Agenda item

To receive information on the approach and the work undertaken to date in Children Families and Education to deliver a ‘Localities’ service model.

The Executive Director of Children Families and Education presented the report which outlined the work undertaken to date and the approach to the delivery of a localities aligned service model in different areas of the borough over the next two to three years.

In determining this approach, several factors were taken into consideration, including the following:

·         Croydon was a large, diverse and complex borough and this was not currently reflected in the way services were delivered.

·         Working across the borough did not always promote good working relationships with partners.

·         It was fundamental to ensure that a robust localities team was in place in order to achieve outstanding outcomes for children and young people.

·         Splitting delivery services into localities would build relationships with partners and increase visibility and access to services in communities.

·         Localities working would ensure a team around a family approach through the pooling of resources to make positive change together.

It was questioned how easily staff would be able to liaise with each other if in different localities. Officers responded that the main hub would still be at Bernard Weatherill House (BWH) where team meetings would be held and support accessed. Staff would have to be flexible and resources would be spread as necessary. A lot of work would take place to look at resourcing, available facilities and if in the right place to ensure delivering services where needed.

It was requested that data on localities such as proposed caseloads, profiles and strategic direction be circulated to Members after the meeting.

A Member queried how software would be linked to ensure smooth running and alignment of workforce. Officers responded that extensive work was currently being undertaken as part of the new digital strategy to ensure that all the systems are as effective as possible. 

It was commented that the report set out the risks associated with this model and this was welcomed. A question was posed on what consideration was taken in the decision making process. Officers responded that extensive work was carried out to establish the viability of six localities, key considerations were around effective working with multi-agencies and partnerships. Workshops with staff took place to present risks and to gain majority consensus on the way forward. Officers were clear that this was a caution model that was being trialled and would be under constant review in term of the immediate risks identified, in particular caseloads.

It was challenged that one of the main risks would be the maintenance of line of sight as there would be several directors with local responsibilities from different organisations. Officers replied that Children’s Services was clear that its most pressing priority was on its improvement journey and this would remain regardless of localities. The departments’ lead would be clear on priorities and it would remain the fundamental aspect of their role.

A Member asked what planning had been put in place as part of the model to enhance relations between children’s services and schools. Officers said that work was being undertaken with head teachers to work as a collective around their communities and not just their own schools. Additionally, working to ascertain wider issues and put resources in localities to address the problems identified. Objective was to have a more preventative service than a reactionary one.

It was asked what additional data would be gathered as part of the localities model, officers said that the information currently held was good but more comparative data would be an improvement to what was available. Members were reminded that data collation was only one aspect of the departments work and that getting out into the community to gather intelligence on community needs in order to explore effective methods of response was vital to improved outcomes.

The Chair commented that the Sub-Committee was supportive of the model and the measured approach being taken but acknowledged that meeting needs would be a challenge. Members looked forward to updates on delivery and outcomes as the programme progresses.

Information request by the Sub-Committee

·         Data on localities including caseload, profiles and strategic direction