Agenda item

The 2^nd Monitoring Visit had been held in late February 2017 and focused on care leavers. This area of work was shared by SBC and the Children’s Services Trust (SCST); the visit had been rigorous and had found several positive developments. As a result, the service for care leavers was providing a good example of joint working between SBC and SCST.

The visit had taken the form of a series of activities (e.g. review of case records, interviews with staff) and had explored areas highlighted as weak by the last full Ofsted Inspection. As a result, the progress made from the low base inherited in 2015 had been noted on matters such as accommodation. As part of this, Ofsted had visited care leavers in their new housing (e.g. YMCA) and also spoken to SBC housing officers on provision being made for care leavers.

However, improvement needed to continue; Ofsted stated that they thought the progress being made had been very recent. In response, SCST reminded Ofsted that only 5 staff from the time of the last inspection were now part of the 37 staff involved in the service at the time of the visit. This was an indication as to the level of culture change needed before making any significant improvements to the service itself.

The Panel raised the following points in discussion:

·  The report on the visit highlighted 4 key areas for continued improvement. These would be resolved as follows:

Improving the reliability of performance information

This was recognised by all parties as a chronic issue. Tracking had improved, but still required further work; a Performance Management Team was dedicated to this area.

The lack of formal contractual arrangements with providers

A lead for commissioning had now been appointed; it would be their responsibility to investigate all contractual arrangements. At present, no such formal arrangements had been completed.

The need to strengthen partnership relationships for individual care leavers in health and adult services

A health professional would be working on this area; a key priority of their work would be to establish a system which offered all care leavers a choice in shaping their care package.

The embedding of some of the new protocols and practice developments

This was in motion (e.g. the intranet was being relaunched, which would outline the new policies put in place by SCST). However, the IT issues involved made it impossible to specify a deadline for this.

·  The funding for staff in the care leavers’ hubs had been committed to retaining the present level of employees in 2017 – 18. In addition, a 3 year budget was planned on this premise; however, the question would be reviewed annually, so an absolute commitment beyond the present financial year was impossible. As well as the increased number of staff (from 3 to 9) the number of care leavers on Child Protection Plans had reduced, which further assisted with making work loads manageable. Whilst the number of cases per worker was now closer to the standard guidance for an ideal workload (20), some cases were now living some distance from Slough; this complicated logistics for staff. SCST was working with local authorities in the areas concerned to manage this appropriately.

·  Of the 37 staff in the service, approximately 35% of them were temporary. Whilst this was lower than the figure inherited, SCST wanted to align this with the ration in other hubs it ran (approximately 17%). However, SCST was confident that the quality of its workforce was improving significantly.

·  The 3^rd Ofsted Monitoring Visit was scheduled for 15^th – 16^th June 2017 and would focus on child protection. The 4^th visit would be likely to occur in September 2017, and the subsequent full re-inspection must take place by mid 2018. There would also soon be an Ofsted / Care Quality Commission joint inspection of the Special Educational Needs and Disability (SEND) service.

Resolved:  That the 3^rd Ofsted Monitoring Visit be added to the agenda for 25^th October 2017.