The Chief Executive addressed Members and received questions.

The position on Children’s Services was now stabilising and Ofsted were due to visit again on 22nd and 23^rd February 2017. Compared to Ofsted’s visit last May, governance considerations were now in place although improved service and practice was taking a little longer. Caseloads were nevertheless reducing with good calibre staff being recruited. Tools for improved performance were in place and 150 laptops had been issued to social care staff. The Commissioner monitoring Children’s Services in Bromley had been with the authority two to three days per month and would report to the Minister on 27^th May 2017. There would also be a further Ofsted visit at that point. Ofsted was looking to see improvements delivered and the Commissioner was taking a wider review of the authority’s ability to provide Children’s Services. Staff skills were important as was a need for staff and partners to own children’s services. 

Following Ofsted’s first monitoring visit of Children’s Services, Ofsted considered there had been limited progress and the Council was demonstrating commitment. Improvements had been made too recently for outcomes to be properly assessed and more progress was needed (e.g. around partnerships and bringing the focus back to children); the pace was still slow with required changes needing to be considerably accelerated. Officers were driving for a positive outcome at the final inspection. The Council’s leadership, management and governance would provide a platform to achieve the level of improvement needed. The Chief Executive was confident the Council would see a positive direction of travel; progress was being made at the front line and case levels were now reducing. Improvement was taking time but the Executive Director had a track record of achievement. The Executive Director was establishing his team and the focus was on improving outcomes for children.

On the Council’s four year financial outlook, a budget gap remained for years three and four. Priorities for Building a Better Bromley had been signed-off with partners last November and collaborative working was important; in this regard measures were being taken forward to boost economic regeneration in areas such as Biggin Hill. The Council was also making good use of its assets and the partnership with Cushman and Wakefield would bear fruit in maximising property income. Further improvements were also being made to contract management across the Council.

The Chief Executive referred to progress on integrating health and social care and the challenges towards this. Reference was also made to the Transfer of Care Bureau, established to enable better co-operation between agencies for complex discharges from the Princess Royal University Hospital (PRUH). Supporting a successful transfer of patients from the PRUH to the community each month, the arrangement provided a seamless approach enabling discharges and release of hospital beds. The Council’s Social Services was recognised by the PRUH and Clinical Commissioning Group (CCG) as having a key input to the timely discharge of patients from hospital beds.

On public protection, the Metropolitan Police was looking to deliver policing in London via “super boroughs” headed by a Borough Commander. A Member expressed concern at the frequency of re-organisation within the Metropolitan Police; the Member also advocated appropriate training to ensure a reduction in the current level of re-offending. He also asked how economic development was now being led at officer level and, in the context of integrating health and social care, highlighted the approach taken at Salford.

The Council was investing in its partnership with Cushman and Wakefield with an even greater level of expertise now available to officers. At Director level, oversight was provided by the Executive Director of Environment and Community Services with support from the Head of Strategic Property. On the Salford model for integrating health and social care, discussions would be held with consultants - a number of places were now considering the approach. Training budgets would also be protected and the new Deputy Chief Executive and Executive Director of Education, Care and Health Services was keen to focus on training for social care staff. Wider reductions had stabilised and it was not intended to drive further cuts and efficiencies in social care; income for front line services would instead be sought from revenue generating projects.

For the Youth Offending Service (YOS), Ofsted inspectors had been on site week beginning 23rd January 2017 and a further inspection would begin on 6^th February 2017, including inspection by partner inspectorates from Learning and Skills (Ofsted), Children’s Social Care (Ofsted), Health (including substance misuse), the Care Quality Commission (CQC), and Police inspectorates. Some service improvements were being achieved although faster improvements were necessary.

In view of partnership working starting to bear fruit, a Member sought assurance on the continued engagement of partners. The Chief Executive referred to work by the Children’s Service Improvement Governance Board whose membership included partners. The YOS Management Board also included partners who were contributing to improvements. Partner engagement was encouraged and there was now more challenge with partners when necessary. Building a Better Bromley was now about L B Bromley and its partners delivering the objectives; Children’s Services was no longer considered L B Bromley Children Services but Children’s Services in L B Bromley and partners could be expected to become even more involved in future.

A Member was concerned that there appeared to be little information coming from the police; as such, the concern would be passed to the Borough Commander and taken to the Safer Bromley Partnership. The Member also enquired about future operation of Bromley Town Centre Market. It was understood that, generally, traders were positive to the market being moved to a new town centre location, away from Market Square; although there would be fewer stalls, it was thought that the number of food stalls would increase.

On Governance matters, the Chief Executive’s views were sought on the current Education Select Committee pilot. The Chief Executive suggested that looking at a single subject appeared to have been successful and PDS Committees need to be a little more focused on issues. This could involve individual PDS Committees focussing on specific issues or perhaps having one Select Committee to cover PDS work. The decision was one for Members. The Chairman suggested that Sub-Committees e.g. Contracts Sub-Committee also seemed to work well. There was opportunity for PDS to consider/discuss policy development in areas affecting Council business. A task and finish approach was advocated but it was necessary to have the best use of officer time. PDS reviews would need a sharpness and focus to drill down to key issues. The Vice-Chairman also highlighted an inquiry into Local Government Overview and Scrutiny by the House of Commons Communities and Local Government Select Committee.

On integrating health and social care, the Vice-Chairman also suggested looking at liabilities and contracts and not solely finances, suggesting that a number of contracts needed improvement. The Chief Executive referred to work of the Health and Wellbeing Board, and how to use funding to build objectives for the community. There was also potential for cost sharing; it is possible to work through contract issues with health partners if there is a good relationship in place e.g. health aspects of a child’s placement. The Vice-Chairman suggested that the Salford model may provide solutions. It was highlighted that certain functions can be delegated to CCGs and CCGs also have powers to delegate to Local Authorities.

The predicted budget overspend for Adult Social Care was some £1.8m at previous budget monitoring stage but this was now down to £1.2m. The intention was to reduce the overspend to below £1m. Although it was not possible to reach zero overspend, better mechanisms were now in place to control expenditure.

Following a Member enquiry, an update was also provided on progress in clearing the former Waste4fuel site at Cornwall Drive, Orpington. The Council had received regular communication from the Environment Agency and the direction of travel in clearing the site was good. Some hazardous waste was possibly included and officers were in discussion with the Environment Agency.