Report ECHS19052

The Committee considered the budget monitoring position for 2019/20 based on activity up to the end of May 2019.

Overall the position for Education was a predicted £155k underspend. This was due in the main to vacant posts and additional income expected to be collected in SEN Transport.

The Children’s Social Care division was currently overspending by £1,478k (net of management action of £186k). For the budget in 2019/20 growth was given in the budget of £4,049k. This was partially offset by agreed mitigating management actions of £900k, leaving a net budget increase of £3,149k. The management actions had not all been found in year as yet but it was assumed that further sums would be found this financial year.  The figures also included the contribution from Bromley Clinical Commissioning Group (BCCG) of £1.9m for 2019/20. Officers had negotiated an increase of £900k over the previous 2018/19 contribution rate. 

Members noted  that the main budgetary pressures in Children’s Social Care were: agency costs (£800k); placements (£250k); and direct payments for children with disabilities (£400k) relating to 4 families who would otherwise have required high cost residential placements. 

In terms of delivering the £900k management action, the Committee noted that the service was currently approximately £186k short.  Specialist internal foster carers were being trained for more complex cases in order to avoid high cost residential placements and, more importantly, to provide a more appropriate placement for children.  The Portfolio Holder highlighted to the Committee the specific challenges and difficulties around securing placements and the constant determination shown by social workers to secure the best placements for children.

Members expressed concern about the overspend which had been a regular occurrence in recent years.  In relation to what appeared to be an emerging trend of the number of children in care being above projected numbers, a Member requested that the Committee be provided with the actual figures for the past five years compared to the projected numbers for the past five years in order to provide reassurance that numbers were not being artificially depressed and that budgets were realistic.  The Director of Children’s Social Care reported improvements had been made in the accuracy of predicting numbers of children coming into care and data was being more effectively scrutinised.  Work was being done to permanency plan for children at an earlier stage however, Children’s Social Care was a needs-led service and children had differing levels of complexity.

ACTION: That the Committeebe provided with the actual figures for the number of children coming into the Council’s care for the past five years compared to the projected numbers for the past five years in order to provide reassurance that numbers are not being artificially depressed and that budgets are realistic.

A Member stressed the need for council departments to work together to ensure that all available grant money was spent on adapting homes to enable children to remain in a home environment.  The Director of Children’s Social Care confirmed that an Occupational Therapy Service was now based in Children’s Social Care and the grant was being used appropriately..  Through collaboration with the Housing Department a creative approach was also being taken to adapting homes to enable children to remain in the same home into adulthood.

In response to a question, the Director of Children’s Social Care highlighted that levels of staffing were fluid.  A huge recruitment drive had been undertaken and at the time of the Ofsted inspection earlier in the year 80-85% of staff were permanent.  For a number of reasons this had recently fallen to 75% however there were a number of new staff who were due to join the Council.  Exit interviews were conducted with staff to understand their reasons for leaving.  Members were reminded of the challenges around recruitment and the relatively small pool of qualified children’s social workers across London.  Work was being undertaken to attract staff from outside London however there remained stiff competition and whilst the Council’s Caseload Promise helped neighbouring Local Authorities were offering attractive salaries to attract new social workers.  The need to ensure that the Council had the right skill mix was also highlighted.  The Director of Children’s Social Care also emphasised that the Service was growing and developing its internal talent.

RESOLVED: That the Portfolio Holder be recommended to:

1. Note that the latest projected overspend of £1,323,000 is forecast on the controllable budget, based on information as at May 2019; and

2. Agree to the release of the carry forward funding as set out in section 5 of the report.