How we measure our performance

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 1 2020/21

Thriving and vibrant economy

Outcome 1 - Create more and better jobs and good business growth

  • 88 private-sector jobs were created. 
  • 90 job losses have been announced and we anticipate further losses in Q2 and Q3.

Leading German tile manufacturer establishes UK headquarters in Barnsley

A leading tile profile manufacturer based in Germany, Alferpro, has expanded its business into the UK and has set up a new sales headquarters in Barnsley as they look to make their mark on the UK market. The supplier of premium tile profiles has safely moved into a 5000sq ft warehouse at Carlton Industrial Estate and quickly recorded their first sale.

Outcome 2 - Increase skills to get more people working

  • 88.2% of care leavers are in employment, educational or training an increase from 50% in 2019/20 Q1.
  • 8.2% of 16 to 17 year-olds are on an apprenticeship putting us above the regional average of 6.9% and a national average of 5.1%.
  • 4 employees started on the apprenticeship programme in Q1, 0.09% of our annual target of 2.3%.

Outcome 3 - Develop a vibrant town centre

  • Town Centre Footfall is at 11% of the annual target due to being affected by COVID-19.

Outcome 4 - Strengthen our visitor economy

  • We had over 171,000 visitors in Q1.
  • Our parkland and green spaces that remained open, accounted for 97% of visitors.

Museums Digital Engagement

As the museum buildings were closed the service developed a comprehensive online offer. The programme included virtual gallery tours and online exhibitions, virtual trips to the pub and back in time to Barnsley Markets, story times and children’s activities, including backyard forest schools, educating our online audience with basic bush craft skills and wildlife knowledge.

One of the more popular activities was the Cooper Gallery’s daily digital jigsaw challenge which has been played by over 250,000 people. The programme was incredibly well-received; Barnsley Museums Facebook alone had a reach of over 5 million people. Around 500 people a day took part in online daily Beat the Boredom challenges. The programme not only engaged and entertained our local residents, it involved people from around the world, received national and international media coverage and was recognised as a best practice example by the Arts Council and the Local Government Association.  

The Music Service goes Digital

Our Music Service continues to support children and young people through a newly developed online learning offer. This includes a brand-new section on the music hub website and a new YouTube Channel organised in playlists with over 700 free access tutorials and inspiring videos, as well as weekly challenges. We have had contact from across the country to ask if our model can be shared and learn from the technology we have used. Music tutors have made good contact and support with schools and many have been promoting our online offer to children and including in home learning packs. Social Media Engagement has been exceptional.

Outcome 5 - Create more and better housing

  • 8% of new build homes were completed.



People achieving their potential

Outcome 6 - Every child attends a good school and is successful in learning and work

  • 87.5% of Education, Health and Care Plans were issued within 20 weeks excluding exceptions.
  • From March 2020, 99.5% of Early Years and Child Care Settings in Barnsley were rated as good or outstanding by Ofsted, above both national and regional benchmarks.
  • COVID-19 has impacted upon the take up of the 2 year old childcare funding, with settings having been forced to temporarily close. Q1 performance has dropped to 68.34% below the 74% target.

Outcome 7 - Reducing demand through improving access to early help

  • We completed 48.5% of our adult social care assessments within 20 days of referral.
  • 87.9% of reviews were completed within a timely manner.
  • 28.3% of clients completed reablement episodes with no long-term needs.

Dementia support helpline

A new Barnsley dementia support helpline has been set up to provide support to people living with or affected by dementia in Barnsley. During the Coronavirus (COVID-19) pandemic, social gatherings, activity groups, singing groups and day centres have had to stop their services for the time being. Although lots of virtual and digital support groups have been set up, there may still be families affected by dementia who are struggling. The helpline is available seven days a week, from 8pm to 12pm and is made up of senior, experienced staff from five local dementia support organisations.

Outcome 8 - Children and adults are safe from harm

  • There were 1815 anti-social behaviour incidents in Q1.
  • Anti-social behaviour is 33% higher than the same time last year. A high number of the ASB cases have directly been linked to the COVID-19 crisis, where residents have reported others for breaching lockdown restrictions by having visitors at a property that do not make up a regular household.
  • 16.9% of referrals to children’s social care were repeat referrals.
  • 85 of 93 child protection conferences were held within 15 days, giving a performance figure of 91.4%.
  • 5 children (5.8 %) were subject to a child protection plan for a second time in Q1.  

Children's social care assessments

  • Assessments for Children’s Social Care was completed within the national timescale of 45 days at 99.5%
  • Assessment timeliness has improved significantly with 48.5% of assessments for children’s social care carried out within 20 days of referral in Q1.

Timeliness of Adult Social Care Reviews

The Adult Social Care Service completed 87.9% of reviews in a timely manner. Covid-19 does not appear to have had any effect on this indicator.

Prosecution for Breach of Community Protection Notice

A full case file has been completed for the Council legal team to submit to court for prosecution due to a breach of a community protection notice. A number of officers with the SNS Team have worked on this case over a long period of time and have given the landlord every opportunity to clear the waste in and around this property. There are a high number of incidents reported about this property including anti-social behaviour and drug dealing over a considerable length of time. Funding was sourced to provide a skip and the Environmental Task Force provided additional support to clear the area.

Outcome 9 - People are healthier, happier, independent and active

  • The latest Public Health Outcomes Framework data for Barnsley (2018/19) shows that 16% of new mothers are smokers. Whilst we have met our local target, this remains higher than the Yorkshire and Humber rate (14.4%) and the national rate (10.6%). However local intelligence suggests that the current rate in Barnsley is actually lower than 16%.

What’s Your Move? Campaign.

In May, the Active in Barnsley Partnership launched the What’s Your Move campaign, to encourage residents to move more and incorporate regular exercise and activity into their daily lives. The campaign, which will showcase a variety of resources on social media, aims to raise the importance of moving more for good mental and physical health. The partnership hopes that this will encourage other organisations in the Active in Barnsley Partnership who will also be sharing ideas and inspiring people to move more. These partners include Barnsley Premier Leisure, Reds in the Community, and Barnsley Football Club.



Strong and resilient communities

Outcome 10 - People volunteering and contributing towards stronger communities

  • Over 1000 people volunteered in their communities in Q1.

  • The Area Teams worked with 271 Community Responders.

  • There were 99 Sewing Volunteers in the borough supporting their communities.

Community Responder Scheme

To ensure that communities and people are supported across the Borough, we set up a COVID-19 contact centre for those who don’t have any support networks to help them.

Part of this support includes help with essential shopping and befriending. We worked in partnership with Barnsley CVS to launch the Barnsley Community Responders where local people volunteering their time to support people during COVID-19.

We received a number of comments from volunteers regarding their experiences including this one: “As soon as we went into lockdown and I was furloughed, I immediately thought I need to help my local community and the vulnerable people within it. I've loved speaking to people on the phone and going out delivering parcels. It’s given me a sense of community spirit and real gratification that I haven't wasted time doing nothing. I would do it all over again and I'm grateful for the opportunity to volunteer Thank you!”

Outcome 11 - Protecting our borough for future generations

  • Our recycling waste rate has fallen to 33.9% due to the suspension of the green waste collection service.
  • We have cleared 100% of fly-tipping from public land within 5 days.
  • 98.3% of signal faults were fixed within 24 hours.
  • There was a 34% reduction in nitrogen dioxide levels at the Pogmoor air quality monitoring station due to a reduction of traffic on the roads.

Outcome 12 - Customers can contact us easily and use more services online

  • 198,000 visits to the BMBC website and 80% increase since last year.
  • 3091 COVID-19 eforms submitted and 10 new forms were created.
  • Our virtual cabinet went live on the 15th of April using Microsoft teams.
  • 21,951 messages have been sent over Microsoft teams.
  • 50,000 phone calls made on £CX remote phone solution deployed to over 1,000 users

Service desk

  • Over 95% of service desk contacts were resolved within SLA
  • 6,141 service desk requests have been resolved

COVID-19 Contact Centre

In response to the Coronavirus crisis, we were one of the first Local Authorities to set up a dedicated customer contact centre, which was created and operational to the public within 72 hours. Overall, 12 new customer processes (end to end service delivery) were launched including new eforms to sign up for the community responders scheme, to request emergency essential food, prescription support, befriending services and emergency PPE.
Since going live stats for calls taken on COVID lines are:

  • 4824 calls were offered.
  • 4721 calls were handled.
  • The average queue time was 11 seconds.
  • 92% of calls were answered in less than 30 seconds.

100 laptops were distributed to care home residents.



One council

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.

  • £7.448M of efficiency savings are to be delivered in 2020/21, directorates are reporting 96% against their target.
  • The Council tax collection rate in Q1 was 94.52%.
  • Total sickness per employee is 1.82 days. Long-term sickness absence is 1.21 days and short-term sickness absence is 0.61 days.
  • We were one of the digitally first councils nationally to stream our council cabinet meetings.

Shokat Lal, Executive Director, Core Services

In this first quarter, we are seeing the knock-on effects of the COVID-19 pandemic on our collections activity with Council Tax and Business rates collections falling short of target. Whilst collection activity has been resumed, we are currently unable to take any cases to court which has greatly reduced our powers of collection. We have also seen a slight reduction in efficiency savings reported by Directorates. Moving forward, the delivery plans and expected outcomes will be reviewed with departments on a monthly basis. Whilst our sickness absence rate remains off-target, it is encouraging to see that the rate is lower than that observed at Q1 last year and COVID-19 has not significantly impacted our overall sickness absence rate. Within this quarter we have also seen some incredible achievements that are a testament to the way our staff have pulled together and continued to deliver an excellent service during these challenging times. We have seen staff redeployed into new roles, supporting the emergency contact centre, distributing PPE and supporting waste services and many others.

There have also been significant achievements in I.T and meeting our Digital First agenda, with the enablement of mass home-working and the creation of the new emergency contact centre within 72 hours. We were also one of the first councils nationally to stream our council cabinet meetings to the public, allowing us to continue our democratic processes. 

Redeployment During Covid-19

Our flexible and determined workforce embraced a different way of working, with staff pulling together and working hard to make sure residents and businesses in Barnsley were given full support during these challenging times. This included fulfilling tasks in the emergency contact centre, distributing PPE, supporting our waste workers and joining the Enterprising Barnsley contact centre to name a few. By pulling together, it has shown what a remarkable and truly resilient workforce we are proud to offer to the people of Barnsley.



Quarter 1 2020/21 finance data

Spend per outcome

Outcome Budget Out-turn Variance % variance Commentary

1

1,837,695

2,058,590

220,894

12%

Shortfall in income due to COVID-19

2

1,627,550

1,630,697

3,147

0%

Balanced position as per Q1

3

(345,140)

340,369

685,509

199%

Shortfall in markets and town centre income due to COVID-19

4

1,987,113

2,071,580

84,467

4%

Shortfall in income and extra costs due to COVID-19

5

1,632,614

1,747,314

114,700

7%

Shortfall in income due to COVID-19

6

5,090,407

6,289,230

1,198,732

24%

Additional costs for Home to School Transport due to higher than anticipated demand combined with a shortfall in income due to COVID-19

7

6,139,721

6,779,504

639,783

10%

COVID-19 costs - support to third sector / voluntary organisations including early years settings

8

80,828,356

92,056,656

11,228,300

14%

COVID-19 costs - payments to ASC providers; homelessness and rough sleepers; and additional children SW

9

2,239,082

4,837,362

2,598,280

116%

Income shortfall against School Catering due to schools closures for COVID-19 combined with increased COVID-19 related Public Health costs

10

4,680,862

4,697,385

16,523

0%

Balanced position as per Q1

11

27,149,880

32,244,339

5,094,459

19%

Loss of income due to COVID-19 - Car Parks, Highways and Licences combined with the additional cost of maintaining services during the pandemic including the additional cost of waste collection and traffic management at the authority's HWRCs.

12

3,103,409

3,321,236

217,828

7%

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.