Agenda item

Sue Wilson, Head of Performance Planning, presented a report on the Ofsted Single Inspection Framework recommendations.

The Ofsted report with the findings from the November 2017 Single Inspection Framework (re-inspection) had been published on 29^th January, 2018, and found that overall services for children and young people in Rotherham were Good.  The report detailed 8 recommendations across the Framework where the Service still needed to make additional improvements; these would be monitored as part of the routine Service Planning and reported to the Children and Young People’s Service monthly Performance Board.

An action plan had to be submitted to Ofsted by 10^th May, 2018 (70 working days from the publication date of the report) in relation to the recommendations as part of their Single Inspection Framework.

A named Lead Officer had been allocated to each of the 8 Ofsted recommendations to ensure that the Service was accountable for the actions that needed to be in place to fully undertake the recommendations.  The Officers would be held to account as part of the quarterly Service Plan Performance Clinics and monthly Performance Board meetings.

The Audit Committee continued to review an overview of progress from recommendations from external inspections and as such progress against them would be included in the regular report on a 6 monthly basis.

Inspection readiness continued to be a priority in Children’s Services as the Framework for the Inspection of Local Authority Children’s Services had now been published and included an annual self-assessment (which would need to cover progress against the 8 recommendations) and an annual conversation which was a visit from an Ofsted HMI to discuss the progress being made and any risks and issues.  These together determined when the next inspection would take place.

Discussion ensued with the following issues raised/clarified:-

-          There were an additional 8 specific actions regarding the Looked After Children Service with the aim of moving it from Requires Improvement to Good and beyond

-          There was a process of Quality Assurance Framework across the Service which included Social Care, Early Help and just about to embed some Education Services.  There were approximately 30-40 audits undertaken on a monthly basis by Team Managers.  The Team selected cases for which Early Help and Social Care Managers undertook a detailed audit which included providing an Ofsted style rating e.g. inadequate etc.  A report was then compiled and submitted to the monthly Performance Board.  In addition there were monthly Ofsted style visits – practice learning days – where a team of staff from the Director down to Business Support went out and conducted an Ofsted style visit, observed practice, looked at performance, held a focus group for staff.  The Director would return and provide feedback

-          The performance measures were reviewed on an annual basis, however, if something cropped up during the year it would be added.  A refresh of the measures and targets that were to be included in the Council Plan had just taken place to ensure the Framework and Plan coincided.  There may be specific pieces of service/of work that may need a score card developed as a result

-          For Looked After Children, particularly those for whom permanence was achieved outside of their family, life story work was fundamental to enable them to be able to progress.  It was also something that was looked for in the audits

-          When conducting the mini Ofsted visits a similar approach would be adopted to that of the Ofsted Framework.  The definition of Outstanding was that children were making sustainable progress i.e. do we exceed what the minimum requirements are and evidence that children were making sustained progress.  The key word was “sustained” to be Outstanding  

-          The auditors were asked to speak to the child and the family as part of the audit as well as the people who worked with them.  It was a fairly new practice (October 2017) so there was a small body evidence of what child/children thought about the work that was being carried out

-          There had not been a case found “Critical” or “Inadequate” for 14 months although there was still work that was believed not to meet standards.  There was a tracker for those cases and they were monitored on a fortnightly basis in performance meetings to make sure that changes were being made to get cases up to at least “Requires Improvement”.  Due to the number of “Inadequate” cases being low, the same would now apply to those cases that “Requires Improvement” and would be entered onto the tracker, managers would have oversight and be clear to staff what needed to be done to get it to “Good”

-          There were 2 areas that were particularly challenging.  Firstly Exclusions and the obligation to try and reduce the vulnerability that being excluded from school had for children and secondly the Rotherham Family Approach which was the implementation of Signs of Safety and restorative practice.  To fully embed and implement Signs of Safety, it was reliant upon Liquid Logic to be able to reflect that in the forms.  Work was taking place with colleagues in IT around the next phase of its implementation. 

Sue was thanked for her presentation.

The Chair also wished to place on record her thanks to Mel Meggs who had been the Link Officer from the Directorate to the Select Commission.  Mel was to be the Acting Strategic Director of Children and Young People’s Services due to Ian Thomas’ leaving the Authority until a new postholder was appointed.

Resolved:-  (1)  That the report be noted.

(2)  That a copy of the 8 specific additional actions for the Looked After Children Service be circulated to the Select Commission for information.

(3)  That a presentation on Signs of Safety be included in the 2018/19 work plan.

(4)  That the Select Commission’s thanked be placed on record to Ian Thomas, Strategic Director of Children and Young People’s Services, and best wishes for the future.