Agenda item

Children’s services presented a report on OFSTED expectations upon their arrival, which could be at any time.

Some of the main elements of the report stated that:

• OFSTED arrived unannounced. Children’s Services had prepared a presentation which was updated on a regular basis in order to have the information to hand when OFSTED arrived.
• The methodology required Children’s Services to look at individual cases that OFSTED identified, audit them and then score themselves based on how they have met the framework and what level they think they are working at. OFSTED arrived at random, but they aimed for every three years. Their last visit was approximately 2 years prior. Havering usually had 190 Looked After Children (LAC). Within the year, this had risen to 222-225 (minor fluctuations around this number). The number of LAC had risen nationally in the last year. A high proportion were known to be previous LAC.

Children’s Services wanted to deliver the best possible service. They benchmarked against cost effectiveness. Recruitment and retention of Qualified Social Workers was making progress - previously 30% now 22% agency staff. They were still using too many agency staff which was inconsistent the LAC.

The previous OFSTED result had advised that the service was ‘good’ but was too early to establish. The troubled families service within Havering was among the best in London, at stage 2.

Some of the challenges included that the workforce stability had been an on-going issue. Social work was not an attractive profession but was now seen as much better as a career option. The participation worker strategy was due to be completed the following week, but had to be continued to be a challenge

Members were generally sympathetic to children’s services.

Fast reaction and retention was needed to keep the children in their homes as much as possible, but where they could not remain at home, the aim was to keep as many children as possible within the borough, and not only within a 20 mile radius.

There was a big emphasis on Looked After Children education.

Social work pay was benchmarked and was a good rate. Pay was not what was putting people off from working in Havering. Most staff leaving were going into agency work. There was a long term problem, but staff were now converting from agency to permanent employees.  A new programme was in place for social work development.

22% of vacancies were covered by agency staff. The recent recruitment day had been successful.

Supporting children to complete work experience within schools was considered. It was considered that in some cases it was difficult to get teachers to write references for children, and insurance was a concern for employers. Careers worked with schools in order to provide work experience, but it was not within the jurisdiction of the Local Authority to intervene. It was considered that inviting the Youth Council to meet the committee may provide a way in to help support the work experience schemes, and provide an opportunity to scrutinise the offer provided.

The Chamber of Commerce was to speak to the Youth Council, to engage with young people.