2019-2020 Council Performance Framework

This framework contains the core indicators identified by Service Groups as the Council’s key performance measures in 2019/2020.

Exceptions

In this quarter 2/half-year review of performance, there are 11 core indicators that have not achieved targets set at the beginning of the year. Recovery plans for these indicators can be found in the Priority Progress Report at Appendix 1.

Performance Indicator Trend (when compared to previous period)

Percentage of good or outstanding schools

Percentage of young people 16-17 NEET (not in Employment, Education and Training)/NOT KNOWN Combined. (Whilst the numbers have increased in Quarter 2, this increase occurs at the same time every year. Salford is known to have a very comprehensive recording and monitoring methodology for NEET/NOT KNOWNs and this helps ensure we provide the most accurate and realistic position possible for this measure.)

Children on Child Protection Plans (CPP) rate per 10,000

Children in Need rate per 10,000

Proportion of people using social care who receive self-directed support through a direct payment, for client

Proportion of adults with a learning disability in paid employment (%) Static Same as Quarter 1 2019- 20

Proportion of adults in contact with secondary mental health services in paid employment (%)

Delayed transfers of care from hospital – Bed Days (Salford Royal Foundation Trust) attributable to social care

Percentage of smokers who set a quit date with stop smoking services and achieve a 4 week quit

Compliance with FOI (Freedom of Information) requests and EIR (Environmental Information Requests)

Compliance with Subject Access requests

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2019-2020 Core Performance Indicator Set – Quarter 2/half-year progress dashboard

A Better and Fairer Salford Target Q Q Q Q Target status Strategic Theme - PEOPLE uarter uarter uarter uart Trend 1 2 3 er4 Tackling poverty and inequality Quantify the number and types of households at risk of eviction presenting to Welfare Rights and To be Monitoring system being finalised, figures Within 5% of Debt Advice Service confirmed available in Quarter 3 target Number of people moving into settled accommodation - A Bed Every Night Scheme 76 Monitoring system being finalised, figures Within 5% of 18/19 available in Quarter 3 target Baseline Number of people moving into settled accommodation - Rough sleeper initiative 54 Monitoring system being finalised, figures Within 5% of 18/19 available in Quarter 3 target Baseline Education and Skills Not on target Percentage of good or outstanding schools 88% 81.6% 82.7% Percentage of good or outstanding early years settings 75% 95% 95% On target

On target Two year old children accessing Two Year Old funding across the city 70% 75.7% 71.5%

School ready aged 5 - Percentage of children achieving good level of development in EYFSP (Early 68% This is an annual measure Within 5% of Years Foundation Stage Profile) target Meeting the expected standard in Reading, Writing and Mathematics for Primary Level Key Stage 2 65% This is an annual measure Within 5% of (%) target Attainment 8 at Key Stage 4 44.5 This is an annual measure Within 5% of target Not on target Percentage of young people 16 - 17 NEET (Not in Employment, Education and Training)/ Not 6.4% 7.9% 19.0% Known Combined Health and Social Care Children on Child Protection Plans rate per 10,000 Maintain 94.9 101.3 Not on target between 54.7 to 63.6 as green 400.0 Not on target Children in Need rate per 10,000 432.8 443.0

Looked After Children rate per 10,000 Maintain 102.5 101.8 Within 5% of between 95 to 100 as target green On target Child and Adolescent mental Health Service wait times for treatment: Referral to Treatment Actual – 95% 97% 96% CYP(Children and Young people) referrals to 1st contact/appointment within 12 weeks (%) 2

Target Q Q Q Q Target status Strategic Theme - PEOPLE uarter uarter uarter uart Trend 1 2 3 er4 Within 5% of Child and Adolescent mental Health Service wait times for treatment: Referral to Treatment Actual – 98% 96% 94% CYP referrals to 2nd contact/appointment within 18 weeks (%) target On target Oral Health: Schools Brushing Programme-Brushing in Nursery 70% 73.6% 72.3% On target Oral Health: Schools Brushing Programme-Brushing in Reception 70% 73.6% 72.3% Within 5% of Proportion of People using Social Care who receive self-directed support either through a direct 75% 73.7% 73.2% payment, a personal budget or other means, for client target Not on target Proportion of People using social care who receive self-directed support through a direct payment, 15% 10.7% 11% for client Proportion of adults with a learning disability in paid employment (%) 6.0% 4.4% 4.4% Not on target

Not on target Proportion of adults in contact with secondary mental health services in paid employment (%) 10.0% 8.1% 8.2% Within 5% of Proportion of older people 65 and over still at home 91 days after discharge into rehabilitation 86% 85.9% 84.6% target Not on target Delayed Transfers of care from hospital - Bed Days (SRFT) attributable to social care 4% 6.2% 5.6% Permanent admissions to residential and nursing care aged 65+ 825.2 209 415 On target cumulativ e On target Percentage of Care Homes rated by Care Quality Commission as Requires Improvement or 20% 17% Inadequate Within 5% of Number of completed carers assessments 3700 768 1,669 cumulativ target e Within 5% of Percentage of service users who receive services within 28 days following completion of their 85% 79.4% 80.4% care/support plan target Within 5% of Percentage of service users involved in a safeguarding investigation who were asked to provide 85% 84% 83% their preferred outcomes target On target Women’s Smoking Status at Time of Delivery (SATOD) 10% 11.8% 10.1% Percentage of smokers who set a quit date with stop smoking services and achieve a 4 week quit 45% 39.4% Q2 data Not on target not available Decrease alcohol related harm – Alcohol related hospital admissions per 100,000 (Narrow) 922.1 This is an annual measure Within 5% of target Completion of alcohol treatment 46% 45% New Within 5% of measureincl Quarter uded this target 2 data not year yet Completion of drug treatment for opiate use 7.2% 10.8% available On target Completion of drug treatment for non-opiate use 45% 51% On target Reduce number of young people who are overweight – National Child Measurement Programme 85% This is an annual measure Within 5% of prevalence of obese children in Reception target Reduce number of young people who are overweight – National Child Measurement Programme 85% This is an annual measure Within 5% of prevalence of obese children in Year 6 target

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Target Q Q Q Q Target status Strategic Theme - PEOPLE uarter uarter uarter uart Trend 1 2 3 er4 Percentage of adults (aged 18+) classified as overweight or obese This is an annual measure Within 5% of target On target Reduce the rate of young people being admitted to hospital with self-harm-Total 27.25 29 26 Reduce the rate of young people being admitted to hospital with self-harm-Young males admitted 7.5 7 7 On target

On target Reduce the rate of young people being admitted to hospital with self-harm-Young females 19.75 22 19

Target Q Q Q Q Target status Strategic Theme - PLACE uarter uarter uarter uarter Trend 1 2 3 4 Economic Development Creation of new jobs 600 This is an annual measure Within 5% of target Amount of public sector investment secured for infrastructure and transport (£m) 11 This is an annual measure Within 5% of target Amount of private sector investment secured for infrastructure and transport (£m) 330 This is an annual measure Within 5% of target On target Reduction in the level of all crime 30,482 7,191 Percentage of household waste sent for recycling, reuse or composting 46% 47.12 46.78 On target % % Street cleansing – Ensure that all the City’s adopted highways are Grade B+ 100% 100% 100% On target

Housing On target Delivery of new homes, including 225 affordable homes and 250 empty properties brought back into 250 46 123 use cumulativ e On target Number of older and vulnerable residents supported to maintain their homes in a safe, warm and 290 91 171 dry condition cumulativ e On target Number of households assisted to access energy efficiency measures and achieve affordable 900 71 335 warmth cumulativ e

Target Q Q Q Q Target status Strategic Theme – THE COUNCIL CORE uarter uarter uarter uarter Trend 1 2 3 4 A transparent effective organisation Financial Management On target Improve in year collection of Council Tax revenue 93% 26.79 52.03 % % On target Improve in year collection of Business Rates revenue 96.5% 27.97 56.99 % % Customer Satisfaction/Service performance On target Days to process new benefit claims 20 14 13 4

Target Q Q Q Q Target status Strategic Theme – THE COUNCIL CORE uarter uarter uarter uarter Trend 1 2 3 4 Within 5% of Creditor payments made within 30 days 98% 97.6% 96.6% target Inclusion and representation Within 5% of Increase employee attendance to 96.5% 96.5% 95.7% 95.8% target Support the reduction of Gender Pay Gap to below 13% 13% This is an annual measure Within 5% of target nd Improve Stonewall index position to second quartile 2 quartile This is an annual measure Within 5% of target Digital Strategy On target Increase the number of residents signed up to the “Digital You” programme 4500 4,025 4,445 Corporate Governance (performance relates to cases closed within the quarter) Not on target Compliance with FOI (Freedom of Information) requests and EIR (Environmental Information 95% 75% 72% Requests) Not on target Compliance with Subject Access requests 95% 92% 79% Social impact We will work to increase the value of spend through our purchasing activity with local 60% This is an annual measure Within 5% of suppliers by 10% within three years target On target Enable the City Council to deliver a minimum of 100 quality apprenticeships 100 31 60 cumulativ e

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Appendix 1

Priority Progress Report

Quarter 2 Half-year 2019-20 (1 April – 30 September 2019)

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Strategic Theme 1 - PEOPLE

Tackling poverty and inequality Lead Member Statutory Deputy City Mayor Paula Boshell Lead Director Charlotte Ramsden

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20

• The Council’s Health Improvement Service worked with partners to establish a Holiday Hunger voucher scheme and invested £50k into the scheme to go directly to the purchase of food for vulnerable children. During an 8 week period there were just over 2,100 applications received, covering over 3,600 children. This equates to about 42% of all the children in Salford who are eligible for free school meals. • The "Healthy Holidays" scheme was launched in July 2019 and provided Salford school children with access to healthy hot food, and physical and enrichment activity in 5 primary schools, 4 secondary schools, 3 leisure centres and youth centres. • Derive is the development company owned by the Council that aims to increase the number of affordable homes in the city. The completion, handover and occupation of Derive’s first 16 affordable homes in Irwell Riverside has taken place. • Quarter 2 saw the start of a new pilot by the WRADAS (Welfare Rights and Debt Advice Service) whereby a specialist welfare rights worker now works in the Bridge supporting the screening of Children’s Services referrals for poverty issues which can be picked up and advice provided. • An awareness campaign aimed at maximising take-up of pension credit was launched in the Spring, where over 1000 conversations took place with individuals in a range of community venues. • Salford has been at the forefront of the work across Greater Manchester in response to (GM) Mayor’s “Bed every Night” initiative scheme, so much so, that Manchester and Wigan have visited Salford to see how the success has been achieved. Funding has been secured to offer this service for a second year and Salford has been awarded over £1m to cover these costs. • The Salford Strategic Homelessness Group (SSHG) continues to monitor delivery of the Homelessness Strategy 2018-2023 and action plan. Latest figures for April to June 2019 show the number of successful homelessness preventions increased from 3 to 30 compared with the previous quarter and the number of successful reliefs increased from 17 to 152. In addition, total homelessness presentations fell from 1,005 to 96 in the same period. • Salford’s Tackling Poverty Strategy is now in its third and final year of implementation. A report updating on progress was discussed at City Mayor’s Briefing on 14th October. Some of the key work that was discussed included: the city’s work to tackle school holiday hunger, the Council’s successful ‘Back on Track’ campaign that supports residents who are struggling to pay Council tax arrears and work to improve awareness and access to Salford’s various financial discretionary support schemes.

Planned activity in Quarters 3 and 4

• Salford Anti-poverty Taskforce, a collaboration between the Council and the University of Salford, is embarking on research to explore the impact of the roll-out of Universal Credit (UC) in Salford. The research will begin in October with a series of focus groups for workers in services that have been impacted by UC. The researchers will then go on to undertake interviews with claimants, to understand their experiences of the new benefits system. The study will help to shape Salford’s response to continued roll out of UC in the future. • The WRADAS have made a successful bid for funding to undertake work with Salford University to commence in Quarter 3 to understand how the community understand and access a range of credit including loan sharks. The findings will feed into the development of a specialist debt advice model – “The Salford Model”.

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Core performance Target Quarter 1 Quarter 2 Quarter 3 Quarter 4 Trend Target indicators 2019-20 2019-20 2019-20 2019-20 status Quantify the number and Tbc Over the past 5 years, due to a raft of changes to the N/a Within types of households at risk of social security system and an increase in insecure low 5% of eviction presenting to Welfare paid work, the Welfare Rights and Debt Advice Service target Rights and Debt Advice (WRADAS) has seen a rise in the number of people we are supporting who have priority debts, particularly rent Service and Council tax arrears. The service has traditionally recorded outcomes based on financial gains for residents and will continue to do this, however listening to our clients and the shifting landscape means we are adapting the way we deliver specialist advice and changing the type of outcomes we record and report on in order to reflect these trends including the scale of those presenting to us at risk of eviction and the success we have in preventing homelessness. From 1 December, to support this work, we are using a new specialist advice case recording system which will enable us to report on this indicator. In terms of the definition of "good", lower is not necessarily a measure of good as the more people we can support around income maximisation and specialist debt advice, the better outcome in terms of preventing evictions based on our experience of casework to date. Also, we are about to start a piece of work around the promotion of the service including a new round of welfare reform workshops for workers and volunteers in the city. This inevitably leads to an increase in referrals to our service which is a positive sign. Number of people moving into 76 Monitoring system being finalised, figures available in N/a Within settled accommodation - A 18-19 Quarter 3. 5% of Baseline Bed Every Night Scheme target Number of people moving into 54 Monitoring system being finalised, figures available in N/a Within settled accommodation - 18-19 Quarter 3. 5% of Baseline Rough sleeper initiative target

Core business plan actions – progress at end of Quarter 2 2019-20 Action & Quarter 2 Comments POV1920.01 Review of the Council tax reduction scheme to ensure support is targeted to those who most need it A comprehensive review of the Council Tax Reduction Scheme has now taken place by an in-house team with additional support provided by the University. A report detailing a number of alternative options for a revised scheme was discussed at Corporate Management Team on 20 August and City Issues on 9 September, with a final decision made at Cabinet on 24 September. POV1920.02 Co-ordinate a programme of free or low cost school holiday provision for the summer 2019 term to improve access to healthy food and enrichment activities for disadvantaged children in Salford The "Healthy Holidays" scheme was launched in July 2019 and provided Salford school children with access to healthy hot food, and physical and enrichment activity in 5 primary schools, 4 secondary schools, 3 leisure centres and youth centres. A grants scheme funded by Salford CCG (Clinical Commissioning Group) and administered by Salford CVS (Council for Voluntary Services) also providing funding for 8 community groups to provide provision in community venues. A full evaluation of the scheme is currently taking place. POV1920.03 Launch of a new food shopping voucher scheme for parents of children who receive free school meals or are in receipt of certain benefits to help towards the cost of food during the summer holidays The voucher scheme was launched in July 2019 using funding from Salford Assist and Booths Charities. Eligible households were provided with £30 grocery vouchers to use at Aldi to help them through the long summer break. In total there were 2,100 applications to the scheme, covering 3,667 children. This equates to around 42% of all the children in Salford who are eligible for free school meals. POV1920.04 Develop a more strategic approach to food crisis support that serves the whole of Salford 8

The Council continues to work closely with the Salford Food Share Network to explore ways of developing a more sustainable approach to tackling food poverty in the city. In addition to the £75k one-off investment in the network in 2017, the council has also used its influence and networks to facilitate an investment round table event with key stakeholders to help identify other sources of long term funding for the networks strategic plan. This took place in July and follow up work is currently taking place. A further event is planned for early 2020. POV1920.05 Development and delivery of a Salford Inclusive Economy Strategy that will aim to ensure the City's continued growth benefits all our communities The scope of the strategy has been broadened to include the Council's ambitions around insourcing and commercialisation. A multi-agency writing group has been set up to develop a final version of the strategy and priority actions by the end of the year. POV1920.06 Provide greater support to older people experiencing poverty including improving awareness and uptake of benefit entitlements An awareness campaign aimed at maximising take-up of pension credit was launched in the Spring, where over 1000 conversations took place with individuals in a range of community venues. Targeted engagement also took place with individuals in a range of community venues. Targeted engagement also took place with the Muslim and Jewish communities where uptake of Pension Credit is currently even lower than the Salford average. Awaiting details on whether the campaign has improved take-up of pension credit. POV1920.07 To reduce homelessness, establishment of a corporate Salford City Council Temporary Accommodation Service Work is underway with Bridge-It Housing to potentially provide Temporary Accommodation. The Salford Strategic Homelessness Group (SSHG) continues to monitor delivery of the Homelessness Strategy 2018-2023 and action plan. Latest figures for April to June 2019 show the number of successful homelessness preventions increased from 3 to 30 compared with the previous quarter and the number of successful reliefs increased from 17 to 152. In addition, total homelessness presentations fell from 1,005 to 96 in the same period.

9 Education and Skills Lead Member Deputy City Mayor, Councillor John Merry Lead Director Charlotte Ramsden

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20

• The percentage of good or outstanding early years settings in Salford has already exceeded the annual target set of 75%. As at the end of Quarter 2 95% of early years settings were good or outstanding. • The number of two year old children accessing two year old funding across the city is also currently performing ahead of target. The annual target set was 70% and Quarter 2 figures show performance at 71.5%. • Pupil Place Planning – Reception year demand for September 2019 has been met across all 12 primary planning areas. Year 7 demand for September 2019 has also been met across all 3 secondary planning areas. • The SEND (Special Educational Needs and Disabilities) has been published and action planning is now being monitored via the SEN Partnership Board. • The NEET (Not in Education, Employment or Training) Reduction Strategy was launched in early April and is now being embedded across the city partnership. Specific developments include a Post-16 Transition Policy for schools and closer working across some strategic partnerships such as Salford City College and Department for Work and Pensions. • In order to maximise the benefits for Salford Residents from the Greater Manchester Adult Education Budget (AEB), development sessions were held with the Salford Skills and Work Board in July and September. There will be 2 grant funded and 15 prime contractors delivering over 700 different courses in Salford over the current academic year. • A draft local employment and skills “offer” was developed in September 2019 and will be promoted from November 2019, linked to wider employment standards and social value work.

Planned activity in Quarters 3 and 4

• The Council’s draft Education Strategy has been approved by Lead Member and Executive Support Member for Education and formal consultation is currently taking place. • The first Salford Adult Education Board integration meeting will be held in early December 2019.

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Core performance indicators Target Quarter Quarter Quarter Quarter Trend Target 1 2 3 4 status 2019- 2019- 2019- 2019- 20 20 20 20 Percentage of good or outstanding schools 88% 81.6% 82.7% Not on target Percentage of good or outstanding early years 75% 95% 95% On

settings target Two year old children accessing Two Year Old 70% 75.7% 71.5% On

funding across the city target School ready aged 5 - Percentage of children 68% This is an annual measure N/a Within achieving good level of development in EYFSP 5% of (Early Years Foundation Stage Profile) target Meeting the expected standard in Reading, Writing 62% This is an annual measure N/a Within and Mathematics for Primary Level Key Stage 2 5% of (%) target Attainment 8 at Key Stage 4 44.5 This is an annual measure N/a Within 5% of target Percentage of young people 16 - 17 NEET (Not in 6.4% 7.9% 19% Not on Employment, Education and Training)/ Not Known target Combined

Core business plan actions – progress as at end of 2019-20 CS1920.01 Pupil Place planning - ensure sufficiency (enough school places are available) of childcare and school places - primary, secondary and special Primary Provision - Reception Year demand for September 2019 has been met across all 12 primary planning areas. Based on the current primary forecast data (excluding further growth from migration/new housing) and taking into consideration the capacity already in the system at present there are no plans to undertake any further large scale primary expansions. However due to the predicted growth for 2021 intake, it may be necessary to create some level of additional capacity across several planning areas. Initially this would be in the form of bulge classes. Some planning areas are also carrying more surplus capacity than others and as such these areas may be required to support adjoining planning areas. This will be dependent on distance and whether a reasonable alternative school place can be offered. Secondary Provision - Year 7 demand for September 2019 has been met across all 3 secondary planning areas. That said in order to allocate reasonable offers and ensure we are carrying a suitable level of surplus it has been necessary to create additional capacity (extra 108 places) via bulge classes across 4 schools. Revised forecast data is showing that there will be a need to create additional capacity to meet the year on year growth. The current physical capacity within the existing secondary school estate shows that we should be able to meet demand up until 2022-23 via the creation of bulge classes. This however will still require buy-in from the relevant Trusts. Planning options and solutions to meet demand in the longer term (post 2022) is underway, part of which includes the approach that has been made from a Free School provider to support predicted growth across school planning area 101 (Swinton, Little Hulton & Walkden). Specialist and Alternative Provision - Forecasting for special educational provision is more complicated than for mainstream schools. It is important that we know that all children and young people with SEND (Special Educational Needs and Disabilities) are attending the right provision at the right time and which is of good quality. A strong offer of enhanced resourced provision in mainstream schools meets a range of needs and which is an integral feature of a well-defined continuum of provision. The SEND Capital Fund has been utilised to increase the sufficiency of this offer by adding an additional place provision for children with autism, and place provision for children with social emotional and health needs and added significant capacity to the early years offer at special school. Salford has been successful in securing approval for a new special free school comprising 50 places for children and young people aged 11-16 with autism and social emotional/mental health needs. This will need to be monitored and managed in line with the Local Authority's strategy duty to provide enough school places.

CS1920.03 Development of an education strategy to enable best education outcomes for CYP (Children and Young People) and further implementation of our inclusion strategy for education 11 The draft education strategy has been approved by Lead Member and the Executive Support Member for Education. Formal consultation will take place this half term. CS1920.11 Develop the children’s workforce including social care and ensure professional development and training to support staff recruitment and retention. Awaiting update. CS1920.13 High quality SEND strategy implementation to maximise outcomes for CYP The SEN Strategy (2019-21) has been published. Action planning is being monitored via the SEN Partnership Board under the 4 key priorities. CS1920.14 Implementation and delivery of a NEET Reduction Strategy The NEET Reduction strategy was launched in early April 2019 and therefore is still in the process of being embedded across the city partnership. Resource to drive this is currently limited within the Skills & Work team but hope to have backfilled a role by Jan 2020. Specific developments include a Post-16 Transition Policy for schools is about to be launched, which is a key piece of work across two of the six aims within the strategy. There is also closer working across some strategic partnerships such as Salford City College and DWP(Department for Work and Pensions).

Strategic Risk Score - Score - Matrix Quarter 2 update Likelihood Impact SRRA01 2 3 Primary Provision - Reception Year demand for Increase in the September 2019 has been met across all 12 primary number of pupils planning areas. Based on the current primary forecast data attending (excluding further growth from migration/new housing) and schools in taking into consideration the capacity already in the system Salford at present there are no plans to undertake any further large scale primary expansions. However due to the predicted growth for 2021 intake, it may be necessary to create some level of additional capacity across a number of planning areas. Initially this would be in the form of bulge classes. Some planning areas are also carrying more surplus capacity than others and as such these areas may be required to support adjoining planning areas. This will be dependent on distance and whether a reasonable alternative school place can be offered. Secondary Provision - Year 7 demand for September 2019 has been met across all 3 secondary planning areas. That said in order to allocate reasonable offers and ensure we are carrying a suitable level of surplus it has been necessary to create additional capacity (extra 108 places) via bulge classes across 4 schools. Revised forecast data is showing that there will be a need to create additional capacity to meet the year on year growth. The current physical capacity within the existing secondary school estate shows that we should be able to meet demand up until 2022-23 via the creation of bulge classes. This however will still require buy-in from the relevant Trusts. Planning options and solutions to meet demand in the longer term (post 2022) is underway, part of which includes the approach that has been made from a Free School provider to support predicted growth across school planning area 101 (Swinton, Little Hulton & Walkden). Specialist and Alternative Provision - Forecasting for special educational provision is more complicated than for mainstream schools. It is important that we know that all children and young people with SEND (Special Educational Needs and Disabilities) are attending the right provision at the right time and which is of good quality. A strong offer of enhanced resourced provision in mainstream schools meets

12 Strategic Risk Score - Score - Matrix Quarter 2 update Likelihood Impact a range of needs and which is an integral feature of a well- defined continuum of provision. The SEND Capital Fund has been utilised to increase the sufficiency of this offer by adding an additional place provision for children with autism, and place provision for children with social emotional and health needs and added significant capacity to the early years offer at special school. Salford has been successful in securing approval for a new special free school comprising 50 places for children and young people aged 11-16 with autism and social emotional/mental health needs. This will need to be monitored and managed in line with the Local Authority's strategy duty to provide enough school places. SRRA01a 2 3 There are serious risks and potential consequences when Permanent there is a lack of accurate statistical data such as:- statistical data • Not having enough capacity to meet demand/and or analysis to over supplying - this can have significant financial support the implications both on revenue and capital spend. statutory pupil • Reacting in timely manner to manage the risk and place planning create and plan for the correct school capacity. function • Not meeting DfE (Department for Education) requirements and deadlines - this could lead to potential reputational damage, poor annual scoring and lack of confidence in our methodology. • Risk of not attracting the correct future funding and Basic Needs budgets - this allocation is driven directly by our statistical annual return and methodology. • Lack of financial management in supporting schools through the PPP (Pupil Place Planning) process via School Forum - risk around staffing levels at school i.e. over supply that may need to continue due to notice period for redundancy and under supply by not having time to recruit. • Lack of support and notice given to Schools (February timeframe) for them to positively react to staffing changes required. • Not being compliant around staff pupil ratio and class size legislation.

13 Health and Social Care Lead Member Councillor Gina Reynolds Lead Director Charlotte Ramsden/Peter Brambleby

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20

• The Looked after Children rate per 10,000 in Salford has improved. The figure has reduced from 102.5 in Quarter 1 to 101.8 in Quarter 2. The target range set for 2019-20 is between 95 and 100. • Route 29 is now being implemented in Salford to young people aged 12-17 years who are on the edge of care, edging towards care or looked after. A similar programme has been very successful in North Yorkshire and gives young people and social workers the opportunity to work together in a better way to help reduce the numbers of children entering the care system. Linked closely with Route 29 is Achieving Change Together (ACT) which is a strengths, relationship and evidence based model for working with young people at risk of exploitation, who are at risk of entry into care, placement, breakdown or exploitation of care. • The Emotionally Friendly Schools programme is being implemented across the City and work is underway as part of work across Greater Manchester to develop standards which schools can assess themselves against. • Performance on Child and Adolescent Mental Health Service wait times for treatment has exceeded target. In 96% of cases, actual CYP (Children and Young People) referrals to 1st contact/appointment is within 12 weeks. The GM target for 2021 is 95%. • As at the end of Quarter 2, the Council’s Schools Brushing Programme is exceeding the annual target set. The annual target set is 70% for both children in nursery and reception with actual performance being 72.3%. Health Visitors are also distributing toothbrushes and fluoride paste at age 1 and age 2. Several dental practices across the city have also signed up to the Baby Teeth do Matter programme. • Permanent admissions to residential and nursing care for people aged 65+ have improved, with the figure reducing from 209 in Quarter 1 to 206 in Quarter 2. • The percentage of care homes rated by the Care Quality Commission as Requires Improvement or Inadequate has shown improved performance, reducing from 19.5% at the end of last year to 17% at the end of Quarter 2. • For Older People’s day on 1 October, an Age Friendly Cities (AFC) event was held at Salford Museum and Art Gallery, with over 80 older people attending. Salford attended the UK AFC network meeting in quarter 2. The Active Ageing project is progressing with all activities agreed to support Older People to be more active. • Performance has improved on Women’s Smoking Status at Time of Delivery (SATOD). In the first half of the year figures have reduced from 11.8% to 10.1%, almost achieving the annual target set of 10%. • Salford continues to be the best in Greater Manchester in terms of completion of drug and alcohol treatment. Completion of alcohol treatment in Salford for Quarter 1 (the latest figures available) was 45%, the GM (Greater Manchester) average is 37%. The treatment for opiate and non-opiate use in Salford was 10.8% and 51% respectively. The GM averages are 5.6% and 35% respectively.

Planned activity in Quarters 3 and 4

• Work to implement the Greater Manchester Alcohol and Drug Strategy including service provision is underway with phase one due to be completed by March 2020. • Drug and Alcohol outcomes discussed at Community Safety Partnership and congratulations were given that Salford outcomes improving at 3 times the rate than other GM authorities. • A Neglect Summit is taking place on 29 October to consult with professionals and help to seek views to shape the Council’s Neglect Strategy. • Salford All Age Carers Strategy 2019-2024 will be presented at Health and Care Board for approval on 13 November.

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Core performance indicators Target Q1 Q2 Q3 Q4 Trend Target 2019- 2019- 2019- 2019- status 20 20 20 20 Children on Child Protection Plans rate per 59.0 94.9 101.3 Not on 10,000 target Children in need rate per 10,000 400.0 432.8 443.0 Not on target Looked After Children rate per 10,000 97 102.5 101.8 Within 5% of target Child and Adolescent mental Health Service 95% 97% 96% On wait times for treatment: Referral to Treatment target Actual – CYP referrals to 1st contact/appointment within 12 weeks (%) Child and Adolescent mental Health Service 98% 96% 94% Within wait times for treatment: Referral to Treatment 5% of Actual – CYP referrals to 2nd target contact/appointment within 18 weeks (%) Oral Health: Schools Brushing Programme- 70% 73.6% 72.3% On

Brushing in Nursery target Oral Health: Schools Brushing Programme- 70% 73.6% 72.3% On

Brushing in Reception target Proportion of People using Social Care who 75% 73.7% 73.2% Within receive self-directed support either through a 5% of direct payment, a personal budget or other target means, for client Proportion of People using social care who 15% 10.7% 11% Not on receive self-directed support through a direct target payment, for client Proportion of adults with a learning disability in 6.0% 4.4% 4.4% Not on paid employment (%) target Proportion of adults in contact with secondary 10.0 8.1% 8.2% Not on mental health services in paid employment (%) % target Proportion of older people 65 and over still at 86% 85.9% 84.6% Within home 91 days after discharge into 5% of rehabilitation target

Delayed Transfers of care from hospital – 4% 6.2% 5.6% Not on average daily bed delays per head of 18+ target population (SRFT) attributable to adult social care – bed days per 100,000 pop Permanent admissions to residential and 825.2 209 415 On nursing care aged 65+ cumul target ative Percentage of Care Homes rated by Care 20% 17% On Quality Commission as Requires Improvement target or Inadequate Number of completed carers assessments 3,700 768 1,669 Within 5% of target Percentage of service users who receive 85% 79.4% 80.4% Within services within 28 days following completion of 5% of their care/support plan target Percentage of service users involved in a 85% 84% 83% Within safeguarding investigation who were asked to 5% of provide their preferred outcomes target Women’s Smoking Status at Time of Delivery 10% 11.8% 10.1% On

(SATOD) target Percentage of smokers who set a quit date with 45% 39.4% Q2 Not on stop smoking services and achieve a 4 week data target quit not yet availa ble

15 Core performance indicators Target Q1 Q2 Q3 Q4 Trend Target 2019- 2019- 2019- 2019- status 20 20 20 20 Decrease alcohol related harm – Alcohol 922.1 This is an annual measure N/a Within related hospital admissions per 100,000 5% of (Narrow) target Completion of alcohol treatment 46% 45% Within New Within 5% of measur 5% of target e this target year Completion of drug treatment for opiate use 7.2% 10.8% On target Completion of drug treatment for non-opiate 45% 51% On use target Reduce number of young people who are 85% This is an annual measure N/a Within overweight – National Child Measurement 5% of Programme prevalence of obese children in target Reception Reduce number of young people who are 85% This is an annual measure N/a Within overweight – National Child Measurement 5% of Programme prevalence of obese children in target Year 6 Percentage of adults (aged 18+) classified as This is an annual measure N/a Within overweight or obese 66.2 5% of % target Reduce the rate of young people being 109 29 26 On

admitted to hospital with self-harm-Total 2018- target 19 baseli ne Reduce the rate of young people being 30 7 7 Within

admitted to hospital with self-harm-Young 2018- 5% of males admitted 19 target baseli ne Reduce the rate of young people being 79 22 19 On admitted to hospital with self-harm-Young 2018- target females 19 baseli ne

Core business plan actions – progress as at end of Quarter 2 2019-20 CS1920.17 Needs assessment and development, implementation of updated neglect strategy The needs assessment has been completed and a neglect summit is taking place on 29 October to engage professionals and help to seek views to shape the strategy. An implementation plan will be formed based on the strategy. CS1920.18 Further development of our placement sufficiency strategy linked to No Wrong Door model Route 29 is being implemented in Salford to young people aged 12-17 years who are on the edge of care, edging towards care or looked after. Based on the evidenced North Yorkshire model of No Wrong Door, the offer to families and young people in crisis will be strengthened. The shift from accommodation, as a response to a family breakdown, to a practice of family wealth with increased outreach and intervention services will reduce the number of emergency same day placement requests. The Route 29 hub will increase residential bed capacity with an additional 4 short to medium term beds and an additional 2 emergency beds. Young people, families and staff will be supported by a flexible and responsive specialist team including police, foster carers, outreach, clinical psychologist, speech and language and educational psychologist. The wider model will include alternative options to accommodation such as supported lodgings and increased supported and independent living accommodation. As Route 29 impacts there will be a reduction in the number of commissioned placements for looked after children. Linked closely with Route 29 is Achieving Change Together (ACT). Act is a strengths, relationship and evidence based model for working with young people at risk of exploitation, who are also at risk of entry into care, placement, breakdown or escalation of care. Key developments are:-

16 • The 2 staff required are recruited and in post. • Delivery of interventions has started - 10 cases are open. • 5 LAC (Looked After Children), all very complex and the team are concentrating on trying to reduce some areas of concern such as MFH, D&A use, MH and well-being and risk of exploitation. • 2 at home who would have ended up LAC with ACT and they are both doing really well in all areas. • 2 more at home but with new cases and very much edge of care but we are right at the beginning with these two so hopefully we can achieve placement stability at home. • 1 leaving secure placement. IC1920.032 Review the employment pathway and pilot approaches for people with serious mental health problems and ensure alignment to the NHS Long Term plan / 5YFV regarding Individual Placement Support and the wider GM employment developments. Green Care specification is approved. The tender process (led by SRFT) has been delayed and the service is operating with the existing provider at present. The pilot approach through Start Forward has been reviewed and the decision was taken to re-align the resource with the Living Well programme to develop a more holistic offer, with the recognition of employment requirements. This is being co-designed via the living well process and will be tested as part of the Living Well Multi-Disciplinary Team (MDT) prototyping. Early Intervention Team staffing (including Individual Placement Support) is now starting to come on line to support people through the IPS pathway). IC1920.033 Monitor IAPT (Improving Access to Psychological Therapies) capacity and pathway to meet the increased access rate and waiting times, following the investment in step 3. Paper planned for October SFG to request release of Phase 2 investment. Review of SPA / flow of people through the IAPT system to be started imminently to inform future decision making. IC1920.040 Oversee the Living Well process to develop a co-designed service transformation test, focusing in one Neighbourhood Co-produced model in place - this is currently being finalised through the Collaborative / Design team process. The practical considerations for mobilisation are being progressed and will support the prototyping phase which is due to commence 31 October 2019. Plans are progressing to support the evaluation processes throughout the programme. VCSE grants have been aligned to Living Well and 3 small neighbourhood grants have been awarded. Larger grants relating to Peer Support and Coaching are expected to be awarded week ending 11th October. IC1920.046 Develop diagnostic and post diagnostic services for ASD (Autistic Spectrum Disorder) in line with national policy and standards Still awaiting a business case from GMMH (Greater Manchester Mental Health) regarding the Autism service. IC1920.052 Develop an all age Autism strategy for Salford. Not progressed. IC1920.063 Develop and implement cancer early detection and prevention programme The joint CCG (Clinical Commissioning Group) and SCC (Salford City Council) cancer early detection and prevention plan was revised. Part of this is the implementation plan for the Lung Health Check Service. The aim is to have the service in place by Q2 to commence delivery. The service will include an enhanced smoking cessation service commissioned by Public Health. IC1920.077 Develop new Salford Carers Strategy informed by a carers needs assessment in line with national and GM strategic objectives The strategy went through governance in September/October 2019. Some recommendations were made by the Health and Commissioning board that are currently being implemented and the strategy is due to go back to the board in November 2019. An engagement model is being worked up by the CCG Engagement team to support the implementation of the strategy that will be overseen by the steering group. IC1920.079

17 Define scope for needs assessment to support development and publication of a new Market Position Statement for Salford A series of scoping/development meetings and a staff engagement session has taken place. Through Q3 a provider engagement session will take place. IC1920.112 Set out Salford’s strategic approach in establishing new models of Extra Care service to meet our strategic objectives around reducing reliance on care home provision and improving quality and outcomes A draft service specification for a new service model will be taken through Governance approval in Q4. Commissioners have agreed with SCO (Salford Care Organisation) that a revised costing model will now be developed. There are a number of pipeline new Extra Care schemes being taken forward as per the Extra Care Strategy paper. These will be taken through Governance approval. IC1920.204 Work in partnership with Salford City Council to develop an integrated approach to quality assurance for children's services, including public health Consistent approach agreed. New safeguarding arrangements include integrated approach to performance monitoring. IC1920.245 Emotional Health and Wellbeing (EHWB) including Implementation of the Child and Adolescent Mental Health Service (CAMHS) Transformation plan. Implement agreed recommendations and monitoring and review arrangements following the Emotional Health and Wellbeing (EHWB) test case Planning has already started on CAMHS Transformation refresh due March 2020. The Thrive Delivery Plan and Dashboard is currently being updated to Q2 2019-20. A first assurance report was made on our Thrive (CYP MH) Transformation programme via newly established integrated CCG/Council governance ‘Service and Finance Group’ and Children’s Commissioning Committee, which provided a detailed summary of our performance against National KPIs and local service activity, as well as progress against our priorities and evaluation of services/projects and pilots. Good progress has been made to date this year. Of note: All CAMHS Transformation funded (non-recurrent) services have been evaluated or are planned for evaluations this year and are scheduled to go to service and finance group in December via a single report / business case for re-current funding. New and revised services specifications are in the process of being developed for all services that we plan to sustain beyond March 2020. Targeted CAMHS service specifications has been updated and approved for LAC, YJS and Emerge and are the first three Salford addendums to the GM CAMHS Specification. Salford achieved 45.1% against a 2021 Access target of 35%, with the forecast outturn for 2019/20 in excess of 50% against the 2019-20 target of 34%. We continue to be held up as a model of good practice in GM for our Eating Disorder service and this has informed a GM peer review and development of a DRAFT set of GM standards and GM model specification which are currently out for consultation. We are awaiting Q2 performance data but in Q1, we achieved 100% (1/1) urgent cases seen within 1 week, and 80% (4/5) routine cases seen within 4 weeks. We consistently exceed targets on both KPIs, though numbers are relatively low and one case missing the waiting time standard as in Q1 can therefore significantly skew the performance. Waiting times for CAMHS have continued to come down and average 4-5 weeks to first appointment and 10-11 to second. There is now a focus on reducing the waits to 3rd appointment thought these tend to be skewed by LD/Neurodevelopment cases (see below)

Integrated community response service – Manchester and Salford CCGs have agreed to re-commission based on evaluation by Anna Freud Centre and are in the process of developing a revised specification and business cases for re-current funding from April 2020. In Salford, future delivery will be integrated with neighbourhood based Early Help Hubs which proved to be highly effective in the pilot based in Broughton Hub.

The CAMHS School Link programme (now in phase 3) had been evaluated and will inform the business case for recurrent funding post March 2020. It is envisaged that this will include further integration with our Emotionally Friendly Schools (EFS) Programme. 66 schools are now accessing CAMHS school offer, including 17 OJC schools. Significant consultation and liaison is also being provided to schools to support their work with children and young people.

18 CAMHS LD - A proposal for recurrent increased funding to the CAMHS LD service was agreed via the Thrive Project group, and subject to approval via SFG in December will continue in 2020. A business case and revised service specification has been drafted. This investment is providing additional capacity to reduce waits within the LD service and improved pathway for neurodevelopment referrals. This service is part of a multi-agency Neurodevelopment working group that is developing an integrated pathway with Community Pediatrics which now plans to commence in Jan 2020.

Young people's LGBT working group – reported on progress to October Thrive Partnership and proposed priorities for action plan going forward. The big lottery bid to scale up support for LGBT young people in Salford was unsuccessful but the group are working up a revised bid. This would be to provide ongoing training and support for schools/services, ensure improved understanding of needs and improved access to services.

All-age Liaison (RAID) - met with Bolton CCG lead to plan joint service evaluation. Report to be requested form GMMH and review meeting in sept 2019. SFG business case planned Nov/Dec.

EHWB Training Plan – evaluation / of year 2 is complete and report on future needs/sustainability is in development.

Counselling in schools – 18 schools were awarded grant funding. Final monitoring reports are awaited from schools. Emotionally Friendly Schools (Settings) EFS – There are 97 schools in Salford and 66 have completed the EFT process, which is 85%. 17 are currently going through process. The accreditation process is being revised as it currently results in a large workload for the schools. 8 schools have completed their accreditation, 7 achieved bronze and 1 achieved silver. 7 schools have registered to go through the accreditation process. There are 8 schools from outside of Salford that are working on the programme. Work is ongoing to develop the programme for post 16 and early years. The post 16 programme is complete and due to go to design and print. The early years programme text is due at the end of October. Work to be done includes looking at the evaluation and the impact of EFS and also to developing the programme as a product to sell to make it self-funding. EHWB Data Dashboard – A full year dashboard report 2018-19 was presented to the August Thrive Partnership meeting. A Q1&2 combined report is due in December 2019. IC1920.248 Develop and implement a strengths based practice model for Salford Children’s Services, exploring the use of “Signs of Safety” and Family Group Conferences. Work continues to be implemented across the city not just in Children’s Services. IC1920.250 Embed and further develop an integrated locality model to ensure families, children and young people (0- 25 yrs) are offered early help which is timely and empowers families to take control of their lives Family Partnership Model is now being delivered to the Youth Service. The new Early Help process from the point of referral to case closure went live from the 1st October 2019. The process now embeds the Family Partnership Model and aligns to the Early Help Assessment. The case management system has been reviewed and amended to ensure recording is consistent and aligns to the new process and allows for effective performance monitoring. IC1920.259 Start Well - Evaluate and embed agreed recommendations of the Start Well programme Handover of programme to Public Health planned. All leads whose funding ends in March 21 are aware of the evaluation requirements. IC1920.262 Develop a whole system approach to reduce smoking prevalence in Salford The staff member who is leading this work is now leaving the authority. There will be delays on completion of this work. Draft plan in place and new member of staff to start January 6th. IC1920.264 Develop and implement a whole systems, asset based approach to tackling Domestic Abuse within the city Good progress has and is taking place. A strategic report has been shared at the Community Safety Partnership, SSCP and 0-25 Board. This has agreed next steps to developing our whole system approach to DA. A 12 month provision plan is in place and the CCG Best Value work will support this. GMCA (Greater Manchester Combined Authority) are supporting the evaluation of impact. IC1920.265 19 Implement the GM Alcohol and Drug Strategy including service provision This work has commenced and is ongoing with phase one due to be completed by March 2020. IC1920.270 Develop a system wide approach to social prescribing in Salford The system wide Salford Social Prescribing approach launched in November 2018 and referrals are continuing to increase. Discussion continues to take place regarding Social Prescribing beyond the end of the Transformation funding and a business case will be written during the next 6 months. IC1920.278 Implementation and monitoring of the GM BabyClear and incentive scheme for stop smoking in pregnancy across midwifery providers Phase 3 role out is now complete and all GM maternity providers are delivering Baby Clear. Salford has the highest referral and quit rate in GM. The Salford model has been highlighted at GM as gold standard and is being used to model the GM proposal for post pilot. IC1920.279 Development and implementation of the all age obesity action plan No further progress to report. IC1920.295 Develop a strategy to support emotional resilience in school aged children Development work has commenced on a pathway linked to the Trauma Informed Response work and Domestic Abuse elements of the Best Value work. Emotionally Friendly Schools is being implemented across the City, work is underway as part of the GM work to develop standards which schools can assess themselves against. TP.10 Develop the Emotionally Friendly Schools / Settings offer and implement in as many settings as possible All modules within the Emotionally Friendly Schools offer are running to schedule with the exception of our Early Years Module which is running about 6 weeks behind due to the scale of the rewrite that has been required. Seven schools are now bronze accredited, and one school silver accredited as Emotionally Friendly Schools.

Strategic Risk Score - Score - Matrix Quarter 2 update Likelihood Impact SRRB01 2 4 Significant work has been undertaken over the last 12 The Council will months in relation to Neglect within the City, this continue to improve culminated in a Neglect Summit on 29 October attended the safety of by over 70 professionals from across the partnership. The children and young Neglect Strategy will be launched in the next few weeks people which will include specific tools to support professionals working directly with children and families in order to identify neglect at the earliest opportunity. Weekly performance reports are being developed to enable closer monitoring and scrutiny of the work being delivered to children and families in order to continue to drive improvement across the service.

20 Strategic Theme (PEOPLE) – Exception Reports

Area where performance is not on target:

1a. Percentage of good or outstanding schools

Lead Director: Charlotte Ramsden Lead Officer: Cathy Starbuck

Details

This performance measure is included in the Council’s 2019-20 Core Performance Indicator Set. Performance is as follows:

Target Actual Quarter 1 2017-18 88% 86.7% Quarter 2 2017-18 88% 87.8% Quarter 3 2017-18 88% 87.8% Quarter 4 2017-18 88% 87.8% Quarter 1 2018-19 88% 85.7% Quarter 2 2018-19 88% 83.7% Quarter 3 2018-19 88% 81.6% Quarter 4 2018-19 88% 81.6% Quarter 1 2019-20 88% 81.6% Quarter 2 2019-20 88% 82.7%

This percentage has declined recently having held constant in 17-18. This is a cause for concern There has been a slight increase this quarter.

The current Ofsted framework is driven by data and the new Ofsted framework, due to be introduced in September 19, will give much more recognition to pupil progress and the curriculum offer for all young people who attend school.

There are also some schools judged as inadequate who, if there were to be inspected now, would be judged as good. Due to the inspection cycle for schools who have been academised, these inspections will not take place for a set period of time.

Issues for consideration/How can we improve performance?

• Provision of targeted support so schools improve rapidly to good.

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

21 Area where performance is not on target/getting worse:

1b. Percentage of young people 16-17 NEET/NOT KNOWN Combined

Lead Director: Charlotte Ramsden Lead Officer: Cathy Starbuck

Details

This performance measure is included in the Council’s 2019-20 Core Performance Indicator Set. Performance as at quarter 2 2019-20 is as follows:

Target Actual Quarter 3 2017-18 6% 8.1% Quarter 4 2017-18 6% 8.1% Quarter 1 2018-19 6.4% 8.1% Quarter 2 2018-19 6.4% 16.4% Quarter 3 2018-19 6.4% 7.8% Quarter 4 2018-19 6.4% 7.3% Quarter 1 2019-20 6.4% 7.9% Quarter 2 2019-20 6.4% 19%

The NEET Reduction strategy was launched in early April 2019 and therefore is still in the process of being embedded across the city partnership. Resource to drive this is currently limited within the Skills & Work team but hope to have backfilled a role by January 2020. Specific developments include a Post-16 Transition Policy for schools which was launched in October 2019. This is a key piece of work across two of the six aims within the strategy surrounding schools and preventative work. There is also closer working across some strategic partnerships such as Salford City College and DWP. Please note that since April 2019 Connexions suffered a further reduction to their contract of £130k.

The combined NEET/Not Known figure at the end of Quarter 1 (average April - June 2019) was 7.9%, which is an improvement on the previous year’s performance, and above the annual target of 6.4%. At the end of Quarter 2 (average July - Sept 2019) this was 19%, however it should be noted that during this quarter the Not Known figures significantly skew the data as all academic destinations lapse during the month of August each year. This is highly likely to come back in line during the next quarter. The Q2 figure is made up of 5.8% NEET and 13.2% Not Known, the NEET in Q1 was 6% so a slight improvement during Q2. Actual NEET for the month of Sept 2019 was 4.3% which is below the target of 4.8% and also an improvement on last year at 4.4%, indicating further improvements.

The annual target of 6.4% should be seen as a collective target across partners in the City and has been at the heart of the discussions with partners through the NEET Reduction Strategy, however impact is yet to be seen as the action plan is still being implemented and embedded.

Young people who join the NEET cohort continue to come from a mixture of full time education or employment with no training destinations. This is an average of 51 new young people in any one month who join the ‘NEET’ cohort. On further analysis we can see that approx. 35% of the overall NEET cohort (approx. 200 per month) are flagged as ‘red’ meaning they are far away from engaging in EET provision. Mental health concerns are raised as a key factor in their vulnerability to NEET.

Contributors to this slightly stronger performance appear to be a well-planned and co-ordinated approach by providers to ensure the appropriate support and provision is in place. The Alternative Provision Innovation Fund (APIF) project worked with some of the long term NEET cohort as part of Build Salford traineeship programme, however although many moved into Education, Employment or Training (EET) initially after completing the programme, some did not retain their destinations and are now back into the

22 NEET cohort. This perhaps demonstrates the need for further work on preventative support before and at the end of Yr 11 to prevent young people becoming entrenched NEET or having multiple instances of becoming NEET. On a more positive side the APIF has supported some of the 2019 Yr 11 leaver cohort (20 young people who were accessing AP during Yr 11) into EET destinations, currently at 95% positive participation since Sept 2019. They continue to be supported by a transition mentor as part of this project.

We are hoping to work closely with the Princes Trust Future Workforce Fund which is looking at enhancing the support offer for the NEET cohort by addressing gaps in support. They are in discussions with our YJS and Next Step team to support vulnerable NEET and at risk of NEET young people, with delivery to start from Jan 2020.

We are also utilising the two year ESF funded contract which works with 15-18 year olds (and 19-24 yr olds on a separate contract) who are at risk of NEET or NEET. Salford is currently one of the best performing areas for sign ups in GM, although this is still early in the implementation phase, so impact will be monitored.

We have recently launched a Post-16 Transition policy which gives guidance to secondary schools to support Yr 11 leavers following Key Stage 4 into post-16. This gives focus on early identification, meaningful interventions, information sharing and ongoing support.

Issues for consideration/Can we improve performance?

• The Skills and Work Team launched the NEET Reduction Strategy in April with the support of the wider partners across the City. We are positive this will support new ways of working and supporting the NEET Cohort and work towards a more preventative strategy over the next few years. The issue of appropriate resourcing internally and externally to deliver on it still needs addressing. Backfilling some unfilled posts within the Skills & Work team would help support this work with partners which is due by end January 2020. • We have taken the strategy through Cabinet and would now like to take this to City leaders to seek the support of all key stakeholders across the city to ensure a collaborative approach. • The preventative work with schools is gaining momentum through the new Post-16 Transition Policy which was launched in October 2019, but clear concerns are raised about their capacity to drive through on the strategy aims and subsequent action plan. Therefore any relevant funding to source capacity on the ground as a NEET Reduction Team in each school (or an external team to support all schools) should be considered as this could have strong benefits. • The Alternative Provision Innovation Fund project has highlighted key areas of best practice, however as this project comes to an end in August 2020 we need to consider legacy and sustainability options, in particular the Transition Mentor role is crucial to support these vulnerable young people as they move from pre-16 to post-16 education, employment and training. Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

23 Area where performance is not on target:

1c. Children on Child Protection Plans (CPP) rate per 10,000

Lead Director: Charlotte Ramsden Lead Officer: Tim Littlemore

Details

This performance measure is included in the council’s 2019-20 Core Performance Indicator Set. Performance is as follows:

Target Actual Quarter 1 2018/19 Maintain between 54.7 to 63.6 as green 62.2 Quarter 2 2018/19 Maintain between 54.7 to 63.6 as green 68.6 Quarter 3 2018/19 Maintain between 54.7 to 63.6 as green 75.8 Quarter 4 2018/19 Maintain between 54.7 to 63.6 as green 87.9 Quarter 1 2019/20 Maintain between 54.7 to 63.6 as green 94.9 Quarter 2 2019/20 Maintain between 54.7 to 63.6 as green 101.3

Following a significant decrease during 2017/18, when Salford’s rate of Child Protection (CP) plans dropped below that of the Statistical Neighbour (S/N) group both the number and rate have increased from the 2017/18 year end figure of 347 (62.3 per 10K) to 418 (75.1 per 10K) as at 31/01/2019, a 20.5% increase.

Rate of CP Plans per 10K population 13/14 14/15 15/16 16/17 17/18 31/01/2019 Salford 53.4 67.3 89.7 77.3 62.3 75.1 North West 50.8 49.9 55.2 54.1 53.7 N/A S/N 57.5 63 58.9 62.9 69 N/A England 42.1 42.9 43.1 43.3 45.3 N/A

During the current year to date we have seen a significant decrease in the number of CP Plans ending (26% decrease) against a much smaller rise in the number of plans which have started, compared to the same period last year (April – January). This has led not only to the rise in overall number but also a change in the length of time children are on a plan in Salford. Learning from case reviews and audits has focused practitioners to recognise “disguised compliance” of service users and highlighted the need to ensure decisions to remove children from child protection plans is evidence based. This practice has contributed to the increased time children are placed on plans. Social Work managers have also scrutinised decisions where children have removed from plans at the first review (3 months) to ensure the decision is sound and that sufficient time has lapsed to evidence sustained change. Cases which have a subsequent initial CP plan after having been removed from a plan are also scrutinised in a multi-agency reflective session.

As a consequence, for current plans we have seen an increase in the percentage which are open for between 6 months and a year from 20.5% in 2017/18 to 34.4% currently and a decrease in the percentage of plans open for 6 months or less. Length of plan Length of CP Plan Length of plan 17/18 current 3 months or less 30.6% 26.6% More than 3 but less than or equal to 6 30.3% 24.0% More than 6 months but less than 1 year 20.5% 34.4% 1 year but less than 2 years 16.1% 12.4% 2 years and over 0.9% 2.6%

24 We have also seen a decrease in the percentage of plans where the CP concerns were resolved at the first review stage during the current year to date compared with the previous two which again suggests that CP Plans are remaining open for longer during the current year.

CP Plan First review outcome CP Concerns remain CP Concerns resolved 2016/17 89.5% 10.5% 2017/18 89.4% 10.6% 2018/19 95.5% 3.7%

Total 91.4% 8.4% Issues for consideration/How can we improve performance?

Children’s Services are confident that there is sufficient scrutiny and management oversight to ensure correct decisions are made for children subject to CP plans. As the rate of CP plans and Initial Case Conferences has continued to rise in Q2 2019/20 additional work is being undertaken with Children’s Social Care and the Safeguarding and Quality Assurance Unit to explore this in greater depth and to examine if appropriate work is carried out at an Early Help level and at Child in Need before cases are escalated to child protection. Multi agency Complex case reviews are undertaken for those cases which are subject to CP plans for over a year. In the new year the Safeguarding and Quality Assurance Unit will be undertaking a thematic audit of decisions made to request Initial conferences and subsequent decisions at conference to place children on child protection plans. This will identify if our thresholds for plans are appropriate or we need to support more families at Early Help or at a Child in Need Level.

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

25 Area where performance is not on target/getting worse:

1d. Children in Need rate per 10,000

Lead Director: Charlotte Ramsden Lead Officer: Tim Littlemore

Details

This performance measure is included in the council’s 2019-20 Core Performance Indicator Set. Performance is as follows:

Target Actual (a lower figure is better) Quarter 1 2018/19 410.0 423.3 Quarter 2 2018/19 410.0 410.6 Quarter 3 2018/19 410.0 423.8 Quarter 4 2018/19 410.0 418.8 Quarter 1 2019/20 400.0 432.8 Quarter 2 2019/20 400.0 443.0

Issues for consideration/Can we improve performance?

The overall number of referrals and assessments decreased during 18/19 compared to the previous year so this will account for some of the decrease in CIN rate. The rate remains higher than NW & England however lower than stat neighbours. The percentage of referrals at the Bridge leading to assessments have increased in Q1 and Q2 for 2019/20. ICPC and CP Plans starting have also both increased. This suggests that we have experienced an increase in more complex cases which require intervention. A strategy to reduce caseloads and to timely close or step cases down to early help, where it is safe to do so has been introduced. This includes scrutiny of cases by Senior Managers which have been open to Social Workers at a Child in Need level for over a year. Work has also been undertaken at the Bridge to embed asset based approaches (signs of safety) which is intended to help us work more effectively with partner agencies and to manage demand. In the new year it is planned to introduce fortnightly multi agency Contact Challenge meetings to scrutinise referrals to the Bridge and assure ourselves that correct thresholds are appropriate.

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

26

Area where performance is not on target/getting worse:

1e. Proportion of people using social care who receive self-directed support through a direct payment for client

Lead Director: Charlotte Ramsden Lead Officer: Paul Walsh

Details

This performance measure is included in the Council’s 2019-20 Core Performance Indicator Set.

2019-20 target set – 15%

Actual Performance

2019-20 – Quarter 2 – 11% 2019-20 – Quarter 1 – 10.7%

The delivery of a new approach to Direct Payments (DPs) for Adult Social Care in Salford has been agreed as a strategic priority across ASC Strategic Commissioning and Salford Care Organisation for 2019-20.

An initial examination of the approach/policy for the delivery of DPs indicated there were a range of complex financial, cultural, policy, social work practice and service delivery/provider factors that are effecting the use of DPs as set out in the Care Act.

It has also been acknowledged by SCO that a number of measures introduced through 2018-19 and into 2019-20 to make the necessary improvements to DP performance haven’t delivered the planned improvements.

It has therefore been concluded that the development of the work associated with improving performance on the use of DP would become part of the Strengths Based programme that is seeking to address and change a number of fundamental aspects of the Social Work system across Salford.

Strategic Commissioners and SCO will continue to work to make improvement to the use of DP in 2019-20 through a number of measures that include having an improved challenge process to the application of DP, through additional training for staff, through changes to policy and through team measurement. It is anticipated that these factors will start to address the challenge of increasing the use of DP. It is also recognised that the process to make the systematic chances will take longer than originally planned and therefore the changes and subsequent improvements will be carried into 2020- 21.

Issues for consideration/Can we improve performance?

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

27

Area where performance is not on target/getting worse:

1f. Proportion of adults with a learning disability in paid employment

Lead Director: Charlotte Ramsden Lead Officer: Kerry Thornley

Details

This performance measure is included in the Council’s 2019-20 Core Performance Indicator Set.

2019-20 target set – 6%

Actual Performance

2019-20-quarter 1- 4.4%, Quarter 2 – 4.4% 2018-19 – Quarter 1 – 4.6%, Quarter 2 – 4.7%, Quarter 3 – 4.6%, Quarter 4 – 4.6%

This is an increased target as a result of the Greater Manchester Adult Social Care Transformation workstream, which has instigated an increased target of 7% of people with LD (Learning Disabilities) in employment by 2021. Salford have self-imposed a stretched target of 5% for 2018-19, which is a significant increase on last year. This target will increase to 6% in 2019-20, and to 7% by 2021.

Nationally 6% of people with LD are in employment, and for the North West this figure decreases to 4.3%. The 4.6% achieved in 2018/19 is an increase on the previous year. Whilst the stretched target of 5% was not met, this was only marginally, by 0.4%. Unfortunately, this has slightly decreased to 4.4%, and against a target of 6% this year. Services were not commissioned in this period an increase was not expected, and progress should start to be made going forward, but it is acknowledged that this may be difficult, and monitoring of new services as they come online will need to be robust.

Skills & Work will now have a post specifically for Learning Disability and it is hoped that it will make a significant contribution to progressing this target.

The Greater Manchester supported employment service is currently out to tender and it is expected that this will be completed early 2020. The service is aimed at supporting people with Learning Disabilities, Mental Health and Autism into employment; Salford have also contributed additional funding towards the Learning Disability cohort specifically.

Issues for consideration/Can we improve performance?

• Still need to progress ‘Leading by Example’ by offering employment to people with LD in our own organisations, would be an area we could have a “quick win” to impact on this target, if the Council, CCG, GMMH and SRFT are all willing to take this approach • Request updates and monitoring information of the supported employment provision for people with LD with the Skills & Work team. • Continue to work with the CLDT, to ensure that current details for those employed is being captured effectively.

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

28 Area where performance is not on target/getting worse:

1g. Proportion of adults in contact with

secondary mental health services in paid employment (%)

Lead Director: Charlotte Ramsden Lead Officer: Clare Mayo

Details

This performance measure is included in the Council’s 2019-20 Core Performance Indicator Set.

2019-20 target set – 10% (a higher figure is better)

Actual Performance

2019-20 – Quarter 2 – 8.2% 2019-20 – Quarter 1 – 8.1% 2018-19 – Quarter 4 – 7.4% 2018-19 – Quarter 3 – 6.7% 2018-19 – Quarter 2 – 7.0% 2018-19 – Quarter 1 – 7.0% 2017-18 – Quarter 4 – 9.3%

Last year’s target was set at 10%. Benchmarking across GM suggested that Salford was the 4th highest performing locality. We would expect to see performance steadily increase quarter on quarter. This year’s target has been set at 10% with a view to achieving this by 2019-20 year end.

It should be noted that there are data quality issues relating to this measure which may also impact on the performance figures. Data to support this target flows from Greater Manchester Mental Health Trust (GMMH) to NHS Digital, where it is then extracted by our local data analysis team. Meetings have taken place to support data flow.

Supporting people with secondary care mental health needs back into employment is outlined as a target within the 5 Year Forward View for Mental Health (5YFV). Specifically, the target outlines Individual Placement Support (IPS) as the main vehicle for supporting people back to work.

Issues for consideration/Can we improve performance?

• As noted above there are challenges in the data recording which may be influencing this reporting. To address this, greater exploration of GMMH data is ongoing, along with the exploration of a recording process to ensure that Care Coordinators are updated on employment status following people’s participation in the employment pathway.

• The Start Forward service based with Start in Salford has been reviewed and it was agreed that as the service has not received the anticipated volume of referrals, the pilot would be ended, and an alternative approach put in place. With this in mind, funding has been reallocated to an employment offer within the Living Well model. This will provide a greater connectivity with the population it is set to serve, (e.g. people who are currently supported by the CMHT but may be more appropriately supported in the living well model and / or those people who do not meet the criteria for CMHTs but require more support than can be

29 offered in primary care). Additionally, as people accessing the Living Well service may not have presented previously at CMHTs, the service will also be able to address emerging need. In line with this work, the Community, Engagement Recovery (CERT) workers will also be supported to work closely with this model. This will ensure that the employment support is seamless between GMMH and VCSE provision. It is useful to note that the Living Well programme will focus on a prototyping phase between November and April. This will see a testing approach with a small number of people (12) in one locality in Salford. This number will gradually increase as the model is rolled out, however it will account for small numbers in the short to medium time frame. Whilst this may not yield results in the short term, it is thought to be a more robust direction of travel, particularly as the Living Well model will contain elements of service redesign that will place the employment focus in the centre of the mental health support system.

• The GM IPS service is currently in a procurement phase. This was expected to be completed, however the process has taken longer than anticipated. A provider is anticipated to be in place by the end of the year.

• Locally, investment in the Early Intervention in Psychosis service has increased capacity in IPS and has ensured a focused leadership to drive forward this agenda. Local meetings have been taking place to ensure that the IPS provision in Salford is working in a joined up way and is ready to collaborate with the GM service as this comes on line.

• Work is being undertaken in relation to wider mental health recovery services which may have an impact on employment – this has resulted in a revised specification for green care skills and employment pathways.

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

30 Area where performance is not on target/getting worse:

1h. Delayed transfers of care from hospital – average daily bed delays per head of 18+ population and those which are attributable to adult social care

Lead Director: Charlotte Ramsden Lead Officer: Paul Walsh

Details

This performance measure is included in the Council’s 2019-20 Core Performance Indicator Set.

2019-20 target set – 4 (a lower figure is better)

Actual Performance

2019-20 – Quarter 2 - 5.6 2019-20 – Quarter 1 – 6.2 2018-19 – Quarter 4 – 4.6 (this is for Jan & Feb 2019) 2018-19 – Quarter 3 – 1.0 2018-19 – Quarter 2 – 1.8 2018-19 – Quarter 1 – 2

This measure covers all Salford residents who might be in any hospital in England with their discharge being delayed. As Salford has both an Acute General Hospital (SRFT) and a Mental Health Hospital (GMMH) within the locality the vast majority of Salford LA DToCs (Delayed transfers of care) will be from these two providers.

Since January 2019 Salford DToCs at SRFT have increased up to June 2019 and then dropped during July and August to a level that was comparable to performance in 2018, when the performance data was on target.

Salford Social Care delays SRFT GMMH Jul-18 56 0 Aug-18 77 0 Sep-18 97 0 Oct-18 38 0 Nov-18 27 0 Dec-18 93 0 6 month Ave 65 0 Jan-19 69 80 Feb-19 75 200 Mar-19 75 133 Apr-19 178 126 May-19 193 126 Jun-19 216 96 6 month Ave 134 127 Jul-19 105 124 Aug-19 100 170 Not Not Sep-19 published published

31 Extracted from the national DToC dataset

As reported in the Q4 18-19 performance report, a new DToC recording approach has been applied across all acute MH providers in GM which has resulted in more accurate data for Salford DToCs from GMMH acute wards.

In Salford this new approach is being managed closely between strategic commissioners and GMMH operations with a weekly DToC ‘telephone call’ and report which facilitates performance reporting and also ‘support and challenge’ to the process. The increase in reported Salford DToCs from GMMH was anticipated to increase as a result of this new process and this is evidenced in the national DToC dataset, set out in the table above.

Given the new MH DToC recording system has been in place for 8 months it is reasonable to assess an in-year benchmark position of 130 delayed days per month. There will likely be monthly fluctuations given the level of complex needs for the people you are awaiting placement whilst in a GMMH hospital bed.

Commissioner will continue to work with GMMH to facilitate effective and timely discharges. Commissioners are also undertaking a review of the reason for delays to build to a picture of needs. This will help commissioners to shape the Salford Care Market to become more responsive and better adapted to meet the needs of this group of people with very complex needs.

Given the above assessment it is reasonable to suggest that the target level of 4 for this measure will continue to be a challenge to meet through 2019-20 as any plans that arise from the commissioning assessment will run into 2020-21.

Issues for consideration/Can we improve performance?

• Note the change in the approach to recording and reporting of mental health DToC

• Note the review of the performance target for 2019-20

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

32

Area where performance is not on target/is getting worse:

1i. Percentage of smokers who set a quit date with stop smoking services and achieve a 4 week quit Lead Director: Peter Brambleby Lead Officer: Gillian Mclauchlan

Details

As identified in previous performance meetings reducing the levels of smoking in the Salford population remains an important part of our population health strategy due to the levels of disease it causes.

We previously reported the number of people who managed to sustain a smoking quit attempt for 4 weeks, however we have recognised that due to the greater availability of smoking cessation products and the increased use of e-cigarettes the numbers of people using formal stop smoking services has decreased dramatically over the last 7 years. As a result it is no longer appropriate to measure numbers of quitters and instead we have chosen to focus on an indicator which looks at the success rate of the services we provide to help people stop smoking. We are therefore measuring the proportion of people who set a quit date and successfully stop smoking. Table 1 shows the historic performance of our local service (quit rate) which has been approximately 45% i.e. we successfully support 45 out of every 100 smokers using our services to stop smoking. This indicator will help us to focus on targeting our limited resources to the smokers who most need our support and maintain the effectiveness of our service.

Table 1: Cumulative SSS data from all Salford providers (source Quit With Us database) quit unknow dates 4 wk not % not n % Year set quits Quit rate quit quit outcome unknown 2012-13 6,089 2,202 36% 2,501 41% 1,386 23% 2013-14 3,508 1,604 46% 1,433 41% 471 13% 2014-15 2,922 1,308 45% 1,318 45% 296 10% 2015-16 2,470 1,106 45% 998 40% 366 15%

Please note there was no data for 16-17 due to a system change

In Quarter 1 2017-18 476 smokers set a quit date and 191 quit (40%) In Quarter 2 2017-18 604 smokers set a quit date and 254 quit (42%) In Quarter 3 2017-18 1173 smokers set a quit date and 456 quit (39%) In Quarter 4 2017-18 883 smokers have quit. The quit rate was 52.9% In 2017-18 the overall effectiveness rate was 42.4%

In reference to 2018-19, the quit rate was; Quarter 1 – 52% Quarter 2 – 51% Quarter 3 - At the end of August 2018 we stopped using 1System4Health to record smoking cessation quit dates/ quits, and from 1st January 2019 have been using Pharmoutcomes. (Between September and December 2018 GP practices were encouraged to record patient’s progress on paper and entered the data when Pharmoutcomes went live). Please note that during this interim period, no data returns were made as this time period fell in between the Q3 reporting period. Quarter 4 - It was decided not to submit Q4 data, due to a small number of GP practices having made the swap from 1S4H to Pharmoutcomes.

Swapping monitoring systems half way through the financial year has resulted in an incorrect picture of the number of Salford citizens who have successfully quit. Some practices are still catching up and entering data. 33

Action taken over 2018-19 to review provision: The contract with Forest Bank ended at the end of March 2019.

Issues for consideration/Can we improve performance?

Continued focus on engagement with smokers to encourage access to services. Continue with the development of e-cig friendly stop smoking services.

Strengthen the pathway between Secondary care services and community service

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

34 Strategic Theme 2 - PLACE

Economic Development Lead Member Councillor Derek Antrobus/ Councillor David Lancaster Lead Director Ben Dolan

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20

City Growth

High density residential developments to complete in Quarter 1 and 2 brought 779 new homes to the market, 2 schemes broke ground adding a further 200 new homes to the development pipeline and a further 4 schemes topped out totalling 1,215 new homes and 354,500 sq ft of commercial floor space to complete in 2020-21.

During Quarter 1 and Quarter 2, the Council received/invoiced £2,062,515.95 in Section 106 contributions from five developments.

City Centre Salford • Local Blackfriars has been completed 22 weeks ahead of schedule. This is a £79m residential scheme that has delivered 399 one and two-bedroom apartments. • The Council, in partnership with the University of Salford launched a formal process in May to appoint a developer partner for the 240 acre Crescent Masterplan area. A decision on the preferred partner is expected by the end of the year.

MediaCityUk and Salford Quays • Vodafone opened its 5G enabled Digital Innovation Hub in June at The Landing, MediaCityUK to provide start-up companies and entrepreneurs with access to network experts, the latest technologies and high speed fibre. • Work has started on the Lowry Outlet £26m Watergardens transformation project. It will provide waterfront leisure and dining opportunities and is set to complete in 2020.

Inward investment • In the first six months of 2019-20, MIDAS supported 17 projects to relocate to Greater Manchester which combined are forecast to create 676 jobs. Four of these projects have relocated to Salford and the Council’s Business Service has supported Shawbrook Bank to relocate to One New Bailey. The total for Quarter 1 and 2 is 5 inward investment projects to Salford that are forecast to create 259 jobs, valued at £16.6m GVA.

Servicing and maintaining a growing city • Operationally, the all crime figure for Salford is at -8% and individual crime types are now seeing good reductions. Due to changes in Greater Manchester Police systems we are only able to report on Quarter 1 figures. The Community Safety Partnership has developed and approved a new three year Community Safety Strategy for 2020-23. Its main priorities are to: drive down crime, tackling anti-social behaviour, building resilient communities, protecting vulnerable people, and reducing offending. • Customer service excellence retained across Place Services with Vehicle Management Services most recently completing their assessment. • The percentage of household waste sent for recycling, reuse or composting has increased. At the end of Quarter 2, performance is at 46.78%, exceeding the 2019-20 annual target set of 46%. • In February, the Ministry of Housing, Communities and Local Government announced an extra £9.7 million funding for local authorities to enhance parks and green spaces for the benefit of local communities. Salford Council has been awarded £43,832 to target parks in need of greatest repair and improvement that include Mandley Park in Broughton and Marlborough Road Play area in Irlam.

35 • The full Council meeting held on 17 July debated a motion to declare a climate emergency, which was carried unanimously.

Planned activity in Quarters 3 and 4

• A new multi-agency writing group has been set up to progress development of an Inclusive Economy and Insourcing Strategy for Salford. The writing group is meeting monthly with a view to developing a first draft of the Strategy by the end of the year. • The Council is involved in the development of a draft strategy for culture and the arts for Salford led by The Lowry, involving all main public sector partners in the city. The strategy will be launched in the next few months.

Core performance indicators Target Q1 Q2 Q3 Q4 Trend Target 2019- 2019- 2019- 2019- status 20 20 20 20 Creation of new jobs 600 This is an annual measure N/a Within 5% of target Amount of public sector investment secured 11 This is an annual measure N/a Within for infrastructure and transport (£m) 5% of target Amount of private sector investment secured 330 This is an annual measure N/a Within for infrastructure and transport (£m) 5% of target Reduction in the level of all crime 30,482 7,191 On target Percentage of household waste sent for 46% 47.12 46.78 On

recycling, reuse or composting % % Remain target s above target Street cleansing – Ensure that all the City’s 100% 100% 100% On

adopted highways are Grade B+ target

Core business plan actions – progress as at end of Quarter 2 2019-20 PL1920.05 Continue to ensure that the city Council is doing all it can to plan for, facilitate and enable new investment/development through Spatial Planning Framework, GMSF and section 106 agreements Given a further delay to the GMSF (Greater Manchester Spatial Framework) until summer 2020 a decision has been made to progress the development management part of the local plan ahead of the GMSF. This will enable the city Council to have in place updated development management policies at the local level significantly earlier than if the timetable for the local plan was to continue to track the GMSF. During the reporting period Salford City Council received/invoiced £2,062,515.95 in Section 106 contributions from five developments, allocated £20,000 of Section 106 contributions to enable the delivery of projects which will reduce the impact of new development and signed three new Section 106 agreements securing a total value of £172,400. The single largest contribution was a payment of £845,000 relating to development at Newhaven Business Park. The monies received will be used to fund affordable housing, public realm improvements to Eccles Town Centre and open space improvements. A further £740,000 has been invoiced from the development at Eton Works, with the contributions to be utilised to support an education project within Walkden and Little Hulton, highway works and improvements to St.Mary's Park and/or Blackleach Country Park. PL1920.06 Work with Greater Manchester/Greater Manchester Combined Authority partners to bring major investment into the city to drive forward infrastructure and property development Mayor's Challenge Fund We are continuing to develop schemes to enhance the cycling network across the City. Bids have been made to all 6 rounds of the bidding process for the Mayor's Challenge Fund to support walking and cycling. A large range of projects have achieved programme entry following approval by the Combined Authority, totalling approximately £60 million to date. We are currently awaiting confirmation of our latest Tranche 6 bid for the Innovation Triangle and a decision is expected from the CA at the end of 36 November 2019. These projects are now under development and consultation in more detail to seek business case approvals prior to delivery on site over the 3 year period of the programme. PL1920.07 Continue to work with partners to accommodate and support delivery of development schemes that will stimulate further growth across the city, creating significant levels of investment and a range of benefits for local communities Work continues with partners in progressing significant regeneration developments for the City across the strategic growth locations City Centre Salford; MediaCityUK and The Quays; and, the Western Gateway.

City Centre Salford • Construction continues on the second and final phase of Salford's embankment scheme. 100 embankment (166,000 sq ft office building) celebrated a significant milestone in August, as the development reached its highest point. The Topping Out ceremony was attended by City Mayor Paul Dennett. • The team continue to work with partners across Greengate to bring forward and realise the ambitions set out within the Greengate Regeneration Strategy. A number of major planning applications are in the pipeline for submission. • The Chapel Wharf development adjacent to the Lowry Hotel continues on site and celebrated its topping out in May. Once complete 995 apartments will be delivered over the four blocks at up to 22 storeys. • Local Blackfriars has been completed by DOMIS on behalf of Salboy, 22 weeks ahead of schedule. Local Blackfriars is a £79m residential scheme made up of two buildings, alongside the restored former Blackfriars Pub. The project has delivered 399 one and two-bedroom apartments, including 12 penthouses and 6 townhouses. The flats are now 50% occupied, with 25 apartments left to sell. • Two new deals have been announced for One New Bailey: - Shawbrook Bank, currently based on Deansgate, has taken 5,300 sq ft across the third floor of One New Bailey on a 10-year lease with a five-year break. - Circle Recruitment has taken 1,900 sq ft on the first floor on a five-year lease and is relocating from its base at Blue Tower, MediaCityUK • English Cities Fund (ECF) commenced works in June on Atelier (two adjoining plots, E7/E8, on Chapel Street) to deliver 178 homes across four blocks of up to seven storeys, including: 167 apartments, 11 townhouses; and, ground floor commercial units. The scheme is scheduled to complete in autumn 2021. • ECF also commenced enabling works in June at Valette (formerly known as the Adelphi site). Works are expected to be completed in spring 2021 and will deliver 33 townhouses and car park, with some units to be available at the end of 2020. • In partnership with the University of Salford, the Council launched a formal procurement process in May to appoint a developer partner for the 240 acre Crescent Masterplan area. Four shortlisted developers are currently taking part in competitive dialogue with a decision on the preferred partner expected by the end of the year. • UK build to rent operator Get Living, has launched its first 275 new homes at New Maker Yards within Middlewood Locks. Once complete, New Maker Yards - at more than 800 homes - will be the largest build to rent development outside London. Middlewood Locks is a 25 acres scheme, led by the Scarborough Group. Phase one (570 apartments) is complete. Phase 2 is currently under way and has all been pre-sold to get Living.

MediaCityUK and the Quays

• Developments Light Box and Green Rooms are nearing completion at MediaCityUK. At 19 storeys high the two developments will provide a total of 479 apartments (a mix of 1, 2 and 3 beds). • Vodafone opened its 5G enabled Digital Innovation Hub in June at The Landing, MediaCityUK to provide start-up companies and entrepreneurs with access to network experts, the latest technologies and high speed fibre. The Innovation Hub will allow start-up companies a space to work together and exchange ideas in developing new 5G applications and services. 37 • Developers Royalton Group and Frogmore undertook a public consultation during the summer outlining their plans to build a residential-led mixed-use scheme to deliver 1,400 homes at Cotton Quay, an 8.3 acre site. • Work has started on the Lowry Outlet £26m Watergardens transformation project. Set to complete in 2020 it will provide waterfront leisure and dining opportunities alongside improved public realm and connections. An indoor activity centre themed around ITV's I'm a Celebrity has been confirmed to take occupation of part of the space. • The Soapworks (former Colgate-Palmolive factory) is now fully let as occupiers Talk Talk and the Home Office have expanded.

Western Gateway

• The team continue to work with partners and land owners to realise the full potential of new road and rail infrastructure alongside commercial developments. • Planning approval has been secured for a new Aldi store to be built on land next to the A J Bell stadium. PL1920.08 Work with Manchester Growth Company to attract inward investment into the city and the creation of 600 new jobs In the first 6 months of 2019-20, MIDAS supported 17 projects to relocate to Greater Manchester which combined are forecast to create 676 jobs. Almost a quarter of these projects (4) have relocated to Salford which are forecast to create almost a third of the total GM jobs (199), with a GVA value of almost £12m. All but 1 of the projects have relocated to MediaCityUK, and are as follows:-

• A Swiss technology company, MDPI who provide specialist academic research and have located to Centenary Way, Eccles. • A Danish creative and digital company, Uniwise who provide educational online software and have relocated to MediaCityUK. • Street dots, a UK technology company who have developed a platform that enables land owners/building operators to take advantage of outdoor food and beverage, retail, wellbeing and experiential offerings. They have set up their Northern HQ in The Landing, MediaCityUK. • The Chinese technology company, Huawei who are a leading global provider of information and communications technology infrastructure and smart devices, have created their Northern UK HQ at MediaCityUK.

In addition the Business Service has supported a new occupier Shawbrook Bank to relocate to One New Bailey. This financial services company is forecast to create 60 jobs that have a GVA value of £4.6m. Bringing the total for Quarter 1 and Quarter 2 to 5 Inward Investment projects that are forecast to create 259 jobs, valued at £16.6m GVA. PL1920.10 Build safer, stronger, more resilient communities in Salford and reduce the fear of crime The Community Safety Partnership (CSP) has a 3 year plan to build safer, stronger, more resilient communities in Salford and reduce the fear of crime.

To aid the achievement of the plan, we have established a strategic management report (SMR - a suite of indicators to track progress) and a series of delivery plans based on the community safety issues of importance. These delivery plans are largely on track for being achieved which will bring about long term strategic developments.

Operationally the all crime figure for Salford is now at -8%. Individual crime types are now seeing good reductions. There are 2 wards that continue to see the highest crime and these are Ordsall and Langworthy, with Irwell Riverside the highest for Hate Crime. Neighbourhood LPDG (Local Partnership Delivery Group) and CSRTs (Community Safety Referral Teams) continue to manage their community safety issues. The CSPs full SMR can be shared if required which gives a much more detailed breakdown of both statistics and activity.

38 Strategic Risk Score - Score Matrix Quarter 2 update Likelihood - Impact SRRA02 3 4 GMSF (Greater Manchester Spatial Ensure that the Framework) Council plans for the • Consultation on the Revised Draft GMSF significant scale of took place between January and March change forecast over 2019 and responses were received from the next 20 years in 17,500 individuals and organisations. order to maximise the • Timetable for the next consultation is opportunities available summer 2020 (approved by Greater from the significant Manchester Combined Authority on economic Friday 30 September). development taking • This is to allow time for Government to place across Salford amend the relevant Spatial Development and Greater Strategy Regulations, engage more fully Manchester with residents and other interested parties, and undertake a 12 week consultation. • Salford City Council officers will continue to provide support and input into the GMSF process on a range of evidence base documents over the coming months, including transport assessments, viability appraisals and a ground conditions survey. Local Plan • Consultation on the Revised Draft Local Plan finished on 22 March 2019 and officers have been considering the responses and making amendments to the documents in response to these. • Representations were received from 680 individuals and organisations and these are due to be published on 30 September 2019. • Having regard to the delay to the GMSF timetable, the Local Plan is now being progressed in two parts. • Part 1, which focuses on development management and related policies, will be "published" in January 2020 and comments invited over a 6 week period. The submission of the plan will follow in May 2020 and the independent examination in September/October 2020. • Part 1 of the plan will exclude site allocations and proposals for the overall scale and distribution of development as it is not possible to progress the elements of the plan relating to this until the Greater Manchester Spatial Framework (GMSF) has been completed. These elements will therefore be covered by a part 2 of the Local Plan (a Core Strategy and Allocations document). The timetable for the production of this will be dependent on GMSF progress and it is expected that work will start on this in mid to late 2021 39 Strategic Risk Score - Score Matrix Quarter 2 update Likelihood - Impact once the GMSF examination is underway or completed.

40 Housing Lead Member Councillor Tracy Kelly Lead Director Ben Dolan

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20

• Key achievements in Quarters 1 and 2 include:

- Securing additional funding for new homes, including additional social rent units increasing the current committed pipeline up to 1,057 affordable homes - Handover and occupation of 10 affordable rented accessible homes in Walkden North by ForHousing - Completion, handover and occupation of Derive’s first 16 affordable homes in Irwell Riverside. Derive is the development company owned by Salford City Council that aims to meet people’s housing needs and increase the number of affordable homes in the city. - Handover of final social rented units at Walkden College by Trafford Housing Trust. - Occupation of 39 affordable rented units at Radclyffe Park in Ordsall by ForHousing

• High density residential developments to complete in Quarter 1 and 2 brought 779 new homes to the market, 2 schemes broke ground adding a further 200 new homes to the development pipeline and a further 4 schemes topped out totalling 1,215 new homes and 354,500 sq ft of commercial floor space to complete in 2020-21. • At the end of Quarter 2, 123 empty properties have been brought back into use. Performance is on track to achieve the annual target of 250 empty properties brought back into use. • 171 older and vulnerable Salford residents have been supported to maintain their homes in a safe, warm and dry condition. This is on track to achieve the annual target of 290 residents supported. • 264 households have been helped to access energy efficiency measures and achieve affordable warmth. Performance is on track to achieve the annual target with Quarter 3 (October – December) being the biggest quarter for delivery.

Planned activity in Quarters 3 and 4

• A draft housing strategy and annual action plan has been produced. Internal consultation is currently taking place with People/Place Leadership Teams (including Public Health) and the Lead Member for Housing in order to inform the final strategy and action plan.

Core performance indicators Target Q1 Q2 Q3 Q4 Trend Target 2019- 2019-20 2019- 2019- status 20 20 20 Delivery of new homes, including 225 affordable 1200 46 123 On homes and 250 empty properties brought back properties target brought into use back into use (cumulativ e) On Number of older and vulnerable residents 290 91 171 supported to maintain their homes in a safe, cumulativ target warm and dry condition e Number of households assisted to access 900 71 335 On energy efficiency measures and achieve cumulativ target e affordable warmth

41

Core business plan actions – progress as at end of Quarter 2 2019-20 PL1920.11 Drive and deliver inclusive housing growth increasing the number of new homes including affordable housing It is forecast that 365 affordable homes will be delivered in 2019-20. Key achievements in Quarters 1 and 2 include: • Handover and occupation of 10 affordable rented accessible homes by ForHousing (Walkden North). • Securing additional funding for new homes, including additional social rent units increasing the current committed pipeline line up to 1,057 affordable homes. • Completion, handover and occupation of Derive's first 16 affordable homes (Irwell Riverside). • Handover of final social rented units at Walkden College by Trafford Housing Trust (Walkden South). • Occupation of 39 affordable rented units at Radclyffe Park by ForHousing (Ordsall).

42 Transport Lead Member Councillor Derek Antrobus/ Councillor Roger Jones Lead Director Ben Dolan

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20

• The Trafford Road Corridor is a key transport artery that provides a vital highway connection to MediaCityUK. Following a successful bid to the GM Mayor’s Challenge Fund (of £4.8m) a number of infrastructure improvements are proposed for the corridor to help reduce congestion and increase capacity. The also includes the delivery of a more ambitious scheme to support cycling and walking whilst retaining benefits for motorists. An initial round of public engagement has taken place with further activities planned for Autumn. • Construction work for the Manchester Salford Inner Relief Route (MSIRR) Scheme continues on site with work managed by Manchester City Council. The most disruptive activities on Regent Road have been completed and traffic is now benefiting from additional lanes. Work continues on the Middlewood Street section of the scheme which is due to be completed by the end of 2019. • The Council is continuing to develop schemes to enhance the cycling network across the city. Bids have been made to all 6 rounds of the bidding process for the Mayor’s Challenge Fund to support walking and cycling. A large range of projects have achieved programme entry following approval, totalling approximately £60 million to date. • The GM Combined Authority met in June and heard an update on bus reform. In the future it may be possible for GM to control the bus services across the conurbation which will help to provide a more coordinated service. ‘Our Pass’ will provide free travel for 16-18 year olds across Greater Manchester and a two year pilot scheme commenced in September. • Work to deliver upgrades to approximately 80 bus stops across the Salford Bolton Network Improvements area has been completed. • There are plans in place to upgrade Salford Central Station. Network Rail and TfGM (Transport for Greater Manchester) are looking to make improvements to platforms 1 and 2 and have future plans to enhance platforms 2, 3 and 4. Now that the Ordsall Chord is open there are more trains passing through the station. • Department for Transport Access for All funding has been secured for a lift at Irlam Station. Network Rail are currently progressing the scheme designs. • Funding has been secured for a 110 space Park & Ride at Walkden station. Transport for Greater Manchester (TfGM) will lead design and delivery of the scheme. • A dialogue to consider improvements to public transport for Salford Quays has continued with TfGM and this includes the potential for a new Metrolink route linking the City Centre to the Crescent and Salford Quays.

Planned activity in Quarters 3 and 4

• Salford Bolton Network Improvements Scheme – package 2 of the scheme for Swinton is currently in detailed design with a view to work starting in 2020. Package 3 of the work will target the A6 and A666 corridors and Traffic Regulation Orders for the new bus lane have been confirmed. Work is due to start in early 2020. • A scheme to reduce congestion around Junction 13 of the M60 at Worsley has now been tendered and work is due to start on site in early 2020.

43 Core business plan actions – progress as at end of Quarter 2 2019-20 PL1920.14 Improve transport infrastructure to facilitate economic growth and cope with future demands with our partners The Quays and MCUK • Major infrastructure highway improvement works for Trafford Road are being planned in collaboration with TfGM. Following initial scheme approvals an updated layout for the scheme has been developed to enhance the proposals for walking and cycling using additional funding from the Mayor's Challenge Fund. This will enable the delivery of a more ambitious scheme to support cycling and walking whilst retaining benefits for motorists. An initial round of public engagement on the proposals has taken place with further activities planned for Autumn. The programme for the project anticipates that enabling works will start early in 2020 with the main works to follow later in the year and be completed in 2022. • A dialogue to consider improvements to public transport infrastructure for the Quays has continued with Transport for Greater Manchester in line with proposals in the GM Transport Strategy 2040 draft delivery plan. This includes investigating the potential for a new Metrolink route linking the City Centre to the Crescent and Salford Quays. This work also includes the consideration of additional bus services covering the Ordsall Lane area supported by contributions from developers.

Regional Centre/Central Salford • We continue to work with Network Rail and TfGM, supported by politicians, to ensure the aspirations for improvements to Salford Central Station remain deliverable. • Construction work for the Manchester Salford Inner Relief Route (MSIRR) Scheme continues on site with works being managed by Manchester City Council. The most disruptive activities on Regent Road have been completed following the replacement of the main contractor who went into administration part way through construction. Traffic is now benefiting from additional lanes on Regent Road whilst work continues on the Middlewood Street section of the scheme which is scheduled for completion by the end of 2019. • Work continues with TfGM and Manchester Council to develop the next phases of the New Bailey Gateway project. Proposals for the operation of a bus gate as part of this project have been reviewed by TfGM and it is apparent that this needs to be integrated with proposals for the network in Manchester. Solutions are being considered jointly as part of the development of an updated City Centre Transport Strategy Work continues to integrate the proposals for the highway network in this area between the two Cities alongside enhancement to the cycling and walking network as part of the Chapel Street East project. This scheme has been launched as part of Greater Manchester's Mayors Challenge fund and is now supported by a wide range of interventions in this area. This includes enhancements to the cycling and walking network as well as the potential to deliver a new footbridge linking the New Bailey Development to Manchester.

Western Gateway • Discussions with Peel about the maintenance and adoption of the bridge and new roads are ongoing. • A working group of Salford, Trafford, TfGM, Highways England officers continues to review the Full WGIS solution. A funding bid for full WGIS to the DfT's Large Local Majors programme was not prioritised through the GM process due to the lack of certainty around a local funding contribution and the need to develop the business case for the scheme further. • Highways England continue to develop improvements to the motorway network as part of the North West Quadrant Study. Members have been briefed on the details that have emerged to date. Highways England have announced a delay to expected stakeholder events when further details of the proposals are expected to be made public. TfGM have undertaken the multi-modal element of this study to consider the impact of these projects on the local network and also explore opportunities for enhanced public transport and park and ride facilities.

City Wide • Package 2 of the Salford Bolton Network Improvements scheme for Swinton is currently in detailed design with a view to start work in 2020. • Package 3 of the work will target the A6 and A666 corridors and Traffic Regulation Orders for the new bus lane have been confirmed. Work is due to start on site early 2020. • Package 4 to deliver improvements at Pendleton centre is currently due to start on site in autumn 2019. • Package 5 - The contract to deliver upgrades to circa 80 bus stops across the SBNI area is completed. • A number of reserve scheme projects are now being developed further to maximise the benefit of this funding. • Construction work for the access junction to the RHS Bridgewater site is complete. A scheme to reduce congestion around Junction 13 of the M60 at Worsley has been tendered and work is due to start on site in early 2020. Work continues to develop proposals to improve walking and cycling links to the RHS garden site which will be supported by the Greater Manchester Challenge Fund.

44 • We are continuing to develop schemes to enhance the cycling network across the City. Bids have been made to all 6 rounds of the bidding process for the Mayor's Challenge Fund to support walking and cycling. A large range of projects have achieved programme entry following approval by the Combined Authority. These projects are now under development and consultation in more detail to seek business case approvals prior to delivery on site over the 3 year period of the programme.

Innovation Salford continues to work with TfGM to develop innovative forms of transport and is currently involved in a Mobility as a Service (MaaS) project that will test the aggregation of various transport modes across a single ticketing platform. The aim is to increase sustainable travel to/from key destinations including Salford Quays and MediaCityUK, The University of Salford and Salford Royal Hospital.

Rail Department for Transport (DfT) Access for all funding has been secured for a lift at Irlam Station, Network Rail are currently progressing the scheme designs. Funding has been secured for a 110 space Park & Ride (P&R) at Walkden station, TfGM will lead design and delivery of the scheme.

45 Strategic Theme 3 – THE COUNCIL CORE

A transparent effective organisation Lead Member Councillor Bill Hinds/Statutory Deputy City Mayor Paula Boshell Lead Director Debbie Brown

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20 • Council tax collection is on target and on a par with 2018-19 figures. However, the number of properties in the Council’s Council Tax list has significantly increased by over 1700 and the net collectable debit for the first half of the year has increased by £1.9m whilst maintaining collection rates. • Referrals to bailiffs has reduced by 60%. • There has been a significant increase in performance of benefit processing. At the end of 2018-19 performance was 27 days to process new benefit claims. At the end of quarter 2 this had reduced to 13 days. This is due to new ways of working and teams being focused on chasing customers for follow up information. • Employee attendance has increased by 0.20% from 95.6% at the end of last year to 95.8% at the end of Quarter 2. • In Quarters 1 and 2 the number of Digital Eagles increased to 277 (81% of the annual target). • The number of residents signed up to the “Digital You” programme has increased to 4445 as at the end of Quarter 2. The annual target of 4500 set at the start of the year has almost been achieved. • The Council is currently developing a new ‘Transitioning at Work’ commitment, to promote trans awareness and inclusion. As part of the process, staff were invited to help shape development of the policy, which will provide guidance for managers and elected members on how to support employees who are transitioning gender. The draft policy will be presented at Workforce Panel in November with a view to launching a communications programme during Trans Awareness Week between 12 and 19 November, ahead of the Trans Day of Remembrance. • The Council has retained its ISO 27001 certification following an audit inspection in July. ISO 27001 is the international standard that defines the policies, procedures and systems that manage all information risks, such as data breaches, cyber-attacks and access to computer systems. Retaining the certification once again demonstrates the good security controls and practices that we have in place in Salford and shows customers that their information is valued and they can trust the Council to handle it appropriately. • The Customer Services team received an award for Most Improved Team of the Year at the prestigious IRRV (Institute of Revenues, Rating and Valuation) awards. The team were also finalists in the Innovation in Performance category. • The Council’s Annual Performance Report for 2018-19 was published in the August edition of LIFE in Salford magazine.

Planned activity in Quarters 3 and 4

• A new family of chat bots will be launched to provide tier 1 responses to queries for HR, IT, Procurement and Finance to internal services. A public facing chat bot will follow. • October is Black History Month and the Council and Salford CCG will be hosting a joint event on 20th October at Eccles Town Hall to celebrate BME culture and history, and in particular public sector staff and their contribution to Salford. A community event will also take place on 26th October at the Cornerstone in Langworthy. As part of the celebrations, a photographic portrait exhibition, entitled ‘Still I Rise’, will be on display at the Lowry, in which a number of Council employees have been involved. • Each year, the Council works with Stonewall, Europe’s largest, lesbian, gay, bi and trans charity to explore ways to create a more inclusive workplace for everyone. As part of this commitment, Stonewall want to hear what staff think and have launched an online survey. The survey closes on Friday 1st November. • The development and roll out of an inclusive leadership masterclass is planned for Quarter 3 with delivery starting in Quarter 4.

46 Core performance indicators Target Q1 Q2 Q3 Q4 Trend Target 2019- 2019- 2019- 2019- status 20 20 20 20 Improve in year collection of Council Tax 93% 26.79 52.03 On revenue % % target Improve in year collection of Business Rates 96.5 27.97 56.99 On

revenue % % % target Days to process new benefit claims 20 14 13 On target Creditor payments made within 30 days 98% 97.6% 96.6% Within 5% of target Increase employee attendance to 96.5% 96.5 95.7% 95.8% Within % 5% of target Support the reduction of Gender Pay Gap to 13% This is an annual measure N/a Within below 13% 5% of target Improve Stonewall index position to second 2nd This is an annual measure N/a Within quartile quartil 5% of e target Increase the number of residents signed up to 4,500 4,025 4,445 On

the “Digital You” programme target Compliance with FOI (Freedom of Information) 95% 75% 72% Not on requests and EIR (Environmental Information target Requests) Compliance with Subject Access requests 95% 92% 79% Not on target

Core business plan actions – progress as at end of Quarter 2 2019-20 SR1920.03 Grow the digital capability of our workforce In Quarters 1 and 2 we: • Increased the number of digital eagles across all service areas to 277 (81% of the annual target) • Increased the number of digital eagle interventions to 937 (62% of the annual target) • Increased the number of completed digital skills assessments to 155 (62% of the annual target) • The 155 digital skills assessments identified 116 people who needed to undertake essential workplace skills training which will be carried out in Quarters 3 and 4. The rollout of the digital skills academy (digital skills assessments, essential life skills training, essential workplace skills training) is now aligned to the roll out of [My]Work and it is anticipated that a further 70 employees will be undertaking the digital skills assessment in Quarter 3. This will inform the number of people who will need to undertake essential like skills training and/or essential workplace skills training. SR1920.04 Design and rollout an inclusive leadership masterclass The development and roll out of the inclusive leadership masterclass is planned for Quarter 3 (development and commissioning) and Quarter 4 (start of delivery). SR1920.06 To improve Business Rates collection and debt owed to the Council, work to be carried out with a legal specialist to review outstanding Business Rates cases and advise on prospects of collection Data protection agreement signed with legal specialist (Greenhalgh Kerr) first case load referred for due-diligence and cost benefit analysis. Over 208 Accounts referred as part of the high case. SR1920.07 To maximise business rates income, work with data analyst experts who will provide services including:- identification of properties not in the local rating list, forecasting business rate income and investigating those in receipt of SBRR Initial meetings and discovery session have taken place with potential provider. Working with finance colleagues preparing a business case. Benefits of working with company include insight information, companies claiming small business rate relief fraudulently, better analysis of appeals and identification of new rateable value hereditaments. Once business case is complete we are anticipating a clear route to market by Quarter 3. SR1920.08 To improve quality of benefit claims and provide high levels of customer service regular audits to be completed with support from the DEV and Quality Assurance team. Work to be done to further automate systems and processes to increase efficiency and improve performance Significant increase in performance of benefit processing due to new ways of working in the department. Teams are now focused on prioritising and chasing customers for follow up information. SR1920.09

47 To further increase Council tax collection rates, workload management will become more efficient, a workplace that maximises productivity will be created and pro-active customer engagement will take place New performance management framework has been implemented at start of Quarter 1. This has seen an increase in performance of the Council tax department. In addition more joint working across the customer service division has seen the locality teams processing in the evenings.

Strategic Risk Score - Score - Matrix Quarter 2 update Likelihood Impact SRRA05 3 4 Through a squad working approach the Council The Council will continues to make progress with significant change make the most programmes across all three service directorates effective use of its utilising the Salford Way change methodology. resources Workforce Panel have considered an update on [My]Work which is the Council's approach to enabling people to work smarter reducing unnecessary travel and supporting place based working.

Budget monitoring has identified continuing pressures mainly within Children's Services, more specifically, looked after children. The service has identified opportunities to begin to address these pressures for example through the adoption of the No Wrong Door model which has been enabled by the integrated commissioning approach to children's services which will see the Clinical Commissioning Group provide investment for the transformation of services. In the short term it is anticipated that it will be possible to offset these pressures without recourse to general balances. A recovery plan has been submitted to address the deficit on the Dedicated Schools Grant with a response anticipated by the year end. SRRA07 3 4 • On track to complete internal audit on Cyber Council Cyber Security audit Security • Re-certified ISO27001 standard Q1 • Procurement of Greater Manchester Combined Authority cyber security e-learning module

SRRA10 2 4 New IG Support Officer to be recruited to allow Non-compliance Principal Officers to concentrate on DP/FOI/SAR with statutory requests. Information Work continuing on the Records of Processing Governance Activities (ROPA). requirements IG/ICT Policies monitored and reviewed to maintain compliance.

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Social Impact Lead Member Councillor Gina Reynolds Lead Director Peter Brambleby

Performance Overview – Highlights of progress in Quarters 1 and 2 2019-20 A list of performance measures has been developed for Salford City Council’s 10% Better pledge. These measures are monitored via the Council’s Corporate Performance Framework.

• In Quarters 1 and 2 the Council started to deliver 60 new apprenticeships. This consisted of 71% of entry type qualification (level 2 and 3), 15% of intermediate type qualifications (level 4 and 5) and 13% of higher level type qualifications (level 6 and 7). • The percentage of household waste sent for recycling, reuse or composting has increased. At the end of Quarter 2, performance is at 46.78%, exceeding the 2019/20 annual target set of 46%. • Each year, the Council works with Stonewall, Europe’s largest, lesbian, gay, bi and trans charity to explore ways to create a more inclusive workplace for everyone. As part of this commitment, Stonewall want to hear what staff think and have launched an online survey. The survey closes on Friday 1st November. By the end of 2019-20 the council has set a target to improve its Stonewall index position to second quartile. • The Council has helped 264 households to access energy efficiency measures and achieve affordable warmth. Performance is on track to achieve the annual target with Quarter 3 (October – December) being the biggest quarter when help is provided. • The Council’s employer supported volunteering scheme, “24 hours to make a difference” is up and running and starting to have an impact. Council officers celebrated ‘volunteers week’ in summer when 28 volunteers took part in a litter pick totalling 56 hours of giving something back to the city’s streets and park areas. So far, the council has given back 189 hours in volunteer time under the scheme. • On Saturday 14 September the Council hosted its annual Big Day Out at the Civic Centre. This year’s event also included the OVO Energy Tour of Britain cycle race passing by. It was the biggest turnout ever at the event and residents mentioned how wonderful it was that the Council and partners are able to put on such an event.

Planned activity in Quarters 3 and 4

• A further 35 apprenticeship opportunities have already been identified for Quarter 3 and Quarter 4. • Work is taking place with CLES (Centre for Local Economic Studies) to understand how the Council can improve its spend analysis with a view to increasing the value of what is spent through purchasing activity with local suppliers.

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Core performance indicators Target Q1 Q2 Q3 Q4 Trend Target 2019- 2019- 2019- 2019- status 20 20 20 20 We will work to increase the value of spend 60% This is an annual measure N/a Within through our purchasing activity with local 5% of suppliers by 10% within three years target Enable the City Council to deliver a minimum of 100 31 60 On 100 quality apprenticeships (cumulati target ve)

Core business plan actions – progress as at end of Quarter 2 2019-20 SR1920.01 To develop and implement a simple and easy to read one page document to the Commissioners ensuring they fully understand the obligation and consider the local supply base in all their Commissioning/Procurement activity This is being prepared at the moment and will be ready by the end of January. SR1920.02 To review and ensure all Procurement tender/quotation documentation can support the Mayor's commitment whilst ensuring we remain legally compliant and operate a fair and transparent process We are working with Legal Colleagues on this and we will be issuing additional guidance to those involved in tender preparation. We held a supplier event in October with over 40 suppliers and strongly referenced the Mayors commitments. SR1920.05 Enable the City Council to deliver a minimum of 100 quality apprenticeships (new joiners and internal workforce development) In Quarters 1 and 2 we started to deliver 60 new apprenticeships:

• Increasing the number of apprenticeships in our People directorate by 25 (55% of the annual target). • Increasing the number of apprenticeships in our Place directorate by 17 (48% of the annual target). • Increasing the number of apprenticeships in our Service Reform directorate by 18 (90% of the annual target).

This consisted of 71% entry type qualifications (level 2 and 3), 15% intermediate type qualifications (level 4 and 5) and, 13% of higher level type qualifications level 6 and 7). Of which 5 were new apprentices joining the organisation and 55 were up-skilling our existing workforce. To date a further 35 apprenticeships opportunities have already been identified for Quarter 3 and Quarter 4.

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Strategic Theme (THE COUNCIL CORE) – Exception Reports

Area where performance is not on target/getting worse:

3a. Information Governance – Compliance with FOI (Freedom of Information), EIR (Environmental Information Requests) and SAR (Subject Access Requests)

Lead Director: Debbie Brown Lead Officer: Miranda Carruthers-Watt

Details

Compliance with FOI, EIR and SARs are measures included in the Council’s 2019-20 Core Performance Indicator Set.

2019-20 Target – 95% in all areas

2019-20 performance

• Compliance with FOI and EIR requests Quarter 1 2019-20 – 75% Quarter 2 2019-20 – 72%

The poor performance in Q1 was due to a resourcing issue. A new team member was recruited in Q2 but it will take time for them to be fully trained. The volume of requests continues to be a challenge, which raises the risk of non-compliance.

• Compliance with SAR requests Quarter 1 2019-20 – 92% Quarter 2 2019-20 – 79%

Last year’s excellent performance was due to the additional resources employed to clear a backlog from previous periods. Complex care requests are very time-consuming and difficult to process within the allocated time limit. Performance is likely to continue to deteriorate with the current staffing level.

Issues for consideration/Can we improve performance?

• The newly appointed Support Officer will enable the Principal Officers to concentrate on responding to FOI requests. • The single officer allocated to subject access requests is insufficient for the numbers and complexity of requests. The service would greatly benefit from an additional full-time post. • Staff absence has resulted in SAR cases accumulating again, which will need resources to clear.

Actions to be taken following CMT/Cabinet discussion: (including period for review of performance e.g. 3 months, 6 months etc.)

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