Agenda item

The Strategic Director for Social Services highlighted the challenges faced in both service areas by workforces in public services, health, and social care due to the pandemic. The Strategic Director for Social Services highlighted the challenge faced by social care, and while not unique, noted the magnitude of these challenges going into winter. The Strategic Director for Social Services informed committee of the pressures faced by staff, and the challenge of retaining and recruiting staff, which The Strategic Director for Social Services assured committee was not a Newport-only issue, but UK-wide. The Strategic Director for Social Services assured committee that work was being done to address these concerns.

The Strategic Director for Social Services noted the forecast underspend present in the reports and highlighted that this was due to unusual circumstance within social care. The Strategic Director for Social Services emphasised that the budget reporting masked some issues like workforce issues as there was less spending on staff, as well as adult social care being unable to deliver some packages of care due to that staff shortage which would have cost a substantial amount, therefore making the saving “sad and unfortunate”. The Strategic Director for Social Services also noted that multiple Welsh Government Covid grants had been received, with some spend being applied directly back to Welsh Government on a month-on-month basis, and planning for £3.5 million on grant expenditure for this financial year, which masks budgeting and finance issues.

The Strategic Director for Social Services focused on the Children’s report, noting the increase in contacts being made with Children’s Services which reflected the difficulty of the pandemic for people. The Strategic Director for Social Services highlighted that these increased referrals placed staff under greater pressure and noted the increasing complexity in referrals made.

The Strategic Director for Social Services highlighted work done with unaccompanied asylum-seeking children, working in partnership with Cardiff to rehome those arriving in Kent and from port transfers, the piece of work being presented to Partnerships scrutiny tomorrow. The Strategic Director for Social Services noted that Newport had real options in being able to care for this group, offering positive services for good and strong care given the circumstances of their arrival.

The Strategic Director for Social Services noted the success seen with the MYST programme.

The Strategic Director for Social Services noted that Windmill Farm was moving forward with building and had a completion date in April, with staff being fully trained before opening.

The Strategic Director for Social Services felt that despite challenges faced, service provision had continued to be maintained, with work being done to innovate and hoped the report evidenced that despite the pandemic, Children’s Services has been able to deliver services effectively and safely.

Questions:

The committee asked:

·         Were there restrictions in offering a competitive salary?

The Strategic Director for Social Services said that budgeting was a restriction but felt that good wages were offered relative to neighbouring authorities. The Strategic Director for Social Services noted that recruitment was the issue at hand.

·         What was going to be done to ensure underspend does not happen and that the money is used effectively.

The Strategic Director for Social Services felt that the most effective way to ensure both would be to employ staff. The Strategic Director for Social Services noted that plans were in place to improve this, but there was significant challenge as only short-term contracts based on grant funding could be offered.

The Cabinet Member reiterated the unusual circumstances and reminded committee that targets would never be perfectly achieved. The Cabinet Member highlighted that many authorities offered incentives to new staff when recruiting and felt that until wage equality was reached, recruiting in the care industry would be difficult.

·         Could the Strategic Director for Social Services elaborate regarding family court cases and the delivery of children’s services and how would it be improved.

The Strategic Director for Social Services noted that significant changes had to made how they were managed, and restrictions being introduced delayed some areas in family court. The Strategic Director for Social Services noted that these were acute in private law rather than public but were mounting. The Strategic Director for Social Services highlighted that many challenges and issues were out of their control but were working to improve and expand preventative measures so that less cases had to go to court.

The Strategic Director for Social Services noted the pressure on the delivery of Children’s Services as work is constant. The Strategic Director for Social Services reiterated the importance of working with preventative services, managing pressures, and looking at support families more effectively.

The Cabinet Member highlighted the mental health struggles of school children, noting that it was a growing issue and backlogs were being caused as a result.

·         Had posts been advertised?

The Strategic Director for Social Services highlighted the extensive advertisements placed with support from HR, and noted the work being done to look at how to work with colleges to recruit. The Strategic Director for Social Services noted that Newport City Council was a part of Social Care Wales: We Care Wales which was working to promote social care being a good place to work. The Strategic Director for Social Services added that they also wanted to retain existing staff by being flexible and encouraging.

·         Would any underspend go towards the care and welfare of staff?

The Strategic Director for Social Services noted that WG had made payments to staff before Christmas 2020. The Strategic Director for Social Services noted that they were looking at wellbeing improvements from grant money such as clinical or reflective supervision and informed committee that most additional grant funding was conditional.

·         How successful had the advertisement to increase the pool of foster carers had been and what was the most successful way to attract foster carer?

The Strategic Director for Social Services noted that they were a part of Foster Wales which had included a TV campaign, but they had also advertised locally. The Strategic Director for Social Services felt that the best way was word of mouth and highlighted that the support and small gestures given by the authority was key for foster carer retention.

·         How had Service User Voice been used by both adults and children and had any changes been noted due to said user voice?

The Strategic Director for Social Services highlighted the work done with Barnardo’s to look at areas of work which has included looking at work done regarding exploitation and the interface between preventative and statutory services. The Strategic Director for Social Services highlighted the work done around child protection process wherein they spoke with staff and Child Protection conference chairs, parents and children involved in those systems which resulted in learning and needed changes being highlighted which are driven by the team and the voices of children and their parents.
The Strategic Director also highlighted work being done to avoid mothers losing babies at birth.

·         Is the service area on course to meet targets of the child exploitation response model and if not, what are the potential risks?

The Strategic Director for Social Services assured committee that they are working with partners which can complicate it. The Strategic Director for Social Services highlighted the importance of delivering multi-agency meeting model and the exploitation tool kit. The Strategic Director for Social Services highlighted the exploitation social worker had made a significant difference with the knowledge and skills the social worker was able to share across the service area. The Strategic Director for Social Services explained that the reason for the amber status was that realistically challenges will always arise so they must remain realistic but are on target for the work they are doing.

·         Whether targets would be hit for exploring the sustainability of options for early intervention protections within the preventions teams post for March 2021.

The Strategic Director for Social Services noted that initial funding was to March 2020 but was extended and thus would be able to operate the pilot for the whole of 2021-22. The Strategic Director for Social Services informed committee that this funding had come from the PCC and whilst recognising its success, continued funding was not guaranteed. The Strategic Director for Social Services noted that they have been able to be clear about the strong Police presence in the safeguarding hub, which has made a large difference in the management of referrals. The Strategic Director for Social Services noted that if additional funding could be secured then work could continue, but it was unlikely and therefore learning would have to be taken forward into other pieces of work.

·         How were the delays to the public law working group reform of family justice report affecting progress in improving issues?

The Strategic Director for Social Services highlighted that the report had come out in March 2021 and that the reason timescales were given was the actions for them to implement as this couldn’t be done without the report, which was late. The Strategic Director for Social Services noted that a lot of work had been done nationally and locally in looking at how work is done across social work teams. The Strategic Director for Social Services highlighted the importance of reflecting on work done in pre-proceedings and services offered to families before court. The Strategic Director for Social Services highlighted the numbers of looked after children were coming down and linked to that, the number of children in care proceedings was low, largely due to advance work.

·         How was that figure reflected in those the Local Authority Cares for versus those out of County?

The Strategic Director for Social Services noted that there has never been a huge number of children relative to total number out of county, apart from those just over/on county borders.

·         Will we see a rise in contacts as covid continues?

The Strategic Director for Social Services noted it was inevitable and the service area was anticipating its busiest year.

·         Are there any signs of businesses supporting work experience for young people?

The Strategic Director for Social Services noted that there was a lot of support with summer activities but highlighted that it was a difficult time for everyone, especially businesses.

·         How many unaccompanied children would Newport be taking in?

The Strategic Director for Social Services informed committee that the report being presented at the Partnership meeting on the 17^{th of} November 2021 would be forwarded as it was relevant.

The Strategic Director for Social Services said that they were working with Cardiff and Welsh Government, and were taking in 10 children, 8 of which had been already taken in. The Strategic Director for Social Services informed committee that once the 10 children were resettled, there would be time to look at taking in.

·         Were any new partners/partnerships being used to consider new ways of working from the past year’s experiences?

The Strategic Director for Social Services assured committee that partnerships with range of agencies and Barnardo’s would be continued but that there were no specific new partnerships to mention. The Strategic Director for Social Services noted that there had been big challenges from March 2020 until summer 2021 as many agencies had stepped down services and challenges with agencies not visiting which still resonates today.

The Cabinet Member highlighted that while this was only a mid-year forecast, only one target was red, which was largely out of the service area’s control, with the others being amber and green.