Corporate Performance Dashboard - Quarter 4 - Update - Bolton Council
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Corporate Performance Dashboard Quarter 4 - Update 2030 Active, Connected & Prosperous
1. Introduction and Context –the building blocks ............................................................................. 3
2. Chief Executive’s Directorate .......................................................................................................... 8
Headline Indicator: Stage 1 Complaints ............................................................................................................................. 9
Headline Indicator: FOI requests ...................................................................................................................................... 10
Headline Indicator: Corporate Income .............................................................................................................................. 11
Headline Indicator: Council tax collection ......................................................................................................................... 12
Headline Indicator: Corporate Savings Programme ......................................................................................................... 13
Headline Indicator: Staff Sickness .................................................................................................................................... 14
3. People ............................................................................................................................................. 15
Headline Indicator: Delayed Transfers of care attributable to Adult Social Care per 100,000 population ....................... 16
Headline Indicator: Long-term support needs met by admission to residential and nursing care homes ........................ 17
Headline Indicator: % YP academic age 16 and 17 NEET ............................................................................................... 18
Headline Indicator: Proportion of Section 42 Enquiries where the Risk is either reduced or removed ............................ 19
Headline Indicator: Good level of development at Early Years Foundation Stage (EYFS) .............................................. 20
Headline Indicator: Rate (per 10,000) subject to a Child Protection Plan ........................................................................ 21
Headline Indicator: Rate (per 10,000) of Looked After Children ....................................................................................... 22
Headline Indicator: % of all pupils achieving the expected standard in Reading, Writing and Maths at Key Stage 2
(KS2) ................................................................................................................................................................................. 23
Headline Indicator: Average Attainment 8 score per pupil ............................................................................................... 24
Headline Indicator: Average Progress 8 score per pupil .................................................................................................. 25
Headline Indicator: Percentage of primary schools Good or Better ................................................................................. 26
Headline Indicator: Percentage of secondary schools Good or Better ............................................................................. 27
4. Public Health .................................................................................................................................. 28
Headline Indicator: Premature CVD mortality ................................................................................................................... 29
Headline Indicator: Life Expectancy (Male) ...................................................................................................................... 30
Headline Indicator: Life Expectancy (Female) .................................................................................................................. 31
Headline Indicator: Physically active adults ...................................................................................................................... 32
5. Place Directorate ............................................................................................................................. 33
Headline Indicator: Employment Rate .............................................................................................................................. 35
Headline Indicator: Business Growth Rate ....................................................................................................................... 36
Headline Indicator: Level 4 Qualifications ......................................................................................................................... 37
Headline Indicator: Level 2 Qualifications ......................................................................................................................... 37
Headline Indicator: Additional Dwellings ........................................................................................................................... 38
Headline Indicator: Visitor Economy ................................................................................................................................. 39
Headline Indicator: Recycling Rate ................................................................................................................................... 40
Headline Indicator: Killed and Seriously Injured ............................................................................................................... 41
Headline Indicator: Victim Based Crime ........................................................................................................................... 42
2
Introduction and Context – the build blocks
Welcome to the Council’s Performance Dashboard for Quarter 2 (2019/20). This dashboard is part of our
corporate business planning process which includes our corporate plan.
In 2018, with the introduction of new leadership at both the member and officer level there was recognition for
the need to re-energise our corporate business planning process. This view was further cemented by our
peers as a clear outcome of our LGA Peer Review that was undertaken in June 2018 who indicated that a
regular corporate monitoring performance report should be reinstated to support and inform strong decision
making.
Alongside the changes within the Council, our work with our local partners in the Vision Partnership has also
undergone change which will help us progress the Bolton 2030 agenda.
This was done whilst also recognising that we’re at a pivotal point locally in the development of the Greater
Manchester devolution agenda. As a result, our priorities have been clearly aligned to the GM Strategy,
recognising there are inevitably some differences in terms of local priorities and opportunities which we will
need to balance.
The Bolton Council Performance Framework ensures that the Council’s visions and priorities highlighted in
Bolton2030 are translated in to clear plans and measurable outcomes to be delivered by the directorates
within the organisation.
The performance framework will set out expectations at a Vison level, right through to individual services,
ensuring it reports on key performance indicators (KPIs) within each strand as shown below.
Introduction and Context – the building blocks
3A cross-directorate project group is responsible for the maintenance of this performance management
framework, with the aim to create a holistic approach to performance reporting. The team recognise that this is
an evolving process to ensure informed decision making. The group has developed a set of KPI’s for the three
directorates within the organisation which will feed in to the corporate dashboard. This will further evolve into a
piece which reflects the Councils requirement with regards to intelligence led decision making processes.
The Corporate Performance Dashboard has been set out to report quarterly and annually on a range of
headline and supporting indicators to help us and our stakeholders determine how we are performing as an
organisation and whether we are delivering on the council’s priorities but also reflective of GMCA priorities.
4The Corporate Performance Dashboard is split via the four directorates; Place, People Services, Public Health
and Chief Executive’s. Within each directorate sits several indicators which have been reviewed and agreed
by the directorate’s chief officers. Performance against these indicators will best reflect the direction of travel in
line with the directorate priorities, Bolton 2030 and Greater Manchester Strategy.
• Bolton2030 Vision Outcomes
• Directorate priority
• Link to Greater Manchester strategy priorities where applicable
• Provides meaningful intelligence to inform strategy, decisions and delivery
• Data readily available, for example some KPI’s may be reported quarterly whilst others may be
reported annually
• Understandable and meaningful
• To enable comparison and benchmarking
The number of indicators for each directorate are as follows:
Chief Executives: People and Public Public Health Place:
6 indicators Health: 4 indicators 9 indicators
12 indicators
Complaints Delayed Transfers of
care attributable to Adult
Premature CVD mortality Employment Rate
Social Care per 100,000
population
Request for Information / Long-term support needs
Business Growth Rate /
Subject Access met by admission to
Life Expectancy (Male) New Business Start
Requests residential and nursing
Ups
care homes
Corporate Income % YP academic age 16
Life Expectancy (Female) Level 4 Qualifications
and 17 NEET
Council Tax /Business Proportion of Section 42
Level 2 Qualifications /
Rates Enquiries where the Risk
Physically active adults Adult and Community
is either reduced or
Learning
removed
Corporate Savings Good level of
Net Additional
Programme development at Early
Dwellings / Band D and
Years Foundation Stage
above Properties
(EYFS)
Staff sickness Rate (per 10,000) subject Visitor Economy /
to a Child Protection Plan Tourism Jobs
Rate (per 10,000) of Recycling Rate /
Looked After Children Household Waste
% of all pupils achieving
the expected standard in
Killed & Seriously
Reading, Writing and
Injured
Maths at Key Stage 2
(KS2)
Average Attainment 8
Victim Based Crime
score per pupil
5Average Progress 8
score per pupil
Percentage of Primary
Schools Good or Better
Percentage of Secondary
Schools Good or Better
The baselines for each indicator have been worked up differently depending on what the indicator is. For
example, some baselines draw in previous years to measure against, whilst others don’t have a baseline given
the nature of what they are reporting on. For some indicators, the previous quarter will be as an indicator
where applicable.
Targets have been set for the majority of indicators, these targets will be measured against each quarter and
will determine the direction of travel and RAG rating for each indicator. The targets have been set based on
previous performances as well as expected outturns.
The cross-directorate project team will collate and review the detail to ensure it’s in a reasonable state for
Scrutiny via CLT, DLT and key stakeholders each quarter.
This will be part of an exercise to ensure an open data medium is put in place for the Council going forward.
Development in GM and the Bolton Vision partnership will be reformed and reflected in this exercise also.
To determine how we are performing against our key performance indicators a graphical representation has
been used.
The direction of travel determines how the indicator is performing against the baseline set. For example, if the
number of complaints we received was seen to be reducing, this would be considered improving and would
receive an upwards arrow.
The RAG rating is used to determine whether we are on target or not for improving on the KPI. For example, if
the target for residents with level 4 qualifications or higher was 25% and we report we currently have 30% of
residents with a level 4 qualification or higher, this would be deemed green as it is above target.
6Direction of Travel RAG Rating
Improving G On or above target
The same A Below target
Worsening R Off target
Good is… Explanation / Example
Higher Explanation - An increase against the measure
Example – Life expectancy, for this particular indicator good
would be considered a higher life expectancy age
Lower Explanation - A decrease against the measure
Example – Staff sickness, lower staff sickness would be
considered good
Achieved Explanation - The indicator has been reached, this is usually
for indicators that are task focused
Example – Savings, if we need to make savings within a
certain time period, if these savings are made within the
timescales then this would be considered achieved
7The Chief Executive’s directorate has been referenced first as it has a unique role of measuring the
health of the organisation as well as the performance of the directorate. The Chief Executive’s also
acts as an enabler for other parts of the organisation.
2.1 Summary of Headline Indicators
• The data included is for Quarter 2, 2019/20
• For those that are updated quarterly, a RAG rating has been added to the indicator
Headline Indicator Frequency and Status Good is… DOT RAG
Quarterly
Complaints Lower A
Quarterly
FOI’s and SAR’s Lower A
Annual with quarterly
Income / Budget Higher G
commentary
Council Tax / Annual with quarterly
Higher G
Business Rates commentary
Annual with quarterly
Savings Achieved G
commentary
Quarterly
Staff sickness Lower G
8Vision Outcome: Strong and Distinctive GM Priority: A thriving and productive economy in all part of Greater Manchester
Headline Indicator: Stage 1 Complaints Table 1
In Quarter 2 2019/201 Good is: Lower A In Quarter 2, 2019/201
There were
There were Baseline: Q4 18/19
276 Place 66
209 194 Stage 1 complaints were responded to
Total stage 1 complaints received 1 Target: 272 Stage 1 complaints 217
258 Stage 1 complaints closed
15
a 9.8 percent increase (234) since Q1
19/20 Link between Vision Outcomes and GM
People 8
21
92 Stage 1 complaints remain active2
a 5.5. percent decrease (272) since Q4 Priorities
34
12.15 average no. of days for a Stage 1
18/19 (baseline) CEX 18 response (20 working days is the legal deadline)
38
VO1 GM 4
Table 1 details the complaints via each
directorate and those that were 0 50 100 150 200 250
received, closed and active in this Closed Active Received
period
Supporting Indicator: Stage 2 & Local Government and Social Care Ombudsman complaints
In Quarter 2 2019/201 Commentary
There were Monitoring officers are now in place for each directorate, these will be responsible for ensuring compliancy with
16 complaints for their individual directorate.
Total Stage 2 complaints
The complaints policy was approved at CLT in Q1 and is now due to the leader’s briefing in Q3 (November), this
Compared to (7) from the previous quarter (Q1 19/20) will then be followed by communication to the organisation and training and guidance will be issued.
There were The guidance and training will look to detail the correct processes for managing and handling complaints which
0 will look to reflect in the number of complaints making it to stage 2.
Local Government and Social Care Ombudsman open
complaints This will also look to address those complaints that are still noted as being “active” despite them not being, and
ensure processes are embedded to allow these to be closed. Some progress has already been made on this since
Remaining the same (0) as the previous quarter (Q1 18/19) Q1 which has been reflected in the figures shown.
1 Including complaints from within the People directorate that fell with statutory definiton
2 Active refers to those that remain open, including those that havent been closed in previous quarters
9Vision Outcome: Strong and Distinctive GM Priority: A thriving and productive economy in all parts of Greater Manchester
The time to respond to an FOI is There have been a
Headline Indicator: FOI requests 20 working days unless an number of older FOIs
In Quarter 2 2019/20 Good is: extension is requested with delayed responses
A 36
due to (a) the over £500
Higher 96
There were 18.9 working days was the expenditure reports not
374 FOI requests Baseline: Q4 18/19 average time for a FOI being published and (b)
98
compared to 353 the previous quarter (Q1 response within the Q2 not getting responses
19/20) Target: 91% FOIs answered back in respect of parking
19/201
on time related requests.
144 There has also been a
314 FOIs were answered on time 1 working day was the need for further
Link between Vision Outcomes and
quickest response time for an clarification seeking from
accounting for 85.8% GM Priorities
FOI services before they
People Place CEX Cross Cutting 20 working days after the could be sent out. At the
340 FOIs should have been answered VO1 GM 4 legal deadline was the weekly team meetings,
on time slowest response time to an the outstanding FOI
The table above details the FOI’s via each requests are reviewed.
directorate. FOI
Supporting Indicator: Subject Access Requests (SAR)
In Quarter 2, 2019/202 Good is: Higher G The Information Governance team are
There were
embedding new processes to ensure a
Baseline: Q4 18/19 smoother workflow enabling improved CEX 3
44 SAR requests
Target: 60% answered on response times.
an increase of 29.4% since the previous
quarter (34) time
Issues have also been experienced with a Cross Cutting 8
redaction toolkit which has slowed progress
Link between Vision Outcomes and GM
Priorities
and, in some cases, required duplication of
work. These issues are also being addressed People 25
18 SARs were answered on time or on hold
by ICT.
accounting for 69.2%
Moving forward it is intended to improve Place 8
VO1 GM 4 management information and allow easier
application of required case extensions. 0 10 20 30
The table above shows the number of SARs
via each directorate
1
This is only for FOIs answered within this quarter – it may be some of the FOI’s are answered in the next quarter
2
For those that had been answered in Q1 19/20 only, some legal deadlines may move in to the next quarter
10Vision Outcome: Strong and Distinctive GM Priority: A thriving and productive economy in all parts of Greater Manchester
Headline Indicator: Corporate Income Business Rates Council Tax
For 19/20 120,000 112,805 114,000
Good is: Higher G 113,109
100,000 86,533
The projected corporate income is Baseline: 17/18 81,950
112,000
(£’000’s): 80,000
£225,914 Target: £225,914 60,000 110,000 109,164
38,293
40,000 29,793
Council Tax: £113,109 20,600
Business Rates: £112,805 108,000
Link between Vision Outcomes and
20,000
0 0 0
GM Priorities
0 106,000
a 0.1% increase from 18/19 17/18 18/19 19/20
(£259,000)
Business Rates 103,509
104,000
VO2 GM 4 Business Rates Top-Up
Revenue Support Grant (RSG) 102,000
2017/18 2018/19 2019/20
Supporting Indicator: Budget
Commentary
The Council’s Revenue Budget 2019/20 is
£242,529,000 after use of reserves The relatively small rise in corporate income can be attributed to the £8m reduction in business rates top up
The Projected Outturn at Quarter 2 is grant for 19/20. This offset any increase made from council tax.
£242,529,0001
Under the 100% business rates pilot scheme our RSG is £0. Under the pilot we keep 99% of our business
£250,000,000
rates as opposed to 49% previously, in lieu of this all Greater Manchester authorities have surrendered
£242,529,000 £242,529,000 their RSG grants.
£200,000,000
Council Tax - The council tax per dwelling is normally increased from the previous year by a percentage agreed at full council (“the
council tax increase”). The new council tax per household is then multiplied by the tax base to give an overall total for the amount of
£150,000,000 council tax which will be collected.
£100,000,000 Business rates – each business property in the borough is assigned a rateable value by the Valuation Office Agency. Central
government set each year the rate to be collected from businesses. This rate is multiplied by a business’s rateable value to determine
the amount collected. Prior to 2017/18 the council passed 50% over to central government who re-distributed it. Since 2017/18
£50,000,000 certain councils including Bolton have been allowed to keep all the business rates they collect (except for 1% which goes to the Fire
Service) in exchange for additional services such as Public Health. Both RSG and Public Health grant (People) rolled into the 100%
£0 Pilot.
REVENUE BUDGET AFTER PROJECTED OUTTURN Q2
USE OF RESERVES
11Vision Outcome: Strong and Distinctive GM Priority: A thriving and productive economy in all parts of Greater Manchester
Headline Indicator: Council tax collection Table 1
We are still seeing people changing
For Q2 19/20 Good is: Higher G from paying over 10 months to 12, to
55.76%
55.80% 55.51%
spread the cost over the whole of the
of the £136.93m council tax payable Baseline: Q2 18/19
55.40% 55.21% year.
for 19/20
Target: 54.14% council tax collection 54.94%
55.00%
54.62% At the end of September, we have
we have collected £74.17m 54.60% 28,177 charge payers paying over 12
54.14% 54.16% monthly compared to 25,559 at the
Link between Vision Outcomes and GM 54.20%
summarize Priorities end of September 18.
Accounting for 54.16% of total income 53.80%
compared to 54.14% for the same 53.40%
quarter in the previous year
VO2 GM 4 53.00%
Table 1 details the collection for council
tax year on year for Q2
Supporting Indicator: Business rates collection Accounts Receivable Collection at 30th September 2019
For Q2 18/19
This accounts for 53.89% At the end of September 19, the balance payable was £133.53m
At the end of Q2, we have collected of the total charged and (£13.94m for previous years and £119.59m raised since 1st April 19) and
£49.53m (53.89%) of £91.91m business rates payable for 19/20 compares to 52.60% at we had collected £112.43m (84.20%) of this.
the end of September last
The table below shows the year on year collection rate percentage for Q2 year. 94.00%
This increase in collection 92.14%
is mainly because we’ve 92.00%
55.00% 54.65% already received most of 90.00%
88.55%
54.50% 54.17% 54.10% the payments for the
53.89% 88.00% 86.88%
54.00% 53.58% whole year for Council 86.41%
53.50% owned properties. 86.00% 84.57% 84.20%
53.00% 52.60% 84.00%
52.50%
82.00%
52.00%
51.50% 80.00%
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
12Vision Outcome: Strong and Distinctive GM Priority: A thriving and productive economy in all parts of Greater Manchester
Headline Indicator: Corporate Savings Programme Table 1 (£’000) Supporting Indicator: Remaining savings
For 19/201
For 19/20 Good is: Achieved G
Baseline: 19/20 CEX
There are
There were £2,754
£12,810,000
£10,690,000 Target: £12,810,000 remaining
savings
remaining savings to be made for 19-21
Savings achieved as of Quarter 21 Place £1,735.00
Link between Vision Outcomes and GM Directorate Total 2019-21 (£'000)
Accounting for 45% of total savings to Priorities
savings to achieve
be made (£23,500,000) Public Health £1,656 People £7,602,000
VO2 GM 4 Public Health £0
Table 1 details the total savings People £4,545
Place £3,965,000
achieved for each directorate (19/21) Chief Executive’s £1,243,000
so far. £0 £1,000£2,000£3,000£4,000£5,000
Table 2 shows the percentage of savings made within each directorate
for Q2
Table 2
Commentary
CHIEF EXECTIVES 68.9% All public health savings have been delivered as of Quarter 2. A small number of
reviews were implemented in Quarter 2; however, Quarter 3 will see an increase in
PLACE 30.43%
savings achieved as further programmed reviews are brought forward.
PUBLIC HEALTH 100%
PEOPLE 37.41%
13Headline Indicator: Staff Sick
Vision Outcome: Strong and Distinctive GM Priority: Healthy lives, with good care for those that need it
Table 1 details the absences via each directorate compared to the Supporting Indicator: Days lost per FTE
Headline Indicator: Staff sickness previous year
In Quarter 2 2019/201 Table 1
Good is: Lower G In Quarter 2, 2019/201
Baseline: Q2 18/19 395 There were
There were PL 369 2
1842 PE Schools 1010
average working days lost per FTE
Target: 1943(Q2 18/19) 930
Staff absences due to sickness 216
PE Children
219
across the whole Council
PH 01
a 5.2 percent decrease (1943) since Q2 this was identical to Q2 18/19, but a slight
18/19 PE Adults 195 reduction of 0.3 compared to Q1 19/20
VO2 GM 9 224
a 21% percent decrease (2331) from CEX 117
99
the previous quarter (Q1 19/20).
0 500 1000 1500
Link between Vision Outcomes and GM
Q2 18/19 Q2 19/20
Priorities
Table 2 shows average working days lost per FTE Q2 18/19 and Q2 19/20 The two main reasons for sickness across the
Table 4 shows categories of sickness absence for Q2 19/20 (%) Council remains as stress / depression / mental
health & musculoskeletal; these 2 categories
PL Table 2 Headaches or Pregnancy Genito- Absence not yet account for approximately half of all sickness days
2 Migraines, 1.2 Related, 2.2 urinary, 1 classified, 4.2 lost.
PE Children
Heart, Blood
PH Pressure, 3.4 The whole council cumulative sickness absence rate
PE Adults Eye, Ear, Nose is identical to last year with 2 days lost per FTE
Stress,
or Mouth, 4 2019/20 (2.4 days 2018/19).
CEX Depression,
Viral Infection, MH, 31.4
Attendance figures across GM show Bolton’s
0 2 4 6
4.4 attendance figure has improved by 6%. In 2018/19
Q2 18/19 Q2 19/20
44.4% of staff employed had 100% attendance
Chest,
compared with 38.4% in 2017/18.
70.0 55.0 64.0 Respiratory,
60.0 52.1 47.0 52.0 3.5
44.0 44.4 45.8 45.5 46.0 48.0 Stomach, Managers are provided with regular HR
50.0 39.0 42.0
40.0 Liver, Kidney, Management Information to assist them understand
30.0 6.2 any absence issues and enable early intervention
20.0
10.0 where absence may or has become an issue.
0.0
Other, 7.4 In addition, the Council continues to provide a range
of on-going proactive and preventative measures
and support is provided to all employees including
Table 3 flu vaccinations, access to a confidential employee
Operation, Musculoskelet assistance programme and support via HML our
Post-Op al, 20.1 Occupational Health Provider.
Table 3 shows 100% attendance for 18/19
Hospital, 11
1 Whole council figures including schools 2Childrens services & Schools non-teaching
143.1 Summary of Headline Indicators
• The data included is for Quarter 2, 2019/20, as not all data is updated quarterly,
commentary has been added to each indicator where appropriate.
• For those that have been updated quarterly, a RAG has been added.
Frequency Good
Headline Indicator DOT RAG
and Status is…
Annually
Delayed Transfers of care attributable to Adult
Lower A
Social Care per 100,000 population
Annually
Long-term support needs met by admission to
Lower A
residential and nursing care homes
Annually
% YP academic age 16 and 17 NEET Lower R
Annually Annual –
Proportion of Section 42 Enquiries where the
Higher Commentary
Risk is either reduced or removed added
Annually
Good level of development at Early Years
Higher G
Foundation Stage (EYFS)
Rate (per 10,000) subject to a Child Protection Annually
N/A R
Plan
Annually Annual –
Rate (per 10,000) of Looked After Children Lower Commentary
added
% of all pupils achieving the expected standard Annually
in Reading, Writing and Maths at Key Stage 2 Higher G
(KS2)
Annually
Average Attainment 8 score per pupil Higher A
Annually
Average Progress 8 score per pupil Higher A
Annually
Percentage of Primary Schools Good or Better Higher G
Annually
Percentage of Secondary Schools Good or
Higher A
Better
15GM Priority: Healthy lives with good care available for those that need People Priority: People can exercise choice and control and live
Vision Outcome: Ageing Well
it independently
Headline Indicator: Delayed Transfers of care attributable to
Adult Social Care per 100,000 population
This indicator measures the average number Good is: Lower A
of delayed transfers of care (for those aged
18 and over) that are attributable to social
Baseline: 4.6 (2017/18)
care, per 100,000 population.
A delayed transfer of care occurs when a
patient who has been assessed as ready
and safe for transfer or discharge from a Target: 4.0
hospital bed but they are still occupying such
a bed.
Link between Vision Outcomes, People
Priorities and GM Priorities
Bolton’s latest published performance on
this indicator is 4.2% and is showing VO6
improvement compared to the previous
year. GM PE6
9
In 2018/19, Bolton’s performance was:
Bolton's performance has remained better than the North West average on Delayed Transfers of Social
Care. Latest published data for 2018/19 showed further improvements in performance on this measure
• 1.1 percentage points higher than the throughout the country following several years where delays were increasing. This improvement was also
national average (3.1) achieved on delayed transfers overall and improvement actions are system-wide.
• 0.3 percentage points lower than the
North West average (4.5) The Bolton locality is working collaboratively to help to reduce pressure on the hospital and improve timely
• Ranked 121st in England out of 152 discharges to reduce length of stay. The Integrated Discharge Team is a single team with joint
authorities management arrangements and working to an agreed list of patients where daily actions are progressed to
facilitate timely discharge. The discharge to assess process has been established across the system, with
Good is lower for this measure the pathway for people for being discharged home fully implemented.
Notes
1Latestpublished data: Measures from the Adult Social Care Outcomes Framework, England 2018/19
Source: NHS England/ONS
Frequency: Annual
16Vision Outcome: Ageing Well GM Priority: Healthy lives, with good care available for those that need it People Priority: People in Bolton live longer and healthier lives and stay well
Headline Indicator: Long-term support needs met by admission to
residential and nursing care homes
Good is: Lower A
Baseline: 971.1 (2017/18)
This indicator measures the number of council-
supported older adults (aged 65 and over)
whose long-term support needs were met by
admission to residential and nursing care Target: 763.4
homes, per 100,000 population. It is part of the
Adult Social Care Outcomes Framework.
VO7
The latest1 published performance on this
indicator is 791.9 (this equates to 389 older GM PE7
people in permanent residential care at the 9
end of 2018/19). Link between Vision Outcomes, People
Priorities and GM Priorities
• Bolton’s rate has improved since the
previous year and is now closer to the
North West average Avoiding permanent placements in residential and nursing care homes is a good measure of delaying
• Bolton has a slightly higher rate than dependency, and the inclusion of this measure in the framework supports local health and social care services
regional and national averages. to work together to reduce avoidable admissions. However, it is acknowledged that for some client groups that
admission to residential or nursing care homes can represent an improvement in their situation and admission to
Good is lower for this measure residential care may be necessary to meet increased levels of complex care needs.
The rate of older adults whose support needs were met by admission to residential and nursing care homes has
reduced from a 2017/18 peak and is now more closely in line with comparators.
Notes
1
Latest published data: Measures from the Adult Social Care Outcomes Framework, England 2018/19
Source: NHS Digital
Frequency: Annual
17Vision Outcome: Starting Well GM Priority: Young people equipped for life People Priority: Our children have skills and aptitudes to make their way in the world
Headline Indicator: % YP academic age 16 and 17 NEET
Good is: Lower R
Baseline: 2.83 (2015)
The proportion of young people in Bolton
Target: 3.0
of academic age 16 and 17 who are Not in
Education, Employment or Training (NEET)
is 3.9%1 Link between Vision Outcomes, People
Priorities and GM Priorities
From September 2016, the DfE changed the
VO4
methodology of reporting those young persons
who are Not in Education, Employment or GM PS3
Training. Therefore, benchmarking data prior 2
to 2016 is not available.
Under previous methodology Bolton’s rate in
2015 was 2.83%. Strong partnership arrangements are in place at Post 16 led by the 11-25 Team Manager. A dedicated external adviser is attached to the
schools with sixth forms who provides support and challenge via the Bolton Learning Partnership model. Connexions Bolton is a sub
contractor on the GM Esf Skills for Growth Programme which provides opportunities to NEET young people.
The number of young people in Bolton NEET
The LA is a key partner in the Bolton Work Based Learning Network which includes work based learning providers and FE colleges from
has continued to raise from levels seen in
the town. Strong partnership arrangements are in place with GM Higher to support our NCOP schools with the LA being a key member of
2017-18. Bolton is ranked 120 in England out the Steering Group. Bolton also has the Team Bolton Partnership which is a work and skills collaboration of public and voluntary sector
of 152 authorities. partners in Bolton led by the LA.
The partnership uses a multi-agency approach, working closely with employers. The Partnership uses existing resources including Skills
funding where appropriate to provide responsive employment and skills support. This is with the aim that all our residents are able to
(re)connect with learning, develop skills and capitalise on local employment opportunities. Helping our residents including our young
people to become more self-reliant and promoting a culture of enterprise are key to the Partnership’s delivery.
The Partnership works closely with employers to support them to grow in Bolton and support the local community including recruiting
local people. Our businesses span sizes and sectors and we collaborate with them on apprenticeships, entry level and above roles;
upskilling existing staff and many other areas.
Notes
1
Latest published data based on the DfE National Indicator (2018-19).
Source: Department for Education (DfE) Statistical Release
Frequency: Annual
18Vision Outcome: Living Well GM Priority: Healthy lives, with good care available for those that need it People Priority: People can exercise choice and control, and live independently
Headline Indicator: Proportion of Section 42 Enquiries where the Risk is
either reduced or removed Proportion of Section 42 Enquiries where the Risk is either
Good is: Higher A reduced or removed
100%
This indicator measures: Baseline: N/A 90%
80%
70%
The proportion of Section 42 Enquiries where the 60%
50%
Risk is either reduced or removed Target: N/A 40%
30% Risk Removed
GM: 84% 20%
An enquiry is any action that is taken (or 10%
0% Risk Reduced
instigated) by a local authority in response to Link between Vision Outcomes, People
St Helens
Bury
Cheshire East
Wigan
Cheshire West and Chester
Cumbria
Liverpool
Wirral
Halton
Knowsley
Rochdale
Sefton
Tameside
Bolton
Salford
Stockport
North West Member
Lancashire
Blackpool
Warrington
Oldham
Manchester
Trafford
Blackburn with Darwen
North West
Priorities and GM Priorities Risk Remained
indications of abuse or neglect in relation to an
adult with care and support needs VO5
Bolton’s latest published performance on this GM PS6
9
indicator is 75%.
Performance has been consistently above NW averages for some time but the region does not perform as well as other
In 2016/17, Bolton’s performance was:
parts of the country. Bolton remains below national averages where “no further action” has been the outcome of the
safeguarding enquiry and has a lower percentage (46%) where risk is reduced compared to 2015/16 figures but below the
• 0.2% higher than the national average
national average.
• 9% above than the North West average
Data has been monitored over some time, and the position is now considered to be stable in the terms of the volume of
• 8% above the England average enquiries. Analysis of safeguarding performance is a priority for Bolton Safeguarding Adults Board, and data is closely
• Ranked 9th in the North West Region monitored. The dedicated Safeguarding team in Adult Social Care at the MASSS (Multi-agency Screening and Safeguarding
Service) alongside partners and BSAB subgroups are examining effective practice, recording and outcomes and the
experience of service users. Bolton has been been working with Liverpool City Council via a Peer Review of Safeguarding
Adults, to share good practice and identify areas for development.
Notes
1
Latest published data 2016/17
Source: Safeguarding Adults Return (SAR)
Frequency: Annual
19Vision Outcome: Starting Well GM Priority: Young people equipped for life People Priority: Our children have skills and aptitude to make their way in the world
Headline Indicator: Good level of development at Early Years Foundation
Stage (EYFS)
Good is: Higher G
Definition of indicator
Baseline: 47.6 at 2013
Following an independent review of the EYFS
by Dame Clare Tickell, a new Profile was
published for implementation for the 2012/13 Target: 67%
school year.
GM: 67.5%
The new Profile and revised EYFS have a
stronger emphasis on the three prime areas Link between Vision Outcomes, People
which are most essential for children’s healthy Priorities and GM Priorities
development: communication and language;
physical; and personal, social and emotional VO4
development.
GM PS3
The new Profile made changes to the way in 2
which children are assessed at the end of the
EYFS and requires practitioners to make a
best-fit assessment of whether children are
emerging, expected or exceeding against each Bolton’s Good Level of Development (GLD) has decreased by 0.2% to 67.3% in the most recent data available. Due to a
of the new 17 early learning goals. Government pilot to revise the Foundation Stage Early Years Profile for 2021 one of Bolton’s highest performing schools
did not submit GLD data to this set. This accounts for the 0.2% drop in this year’s data which would mean Bolton’s static
Headline information on this indicator trend is in line with the GM and regional (68.9%). static rates. There was a marginal increase nationally (71.8% from
71.3%). The 15% attainment gap between children receiving Free School Meals and all children in Bolton is in line with the
Current performance is 67.3%, which is a slight national figure.
fall from last year. Bolton is currently ranked
The 2019 GLD attainment gap has also narrowed for children with English as an Additional Language with a increase of
135 nationally out of 152. 1.8% to 60.6% achieving GLD and 22.9 % of children with Special Educational Needs Disabilty achieved a GLD. The 2019
GLD gap has widened by 1.8% for most disadvantaged including Free School Meals and Looked After Children with 52%
achieving a GLD.
Notes
1
Latest published data 2019
Source: DfE
Frequency: Annual
20Vision Outcome: Starting Well GM Priority: Young people equipped for life People Priority: Our children are safe, healthy and active
Headline Indicator: Rate (per 10,000) subject to a Child Protection Plan
Good is: N/A R
1
The latest published rate of children
who were the subject of a child Baseline: 39.3 (2017/18)
protection plan in Bolton is 48.0 per
10,000 of the population.
Target: N/A
Bolton’s rate was 8.7 percentage points higher
in 2018/19 than in 2017/18. However, was:
VO4
• 12.5 children per 10,000 of the population
lower than Bolton’s Statistical Neighbour GM PS1
average (60.5) 2
• But 4.3 children per 10,000 of the Link between Vision Outcomes, People
Priorities and GM Priorities
population higher than the National
The Safeguarding Service manages a cohort of Bolton’s most vulnerable children subject to child protection
average (43.7)
plans, long term child in need plans and children in care proceedings through to adoption. Caseloads have
increased year on year for the last 3 years, though Bolton’s Child Protection Plan (CPP) rates are low compared
The local data2 for this quarter has seen an to our peers.
increase in the rate subject to a CPP from the
previous quarter (Q1 = 38.4 and Q2 = 53.5). Numbers of Children requiring a safeguarding intervention are fluctuating from month to month but the overall
This is above the published data for 2017/18 trend is for a lower level of referrals. However, levels of Children and Young people classed as Children in Need
and above the latest available national data, or needing a higher level safeguarding intervention are more stable. The Department continues to work closely
but below North West comparator data. with partners to identify and respond to key safeguarding issues which require action on a multi-agency basis.
However, the percentage who became the
subject of a plan for a second or subsequent
time has remained stable since the previous
quarter.
No comparator benchmarking is set for this indicator
Notes
1Latest published data based on the DfE National Indicator (2019).
Source: Department for Education (DfE) Statistical Release
Frequency: Annual
2 Local data is available monthly and quarterly from management information reports.
21Vision Outcome: Starting Well GM Priority: Young people equipped for life People Priority: Our looked after children aspire and achieve
Headline Indicator: Rate (per 10,000) of Looked After Children
The latest published rate of Looked After Rate (per 10,000) of Looked After Children
Good is: Lower A
Children (LAC) in Bolton is 87 per 10,000 of 100.00
the population (580 children)1 Baseline: 85.0 (2016) 90.00
80.00
Target: 85.0 per 10,000 of the 70.00
Bolton’s rate of LAC was 2.4% higher in 2017 than
in 2016 population. 60.00
GM: 84 50.00
40.00
In 2017, Bolton’s rate was: Link between Vision Outcomes, People
30.00
Priorities and GM Priorities
20.00
• 25 children per 10,000 of the population higher VO4 10.00
than the National average (62.0) 0.00
GM PS4 2009 2010 2011 2012 2013 2014 2015 2016 2017
• 6.1 children per 10,000 of the population 2
Bolton North West Statistical Neighbours England
higher than Bolton’s Statistical Neighbour
average (80.9)
Numbers of looked after children have continued to rise in Bolton due to various factors - the reception of a number of sibling groups
into care, comparatively low numbers of discharges from care, and the proportion of children looked after under Interim Care Orders
• 3 children per 10,000 of the population higher is also increasing. The proportion of young people whose cases are open to the Leaving Care Team and who are in touch with the
than the Greater Manchester average (84.0) team is notably higher the national average. Increasing complexities of children and young people are adding to pressures. The
changing nature of communities means the likelihood of placements with multiple siblings is increasing.
Bolton’s Looked After Children Strategy was refreshed in Autumn 2017, re-stating Bolton Council’s commitment to ensuring that life
In 2017, the percentage of Looked After chances for Looked After Children are maximised.
Children Adopted was 23% 27% of children are placed out of borough, which is lower than statistical neighbours; a review of external placements has
commenced to consider return to placement nearer Bolton. A Tracker will help continue to drive the discharge of Care Orders which
will reduce numbers of LAC and subsequently increase capacity within the service, along with the drive to ensure children have a
This is 3 percentage points lower than the previous
permanent placement. To increase the number of children in permanent foster placements, 40 children have been identified to be
year. Bolton’s rate of LAC adopted remained higher approved as long term by the end of the year. Improved planning at case transfer stage will lead to improved quality of social work as
than its comparators at 8 percentage points higher receiving social workers and families have a clear understanding of plans and expectations.
than the national average and 3.6 percentage A project has been initiated to review and improve the commissioning of services to ensure we achieve outcomes for our Looked After
points higher than the Statistical Neighbour Children and reduce placement costs.
average.
Notes
1Latestpublished data based on the DfE National Indicator (2017).
Source: Department for Education (DfE) Statistical Release
Frequency: Annual
22Vision Outcome: Starting Well GM Priority: Children starting schools ready to learn People Priority: Our children have skills and aptitudes to make their way in the world
Headline Indicator: % of all pupils achieving the expected standard in % of all pupils achieving the expected standard in Reading, Writing and Maths at Key
Stage 2 (KS2)
Reading, Writing and Maths at Key Stage 2 (KS2)
Good is: Higher G
Definition of indicator 70.0
Baseline 56 % in 2016
The combined reading, writing, and maths measure
uses the reading and maths test results along with 65.0
the outcome of the writing teacher assessment Target: 57.3%
(TA). To reach the expected standard in all of
reading, writing and maths, a pupil must achieve a 60.0
scaled score of 100 or more in reading and maths
tests and an outcome of 'reaching the expected Link between Vision Outcomes, People
standard' or 'working at greater depth' in the writing Priorities and GM Priorities 55.0
TA. Together, these subjects give a broad measure
of pupil attainment. To reach the higher standard, a VO4
pupil must achieve a scaled score of 110 or more in 50.0
the reading and maths tests, and an outcome of GM PS3 2015-16 2016-17 2017-18 2018-19
‘working at greater depth’ in the writing TA. 1
Attainment in all of reading, writing and maths is Bolton North West Statistical Neighbours England GM
not directly comparable to earlier years (2016 and
2017) because of changes to the writing TA
frameworks in 2018. Attainment at the end of Key Stage 2 over the last 3 years is relatively stable but for the first time in 4 years the
Headline information on this indicator combined attainment measure is below the national average. This is due to a dip in reading outcomes in 2019.
62% of pupils reached the expected standard in all of reading, writing and maths combined, down from 66% in
Current performance 62%, representing a fall 2018. 11% of pupils reached the higher standard in 2019, up from 10% in 2018 and in line with the national
of 4 percentage points from last year, currently figures.
ranked 106 in England out of 152, however still
remains above target. Pupil progress across KS2 in 2019 continues to be positive in all 3 subjects.
Notes
1
Latest published data 2019
Source: DfE
Frequency: Annual
23Vision Outcome: Starting Well GM Priority: Children starting school ready to learn People Priority: Our children have skills and aptitude to make their way in the world
Headline Indicator: Average Attainment 8 score per pupil
Good is: Higher A Average Attainment 8 Score per pupil
50.0
Definition of indicator Baseline: 48.2, for 2015 48.0
Attainment 8 measures the average 46.0
achievement of pupils in up to 8 qualifications Target: 50%
including English (double weighted if the GM: 45.5% 44.0
combined English qualification, or both
language and literature are taken), maths Link between Vision Outcomes, People 42.0
Priorities and GM Priorities
(double weighted), three further qualifications
that count in the English Baccalaureate VO4 40.0
(EBacc) and three further qualifications that 2014-15 2015-16 2016-17 2017-18 2018-19
can be GCSE qualifications (including EBacc GM PS3
subjects) or any other non-GCSE qualifications 1 Bolton North West Statistical Neighbours England GM
on the DfE approved list.
Headline information on this indicator The Bolton Learning Partnership adds capacity to the local system through sharing and developing best practice; joint
professional development at all levels; coherent recruitment of staff at all levels; short term school to school improvement
Current performance 44.5. This represents a support and the provision of an ‘External Adviser’ to provide further support and stretch. This local capacity is
slight fall from last year. Ranked 108 in supplemented by our engagement with both regional and national agencies.
England out of 152 authorities. Comparator
authorities have also fallen though England Nearly all headline measures showed an improved attainment position from the previous year and a continued positive
average as a whole has increased. trend. Two measures that dipped slightly were Maths at Level 5 and EBACC Languages at Level 4 – but these were both
noticeably higher than 2 years previously.There is a positive picture when comparing the improving performance in Bolton
schools relative to other Greater Manchester authorities.
Notes
1
Latest published data 2019
Source: DfE
Frequency: Annual
24Vision Outcome: Starting Well GM Priority: Children starting school ready to learn People Priority: Our children have skills and aptitude to make their way in the world
Headline Indicator: Average Progress 8 score per pupil
Good is Higher A Average Progress 8 score per pupil
0.0
Definition of indicator 2015-16 2016-17 2017-18 2018-19
Baseline: - 0.2 in 2016 -0.1
-0.1
Progress 8 aims to capture the progress a -0.1
-0.1
pupil makes from the end of Key Stage 2 to the -0.1 -0.1
-0.1
end of Key Stage 4. It compares pupils’ -0.1
Target: - 0.12 -0.2
-0.2
achievement – their Attainment 8 score – with -0.2
the average Attainment 8 score of all pupils -0.2
-0.2
nationally who had a similar starting point (or -0.2
VO4
‘prior attainment’), calculated using -0.3
assessment results from the end of primary GM -0.3
school. PS3
1
Progress 8 is a relative measure, therefore the -0.3
Link between Vision Outcomes, People
national average Progress 8 score for Priorities and GM Priorities
mainstream schools is very close to zero.
When including pupils at special schools the
national average is not zero as Progress 8 Bolton North West Statistical Neighbours England GM
scores for special schools are calculated using
Attainment 8 estimates based on pupils in The Bolton Learning Partnership adds capacity to the local system through sharing and developing best
mainstream schools practice; joint professional development at all levels; coherent recruitment of staff at all levels; short term school
to school improvement support and the provision of an ‘External Adviser’ to provide further support and stretch.
Headline information on this indicator This local capacity is supplemented by our engagement with both regional and national agencies.
The Bolton Progress 8 score (-0.20) has Nearly all headline measures showed an improved attainment position from the previous year and a continued
dropped slightly since 2018 but remains higher positive trend. Two measures that dipped slightly were Maths at Level 5 and EBACC Languages at Level 4 –
than 2017. but these were both noticeably higher than 2 years previously. There is a positive picture when comparing the
improving performance in Bolton schools relative to other Greater Manchester authorities.
Notes
1
Latest published data 2019
Source: DfE
Frequency: Annual
25People Priority: Our children have skills and aptitude to make
Vision Outcome: Starting Well GM Priority: Children starting school ready to learn
their way in the world
Headline Indicator: Percentage of Primary Schools Good or Better
Good is Higher G Percentage of Primary Schools/Pupils Good or Better
Definition of indicator
100.00%
Baseline: 86% in 2015 90.00%
This indicator measures the proportion of 80.00%
publicly funded mainstream Primary Schools in 70.00%
Bolton ranked Good or Better by Ofsted at 60.00%
50.00%
their most recent full Ofsted inspection. The Target: Not set 40.00%
proportion of pupils in Bolton attending a good 30.00%
or better school is included to provide 20.00%
Link between Vision Outcomes, People 10.00%
additional context. As at 30 June 2019, the Priorities and GM Priorities
0.00%
indicator includes the data of 97 schools - thus
each inspection result shifts the headline figure VO1
by just over one percentage point.
GM PE3
1
Headline information on this indicator % Of Schools Good or Better % of Pupils attending Good or Better schools
Bolton is ranked 79th out of 152 in the country The Primary School Improvement Group brings together representatives of Bolton Primary Headteachers
at the end of Quarter 2 with 88.7% of primary across Bolton with School Improvement professionals from the Local Authority, and termly briefings for Primary
schools judged to be good or outstanding. On Heads are facilitated by the local authority. These meetings inform strategic decision making – for example the
this measure Bolton remains above the views of our partners helped to shape the primary Service Level Agreement. Partnership groups provide a
England average of 87.5%. On the measure context for our improvement offer to individual primary schools. These are delivered through specific pathways
for the proportion of pupils attending a good or of support dependent on whether they are causing concern or have been identified as being vulnerable to being
outstanding school, Bolton is ranked 67th in judged RI or inadequate by Ofsted.
the country and remains above the England
average. 90.1% of Bolton primary pupils attend The Primary School Improvement Team deliver and commission (through Teaching Schools and other partners)
a good or outstanding school compared to bespoke CPD to meet the identified needs of schools. The training is well attended and evaluated positively.
87.5% nationally.
Notes
1
Latest published data September 2019
Source: Watchsted analysis of Ofsted Inspection
Frequency: Quarterly
26People Priority: Our children have skills and aptitude to make
Vision Outcome: Starting Well GM Priority: Children starting school ready to learn
their way in the world
Headline Indicator: Percentage of Secondary Schools Good or
Better
Percentage of Secondary Schools/Pupils Good or
Good is Higher A
Better
Definition of indicator Baseline: 65% in 2015 100.00%
90.00%
This indicator measures the proportion of 80.00%
publicly funded mainstream Secondary 70.00%
Target: TBC 60.00%
Schools in Bolton ranked Good or Better by
Ofsted at their most recent full Ofsted 50.00%
inspection. The proportion of pupils in Bolton Link between Vision Outcomes, People 40.00%
attending a good or better school is included to Priorities and GM Priorities 30.00%
provide additional context. As at 30 20.00%
VO1
September 2019, the indicator includes the 10.00%
data of 19 schools - thus each inspection result GM 0.00%
PE3 01/09/2015 01/09/2016 01/09/2017 01/09/2018 Q1 2019-20 Q2 2019-20
shifts the headline figure by over five 1
percentage points. % of Schools Good or Better % of Pupils attending a Good or Better School
Headline information on this indicator The Bolton Learning Partnership adds capacity to the local system through sharing and developing best
practice; joint professional development at all levels; coherent recruitment of staff at all levels; short term school
Bolton’s secondary schools now rank 107th out to school improvement support and the provision of an ‘External Adviser’ to provide further support and stretch.
of 152 in the country with 68.4% of secondary This local capacity is supplemented by our engagement with both regional and national agencies.
schools judged to be good or outstanding, with
69.7% of secondary pupils in Bolton attending The key system capacity challenge that remains is the recruitment of quality staff at all levels. The situation in
a good or outstanding school. Bolton is consistent with the national picture and the Bolton Learning Partnership is considering strategies to
support the process in terms of both recruitment and retention.
Notes
1
Latest published data Sept 2019
Source: Watchsted analysis of Ofsted Inspection
Frequency: Quarterly
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