Agenda item

The Director for Children and Education Transformation presented an update against the Transformation Programme. It was noted that this was to remain a standing item for future meetings in 2023-24.

-          The Transformation Programme aimed to prioritise children and families through a total redesign of the operating model.

-          The complex and challenging environment for Children and Education services was acknowledged, alongside the tension between the improvement challenge and financial constraints. The publication of recent Cabinet Papers noted the significant financial challenges, particularly in home-school travel and the high cost of placements.

-          The three core elements of the Our Families Programme approach focused on

1)      Demand – addressing the level of need

2)      Supply – evaluating how resources are commissioned and delivered

3)      Workforce – organising and supporting staff in the most effective way

-          Workforce retention was noted as both a local and national issue. Nationally more social workers were leaving the profession, and locally it was known that Bristol was not aligned with market rates.

-          Home to school travel was identified as a key pressure point, as this had increased alongside the increase in EHCPs. With more out of area placements the knock-on effect had doubled the cost of transport. Proposals to address the issues included consideration of a Bristol City Council owned fleet of transport.

Members queried how sustainable improvement could be delivered at the same time as cutting budgets. The Director for Children’s Transformation stated this would be by re-examining all systems and processes for efficiency. There were opportunities to make some processes automated and remove some bureaucracies. It was clear that some difficult decisions would be needed, while still protecting statutory duties. Joint working with Adult Social Care around commissioning was also expected to produce some improvements and savings. Officers welcomed suggestions for ideas and alternative ways to look at demand and deliver efficiencies.

The Cabinet Member for Children's Services, Education and Equalities noted that the largest outlay was around out of area placements. Cases were being regularly reviewed to help address this. Work was also being undertaken with neighbouring Local Authorities to develop provision across the region.

A Member queried how risk was being managed in light of high caseloads for social workers. The Director for Children and Families stated that there was a clear culture of expectation that risk would be held at the senior level. Weekly meetings were held for senior leaders to examine stress points and identify where available capacity could be utilised.

Quality assurance around the use of taxis as home-to-school transport was raised.

Social worker salaries were discussed. It was noted that under the new operating model these would be brought in line with the region as part of the efforts to improve consistency in the workforce. A national campaign to assign key worker status to social workers was noted. The same issues were being seen under Adult Social Care and would be looked at jointly. The Cabinet Member for Adult Social Care noted the useful cross working between Children & Education and Adult Social Care that had been taking place to jointly consider approaches to issues like expensive placements and supported housing.

Members emphasised the importance of building local facilities. The local campaign to promote fostering had been noted.

The Officers were thanked for the report.

RESOLVED; That the People Scrutiny Commission note the report.