Agenda item

The Select Committee gave consideration to a report which provided an overview of the operational and financial performance of Children’s Social Care following Ofsted’s Inspection of Local Authority Children’s Services (ILACS) early in 2019.  The findings judged that the authority ‘Required Improvement to be Good’ across the board in each of the four main assessment criteria.  The report focused on the financial investment in Children’s Social Care, the current financial position, targeted management actions which supported the implementation of the Children’s Social Care Improvement Plan and performance update.

The report recognised that Oldham had an accurate evaluation of social work practice and had well developed plans to transform services secured through a structural investment plan and the pending implementation of a new operating model.

The ILACS mandated the Local Authority created an improvement plan which addressed the key areas highlighted as requiring improvement which culminated in August with Ofsted approval of the Children’s Social Care Improvement Plan 2019-2021.  The plan, identified individual task and finish activities across the following themes which were tracked within clearly defined governance arrangements:

·       Workforce

·       Quality of Practice

·       Partnerships

·       Delivery

·       Commissioning

·       Assurance

The plan had been backed with significant financial investment in Children’s Social Care to address demand and the rising cost of the provision of the full range of services together with additional investment to create an infrastructure that would support the recommendations within the plan.

There had been a dramatic increase in the cost base of Children’s Social Care over the last three financial years.  The majority of the use of reserves in 2018/19 had supported two short term investments initiatives to facilitate the implementation of the Children’s Services Operating Model and Structural Resources Plan in 2019/20.  The report detailed the allocation and use of resources to support spending pressures.  Areas of overspend and underspend were detailed in the report as well as targeted management actions.  Progress towards the implementation of the Improvement Plan, together with financial updates and progress against key indicators, were managed by the Children’s Change Board. 

A Financial Recovery Group had been established with an associated action plan developed to track any overspending activity across Children’s Services.  The report highlighted:

·       Proactive management activity

·       Effort to reduce Out of Borough placements

·       Review of spending in the Children with Disabilities and Placement Teams

·       Review of Semi-Independence Units

·       Review of Costs of the Regional Adoption Agency

·       Use of in-house legal provision; and

·       Review of operational working arrangements.

Performance related information was highlighted in the report.  The report noted that there had been a decrease in demand experienced across a range of key performance areas.  Members were informed that where children had been in long-term foster care the carers were being encourage to undertake special guardianship.  The number of caseloads per social worker had reduced .  

Members referred to the continued overspend in previous years and were informed of measuring being take to address the issue.

The report outlined the current financial position, pressures, underspend and investment along with management actions in place.  Members were informed about the work of the Financial Recovery Group, new operating model, recruitment being undertaken.  The majority of team managers were now permanent staff and by the end of March 2020 it was anticipated that the workforce would be in a good place.  Morale was high.  The use of agency staff has reduced, there had been investment in learning and development as well as new accommodation at Met Place.  The number of out-of-borough placements was being reduced.  Member were informed about the challenge around the Regional Adoption Agency. 

Members sought clarification on the Regional Adoption Agency overspend as it had been put into place to save money.  It was clarified that there was not an overspend but as the local authority did not manage the budget the income of ‘selling’ adopters that previously came to the local authority went to the RAA.  For the first two years it has been agreed that the Agency would retain any income generated to develop support for the authorities.  The RAA had been unable place some children and the local authority had been asked to fund the placement.  Going forward surplus would be split across the local authorities.

Members sought clarification if the number of referrals going down was sustainable.  Members were informed that this was being taken with caution.  The Early Help offer was being developed and likely to reduce demand.  The police were implementing a new system which could cause an upsurge in referrals but this was being monitored.

Members asked about the spike in referrals at the beginning of the calendar year and were informed that this could be related to Ofsted and also schools returning after the school holidays with new issues and contacts being made to the local authority. 

Members referred to out-of-borough placements and were informed that officers reviewed requests for placements whether they be in-house or out of borough and bear in mind so as not to cause disruption.  Work was ongoing on the development of an in-house fostering service and the residential estate being redesigned to have wrap-around services.  A number of out-of-borough placements were therapeutic placements.  Members were also informed of work with the Virtual School and education provision within a home setting.

Members asked what the service required to become good and then outstanding.  Members were informed that to become ‘Good’ was not just linked to finance but also investment in developing a fit-for-purpose structure. 

The following was highlighted to members:

·       A new operating model was in place;

·       A learning suite developed with a focus on quality;

·       A unit undertaking audit activity which included casework and management of caseloads;

·       Ensuring procedures were up to date;

·       Emerging issues and risks in terms of performance data addressed;

·       Work with Stockport Council, who were assessed as Good, and were partners in practice.  Best practice was reviewed at other councils.

·       The authority did well in educational attainment in Children Looked After.

Capacity and support to social workers was important; team managers were in place, the pan of control had been reduced, a stable skilled workforce would achieve a good outcome.  The improvement plan had been signed off within any amendment to be made and would be tested in further inspections.  There would be a full inspection in three years but there would be focussed visits in-between.

Members asked that the financial position be kept under review and that a further report be brought back in six months.

RESOLVED that:

1.       The report on the operation and financial information related to the Children’s Ofsted inspection be noted.

2.       The financial position be kept under review and a further report be brought back to the Select Committee in six months.

NOTE:  Councillor Phythian left the meeting during this item.