We measure our performance against the key priorities and outcomes included in our corporate plan.
To assess progress and performance against these priorities and outcomes, along with performance against individual service objectives, we have a performance management framework that consists of three elements:
- corporate plan priorities
- corporate health of the organisation
- directorate performance
Each quarter, we produce a performance report summarising our performance against the priorities and outcomes and how well we're performing.
Quarter 3 2019-20
Outcome 1 - Create more and better jobs and good business growth
- 42 new businesses started with our help.
- 83 businesses have been supported to expand.
- Our work with the private sector has created 410 jobs for the borough.
- 12 companies have relocated to the borough creating 65 new jobs and securing over £15.1m of private sector investment for the area.
|Growth Hub Enhancement|
There has been further success and overachievement of outputs for the £2.7m ERDF Sheffield City Region project.
Outcome 2 - Increase skills to get more people working
- A further seven apprentices started on the programme in Q3, equating to 0.60% of our workforce. At Q3 7.3% of 16 and 17 year olds in Barnsley were on an apprenticeship.
- 61.4% of care leavers are in education, employment or training.
- Employment opportunities for those with learning disabilities is at 5.6%.
- 7.8% of 16 and 17 year olds are NEET (not in education, employment or training); an improvement of 0.5% from last year's figure of 8.3%.
- In October 2019 five businesses were awarded at the second Be Well@Work annual awards ceremony.
|Ambition Barnsley 2019|
This year's interactive careers event Ambition Barnsley took place at the Metrodome Complex on 20 November 2019, turning out to be our busiest and best yet! Organised and managed by the Young Peoples Skills and Enterprise team, the event saw 10 schools attending throughout the day, with over 450 students from Years 9 to 11 experiencing upwards of 60 exhibitions of major employers, training providers and more.
In the evening over 1,000 visitors came along, making this our highest ever turnout. Major companies such as Rolls Royce attended and GlassWorks representatives provided the people of Barnsley the chance to see the future of the town centre through VR (virtual reality).
Outcome 3 - Develop a vibrant town centre
- 88% of town centre units are occupied and 84% of market stalls.
- Footfall was 1,627,772 in Q3, showing an improvement year on year. This shows the impact of the completion of the town centre public realm and the opening of Market Kitchen and JD Sports in October.
- Barnsley Bright Nights had an attendance of over 10,000 people, generating £270,000 of economic impact to the town centre. This was a return on investment of £4.50 for ever £1 spent.
- The Library @ the Lightbox had 1,800 additional visitors, 4,000 people visited Market Kitchen and almost 5,000 people saw Luke Jerome's 'Gaia' installation at Barnsley College during Barnsley Bright Nights.
|Opening of Market Kitchen|
October saw the official opening of Market Kitchen. The Glass Works’ independent food court welcomed tastes from around the world as cuisines from India, Thailand and the Balkan peninsula, along with a fully licensed bar.
The food court, housed upstairs in Barnsley Market which was already home to three traditional market cafes, Dolly’s Desserts and Daddy Beanz Coffee, added Rajah, Khao Niew and Jar Bar to the space on Saturday 26 October. The bar offer, Cucina Sky Lounge, also opened its doors. Quack Rotisserie and Breeze Bros pizza followed at the end of the year.
Market Kitchen has seating for more than 500 people and provides a terrace with outdoor seating and views of the new public square. Food outlets are encouraged to source ingredients directly from the market or from local providers, helping the local economy.
Outcome 4 - Strengthen our visitor economy
- 315,239 people visited our museums contributing an estimate £6.9 million to the local economy.
- Wentworth Castle gardens is on track for a full year on year growth of over 7%.
|Venice, Paradise of Cities Exhibition 14 September to 30 November 2019|
To mark 200 years since the birth of writer and art critic John Ruskin, Barnsley Museums opened this exhibition at the Cooper Gallery to celebrate his most beloved of places - Venice.
The exhibition included 19 paintings of Venice from the 18th century to the 1930s, including nine paintings from the Cooper Gallery’s own collection, three of which were conserved for the exhibition.
Also on display was a work by Canaletto from Cannon Hall Museum’s collection, and loans from four galleries around the country.
The gallery had 21,053 visitors during the exhibition period contributing to over £7,000 in visitor spend, £600 in donations, £51 million online press readership and 81,000 social media reach.
Incredibly positive feedback came through in the evaluation of the exhibition, indicating the ability of exhibitions like this to evoke memories, pride and happiness.
Outcome 5 - Create more and better housing
- 334 new homes have been built in Q3; 19 of these are affordable homes.
- 96.2% of housing stock meets Barnsley Decent Homes Standard.
- The Berneslai Homes average property void time is 22 days.
- The Berneslai Homes rental collection rate is 97.8%
- 26 empty properties have been brought back into use in Q3.
To coincide with Fuel Poverty Awareness Day in November, we launched our Keep Warm this Winter campaign to highlight services available to residents who are struggling to keep their homes warm.
Support includes the Better Homes Barnsley scheme which offers new boilers, and loft and cavity wall insulation to homeowners and private tenants. Grants are available to those on low incomes and with health conditions made worse by the cold. The scheme is currently offering first-time gas central heating systems to eligible homeowners for free and at a cost of £750 for landlords with eligible tenants.
|Keep Warm this Winter|
Outcome 6 - Every child attends a good school and is successful in learning and work
- 98% of our early years and childcare settings received ratings of good or outstanding from Ofsted at their last inspection; this is above national and regional comparators of 96%.
- The proportion of pupils attending schools and settings judged good or outstanding by Ofsted is 68.2% at Q3. The percentage is now based on the December 2019 census figures and shows a further decrease on the previous quarter.
- 74.1% of Education, Health and Care Plans were issued within 20 weeks excluding exceptions.
- 70.4% of children are school ready, an increase of 0.4% that is higher than the national increase of 0.3%.
- 66.4% of pupils in Barnsley are achieving the expected standard or above in combined KS2 reading, writing and maths. Barnsley is now above the national figure of 65.3%, the statistical neighbour average of 64.5% and outperformed the regional average of 63.4%.
- 69% of schools (55 out of 80) performed above or in line with the national average for the expected standard in reading, writing and maths at KS2. This is an increase from 60% in 2018 and 50% in 2017.
- 51.4% of disadvantaged pupils achieved the expected standard in reading, writing and maths at KS2. An increase from 33.9 to 35.7 has also occurred in the attainment 8 score. Both of these show the gap closing to the national average for disadvantaged pupils in these areas.
|Free childcare for 2 year olds|
Take up of two year old’s entitlement to free childcare/education remains at 75%.
Alongside our existing marketing, for Q4 we will have newly designed marketing and new campaigns active within Barnsley Interchange, Barnsley Alhambra and on local bus tickets.
We have a set of animations to focus on key messages such as flexibility, benefits and employment, concerns children are too young and extended family caring for children.
We hope that this will help to break down the barriers some eligible families face in terms of taking up their places.
Outcome 7 - Reducing demand through improving access to early help
- We completed 91% of our adult social care reviews to timescale. This is well above target and far exceeds the national average of 60.9%. We currently rank in the top two in terms of performance among regional ADASS groups (Association of Directors of Adult Social Services).
- 45.8% of adult social care clients were in receipt of direct payments in Q3. This is on course to meet the year-end target.
- The number of claims made to DCLG (Department for Communities and Local Government) for significant and sustained improvement is 252 at Q3 for troubled families. Despite the anticipated slow-down in Q3, performance has continued to improve.
- 62.2% of re-ablement clients completed the programme in Q3 with no long term needs. This measure is now above target.
- 85% of patients are still at home after 91 days following re-ablement which is above the national average of 82.4%.
- ASCOF (Adult Social Care Outcomes Framework) has highlighted excellent performance within Barnsley in 2018/19. From 2017/18 our performance has improved in 16 out of 22 measures, with the remainder staying the same except for one (Direct Payments) which was predicted as an outcome of service improvements. Barnsley is above the averages for England and our statistical neighbours in 19 of 22 performance measures.
- 74.7% of service users are satisfied with their care and support, a significant improvement on the 2017/18 performance of 66.4%. This is also above the national and statistical neighbour average of 64%.
- 97.1% of service users say that they feel sage and secure. We are the highest performing local authority on this measure.
- Barnsley is the second best nationally and the best regionally for minimising delayed transfers of care from hospital.
|Preventing young people from entering the criminal justice system|
|The Out of Court Triage Panel was introduced in April 2019 as part of a wider range of prevention strategies to reduce the number of young people entering the Youth Justice System for the first time and to further reduce Barnsley’s re-offending rates in comparison to its YOT statistical neighbours.
The panel is led by Targeted Youth Support’s Early Intervention and Prevention Service. It introduces a change to the way in which young people are assessed; implementing a joint decision making process with the Targeted Youth Support Service, the police, the young person and their family to make sure that decisions consider all relevant factors and that intervention plans are constructed to reduce further re-offending.
Outcome 8 - Children and adults are safe from harm
- 91.4% of looked after children were in family fostering placements at the end of Q3.
- 15.4% of referrals in to children’s social care were repeat referrals in Q3 against a target of 18%. This is the lowest reported re-referral rate for more than two years.
- 31% of assessments for children’s social care were carried out within 20 days of referral in Q3.
- 128 of 147 (87.1%) Section 47 investigations proceeded to initial child protection conference within 15 days.
- At Q3, we have successfully prevented homelessness in 458 cases (191% of target).
- 96.3% of Adult Safeguarding Section 42 decisions were made within 72 hours.
- 13 people aged 18-64 have been permanently admitted to residential and nursing care to date. Performance for the 65+ age-group is marginally outside the target.
- There were 982 anti-social behaviour incidents reported in Q3; this is significantly below target.
- Delayed transfers of care attributable to Social Services was 0.2 per 100,000 population for October and November.
Barnsley once again took part in #TakeoverChallenge in November. The Takeover Challenge was launched in 2007 by the Children’s Commissioner’s Office as a fun, imaginative and exciting activity to encourage organisations across England to open their doors to children and young people to take over adult roles. Locally it's a great opportunity to promote participation in line with Barnsley’s pledge to children in care and care leavers and ensures that children have a right to have their views heard on the decisions that affect their lives, and for these views to be taken seriously.
The day saw children and young people across Barnsley stepping into the shoes of a wide range of adult jobs, with opportunities offered including a day with Barnsley town neighbourhood policing team, Barnsley Council’s Chief Executive Sarah Norman, Barnsley children’s social care, family centres, Wigfield Farm, The Civic Theatre, nursing in the community, public health and a museums Twitter takeover.
Around ten young people attended the joint Trust Executive Group and Safeguarding board meeting to share their experiences. Barnsley’s first young mayor, Alyssa Butler, was also sworn in at a Full Council meeting.
Outcome 9 - People are healthier, happier, independent and active
- The latest data (2018/19) shows that 97.7% of reception and 96% of Year 6 pupils took part in the National Child Measurement Programme (NCMP).
- A high-level, integrated partnership action plan for Barnsley has been developed to implement a single point of access for housing and health.
- Barnsley female healthy life expectancy has a dramatic improvement of 2.2 years from 2015-17 to 63.2 years and is closing the gap between Barnsley and England to 0.7 years.
|Excess winter deaths (EWDs)|
EWDs are a statistical measure to quantify the effect of winter months.
As the EWD index varies each year, we previously looked at a 3-year average for this measure. Data is now only published for single years which makes monitoring trends more difficult at a local level.
The most recent figures (2017/18) for Barnsley give an EWD index figure of 39.4%, ranked by Public Health England as being similar to the England rate of 30.1%. We know that EWDs in Barnsley occur in the over 65s age group. Flu, pneumonia and respiratory diseases are generally the main cause of EWDs.
There is no clear explanation for excess winter mortality and it's due to a variety of wider factors, such as temperature, socio-economic circumstances, underlying health conditions, influenza and other viral infections, fuel poverty, housing tenure and housing conditions, and personal and social behaviours.
Outcome 10 - People volunteering and contributing towards stronger communities
- 1,850 people volunteered in their communities in Q3.
- 586 were new volunteers, an increase on the last quarter.
- Volunteering activity in Q3 equates to £101,305 equivalent cashable value.
- 3,585 volunteer hours were completed for Barnsley Museums in Q3, with a cashable equivalent of £48,440.
|Community resilience following floods - Lundwood|
Flooding in November resulted in damage to 44 homes in Lundwood, causing distress to residents within the community.
The Ward Alliance created ‘crisis hampers’ containing essential items to help families through this time. The project also ensured that children and residents were safe by utilising Burton Grange as a safe, warm and dry space. Due to the generosity of local people and businesses they were able to throw a Christmas party at the centre to bring the community together.
The number of volunteers that helped and assisted at this time was staggering. Their actions included clearing rubbish, cleaning homes, and distributing hot food where needed. There was a real sense of community spirt as everyone came together to help each other, showing that in times of need, the Lundwood area is a strong and resilient community.
The Area Team assisted in the organising and coordination of the project, bringing volunteers and partners (Berneslai Homes) together. They also passed on contact information and support, co-ordinated the delivery of hamper items, gathered volunteers to make up the hampers, and planned the distribution of all the hampers in a timely manner.
Outcome 11 - Protecting our borough for future generations
99% of category 1 pot holes were repaired within 24 hours.
- 80% of the total highways cost (revenue and capital) is spent directly on carriageway and foot way repairs.
- In Q3 we derived enough energy from waste to power 2,976 homes.
- 97.4% of household waste was diverted from landfill in Q3.
- 96.9% of all refuse collections were made on the scheduled day in Q3.
A further 31 properties have benefitted from energy efficiency works in Q3.
Outcome 12 - Customers can contact us easily and use more services online
- 65.8% of contracts with the council were made online in Q3 – a slight increase on the Q2 figure.
- Take up of superfast broadband is now on target at 51.9%.
- Digital champions continue to run regular sessions in community venues to help people gain the skills and confidence to access services and information online. 622 people, 141 sessions and 261 hours training took place in Q3.
|Online basics - Billingley Village Hall|
We met Brian and Barbara at Billingley Village Hall where they attended a free six-week online basics course. Being a retired couple and feeling excluded from the internet and digital technology, Brian and Barbara hoped that by attending the course they'd leave with enough skills, knowledge and confidence to have a go at using the internet.
After attending the course for four weeks and using a tablet supplied by the digital champions, Brian and Barbara decided to pluck up the courage and purchase a tablet of their own! Since then, they've met the digital champions for a one-to-one session.
They now feel confident enough to use Google to find websites and information, and can communicate with their friends and family through email. They've even started using Spotify, Netflix and YouTube to keep themselves entertained!
One Council priorities
Our 'One Council' priority includes the things that we want to achieve to ensure that we are running our council as efficiently as we can, enabling us to provide the best possible outcomes for our district and its residents.
- Number of compliments linked to our values in Q3:
- We're proud - 12
- We're honest - 0
- We're a team - 10
- We'll be excellent - 54
- 100% of forecast efficiency savings have been achieved in Q3.
- The Council Tax collection rate in Q3 was 95.97%.
- The Business Rates collection rate was 98.65%.
- 84 complaints and 76 compliments were received in Q3.
- Our staff undertook 60 days of employer supported volunteering in Q3.
|Smart working showcase|
In October we held a smart working showcase in the reception area outside Westgate Plaza. This gave staff the chance to explore the possibilities of new furniture that would help us to work more efficiently and effectively. We also installed the smart working presentation outside the exhibition so colleagues could find out more about the project with virtual reality examples of how floor plates could look in the future. Survey feedback was collected during the showcase period, which provided some encouraging feedback.
"Brilliant, really encourages people to work differently and supports creative thinking. Much more modern approach to our working day!"
Finance Data Quarter 3 2019/20
Spend per outcome
|1||1,590,234||1,533,104||57,130||-4%||Staff savings in Development management.|
|2||1,386,943||1,382,751||4,191||0%||Balanced position as per Q3.|
|3||(20,473)||76,530||97,003||-474%||Lower than anticipated market rents.|
|4||2,189,058||2,179,860||9,198||0%||Balanced position as per Q3.|
|5||1,360,520||1,346,747||13,772||-1%||Staff turnover and mat leave savings.|
|6||10,339,998||11,181,428||841,430||8%||Additional cost of home to school transport due to increased pupil numbers and a 15% increase in in-borough transport costs, combined with inclusion services increased use/cost of agency staff.|
|7||6,056,219||5,496,926||559,293||-9%||Staff turnover and vacancies within the service combined with underspends relating to contracts, and additional RSI funding.|
|8||79,186,063||75,810,469||3,375,593||-4%||Increased client contributions/income, health funding and direct payments claw back.|
|9||5,326,279||5,359,193||32,914||1%||Balanced position as per Q3.|
|10||4,844,515||4,683,135||161,380||-3%||Unspent funding to support the delivery of a range of contracts / initiatives across Area Council.|
|11||26,160,969||26,321,274||160,305||-1%||Anticipated savings relating to street lighting energy combine with savings in strategic transport.|
|12||2,919,171||3,079,389||160,218||5%||Increases in staffing costs and standby payments.|
You can also view this information in downloadable documents or a data table below, and read the press release.
Previous performance reports
- Quarter 2 2019/20 (PDF 7.03MB)
- Quarter 1 2019/20 (PDF 5.54MB)
- Quarter 4 2018/19 (PDF 5.35MB)
- Quarter 3 2018/19 (PDF 5.35MB)
- Quarter 2 2018/19 (PDF 5MB)
- Quarter 1 2018/19 (PDF 4.78MB)
- Quarter 4 2017/18 (PDF 2.26MB)
- Quarter 3 2017/18 (PDF 1.71MB)
- Quarter 2 2017/18 (PDF 1.73MB)
- Quarter 1 2017/18 (PDF 6.11MB)