Bolton Council: local authority assessment

Summary of people’s experiences 

People told us their wishes were respected, and they felt involved in decisions. Social workers explained the roles of different agencies clearly. People described being included in care planning and said their views were taken into account. For example, an unpaid carer said they were invited to meetings, and their contributions were valued, even when they could not attend in person. Assessments were person-centred and covered what worked well for people and what did not. Reviews took place after care started, and people described positive experiences with social work practitioners and students, who made them feel comfortable and supported. People told us the practitioner reduced the number of care calls when they found them overwhelming, which they described as a lot better. People said staff were brilliant, never rushed, and always explained outcomes clearly. 

Unpaid carers also shared mixed experiences. Some said they felt included in planning, while others described gaps in support and limited opportunities for respite. Carers told us they did not know about carers assessments but valued support from local carers organisations. Carers told us they had been involved in the redesign of the carers assessment and said this helped them feel heard and better supported. 

Some people experienced delays in assessments or reviews, but staff took a risk-based approach and responded promptly to urgent needs. People told us they felt reassured by clear contact arrangements and timely follow-up. They said staff encouraged them to get in touch if they needed support and provided contact details for future reviews.  

People described positive experiences of hospital discharge and transitions between services. They said social workers coordinated care effectively and helped them move into supported living or extra care housing in a way that felt safe and well-managed. People said they were supported to regain independence after hospital discharge, which helped them feel more confident. 

Preventative services helped people remain at home and live more independently. People said they received equipment and adaptations quickly, and staff supported them to access community resources that improved their wellbeing. Some people described being supported to attend social activities, apply for a bus pass or open a bank account. 

People told us they felt safe during their care journeys. Safeguarding responses were described as sensitive and tailored to individual needs. Staff adapted communication to meet people’s preferences and used culturally sensitive approaches to support inclusion. People said they were supported to understand how their information would be shared and felt confident their privacy was respected. 

Summary of strengths, areas for development and next steps 

Bolton Council demonstrated clear governance and strategic oversight for adult social care. Adult social care was prioritised at senior levels and supported by robust systems. Staff described feeling supported, and there was a culture of learning and improvement across the organisation. 

The local authority had effective systems for assessment and care planning, and people told us they felt listened to and involved in decisions about their care. Care records reflected person-centred and strengths-based practice, and staff described embedding strengths-based approaches and using community resources to support independence. However, delays in Care Act reviews and inconsistent recording of people’s eligibility highlighted areas for improvement. Between April and August 2025, wait times for assessments improved from 14 to 9 days, remaining low and within the 28-day target, but review waits were longer. However, national data from the Short and Long Term Support return for 2023/24 showed 69.84% of people receiving long-term support had both planned and unplanned reviews completed, which was similar to the England average of 58.77%. The local authority was continuing targeted work through a dedicated review team and planned improvements to eligibility recording to address these shortfalls. 

Preventative approaches were embedded across services, with strong reablement outcomes and community partnerships supporting people to live healthier lives. Staff described multi-disciplinary working to avoid hospital admissions and support recovery. Reablement services were therapy-led and delivered timely support, with no waiting list.  
The local authority also performed strongly in its approach to direct payments, which supported independence and choice. Staff described using direct payments creatively to meet individual needs, and people told us this helped them maintain independence and access tailored support. The local authority planned to build on this by developing technology-enabled care and improving digital inclusion for people and unpaid carers.  

The local authority demonstrated a good understanding of its population and took targeted action to reduce inequalities. Outreach work with underrepresented groups supported improved access to services, and staff adapted care to meet cultural needs with equality training embedded across teams. However, partners told us coproduction was not yet consistent or inclusive across all service areas. Staff also reported delays in accessing British Sign Language and Somali interpreters, and partners identified deaf awareness training as a key area for improvement. These findings highlighted gaps in accessibility and representation. The local authority acknowledged this and was developing a Community Collaboration Framework to strengthen representation and engagement, with plans to embed coproduction more widely and improve diversity in engagement. 

Integrated neighbourhood teams supported joined-up care and reduced duplication. The Home Care Contract 2024–2028 introduced quality assurance mechanisms and electronic call monitoring. National data from the Adult Social Care Survey 2023/24 showed 78.46% of people in Bolton felt they had choice over services, which was better than the England average of 70.28%. Capacity issues were identified in supported living. The local authority told us that 37 people were living in supported living placements outside the borough, which may be related to capacity. Separately, 150 people were living in care homes outside the borough, mostly due to personal choice and, in some cases, specialist needs. The local authority was working with housing partners to increase accommodation options and improve local provision and planned further work to strengthen market sustainability. 

Strategic partnerships were well-established, with co-location and joint planning improving outcomes. The Integrated Discharge Team operated seven days a week and included housing officers, which helped resolve issues such as unsuitable accommodation. The local authority planned to strengthen engagement with voluntary, community and social enterprise partners and embed coproduction in commissioning strategies. 

Mental health services were transitioning from a Section 75 partnership, which is a legal agreement allowing health and social care organisations to pool resources and deliver integrated services. This partnership with Greater Manchester Mental Health NHS Foundation Trust was moving back under local authority management in 2025.Partners told us this was progressing well due to strong joint planning and shared leadership. Staff said they felt supported through regular check-ins, training, and open communication. This demonstrated effective partnership working and a smooth transition aligned with the community transformation programme. 

People experienced safe transitions and coordinated care, supported by proactive risk management. The Preparing for Adulthood Protocol provided clear pathways for young people. Trial use flats supported safe discharge from hospital for people and assessment. The local authority planned to improve contingency planning in care records to include personal contacts and strengthen discharge processes. 

Safeguarding systems were well-established, with multi-agency working embedded through the Multi-Agency Safeguarding Hub. Staff described personalised safeguarding responses and improvements following Safeguarding Adults Reviews. However, referral delays and capacity pressures affected timeliness. In August 2025, the median wait time for initial safeguarding reviews was 6 days, exceeding the two-day target, and Section 42 enquiries had a median wait of 21 days. The local authority was recruiting permanent staff and taking steps to reduce delays in safeguarding referrals and improve oversight of Deprivation of Liberty Safeguards applications. 

Governance arrangements were clear, with strategic oversight supporting safe delivery and risk management. The Quality, Performance and Finance Board monitored improvement activity, and political leaders described a culture of openness. The local authority planned to embed workforce sustainability plans and strengthen collaboration with care providers. 

The local authority fostered a culture of continuous learning, with strong professional development and emerging innovation. Staff described reflective supervision, peer learning and accessible training. The Assessed Supported Year in Employment programme was co-produced and supported early career development. The local authority planned to continue embedding strengths-based practice and expand coproduction in service design.