Minutes:
Two statements were made as follows -
From the Portfolio Holder for Adult Care and Health, Councillor Diane Smith - The Council’s vision for the future of the borough’s Day Centres.
The Portfolio Holder began by explaining that the Council’s strategy was clearly stated at the front of the Ageing Well Strategy - “We want to ensure that older people retain their independence for as long as possible, with the assistance of family, friends, faith and community groups, the voluntary sector and, where necessary, the Council and Health Services.”
In 2013, the Council had moved from commissioning the service through a block contract to spot purchasing arrangements, and had put in place transitional funding arrangements to help providers secure long-term sustainability. They were also encouraged to develop their offer to self-funders. Reports to Members in early 2013 showed that the Council’s approach had been extensively discussed with providers for at least three years previously. In 2017/18, the Council had agreed a one year waiver of the full market rent for one of the Day Centre providers. In 2018/19 a similar waiver agreement was made, extending to the main Day Centre providers for older people at a cost to the Council of approximately £140k. A return to full market rent was due from 2019/20, but the Council, aware that commissioners were continuing to work with providers, agreed to reduce the rent for this financial year too.
With the support of Council commissioners, providers had taken measures to improve their sustainability, including by reviewing prices and developing new partnerships, development of a marketing strategy to promote the day centres and build up their private client-base, sharing of resources and successful business models, including reviews of pricing structures, staff ratios and work rotas, work on optimising the use of day centre buildings, and supporting care staff to study for vocational qualifications whilst working. In July 2019 a possible funding opportunity had been identified for one of the day centres, and this was just being actioned by the provider. Commissioners continued to work with the Day Centres to develop their offer in a way that was sustainable and met the changing needs of individuals.
Responding to questions, the Portfolio Holder stated that, in terms of the strategic view, Members would have the opportunity to comment on the action plan that was part of the Ageing Well Strategy. Residents did have the ability to choose where to go, and did not necessarily choose to use traditional day centres. As an example, Lewisham Council had recently reduced their day centres from three to one in view of the impact of direct payments and there being a different offer in the community. The Portfolio Holder agreed that day centres did give people choice, but they were not always choosing to use the Day Centres and there were vacancies. She also agreed that Day Centres were important for offering respite, and the views of carers needed to be taken into account. The Ageing Well action plan was due to be considered at the next Adult Care and Health PDS Committee meeting in March.
From the Portfolio Holder for Resources, Commissioning and Contract Management, Councillor Graham Arthur - The proposed staff pay award for 2020/21.
The Portfolio Holder stated that, in six weeks’ time, Bromley staff would be the only local government workers in London who would know what their salary was. While the national pay rise was likely to be 2%, Bromley’s increase would be 2.5%, payable from 1st April. The Council was also setting aside £200k for merit payments - over £1m had already been paid out since the beginning of the scheme. The Council was also giving an extra reward to those at the lowest end of the pay scale by eliminating spinal points 4-8, moving them into point 9.
The Council depended on the quality of its staff, and they deserved leadership and motivation. There were now 30 trained mental health first aiders, a break-out room and access to more than 20 staff benefits. These included a salary sacrifice leased car scheme (a suggestion from staff), a childcare deposit loan scheme to help parents get back to work (a suggestion from a Member), and the annual leave purchasing scheme (suggested by the PDS Committee.)
In November the first staff conference had been held to inform staff about the transformation programme and the investment in IT to facilitate flexible working. The roll-out of the £5.2m IT improvement had been shortlisted for a national award. The Departmental Representatives Forum continued to shape what was done - their work was much appreciated.
The Council was investing in the staff of tomorrow through the YES scheme and the Frontline scheme. Twenty four apprentices and four graduates had been recruited, and these were soon to be increased. Most had now been recruited to full-time employment, some in senior positions.
The Council would continue to motivate, consult and reward as it moved to becoming a dream organisation, a place of choice to work.
In response to questions, the Portfolio Holder agreed that the Council was competing with other boroughs for the same potential employees, particularly for social workers. While salaries were often higher in inner London, Bromley could emphasise that it was an attractive place to live and work, with excellent staff benefits and working environment. He considered that staff morale was high and that turnover and retention were improving.