Agenda item

The Committee considered the performance challenge report of the Doncaster Children’s Services Trust for quarter 2 2021/22.

As the Committee had read the details within the report, the Chair stated that the Committee would continue onto questions, as follows:-

In relation to the impact of transition to MOSAIC as a reporting system, it was asked what the approximate timescales would be for resolution of the transition issues. In response, details of the impacts were highlighted to members. It was acknowledged that the impacts had been anticipated and collaborative work was underway to address the issues that need to be resolved in order to restore confidence with regard to the performance. In terms of timescales, at present there was no certainty about this. However, as part of the governance process a ‘Doncaster Integrated Peoples’ System (DIPS) programme had been developed and issues had been identified that were part system, part human. It was acknowledged that with any new reporting system, it will take time to develop and for system improvements to be made. It was also important to understand, that the system will require an upgrade as this was now an old version. It was stressed that in terms of reporting systems there will need to be ongoing development as the system and practice evolves. 

• Members asked whether staff had received appropriate training. It was reported that staff had engaged with the system as well as other partners such as early help practitioners. Access to training had been on-line which had proved easier for staff. It was pointed out to Members that work began on a new system 4 years ago and the go live date had been rescheduled from last October.

• In relation to incorrect/or unavailable information because of the migration to the new system, it was asked whether officers had any particular areas of concern. Whilst there was no specific issue or concern to bring to members attention, it was noted there were a number of measures in place to ensure improvements are being made. It was noted that pressure with regard to children subject Protection Plans had been reduced. However, there had been an increase of Children coming into to care, which had focussed the Trusts priorities.

• A question was raised with regard to the Strategic Partnership Indicators, it was asked whether the positive trend with regard to staff turnover and youth offending would continue. It was reported that officers were taking a range of measures to  achieve a stable workforce. It was recognised that there were two elements to this, recruitment and retention.  It was noted that all staff had been given the opportunity to come into the office to enable them to support each other. Staff summits had also taken place. These measures were in response to feedback from staff about their support need.

In relation to staff recruitment, it was acknowledged that this had been more challenging and was a national issue. Investments were being made with regard to social worker pay and recruitment of newly qualified social workers and it was envisaged that the benefits of this would be seen next year. However, it was recognised that there had been instances where children had too many social workers.

Officers brought to Members attention the excellent partnership work and packages of support for young people being delivered  by the Youth Offending Service, which they had not seen in practice anywhere else.

In terms of new children homes, it was reported that there are 4 to 5 new homes being developed which was good news for the Trust and Council. However, staffing of those homes would be a challenge

RESOLVED that progress of the DCST performance outcomes and the contribution that the Trust makes to support the Council’s strategic priorities be noted.