Agenda item

The Panel was updated on performance and financial information for services relating to Children and Families.

Performance Information

The Director of Children’s Services/Chief Executive of Worcestershire Children First briefed the Panel on the headlines from performance data for Q3 2021/22.  The following main points were made:

·       The rise in the number of referrals to the Family Front Door was consistent with data from previous years.  However, the rate of conversion of referrals to social worker assessments was low meaning that the Family Front Door was receiving contacts that it did not need to.  Officers were looking at the figures to find out why this was the case.  Possible reasons included:

o   Professionals needed more support to use the Family Front Door properly.  It was not clear why they were not making greater use of early help services.

o   Professionals were themselves very busy and did not have time to direct to the correct channels.

o   Levels of professional anxiety were high given recent high-profile cases in the press.

·       It was suggested that all three reasons were in play with the end result that the Family Front Door was overloaded.  Work had been commissioned through the Worcestershire Safeguarding Children Partnership to look at the availability and effectiveness of early help.  Audit work was also underway to look at cases where a referral had resulted in signposting to universal or early help services.

·       The number of social work assessments had dropped.  It was essential to address the current backlog in writing up assessments and a plan was in place to address this by the end of March.

·       This year had seen 166 new children becoming looked after, a figure that was consistent with previous years.  In terms of new accommodations, Worcestershire was second lowest in the region, a result of the work of the Supporting Families First team.  Members were informed that a recent report by the County Council Network on The Future of Children’s Social Care had showcased WCF’s care prevention work as good practice.

·       The number of Looked After Children per 10,000 under 18s was 75, a figure at the lower end when compared to regional authorities.  However, Members were reassured that social workers would always act when a child needed to come into care.

·       The rate of 35 children on Child Protection Plans per 10,000 under 18s was in line with national and statistical neighbours.

·       In terms of staffing, there were very positive levels of stability and permanency.  WCF strived to be an employer of choice.  Pay rates were good but other issues were also important such as the stability of the management structure.

·       Caseloads had reduced in the locality teams (child protection) but were higher for those working in the Family Front Door and through care.  WCF would continue to monitor this situation closely.

Members were given an opportunity to ask questions and the following main points were raised:

·       It was confirmed that data on the number of Education, Health and Care Plan (EHCP) annual reviews completed within 12 weeks was not included in the Performance Information.  The Director of Children’s Services agreed to consider adding this KPI for future Panel discussions.  She went on to confirm that the timescale for reviews was a challenge.  Staffing had been inconsistent and had recently been increased, and it was hoped that all reviews would be completed before the end of the school year.  It was pointed out that the review timetable was an issue for authorities nationally.  The team was also changing the process behind the development of EHCPs, improving the flow of information to support a better process.  Recruitment to a Director post was taking place this month.

·       It was confirmed that an annual review of an EHCP would not necessarily change all elements of the Plan.  The team was keen to develop a less process driven, more relationship driven practice.  However, it was not possible to change working practices at the same time as addressing the backlog.  The Director of Children’s Service was confident in the improvement plan that had been developed.

·       With reference to the Family Front Door, it was confirmed that case audits were undertaken and the findings shared with colleagues from the police and health.

·       With reference to children with an EHCP who were Electively Home Educated, a question was asked about whether ‘elective’ was the correct term when many families felt they had no choice but to remove their child from the school environment.  Members were informed that this was a continuing difficulty and something that had been raised as a national concern.  It was confirmed that, if a school notified WCF that a child was moving to be Electively Home Educated, officers would have a conversation with the family to ensure that there was no pressure from the school for the child to be removed.

In-Year Budget Monitoring

The Director of Resources made the following main points:

·       The Dedicated Schools Grant (DSG) had a forecast deficit of £12m for the end of 2021/22.  Discussions with the Department for Education continued with a meeting planned for later this month to consider what the DfE could do to help.  The DSG had increased but still did not cover expenditure.  Legislation which allowed the deficit to sit on the County Council’s balance sheet would expire at the end of 2022/23.  WCF was also working with the County Council Network and the Society of County Treasurers to take this forward.

·       WCF’s Forecast Outturn at Q3 2021/22 showed an in-year deficit of £0.45m.  It was anticipated that the final figure would be around break even.

·       The agenda papers included a chart showing a comparison with other local authorities.  It was confirmed that WCF and the County Council were working well together.

·       The pay award had now been agreed and would be paid to staff this month.