The Corporate Director – Social Services and Wellbeing presented a report, the purpose of which, was for Council to approve a 3-year plan (Appendix 1 to the report referred) to improve outcomes for children and families in Bridgend, with the financial implications arising from the actions in that plan supporting the safeguarding and protection of children in Bridgend.

The report outlined some background information, where it confirmed that in order to more robustly support the above, extra resource would be required in order to successfully achieve this when facing the number of anticipated challenges that lie ahead.

She explained that while during and post-Covid all services have been challenged, the social care services appear to have experienced the brunt of an imbalance between demand and capacity, particularly in the last two years. The level of demand for children’s statutory social care services over the last 18 months, particularly in Information, Advice and Assistance (IAA) and hub-based locality services has increased substantially. The headlines are that:

•           8,334 contacts to children’s social care in 2022/23 compared to 5,667 (47.1% increase compared to 2021/22)

•           3,114 assessments in 2022/23 (89.4% increase compared to 2021/22)

•           1,202 children with care and support plans as at 31.03.23 (9.3% increase compared to 31.03.22)

•           2,154 initial strategy meetings in 2022/23 (98.3% increase compared to 2021/22)

•           1,557 completed S47 safeguarding investigations in 2022/23 (80% increase compared to 2021/22)

•           270 children on the child protection register as at 31.03.23 (54% increase compared to 31.03.22)

The Corporate Director – Social Services and Wellbeing explained, that independent analysis reflected that the Council has worked hard and in general successfully over the last year to deal with the unprecedented demand rises. It has involved significant short-term funding to deal with a real capacity crisis. This response is evident in the current workforce position summarised below:

•           Permanent establishment in children’s social care: 122.91 full time equivalents;

•           The service is currently operating at 29% above establishment to meet all statutory duties in a timely way. This additional establishment is funded through a combination of earmarked reserves and specific grants but is also contributing to a significantly overspent position;

•           There are 20% vacancies in the permanent workforce. There are usually around 5% absentees from work at any time;

•           All vacant posts (and more) are covered to ensure the safety of safeguarding and child protection arrangements;

•           38% of the current children’s social care workforce is therefore filled by agency staff.

Following analysis being undertaken that was outlined in the report, it was considered that the current systems that were in place were too complex, and colleagues across the system work hard on a day-to-day basis to ensure that they are managed effectively, and that decision-making is consistent. However, IPC’s review of specific case files, and interviews with managers, indicated they are well aware of the difficulties the system creates particularly in terms of the work streams highlighted in paragraph 3.9 of the report.

The Corporate Director –  ...  view the full minutes text for item 169