the North
West/Herd dataset.
Children's
Services
Deliver the OFSTED
improvement
programme
Percentage of referrals which are repeat referrals
NEW INDICATOR THIS QUARTER
Quarterly
(Year to date)
Figure should
reduce22.5% 27.1% 27.5%
Commentary
The percentage of referrals which are repeat referrals has increased slightly
from 27.1% in quarter 1 to 27.5% this quarter, where lower is better. The
national figure for 2011/2 was 26.1% and the figures for our statistical
neighbours in 2011/12 was 21.8% the North West average for 2011/12 was
26.4% and our target for 2013/14 is 22.5%.
Hypothesis
As the new Triage arrangements and the impact of referral thresholds,
developments of CAF/Early help, single assessment bed in, alongside
further programs in other key areas we expect to see the re-referral rate fall.
However at present it is confirmation of weaknesses in other parts of the
process and system.
Action
1. In relation to step down we have identified changes to recording and tracking
in order that we can monitor step down referrals that result in re-referrals.
2. Engaging with partner agencies and CAF implementation.
3. On-going review of the Triage service and business systems.
4. As a result of change in senior line management, further review and develop
Triage arrangements.
5. A cross‐service audit group of Triage Managers, CP Managers and C&FS
Managers will continue to meet twice a month to look at cases progressing
through Triage & into CP/C&FS Teams and continue to investigate reasons for
re-referral.
Corporate Performance Scorecard 9
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better)
Target
2013/14
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Children's
Services
Deliver the OFSTED
improvement
programme
Section 47 Timeliness (child protection enquiry
within 6 days)
NEW INDICATOR THIS QUARTER
Quarterly
(Year to date)
Figure should
increase 85% n/a This measure will be reported in quarter 3
Children's
Services
Deliver the OFSTED
improvement
programme
Percentage of Social Work workforce covered by
agency staff
NEW INDICATOR THIS QUARTER
Monthly
(Snapshot)
Figure should
decrease
Below national
average of
10%
no data 9.3% n/a
Commentary
Our current position shows that we have 17 agency staff, this equates to 9.3% of
the social worker workforce. This figure is now below the national average of
10%. Out of the 17 agency staff there are 11 covering long term sickness and
maternity. There are 9 vacant posts of which 6 are covered by agency staff. The
remaining 3 are due to be filled through recruitment following disclosure and
barring and reference checks which are in their final stages.
Hypothesis
The percentage of social work vacancies covered by agency staff has reduced,
this is largely due to our rolling recruitment campaign.
Action
1. To continue recruitment to vacant social worker posts; there were two further
recruitment panels in October 2013.
Children's
Services
Deliver the OFSTED
improvement
programme
Initial Child Protection Conferences within
timescales
NEW INDICATOR THIS QUARTER
Quarterly
(Year to date)
Figure should
increase 100% 55.7% 49.5%
Commentary
There is evidence of a continued decline in this area, the overall decline
appeared to be reversing between July (40.2%) and August (58.7%). However,
in September (43.3%) it declined significantly. There has been an overall decline
of 6.2% between quarter 1 and quarter 2. In September, 38 initial child
protection conferences were held late: 5 conferences were rearranged because
the family was unable to attend or circumstances had changed, 2 conferences
did not take place due to there being no chair available, in 1 case there was no
allocated social worker, 3 were delayed by the unavailability of another key
agency, and for the remaining 27 the operational team hadn’t informed the CP
administrators of the need for a conference with an invite list and/or the section
47 hasn’t been completed and signed off by a manager within the specified
timescales.
Hypothesis
There has been an increase in the number of conferences and a decline in the
percentage being held within the required timescale. The IRO service continues
to operate under capacity/high percentage of interim staff. There have been
difficulties booking conferences in the South of the county due to a lack of
business support staff and the need for operational managers to be more
selective in identifying those cases which require an ICPC.
Action
1. Reduce the number of provisional bookings to free up capacity.
2. Strengthen operational managers decision making and judgement at an
earlier stage.
3. Resolve business support issues in the South of the county.
4. Maintain the focus on the current Team Performance Management Scorecard
as a priority.
Children's
Services
Deliver the OFSTED
improvement
programme
Child Protection Conference Reports Shared
within 2 days of the conference
NEW INDICATOR THIS QUARTER
Quarterly
(Year to date)
Figure should
increase 50% n/a This measure will be reported in quarter 3
due quarter 3
due quarter 3
Corporate Performance Scorecard 10
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better)
Target
2013/14
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Children's
Services
Deliver the OFSTED
improvement
programme
Percentage of Looked After Children participating
in their reviews
NEW INDICATOR THIS QUARTER
Monthly
(Snapshot)
Figure should
increase 91.0% 86.3% 85.0%
Commentary:
The service continues to work with children and young people to encourage their
attendance and partcipation at reviews. This is a top priority for social work staff
and IROs to ensure children and young people and their families engage in
reviews. The IRO meets with a child prior to the review taking place and ensures
as a minimum the voice of the child is heard in the review.
Hypothesis:
Improvement will require a more creative approach to engage with children and
young people in order to make the percentage increase in active partcipation to
improve performance.
Action:
Working with the Access/Engagement Team (AET) and the Children in Care
Council (CiCC ) to develop more ways to increase attendance and partcipation,
for example, the use of information technology (e.g. video link), coaching of
children and young people in non anxiety provoking environments to develop
their confidence to co chair their own reviews. A definitive action plan will be
developed following consultations with the AET and CiCC.
Children's
Services
Deliver the OFSTED
improvement
programme
Percentage of Looked After Children Adopted
during the year who were placed for adoption
within 12 months
NEW INDICATOR THIS QUARTER
Quarterly
(Year to date)
Figure should
increase 78% 83.3% 75.0%
Commentary
Quarter 2 shows an 8.3% decline in our performance in this area, but we are still
performing well in comparison to the national figure (72.4%). The Adoption
service is actively recruiting placements for the increased number of babies and
young children with a plan for adoption. The new team being established in
October 2013 using our Adoption Reform Grant has a main focus of moving
children on to adopters quickly, where this is the plan. This will be achieved by
earlier identification of children (some pre‐birth), targeted recruitment of carers,
and very proactive Family Finding for all children waiting. The establishment of a
dedicated Family Finder post will be key in this process.
Hypothesis
We are performing well against national data. The new team should improve
this performance even further. This will ensure that children are placed quicker
and also enable us to meet the 26 week Public Law Outline (PLO) timescale.
Action
1. Implement strategy, in particular around the recruitment of new adopters.
Corporate Performance Scorecard 11
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better)
Target
2013/14
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Children's
Services
Deliver the OFSTED
improvement
programme
Number of Young People held in Police Custody
Overnight
NEW INDICATOR THIS QUARTER
Quarterly
(Year to date)
Figure should
decrease 0 na 13 na
Commentary
There have been 13 cases of overnight remands in police cells from 1 April 2013
to 30 Sept 2013. Of these, the Emergency Duty Team were requested by police,
in line with PACE S386 expectations, to provide alternative accommodation in
85% of the cases. There was a distinct rise of cases in September with that
month alone accounting for 5 of the 13 for the whole 6 months.
Hypothesis
In many of the cases, the reasons for denial of bail by the Police are clearly
understandably (nature of offending history/ risk of further offending/ nature of
current offence). Whilst a number of authorities can respond to overnight
requests (including secure), over the years in many authorities this has been a
significant challenge, and is compounded by the fact that in the majority of those
held in police cells have a substantial history of commiting crimes and complex
needs which can mean access to accommodation at short notice is highly
challenging. We recognise that a proactive approach to this issue is required, an
initial meeting of key agencies has been held in order to develop a
commissioning strategy .
Action
As there is a level of detail and evidence base from which to progress this
issues, further work with Children’s Services and the Police will now move
forward in line with the action plan. Meetings within the Directorate, and with
Police colleagues are scheduled for October and November to further progress
this.
Specific:
Multi‐agency scoping activity is underway, interviews with young people and to
research models which have been successful in other Local Authorities.
Children's
Services
Deliver the OFSTED
improvement
programme
Looked After Children with 3 or more placements
in the year
NEW INDICATOR THIS QUARTER
Quarterly
(rolling 12 months)
Figure should
decrease8.0% 8.8% 7.3%
Commentary
The percentage of LAC with 3 or more placements in the year has decreased
from 8.8% in quarter 1 to 7.3% this quarter, where lower is better. The national
figure for 2011/2 was 11% and the figures for our statistical neighbours in
2011/12 was 11.4%, the North West average for 2011/12 was 9.3% and our
target for 2013/14 is 8%.
Our performance is better than national and fluctuating around target however
we are seeking to drive further improvements.
Hypothesis
We recognise in order to maintain and improve this good level of performance
we need to implement our sufficiency duty successfully.
Action
1. We are currently revising our sufficiency audit which will inform a refresh of
our Better Placements Action Plan to ensure the right children are in the right
placements.
2. In the shorter term the placement panel is working to avoid drift and ensure
clear plans are in place.
Corporate Performance Scorecard 12
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller
or to plan better)
Target
2013/14
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective - A Great Place to be a Child and to Grow Up2013/14
Children's
Services
Deliver the OFSTED
improvement
programme
Care Leavers in Suitable Accommodation
NEW INDICATOR THIS QUARTER
Quarterly
(rolling 12 months)
Figure should
increase90% 83.8% 88.9%
Commentary
This is a good level of performance and is an improving position (July 88.2%
and August 88.6%). In September there were 36 care leavers of which 32 were
in suitable accommodation. 4 young people continue to occupy a choice or
preference for their current accommodation. There is evidence we are
maintaining a strong position across comparators (National 88%, Statisical
Neighbours 88%).
Hypothesis
We need to develop a broader range of available accommodation with the right
level of support for care leavers.
Action
1. A group has been commissioned to develop a partnership strategy in order to
develop the range of accommodation provision.
2. A Temporary post to develop such provision has been made permanent.
Corporate Performance Scorecard 13
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against target
Quarter 2
Performance
against target
Direction of
Travel (qtr 1
v qtr 4)
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
Adult and Local
Services
Reduce Council
supported permanent
admissions of adults
to residential and
nursing care
Council supported perrmanent
admissions of adults to residential and
nursing care, per 1,000 population
QuarterlyFigure should
reduce
To be better
than baseline 2.15 1.96 1.94 1.99 2.10
The number of admissions of both older and working age adults has increased
since the previous reporting period. The Directorate had 849 admissions to long
term residential care between October 2012 and September 2013 which is an
increase on the 749 admissions for the same period the year before.
Investigations of individual cases is pointing to several possible explanations, for
example people who have financially supported themselves now seeking pick up
funding, issues around hospital discharges and potentially nursing care being used
for palliative and respite reasons. Operational County Managers are working with
District Leads and NHS colleagues to put measures in place to reduce these
pressures in the long term.
Adult and Local
Services
Increase the number
of people in receipt of
self-directed support
Social care clients receiving self-directed
supportQuarterly
Figure should
increase
To be better
than baseline 34% 46% 54% 52% 50%
Performance against this measure has deteriorated slightly since Q1. The new pre
paid card is currently being implemented. The new cards allow people to
personalise their support without the administrative responsibilities that go along
with having a separate bank account for receiving social care funding. It is
anticipated that the roll out of the cards will mean that direct payments are a more
attractive prospect for many service users and this will have a positive effect on
this indicator.
Life expectancey at birth - Male
(3 year average)78.9 78.3 78.7 n/a n/a n/a
The overall life expectancy at birth for males has increased by 2.9yrs over the past
decade. Cumbria is above the regional average (77.4) and below the national
average (78.9). The target is based upon the national average.
Life expectancey at birth - Female
(3 year average)82.9 82.0 82.2 n/a n/a n/a
The overall life expectancy at birth for females has increased by 1.7yrs over the
past decade. Cumbria is above the regional average (81.5) and below the national
average (82.9). The target is based upon the national average.
Chief Executive's
Office
Work with partners to
deliver priority actions
in the Cumbria JSNA
and Health and
Wellbeing Strategy
under the Health
Inequalities ambition
Overall premature mortality
(Age standardised rate of mortality from all
causes in persons less than 75 years per
100,000 population)
Annual Figure should
reduce 275
277
(2011/12)277 n/a n/a n/a
Cumbria is ranked 76th out of 150th local authorities (1st=best) for overall
premature deaths. The total premature numbered 5,283 (Cancer 2,189 - 73rd/150 .
Heart Disease Stroke 1,248 - 75th/150. Lung disease 489 - 70th/150 . Liver
disease 230 - 48th/150.). The target is based upon moving Cumbria from red to
amber in the national rakings.
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 1-3'
Smoking prevalence - adults (over 18) Annual Figure should
reduce 20.0% 19.9% 21.7% n/a n/a n/a
There is no update on the national prevalence data. However, the Cumbria
smoking cessation figures continue to indicate a reduction in smokers and this has
been complimented in October with the Stoptober campaign.
Successful completion of drug treatment:
i) opiate users6.5%
6.4%
(2011/12)6.4% n/a 5.2% Data qtr 3 n/a n/a
Successful opiate completions have risen for the second month in a row. Obviously
we are still some way off the desired position but the direction of travel is right.
Rates of representation for opiate users however are also increasing.
ii) non-opiate users 33.0%32.8%
(2011/12)32.8% n/a 27.9% Data qtr 3 n/a n/a
There has been a steady decrease in non-opiate successful completions. Rates
are below the desired level – top quartile for cluster. Discussions are on-going with
the service provider.
Take up of NHS Health Checks
Programme i) offered
10%
(qtr 2)0.5% 14.7% n/a 6.4% 12.8% n/a n/a
For Q2 Cumbria has once again exceeded the national target of 5% ‘offers’ by
achieving 6.4%.
and ii) take-up 51.5% 100.0% 46.7% n/a 45.0% 45.0% n/aTake up of Health Checks remains similar. Work continues with GP and
Pharmacists to improve this measure.
2013/14
Customer Perspective-An Independent and Healthy Life
Chief Executive's
Office
Work with partners to
deliver priority actions
in the Cumbria JSNA
and Health and
Wellbeing Strategy
under the Health
Inequalities ambition
Annual
Achieve ambitions
under Health and
Wellbeing strategy
Quarterly
Chief Executive's
Office
Figure should
increase
2013/14
Figure should
increase
Annual Data
Annual Data
Annual Data
Annual Data
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 1-4'
Figure should
increase
Quarterly
Corporate Performance Scorecard 14
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against target
Quarter 2
Performance
against target
Direction of
Travel (qtr 1
v qtr 4)
Direction of
Travel (qtr 2
v qtr 1) Commentary on Progress Qtr 2
2013/14
Customer Perspective-An Independent and Healthy Life2013/14
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenges 2 & 4'
Hospital admissions due to alcohol QuarterlyFigure should
reduce 14,700 12,454 13,710 n/a n/a n/a
The national quarterly data is not available. Work is underway progressing the
Alcohol Strategy for Cumbria with partners.
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 4'
Suicide Rate
(per 100,000 population)Annual
Figure should
reduce 9.2
9.47
(2009-11)n/a n/a n/a n/a
There is a suicide report underway to understand the trends and details of this data
to inform the commissioning in the future.
Chief Executive's
Office
Achieve ambitions
under Health and
Wellbeing strategy
'Challenge 1'
Lead workplace health initiatives Quarterly Figure should
increase 10 new 1 n/a n/a n/a Workplace initiatives are being discussed for implementation.
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better)
Target qtr 2
2013/14
Baseline
Quarter 2
2012/13 2011/12 2012/13
Quarter 1
Performance
against target
Quarter 2
Performance
against target
Direction of
Travel (Qtr 1
Actual v Qtr 1
baseline)
Direction of
Travel (Qtr 2
Actual v Qtr 2
baseline) Commentary on Progress Qtr 2
Total number of accidental dwelling fires
per 10,000 dwellingsMonthly
Figure should
reduce year on
year
5.4 6.2 10.6 11.9 2.4 5.3
Total number of accidental dwelling fires Monthly
Figure should
reduce year on
year
119 146 252 284 58 117
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Direction of
Travel
2012/13 Commentary on Progress Qtr 2
Adult and Local
Services
Help to improve
people's quality of life
Reported social care related quality of life
survey (expressed as a score out of 24 and
taken from the National Annual Adult Social
Care)
AnnualFigure should
increase
To be better
than baseline 19.5 19.3 19.6
Performance between 2011/12 and 2012/13 has increased slightly, this means that
people in receipt of a social care service in Cumbria who were surveyed reported
an increase in their quality of life
Data in Qtr 3
Period actual compared to same period actual last year as baseline. Accidental
dwelling fires have thus far been well below the number of 2012-13, and
comfortably below target. Barrow and Carlisle localities are running above target,
whereas Kendal and Workington are running under target.
Safer and
Stronger
Communities
Fewer Fires
Data in Qtr 3
Annual Data
Corporate Performance Scorecard 15
2013/14
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
Quarter 1
2012/13 2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (Qtr 4
Value v Qtr 4
Baseline)
Direction of
Travel (Qtr 1
Value v Qtr 1
Baseline) Commentary on Progress Qtr2 report
Waste sent to landfillQuarterly (3 month
lag)
Figure should
reduce
To be better than
baseline33.6% 48.4% 31.2% 17.9% 3 month lag
The data shows a significantly lower proportion of household waste was sent to
landfill during this quarter compared to the same quarter last year. This is due to
both MBT facilities being online during the current quarter, whilst only the Carlisle
facility was operational during the same quarter last year.
Recycling rates Quarterly (3 month
lag)
Figure should
increase
To be better than
baseline50.9% 45.5% 45.9% 49.3% 3 month lag
Data shows a small reduction (1.57%) in household recycling rate compared to
the same quarter last year. Household recycling in general has plateaued;
however, street sweepings previously recycled by composting are now sent to
landfill or MBT (following a change in EA guidance). This has contributed to the
marginally lower recycling rate.
Household waste (kg per household)Quarterly (3 month
lag)
Figure should
reduce
To be better than
baseline129 562 542 135 3 month lag
Data shows an increase in household waste produced compared to the same
quarter last year. The detail suggests that the increase has arisen from higher
levels of green waste and ‘soil & rubble’ at the HWRCs. The poor summer in
2012/13 resulted in lower levels of these materials being disposed of in the
network, as people spent less time on external maintenance. This year has seen a
return to ‘normal activity’.
Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (Qtr 1 v
Qtr 4)
Direction of
Travel (Qtr 2 v
Qtr 1)
Deliver highways
maintenance
improvements
End to end times faults fixed right first
time
(rolling 6 month average)
Quarterly Figure should
reduce
green = 0-30
amber = 31-40
red =>41
12.00 10.00 11.00 5 5
Performance is calculated as a rolling average over 6 months, and has remained
relatively stable throughout the last 4 quarters, however end to end times have
fallen significantly to 5 days for quarter 1 and 2 this year, which is a marked
improvement. Further training is planned for 3rd/4th quarter once structure in
place to ensure Better Highways model is maintained.
Customer Perspective - A High Quality Environment
Environment
Reduce household
waste and increase
recycling
2013/14 2012/13
Corporate Performance Scorecard 16
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 1 v
qtr 4)
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
Headcount Quarterly On plan plan8303
(2011/12)8303 8178 7404 7153 n/a n/a
Headcount continues to decline steadily on a monthly basis reflecting the
non-replacement of non essential posts. Data is equivalent to 4788 fte.
Paybill Quarterly On plan plan£54m
(qtr2 2012/13)
£303m
(Annual)
£298m
(Annual)
£52.1m
(Qtr 1
2013/14)
£53.3m.
(Qtr 2
2013/14)
n/a n/a
Q2’s 2013/14 figure is lower than the Q2 2012/13 figure, with costs
reducing by £778,802 (1.44%). Q2’s staffing cost figure is higher than
Q1’s by £1.2m, This reflects a similar annual pattern which is due to
numerous end of year (Q1) accounting variations.
Turnover of staff
(year end forecast)Quarterly
Benchmark
Nationally9-10% 13.1% 13.1% 8.7% 8.9% 9.4% n/a n/a
Early indications predict the annual turnover figure for 2013/14 of
19.92%, which is mainly attributable to the transfer of employees to
Orian in April to the newly formed facilities management holding
company.
Excluding the Orian transfer, turnover is running slightly higher than in
2012/13, however given the scale of restructuring to be undertaken
across the Council during 2013/14 it is likely that turnover will continue to
rise and will be higher than the current rolling annual figure of 9.23% by
the end of this financial year, and the 2012/13 figure of 8.23%.
Data includes Including Orian transfer, forecasted turnover figure for
2013/14 = 19.92%.
Staff Attendance
(year end forecast)Quarterly
Figure should
reduce
To be better
than baseline15.17 15.23 12.44 13.65 14.47
The full year absence forecast for 2013/14 = 14.47 days (per fte) at the
end of Q2, as opposed to the forecasted 13.17 days (per fte) at the end of
Q2 2012/13. Both figures are based upon unrefreshed data.
Q2 figures indicate a 0.16 days per fte reduction on Q1 2013/14. Despite
the downward decline this quarter there is a slight increase in
unrefreshed year on year absence figures with Q2 2013/14 up 0.19 days
to 4.00 days per fte on the Q2 2012/13 figure of 3.81 days per fte. A
likely contributor to this increase is the newly introduced recording
process of absence using iTrent People Manager introduced in June
2013.
People Perspective - Effective and Efficient Council2013/142013/14
ResourcesEffective and Efficient
Council
Corporate Performance Scorecard 17
Lead
Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 1 v
qtr 4)
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
% variance from revised revenue budget
outturnQuarterly On plan 0% 0.7% 0.3% 0.9% 0.2%
The forecast revenue outturn position for the Council at the end of Q2 was set out
in the monitoring report to Cabinet on 21 November 2013. The forecast outturn is
a net overspend of £0.921m, against the current net revenue budget of
£414.343m. This represents a significant improvement on the forecast of £3.615m
net pressure reported at quarter 1.
This is as a result of pressure on directorate service budgets of £5.351m that is
offset by a £4.430m underspend on the Other Items budget principally made up of
a Treasury Management savings of £1.5m, the use of the Council Tax volatility
contingency of £1.150m, an underspend of £1.0m on the inflation budget and
£0.780m additional unbudgeted LACSEG refund received in 2013/14.
The Directorate service budget pressures include Safer and Stonger (£0.613m)
with an expected overspend of £0.457m on the Fire and Rescue Service budget
and an expected overspend of £0.281m due to less than budgeted income on the
Fleet budget, Waste Management savings not being achieved (£1.450m), and a
net overspend on Childrens Services (3.868m) due primarily to increased costs for
looked after children offset by underspends within the directorate. The forecast net
overspend of £0.921m at year end will reduce General Balances to £14.212m.
Performance has improved since last quarter after mitigating actions on all non
essential spend and other areas by Directorates have been actioned to bring the
spend back in line with budget
(note: +/- 1% = GREEN; 1.01-3% = AMBER; 3.01%+ = RED)
% variance on capital programme Quarterly On plan 21.0% 35.7% 23.7% 1.0% 14.9%
Amount of slippage on capital
programmeQuarterly On plan <20% slippage £59.136m £28.270m £1.131m £16.127m
ResourcesLarge Value Savings
Items (MTFP)Efficiency savings in MTFP 13/14 Quarterly On plan 100% 83% 88% 88% 86.8%
It is estimated that savings of £20.475m will be made aginst the budgetted
savings of £23.6m (86.8%), a shortfall of £3.126m (13.2%).
Good progress is being made in delivery of most directorate savings initiatives.
However, the overall result is impacted by:
- a shortfall of £1.0m on Looked After Children savings
- a shortfall of £0.5m Waste savings: officers are currently negotiating with
Shanks to implement reduced hours and identify other savings, and
- delays in realising cross cutting savings.
(note: +/- 10% = GREEN; 10.1 - 25% = AMBER; 25.1+% = RED)
Resources Perspective - Effective and Efficient Council
Resources Budget Monitoring
2013/14 2013/14
The forecast outturn for the Council's Capital Programme is £93.917m against the
budget of £110.294m at the end of quarter 2, giving a variance of (£16.377m)
which is all £16.127m estimated slippage on schemes and £0.250m underspend
within Adult and Cultural srvices. The significant areas of slippage are highlighted
below:
• (£2.266m) on the Formula Capital projects where expenditure is led by demand
from schools.
• (£2.511m) on Prioritised Capital Maintenance
• (£0.960m) on the Cockermouth and Ulverston Victoria School schemes where
work is scheduled to be completed in the next financial year.
• (£1.293m) on Flooding (Betterment)
• (£1.241m) on CNDR purchase and ancillary schemes where purchase payments
are subject to legal procedures.
• (£0.500m) on the Accommodation with Care and Support scheme where spend
will be committed but not spent by the end of the year
• (£4.124m) on Corporate Maintenance budgets which are subject to the
formulation and approval of the Corporate Maintenance Strategy.
(note: +/- 20% = GREEN; 20.1 - 30% = AMBER; 30.1+% = RED)
Corporate Performance Scorecard 18
Lead Directorate Council Objective Measure or actions to achieve objective
Frequency of
measure
Good
Performance (is
bigger, smaller or
to plan better) Target
Baseline
2010/11 2011/12 2012/13
Quarter 1
Performance
against
target
Quarter 2
Performance
against
target
Direction of
Travel (qtr 1 v
qtr 4)
Direction of
Travel (qtr 2 v
qtr 1) Commentary on Progress Qtr 2
Satisfaction with CCC Website-Gov
Metrics- % users say website is goodQuarterly
Figure should
increase
To be better
than baseline 36% 41% 46% 49.0% 45.0%
Satisfaction with CCC Website-SOCTIM-%
users very and quite satisfied with
website
QuarterlyFigure should
increase
To be better
than baseline 51% 54% 53% 55.0% na na
Chief Executive's
Office
Comments,
Compliments and
Complaints
Complaints resolved at informal stage QuarterlyFigure should
increase
To be better
than baseline 28% 33% 49% 71.0% 92.0%
For the year to 30 September 2013, the Council has received 133
complaints (excluding Children’s Services and Adults & Local Services who
operate other complaints processes). 122 complaints have been resolved
informally, representing a significant improvement in performance against
2012/13. This is largely due to a change in how complaints are dealt with
within Environment Directorate (who receive the bulk of these complaints)
where the assumption is now that all complaints are to be resolved at a local
level wherever possible, rather than escalating direct to a Senior Manager as
had been happening previously.
Processes Perspective - Effective and Efficient Council
Chief Executive's
Office
Customer Access
Satisfaction with
CCC Website
2013/14 2013/14
While satisfaction with the CCC website as recorded by Gov Metrics has
fallen slightly on Q1 (49%) satisfaction levels continue to be higher than
those recorded in 2011/12.
Unfortunately there is an error with the SOCITM reporting system not
correctly collating responses. Work is currently underway to ensure that this
fault is fixed for Q3 reporting.