Others titles
- LBB Quarterly Performance Of The Measures
- Quality Measures Reporting 2018-2019
- Corporate Plan And Performance Reporting
Keywords
- Performance Report
- Quarterly Performance
- Performance Report 2018-2019
- LBB Report
- Report 2018-2019
- Barnet Social Services
- Corporate Planning
- Barnet Borough
- Barnet Council
London Borough of Barnet Performance Reporting 2018-2019
This dataset contains the list of the second quarter London Borough of Barnet (LBB) performance reporting of 2018-2019. The most up to date information on the Corporate Plan can be found in the 2018/19 Addendum to the Corporate Plan.
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Description
The quarterly performance of the measures of success outlined in the council’s Corporate Plan. The council currently has five corporate priorities which are summarized below:
– Delivering quality services
– Responsible growth, regeneration and investment
– Building resilience in residents and managing demand
– Transforming local services
– Promoting community engagement, facilitating independence and building community capacity.
Each year, the Council will publish an addendum to the Corporate Plan which sets out updated targets for the year ahead. The 2018/19 update was agreed at Full Council on 4 April 2016.
In addition to the Corporate Plan, each Theme Committee has a Commissioning Plan that sets out the strategic priorities and performance measures for each Committee. Similarly to the Corporate Plan, each year, the Council will publish an addendum for each Commissioning Plan which sets out updated targets for the year ahead. The 2018/19 updates were agreed by Theme Committees during March 2016.
– Adults and Safeguarding
– Assets, Regeneration and Growth
– Children, Education, Libraries and Safeguarding
– Community Leadership
– Environment
– Housing
– Public Health
Each of the Council’s in-house Delivery Units has a Management Agreement that sets out the actions for delivering the relevant sections of the Commissioning Plans, along with key indicators to help monitor performance.
The Council’s Corporate Plan for 2015-20 sets vision and strategy for the next five years based on the core principles of fairness, responsibility and opportunity to make sure Barnet is a place:
– of opportunity, where people can further their quality of life
– where people are helped to help themselves, recognizing that prevention is better than cure
– where responsibility is shared, fairly
– where services are delivered efficiently to get value for money for the taxpayer
About this Dataset
Data Info
Date Created | 2017-08-15 |
---|---|
Last Modified | 2020-03-31 |
Version | 2020-03-31 |
Update Frequency |
Quarterly |
Temporal Coverage |
2018-2019 |
Spatial Coverage |
United Kingdom |
Source | John Snow Labs; London Borough of Barnet; |
Source License URL | |
Source License Requirements |
NA |
Source Citation |
NA |
Keywords | Performance Report, Quarterly Performance, Performance Report 2018-2019, LBB Report, Report 2018-2019, Barnet Social Services, Corporate Planning, Barnet Borough, Barnet Council |
Other Titles | LBB Quarterly Performance Of The Measures, Quality Measures Reporting 2018-2019, Corporate Plan And Performance Reporting |
Data Fields
Name | Description | Type | Constraints |
---|---|---|---|
Reporting_Frequency | Reporting period | string | - |
Type_Of_Indicator | Indicator Type (Schedule Performance Index (SPI) and Cost Performance Index (CPI), like variances, allow you to assess the health of a project. In specific, SPI and CPI help you analyze the efficiency of schedule performance and cost performance of any project) | string | - |
Reference_No | Report Reference Number | string | - |
Indicator | Indicator Description | string | - |
Polarity | LBB Report Polarity (A state in which two ideas, opinions are completely opposite or very different from each other) | string | - |
Annual_Target_2018_19 | Annual Target for the Year 2018-2019 | string | - |
Annual_Target_Notes_2018_19 | Annual Target Notes for the year 2018-2019 | string | - |
Q2_Target_2018_19 | Second Quarter Target for the Year 2018-2019 | string | - |
Target_Notes_2018_19_Q2 | Second Quarter Target Notes for the Year 2018-2019 | string | - |
Q2_Result_2018_19 | Second Quarter Result for the Year 2018-2019 | string | - |
Result_Notes_2018_19_Q2 | Second Quarter Result Notes for the Year 2018-2019 | string | - |
DOT_Long_Term_From_Q2_2018_19 | Second Quarter Long Term Result for the Year 2018-2019 | string | - |
RAG_Rating | The RAG system is a popular project management method of rating for issues or status reports, based on Red, Amber (yellow), and Green colors used in a traffic light rating system. | string | - |
Benchmarking_Metrics | Benchmarking Metrics (Percentage of The Adult Social Care Outcomes Framework (ASCOF) measures how well care and support services achieve the outcomes that matter most to people and CIPFA is the leading accountancy body for the public services providing education and training in accountancy and financial management. | string | - |
Data Preview
Reporting Frequency | Type Of Indicator | Reference No | Indicator | Polarity | Annual Target 2018 19 | Annual Target Notes 2018 19 | Q2 Target 2018 19 | Target Notes 2018 19 Q2 | Q2 Result 2018 19 | Result Notes 2018 19 Q2 | DOT Long Term From Q2 2018 19 | RAG Rating | Benchmarking Metrics |
Quarterly | CPI | AC/S9 ASCOF2A (2) | Permanent admissions to residential and nursing care homes, per 100,000 population age 65+ | Smaller is Better | 468 | 234.0 | 145 | I (-21.5%) | Green | Nearest Neighbours 404.2England 610.7(NASCIS, 2016/17) | |||
Quarterly | CPI | AC/C14 | Permanent admissions to residential and nursing care homes, per 100,000 population age 18-64* | Smaller is Better | 12 | 6.0 | 3 | W (81.4%) | Green | Nearest Neighbours 7.7England 12.8(NASCIS, 2016/17) | |||
Quarterly | CPI | AC/C12 | Number of delayed transfers of care from hospital per 100,000 population (aged 18+) which are attributable to NHS + Social Care + Both | Smaller is Better | 7 | 7.0 | 7 | I (-35.9%) | Amber | CIPFA Neighbours 6.39London 6.36England 10.13(May 2018, Department of Health) | |||
Quarterly | CPI | AC/C13 (ASCOF 2C/2) | Delayed transfers of care from hospital per day per 100,000 population which are attributable to adult social care only | Smaller is Better | 2 | 2.0 | 2 | I (-64.0%) | Green | CIPFA Neighbours 2.03London 1.79England 3.00(May 2018, Department of Health) | |||
Quarterly | CPI | AC/S3 (ASCOF 1G) | Percentage of adults with learning disabilities who live in their own home or with their family | Bigger is Better | 1 | 1.0 | 1 | I (13.8%) | Green | Nearest Neighbours 68.5%England 76.2%(NASCIS, 2016/17) | |||
Quarterly | CPI | AC/S4 (ASCOF 1E) | Percentage of adults with learning disabilities in paid employment | Bigger is Better | 0 | 0.0 | 0 | W (-13.6%) | Red | Nearest Neighbours 9.1%England 5.7%(NASCIS, 2016/17) | |||
Quarterly | CPI | AC/S5 (ASCOF 1F) | Percentage of adults with mental health needs in paid employment | Bigger is Better | 0 | 0.0 | 0 | I (9.9%) | Green | No benchmark available | |||
Quarterly | CPI | AC/S6 (ASCOF 1H) | Percentage of adults with mental health needs who live independently, with or without support | Bigger is Better | 1 | 1.0 | 1 | I (.8%) | Amber | No benchmark available | |||
Quarterly | CPI | CG/C37 | Total number of leisure attendances | Bigger is Better | 11630000 | 290750.0 | 265911 | Not comparable | amber | No benchmark available | |||
Annual | CPI | REGENKPI01 | Number of New Homes completed | Bigger is Better | 3100 | Monitor | 211 | W (-25.2%) | monitor | No benchmark available |