Previous Reference:           Minute 51 (2016/17)

 

The Strategic Director, Children’s Services will submit Document “AL” which  presents information on the workload of Children’s Social Work Teams and updates Members on key pressures on the service. The workload analysis is based on activity up to 31^st December 2016. Earlier reports presented to the Committee have confirmed strong, robust and well managed Social Work Services for Children and Young People in the District.  Information within this report therefore examines any changes in workload and demand on resources since that date.

 

Recommended-

 

That the Committee consider further reports in the 2017-18 work programme to ensure the continuation of safe workloads and practice into the future given the current financial climate.

 

                                                (Di Watherston/Cat Moss – 01274 437077)

 

 

 

The Strategic Director, Children’s Services submitted Document “AL” which  presented information on the workload of Children’s Social Work Teams and updated Members on key pressures on the service. The workload analysis was based on activity up to 31^st December 2016.

 

Earlier reports presented to the Committee had confirmed strong, robust and well managed Social Work Services for Children and Young People in the District.  Information within this report therefore examined any changes in workload and demand on resources since that date.

 

It was reported that:

 

·         There were 186 Social Workers in Children’s Social Care directly employed by the Council. This was a reduction since December 2015 when there were 208.

·         The significant change in number of social workers was due the change in how the service was now calculating staffing numbers. This would now be replicated in future reports. There were 44 Community Resource Workers (CRWs).

·         At 31^st December 2016 there were 10 agency Social Workers and no agency CRWs being utilised within the social work services. This was a reduction from December 2015 when there were 12 agency SWs and 1 agency CRW.

§  Bradford had 46% of Social Workers who were experienced social workers and had high levels of experience and training. This percentage had dropped slightly over the past year, from 48% in December 2015.

§  The average caseload per full time equivalent  (FTE) Social Worker was 16.1 cases, an  increase from 12.7 in December 2015. Within the long term Social Work teams this figure rose to 17.6 cases per FTE (compared to 15.4 in December 2015).

§  The average caseload per full time equivalent Community Resource Worker was 12.4 (a decrease from 12.6 at December 2015). The most recent published figures from the DfE (2014-15) showed a national average of 15 cases per FTE social worker and a regional average of 12 cases; the average across our statistical neighbours was 16 cases.

§  48% of looked after children (LAC) cases were held by an experienced social worker. The average number of LAC cases held by each FTE worker was 6.6, rising to 14.5 cases for the dedicated Looked After Children Teams. This was an increase from December 2015 when the average number of cases held was 6.0 (14.1 in the LAC teams).

·        The overall trend in the numbers of children who were the subject of a child protection plan had been gradually rising over the last year, after a sharp fall between summer 2014 and May 2015; there were 535 at 31^st December 2016 compared to 484 in December 2015.

 

 

 

 

·        The percentage of Child Protection Plans lasting for 2 years or more had improved over the last year, with 3.4% in the year to 31^st December 2016; this compares to 3.7% in the year to 31^st December 2015.

§  The number of looked after children had seen a sharp rise in the last 12 months. The number of children being looked after was 928 at 31^st December 2016 – higher than the figure of 861 in December 2015.  This equated to 66 children being looked after per 10,000 child population; this was higher than the national rate of 60 per 10,000 but lower than our statistical neighbour average of 78 per 10,000 (at 31^st March 2016) (appendix – 2.5).

• The number of referrals received by Social Care Services had increased to about 520 per month over the last year, compared to about 420 per month for the year before.

 

Members were informed of the results of a Social Worker staff survey (health check) undertaken recently which concentrated on the overall aims and wellbeing of Social Workers and included the themes effective workload management, learning and development, a healthy workplace and effective service delivery.

 

The survey findings for what worked well in Bradford included:

 

·         There was team support which was positive and helpful; others noted a steady team, with a good retention of experienced workers. Workers supported one another, as did the team managers and this helped to keep the children as the focus.

·         Had good managers and enjoyed working for Bradford.

·         Pleased that there was a Principal Social Worker in post now and that staff surveys were in place.

·         Bradford was trying to keep children at the centre of their work and there was a great emphasis on working with families to keep them together and were making differences to children’s lives by acting appropriately to risk.

·         Driving up standards through file audits and monitoring performance.

·         Providing a range of quality training; the Signs of Safety model made concerns and positives much clearer for parents and professionals.

·         Integrated working and the benefits of being co-located with relevant health and educational colleagues.

 

What some staff were worried about included:

 

·         There were some themes which related to higher caseloads.

·         Some staff felt that they worked beyond their allocated hours and struggled to claim back their hours.

·         Not all staff appraisals were undertaken in a timely manner.

·         Social workers were not always taking their protected 3.5 hours per month for Continuing Professional Development.

 

·         Working environment was not appropriate, lack of space and IT equipment.

·         There was a lot of expertise and knowledge within the service that was not always recognised.

·         Some felt there was no consistent approach for induction of new staff.

·         Needed to find out why staff left the authority.

·         Consider revise the Workforce Development Strategy for the coming year with a focus on retaining experienced staff.

·         Consider improving management and team relationships.

 

In response to the survey it was reported that:

 

·         In terms of high case loads, a Workload Management System would be introduced, supported through supervision audits.

·         Review of Staff Appraisals was being undertaken with Workforce Development.

·         Piloting electronic tablets so that staff could work away from the office.

·         Started to share good practice at team manager forums.

·         Introduced “Welcome to Bradford Induction Plan” for new staff.

·         Look at why staff leave at exit interviews.

·         Revising Workforce Development Strategy and working on retention of Social Workers.

·         Working on improving management and team work so that staff feel valued.

 

It was reported that the survey only produced  a response rate of 17% which was very low but the service would be looking into ways of increasing response rates for next year; there had been technical difficulties this time.

 

Members commented on a number of issues which included:

 

·         Future report could include information on addressing concerns outlined in the surveys.

·         Worried about increase in workload of social workers; Social Workers working longer hours than contracted to and the downtime they were entitled to.

·         Poor response rates to the staff survey needed looking at.

·         Concerned about the increase in referrals being received by Social Care Services.

·         Would services offered by Early Help reduce referrals being made to Social Services?

 

The Health and Wellbeing Portfolio reported that a Joint Targeted Area Inspection undertaken recently found that the caseload for Social Workers was appropriate and felt that to be a reassurance.

 

 

 

 

It was reported that it was extremely important that staff did get that down time and it was hoped that Service Mangers considered appropriate allocation of workloads.

 

In response to the queries raised by Member’s it was reported that:

 

·         The increase in the number of referrals received could be due to the way domestic violence work was approached; Bradford was complex and there was a lot of concern around families struggling.

·         Early Help services was a new initiative and would take time to produce results.

·         Staff survey would be undertaken on an annual basis and staff would be encouraged to complete the survey.

 

A Social Worker who attended the meeting suggested that more in depth discussion at supervision could look at areas of concern and feed into the staff survey.

 

In response to a Members question relating to children becoming subject to a care plan for the second time, it was reported that it was important to ensure  that children were not on a care plan longer than they needed to be; a child taken off a protection plan was not a decision made by a social worker individually and was a joint decision made by a number of people.  A child would be put back on a protection plan if other interventions such as early help were not successful. Deregistration of a care plan was carefully monitored.

 

Members were advised that the reduction in adoption and Special Guardianship Orders was a national issue following case law; case law stated that a Local Authority had to demonstrate the viability of wider group of family and friends carers before placing for adoption; Local Authorities had to explore all family and friends before the authority made Special Guardianship Orders.

 

In response to a Members question it was reported that:

 

·         There was an ambition to roll out early help; good early help meant better outcomes for children.

·         Early interventions sped up process for some children who were not being looked after appropriately and therefore came into care quicker.

·         Increase in workload was due to changes in demography; principle reason in the increase was domestic abuse and the promotion of reporting domestic violence; second reason for the increase in workload was due to parental substance misuse and parental mental health.

·         Children living in poverty came to the attention of Children’s Services; migration of families into the City who did not have any public funds, potentially living in insecure housing conditions and not conducive to wellbeing of children.

 

Resolved-

 

(1)          That the Children’s Social Care Services Team be thanked for the work that they undertake in ensuring a strong, robust and well managed Social Work Services for Children and Young People in the District.

 

(2)          That the Committee consider further reports in the 2017-18 work programme to ensure the continuation of safe workloads and practice into the future given the current financial climate.

 

Action:           Strategic Director, Children’s Services