Report ECHS19034

The Sub-Committee considered its regular update on the performance of services for children.  The Assistant Director for Strategy, Performance and Engagement reported that there were 4 indicators not meeting expectation and the report provided detailed management commentary around these indicators.

In response to a question concerning whether, in relation to the percentage of Care Leavers (aged 19,20, 21) who were in Education, Employment and Training, the Local Authority had comparative data for residents who were not care leavers, the Assistant Director confirmed that the national measure on the whole population related to 16 and 17 year olds.  There was a need to considered whether it was a fair comparison as Care Leavers faced very different challenges to young people who had not been living in care.

In response to a question concerning the initiatives that were being utilised to increase employment amongst Care Leavers the Sub-Committee heard that Bromley had been working with Lewisham to jointly secure DfE funding for a specific project.  The Virtual School had also been arranging educational based trips (for example, to colleges and the theatre) for Care Leavers in order to expose young people to the wide range of learning opportunities that were available.

Work was also ongoing in relation to apprenticeships.  The DfE had offered opportunities for apprenticeships for Care Leavers that would be taken up.  In addition to this Bromley CCG had also offered 1 apprenticeship opportunities and one of our contractors 2 placements .  Work continued in relation to ensuring that there was a contractual requirement for companies providing services on behalf of the Local Authority to offer apprenticeship opportunities for Care Leavers.  So far, 5 apprenticeships had been secured against a target of 6 but there was always more that could be done.

In relation to average caseloads, the Director of Children’s Social Care confirmed that the most recent data demonstrated that caseloads in the Referral and Assessment Service (RAS) had reduced to, on average, 16.  Some of the issues around caseloads had been due to vacancies within RAS.  The Sub-Committee noted that RAS was effectively the ‘front door’ to Children’s Social Care and there would always be a need to deal with what came through the front door.

In response to a question, the Assistant Director confirmed that current performance around adoption was positive.  The Service was performing well in terms of adoption and matching.  The Director of Children’s Social Care reported that Early Permanency Panels were being held at an earlier stage in the process, and foster-to-adopt performance was positive.  In addition to this the fortnightly Fostering and Adoption Panels ensured that there was no delay at any stage of the process.  It was too early to assess the impact of the Regional Adoption Agency supported by Coram however this would be monitored.

A Member who also sat on the Fostering and Adoption Panel remarked that through her role on the Panels she felt that the performance culture in the organisation had changed.  Officers were more performance driven with a greater understanding of quality and timeliness and she passed her thanks to Officers.  The Assistant Director welcomed her comments advising that Officers had worked hard to implement the Performance Management Framework and that management oversight was considered and consistent.

RESOLVED: That the January 2019 outturn of key performance indicators and associated management commentary be noted.