public expenditure and investment study · spending also overlaps between partnerships. for...
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Public Expenditure and Investment StudyStage 1 | Mapping Report | Birmingham | Summary
2 Foreword
4 What we found – the main points
8 Introduction – why did we do it?
Some details…….
11 - The Economic Development Partnership
14 - The Safer Birmingham Partnership
16 - The Children & Young People’s Partnership
20 - The Heath and Wellbeing Partnership
23 - The City Housing Partnership
25 - The Environmental Partnership
28 - The Cultural Partnership
31 Where next?
34 Appendix A - Methodology
Contents
* This is an interactive pdf, by clicking on the content sections you will proceed to the corresponding page in the document. You may click on the Be Birmingham icon at the bottom of any page to return to the contents page.
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ForewordBirmingham is a city with ambition. As the Local Strategic Partnership1 we are working hard to achieve our vision to be a global city with a local heart. Birmingham 2026, the new sustainable community strategy sets out how all the partners (public, private, community, voluntary and faith sectors) will work together with the citizens of Birmingham to make our vision a reality.
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We have five strategic outcomes which are for the people of Birmingham:• To succeed economically• To stay safe in a clean, green city• To be healthy• To enjoy a high quality of life• To make a contribution
We know we can only achieve these outcomes by agencies working together. It requires us to ensure that the resources invested in Birmingham are focused on the right things, at the right time and for the right reasons.
This is a huge challenge. Organisations are required by government to achieve specific objectives, but without always considering how working together could achieve better outcomes for the citizens of Birmingham. Therefore we need to recognise the contribution of all those bodies investing in the city and to align them more effectively with our strategic outcomes.
To do this we have undertaken one of the largest and most comprehensive mapping exercises of public investment in the UK. This booklet, summarises the main findings of that study.
The first stage of this work identifies the total public expenditure in the city of £7.5 billion for 2008-09, and the extent to which it is aligned to our strategic outcomes.We are about to embark on stage two of this work to produce methodologies to align budgets to specific Local Area Agreement priorities. Integral to this will be a focus on joint commissioning and greater sharing of resources between partners.
This outcome based approach to delivering services requires different ways of working. It requires not only the commitment of leaders to work together, but also middle managers and frontline staff being empowered and encouraged to work more flexibly across organisational boundaries and generate ideas to improve services and bring about efficiencies. This will involve a programme of leadership and staff development for managers and front line staff from all key partner agencies.
We are delighted that this study has been highlighted as an example of good practice by Sir Michael Bichard in his report on Operational Efficiency for HM Treasury. As one of the Total Place pilots we are keen to share our experiences with government to enable more efficient and effective services to be developed in the future. We hope that this study will make a contribution to that wider effort.
1 The local strategic partnership for Birmingham is Be Birmingham which brings together partners from the business, community, voluntary, faith and public sectors to deliver a better quality of life in Birmingham.
Stephen HughesChief Executive, Birmingham City Council
Jackie MouldDirector, Be Birmingham
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Our report analyses public spending in a single year in support of Birmingham 2026, the new sustainable community strategy and highlights the challenges Birmingham faces.
Total public expenditure in Birmingham in 2008-09, was £7.3 billion.
This is equivalent to £7,210 for every man, woman and child living in Birmingham.
What we found – headline findings
52˚ 29’ N
1˚ 56’ W
5
3657 1918 699 279 239 105 50 43 26 24
Top funding sources across BirminghamTop funding sources across BirminghamTop funding sources across BirminghamTop funding sources across BirminghamTop funding sources across Birmingham
Together account for £7.0bn (95% of total public funding)Together account for £7.0bn (95% of total public funding)Together account for £7.0bn (95% of total public funding)
Birmingham City Council
PCTs
Jobcentre Plus
LSC
WM Police
Home and Communities Agency
WM Fire Services
AWM
WM Probation Service
Arts Council West Midlands
0 400 800 1,200 1,600 2,000 2,400 2,800 3,200 3,600 4,000
24
26
43
50
105
239
279
699
1,918
3,657
Top ten funding sources (£million)
Of this total, Birmingham City Council spent £3.6 billion - half of all public spending in the city. This includes central Government spending which the city council is also responsible for administering.
The biggest single area of spending - £2.1 billion a year - is on health and welfare. The city’s three Primary Care Trusts – NHS Birmingham East and North, NHS Heart of Birmingham and NHS South Birmingham - together spend £1.9 billion, with Jobcentre Plus also spending £700 million.
We spend a further £1.7 billion each year on services for our children and young people, £1 billion a year on the city’s economy (including £700 million tackling worklessness) and £880 million on housing.
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2136 1674 1083 825 323 267 114
Organisation funding ‘mapped onto’ partnershipsOrganisation funding ‘mapped onto’ partnershipsOrganisation funding ‘mapped onto’ partnershipsOrganisation funding ‘mapped onto’ partnershipsOrganisation funding ‘mapped onto’ partnershipsOrganisation funding ‘mapped onto’ partnerships
Health and Wellbeing
Children and Young People
Economic Development
City Housing
Safer Birmingham
Cultural
Environmental
0 300 600 900 1,200 1,500 1,800 2,100 2,400 2,700 3,000
114
267
323
825
1,083
1,674
2,136
Spend by partnerships (£ million)
Spending also overlaps between partnerships. For example, housing investment helps to create safer neighbourhoods, spending on culture brings economic benefits.
All public sector partners are agreed that we can do more to work together effectively and to spend public money more wisely.
However amongst the biggest challenges that Birmingham faces are: • How do we invest more to prevent ill-health and spend
less on the symptoms? • As the city comes through the recession, how do we
create more economic opportunities and reduce the amount spent on worklessness?
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Be Birmingham commissioned EKOS to map all public spending in the city of Birmingham in a single year.
The aim was to identify the extent to which public money supports Birmingham 2026, the new sustainable community strategy and its Local Area Agreement (LAA) with central government, the people of Birmingham, our communities and partners.
The LAA has seven thematic partnerships, five priority themes and 19 outcomes. Its success depends on how the partners spend public money and their programmes.
How we did it - Birmingham’s LAA
Introduction
70 LAA indicators
plans
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We identified all public expenditure for 2008-09, using actual and forecast spending for 2008-09 to ensure our report was directly relevant and up to date. We then aggregated the spending by more than 50 partners, covering more than 110 funding streams.
We identified spending in Birmingham by all the major regional organisations, including Network Rail, the Regional Development Agency, Advantage West Midlands, Business Link, West Midlands Police and Fire Services and the Environment Agency. Our aim was to fully understand the full range of partner expenditure. We also identified spending in the city by central government, including outside the city council.
We have covered investment in individual hospitals, on schools, colleges and further and higher education and on the arts, the environment, housing, neighbourhoods and community organisations and facilities.
We identified physical investment during the year, recognising that spending on major developments such as New Street station, Building Schools for the Future and investment in hospitals, roads and other infrastructure is part of a long-term and planned investment strategy.
The report focuses on identifying public spending which relates specifically to the outcomes set out in the LAA. It also goes beyond this: it focuses on where investment is aligned – either through pooled funding or partnership working, bringing two or more organisations together.
Questions that the report seeks to answer are.• Does joint commissioning of services occur? • Are there activities and investment where improved
joined-up working and joint commissioning would help to deliver the LAA outcomes in the future?
As such, this is the central purpose of the report.
Our aim in identifying the levels of public and partner spending is to begin the process of understanding where improved joined-up working is required in the future.
This major research work has never been carried out by a British city before. We believe that it will help enable the city to move forward coherently and collaboratively to Birmingham 2026, the new sustainable community strategy.
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11
The Economic Development Partnership has a wide and diverse remit, from economic growth to regeneration, from worklessness and skills development to infrastructure and transport enhancements. It has a Working Neighbourhoods Fund (WNF) allocation of £57 million over 2008-11.
LAA economic outcomes• Driving sustainable economic and population growth
and regeneration • Increasing economic output and productivity • Providing high quality infrastructure • Increasing employment and reducing poverty across all
communities • Improving educational attainment and the skills base • Raising the quality, choice and affordability of housing
The report identified £1.1 billion of spending on Birmingham’s economy in 2008-09 against the LAA’s economic outcomes. Jobcentre Plus spend was £699 million, much of it relating to benefit payments, and as such is not responsive to local priorities. This underlined the scale of the problems of worklessness facing the city and reflecting the considerable investment by partners.
Birmingham City Council directly invests £110 million, the Learning and Skills Council £104 million and the Regional Development Agency £43 million.
We are investing in significant infrastructure improvements, community regeneration and world class research, including:• New Street Gateway Project (more than £100 million
planned) • Birmingham Science City (£30 million to date and
planned) • Aston Pride/Kings Norton New Deal for Communities
(£8.2 million) • Development of Longbridge (£700 million)
Investment in services to reduce worklessness is £712 million, reflecting and reinforcing the joint determination to reduce the current levels of unemployment which currently stand at around one in five residents. In all, we are spending more than 75% of the Economic Partnership resources on worklessness, adult skills and workforce development. Our investment in infrastructure is £130 million (2008-09 only), regeneration £87 million and enterprise £51 million.
The Economic Development Partnership
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Birmingham Economic Development Partnership also shares responsibility for environmental and housing outcomes with the Environmental and City Housing Partnerships. Overall, the level of partnership engagement is strong with a wide range of activity to promote sustainable economic growth in Birmingham. However, the report identifies a number of challenges:• Would greater investment in economic growth reduce
welfare costs? • Is there sufficient clarity in supporting and growing the
business base and promoting innovation? • Is the investment in young people sufficient to meet future
economic growth objectives?
700 170 150 130 100 267 114
Worklessness
Infrastructure
Skills
Regeneration
Enterprise
0 200 400 600 800
Estimated total expenditure to economic outcomes 2008-09 £ millions
£millions
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In addressing these issues the LAA delivery plans provide the framework for investment in economic growth to realise our shared vision for growth and prosperity. With City Region partners, we are also working to develop proposals for a multi area agreement on employment and skills that will seek to drive down welfare costs directly through pathfinder status for the Invest to save / AME-DEL approach proposed in the Government’s Welfare Reform Green Paper as part of a wider devolution of responsibilities / Level 3 commissioning role. Investment in increased economic growth will stimulate the local economy and create jobs. This will only reduce welfare costs in the city if we are successful in our aspiration to up-skill the resident population and move Birmingham based unemployed and workless people into those jobs.
The Business, Enterprise, Innovation and Inward Investment sub-group of the Economic Development Partnership has been recently formed specifically to bring together a wide range of the key local and regional partners, including Business Link, to understand and address the city’s enterprise and innovation needs. We are investing partnership resources, including Working Neighbourhoods
Fund, to provide additional, targeted support to strengthen the city’s business base and encourage greater innovation in the public, private and voluntary / community sectors through the LAA’s succeed economically theme outcome 2 delivery plan, and add value to the mainstream provision. This investment is made in the context of the Business Link delivery model.
Educational attainment at school is now close to national figures. We have challenging skills targets for Level 2 and 4 in our LAA, and up-skilling the qualifications of our working age population is integrated into our work to reduce worklessness. The Economic Development Partnership works closely with the Children and Young People’s Partnership and the Health and Wellbeing Partnership to coordinate investment in sustainable opportunities for education, training and employment for all young people. We have identified a range of measures to address the issues faced by young people not in education, employment or training (NEETs) and our focus on prevention has increased our performance in this area relative to our core city competitors.
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Birmingham spends £329 million a year to deliver community safety. West Midlands Police is the largest contributor to community safety, with expenditure of £239 million in 2008-09.
They are spending £21 million on capital projects including:• Artmemis Court (£15 million)• Motorway Control (£3 million) • Winson Green Station (£2 million) • Stechford Phase II (£2 million) Other key spenders are West Midlands Fire Service with £49 million (which spent 40% of its total 2008-09 budget in Birmingham, with £41 million on fire fighting and rescue operation) the Probation Service with £26 million and Birmingham City Council with £5 million.
LAA community safety cutcomes• Reducing serious violent crimes • Creating safer neighbourhoods • Offender rehabilitation • Cohesive communities
The city council’s expenditure rises to £22 million, if we include £10 million through the Youth Offending Service and £7 million from the Supporting People programme which currently sits under the City Housing Partnership.
The Safer Birmingham Partnership
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In addition, our three Primary Care Trusts – NHS Birmingham East and North, Heart of Birmingham and NHS South Birmingham PCTs - have invested £25 million in community safety through their Drug and Alcohol Action Teams. These funds have not been included in the total expenditure for the Safer Birmingham Partnership as they are managed by the PCTs through our Health and Wellbeing Partnership.
Partnership working is key for community safety and our partners have been working well to deliver the LAA outcomes. 1. Birmingham will be a safer place in which to live, work
and visit 2. Birmingham will feel a safer place in which to live,
work and visit 3. Birmingham will be a place where young people
choose not to engage in criminal and anti-social behaviour
Mechanisms are in place to ensure partners’ commitment throughout the Memorandum of Understanding. This is signed up to and managed by the executive board which comprises senior representatives from the partners’ agencies. The executive board also oversees the delivery of the partnership plan which outlines the intentions and priorities of the SBP.
The challenges:• To ensure all partners contribute effectively and
appropriately to the delivery of the SBP outcomes:• To clarify the commitment of partners to work within the
partnership to bend mainstream resources to deliver the three outcomes.
240 60 25 15 5 267 114
West Midlands Police
West Midlands Fire Service
West Midlands Probation Service
Safer Birmingham Partnership
Birmingham City Council
0 75 150 225 300
Estimated total expenditure for community safety 2008-09
£ millions
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In 2008-09 the Children and Young People’s Partnership spent £1.7 billion in Birmingham on services for children and young people. The city council is the biggest spender, with £1.3 billion on children services in 2008-09, which included £749 million to our schools. Other partners include the Learning and Skills Council, with £164 million invested. LAA children and young people outcomes• Improving Birmingham’s educational attainment and
skills base • Reducing re-offending • Protecting Birmingham’s children, young people and
vulnerable adults • Improving the health of Birmingham’s children and young
people • Cohesive communities
Our children and young people plan sets out six priority areas to drive our work: • Physical health • Emotional behaviour • Behaviour • Social literacy • Literacy and numeracy • Job skills
In 2008-09 Birmingham spent £132 million on children and social care, providing services such as fostering, adoption and children in care.
£750 million has been allocated towards Building Schools for the Future to replace older buildings and carry out major improvements to secondary schools. The first wave of work started in January 2009 and will cost £152 million.
Birmingham built seven new schools in 2008-09 using the Public Finance Initiative.
Through our 15-year Business Transformation programme, we aim to deliver a portfolio of projects valued at £42 million. This will bolster activity with children during that is crucial to the first few years of their lives.
The Children & Young People’s Partnership
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The Learning and Skills Council (LSC) is investing £121 million in our sixth form schools and colleges.
Other LSC funded initiatives include: • Apprenticeships (£9.8 million) • Entry to employment (£5.8 million) • Additional learner support (£4.9 million)
Birmingham’s three PCTs also have a combined budget of £150 million dedicated to services for children and young people.
1512 75 75 50 50 43164 25 25 30 50 572 1016 1010
CYP BHWP
CYP
Estimated total expenditure for children and young people 2008-09 (£ millions)
£1,512
£164
Birmingham City Council LSC
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What are the challenges for children and young people?
The challenges are:• Health – infant mortality, teenage conception, children’s
obesity, emotional health• Safe – protecting children and improving social care• Enjoy and achieve – Early Years/KS 1 and 2, English and
Maths at KS 4• Economic wellbeing – NEET, level 2 qualifications at 19,
worklessness, child poverty• Disproportionately “shared” by individuals and
communities
Brighter Futures strategy:• Shift to prevention and early intervention• Service re-design• Joint commissioning• Strengthening social care• Integration• Workforce reform
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In 2008-09 the city council and partners spent £2.1 billion on health services in Birmingham. The three Primary Care Trusts are the largest contributors to health and wellbeing, spending £1.9 billion.
LAA health and wellbeing outcomes:• Reducing inequalities in health and mortality • Developing personalised care and support for older
people, vulnerable children and young people • Protecting Birmingham’s children, young people and
vulnerable adults
Since 2004, Birmingham’s performance in infant mortality and male life expectancy has improved.
There has been investment in major initiatives to tackle health inequalities, with the main goal being to improve
access for all to health and care services, assist our residents to adopt healthy lifestyles and address the root causes of health inequality.
The city council’s Adults and Communities Directorate spent £367 million in delivering social care for adults. Of this, £170 million was spent on older people’s services, £79 million on adults with learning disabilities, £25 million on mental health needs and £23 million on physical disability.
Birmingham has undertaken major initiatives including:• Increasing the number of midwives and midwifery
support staff • Birmingham own health • Neighbourhood heart health workers • Smoking cessation campaign
The Health and Wellbeing Partnership
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Primary care services are commissioned from more than 200 GP practices and 180 dental practices. Heart of Birmingham Training PCT is delivering a major new hospital programme Towards 2010.
Our NHS Trusts are tackling employment and worklessness in their local communities. The University Hospital Birmingham NHS Foundation Trust opened its flagship ‘Learning Hub’ in August 2008 at a cost of £2.5 million. The Learning Hub helps develop skills in healthcare and construction.
The Heart of England NHS Foundation Trust has developed Medipark the UK’s only dedicated site for health related businesses.
The challenges for the partnership are:• Is the balance correct between prevention and cure? • Is there sufficient investment in healthy lifestyles, obesity,
and teenage conception?
1768 75 75 50 50 43367 25 25 30 50 572 1016 1010
CYP BHWP
CYP
Estimated total expenditure for health and Wellbeing 2008-09 (£ millions)
£1,768
£367
Primary Care Trusts Birmingham City Council
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Birmingham spent £825 million on housing in 2008-09. The city council is the largest contributor with £490 million, followed by Registered Social Landlords with £226 million and the Homes and Communities Agency with £104 million.
LAA housing outcome• Raising the quality, choice and affordability of housing across Birmingham
The aim is to maintain high standards across Birmingham’s homes and ensure that more people can choose to live and stay within our city and communities.
Birmingham has invested in four key areas:• Decent homes and maintenance (£126 million) • Supporting people programme (£52 million)• Affordable homes (£25 million) • Temporary accommodation/homelessness (£2 million)
The significant investment in decent homes is to ensure that all social housing meets the Decent Homes Standard next year. Through the Supporting People programme, Birmingham has invested £52 million in housing for the most vulnerable. We spent £25 million on housing for individuals with mental health needs, learning disabilities, physical disabilities and the homeless. Working with our health partners, we will deliver suitable housing services which enable older adults to live independently. Approximately 1,200 new extra care properties and 10 new special care schemes will be developed by 2010.
The City Housing Partnership
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Birmingham aims to deliver: • A minimum of 40,000 new homes by 2016 • Area renewal • Strengthened local centres • Complementary refurbished and new build homes Birmingham City Council is leading the master planning of the Longbridge area and we are involved in the regeneration of Eastside, City Centre Master Plan and Icknield Port Road redevelopment. The challenge: • How can additional investment be secured to meet the
needs of our growing and diverse population?
This can be achieved by:• Developing a close working relationship with partners,
specifically the Homes and Communities agency.• Establishment of a Municipal Housing Trust
500 250 100 10 7 267 114
Birmingham City Council
Registered Social Landlords
Homes and Communitites Agency
New Deal for Communitites
0 100 200 300 400 500 600
Estimated total expenditure for housing 2008-09
£ millions
25
LAA environment outcomes• Creating a vibrant low carbon, low waste economy • Securing cleaner, greener and safer neighbourhoods
and public spaces
Partners spent £114 million in 2008-09 to create a cleaner, greener, safer city. The city council spends the largest proportion at £112 million, followed by the Environment Agency with £900,000 and Advantage West Midlands with £473,000. The Birmingham Environmental partnership spent £1.4 million in 2008-09.
Birmingham has four priority areas: • Providing a clean city, £332,000• Waste management, £157,000• Reduction of our CO2 Emissions, £165,000• Becoming climate ready, £73,000
As a city we have spent £36 million on waste disposal, £23 million on refuse collection, £17 million on street cleansing and £16 million on recycling.
Our private sector partners are helping to improve our environment through the Carbon Emissions Reduction Target (CERT), spending £25 million. CERT will fund efficiency improvements for homeowners, including loft/cavity insulation and low energy lighting.
The Environmental Partnership
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Our partners, for example, have delivered a range of initiatives including:• Street champions • Country parks for all • Parks and green spaces • Birmingham healthy lifestyles
The challenge:How can the sustainability agenda be embedded more widely in our communities? The waste target and spend only maps household waste which is estimated to be only 15% of Birmingham’s total waste produced?
How can we use the CERT funding more effectively – should this tax on energy bills be managed by the public sector? How can we develop the major infrastructure and housing programmes to create jobs and a low carbon future, can we use our procurement processes better to deliver a sustainable city?
110 5 5 2 5 267 114
Birmingham City Council
Birmingham Environment Partnership
Environment Agency
Advantage West Midlands
0 20 40 60 80 100 120
Estimated total expenditure for environment 2008-09
£ millions
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In 2008-09 £267 million was spent on cultural and leisure activities to help improve the quality of life of the residents of Birmingham.
LAA culture outcomes• Raising Birmingham’s profile • Attracting more people, trade and opportunities • Ensuring our residents have access to high quality
facilities, programmes and activities locally.
The city council is the biggest contributor to culture, spending £227 million in 2008-09. Birmingham’s cultural activities are driven by the cultural strategy and focus on five key themes:• Culture on your doorstep • Making a difference in your local community • Developing the creative and cultural industries • Becoming a distinctive city • Raising our international profile
£70 million was spent on the National Exhibition Centre, £11 million supporting the arts, £14 million on library services and £10 million on our museum and heritage services.
Spending on museums covers the following sites across the city:• Birmingham Museum and Art Gallery • Aston Hall • Blakesley Hall • Museum of the Jewellery Quarter • Sarehole Mill • Soho House • Weoley Castle • Museum Collections Centre
The Cultural Partnership
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The Learning and Skills Council has spent £10 million on developing the skills of the workforce in our cultural industries. The Arts Council West Midlands each year funds over 35 organisations and initiatives in our city including:• Birmingham Royal Ballet (£8 million) • Ikon Gallery, (£1 million) • The Drum, (£600,000) • MAC, (£700,000)
The key challenge for the Cultural partnership is:• To raise cultural participation (including sport) across the city but particularly in the areas
of most disadvantage.
This will be achieved by:Targeting groups or communities e.g. young women, ethnic minorities who are least engaged. Breaking down barriers to participation by working with communities to develop programmes in local areas.
225 25 14 5 7 267 114
Birmingham City Council
Arts Council West Midlands
Learning and Skills Council
Screen West Midlands
0 50 100 150 200 250 300 350 400
Estimated total expenditure for culture 2008-09
£ millions
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This innovative report gives Birmingham a more focused idea of who is spending what and for what purpose. As such, spend across public bodies is now more transparent. The report has been able to identify those areas where organisations are working together in partnership and where they are aligning funds to achieve common goals in the best interests of the city.
The Health and Wellbeing Partnership are pioneering the joint commissioning of resources and partners are also looking to pilot further joint commissioning of activities.
But the report just scratches the surface of what is possible if all resources were brought together either pooled or aligned.
It reveals that we still have a long way to go to fully understand where each organisation invests in Birmingham and how this investment specifically supports Birmingham 2026, the new sustainable community strategy and LAA outcomes.
Whilst the report is a massive step forward, there is a greater need for even more transparency in the publication and presentation of how all partner resources are used in Birmingham.
The report highlights some of the major challenges that need to be addressed collectively in Birmingham’s long-term interests.
The potential rewards from investing resources as wisely as possible are huge. Steps are being taken, as part of the Total Place pilot to look at changing the behaviours and cultures of the organisations involved so that closer co-operation and more joint working become possible. Ultimately, the report is a call to action across the whole public sector partnership.
Where next?
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Change cannot be achieved piecemeal or separately. Organisations can no longer work in isolation, they need to work together for a better Birmingham. As the effect of the recession in the city hits home, the need for action which is more co-ordinated, concerted and comprehensive, becomes imperative.
Birmingham’s work has been pioneering.
We are at the forefront of the new national Total Places approach to effectively deploying resources in local areas. As a pilot area, we will be able to inform other cities and local authority areas about our work, our failures and our successes, and offer advice and support.The way forward is clear. Birmingham is now developing a series of jointly commissioned activities and services which demonstrate the value of a more aligned and partnership driven approach.
The future focus will, and must be, on outcomes. What matters is what we can achieve, working together, we will then be able, collectively, to identify the resources and budgets required to deliver the necessary outcomes
Partners must continue to improve their understanding of the scale of the challenges that Birmingham faces. As the city develops its partnership approach, the benefits will become clearer. In the future, this approach will be the central focus of Be Birmingham which will use this report to deliver the LAA and fulfil the Birmingham 2026, new sustainable community strategy.
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The data used to produce this analysis was compiled from a number of partners. It was a resource and time-intensive process to gather, analyse and align heterogeneous data sources to provide an outcome-based and thematic overview of spend across the city.
In the light of the significant number of partners and funding streams involved, a degree of subjective analysis was sometimes necessary.
We have made every effort to ensure the data presented is accurate. Where possible we have also obtained validation from the respective partners, prior to publication.
Documents examined included:• Birmingham City Council Budget Book 2008-09 • Annual Plans for the seven thematic partnerships,
where available • Birmingham East and North PCT Annual Budget 2008-09 • Heart of Birmingham Training PCT Annual Budget
2008-09 • South Birmingham PCT Annual Budget 2008-09 • Delivery Plans for the seven Thematic Partnerships
ApproachThe following three stage approach was employed to collect the relevant data:
Stage 1: A review of the city council’s 2008-09 Budget Book to identify its expenditure in the seven thematic partnerships
Stage 2: An extensive consultation with non city council partners (e.g. PCTs, Police Service, Arts Council, and AWM) to access their budgets for 2008-09 and identify their expenditure across Birmingham. Over 50 partner organisations were consulted in this Stage.
Stage 3: Mapping organisation expenditure onto the thematic partnerships using a best fit approach. This stage provided a best fit of spend by organisations in Birmingham; based on our knowledge of each thematic partnership and the priority areas of spend for each partner. Obviously, there are cases where partners have contributed to several thematic partnerships (e.g. AWM, LSC).
Appendix A: Methodology
35
AnalysisOur analysis had two main objectives:1 A comprehensive mapping of expenditure 2 An outcome based approach
Expenditure mappingExpenditure was identified from different types of organisations:• Government departments • National (e.g. Arts Council, Home and
Communities Agency) • Regional (e.g. Advantage West Midlands, Screen West
Midlands, Police and Fire Services) • Local (e.g. city council, PCTs, LSC) • Private partners (e.g. Housing Associations,
private developers) The mapping covered both revenue based and capital expenditure (e.g. identifying £152 million from the Building Schools for Future initiative in the Children and Young People Partnership)
Outcome based mappingAt the heart of our analysis was the alignment of expenditure with LAA outcomes and priority areas where possible. This was presented in four ways:• By thematic partnership (e.g. estimated 1 billion
expenditure in Economic Prospectus Group) • By 5 LAA priority areas (e.g. estimated £1 billion
expenditure towards Succeed Economically priority theme)
• By 19 LAA outcomes (e.g. estimated £89 million expenditure towards regeneration)
• By 43 delivery plans (e.g. estimated £14 million in resources identified towards waste management delivery plan)
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Be Birmingham is the local strategic partnership that brings together partners from the business, public, community, voluntary and faith sectors to deliver a better quality of life for the citizens of Birmingham.
For further information visit www.bebirmingham.org.uk
Email: [email protected]
Telephone: 0121 464 4445 Directors Office 0121 464 9170 Communications Team
ekosgen is one of the UK’s leading experts in economic development, regeneration and learning and skills and social policy, leading in a number of groundbreaking projects.
For further information visit www.ekosgen.co.uk
Contact: Richard Whitcombe
Telephone: 0845 644 5407
Email: [email protected]
