Agenda item

The Committee considered the quarterly finance and performance report, with the following areas addressed by Directors or their representatives when responding to Members questions.

Finance and Corporate Services

The following issues were raised: -

•      Overspends - The Committee noted two significant overspends which included Regeneration and Environment at £2.8m and funding of the Children’s Trust at £1.5m. 

•      Sickness - Regarding areas for improvement, concern was raised around sickness reported for the whole authority at 9.90 days against a target of 7.90 days (compared to the 2015-16 outturn figure of 9.11 days).  It was explained that sickness had previously reduced after many years of improvements and reached close to the national average figure.  It was reported that key areas of high sickness had been experienced within Regeneration and Housing as well as Adults and Communities. Members were informed that steps had been taken to revamp the approach and control taken at management team ensuring that staff were appropriately interviewed and attended Occupational Health.   It was stated that the aim was near the national average.

•      Direct Payments – It was clarified that there were 162 new additional people who had taken this up and that the payment was being paid to employ staff.  Members commented that it was good to see an increase. It was recognised that there was more work to be undertaken but that fewer people were expected to be seen in home care.  It was also acknowledged that direct payments provided much more choice although a cultural issue still remained.  It was reported that the market to buy from using direct payments needed further improvements and also that the community offer was being developed.  Members were informed that the Council was nearing to becoming a “commissioning Council”.

•      Internal Audit Recommendations - concern was raised that all of the internal audit recommendations were red apart from Regeneration and Housing. It was reported that these represented small numbers and that there were some external factors that had affected them.

•      Corporate Plan Updates Completed – It was observed that this target under Learning and Opportunities Children and Young People was red with 29 out of 33 updates being completed.  Members were informed that the Council had not yet had the opportunity to meet with the Trust to challenge them on performance.

•      Employment – It was noted that figures for those claiming benefits had come down significantly.  It was expected that the figure will become similar to other parts in about 18 months.

•      Business Rates – it was reported that there has been a fair amount of growth from budget rates although being from a low base.  It was added that there was Hatfield Green Energy planned which would make a big difference to business rates.

•      Assets Review - Members were informed that there were 46 buildings that would meet the core of the review and more work needed to be undertaken to dispose of them.  It was explained that this was now in its implementation phase and would run for another 2 years when during this time asset disposal will be undertaken, then how can they use assets to take on board some activity. 

Adults and Communities and Public Health

The following issues were raised: -

•          Admissions – It was reported that admissions for residential care were lower this year following significant changes that had been made within this area. Members discussed the benefits of re-enablement through services such as STEPS.  It was explained that the Council was now working hard to ensure that the right solution is in place which is sustainable and maximising impendence. 

•          Carers - In supporting carers, it was recognised that more could be done.  Members were informed that a Joint Carers Strategy had been agreed and could be considered by the relevant scrutiny panel and to look at how effective it was.

•          Direct Payment – Following the earlier discussion, Members were told that direct payments were not quite where it needed to be.  Members were informed how the Council had raised the number of people using direct payments from 500 to over 700 already and that there was an action plan to reach 800 and over.

Children & Young People

The following issues were raised: -

•      Repeat Referrals To Social Care - It was reported that there were a number of referrals appropriate for social care being rejected from early intervention and repeat referrals which shouldn’t be happening.  This was believed to be due to an insufficient understanding of thresholds across the children’s partnership, where cases which had been ‘stepped down’ to Early Help’.  It was stated that the system needed to be improved and more joined up.

•      Percentage of Single Assessments completed within 45 days - Members were informed that this most assessments (around 70%) were at, or around, 50 days, with 20% one to three days overdue, where the 45 day target was not achieved. Pressures are exerted from the increasing number of assessments in the system. That said performance remained above benchmark comparators. The Trust has stated, when challenged, that it sets high standards for assessments and timeliness can suffer where case holders are required to revisit cases to improve quality. There is a management tracking system in place to ensure local monitoring and the new integrated ‘Front Door’ for contacts and referrals should improve the flow and management  of assessments 

•      In respect of the Doncaster Children’s Services Trust, Members in response to a question as to contract challenge were informed that there was an extensive and robust set of arrangements which Ofsted acknowledged went beyond contractual requirements and which comprised,  monthly performance monitoring,  quarterly  joint finance and performance meetings, quarterly senior leadership monitoring meetings, Senior partnership Executive level Performance Accountability Board meetings, all of which had an agreed action plans with added reporting and oversight by the Children’s  Scrutiny panel

•      Early Help Offer - It was reported that delivery of the Early Help offer was much better than previously recorded.    Members were informed that it was essential to establish at an early stage that partners involved were clear where they needed to interact and contribute within the system.

In that sense, there was some development required in terms of widespread partnership understanding and engagement and so the Council would not necessarily accept the narrative previously expounded.  It was felt that a newly established ‘single Front Door’ which integrated Early Help and Social Care management of contacts and screening should improve matters so that there were better management of cases and pathways to Early Help and Social Care, therefore care would be provided at the right level of intervention at the right time.   

•    Governance – It was outlined that there was a newly established high level Early Help strategy group which reported to the Children and Young people’s Partnership Executive Group, which will as its focus, drive improvements in the delivery and engagement of the wider partnership.   It was acknowledged that as a local authority we commission the contract with the Trust through the Secretary of State, therefore, the Council is the responsible body to drive improvement both within the terms of the contract and more generally, across the children’s partnership. The Council was also the lead statutory body for the wider children’s partnership, which included shared partnership responsibility for delivery of and engagement with the overall Early Help offer, including schools, health visitors and school nursing and the changing role of children centres.

•      Reference was made to the new Children and Young People Plan 2017 – 2020 which outlined the clear priorities of the Children and Young People’s strategic partnership.  It was explained that from September 2017, the partnership will have a more fit for purpose governance structure.  With this senior partners with strategies and groups that were responsible for delivering relevant elements of the plan, will jointly work to deliver against those priorities and will in turn be held to account against those priorities and objectives within the plan.

Regeneration and Housing

•    Sickness – Members expressed their concern about the high level of sickness within the Regeneration and Housing Directorate.  Assurances were provided that work was being undertaken to understand why this was happening.  Members were informed that the majority of sickness was musculoskeletal with stress following closely behind.  It was explained that some of the issues were around an ageing workforce operating in a manual environment where injuries were sustained.  It was added that working practices were being taken into consideration to see how staff could be supported when ensuring that a physiotherapist was seen within days when an injury occurs (rather than weeks).  Regarding stress, it was explained that work had been trialled for Managers to recognise signs at an earlier stage.  Assurances were provided that steps were being undertaken to ensure that Managers were managing sickness appropriately.  Concern was raised that there was less discretion used to manage sickness resulting in pressure being placed on staff.

•      Employment - Members heard that due to a steady increase in Doncaster’s employment rate since April 2013, Doncaster was currently experiencing an employment rate very close to its eleven year high.  It was explained however, that since closing the gap significantly in 2015/16, the gap between the Doncaster and Yorkshire and Humber rate had increased since the last quarter.

•      Development Opportunities – It was reported that there were more development opportunities at the Inland Port as part of DN7.  Members were informed that there was a lot to be achieved through Sheffield City Region.  Members were informed how work being undertaken through the Sheffield City Region and Peel was out for tender for the support for a business case submission.  It was explained that the business case will be strong and be able to start capturing market away from London. It was acknowledged that Doncaster has a number of benefits including a good land supply, location, skills levels and transport links.

Members were informed that Doncaster was better than it has been for a number of years with a strong amount of growth. It was added that there had been a number of developments in the pipeline, with an indication that jobs were of a higher skills level supporting the economy.  A Member enquired whether there was a measurement of jobs coming in and whether they were going to local people.  The Director of Regeneration and Environment offered to provide those figures to Members.

Members were informed that Doncaster in the future would continue with its current growth and also develop a new Economic Plan.  It was explained that it was about undertaking different types of opportunities in improving the economy and making Doncaster more interactive for investors for the future and to develop in it as an economy with lots of strengths.

RESOLVED that the Chair and members of the Overview and Scrutiny Management Panel note areas of performance and financial information;

a) Note the write-offs of outstanding debt detailed in paragraph 50;

b) Note the virements approved by the Chief Financial Officer, Chief Executive and approve the virements over £0.5m for Cabinet, detailed in Appendix B;

c) Note the new additions to the Capital Programme, as detailed in Appendix D.