Notice of Meeting
CHILDREN'S SERVICES SELECT COMMITTEE
Monday, 2 October 2017 - 7:00 pm Council Chamber, Town Hall, 1 Town Square, Barking, IG11 7LU
Members: Cllr Elizabeth Kangethe (Lead Member), Cllr Melanie Bartlett (Deputy Lead Member), Cllr Syed Ahammad, Cllr Simon Bremner, Cllr Josephine Channer, Cllr Irma Freeborn, Cllr Syed Ghani, Cllr Adegboyega Oluwole and Cllr Danielle Smith
Co-opted Members (for education related matters): Faith Representatives: Glenda Spencer (Roman Catholic Church) and Ingrid Robinson (Church of England) Parent Governor Representatives: Ellen Grant (Primary) and Dr Jo Finch (Secondary) Youth Representative: Camran Ditta (Chair, BAD Youth Forum)
Date of publication: 21 September 2017 Chris Naylor Chief Executive
Contact Officer: Masuma Ahmed Tel. 020 8227 2756 E-mail: [email protected]
AGENDA
1. Apologies for Absence
2. Declaration of Members' Interests
In accordance with the Council’s Constitution, Members are asked to declare any interest they may have in any matter which is to be considered at this meeting.
3. Minutes - To confirm as correct the minutes of the meeting held on 12 July 2017 (Pages 3 - 7)
4. Social Care Performance Report (Pages 9 - 17) Scrutiny Review on Supporting Young People who are Not in Education, Employment or Training
5. Scoping Report (Pages 19 - 66)
6. Presentation on the Council's Offer and Engagement
The Council’s Group Manager for Integrated Youth Services, 14-19 Participation & Engagement, will deliver a presentation covering the Council’s:
Current work experience and work-related learning offer; Current engagement with businesses around supporting young people’s employability; and Apprenticeships, including borough performance.
Standard Items
7. Cabinet Forward Plan (Pages 67 - 86)
Members are asked to indicate whether there are items on the Cabinet Forward Plan which may need to be included on the Select Committee’s Work Programme for pre-decision scrutiny.
8. Work Programme (Page 87)
9. Any other public items which the Chair decides are urgent
10. To consider whether it would be appropriate to pass a resolution to exclude the public and press from the remainder of the meeting due to the nature of the business to be transacted.
Private Business
The public and press have a legal right to attend Council meetings such as the Children’s Services Select Committee, except where business is confidential or certain other sensitive information is to be discussed. The list below shows why items are in the private part of the agenda, with reference to the relevant legislation (the relevant paragraph of Part 1 of Schedule 12A of the Local Government Act 1972 as amended). There are no such items at the time of preparing this agenda.
11. Any other confidential or exempt items which the Chair decides are urgent Agenda Annex
Our Vision for Barking and Dagenham
One borough; one community; London’s growth opportunity
Our Priorities
Encouraging civic pride
Build pride, respect and cohesion across our borough Promote a welcoming, safe, and resilient community Build civic responsibility and help residents shape their quality of life Promote and protect our green and public open spaces Narrow the gap in attainment and realise high aspirations for every child
Enabling social responsibility
Support residents to take responsibility for themselves, their homes and their community Protect the most vulnerable, keeping adults and children healthy and safe Ensure everyone can access good quality healthcare when they need it Ensure children and young people are well-educated and realise their potential Fully integrate services for vulnerable children, young people and families
Growing the borough
Build high quality homes and a sustainable community Develop a local, skilled workforce and improve employment opportunities Support investment in housing, leisure, the creative industries and public spaces to enhance our environment Work with London partners to deliver homes and jobs across our growth hubs Enhance the borough's image to attract investment and business growth
Well run organisation
A digital Council, with appropriate services delivered online Promote equalities in the workforce and community Implement a smarter working programme, making best use of accommodation and IT Allow Members and staff to work flexibly to support the community Continue to manage finances efficiently, looking for ways to make savings and generate income Be innovative in service delivery
Page 1 This page is intentionally left blank AGENDA ITEM 3
MINUTES OF CHILDREN'S SERVICES SELECT COMMITTEE
Wednesday, 12 July 2017 (7:02 - 8:35 pm)
Present: Cllr Elizabeth Kangethe (Chair), Cllr Melanie Bartlett (Deputy Chair), Cllr Syed Ahammad, Cllr Simon Bremner, Cllr Irma Freeborn, Cllr Syed Ghani, Cllr Adegboyega Oluwole and Cllr Danielle Smith; Mrs Glenda Spencer, Mrs I Robinson, Ellen Grant and Johanna Finch
Also Present: Cllr Maureen Worby, Camran Ditta and Georgia Harley
Apologies: Cllr Josephine Channer
1. Declaration of Members' Interests
There were no declarations of interest.
2. Minutes - To confirm as correct the minutes of the meeting held on 20 March 2017
The minutes of the meeting held on 20 March 2017 were confirmed as correct, subject to the following caveats:
The word ‘item’ had been misspelt as ‘iem’ in paragraph four, and the word ‘worship’, mistyped as ‘workshop’, in paragraph 16, of minute number 26.
3. Corporate Parenting - Annual Report
The Council’s Director of Operations for Children’s Care and Support (DOCCS) presented the Corporate Parenting Annual Report, which related to the work of the Corporate Parenting Group (CPG) of elected members and partner agencies from April 2016 to March 2017.
The report detailed the progress made in relation to the CPG and Corporate Parenting Strategy, the trends in relation to the children in care in 2016-17, the challenges in this area of work, the priorities for 2017-18, and the appendix to the report detailed the work undertaken in 2016 -17 to deliver the following five promises to children in care to:
Make sure you get the best care; Look after you and treat you well; Help you be healthy; Get the best education; and Be successful in life.
Councillor Bartlett who was the current Chair of the CPG stated that she wished to take the opportunity to thank all staff who worked very hard to ensure looked after children were receiving the best care, and that she felt that corporate parenting was heading in a good direction due to their efforts.
Page 3 A member asked the DOCCS why there had been a significant increase in special guardianship orders (SGO) over the years. The DOCCS stated that SGOs were introduced in 2004 in recognition of the fact that some people wanted to care for children on a long-term basis but would not consider adoption, which included individuals from communities who wanted a child to be in their care, but felt that an adoption order was not right for them. There had been many examples of adoption orders being challenged by family members who wanted to be granted parental responsibility for the child via an SGO. The courts were making SGO decisions in more cases even when adoption is proposed by social workers and this was a national pattern.
Councillor Worby, the Cabinet Member for Health and Social Care Integration, thanked Councillor Bartlett and Councillor Channer (the previous Chair of the CPG) for their efforts in strengthening the Council’s corporate parenting function. She stated that she wished to use the opportunity to remind members of this Committee that corporate parenting was the responsibility of every single member of the Council.
In response to a question, the DOCCS stated that there were two residential homes for looked after children within the borough; however, the Council did not own them.
4. Improving the Council's Adoption Scorecard Performance - Proposed Final Scrutiny Report
The Chair presented the proposed final version of the Committee’s scrutiny report on ‘Improving the Council’s Adoption Scorecard Performance’. Members noted that at the start of 2016 -17 the Committee agreed to undertake a scrutiny review on the Council’s Adoption Service’s performance as the Service was not meeting the Department for Education’s Scorecard targets, which focussed on the process of placing children in adoptive families within certain timelines. As part of the review, members scrutinised performance data, talked to some professionals involved in adoption practice and met with an adopter and adoptee. The Committee noted that the scrutiny report made nine recommendations to Councillor Worby as the Cabinet Member for this area. In response to a question from the Chair, the Committee agreed to accept the report as the final version of the scrutiny report.
The Chair asked Councillor Worby whether she accepted the report and the recommendations and whether in six months’ time, she would report back to the Committee on the progress made on the recommendations. Councillor Worby thanked the Committee for the scrutiny review and stated that since she had taken on the children and young people portfolio as a Cabinet Member, the issue of the Council’s Adoption Scorecard Performance had been a significant concern. This concern was not directed at staff, whom she knew were extremely dedicated and hard-working; however, she felt that the Adoption Service needed to take on different approaches to improve its timeliness performance. She was not arguing for a change in the factors that make some children ‘harder to place’ than others but felt that the Council and the Adoption Service must recognise, for example, that whilst nationally, children from black or ethnic minority (BME) backgrounds were considered harder to place, half of the borough’s population was BME, and therefore, the notion that BME children needing an adoptive family were hard to
Page 4 place, did not feel correct to her. Furthermore, some of the factors behind the delay in finding adoptive families for harder to place children, referred to within the report, were common across local authorities across the country, and therefore, did not go far enough in explaining why the Council’s performance in particular was poor. It would be important to build on the CSSC’s scrutiny work and analyse further the reasons for poor performance to ensure that more children were being placed within DfE timescales, in order to have the best life outcomes. She accepted all the recommendations and would be pleased to report back to the CSSC in six months’ time on the progress made.
A member stated that the evidence showed that BME children and young people were harder to place and therefore the CSSC had made recommendations around recruiting more people to adopt such children. She asked whether the Council would continue to focus on the importance of finding families for BME and other harder to place children. Councillor Worby clarified that she accepted that BME children were harder to place; however, given that London, including this borough, had a high BME population, local authorities must make a greater effort in understanding the barriers preventing BME communities from adopting children and helping them to overcome them. The Strategic Director for Service Development and Integration (SDSDI) stated that many years ago, when the population of London was 90 percent White, it may have been an acceptable position to say that BME children were harder to place; however, this was no longer the case and whilst there was no obvious answer, the Council had to find a way forward for the sake of the children looking for adoptive families.
The Chair thanked all those who contributed to the scrutiny review including the officers who supported the Committee. She asked officers to note that a monitoring report on the progress of the recommendations was on the Committee’s 2017-18 Work Programme.
5. Work Programme 2017-18
The Committee noted a report on its proposed Work Programme for 2017-18, including three options for undertaking a small-scale scrutiny review and a recommendation that the Committee agree upon one area to review.
The Commissioning Director for Education (CDE) presented Option 1, ‘The Local Offer’, which would involve scrutinising the Council’s offer to children and young people with special educational needs and disabilities and their families, in terms of its ease of use and accessibility.
The Group Manager for Integrated Youth Services, 14-19 Participation & Engagement (GMIYS) presented Option 2, ‘How well is the Council playing its part in reducing the numbers of young people who are Not in Education, Employment or Training and what more might it do?’
The Head of Universal Services (HUS) presented Option 3, ‘How well are libraries supporting children’s reading inclusively, and what more can they do?’
In response to a member’s question, the CDE stated that the above options were chosen by directors in children’s services, based on their knowledge and experience of where scrutiny may add value, which indirectly included outcomes of
Page 5 various consultations with children and young people. The member stated that according to her recollection, in previous years, the Committee involved young people more directly in the process for selecting topics for scrutiny review. The Democratic Services Officer (DSO) clarified that the process used for proposing topics for scrutiny review to the Committee this year was similar to that used last year, in that officers agreed three topics to put forward for consideration, members were asked to review these options and agree upon one. The Chair stated that two young people, who represented the Barking and Dagenham Youth Forum (BADYF), were present at today’s meeting and the Committee would very much wish to hear their thoughts and opinions on which topic should be selected for scrutiny review. She also clarified that if members or the young people wished to suggest alternative areas for scrutiny review (to that proposed in the report), they were welcome to do so; however, the Committee could only take forward one area for review.
Councillor Worby stated that a number of Cabinet members had undertaken a focussed piece of work on improving NEET provision and outcomes, which had resulted in a number of very challenging targets for the Council. She urged the Committee to look carefully at this work in order to supplement it and avoid duplication, should the Committee be minded to agree upon Option 2 as the area to review.
In response to questions, the GMIYS stated that: The Council did offer work experience and apprenticeship opportunities to young people. This had declined over the years but is now set to increase again following an internal directive, and Young people who had left care were considered care-leavers up to the age 21 (25 if undertaking a degree), or 25 if disabled; and Attendance at drop-in sessions for young people was going up but it could be better as there were a number of ‘no-shows’. However, the borough engages with a large number of other organisations and services that come together in a provider forum, which creates a good network of potential opportunities for young people.
In response to questions from members, the HUS stated that the borough’s libraries did offer a limited range of e-books in recognition of that fact that young people’s usage of technology had increased greatly in recent times. However, the offer was very limited in terms of children’s e-books and this was down to the market, and not out of choice. Furthermore, the Service did not have the ability to measure the activities children were doing on electronic devices, for example, they could be playing games instead of reading. The Service had undertaken a project with young people called ‘insight into management’ which involved two groups of young people being challenged to come up with ideas on how to use technology to enhance young people’s reading. One of the ideas was an application whereby staff could engage with children on reading.
The Chair of the BADYF stated that in his experience, the lack of reading amongst young people was not always down to the lack of technology in libraries. He felt there was a marked difference between encouragement received in primary schools to read and secondary school. The Deputy Chair of the BADYF stated that reading was not always made enjoyable in school and the pressure of being tested and examined for several different subjects, including maths and science, meant
Page 6 that reading was not always prioritised by teachers or pupils. Smartphones were now an integral part of young people’s lives so perhaps this technology could be utilised more to encourage reading. A lot of books in schools were boring or in poor condition. She felt strongly that reading should be made a priority from a young age and made more enjoyable.
Both young people felt that an alternative topic of support for young people to deal with stress at school should be considered. The SDSDI stated that whilst she recognised that this may be an important area to consider, it would involve a wide remit, and therefore it would be challenging to do it justice this year, which would see all committee work come to a halt earlier than usual, due to the local elections in May 2018. She stated that this area could be considered for scrutiny review in the 2018-19 municipal year. A co-optee suggested that if this area were to be taken forward in 2018-19, this work should also look at transition from primary to secondary school, which often involved stress for a lot of young people.
After discussions, the Committee agreed to undertake a small-scale scrutiny review on Option 2, ‘How well is the Council playing its part in reducing the numbers of young people who are Not in Education, Employment or Training and what more might it do?’ The Chair asked officers to produce a scoping report for the review and share this with the Committee as soon as possible so that the work to progress the review could start soon. The GMIYS agreed to share the report arising from the work Cabinet members had undertaken with the CSSC.
With regards to the proposed Work Programme for the year, which listed one-off reports for consideration, the Chair asked the Committee to note that the report, ‘Feedback from Cabinet on progress of Growth Commission recommendations prioritised by the CSSC in 2016’ had been included in the draft Work Programme for the November CSSC meeting in error, and that should any CSSC member be interested in this report, it would be going to Cabinet in September 2017.
Members agreed the inclusion of the other proposed items on the draft Work Programme.
The Chair stated that if any member had further suggestions for the Work Programme in terms of one-off reports, they should contact the DSO and the CSE.
The Chair asked the DSO to include the Cabinet Forward Plan in all CSSC agenda papers going forward so that members could consider whether there were any items on it which fell within the Committee’s remit, that may benefit from pre- decision scrutiny.
Page 7 This page is intentionally left blank AGENDA ITEM 4
CHILDREN'S SERVICES SELECT COMMITTEE
2 October 2017
Title: Social Care Performance Report
Report of the Commissioning Director; Children’s Care and Support Commissioning Director; Education
Open Report: Yes For Information
Report Author: Contact Details: Vikki Rix, Head of Performance and Intelligence, Care, Tel: 020 227 2564 and Support E-mail: [email protected]
Accountable Divisional Director: Chris Bush (Commissioning Director, Children’s Care, and Support) Jane Hargreaves (Commissioning, Director Education)
Accountable Director: Anne Bristow, Strategic Director, Service Development, and Integration
Summary: This report provides the Children’s Services Select Committee (CSSC) with an overview and analysis of the latest performance trends in the Children’s Care and Support portfolio areas. The report aims to bring to the CSSC’s attention those key performance indicators that have been flagged as areas of concern, for example, indicators that are RAG rated Amber or Red (middle and lower quartile position) to support the development of the Committee’s work programme for 2017/18. The report does not provide a commentary for performance indicators that are performing well (RAG rated Green) but detail can be found in the appended datasets. The performance indicators reported on in this report represent the headline measures across statutory social care reported to senior management and the Portfolio Lead Member. A full report comprising the recently compiled data for Educational attainment and performance is scheduled to be presented to the Council’s Cabinet in November 2017. For this reason, no specific update has been included in this Select Committee Report. The November 2017 report for Cabinet will however, be made available to Select Committee Members once published. Alongside the performance commentary are two data appendices; Appendix 1 (Care and Support performance dashboard) and Appendix 2 (the 2013-16 Adoption Scorecard). The figures in this report relate to performance as at the end of July 2017/18 for social care.
Recommendation(s) The CSSC is recommended to: (i) Note content of the performance report; and (ii) Consider, based on the performance report and appended datasets, whether there
Page 9 are other items which should be included in the Committee’s Work Programme 2017/ 18.
Reason(s) The CSSC’s remit includes performance monitoring of children’s services. The Committee may also find that this report to assists with developing its Work Programme for 2017/18.
1. Introduction and Background
1.1 This report provides the CSSC with an overview and analysis of the latest performance trends in the Children’s Care and Support areas.
1.2 This performance report aims to bring to the CSSC’s attention those indicators that have been flagged as areas of concern and risk i.e. indicators RAG rated Amber and Red (middle and lower quartile position) to support the development of the Committee’s work programme for 2017/18. The performance indicators reported on in this report represent the headline performance metrics across statutory social care as at the end July 2017.
1.3 Current performance frameworks are in place for children’s performance indicators and, where relevant, are presented at existing Boards and senior management meetings. These are:
Barking and Dagenham Safeguarding Children Board (B&DSCB) quarterly performance dataset; The Children’s Trust (now the Children’s Partnership Sub-Group of the Health and Wellbeing Board) receives performance datasets and reports across priority areas; Looked after children quarterly dataset presented at the Corporate Parenting Group, which meets bimonthly; this dataset provides a comprehensive profile of looked after children and care leavers and reports on adoption; Education Improvement Board – a sub-group of the Children’s Trust responsible for monitoring and reporting on education standards, participation, post-16 outcomes and school inspection outcomes; Corporate Performance Group (quarterly); Portfolio leads monthly performance meetings; and Senior management monthly meetings in social care and education.
2. Performance Overview
2.1 For each indicator, where data is available, a performance status has been applied and takes the form of a R/A/G assessment. In each case, the assessment has been made based upon performance in relation to a quartile analysis on latest available benchmark position (National), as well as progress to target. For each indicator, a direction of travel arrow is provided to note improvement or decline in performance.
2.2 There are many areas of good performance (RAG rated Green) apparent in the Children’s Care and Support performance dataset. However, this performance report is not focusing on areas which are performing well (RAG rated Green) but on key performance indicators currently RAG rated Amber and Red and, therefore, a cause of concern for the Local Authority. This approach has been taken for the CSSC to
Page 10 inform the development of a scrutiny work programme that is focused on priority areas.
Performance Commentary
Social Care
2.3 The following indicators are currently RAG rated Amber (middle quartile position) based on our latest position and are, therefore, considered to be a cause for close monitoring. However, it is important to note the direction of travel as many of those indicators are improving.
Percentage of contacts going on to referral. Demand in MASH is starting to gradually increase though it is too soon to tell if this is the start of an emerging trend. Although the number of contacts made to social care is not increasing and is relatively steady, the percentage of contacts progressing to a referral is increasing. 37% of contacts are progressing to referral, 10% higher than the 2016/17 April-July figure. This is impacting on the number of social care referrals; 1,137 up to end of July 2017/18 compared to 802 between April-July 2016, a real term increase of 29%. It is important to note that the proportion of referrals progressing to an actual social care single assessment or strategy discussion is not increasing; however, 71% are progressing to an assessment or strategy discussion as at the end of July compared to 16/17-year end figure of 73.5%. This means that around 3 in 10 referrals are not going onto the assessment/strategy discussion stage. This is being closely monitored and is part of the threshold audit cycle. Repeat social care referrals: Linked to social care referrals is the increasing number of repeat social care referrals. 17.2% (206/1199) of referrals have been repeat referrals in the year to date to July 2017/18, an increase on the 2016/17 performance of 12.8%. Performance is now above our target set at 15% and the London average, although performance remains below the national and statistical neighbour averages. This is not a performance risk but an area of concern given the rise in demand at the front door. Children subject to a Child Protection Plan per 10,000: The number of children subject to a Child Protection Plan decreased over the last month from 292 compared to 290 in July. Our rate per 10,000 is 46.9 which is above our target of 38. We are above the London (38) and National (43) rates, but remain below similar areas (49).
Percentage of ceased child protection plans lasting 2 years or more: This performance indicator measures children ceasing to be the subject of child protection plan during the year who had been the subject of the plan for two years or more. 14 children (12.7%) were de-planned in the year to date who had been on a plan for 2 years or more. This is an increase on the year- end performance of 6.5% and was caused by three sibling groups being de-planned in April. Performance has fallen from 41% in April and should continue to reduce over the coming months.
Percentage of school age looked after children with an up to date PEP (last 6 months): As at the end of July 2017/18, 90.1% (208/229) of school aged LAC
Page 11 children had an up to date PEP, 1% higher than June performance but 1% below 2016/17 outturn of 91%. Current performance is below target of 97%.
% of care leavers in employment, education or training (aged 17-21 from 2015): As at the end of July 2017/18, performance has remained comparable with June at 53% (41/77) but is lower than end of year performance of 58%. Performance remains in line with similar areas and the national average, but is below the London average of 54%. The 2017/18 target has been increased to 57% to provide challenge and ambition.
% of care leavers in suitable accommodation: July 2016/17 performance has decreased to 81.8% (63/77) compared to 83.7% in June. Performance is below our target of 83%, although we are in line with the national and statistical neighbour averages. It is important to note that of the 14 care leavers that are not classed as being in suitable accommodation, 3 are in prison and 11 we are not in contact with. (Accommodation is regarded as suitable if it provides safe, secure and affordable provision for young people. It would generally include short-term accommodation designed to move young people on to stable long-term accommodation, but would exclude emergency accommodation used in a crisis.) 2.4 The following indicators are currently RAG rated Red (lower quartile position) based on our latest position and are, therefore, considered to be a cause for concern.
Percentage of Core Groups within timescale: 83% of child protection core groups were completed in timescale in July 2017 compared to 87% in June and 88% end of 2016/17. Performance is RAG rated Red against the local target set at over 95% and requires improvement.
Percentage of children looked after in the same placement for at least 2 years during the year: 58% of looked after children had been in the same placement for at least 2 years as at the end of July 10% off target and 10% below national, London and statistical neighbours.
Looked after Children with up to date Health Checks: At the end of July 2017/18, the percentage of looked after children in care for a year or more with an up to date health check was 79%. This is below our 2016/17 end of year performance of 90.9% and we remain below our target of 92%. It is important to note that performance fluctuates throughout the year and performance is better than this time last year. The annual performance is also very good increasing to above 90% for the last years exceeding all benchmarks.
Adoption scorecard performance: In addition, the timeliness of adoption performance is poor as reflected in the DfE Adoption Scorecard 2013-16 published on 14 August 2017 (appendix 3). The adoption scorecard reports on adoption performance covering a three-yearly average on two key measures A1) the average time taken between a child entering care and moving into its adoptive family and A2) the average time taken from when the authority receives a Court Order agreeing to a child being adopted and the child is matched with an appropriate adopter. Within 2013-16, Barking and Dagenham on average took 715 days (around 2 years) between a child entering care and moving into its adoptive family - a longer time compared to 2012-15 at 655 days – and 289 days above the national threshold of 426 days (1 year 2 months). Additionally, the
Page 12 national threshold for the average time between receipt of a placement order and the confirmation of a match is 121 days (4 months). On average, Barking and Dagenham took 303 days (10 months), which is 182 days above the threshold. Our 2014-17 average time for both performance measures is also longer than 2013-16.
Performance has not improved and the Minister of State for Children and Families has written to the Local Authority regarding its 2013-16 adoption scorecard performance. A response to the Minister of State for Children and Families letter is currently being drafted setting out the reasons for our performance and actions to address this.
Education 2.5 A full report comprising the recently compiled data for Educational attainment and performance is scheduled to be presented to the Councils’ Cabinet in November 2017. For this reason, no specific update has been included in this Select Committee Report. The November 2017 report for Cabinet will, however, be made available to Select Committee Members once published.
Background Papers Used in the Preparation of the Report:
None.
List of appendices:
Appendix 1 – The Children’s Care and Support Performance Dashboard; and
Appendix 2 – DfE Adoption Scorecard 2013-16.
Page 13 This page is intentionally left blank Page 1 CS Social Care Key Indicator Dataset November 2016/17
Appendix 1 - Care and Support Performance Dataset - 2017/18 Key Data unavailable - due to reporting frequency; performance indicator being new for the period or no longer collected/published
.. Data unavailable as not yet due or published yet Data missing and requires updating Provisional/awaiting confirmation
INDICATOR DESCRIPTION BENCHMARKING Targets
DoT (compared to Ref RAG England SN London Title 2014/15 2015/16 2016/17 Apr-17 May-17 Jun-17 Jul-17 previous 2017/18 . Status Average Average Average month)
Early Intervention (CAF, TF2 and Children Centres)
The number of Common Assessment Frameworks / Family Common 138 1 Assessment Frameworks (CAFs/fCAFs) initiated (includes step down 1135 1214 697 NC Local Measure (Q1) i cases to early help) Number of families turned around - have met all the outcomes on 2 their outcome plan and have shown significant and sustained N/A 175 562 588 617 655 682 h R 600 improvement (rolling figure) (TF2)
Comments: This indicator measures the number of families turnaround as part of Troubled families programme (TF2) in terms of claims accepted by the TF Data Team and LBBD auditing process. Once approved, claims are submitted to DCLG for PbR payment. This indicator is reported on a rolling basis. The total number accepted claims increased to 682 (15/16 and up to July 17/18). Total number of claims in 17/18 financial year to date is 120 against a target of 600 - RAG rated Red based on progress to target. Page 15 Page Social Care - Contacts, Referrals and Assessments
4 Number of Contacts received in Children's Social Care Service 8515 11393 9178 689 800 848 763 i NC Local Measure Rate of Contacts received in Children's Social Care per 10,000 children 5 1494 1928 1486 112 130 137 123 NC Local Measure (aged 0-17) i 6 Number of referrals to Children's Social Care Service 4084 3215 3123 262 305 306 284 i NC Local Measure Number of referrals to Children's Social Care Service per 10,000 7 691 539 505 42.4 49.4 49.5 46.0 G 532.0 700.0 491.0 491 children (aged 0-17) i 8 Percentage of contacts going on to referral 48.0% 28.6% 34.0% 38.0% 38.1% 36.1% 37.2% h A <30.0%
9 Percentage of children subject to a repeat referral 16.8% 16.6% 12.8% 18.8% 16.5% 15.7% 17.2% h A 22.0% 19.0% 16.0% 15%
Number and % of children coming into care under Police Protection 69 54 10 45 (22.1%) 2 (15.4%) 1 (6.3%) 5 (23.8%) 0 (0%) G 13.7% 20.6% 20.3% 20% Orders (25%) (25%) i
11 Percentage of Assessments completed within 45 working days 70.9% 76.0% 77.6% 81.4% 85.9% 86.9% 86.9% n G 83.0% 83.0% 82.0% 82.0% Page 2 CS Social Care Key Indicator Dataset November 2016/17
INDICATOR DESCRIPTION BENCHMARKING Targets
DoT (compared to Ref RAG England SN London Title 2014/15 2015/16 2016/17 Apr-17 May-17 Jun-17 Jul-17 previous 2017/18 . Status Average Average Average month)
Child Protection
12 Number of children subject to a Child Protection Plan 353 253 294 293 296 292 290 i NC Reduction
13 Children subject to a Child Protection Plan per 10,000 61.9 42.8 47.6 47.4 47.9 47.3 46.9 i A 43.0 49.0 38.0 38.0
14 Percentage of 4 weekly Child Protection Visits in timescale 86.2% 86.2% 88.3% 93.4% 87.9% 91.6% h A 97.0%
15 Percentage of Core Groups within timescale 86.0% 84.0% 87.7% 82.6% 88.9% 86.6% 82.7% i R >95%
16 Percentage of Child Protection Plan reviews held in timescales 97.5% 96.9% 100.0% 100.0% 100.0% 100.0% 100.0% n G 93.7% 93.7% 96.1% 100.0% Children becoming the subject of a Child Protection Plan for a second 17 14.5% 7.8% 16.9% 14.3% 12.5% 15.6% 11.3% G 17.9% 17.1% 14.0% 14.0% or subsequent time i 18 Percentage of ceased child protection Plans lasting 2 years or more 0.7% 2.9% 6.2% 41.0% 22.2% 17.7% 12.7% i A 3.8% 4.1% 4.3% 4%
Comments: CP visits are measured 4 weekly from August 2015. This indicator is not published nationally.
Looked after Children Key Indicators Page 16 Page
19 Number of children in care 457 418 409 415 407 409 401 i NC Reduction
20 Rate of children in care per 10,000 77.0 69.2 66.2 67.2 65.9 66.2 64.9 i G 60.0 69.0 51.0 67
Percentage of children looked after with three or more placements 21 13.1% 12.0% 9.9% 0.2% 1.2% 3.2% 4.5% G 10.0% 11.0% 12.0% 10% during the year ending 31 March h
Percentage of children looked after in the same placement for at least 22 59.1% 59.9% 60.8% 61.9% 61.0% 57.6% 57.7% R 68.0% 69.0% 68.0% 68.0% 2 years during the year ending 31 March h Looked after children cases that were reviewed within required 23 87.4% 93.4% 94.7% 99.0% 99.2% 97.4% 95.3% G 90.0% 88.0% 91.0% 95.0% timescales i 25 % of school age LAC with an up to date PEP (last 6 months) 88.0% 90.0% 91.1% 89.8% 88.0% 88.6% 89.5% h A 97.0% Looked After Children with up to date Health Checks (in care for one 26 92.7% 94.0% 90.9% 88.4% 83.2% 78.7% 78.9% R 87.7% 91.4% 89.9% 92.0% year or more) h % of care leavers in employment, education or training (aged 17-21 27 54.4% 50.2% 55.1% 53.8% 48.6% 53.1% 53.2% A 49.0% 48.0% 54.0% 57.0% from 2015) n % of care Leavers - Suitable Accommodation (at age 17-21 from 28 79.9% 76.7% 80.7% 92.3% 80.0% 83.7% 81.8% A 81.0% 81.0% 83.0% 84.0% 2015) i Appendix 2 - Adoption Scorecard
Choose Local Authority Barking and Dagenham See methodology and guidance document for further information
301 Children Average time indicators
A2: Average time between a A1: Average time between a child entering care and moving in A3: Children who wait less A1: Average time between a child entering care and moving in with its adoptive family A1: Average time between a local authority receiving court A2: Average time between a local authority with its adoptive family, 2013-16 than 14 months between child entering care and authority to place a child and entering care and moving in receiving court authority to place a child moving in with its adoptive the local authority deciding on with their adoptive family and the local authority deciding on a match to family (days) a match to an adoptive family (number and %) an adoptive family (days) thresholds 1,200 England average 558 days
LA's 3 year average 715 303 40 (31%) (2013-16) 1,000
Distance from 2013-16 performance threshold 289 days 182 days n/a days (426 and 121 days)
of 800
783 785 715 Page 17 Page 657 672 1 year trend - Average time in 2016 Average time in 2016 639 639 655 Improvement from 2015 n/a 608 A2: Average time between a local authority receiving court authority to was longer than in 2015 was longer than in 2015 number 600 to 2016 547 place a child and the local authority deciding on a match to an 487 adoptive family, 2013-16 426 3 year trend - Average time in 2013-16 Average time in 2013-16 400 Improvement from 2012- was longer than in 2012- was longer than in 2012- n/a Average 15 to 2013-16 15 15 303 237 Latest 200 213 213 168 182 175 quarterly data x x 15 (26%) 144 152 (April to September 117 121 121 England average 226 days 2016) 0 England 3 year average 558 226 10200 (47%) 2008-11 2009-12 2010-13 2011-14 2012-15 2013-16 (2013-16)
Adopters Related Information
New placement New ADM decisions Children for whom Adoptions of children from Proportion of adoptive orders Adoptions from Number of children in Adoptions of children aged Number of applications to granted the permanence Number of children A1 timeliness where times for ethnic minority families who were matched to care during 2013- Number of children a Fostering for five or over during 2013-16 Average length of Number of approved adoptive become an adoptive family decision has waiting to be placed children who are adopted by their backgrounds during 2013- a child during 2015-16 who 16 waiting to be placed Adoption / (number adopted and % of care proceedings families waiting to be matched still being assessed (not yet changed away from for adoption with a foster family are stopped at the 16 waited more than 3 months (with % leaving for adoption Concurrent Planning children aged 5 or over locally during 2013- as at 31 March 2016 approved or rejected) as at 31 adoption during placement order date the child moved in with the (number adopted and % of from approval to being care who are (as at 31 March 2016) foster placement (as leaving care who are 16 (weeks) March 2016 2013-16 (number (as at 31 March 2016) foster family (days) (2013-16) BME children leaving care matched to a child 20 adopted) at 31 March 2016) adopted) 10 10 5 and %) who are adopted)
2015 2016 2015 2016 LA 15 x x% LA 75 (10%) x (x%) 50 25 553 0 15 (4%) 15 (3%) 30 THESE ARE NOT PERFORMANCE MEASURES
LA 100% LA -42% England 2,530 1,730 73% % change % change England 15100 (16%) 3520 (14%) 3,960 2,410 462 320 2330 (9%) 3180 (5%) 30 National 2% National -3% % change % change This page is intentionally left blank AGENDA ITEM 5
CHILDREN’S SERVICES SELECT COMMITTEE
2 October 2017
Title: Scoping the NEET Scrutiny Review
Report of the Commissioning Director for Education
Open Report For Decision
Report Author: Jane Hargreaves, Contact Details: Commissioning Director for Education Tel: 020 8227 2756 E-mail: [email protected] Accountable Director: Jane Hargreaves, Commissioning Director for Education
Accountable Strategic Director: Anne Bristow, Service Development and Integration
Summary:
The Children’s Services Select Committee (CSSC), at its last meeting on 12 July 2017, received an options report to support members with choosing an area for a ‘mini’ scrutiny review. The CSSC, having discussed the three different topic options, agreed to undertake a scrutiny review on how the Council could improve its performance around supporting young people who are Not in Education, Employment or Training (NEETs).
As requested at that meeting, this report proposes a scope of the mini review, including the terms of reference and a work plan that outlines a time-line for the methodology, evidence sessions members will take part in, and the production of the end report with recommendations to improve outcomes and practice.
Recommendation(s)
The CSSC is recommended to review and agree the proposed terms of reference and work plan for the scrutiny review.
Reason(s)
It is best practice to produce a scoping report prior to commencing a scrutiny review so that members and officers can give direction to the review, consider what evidence will form the basis of recommendations and have a time-line for completion.
The topic of NEETs relates to the Council’s vision to grow the borough, and reducing NEETs is a key objective with the borough’s manifesto corporate workplan.
Page 19 1. Introduction and Background
1.1 Every year, each of the Council’s select committees agrees a work programme which lists the areas it wishes to scrutinise in the current municipal year. As well as one-off agenda items, the work programme often includes a more-in depth investigation into a particular area of concern that is relevant to the committee’s remit, which usually involves members attending sessions outside of the standard evening meetings scheduled for the year. At its meeting on 12 July 2017, the CSSC agreed to undertake a scrutiny review on young people Not in Education, Employment or Training (NEETs). As 2018 will be a local election year, fewer select committee meetings have been scheduled for the current municipal year than usual, and therefore this scrutiny review will be smaller in scope than an in-depth scrutiny review.
2. Proposal and Issues
2.1 At the July 2017 CSSC meeting, members reviewed the issues that would potentially be involved in a scrutiny review around NEET performance whilst being informed that there was an extensive work programme to accelerate NEET reduction already in place (see Cabinet Report, Appendix 1). In light of this, areas of potential enquiry could include:
- Hearing the views of pupils and parents around the Council’s current work experience and work-related learning offer and how this might be improved; - Hearing the views of businesses around what the Council might do to enable them to provide more support around developing work-place skills in our young people; - Hearing the views of pupils, parents and teachers around the public perceptions of apprenticeships and what the Council might do to further improve the image and take up of apprenticeships locally.
Officers propose that the CSSC’s engagement with the above groups will take place occurs in the sessions outlined in 4 below.
3. Title and Terms of Reference
Officers propose that the title of the Scrutiny Review be “Improving the employability prospects of Barking and Dagenham Young People” and that the following three key questions form the Terms of Reference for the scrutiny review:
1. What do young people and parents expect and want from an offer of work experience and work-related learning, and how do they see this best contributing to young people’s employability skills? 2. How can the Council better engage with businesses to enable them to support the development of employability skills in our young people? 3. What are the views of parents and young people around apprenticeships? How might we improve the perception and take up of Apprenticeships by borough residents?
Page 20 4. Proposed Work Plan
Date of CSSC Activity Questions Comments session covered 2 October Final scoping report agreed 1, 2 and 3 2017 (CSSC with supporting reference meeting) documents, followed by:
Presentation on the Council’s To be presented current work experience and by Erik Stein, work-related learning offer Group Manager Integrated Youth Services.
Presentation on the Council’s To be presented current engagement with by Rosalind businesses around Hall, Head of supporting young people’s Careers and employability HE.
Presentation on To be presented apprenticeships, including by Terry Regan, borough performance Group Manager for Employment and Skills. 10th October The views of young people 1 and 3 This needn’t 2017, 6-7pm around work experience, involve all work related learning and CSSC apprenticeships. members. Attendance and Meeting with a cross section input may be of young people in Year 10 split across this and above, including some and the undertaking apprenticeships, following to discuss approaches to session. work experience, work Meeting to take related learning and the place at Vibe promotion of apprenticeships. Youth Centre. November The views of parents 1 and 3 This needn’t 2017, date tbc around work experience, involve all work related learning and CSSC apprenticeships. members. Attendance and Meeting with a cross section input may be of parents of secondary aged split across this pupils, including some and the above undertaking apprenticeships, session. to discuss approaches to work experience, work related learning and the promotion of apprenticeships.
Page 21 27 November CSSC session with 2 2017 (CSSC businesses. meeting) An opportunity for all CSSC members to hear from local businesses around how the Council might better support them to develop employability and work-related learning skills in our young people. 22 January Draft Scrutiny Review All 2018 (CSSC report with meeting) recommendations
21 March 2018 Proposed final Scrutiny All (CSSC Review report with meeting) recommendations (relevant Cabinet members to be invited).
5. Financial Implications
5.1 The cost of undertaking this scrutiny review will need to be met from existing budgets.
6. Legal Implications
Implications completed by Lucinda Bell, Education Lawyer
6.1 This report requests that the Committee reviews and agrees the terms of reference for the scrutiny review of how the Council could improve its support to NEETS. The appended Cabinet Report of July 2017 details the statutory duties imposed on Local Authorities to provide targeted support to vulnerable young people and those who are NEET. The Education Act 1996, as amended, imposes general duties to ensure the provision of suitable education for children in the area of the Local Authority, including special education provision.
Background Reading and List of appendices:
Members are recommended to familiarise themselves with the reading materials listed here which may be referred to throughout the preparation for the scrutiny report:
Appendix 1 ‘Accelerating NEET reduction, particularly in vulnerable groups’ (LBBD Cabinet Report, 2017); Appendix 2 ‘A Guide to Apprenticeships’ (National Apprenticeship Service, 2017); Appendix 3 ‘A-Z of Apprenticeships’ (National Apprenticeship Service, 2017); Appendix 4 ‘Not just making tea: reinventing work experience’ (UK Commission for Employment and Skills, 2014).
Page 22 Appendix 1 CABINET
20 June 2017
Title: Accelerating NEET Reduction
Report of the Cabinet Member for Educational Attainment and School Improvement and the Cabinet Member for Social Care and Health Integration
Open Report For Information
Wards Affected: None Key Decision: No
Report Author: Erik Stein, Group Manager, Contact Details: Participation and Engagement Tel: 020 8227 3163 E-mail: [email protected] Accountable Director: Jane Hargreaves, Commissioning Director for Education
Accountable Strategic Director: Anne Bristow, Strategic Director, Service Delivery and Integration.
Summary
This report summarises the borough’s current position regarding the reduction of young people who are Not in Education, Employment or Training (NEET), with particular reference to action taken to reduce NEETs in key vulnerable groups i.e. Care Leavers, those with Special Educational Needs and Disabilities and Teen Parents.
The report outlines measures in place to accelerate NEET reduction and further improve performance across all these areas.
Recommendation(s)
The Cabinet is recommended to:
(i) Note the report and the work being undertaken to reduce NEETs, particularly within key vulnerable groups, as well as secure resources and enhance leadership and accountability; and
(ii) Approve the Action Plan, as set out at Appendix 2 to the report, and provide any further policy direction to support the work being undertaken.
Reason(s)
The Education and Skills Act, sections 10, 12 and 68 (2008), set out statutory duties on local authorities in relation to the participation of young people in education or training. Young people have, since 2015, been required to participate in education, employment or training until the academic year in which they turn 18. Statutory guidance issued in 2014 (Participation of young people in education, employment or training) provides detail of what is considered statutory under different circumstances.
In addition to NEET tracking, the Local Authority is required to carry out a number of other
Page 23 Appendix 1 cohort tracking activities that provide proxy indicators of performance and support NEET reduction. These are:
- A survey of the intended destination of the all Year 11 students in the Spring of each year; - Tracking to establish how many of each year’s cohort are provided with ‘September Guarantees’ of education, employment or training; - An activity survey in November of each year to track how many of this Year 11 cohort are now participating in education, employment or training.
1. Introduction and Background
1.1 The Education and Skills Act, sections 10, 12 and 68 (2008), set out statutory duties on local authorities in relation to the participation of young people in education or training, otherwise know as Raising the Participation Age (RPA). Young people have, since 2015, been required to participate in education, employment or training until the academic year in which they turn 18. Statutory guidance issued in 2014 (Participation of young people in education, employment or training) provides detail of what is considered statutory under different circumstances.
1.2 The principal statutory duties are:
Local authorities must promote the effective participation in education and training of 16 and 17 year olds in their area with a view to ensuring that those persons fulfil the duty to participate in education or training. A key element of this is identifying the young people in their area who are covered by the duty to participate and encouraging them to find a suitable education or training place; Local authorities must make arrangements – i.e. maintain a tracking system - to identify 16 and 17 year olds who are not participating in education or training; Secure sufficient suitable education and training provision for all young people aged 16 to 18 and for those up to age 25 with a learning difficulty assessment (LDA) or Education, Health and Care (ECH) plan in their area; Make available to all young people aged 13-18 and to those up to age 25 with an LDA or EHC plan, support that will encourage, enable or assist them to participate in education or training.
1.3 The key national measure for all Local Authorities is the November-January average percentage young people within a Local Authority that are either Not in Education, Employment or Training (NEET) or whose current education status is Unknown. This November to Janaury average figure is then subsequently published as part of the DfE’s ‘NEET scorecard’ around October each year.
2. NEET (Not in Education, Employment or Training) and Unknown performance.
2.1 Barking and Dagenham’s performance in reducing the numbers of young people aged 16-18 who are NEET or Unknown has improved substantially over the past 4 years as demonstrated by the key national measure of the November – January average figure (see figure 1). The national November – January average figure for 2016 is yet to be published, but the provisional figure is available. It demonstrates
Page 24 Appendix 1 that Barking and Dagenham have improved their performance to better than national average. The provisional London average figure is 6.7%.
Figure 1: LBBD NEET and Unknown November to January averages vs National.
2.2 The majority of the progress made has been in the reduction of Unknowns, with NEETs appearing to be stubbornly high (see figure 2). The reduction in Unknowns has been largely achieved through better coordination of council and partner resources. For example, having access to the council’s Revs and Bens database to ensure contact details are up to date to enable more accurate tracking. Better and more accurate data sharing between services has also reduced levels of depedency on more costly tracking interventions, such as door knocking.
Figure 2. LBBD NEET and Unknown November – January averages.
800
People 700
600 500 (10%) Young 400
of (6%) 300 (5.3%) (3.1%) 200 100 (3.7%) (3.7%) (3.2%) (3.5%) Number 0 2013 2014 2015 2016 Year (November-January Average)
NEET Not Known
Page 25 Appendix 1
2.3 It is important to note that approximately one third of Unknowns are usually found to be NEET through the tracking process. Therefore, whilst it appears that NEETs have not shifted, NEETs may have reduced in real terms by up to 50% between 2013 and 2016. Nevertheless, the Local Authority has had a consistently high cohort of around 200 NEET young people to support back into education, employment and training over this period, which is too high.
2.4 Progress in improving NEET and Unknown figures has been sustained beyond the November 2016 to January 2017 average. The national NEET and Unknown figure for February 2017 is 5.6% vs Barking and Dagenham’s figure of 4.9%. Nevertheless, the borough remains behind the London average for February of 4.5% (but with a faster rate of improvement sustained).
2.5 The next national ‘NEET scorecard’ will be published in October 2017, which will include the 2016 national November – January average. The borough’s October 2016 scorecard, which in turn was rooted in the 2015 November - 2016 January average data, placed Barking and Dagenham in the bottom quintile nationally for our combined NEETs and Unknown score with 8.5% (albeit in the fourth quintile for NEETs and Unknowns separately, and with a faster rate of improvement since 2014 against national). The provisional national figure place the borough in the 3rd quintile nationally for NEETs and Unknowns combined, up two quintiles on the previous year.
3. NEET performance in vulnerable groups
3.1 NEET and Unknown performance is particularly challenging in key target groups, such as teen parents, those with Learning Difficulties and Disabilities and care leavers. As a corporate parent, Local Authorities have a duty to provide services to all care leavers until the age of 21 (or 25 if in further education), including supporting those that are Not in Education, Employment or Training in EET.
3.2 Nationally, almost four in ten (38%) care leavers are NEET. A recent report by the Centre for Social Justice highlighted that, for those not at university, 19 to 21 year olds care leavers are also eight times less likely to be apprentices compared to the general population (‘Delivering a Care Leavers strategy for Traineeships and Apprenticeships’, 2016). Significant barriers therefore remain for care leavers wishing to pursue vocational pathways over academic, as well as moving into Education, Employment or Training generally. As of January 2017, the Council’s Learn 2 Live Team (care leaving service) held a case load of 281 young people. Of these, 66% are in Education, Employment and Training.
3.3 Performance with regards to young people with Special Educational Needs and Disabilities is improving, but is still not good enough. For those in Year 12 and 13 NEETs reduced from 12.3% (19 young people) to 7.8% (9 young people) between March 2016 and March 2017. Of these, a small number of young people are deemed ‘unavailable’ for Education, Employment or Training due to the extreme complexity or level of disability. However, this has also reduced as the Local Authority matches as many young people to suitable provison as possible.
3.4 Overall NEET figures for SEND young people i.e up to 25 years of age,
Page 26 Appendix 1 are 15.2% for March 2017, of which 4% are unavailable. This compares to 16.1% last year, of which 4.8% were unavailable, see figure 3.
Figure 3 Statutory Cohort SEND NEETs March 2016 to March 2017. 160 Total NEET 133 Total NEET 140 (16.1%) 125 (15.2%)
NEET 120 SEND
100 old
80 Year
60 16-24 of
No 40 NEET Not NEET Not available 20 available
(4.8%) (4%) 0 March 2016 March 2017 Year
Y12-Y20 SEND NEET Not Available Y12-Y20 SEND NEET Available
3.5 The level of Unknowns has also reduced for those in Year 12 and 13, from 3.9% in March 2016 to 3.5% for 2017. However, Unknowns for 18-25 year olds are still unacceptably high and it is acknowledged that collaborative working between Children’s and Adult’s service has not been adequate. This has therefore been identified as a priority area of work with close collaborative working between Education and Adult Services to ensure that Adult Services’ up to date knowledge of the education status of each young person with SEND is accurately reflected on the NCCIS database which feeds the DfE.
3.6 The launch for the Council’s All Age Disability Service will enable more effective tracking of and support for SEND young people who are, or at risk of, becoming NEET. It will not only improve the transition between children’s and adult services, but allow for better coordination of support services that transition young people into employment rather than the all too frequent cycle of retaining young people with SEND in education until they reach 25 years of age.
3.7 Levels of NEETs are also high amongst teen parents, although national data is not published for this group. White British young people now represent two thirds of the NEET cohort but only one third of the 16-18 year old population, as demonstrated in figure 4. White British are even more greatly overpresented in the three key vulnerable groups of care leavers, teen parents and those with SEND, as demonstrated in figure 5.
Page 27 Appendix 1
Figure 4: White British NEET vs Non-White British NEETs, January 2017.
70.0%
60.0% (3481) (117)
50.0% cohort 40.0% (73) White British 30.0% (1862) Non-White British Cohort/NEET
of 20.0% %
10.0%
0.0% % of Cohort % of NEET
Figure 5 16 and 17 year old NEETs by White British, Teen Parents, Learning Difficulties and In Care, February 2017.
4. Actions to further improve NEET and Unknown Performance
4.1 The ongoing annual work of the local authority in raising levels of participation at post-16 and driving down NEETs is guided by the borough’s 14-19 Participation Plan, which sets out core annual activities against four overarching themes:
Page 28 Appendix 1 - An effective programme of pre-NEET prevention work, including a focus on preventing drop-outs; - Improved outreach and marketing of existing services - Effective data sharing and partnerships; - Improved support for vulnerable groups.
4.2 Work is additionally supported by a local Providers’ Forum, which pulls together a large range of local partners that are funded to deliver pre-NEET and NEET work with young people quarterly. 35 providers are currently members. Members include prime contractors and delivery partners for the national European Social Fund NEET Youth Programme, which comprises eight interlated strands and a potential maximum investment of over £1.5m into NEET reduction locally over four years. These strands are:
Young BME (Black and Minority Ethnic); 16-18 targeted NEET; 16-24 Targeted NEET LDD (Learning Difficulties and Disabilities); 18-24 Targeted NEET Mental health; 18-24 Targeted NEET Migrant Groups and Others; 15-18 Preventative NEET; 16-24 NEET Outreach; Careers Guidance.
The Local Authority has additionally submitted an Expression of Interest to the Life Chances Fund (a Social Impact Bond) which would see the introduction of besoke mentoring and interventions for young people at risk of becoming NEET at post-16.
4.3 The introduction of the Providers’ Forum has been key in reducing NEETs. As well as acting as a physical network, where providers can bring cases to discuss, information regarding opportunities for young people is shared virtually across the network several times a week. The Forum is also supported by a Provider Directory, which lists current provision to prevent and reduce NEETs across the 16-24 age range (Appendix 1). The directory is published on the Council website and updated monthly.
4.4 Work with these providers, and referrals to them, is underpinned by the provision of NEET drop in sessions delivered by two LBBD staff in two locations, five times a week. NEET young people in Year 12 and 13 are able to book an appointment with a qualified careers adviser, who works with them to re-engage them in education, employment or training. Evening appointments are also available. Performance of NEET drop in sessions continunes to improve quarter on quarter, with a 62% increase in the numbers of young people seen between Quarter 1 and Quarter 4 2016-17.
4.5 A workshop involving key Cabinet Members with a portfolio interest in NEETs and Local Authority leads was held in January 2017 to discuss strategies to further reduce our levels of NEETs, both generally and within priority groups. A series of core proposals and actions were identified and developed into an action plan which was further discussed and finalised at a further workshop held in March. The full action plan is provided in Appendix 2.
Page 29 Appendix 1 4.6 A number of core, longer term projects were signed off by the Workforce Board in April 2017 as part of the action plan and are currently being taken forward. These examples demonstrate the range and scope of the programmes being initiated to further reduce NEETs, and are outlined below.
Work Experience development
4.7 The value of work experience for young people to enable them to become work ready is widely evidenced nationally. A recent report by The Careers and Enterprise Company surveyed teacher perspectives on various work-related learning activities (‘Towards an Employer Engagement Toolkit: British Teachers’ Perspectives on Work-Related Learning Activities’, 2017). In summary:
- 92% of teachers perceived that work experience is effective in improving student understanding of the world of work; - 77% of teachers perceived that work experience to be effective in giving students a realistic sense of career choices and what they need to do to secure their job objectives; - 76% of teachers perceived that work experience to be particularly effective for borderline achievers.
In addition, work experience was ranked first in terms of effectiveness by teachers from a list of sixteen work-related learning activities.
4.8 Barking and Dagenham is in a relatively fortunate position in that the majority of our secondary schools buy in to a work experience programme as a traded service. The Trident Team place approximately 1900 young people a year pre and post-16, via a network of over 300 employers, including the Council.
4.9 Placements are targeted, with young people selecting their preferences, and Looked After Children in participating schools prioritised for all placements and always matched against one of their preferences.
4.10 The number of placements provided by the Council has fallen substantially in recent years to just under 40 placements a year, which has presented a challenge for the Trident Team in sourcing a sufficient range of quality placements for young people. Whilst this is partially linked to a smaller workforce, it is more closely linked to the introduction of smarter working, where departments are unable to allocate IT equipment (i.e. laptops) to individuals on placements or adequately supervise. Therefore, young people are not able to undertake an adequate experience of work on many ‘desk-based’ placements.
4.11 The issues around IT have been discussed in detail with Elevate. As generic user profiles are not possible with the Council’s new laptops, the solution is to provide a number of ‘bank laptops’ to Trident, with Elevate ‘rebuilding’ the laptop between placements. It is also proposed to increase the number of placements provided by the Council from 40 to 60 annually, with a maximum of 12 placements at any one time, which the Trident Team feel would meet current demand.
4.12 Funding for this proposal has been secured and the Workfroce Board have agreed 1 placement per year, per service block, with an addition of 1 (of part thereof) for
Page 30 Appendix 1 every 50 staff, to ensure sufficient provision. Compliance is to be measured by the Workforce Board.
4.13 The Trident Team offer a great deal of support for each placement. This includes a health and safety visit, and provision of a job description. It is important to note that young people are matched carefully to each placement, with young people having been consulted on their placement preferences. Supervision of work experience students also provides appropriate professional development experience for staff that are seeking management roles. Ongoing support is available during each placement.
SME partnership pledge
4.14 2015 ONS data demonstrated that Barking and Dagenham has 4535 registered Small to Medium sized Enterprises (SMEs). Whilst this is small compared to most other London boroughs, the borough saw the third highest growth in SMEs during that year, a trend that is anticipated to continue.
4.15 SMEs provide an excellent resource in the Council’s drive to reduce NEETs, and many already do. As well as the provision of employment opportunities for local residents, SMEs are able to provide apprenticeships, traineeships, work experience opportunities, workplace tasters and school visits.
4.16 To both celebrate the commitment of SMEs to the borough’s young people and to better formalise this commitment, the Council is seeking to develop a partnership pledge that SMEs will be encouraged to sign up to. The pledge will ask SMEs pledge their commitment to reducing NEETs through one of more of the following:
- Provision of one of more work experience placements per year through the Council’s Trident Team - Provision of one or more traineeship or apprenticeship - Provision one work-related learning activity per year (either in school or on site) brokered through the Council’s Careers Service.
The Pledge, which can be rooted in the now outdated Council’s Employer Accord from 2008, could see SME’s encouraged to support more vulnerable groups, such as those with learning difficulties, mental health issued and the long-term unemployed.
4.17 Plans are underway to build the Partnership Pledge into the Council’s procurement processes. A kitemark or logo will accompany the pledge, to encourage businesses to sign up, which SMEs may in turn use on their stationary, etc. This is to be launched via local reception hosted by the Local Authority.
Care Leavers’ support grant
4.18 All Care Leavers have pathway plans, in accordance with Government legislation, with each plan formally reviewed every 6 months and Young Person’s Advisers (YPAs) meeting with each Care Leaver every 6-8 weeks. Going forward, pathway plans will make explicit reference to work-related learning. Designated Council Job Brokers will attend relevant reviews or informal meetings with individual Care Leavers alongside the YPA to better move them into employment as they come to
Page 31 Appendix 1 the end of their education. The aim will be to pick up ongoing support within the mainstream employment service offer, currently within Job Shops.
4.19 Where the Leaving Care Service is struggling to find appropriate provision or work- related learning opportunities for particular care leavers, their Young Person Adviser will attend the Council’s Provider Forum, which brings together a wider range of VCS and private NEET and pre-NEET providers working within the borough. YPAs should also consult the Council’s Provider Directory (available publicly) which lists current provision.
4.20 In 2015, Government pledged to create 3 million apprenticeships by 2020. Locally, the borough’s activity survey from January 2017 demonstrated that only 65 (2.7%) young people who finished their GCSEs in the borough went on to begin an apprenticeship, below the London average. Bexley, for example, had 5.4% of their school leavers move into an apprenticeship.
4.21 The Council will need to have regard to a 2.3% apprenticeship start figure with the advent of the Apprenticeship Levy in April 2017, as well as developing a range of apprenticeships that match Local Labour Market forecasting. A care leaver who is NEET incurs additional spend for the Local Authority in tracking and support. However, it remains a challenge to fill apprenticeship vacancies, particularly from targeted groups, such as care leavers. Currently, £57.90 a week is given to care leavers to support independent living. For those undertaking an apprenticeship, this allowance is replaced with a £27.90 a week shopping allowance.
4.22 Despite being able to earn a wage, care leavers are often reluctant to take up apprenticeship opportunities because of the impact that may have on their allowance and other benefits, such as housing benefit. Recent analysis from the Learn 2 Live team demonstrated that a care leaver undertaking an apprenticeship may be left with a weekly surplus of disposable income of as little as £6.50.
4.23 The Council is to implement a transition grant to care leavers undertaking apprenticeships of £50 per week, rising to £70 per week for the second year of a two year programme. This will be incentivised with a proportion of the grant (e.g. 30%) held back and paid to the care leaver quarterly or on completion of the Apprenticeship. All apprentices will be assessed for literacy and numeracy skills and may need to undertake pre-apprenticeship training to bring them up to the required standard before providers will accept them on to a programme.
4.24 Further analysis is underway to establish the size of the current cohort, and levels of need. Cabinet Members who attended the January and March NEET workshops have provided policy direction in this area. Officers have set a target for 30% of council apprenticeships be taken up by care leavers. Funding is being secured for this, as an invest to save initiative, with a review to take place of the programme in two years’ time.
Ringfencing apprenticeships for Care Leavers and SEND
4.25 The introduction of the Apprenticeship Levy in April 2017 will see the Council’s head count of Apprentices increase to roughly 80. To support the Council’s aspiration of a 30% take up of apprenticeships by care leavers, introducing a policy for prioritisation for targeted groups in relation to apprenticeships.
Page 32 Appendix 1
4.26 Research was conducted with other London LAs to establish whether similar programmes to prioritise key target groups were in place. Responses varied, with some LAs offering no prioritisation beyond residents, some having introduced and then abandoned a policy due to lack of success (e.g. Lewisham), and others having a policy in place (e.g. Bromley and Redbridge).
4.27 The intention is not to introduce a fixed ringfence for apprenticeship posts (as this may leave some unfilled), but rather award extra points upon the application shortlisting stage to those from priority groups within the borough. At least one other London Borough already adopts this policy successfully.
Internships for under and post-graduate Care Leavers
4.28 There is more the Council can do to support those specific care leavers that are attending university, for whom apprenticeships are less likely to be an option. Following a recent request from a graduating care leaver, the Group Manager for Law and Governance developed a paid work placement pilot within HR, paid at scale 3 for 3 days a week for 3 months, linked to an entry level job description. Whilst this pilot requires more formal evaluation, the opportunity exists to create a number of these opportunities. Similarly, the Council and its partners have a range of Summer job opportunities, which will provide important financial support for undergraduate care leavers.
4.29 17 care leavers are currently studying for graduate degrees. Therefore, should the Council offer placements to all, then up to 6-8 such internships a year would need to be formerly established across service blocks to meet the needs and interests of care leavers at university.
4.30 Costs for each internship will be met by each respective service block, and a needs analysis is underway to establish which care leavers that are gradulating this year are interested in such an internship and the areas they are interested in.
4.31 2-3 month Summer jobs are available annually through Council services such as the Events Team, as well as key council partners such as Leisure Services and the National Citizens’ Service. However, more is to be done to make these opportunities available to undergraduate care leavers, both by bringing them together in one place and targeting recruitment at this cohort through existing care leaver careers events. Additional work placement offers are also underway for undergraduate care leavers that wich to undertake work experience in specific areas.
Governance
4.32 Governance for the local authority’s work in reducing NEETs is led by the 14-19 Partnership (which includes schools and Barking and Dagenham College) and the NEET Board, which is Officer led. The Corporate Performance Group will also provide additional oversight to some of the specific programmes outlined above. Strategic regional meetings are held with prime contractors and delivery partners who deliver the ESF NEET Youth Programme, and Local Authorities, incorporating ten North and East London Boroughs.
Page 33 Appendix 1 5. Financial Issues
Implications completed by: Katherine Heffernan, Group Manager for Service Finance
5.1 This report requests Cabinet to endorse the work to reduce NEET numbers. No additional resources are being requested as part of this work, but will be met from existing resources.
5.2 The 14-19 Youth service is a statutory service . The running cost of NEET activities is split across Education and Community Solutions and has been provided for in the 2017-18 General Fund budget of the Youth Services. The financial impact and funding arrangements for the implementation of a transition grant for Care Leavers undertaking an apprenticeship is still to be finalised and discussions are currently underway with Social Care.
6. Legal Issues
Implications completed by: Lindsey Marks, Principal Solicitor Children’s Safeguarding
6.1 Local Authorities have statutory duties to provde targeted support to vulnerable young people and those who are NEET. The report refers to the legislation governing these duties at paragraph 1 and to the guidance issued in 2014 that details what is required by them. The Education Act 1996 imposes general duties to ensure the provision of suitable education for children in the area of the Local Authority, including special education provision.
7. Other Issues
7.1 Corporate Policy and Customer Impact
7.1.1 Whilst more up to date data is needed, the are several estimates around the cost of NEETs to the public purse. According to a report by Impetus PEF (2014), a young person who experiences a period NEET will, on average, lose up to £50,000 in earnings over their working life when compared to a peer who doesn’t experience a period NEET, with direct implications on government taxation revenues. Similarly, the Centre for Social Justice in 2014 estimated that one NEET cohort alone costs the taxpayer £13 billion in public finance costs over their lifetimes.
7.1.2 The costs of NEET tracking and support have reduced in the borough. Nevertheless, failure to prevent a young person becoming NEET can have serious financial consequences as they move into and through adulthood. It is also important to note that the highest risk factor in a young person becoming NEET, as having been previously NEET, as demonstrated below.
Page 34 Appendix 1 Figue 6: NEET risk factors.
The Council must maintain its momentum on NEET reduction if it is to realise its vision to grow the borough, as well as some the specific aspirations set out in the borough manifesto.
7.2 Crime and Disorder Issues - Young people who are under supervision by a Youth Offending Team are 2.6 times more likely to be NEET. Similarly, being NEET increases the risks of young people offending. By accelerating NEET reduction, the council should see a positive impact on youth offending.
Public Background Papers Used in the Preparation of the Report: None
List of appendices:
Appendix 1 – Provider Directory Appendix 2 – NEET Action Plan
Page 35 This page is intentionally left blank A guide to apprenticeships
What’s an apprenticeship? It`s a real job, with real training, meaning you can earn while you learn and gain the necessary skills and professional competencies in your chosen career. What can I earn? What’s in it for me? The minimum wage for apprentices is £3.50** per hour, but many employers pay – Earn a real wage; more than this. This is dependent on the sector, region and apprenticeship level e.g. – Be trained in the skills some higher apprenticeships pay up to £500 per week. employers want; More details on salaries and entry criteria in specific apprenticeship occupations can – You are more likely to progress quicker be found on GOV.UK and search ‘apprenticeships’. and higher than a typical student; – Learn at a pace that suits you and be What levels are there? supported by a mentor; All apprenticeships include elements of on the job and off the job training leading to industry recognised standards or qualifications. Some apprenticeships also require – Have a holiday and be paid while an assessment at the end of the programme to assess the apprentice`s ability and you’re away; competence in their job role. – You will set yourself up for the future – apprentices enjoy marked salary Name Level Equivalent educational level increases when they complete their Intermediate 2 5 GCSE passes at grades A* to C training, and those completing a higher apprenticeship could see increased Advanced 3 2 A level passes earnings of an estimated £150,000 Higher 4, 5, 6 and 7 Foundation degree and above over their lifetime.* Degree 6 and 7 Bachelor’s or master’s degree Entry requirements Apprenticeships are available to anyone How do I apply? over the age of 16, living in England. At any one time there are up to 28,000 apprenticeship vacancies available online There are different entry requirements in a variety of careers and industries across England. Visit GOV.UK and search depending on the sector and job. ‘apprenticeships’. You can search by keyword (job role, occupation type or Some apprenticeship vacancies may apprenticeship level) and display the `Disability Confident` logo by location. meaning the employer would offer an Once the right job comes up, you can simply register on the website and follow the interview to disabled applicants who step by step instructions to apply for the role. meet the minimum criteria for a job vacancy and consider them on their Our YouTube channel has useful hints and tips on applying plus other videos on abilities.*** apprenticeships, visit YouTube and search apprenticeships/NAS. Not quite ready for an apprenticeship or job? You could try a traineeship with a local employer to gain valuable work experience and the opportunity to improve your English and maths, if needed. Visit GOV.UK and search ‘traineeships’ for more information or to apply for traineeship opportunities.
*University education – Is this the best route into employment? AAT and CEBR Feb 2013 Search apprenticeships **National Minimum Wage will be £3.50 per hour from 1 April 2017. ***Please note, changes to our disabilityPage policy will37 take effect from July 2017. on GOV.UK NAS-P-170001 June 2017 This page is intentionally left blank A-Z of apprenticeships
Ready to further your career? Find a full list of all the current apprenticeships on offer. S Standard F Framework
Area of study Level Area of study Level A C Able Seafarer (Deck) 2 S Care Leadership and Management 5 F Accounting 2, 3, 4 F Catering and Professional Chefs 2, 3 F Activity Leadership 2 F Chartered Legal Executive 6 S Actuarial Technician 4 S Chartered Manager Degree Apprenticeship 6 S Adult Care Worker 2 S Chartered Surveyor 6 S Advanced Butcher 3 S Chef De Partie 3 S Advanced Carpentry and Joinery 3 S Children and Young People's Workforce 2, 3 F Advanced Credit Controller/Debt Collection Specialist 3 S Civil Engineering Site Management (degree) 6 S Advanced Dairy Technologist 5 S Civil Engineering Technician 3 S Aerospace Engineer 6 S Cleaning and Environmental Support Services 2, 3 F Aerospace Manufacturing Fitter 3 S Coaching 2, 3 F Aerospace Software Development Engineer 6 S Commis Chef 2 S Agriculture 2, 3, 4 F Community Arts 2, 3 F Aircraft Maintenance Certifying Engineer 4 S Community Safety 2 F Aircraft Maintenance Fitter/Technician (fixed and rotary wing) 3 S Compliance / Risk Officer 3 S Airside Operator 2 S Composite Engineering 2, 3 F Airworthiness Planning, Quality and Safety Technician 3 S Construction Building 2, 3 F Animal Care 2, 3 F Construction Civil Engineering 2, 3 F Assistant Accountant 3 S Construction Management 4 F Assistant Technical Director (visual effects) 4 S Construction Specialist 2, 3 F Associate Ambulance Practitioner 4 S Construction Technical and Professional 3 F Associate Project Manager 4 S Consumer Electrical and Electronic Products 2, 3 F Aviation Ground Operative 2 S Contact Centre Operations 2, 3 F Aviation Ground Specialist 3 S Control /Technical Support Engineer 6 S Aviation Maintenance Mechanic (Military) 2 S Conveyancing Technician 4 S Aviation Operations Manager 4 S Court, Tribunal and Prosecution Operations 2 F Aviation Operations on the Ground 2, 3 F Creative and Digital Media 3 F Credit Controller/Collector 2 S Cultural and Heritage Venue Operations 2, 3 F B Custodial Care 2, 3 F Bakery 2 S Customer Service 2, 3 F Barbering 2, 3 F Customer Service Practitioner 2 S Beauty Therapy 2, 3 F Cyber Intrusion Analyst 4 S Bespoke Tailor and Cutter 5 S Cyber Security Technologist 4 S Boatbuilder 3 S Broadcast Production Assistant 3 S Broadcasting Technology 6 F Building Services Engineering Technology 3 F “This apprenticeship has allowed me and Project Management to build an excellent foundation for Bus and Coach Engineering and Maintenance 2, 3 F Bus and Coach Engineering Manager 4 S my career and I’ve achieved things Bus and Coach Engineering Technician 3 S that I may never have been able to Business and Administration 2, 3 F Business and Professional Administration 4 F achieve through other career paths” Butcher 2 S Sean Norgate Higher level Information and Communication Technology apprentice, BT
Page 39 A-Z of apprenticeships
Area of study Level Area of study Level D G Data Analyst 4 S Game and Wildlife Management 2, 3 F Dental Laboratory Assistant 3 S Gas Engineering 3 S Dental Nurse 3 S Gas Network Craftsperson 3 S Dental Practice Manager 4 S Gas Network Team Leader 2 S Dental Technician 5 S Glass Industry 2, 3 F Design 2, 3 F Golf Greenkeeper 2 S Digital Learning Design 3, 4 F Digital Marketer 3 S Digital and Technology Solutions Professional 6 S H Domestic Heating 2, 3 F Hair Professional 2 S Driving Goods Vehicles 2, 3 F Hairdressing 2, 3 F Dual Fuel Smart Meter Installer 2 S Health – Allied Health Profession Support 3 F Health – Assistant Practitioner 4 F Health – Clinical Healthcare Support 2, 3 F E Health – Dental Nursing 3 F Early Years Educator 3 S Health – Emergency Care 2 F Education Learning Mentor 3 S Health – Healthcare Support Services 2, 3 F Electrical Power Protection and Plant Commissioning Engineer 4 S Health – Maternity and Paediatric Support 3 F Electrical/Electronic Technical Support Engineer 6 S Health – Optical Retail 2, 3 F Electrotechnical 3 F Health – Perioperative Support 3 F Emergency Fire Service Operations 3 F Health – Pharmacy Services 2, 3 F Employment Related Services 3 F Health and Social Care 2, 3 F Engineering Construction 3 F Healthcare Assistant Practitioner 5 S Engineering Design and Draughtsperson 3 S Healthcare Science Assistant 2 S Engineering Manufacture 2, 3 F Healthcare Science Associate 4 S Environmental Conservation 2, 3 F Healthcare Support Worker 2 S Equine 2, 3 F Heating and Ventilating 2, 3 F Event Assistant 3 S Heavy Vehicle Service and Maintenance Technician 3 S Exercise and Fitness 2, 3 F Highway Electrical Maintenance and Installation Operative 2 S Highway Electrician / Service Operative 3 S HM Forces 2 F F HM Forces Serviceperson (Public Services) 2 S Facilities Management 2, 3, 4, 5 F Horticulture 2, 3 F Farriery 3 F Hospitality 2, 3 F Fashion and Textiles 2, 3 F Hospitality Management 4 F Financial Adviser 4 S Hospitality Supervisor 3 S Financial Services Administrator 3 S Hospitality Team Member 2 S Financial Services Customer Adviser 2 S Housing 2, 3 F Fire Emergency and Security Systems Technician 3 S Housing/Property Management 3 S Fishmonger 2 S Housing/Property Management Assistant 2 S Floristry 2, 3 F Human Resource Management 5 F Food and Drink 2, 3 F Food and Drink Advanced Process Operator 3 S Food and Drink Process Operator 2 S I Food Technologist 3 S Improving Operational Performance 2 F Food and Drink Maintenance Engineer 3 S Infrastructure Technician 3 S Funeral Operations and Services 2, 3 F Installation Electrician/Maintenance Electrician 3 S Furniture Manufacturer 2 S Insurance Practitioner 3 S Insurance Professional 4 S Intelligence Operations 4 F International Trade and Logistics Operations 2 F Internet of Things and Cyber Systems Engineer 5, 6, 7 S “I have grown from a shy, school-leaver Investment Operations Administrator 2 S to a self-assured, skilled employee Investment Operations Specialist 4 S Investment Operations Technician 3 S confident dealing with any situation.” IT Application Specialist 2, 3 F Charlotte Blowers IT Technical Salesperson 3 S IT, Software, Web & Telecoms Professionals 2, 3, 4 F Intermediate level hairdressing apprentice, Exceed Training Academy
Page 40 A-Z of apprenticeships
Area of study Level “Through my apprenticeship I’ve worked M with a range of people, from those on the Machinist (Advanced Manufacturing Engineering) 3 S Maintenance and Operations Engineering Technician 3 S shop floor to senior management, which Management 2, 3 , 4, 5 F has given me the chance to develop my Manufacturing Engineering 4 F communication skills. Additionally, the Manufacturing Engineer 6 S Maritime Occupations 2, 3 F technical knowledge I acquired through Marketing 2, 3 F learning about the different processes and Mechatronics Maintenance Technician 3 S Military (Royal Navy) Electrical Mechanical Mechanic 2 S products has been invaluable, and isn’t Mineral Products Technology 4, 5 F something I could have learnt through Mortgage Adviser 3 S studying at university.” Motor Vehicle Service and Maintenance Technician (light vehicle) 3 S Melissa Loonam Higher level Manufacturing Engineer, N Nail Services 2, 3 F Rolls-Royce Network Engineer 4 S Non-destructive Testing (NDT) Operator 2 S Non-destructive Testing Engineering Technician 3 S Nuclear Health Physics Monitor 2 S Area of study Level Nuclear Scientist and Nuclear Engineer 6 S Nuclear Welding Inspection Technician 4 S Nurse (registered nurse degree) 6 S J Nursing Assistants in a Veterinary Environment 2 F Jewellery, Silversmithing and Allied Trades 2, 3 F Journalism 3 F Junior 2D Artist (visual effects) 4 S O Junior Management Consultant 4 S Operations and Quality Improvement 3 F Junior Energy Manager 3 S Operations/Departmental Manager 5 S Junior Journalist 3 S Outdoor Programmes 3 F L Outside Broadcasting Engineer 7 S Laboratory and Science Technicians 2, 3 F P Laboratory Scientist 5 S Painter and Decorator 2 S Laboratory Technician 3 S Papermaker 3 S Land-based Engineering 2, 3 F Paralegal 3 S Land-based Service Engineer 2 S Paraplanner 4 S Land-based Service Engineering Technician 3 S Passenger Carrying Vehicle Driving 2 F Large Goods Vehicle (LGV) Driver 2 S Photo Imaging 3 F Lead Adult Care Worker 3 S Playwork 2, 3 F Learning and Development 3 F Plumbing and Heating 2, 3 F Legal Advice 2, 3 F Policing 3 F Legal Services 3, 4 F Power Network Craftsperson 3 S Leisure Operations and Leisure Management 2, 3 F Print and Printed Packaging 2, 3 F Libraries, Archives, Records and IM Services 2, 3 F Process Manufacturing 2, 3 F Licensed Hospitality 2, 3 F Product Design and Development Engineer 6 S Licensed Conveyancer 6 S Product Design and Development Technician 3 S Life Sciences and Chemical Science Professionals 4, 5 F Professional Accounting Taxation Technician 4 S Live Events and Promotion 2, 3 F Professional Development for Work Based Learning Practitioners 4 F Live Event Rigger 3 S Professional Services 4 F Logistics Operations 2, 3 F Project Management 4 F Property Services 2, 3 F Property Maintenance Operative 2 S Providing Financial Services 2, 3 F Providing Security Services 2 F Public Relations 4 F Public Sector Commercial Professional 4 S
Page 41 A-Z of apprenticeships
Area of study Level Area of study Level R T Rail Engineering (Track) 2 S Team Leader/Supervisor 3 S Rail Engineering Advanced Technician 4 S Technical Theatre, Lighting, Sound and Stage 2, 3 F Rail Engineering Operative 2 S The Gas Industry 2, 3 F Rail Engineering Technician 3 S The Power Industry 2, 3 F Rail Infrastructure Engineering 3 F The Water Industry 2, 3, 4 F Rail Services 2, 3 F Trade Business Services 2 F Rail Traction and Rolling Stock Engineering 3 F Traffic Office 2, 3 F Railway Engineering Design Technician 3 S Transport Planning Technician 3 S Recruitment 3, 4 F Travel Consultant 3 S Refrigeration and Air Conditioning 2, 3 F Travel Services 2, 3 F Refrigeration Air Conditioning and Heat Pump 3 S Trees and Timber 2, 3 F Engineering Technician Relationship Manager (Banking) 6 S Retail 2, 3 F U Retail Manager 4 S Unified Communications Technician 3 S Retail Team Leader 3 S Unified Communications Trouble Shooter 4 S Retailer 2 S Utilities Engineering Technician 3 S S V Sales and Telesales 2, 3 F Vehicle Body and Paint 2, 3 F Science Industry Maintenance Technician 3 S Vehicle Fitting 2, 3 F Science Manufacturing Technician 3 S Vehicle Maintenance and Repair 2, 3 F Security Systems 2, 3 F Vehicle Parts 2, 3 F Senior Chef Production Cooking 3 S Vehicle Restoration 2, 3 F Senior Compliance/Risk Specialist 6 S Vehicle Sales 2, 3 F Senior Healthcare Support Worker 3 S Veterinary Nursing 3 F Senior Financial Services Customer Adviser 3 S Senior Housing/Property Management 4 S Signmaking 2, 3 F W Smart Meter Installations (Dual Fuel) 2 F Warehousing and Storage 2, 3 F Social Media and Digital Marketing 3, 4 F Water Process Technician 3 S Software Development Technician 3 S Welding 2, 3 S Software Tester 4 S Workplace Pensions (Administrator or Consultant) 3 S Software Developer 4 S Youth Work 2, 3 F Solicitor 7 S Spectacle Maker 3 S Spectator Safety 2, 3 F Sporting Excellence 3 F Sports Development 3 F “My apprenticeship has benefitted me Sports Turf Operative 2 S Supply Chain Management 2, 3, 5 F in every way possible. I’ve learnt key Supply Chain Operator 2 S skills in engineering, mechanical and Supply Chain Warehouse Operative 2 S Supporting Teaching and Learning in Physical Education 3 F hydraulics, as well as the theory behind Supporting Teaching and Learning in Schools 2, 3 F all of it.” Surveying 3 F Surveying Technician 3 S Holly Broadhurst Survival Equipment Fitter 3 S Higher design engineering apprentice, Sustainable Resource Management 2, 3 F J C Bamford Excavators Sustainable Resource Operations and Management 4 F Systems Engineering 7 S
Find out how you can benefit from an apprenticeship, Please note that the above standards and frameworks are correct as of publication. For an up to date list please visit gov.uk/apply-apprenticeship Page 42 search apprenticeships on GOV.UK NAS-P-100005 March 2017 Not just making tea… Reinventing work experience
Page 43 Contents
Foreword...... 03
Why is work experience so important? ...... 04
...... 06 There is little red tape It isn’t just a two week placement There are business benefits
Tempted to get involved? ...... 10 There is guidance on structuring work experience placements There is support for accessing young people There are networks and initiatives that link business and education
ill need convincing? ...... 12 Case studies: Sky Nestlé National Grid Barclays Siemens Pret a Manger Boots UK Marks and Spencer Rolls Royce Lovell Partnerships Ltd Seddon Construction Land Securities Signature Leather DHL UK Foundation Maltby Academy Steve Brettle Fabrications Ltd
Page 44 Julie Kenny CBE Chair and Chief Executive of Pyronix Ltd UKCES Commissioner Vitalise Businesswoman of the Year 2013
As well as running a small business, I am also Chair of the Board of Governors at Maltby Academy in South Yorkshire and board member of the Sheffield City Region Local Enterprise Partnership. From meeting and working with young people it seems to me that there are two main barriers to them achieving their potential: lack of confidence and lack of ambition. That’s why I’m passionate about opening young people’s eyes to the vast range of opportunities available to them and exposing them to role models who can demonstrate that anything is possible if you put your mind to it.
Of course, I’m not the only employer who feels this way. Many of us want to help, but we sometimes need a bit of encouragement or some support to get involved. As employers, there is one very important thing we can do and that’s to offer exposure to the world of work. Not just the traditional week or two week placement during the summer term of tea-making, filing and making phone calls – that doesn’t suit all employers and doesn’t always work for young people. Rather, a broader range of contacts between employers and young people that can help open young people’s eyes to jobs they have never thought of, inform career decisions and help them successfully move from education into work. This type of ‘work inspiration’ builds the resilience and behaviours they need to succeed, and instils the ambition some of them lack.
We know that it’s becoming increasingly difficult for young people to combine work and learning, and we look at the reasons why in this guide. But employers can help, and shouldn’t be put off by the common misconceptions about work experience. Firstly, there is very little red tape involved in offering work experience placements. Second, as I said above, work experience isn’t – and shouldn’t just be – a two week placement in the summer holidays. And finally, work experience isn’t a burden or a “nice to have” for employers; as you’ll see, there are many business benefits to be gained.
If you’re tempted to get involved, I’ve included a list of guides and initiatives to help you offer great opportunities to young people. If you need more convincing there are a number of case studies at the end of this guide, from large corporates to small businesses who are working to give young people the experience they need – and enjoying it!
I hope you will feel inspired by what you see. There are many businesses and educational establishments not yet involved who could be, and lots of scope for those already doing something to do more, or to enhance their efforts by joining forces with others.
Page 45 3 Why is work experience so important?
29% of employers say that experience is critical when recruiting young people and a further 45% say it is significant. The majority of employers think young people are well prepared for work but where they don’t, this is down to lack of experience. Lack of experience is also the number one reason that employers turn young job applicants away1. So, for employers, experience is clearly vital.
Work experience is also crucial for young people. The problem is the labour market for young people has Young people with 4 or more work experience-type been changing and this has led to a lack of high activities under their belt are 5 times less likely to be quality career pathways that offer a blend of work not in education, employment or training2. This is true and learning. The chart below shows there has been a even for graduates – those with work experience get huge rise in full-time education that isn’t combined with better degrees, higher wages and are less likely to be work, that there are fewer opportunities for work more unemployed3. generally and that, as a result, there has been a steady increase in the number of young people in full time education looking for work. Meanwhile, the numbers of those who ‘earn and learn’ has plateaued.
16-24 Population by Educational and Labour Market Status 3,000,000
Employed but not in apprenticeship 2,500,000 or combined with full-time education
2,000,000 Full-time education and economically inactive
1,500,000
NEET Full-time education 1,000,000 and Employed
Apprenticeships 500,000 (England) Full-time education but also looking for work Workless but part-time learning/other 0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
1 See UKCES ‘Scaling the Youth Employment Challenge’ and ‘the Youth Employment Challenge’ for more details and sources 2 Education and Employers Taskforce - Work experience: Impact and delivery - Insights from the evidence (April 2012) 3 BIS Research Paper No. 143 - Learning from Futuretrack: impact of work experiences on HE student outcomes
4 Page 46 Work experience is also important because, put simply, At the same time, the Department for Education has it works. A recent Ofsted report4 looked at the quality introduced important changes in post-16 education of careers guidance in schools and found room for to coincide with the raising of the participation age improvement. It highlighted examples of good careers to 17 in England. Work experience now forms an advice, many of which include activities with employers integral part of 16-19 study programmes and as such as site visits, talks in schools and so on. such schools and colleges are expected to offer their students high quality and meaningful work A report by the National Careers Council5 also refers experience as part of each study programme. The to the usefulness of work experience in helping young intention is for students to gain valuable experience people gain relevant and trusted information about of the work environment and develop their the world of work. employability skills.
In a similar vein, a recent OECD report6 says that we So there is a pressing need for more opportunities need to develop better links between the world of for inspiration and experience of work. Currently, learning and the world of work, because: however, high quality engagement between business and education is patchy with only 27% of employers offering work experience8. “ Learning in the workplace allows young people to develop “hard” skills on modern equipment, and On the positive side, there is potential to grow this “soft” skills, such as teamwork, communication and number. When employers are asked why they don’t negotiation, through real-world experience. Hands- offer work experience, 37% of them say it’s because on workplace training can also help to motivate they have “no suitable roles”. A broader and more disengaged youth to stay in or re-engage with the flexible understanding of work inspiration may help education system and makes the transition from them realise that every business has the potential education into the labour market smoother”. to inspire a young person, whatever their size or sector. Meanwhile, 20% of employers who don’t offer work experience put this down to a lack of In response, the government recently released an approach from local schools, colleges or universities ‘Inspiration vision’ on careers for young people7, and 16% say it’s due to a lack of time and stating that: resources. So for this 36%, it seems they would offer work experience if asked or if some of the hassle of setting it up were taken care of9. Capitalising on this “ We need to provide more inspiration for young latent demand could lead to a significant increase in people, more real-life contact with the world of opportunities for inspiration and experience of work work so that when they come to make big decisions, for young people. they understand where different choices could take them in the future”.
of employers offered work 27% experience in the past year
4 Ofsted - Going in the right direction? Careers guidance in schools from September 2012 5 National Careers Council - An Aspirational Nation: Creating a culture change in careers provision 6 OECD - Skills Outlook 2013 7 Department for Business, Innovation and Skills and Department for Education - Careers Inspiration Vision 8 UKCES – “Scaling the Youth Employment Challenge” 9 All figures in this paragraph from UKCES – “Scaling the Youth Employment Challenge”
Page 47 5 Mythbusting
There is little red tape
Although just 6% of employers mention red tape members of the Association of British Insurers. as a reason why they don’t offer work experience, This can be confirmed with insurance companies. even the perception of bureaucracy and health and safety regulations can put employers off. • Simplified Health and Safety guidance makes The government is working to cut down any red it clear that if organisations already employ tape and make the process of recruiting and young people, risk assessments won’t need to developing young people more transparent. be repeated for work experience students. And Here are some of the changes that have been employers with fewer than 5 employees won’t introduced: need a written risk assessment.
• Employers do not need to carry out an enhanced For more information, visit the Health and Safety Disclosure and Barring Services (formerly CRB) Executive’s website and read the guidance on work check on members of staff supervising young experience here. www.hse.gov.uk/youngpeople/ people aged 16-17. If an education provider workexperience/index.htm requests such a check for this group, employers would be entitled to refuse. “ Work placement arrangements are too often seen as over-bureaucratic and burdensome, putting off • Employers’ liability insurance now covers work potential employers. We must tackle this.” experience students, provided insurers are Judith Hackitt, Chair, Health and Safety Executive
It isn’t just a two week placement
As National Grid put it, “In the old days, work • Finally, the extended model focuses on experience for school students often amounted “developing employability skills, with maths to little more than spending a week in a company, and English covering the majority of the study making the tea, a spot of photocopying, quick programme time” and will apply to students tour of the plant, tick the box and done”10. This on a traineeship, who need additional support definition of work experience is out of date – and to prepare them for apprenticeships or a it doesn’t work for businesses or for young people. Supported Internship. For work experience to really work, it needs to be redefined. The Department for A range of “enterprise-related activities and Education has helpfully described three entrepreneurial skills” can complement these patterns that work experience for 16-19 placements to further enhance young people’s study programmes is expected to follow11. employability prospects.
• Experiential work experience is “one or two short periods of work experience or other So rather than the old-style model of work work-related learning to test out vocational experience, a more comprehensive package ideas connected to future study or employment of ‘work inspiration’ includes providing good options, such as study visits, projects and quality information, mock interviews, talks in engagement with local enterprise”. schools, site visits, challenges, competitions and project work, mentoring, and virtual • The vocational model is “focused on a activities alongside experiential, vocational particular vocational area to contribute directly or extended full-time placements. to a study programme”.
10 National Grid website - www.nationalgridconnecting.com/work-inspiration/ 11 Department for Education - Post-16 work experience as a part of 16 to 19 study programmes
6 Page 48 Research12 shows half of young people aged 14 Employer engagement activities that young and above would like more work inspiration-type people have undertaken and want more of opportunities of the sort set out below: (% of young people) • Good quality information is invaluable. Employers can work with schools and colleges Want more of to make sure young people have relevant, up to Have taken part in date and good quality information to help them navigate through their education and career. Visits to local 19 55 businesses • Setting up mock interviews doesn’t demand much time or resource from employers but can mean the difference between young people Mock interviews 24 55 sailing or struggling through their first interviews.
Mentoring by 7 54 • Talks in schools or site visits can bring local employers industries and sectors to life for young people. They also help to dispel long-standing myths Solving a ‘real life’ about specific jobs – for example, that challenge posed 14 54 “construction is just dirty work and manual by a business labour” or “nursing is only for girls”. Plus, sending employees out to talk in a school or Visits to or by other 7 50 supervise a visit gives them valuable skills and training providers experience as well. Work experience 65 50 • Challenges, competitions and project work placements are all fun and interesting ways to give young people a flavour of the world of work. These CV-writing lessons/ 44 45 kinds of activities also benefit employers, as workshops young people can bring a fresh perspective and new ideas to business challenges. Visits to or by 44 39 universities • Mentoring is the activity that young people are least likely to have taken part in, but it’s also one of the best ways of building their confidence Enterprise 18 38 competitions and employability skills. At the same time, it can help employers encourage the creation of a talent pipeline into their businesses as well as Visits to or by Further 23 36 developing and motivating their existing staff. Education Colleges
• Virtual activities shouldn’t replace face-to-face work experience but can complement it. This is especially the case for providing good quality information, setting up business challenges, competitions and project work, and mentoring, as all of these could be done online.
12 Edge Foundation - EDGE Annual Programme of Stakeholder Research: Business in Schools
Page 49 7 There are business benefits
Over half (53%) of all employers who offer work “ We were all given opportunities as young people, experience say it is because “it provides the and as business people we are in a great position experience young people need”. These employers to keep this going. It’s often difficult for SMEs to recognise the intrinsic value of work experience, find the time to invest fully in young people, but at which is that it helps young people eventually get Albatross we do our best to offer really high quality 13 into work . work experience. It’s worth it both for us and for the young people we work with.” But they also identify business benefits: Sean Taggart, Albatross Group
Brand loyalty and profile “ Sustainability is a large part of many client bids The ethos of company brands, the way they conduct now. Having very strong credentials is important, their business and in particular their recruitment it might not win you the deal but often you can’t practices are more important than ever. Giving back compete without a good sustainability story… to local communities and to a higher cause in the form of offering work experience is likely to lead to Work inspiration is a key element of Capgemini’s increased brand loyalty and profile, and in turn to national approach [to sustainability].” greater profits. Michelle Perkins, Capgemini 14
Market insights and customer base “ From our perspective we gain insights into this important age group around their views Young people often bring fresh ideas and approaches which open up new and emerging and experiences of our programmes and their customer groups and markets. A younger aspirations for future content, which is essential for perspective is valuable where markets are rapidly us to understand as they are our future audiences.” changing or rely on a youthful customer base. ITV [source: ITV website] 15
Staff development and engagement “ Our young partners bring so many benefits to the Staff can really benefit from managing young business. They help us to adapt quickly to the latest people on work experience placements. A study trends and give us insights into new markets.” by Corporate Citizenship found that staff who Charlie Mayfield, John Lewis participated in partnerships with schools and colleges used this engagement to develop a wide range of skills, including communication, coaching and “ We used this [mentoring scheme that offers counselling, influencing and negotiation16. Supervising development opportunities for older workers and and coaching young people on work experience more support and guidance for younger workers] also offers an excellent opportunity to develop to sell our campaign to bring in young people management capabilities, especially for those who to managers.” may not usually have these responsibilities or who are 17 just starting out as managers. Emma Wordsworth, Veolia
13 UKCES – “Scaling the Youth Employment Challenge” 14 City and Guilds - Making work experience inspiring for young people 15 ITV website - http://responsibility.itvplc.com/community-and-giving/inspiring-young-talent.aspx 16 Corporate Citizenship (2010). Volunteering – The Business Case. The benefits of corporate volunteering programmes in education. City of London: London 17 CIPD - The business case for employer investment in young people
8 Page 50 Workforce diversity “ We need to think about bringing 16- and 18-year-olds into our organisation. It’s a talent Every business recognises the value of a diverse issue. We need to get the right people and we workforce and a broad talent pool. Young people don’t want to miss out on appealing to a broader are a huge part of this. section of the community.” Jo Ward, Nestle 18 Talent planning
“Growing your own” is a major way for employers “ Only 17% of hospitality businesses offer work to futureproof their business and in this context experience. We miss out on talent by not giving work experience isn’t just a gateway into a career opportunities to young people.” for young people: it’s a gateway for employers into Iqbal Wahhab, Roast Restaurant securing talented and loyal employees. Businesses have a great opportunity to shape their workforce according to organisational need, and train them up to plug specific skills and experience gaps. “ You need to look at your organisation and identify skills gaps and then think about how young people can help you fill those.” Derisking recruitment Rob Seacombe, Experian 19 Offering young people work experience placements can serve as an informal “try before you buy” period both for businesses and for young people. This “ I own a small construction business – traditionally means that any decision to commit to a permanent SMEs and the construction sector are the worst at position will be an informed one on both sides. helping young people into work. But nearly half of my Even if the placement doesn’t lead to a job, the workforce is under the age of 30 and some of these experience of work they will have gained means the have come through work experience placements. community or sector will benefit from an increased They were so talented, enthusiastic and keen to get pool of work-ready recruits. going that we couldn’t not keep them on.” Scott Johnson, Chas Smith Group
of employers who offer work experience say it helps 20% them with recruitment
18 CIPD - The business case for employer investment in young people 19 CIPD - Employers are from Mars, young people are from Venus
Page 51 9 Tempted to get involved?
There is guidance on structuring work experience placements
The Department for Education It includes advice on: the benefits of work The Department for Education’s webpage on experience, good recruitment and selection work experience contains some useful advice and practices which attract young people from guidance on work experience for both business a variety of backgrounds, and introducing, and education, including what meaningful work supporting and providing feedback to a young experience looks like and the different types that person during their placement. will be expected to take place as part of 16-19 www.cipd.co.uk/publicpolicy/policy-reports/ study programmes. work-experience-top-tips.aspx www.education.gov.uk/schools/ teachingandlearning/qualifications/b00223495/ Business in the Community post-16-work-exp-enterprise-educ Business in the Community offers a toolkit to help employers design and deliver work The Chartered Institute of Personnel inspiration programmes. This includes one and Development and five day templates, examples of innovative The Chartered Institute of Personnel and projects for young people to carry out and Development have developed a practical guide for case studies. employers on how to set up and run a high quality www.bitc.org.uk/programmes/workinspiration/ and successful work experience programme. getting-started-guide-employers
There is support for accessing young people
Contacting local schools or colleges should be the Prince’s Trust first port of call for employers who are interested The Prince’s Trust is a youth charity that gives practical in offering work experience to young people (and and financial support to disadvantaged young people, vice versa for schools or colleges hoping to source developing key workplace skills such as confidence and placements for their students). motivation. The charity works with 13 to 30-year-olds who have struggled at school, have been in care, are long- If this isn’t practical – for example, for employers in term unemployed or have been in trouble with the law. rural areas, or small businesses with little time and resource – there are a number of organisations who For more details or to get in touch: call 0800 842 842 connect employers and young people: or email [email protected]
MyKindaCrowd STEMNET MyKindaCrowd is a social enterprise that helps to STEMNET (the Science, Technology, Engineering and connect young people with the world of work by Mathematics Network) operates across the UK to create setting them real life business challenges. It works as links between employers and educators that tackle follows: employers post real life challenges; teachers STEM skills shortages and other issues. By enthusing and lecturers use these challenges within studies; and inspiring young people about STEM, employers young people respond with ideas. The best are help to widen the understanding and awareness of rewarded with work experience, an internship or a job. STEM careers with their next generation of employees.
For more details or to get in touch: call 0844 412 7497 For more details or to get in touch: call 0203 206 0450 or email [email protected] or visit www.stemnet.org.uk/contact/ for regional email addresses
10 Page 52 There are networks and initiatives that link business and education
Partnerships between businesses and education Inspiring the Future are the best way for both parties to create and Inspiring the Future is a free service across offer work experience placements. For employers, England which helps employers to engage with schools, colleges and universities can act as a state secondary schools and colleges by sending long-term source of talent; for education, engaging volunteers to talk about their jobs and sectors. with businesses can take away some of the strain of finding placements for students. Volunteering can take place near home or work. Individuals use a drop-down menu to select which There are a number of existing networks and initiatives Local Authority areas they would like to visit that can bring business and education together in schools in. Schools and colleges in those areas long-term, sustainable partnerships: then contact volunteers directly by email.
Volunteers usually give career insight talks, which Business Class take between 20 minutes and 1 hour including a Q&A Business Class operates across the UK and aims to session. Schools and FE colleges may also host prevent young people becoming NEET through work careers fairs which normally involve professionals experience and schools’ engagement with business. from different sectors, with students moving round in a marketplace set up. Employers can simply take roll The programme’s unique cluster approach - grouping banners and marketing materials, but equally they are together schools and businesses to pool resources free to use their creativity to engage with pupils via and share ideas rather than relying purely on competitions, quizzes and ‘have a go’ activities. individual partnerships - helps to generate greater impact for participating schools and their students. For more details or to get in touch: call 0203 206 0510 In each partnership, schools and businesses or email [email protected] collaborate on work placements and enhancement activities which challenge traditional perceptions of the work experience model - from ‘career speed work-wise networking’ to Question Time panels, employability Based in South Yorkshire, work-wise is an employer days and Dragons’ Den-style contests. led initiative. It provides young people with a broad range of inspirational and industry focused learning There are currently over 230 Business Class and development experiences to help them develop partnerships grouped in 29 clusters, supported by the personal attributes and skills they need for the over 145 companies. UKCES funding will create world of work. It is supported by local employers a further 27 clusters of business partnerships, including Newburgh Engineering, AESSEAL and the supporting 135 more schools over the next 2.5 years. MTL Group.
For more details or to get in touch: call 020 7566 8650 Work-wise has recently expanded into summer or email [email protected] camps, which include a two day employability skills induction programme and an eight day real work placement in an engineering or manufacturing environment.
For more details or to get in touch: email [email protected]
Page 53 11 Still need convincing?
What follows are case studies from employers of all shapes and sizes, who inspire young people and give them experience of the world of work. The majority of these are corporate or large employers, who often have more time and resource to put these kinds of opportunities together. But SME employers are also featured, and they are increasingly getting involved in tackling youth unemployment. The message here is that every business can do something, no matter how small, to inspire young people.
12 Page 54 Corporate employers Case studies
Sky An inspirational talent pipeline
Size: 20,000+ Sector: Media Sky devotes significant time and resources to inspiring Sky Academy Starting Out opens up Sky to young young people. people, offering work experience and employment opportunities to help raise their aspirations and prepare them for the world of work. To match the needs of “ Tackling youth unemployment is important to us, we young people at different stages in their journey from recognise that the media industry can be difficult education to employment, Sky offers a range of work to start out in – we want to open up a variety of experience, placement, apprenticeship and graduate opportunities and help young people across all the programmes. communities in which we work. Of course, there are benefits for us too – one of which is staff engagement. Sky creates hundreds of work experience opportunities Staff at all levels get involved in these activities [to every year. All young people who apply and are inspire young people] or act as mentors and it’s great successful attend a Monday morning induction, where development for them.” they are given a high level overview of the organisation and a tour of the site. They also get a notebook with ‘top Martha Jennings, Senior Future Talent Consultant tips’ on how to make the most of their opportunity both during and after it. For those young people who are unsuccessful, Sky responds to their emails and offers As part of this, Sky Academy - the company’s flagship general career advice. Martha sees work experience programme for helping young people reach their as a real area of growth and hopes to formalise and potential - aims to inspire young people and give them expand it over the next few months. She explains that: the information and skills necessary to succeed in life and work. Highlights include Sky Sports Living for Sport, Sky Academy Skills Studio and Sky Academy Starting Out. Sky Sports Living for Sport is a free-to-access “ Our work experience programmes are the backbone schools initiative that uses sports skills and the star of all the rest of our initiatives, including the power of athlete mentors to improve the confidence and apprenticeships and graduate programmes. We life skills of young people; Sky Academy Skills Studio want to build a talent pipeline and invest in people provides young people with the opportunity to use state from a young age.” of the art technology to create news reports on subjects that they are studying at school.
Page 55 13 Corporate employers Case studies
Nestlé A win win
Size: 8,000 Sector: Food and drink Nestlé UK and Ireland launched the Nestlé Academy Nestlé is also working in partnership with MyKindaCrowd in 2011. Given the skills shortages that the industry to reach over 12,000 young people in the UK through is facing, the company recognised the need to online challenges and 4,000 young people through engage and attract young people into the Food and employability skills workshops in 40 schools and colleges Drink manufacturing sector generally, and into close to Nestlé UK sites. This programme covers areas Nestlé specifically. such as Yorkshire & Humber, Derbyshire, Newcastle, Sussex, Cumbria and Scotland and will be specifically As part of the Academy and a new Youth Employment targeting disadvantaged communities with higher than Initiative, Nestlé has committed to offer paid work average free school meals eligibility. The programme will experience to 300 young people over the next three also promote careers within the food industry and build years. These will be opportunities to gain experience positive and sustainable relationships with students and within a factory, an office or field sales teams and will teachers, whilst providing Nestlé UK employees with provide not only on-the-job experience, but will also training and mentoring opportunities through a dedicated help develop skills such as presentation or negotiation volunteering programme. abilities. The aim is to give young people the skills and confidence they need to find employment, whilst also engaging young people with the food and drink sector “ The ultimate aim of this initiative is to raise aspirations and the routes and career options available within amongst young people within our local communities, the industry. through equipping them with employability skills and strengthening our talent pool into the future.” Jo Ward, Head of Talent and Resourcing
14 Page 56 Corporate employers Case studies
National Grid Investing in the next generation of engineers
Size: 9,800 (in the UK) Sector: Energy National Grid thinks long term, and an important part of Last year National Grid started piloting GetSkilled – an that is ensuring that young people have the necessary initiative designed to support NEET (not in education, interests, ambitions and skills to become the next employment or training) 16-21 year olds. It includes a generation of engineers. tailored, employment-related module and inspirational work placements to develop the skills and aspirations of young people who find it hard to progress, helping them move into “ The future of National Grid, and perhaps the employment or further training. whole UK economy, depends on young people becoming interested in STEM subjects (science, This year the company is working on Careers Lab, a technology, engineering and maths) and staying pilot project working towards improving the provision of interested in them.” careers advice to 13-18 year olds. The aim is to encourage Tony Moloney, UK Manager of Education and Skills businesses to participate in providing consistent support to schools in their efforts to guide students into rewarding careers. National Grid recognises that a major challenge for the sector, and for the company, is the negative perception of National Grid also works in the wider field of youth engineering amongst young people and a lack of interest engagement as a pioneer partner in the National Trust’s Step in STEM subjects. To tackle this, the company encourages Up and Serve Campaign, which aims to double the number Year 10 students to develop a passion for STEM subjects of young people involved in social action. during a free-to-access week long residential trip that runs throughout the year. Students learn about the reality of energy and careers in engineering and participate in hands on work based activities. This is designed to be a fun and informative experience that challenges preconceptions by moving beyond the constraints of the classroom environment.
Barclays Helping one million young people with LifeSkills
Size: 53,000 Sector: Finance Barclays’ approach to helping young people get ready for work stems from their belief that tackling “ We recognised this issue was affecting many of our youth unemployment is one of the most profound customers and colleagues who were rightly worried about issues affecting our society today. They recognise that how their sons and daughters would get into work”. businesses must play an active role in helping to get our Kirstie Mackey, Head of LifeSkills next generation of young people ready for work, as this issue is too great for the Government, teachers or parents to tackle alone. Most recently Barclays has committed to an additional 1,200 The LifeSkills programme was created specifically to help work placements by 2015 (equivalent to two per cent of the one million young people aged 11-19 to make the transition company’s workforce) as part of the Government’s ‘Movement from education to work, by helping them attain vital work, to Work’ programme, which will be aligned with their existing people and money skills and by linking up schools and apprenticeship programme. local businesses to offer valuable work experience. Young people can complete the interactive modules online, and teachers can use the resources in schools.
Page 57 15 Corporate employers Case studies
Siemens Girls into Engineering
Size: 14,000 Sector: Engineering Learning has always been part of Siemens’ culture, and tidy by using basic materials and traditional hand skills. the company has an education programme that starts at The project is carried out either at Siemens in Lincoln or primary school and continues through to graduate level. at Lincoln College. A year later, the girls come back to Siemens for a one day challenge. During the first project, Siemens joined forces with Lincoln College in 2003 50 per cent of the girls returned to take part and, after to run a project called ‘Girls into Engineering’. The that were subsequently offered work experience. scheme, based at Siemens’ Lincoln business, was set up to demonstrate to girls the rewards of a career in In addition to its focus on bringing female apprentices manufacturing engineering and ultimately to increase into the company, Siemens also has a school the number of females applying for an apprenticeship at engagement programme via an education portal Siemens. which is open to parents, teachers, children and staff (www.siemens.co.uk/education). It offers resources for Every year since the project began, girls from schools STEM subjects at Key Stage 4 and is free of charge. across Lincolnshire have taken part in a two day challenge Siemens also has STEM Ambassadors who engage which sees the 14 year olds designing and making a desk with local schools.
Pret a Manger Bringing back the Saturday job
Size: c.6,000 Sector: Hospitality Working part-time whilst still a student is a great way for Roles are permanent with the chance to increase hours young people to be inspired about the world of work early during school holidays. Kate hopes that some of the on, as well as gain invaluable work experience. But when young Saturday jobbers eventually join the company full- visiting school careers fairs across the country Kate Nicholls, time – a good route in would be to apply for Pret’s School School Leaver Programme Manager at Pret a Manger was Leaver Programme. overwhelmed by feedback on how difficult it has become for 16-18 year olds to find this kind of part-time work. The Saturday job scheme is advertised on Pret’s website, and posters have been designed and sent to The company has responded by working closely with its the company’s partner schools. The scheme will pilot in partner schools to spearhead a huge change. Together, London and then roll out nationally. they have launched a ‘Bring back the Saturday job’ campaign, to engage young people who are keen for an opportunity to work part-time after school or during the “ It is our responsibility as employers to provide young weekend. New recruits will work as Team Members and people with real life employability experience. This have the same roles and responsibilities as the rest of their kind of work experience builds confidence, allows for colleagues – and the same salary. Plus, the recruitment independence and helps to grow these young people”. process has been tailored for students; for example, interviews will take place after school or during weekends, Kate Nicholls, School Leaver Programme Manager and adapted guidelines, forms and letters have been specifically produced for young people.
16 Page 58 Corporate employers Case studies
Boots UK The world of work behind the scenes
Size: over 7,300 in the Nottingham support office Sector: Pharmaceutical Boots UK stores provided almost 3,500 work experience Boots UK also wants to help those young people who placements during 2012/13. For the past four years Boots find it hard to get into the labour market because of UK has also delivered a work inspiration programme at external barriers – this is why they have partnered up with their Nottingham support office, where they invite 100 Business in the Community’s RISE programme, which young people each year for a two week placement to helps young care leavers in Nottingham access routes experience the world of work ‘behind the scenes’ and join into sustainable employment. The business makes sure teams as diverse as IT, Finance, Commercial and HR. RISE participants are able to take part in a tailored version of the work inspiration programme, which is modified to Work experience here isn’t about tea runs or photocopying suit different learning styles. – the young people get involved in real projects. The kinds of activities they do varies from developing and presenting ideas for a new suncream, to getting involved in the science behind creating new products and coming “ We have a long history of providing opportunities to up with the design and packaging for these products, to young people: in 1880 Boots offered scholarships to strategising a campaign for Boots UK’s exclusive makeup employees that wanted to study pharmacy, and in brand, SEVENTEEN. The young people also have the 1913 Jesse Boot approached the Nottingham chance to meet with senior executives who host question Education Committee with a proposal for providing and answer sessions with them as well as sharing their a course of evening school education for the benefit career stories. of the young people employed at Boots. We are really passionate about supporting young people as they There are progression opportunities for young people on are the future of our business and at the heart of the work experience at Boots UK: a number of those who were communities we serve”. on a placement subsequently joined the apprenticeship Stephanie Mawer, Learning & Development Manager scheme in Nottingham and are now working towards a Level 4 in Business Administration, gaining in-store work experience and working in all kinds of roles across different teams. Other students who were formerly on placements have either started roles at Boots UK or successfully joined graduate programmes. In this way, the business is investing in young people at the same time as they are investing in the future of their workforce.
Page 59 17 Corporate employers Case studies
Marks and Spencer Make Your Mark
Size: 70,000 Sector: Retail Marks and Spencer (M&S) have always been committed “ Our employees love working alongside these young to tackling youth unemployment. Most recently, and in people, welcoming them into the M&S family; they collaboration with The Prince’s Trust, the company has set show real pride and passion in the company as a result. aside 1,400 work experience placements for 16-25 year The programme helps with our recruitment and with olds as part of its new programme. Make Your Mark is a the development of our employees as they take on the four-week on-the-job training and mentoring scheme that buddy and coach roles”. gives unemployed young people the skills, experience and confidence they need to find a job. Sophie Brooks, Employee Engagement Manager
M&S and The Prince’s Trust provide an induction at the At the end of the 4 week programme, if the young person beginning of the placement. During the four weeks of performs well and receives a satisfactory evaluation from training in-store, young people also take part in specially their manager and buddy, they may go straight into a tailored employability training modules. These consist of vacancy if and when one becomes available. If the young CV writing, interview techniques, communication and team person requires additional support prior to employment, or if working skills, how to manage social media profiles and a job vacancy isn’t available at their store, they will be offered advice on networking. The aim is to build young people’s up to six months post-programme support from the Prince’s confidence and help them in future job searches. Trust to find an alternative outcome.
Each young person is paired with a workplace buddy and coach who supports and champions them through “ Young people are the workforce of the future. If we the placement, and provides regular feedback and don’t act now to inspire young people into a career, guidance. we will experience a talent deficit in the future. Retail is a brilliant career opportunity for young people because the working patterns can be flexible and the job roles are so varied”.
Rolls Royce Talks in schools from apprentices
Size: c.22,000 in the UK Sector: Automotive As part of the company’s outreach work, Rolls Royce Additionally, a series of activities devised by staff at apprentices go into schools. The involvement of the Rolls Royce, are given out to schools with the aim of apprentices is regarded as part of their development. encouraging pupils to view science and engineering in a more positive way. Having been sent on outward bound courses to develop their team working skills, apprentices “ Often the apprentices are of a similar age to the are then expected to run similar courses with the students. students that they are talking to, so communication A science and engineering activity day based around will be on a similar level. They can talk about their team working is also held in schools. experiences and provide a real insight into how they got on and what students can expect.” “ We are demonstrating to young people that science is Graham Schumacher, Head of Development Services an exciting career and that it’s not just about making bits and pieces. We want to show them that it’s about problem solving and people focussed activity too.”
18 Page 60 Large employers Case studies
Lovell Partnerships Ltd Designing a residential estate
Size: 1,600 Sector: Maintenance
Lovell hosted 25 students from local schools for a week of “ One of the purposes of having guest speakers – apart work experience, during which the students developed a from demonstrating their expertise – is to illustrate that project to design a housing estate. construction is not just made up of builders and carpenters, which is often the perception of young people.” “ During this important time, I wanted to give them a real insight into the world of work and I also At the end of the week guests from local schools and The wanted to paint the construction industry in a more Staffordshire Business Partnership watched the students positive light so that young people see it as a present their projects and heard about what they had got realistic career option”. out of their time at Lovell. The feedback from students was Bruce Boughton, People Development Manager very positive and Bruce believes that two of the students could be potential recruits into the company’s management programme. Since the work placement, he has been talking Bruce developed a curriculum-based project to them to see how best Lovell might support them in their which linked into the recent building of a residential learning and development in the future. estate in Tamworth by Lovell. Working in teams, the students began with a blank site map and designed Some construction companies have a fear of having students a residential estate, which included a road layout. on work experience because it is hard to ensure whether they Throughout the week volunteers from Lovell, who are properly supervised. Companies can also dislike the time- ranged from an apprentice to the managing director, consuming alternative of having students trailing members of gave presentations to the students, each providing a staff. Bruce sees his model of having students ‘off-site’ as far different perspective on the construction industry. more productive, for both the company and the students.
Seddon Construction Construction as a context for learning
Size: 770 Sector: Construction Mentors from Seddon talk to students during assemblies, “ School or college alone will not prepare young careers fairs, school lessons and through sector based people for work – they need industry experience as well, work academies. Talks are always specific to the needs of and that is where we come in.” individual young people, and always use construction as a context for broader learning. Roy Cavanagh MBE, Training and Education Executive
“ The impact on the company of training apprentices One aspect of the company’s commitment in this space is and offering students work experience has been positive its work experience programme, coordinated by Training and I would encourage other companies to do the same. and Development Manager Tony Costello. Seddon offers Our employees have the philosophy of the company weekly or fortnightly work placements to students from in them, and we train our apprentices to our exacting around 20 schools in the Salford and Bolton areas. As part standards – and they have certainly contributed to the of the induction programme, all students are made aware success of Seddon Construction.” of health and safety on-site and issued with relevant Personal Protective Equipment. The students explore the range of career options within the construction industry by spending time in key areas such as bricklaying, joinery, plumbing and decorating. With apprentices often on- hand, students have the opportunity to ask questions about their experiences of working in construction. Page 61 19 Large employers Case studies
Land Securities Working with education to inspire young people
Size: 600 Sector: Property Education Business Partnership to offer work experience “ We recognise the mutual value of positive placements, and hosted 20 placements for students from relationships with the people and organisations close schools, colleges and universities last year. to our developments and we are committed to investing in communities. As such, we work with a range of In London, the company designed a bespoke ‘Introduction schools, colleges and universities. The aim is to build to Property Development’ project which was piloted the capacity of young people, raise the profile of the with Pimlico Academy – a group of A-level students property and construction industry and do our bit to worked with a team from Land Securities and partners ensure that young people are job ready”. over six workshops culminating in a Dragons’ Den style Debbie Akehurst, Head of Corporate Responsibility, presentation by the students. In Sunderland, staff from the London Portfolio company’s shopping centre The Bridges are volunteering their support to a local school, helping pupils with work experience, CV-writing skills and mock interviews. The Each of the property company’s 22 retail centres has White Rose Centre in Leeds has a centre known as The at least one partnership with a local school, college or Point, the result of a partnership between Leeds City university based on local need. Land Securities offers College, Job Centre Plus, the National Careers Service and students site visits to their developments, and staff Land Securities. The Point focuses on retail, hospitality and volunteers provide career guidance, mock interviews and customer care, and also provides a range of services, from work experience placements. Work experience placements confidence boosting advice and practical help with job are also brokered by Land Securities with the company’s searches to information on vacancies and training. extensive supply chain and partners in the construction, facilities management, hospitality and retail sectors. Land Securities also runs bespoke ‘Get into Construction’ courses with the Prince’s Trust, offering young people Land Securities inspires young people and gives them construction training, work experience and qualifications, experience of the world of work in many different ways. to help them move into sustainable jobs. The company’s Head Office has worked with Westminster
Signature Leather A real live business challenge
Size: 1 Sector: Retail Signature Leather Limited was founded in 2005 by former the manufacturing process and also provided the pupils with a jockey Tim Penn. In 2010 Tim completed a project with design brief. The pupils then went on to attend an after school fashion and design students at Yale College who were tasked textiles club in order to work on their designs and develop to design a pair of gloves that would be manufactured and ideas to match the brief. Signature Leather manufactured a promoted by Signature Leather. The project was a success, pair of gloves to each pupil’s individual design and presented the students appreciated the opportunity to work with a the gloves back to them at a special event at the school. ‘real live’ organisation and Tim benefitted from the fresh and imaginative ideas of the students. “ This is of benefit to both the pupils and the company. Following this positive experience, in 2013 Tim completed a They get the experience of working with a real live similar project with a younger age group at a local high school, company whilst we get the opportunity to tap into the to enhance the learning of the pupils. Initially, Tim gave the creative minds of young people”. students a presentation about the traditional Victorian methods used to make the unique hand made gloves via a video clip of Tim Penn, Founder
20 Page 62 SME employers Case studies
DHL UK Foundation Get Into Logistics
Size: 6 Sector: Voluntary (Part of DHL) The DHL UK Foundation run a series of programmes to engage and support young people, invest in local “ This is such a worthwhile project, and Prince’s Trust communities, and engage DHL staff. are great to work with and have supported us the whole way through. I strongly recommend businesses A key programme, ‘Get into Logistics’, is run in partnership get involved - once you get started, it’s easy to with The Prince’s Trust. Aimed at 16-25 year olds, it’s run at build on”. several of DHL’s individual sites. The Prince’s Trust advertise Get into Logistics locally to the participating sites and hold an initial taster day for young people. After an interview, the The Prince’s Trust worked with DHL UK Foundation site take on 10-12 young people, who participate in the 2-4 to help ensure this programme is suited to the DHL week programme to help them gain valuable vocational skills, sites and included health and safety and manual qualifications and work experience alongside practical help handling aspects as well as employability skills. Get such as CV writing and mock interviews. At the end of the into Logistics started in 2007 and has successfully run programme all students are offered an interview. Many have 24 programmes up to March 2013 with a total of 261 successfully been offered further work opportunities and young people completing these. The most recent ones been able to work towards completing their Warehousing and last year resulted in all 25 young people going onto Logistics SVQ Level 2. employment. A 100% success rate!
“ Get Into Logistics gives young people a feel for the working environment in the logistics sector. It is amazing to hear the difference that the programme makes to their lives. Not only do the young people benefit from the experience but the staff enjoy taking part and gain experience in mentoring and opportunities to teach that build their confidence”.
Gina King, Programme Co-ordinator
Page 63 21 SME employers Case studies
Maltby Academy Business Ambassador Programme
Size: 150 Sector: Education Maltby Academy is an 11-19 mixed secondary school The programme provides students with a range of serving Maltby and surrounding area. opportunities to enhance their specialised learning, put it into context and engage in the world of work. They participate in mock interviews, Information, Advice and “ The problem we faced four years ago was that our Guidance evenings, work inspiration events and more. Year 10 and 11 students were completing the The programme gives students the chance to talk to real usual two weeks of work experience – but this employers and benefit from their advice, to see what wasn’t getting them ready for work, nor did it offer actually happens in the world of work and to be inspired opportunities tailored to their interests.” through tailored work experience.
So Maltby launched a bespoke Business Ambassador Programme focused around several key vocational “ It is important that we take account of students’ areas – health and social care, child care, ICT, sport and interests and career goals, and at the same time help construction. A role was created at the school to broker make them employable and work ready. The students links and build relationships with local businesses and have commented that engaging with the world of work the Chamber of Commerce. Maltby recognised the through their Key Stage 4 learning provides them importance of getting employers involved and making with the confidence to explore their career options and sure the programme was relevant and meaningful to both aspirations and they feel well equipped to move on parties whilst flexible in its delivery. and into employment”. Dave Sutton, Principal
Steve Brettle Fabrications Ltd From work experience to an apprenticeship
Size: 4 Sector: Engineering
Student Jack Bolton completed a work placement “ I would really recommend work experience to every at Steve Brettle Fabrications Ltd, alongside his student. It was an opportunity to show my ability to work Level 2 Welding course at Middlesbrough College. The to a good standard, and show an employer that I am company were so impressed with Jack, they have now keen to develop my career. As a result, this has helped employed him as an apprentice. me to gain an apprenticeship. I’m learning a lot of new skills, and I’m really enjoying it!” Jack Bolton, Apprentice “ We weren’t looking to take on any new staff at the time Jack started his work placement. However Jack really proved himself with his attitude and ability. He really stood out as a great candidate”. “ It’s difficult to find skilled workers, which is why Apprenticeships are a great opportunity. We can train Terry Pink, Supervisor people on the job to help them start their careers. Since Jack started with the company he has gone from strength to strength, and happily does all duties asked of him. He will do very well for himself, and become an asset to the company.” Steve Brettle, Owner
22 Page 64 Page 65 The UK Commission for Employment and Skills is a publicly funded, industry-led organisation providing strategic leadership on skills and employment issues in the four home nations of the UK.
Together, our Commissioners comprise a social partnership that includes CEOs of large and small employers across a wide range of sectors; trade unions and representatives from the Devolved Administrations.
Contact Us
Call our main reception: 01709 774800 E-mail: [email protected] Follow us on Twitter: @ukces Visit our website: www.ukces.org.uk
For more information on this paper and our work on youth employment, get in touch with: [email protected] Page 66 CABINET and ASSEMBLY FORWARD PLAN
October 2017 Edition Page 67 Page
Publication Date: 20 September 2017 AGENDA ITEM 7 THE FORWARD PLAN
Explanatory note:
This document includes details of key decisions that will be made by either the Cabinet (the main executive decision-making body of the Council), the Assembly (full Council) or by officers under delegated authority. The Health and Wellbeing Board, which deals with health- related decisions, has a separate Forward Plan which can be viewed on the Council’s website at http://moderngov.barking- dagenham.gov.uk/mgListPlans.aspx?RPId=669&RD=0.
For ease of reading, where this document refers to the ‘decision-making body’, this can be taken to mean the Cabinet or the Assembly. In accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 the membership of these committees is listed in Appendix 1.
Key Decisions
By law, councils have to publish a document detailing “Key Decisions” that are to be taken by the Cabinet or other committees / persons /
Page 68 Page bodies that have executive functions. The document, known as the Forward Plan, is required to be published 28 days before the date that the decisions are to be made. Key decisions are defined as:
(i) Those that form the Council’s budgetary and policy framework (this is explained in more detail in the Council’s Constitution) (ii) Those that involve ‘significant’ spending or savings (iii) Those that have a significant effect on the community
In relation to (ii) above, Barking and Dagenham’s definition of ‘significant’ is spending or savings of £200,000 or more that is not already provided for in the Council’s Budget (the setting of the Budget is itself a Key Decision). In relation to (iii) above, Barking and Dagenham has also extended this definition so that it relates to any decision that is likely to have a significant impact on one or more ward (the legislation refers to this aspect only being relevant where the impact is likely to be on two or more wards). As part of the Council’s commitment to open government it has extended the scope of this document so that it includes all known issues, not just “Key Decisions”, that are due to be considered by the decision-making body as far ahead as possible.
Information included in the Forward Plan
In relation to each decision, the Forward Plan includes as much information as is available when it is published, including:
the matter in respect of which the decision is to be made; the decision-making body or person; the date when the decision is due to be made;
Publicity in connection with Key decisions
Subject to any prohibition or restriction on their disclosure, the documents referred to in relation to each Key Decision are available to the public. Each entry in the Plan gives details of the main officer to contact if you would like some further information on the item. If you would like to view any of the documents listed you should contact Alan Dawson, Democratic Services Manager, Civic Centre, Dagenham, Essex RM10 7BN (telephone: 020 8227 2348, email: [email protected] )
The agendas and reports for the decision-making bodies and other Council meetings open to the public will normally be published at least five clear working days before the meeting. For details about Council meetings and to view the agenda papers go to http://moderngov.barking- dagenham.gov.uk/ieDocHome.asp?Categories and select the committee and meeting that you are interested in.
The Statutory Forward Plan will be published on or before the following dates during 2017/18:
Edition Publication date
Page 69 Page October 2017 Edition 20 September 2017 November 2017 Edition 16 October 2017 December 2017 Edition 13 November 2017 January 2018 Edition 22 December 2017 February 2018 Edition 19 January 2018 March 2018 Edition 19 February 2018 April 2018 Edition 26 March 2018 May 2018 Edition 23 April 2018 June 2018 Edition 21 May 2018 Confidential or Exempt Information
Whilst the majority of the Cabinet’s business at the meetings listed in this Forward Plan will be open to the public and media organisations to attend, there will inevitably be some business to be considered that contains, for example, confidential, commercially sensitive or personal information.
This is formal notice under the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 that part of the meetings listed in this Forward Plan may be held in private because the agenda and reports for the meeting will contain exempt information under Part 1 of Schedule 12A to the Local Government Act 1972 (as amended) and that the public interest in withholding the information outweighs the public interest in disclosing it. Representations may be made to the Council about why a particular decision should be open to the public. Any such representations should be made to Alan Dawson, Democratic Services Manager, Civic Centre, Dagenham, Essex RM10 7BN (telephone: 020 8227 2348, email: [email protected]).
Key to the table
Column 1 shows the projected date when the decision will be taken and who will be taking it. However, an item shown on the Forward Plan
Page 70 Page may, for a variety of reasons, be deferred or delayed. It is suggested, therefore, that anyone with an interest in a particular item, especially if he/she wishes to attend the meeting at which the item is scheduled to be considered, should check within 7 days of the meeting that the item is included on the agenda for that meeting, either by clicking on http://moderngov.barking- dagenham.gov.uk/ieListMeetings.aspx?CId=180&Year=0 (for items to be considered by the Cabinet) and http://moderngov.barking- dagenham.gov.uk/ieListMeetings.aspx?CId=179&Year=0 (for items to be considered by the Assembly), or by contacting Alan Dawson on 020 8227 2348, [email protected] .
Column 2 sets out the title of the report or subject matter and the nature of the decision being sought. For ‘key decision’ items the title is shown in bold type - for all other items the title is shown in normal type. Column 2 also lists the ward(s) in the Borough that the issue relates to.
Column 3 shows whether the issue is expected to be considered in the open part of the meeting or whether it may, in whole or in part, be considered in private and, if so, the reason(s) why.
Column 4 gives the details of the lead officer for the item. Decision taker/ Subject Matter Open / Private Relevant Lead Contact Projected Date (and reason if all Nature of Decision / part is to be private)
Cabinet: Budget Monitoring 2017/18 - April to August (Month 5) : Financial Open Kathy Freeman, Finance 17.10.17 Director The Cabinet will be asked to consider the projected position of the Council’s (Tel: 020 8227 3497) revenue and capital budgets for 2017/18 and, if necessary, consider proposals ([email protected]) for in-year adjustments aimed at achieving a balanced budget position at the year end.
Wards Directly Affected: All Wards
Cabinet: Growth Commission Recommendations Progress Report Open Tom Hook, Director of Strategy 17.10.17 & Programmes
Page 71 Page The Cabinet will be presented with the inaugural annual report on progress (Tel: 020 8227 2554) made on the 109 recommendations of the independent Growth Commission ([email protected]) which were considered by the Cabinet in April 2016.
Wards Directly Affected: Not Applicable
Cabinet: 2018/19 Local Implementation Plan Funding Submission : Framework Open Daniel Pope, Acting Head of 17.10.17 Planning Ahead of the development of a new three-year Local Implementation Plan (Tel: 020 8227 3929) (LIP3) for 2017/18 onwards, the Cabinet will be asked to recommend the ([email protected]) Assembly to approve the submission of a further transitional one-year spending plan to Transport for London (TfL) for funding for local transport schemes, including a range of road safety, traffic management, highways maintenance and cycling/walking schemes for implementation in 2018/19.
Wards Directly Affected: All Wards Cabinet: Implications of the Children and Social Work Act 2017 : Community Open Chris Bush, Commissioning 17.10.17 Director, Children’s Care and The Cabinet will be presented with a report on the impending Children and Support Social Work Act 2017 which will make new provisions regarding looked-after (Tel: 020 8227 3188) children, the welfare of children and the regulation of social workers. ([email protected])
Wards Directly Affected: All Wards
Cabinet: Award of Contract for Supply of Fresh Meat, Fruit and Vegetables Open Chris Bush, Commissioning 17.10.17 Director, Children’s Care and The Cabinet will be asked to give retrospective approval to the award of Support contracts for the supply of fresh meat, fruit and vegetables to the Council’s (Tel: 020 8227 3188) Catering Service for school meals. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Housing Supply, Investment Income and Infrastructure Housing : Open James Goddard, Group 17.10.17 Financial Manager, Housing Strategy Page 72 Page (Tel: 020 8794 8238) The Cabinet will be asked to approve proposals relating to the transfer of 750 ([email protected]) ‘void’ properties into a Special Purpose Vehicle as a way to increase income, protect vulnerable households from further cuts and protect the wider housing stock, alongside a new Infrastructure Housing Strategy based on the principles of Right to Rent, Right to Move and Right to Invest.
Wards Directly Affected: All Wards
Cabinet: Local Discretionary Business Rate Relief Policy : Financial Open Kathy Freeman, Finance 17.10.17 Director The Council has received £535,000 grant funding from Central Government to (Tel: 020 8227 3497) support businesses that have been impacted by the revaluation of business ([email protected]) properties. The Cabinet will be asked to approve a new relief policy for dispersing the funding to affected businesses in the current financial year.
Wards Directly Affected: All Wards Cabinet: Fire Safety Policy Proposals : Community Open Jonathon Toy, Operational 17.10.17 Director: Enforcement The Cabinet will be asked to approve a series of policy proposals related to fire (Tel: 020 8227 3683) safety which have been developed in consultation with the London Fire Brigade ([email protected]) and other key partners, specifically those involved in the construction industry, and reflect the direction of Central Government and the early findings from the Grenfell Tower fire and the recommendations of the previous Lakanal fire inquiry recommendation of 2013. The proposals cover three principal headings:
Improving fire safety in buildings Using regulation to improve fire safety Protecting people for the risk of fire
The report will set out a policy context which will enable the Council to make long-term decisions on the best approach to improve fire safety, specifically in residential buildings, and ensure that there is an increased auditing and quality assurance role to reduce the risk of fire. Page 73 Page
Wards Directly Affected: All Wards
Cabinet: Budget Monitoring 2017/18 - April to September (Month 6) : Financial Open Kathy Freeman, Finance 14.11.17 Director The Cabinet will be asked to consider the projected position of the Council’s (Tel: 020 8227 3497) revenue and capital budgets for 2017/18 and, if necessary, consider proposals ([email protected]) for in-year adjustments aimed at achieving a balanced budget position at the year end.
Wards Directly Affected: Not Applicable
Cabinet: Fees and Charges 2018/19 : Financial Open Kathy Freeman, Finance 14.11.17 Director The Cabinet will be asked to consider and approve the proposed fees and (Tel: 020 8227 3497) charges for 2018/19 for all Council services. ([email protected])
Wards Directly Affected: All Wards Cabinet: Schools Funding Formula 2018/19 : Financial Open Jane Hargreaves, 14.11.17 Commissioning Director, The Cabinet will be provided with an update on the school funding position in Education the light of the new funding regime and asked to approve the school funding (Tel: 020 8227 2686) formula for 2018/19. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Treasury Management 2017/18 Mid-Year Review : Financial Open Kathy Freeman, Finance 14.11.17 Director The Cabinet will be presented with an update on the Council's Treasury (Tel: 020 8227 3497) Management Strategy 2017/18, the background to the treasury management ([email protected]) decisions subsequently made and compliance with the Prudential Code Indicators, and asked to recommend the Assembly to approve any appropriate amendments to the Strategy.
Wards Directly Affected: Not Applicable
Page 74 Page Cabinet: Gambling Act 2005: Statement of Gambling Licensing Policy 2017-2020 : Open Jonathon Toy, Operational 14.11.17 Framework Director: Enforcement (Tel: 020 8227 3683) The Cabinet will be presented with the Council’s revised Statement of ([email protected]) Gambling Licensing Policy 2017-2020 following public consultation and asked to recommend its adoption by the Assembly.
Wards Directly Affected: All Wards
Cabinet: 'Made in Dagenham' Film Studios - Update and Lease Arrangements : Part Exempt David Harley, Acting Head of 14.11.17 Financial The report Regeneration and/or (Tel: 020 8227 5316) The Cabinet will be presented with a report on the latest position in relation to appendices may ([email protected]) proposals to develop the largest film studios in London in 25 years and asked contain to approve arrangements to enter into a head lease for land for film stages. commercially confidential Wards Directly Affected: Eastbrook information. Cabinet: Annual Education Performance Report Open Jane Hargreaves, 14.11.17 Commissioning Director, The Cabinet will be presented with a summary of school and educational Education performance for the 2016/17 academic year together with an update on the (Tel: 020 8227 2686) education priorities for the coming year. ([email protected])
Wards Directly Affected: All Wards
Cabinet: B&D Energy - 'White Label' Energy Tariffs : Community Part Exempt Andrew Sivess, Group Manager, 14.11.17 The report Assets & Investment The Cabinet will be asked to approve proposals relating to the entering into of and/or (Tel: 020 8227 5732) a strategic partnership with Robin Hood Energy, which nurtures the brand appendices may ([email protected]) recognition of B&D Energy through an offer of affordable, low energy tariffs to contain local residents, in addition to agreeing to further scoping with commercial commercially energy partners to develop future trading options for B&D Energy. confidential information. Wards Directly Affected: All Wards Page 75 Page Cabinet: Gascoigne East Phase 3 Redevelopment : Financial Part Exempt David Harley, Acting Head of 14.11.17 The report / Regeneration The Cabinet will be presented with a report outlining delivery options for Phase appendices may (Tel: 020 8227 5316) 3 of the Gascoigne East redevelopment project and asked to approve contain ([email protected]) proposals relating to site acquisition, design development and commercial commercially agreements. confidential information. Wards Directly Affected: Gascoigne
Cabinet: Estate Renewal and Infill Sites Programmes Update : Financial Part Exempt David Harley, Acting Head of 14.11.17 The report / Regeneration Further to the approvals in respect of the Estate Renewal Programme 2015- appendices may (Tel: 020 8227 5316) 2021 (27 January 2015) and Infill Sites Programme (19 April 2016), the contain ([email protected]) Cabinet will be presented with an update on progress and asked to approve a commercially number of additions and amendments to schemes including Marks Gate, confidential Becontree Heath (Stour Road) and infill sites on Thames View, as well as information. specific recommendations relating to appropriations and contracts in order to deliver the programmes.
Wards Directly Affected: All Wards Cabinet: Installation of Telecommunication Masts on Council-Owned Buildings : Open Thomas Hart, Head of Home 14.11.17 Financial Ownership & Business Improvement The Cabinet will be asked to approve a policy relating to the installation of (Tel: 020 8227 5726) telecommunication masts on Council-owned buildings. ([email protected])
Wards Directly Affected: All Wards
Cabinet: Contract for Cashless Catering Hardware, Software and Installation : Open Chris Bush, Commissioning 14.11.17 Financial Director, Children’s Care and Support The Cabinet will be asked to give consent to the seeking of a tender for the (Tel: 020 8227 3188) purchase of cashless catering hardware replacement, peripherals, software ([email protected]) upgrade and support of new installation and delegated authority for the subsequent award of the contract.
Wards Directly Affected: Not Applicable
Page 76 Page Assembly: Local Safeguarding Children Board Annual Report 2016/17 [Annual Item] Open Ann Graham, Operational 22.11.17 Director, Children's Care & The Assembly will be presented with the Local Safeguarding Children Board Support (LSCB) Annual Report for 2016/17. (Tel: 020 8227 2233) ([email protected]) Wards Directly Affected: Not Applicable
Assembly: Treasury Management 2017/18 Mid-Year Review : Financial Open Kathy Freeman, Finance 22.11.17 Director The Assembly will be presented with an update on the Council's Treasury (Tel: 020 8227 3497) Management Strategy 2017/18, the background to the treasury management ([email protected]) decisions subsequently made and compliance with the Prudential Code Indicators, and asked to approve any appropriate amendments to the Strategy.
Wards Directly Affected: Not Applicable Assembly: Gambling Act 2005: Statement of Gambling Licensing Policy 2017-2020 : Open Jonathon Toy, Operational 22.11.17 Framework Director: Enforcement (Tel: 020 8227 3683) The Assembly will be recommended to adopt the Council’s Statement of ([email protected]) Gambling Licensing Policy covering the period 2017-2020 following public consultation.
Wards Directly Affected: All Wards
Assembly: 2018/19 Local Implementation Plan Funding Submission : Framework Open Daniel Pope, Acting Head of 22.11.17 Planning Ahead of the development of a new three-year Local Implementation Plan (Tel: 020 8227 3929) (LIP3) for 2017/18 onwards, the Assembly will be recommended to approve the ([email protected]) submission of a further transitional one-year spending plan to Transport for London (TfL) for funding for local transport schemes, including a range of road safety, traffic management, highways maintenance and cycling/walking schemes for implementation in 2018/19. Page 77 Page Wards Directly Affected: All Wards
Cabinet: Vicarage Field Development Proposals : Community,: Financial Part Exempt David Harley, Acting Head of 12.12.17 The report Regeneration The Council is the freehold owner of Vicarage Field Shopping Centre. The and/or (Tel: 020 8227 5316) future of the site is critical to the town centre’s prosperity and delivery of growth appendices may ([email protected]) ambitions. The report will set out details of development proposals and seek contain approval for the Council to utilise its compulsory purchase order powers in commercially order to secure wider regeneration objectives. confidential information. Wards Directly Affected: Abbey
Cabinet: Budget Monitoring 2017/18 - April to October (Month 7) : Financial Open Kathy Freeman, Finance 12.12.17 Director The Cabinet will be asked to consider the projected position of the Council’s (Tel: 020 8227 3497) revenue and capital budgets for 2017/18 and, if necessary, consider proposals ([email protected]) for in-year adjustments aimed at achieving a balanced budget position at the year end.
Wards Directly Affected: Not Applicable Cabinet: Debt Management Performance and Write-Offs 2017/18 (Quarter 2) Open Kathy Freeman, Finance 12.12.17 Director The Cabinet will be presented with a report on debt management performance (Tel: 020 8227 3497) and write offs for the latest quarterly period. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Corporate Plan 2017/18 - Quarter 2 Performance Reporting Open Tom Hook, Director of Strategy 12.12.17 & Programmes The Cabinet will be presented with an update on the performance of the key (Tel: 020 8227 2554) accountabilities and key performance indicators for the latest quarterly period. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Budget Strategy 2018/19 to 2022/23 : Financial Open Kathy Freeman, Finance 12.12.17 Director The Cabinet will be presented with a progress report on the budget setting (Tel: 020 8227 3497) process for 2018/19 and beyond and asked to consider appropriate proposals ([email protected]) Page 78 Page that would assist the Council in setting a balanced budget for 2018/19.
Wards Directly Affected: All Wards
Cabinet: Review of School Places and Capital Investment : Financial Open Jane Hargreaves, 12.12.17 Commissioning Director, The Cabinet will be provided with an update on the latest funding issues and Education asked to approve proposals relating to the programme of school capital (Tel: 020 8227 2686) investment. ([email protected])
Wards Directly Affected: All Wards
Cabinet: Community Infrastructure Levy Spend : Community,: Financial Open Daniel Pope, Acting Head of 12.12.17 Planning The Cabinet will be asked to agree a process for deciding how Community (Tel: 020 8227 3929) Infrastructure Levy is spent, including the neighbourhood element. ([email protected])
Wards Directly Affected: All Wards Cabinet: Budget Monitoring 2017/18 - April to November (Month 8) : Financial Open Kathy Freeman, Finance 23.1.18 Director The Cabinet will be asked to consider the projected position of the Council’s (Tel: 020 8227 3497) revenue and capital budgets for 2017/18 and, if necessary, consider proposals ([email protected]) for in-year adjustments aimed at achieving a balanced budget position at the year end.
Wards Directly Affected: Not Applicable
Cabinet: Council Tax Support Scheme 2018/19 : Financial [Annual Item] Open Kathy Freeman, Finance 23.1.18 Director The Cabinet will be asked to recommend the Assembly to adopt the Council (Tel: 020 8227 3497) Tax Support Scheme for 2018/19. ([email protected])
Wards Directly Affected: All Wards
Cabinet: Calculation and Setting of Council Tax Base 2018/19 : Financial [Annual Open Kathy Freeman, Finance
Page 79 Page 23.1.18 Item] Director (Tel: 020 8227 3497) The Cabinet will be asked to agree the Council Tax Base for 2018/19, as part ([email protected]) of the process for setting the annual level of Council Tax.
Wards Directly Affected: All Wards
Cabinet: Housing Revenue Account Estimates and Review of Rents and Other Open James Goddard, Group 23.1.18 Charges 2018/19 : Community,: Financial [Annual Item] Manager, Housing Strategy (Tel: 020 8794 8238) The Cabinet will be asked to consider the HRA estimates and rent levels for ([email protected]) Council properties for 2018/19, together with service and other related charges, to enable the delivery of efficient and effective services to the Council’s tenants and leaseholders for the forthcoming financial year.
Wards Directly Affected: All Wards Cabinet: Pooling of Business Rates : Financial Open Kathy Freeman, Finance 23.1.18 Director The Cabinet will be asked to approve proposals for the Council to participate in (Tel: 020 8227 3497) a Business Rates pooling arrangement with other London Boroughs with effect ([email protected]) from 1 April 2018.
Wards Directly Affected: Not Applicable
Cabinet: Housing Revenue Account (HRA) Business Plan 2018 - 2048 : Financial Open James Goddard, Group 23.1.18 Manager, Housing Strategy Th Cabinet will be presented with an update report on the HRA long-term (Tel: 020 8794 8238) Business Plan position in the light of changes to the budget and other spending ([email protected]) plans, as well as key data such as inflation, performance targets and longer term plans for stock investment, regeneration and new build.
Wards Directly Affected: Not Applicable
Assembly: Council Tax Support Scheme 2018/19 : Financial [Annual Item] Open Kathy Freeman, Finance Page 80 Page 31.1.18 Director The Assembly will be recommended to adopt the Council Tax Support Scheme (Tel: 020 8227 3497) for 2018/19. ([email protected])
Wards Directly Affected: All Wards
Assembly: BAD Youth Forum Annual Report 2017 [Annual Item] Open Jane Hargreaves, 31.1.18 Commissioning Director, The Assembly will receive a presentation on the work and achievements of the Education Barking and Dagenham (BAD) Youth Forum and the Young Mayor during (Tel: 020 8227 2686) 2017. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Corporate Sustainable Energy Strategy : Community Open Andrew Sivess, Group Manager, 19.2.18 Assets & Investment The Cabinet will be asked to agree the Corporate Sustainable Energy Strategy. (Tel: 020 8227 5732) ([email protected]) Wards Directly Affected: All Wards Cabinet: Budget Monitoring 2017/18 - April to December (Month 9) : Financial Open Kathy Freeman, Finance 19.2.18 Director The Cabinet will be asked to consider the projected position of the Council’s (Tel: 020 8227 3497) revenue and capital budgets for 2017/18 and, if necessary, consider proposals ([email protected]) for in-year adjustments aimed at achieving a balanced budget position at the year end.
Wards Directly Affected: Not Applicable
Cabinet: Corporate Plan 2017/18 - Quarter 3 Performance Reporting Open Tom Hook, Director of Strategy 19.2.18 & Programmes The Cabinet will be presented with an update on the performance of the key (Tel: 020 8227 2554) accountabilities and key performance indicators for the latest quarterly period. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Budget Framework 2018/19 and Medium Term Financial Strategy 2018/19 Open Kathy Freeman, Finance
Page 81 Page 19.2.18 - 2021/22 : Framework [Annual Item] Director (Tel: 020 8227 3497) The Cabinet will be asked to consider and make appropriate recommendations ([email protected]) to the Assembly in respect of: - the revised Revenue Estimates for 2017/18; - the base Revenue Estimates for 2018/19; - the level of Council Tax for 2018/19; - the Capital Programme for 2018/19 to 2020/21; - the Medium Term Financial Strategy for 2018/19 to 2021/22.
Wards Directly Affected: All Wards
Cabinet: Treasury Management Strategy Statement 2018/19 : Financial [Annual Item] Open Kathy Freeman, Finance 19.2.18 Director The Cabinet will be asked to recommend the Assembly to approve the Annual (Tel: 020 8227 3497) Treasury Management Strategy, including the Council's Prudential Indicators. ([email protected])
Wards Directly Affected: Not Applicable Cabinet: Pay Policy Statement 2018/19 : Financial [Annual Item] Open Fiona Taylor, Director of Law 19.2.18 and Governance The Cabinet will be asked to recommend the Assembly to approve the (Tel: 020 8227 2114) Council's Pay Policy Statement for 2018/19, in line with the requirements of the ([email protected]) Localism Act 2011.
Wards Directly Affected: Not Applicable
Cabinet: Sex Establishment Licensing Policy : Community Open Jonathon Toy, Operational 19.2.18 Director: Enforcement The Cabinet will be presented with the Council’s draft revised Sex (Tel: 020 8227 3683) Establishment Licensing Policy 2018 – 2021 and asked to approve the ([email protected]) document for the purposes of public consultation.
Wards Directly Affected: All Wards
Assembly: Budget Framework 2018/19 and Medium Term Financial Strategy 2018/19 Open Kathy Freeman, Finance 28.2.18 - 2021/22 : Framework [Annual Item] Director Page 82 Page (Tel: 020 8227 3497) The Assembly will be recommended to approve: ([email protected]) - the revised Revenue Estimates for 2017/18; - the base Revenue Estimates for 2018/19; - the level of Council Tax for 2018/19; - the Capital Programme for 2018/19 to 2020/21; - the Medium Term Financial Strategy for 2018/19 to 2021/22.
Wards Directly Affected: All Wards
Assembly: Treasury Management Strategy Statement 2018/19 : Financial [Annual Item] Open Kathy Freeman, Finance 28.2.18 Director The Assembly will be recommended to approve the Annual Treasury (Tel: 020 8227 3497) Management Strategy, including the Council's Prudential Indicators. ([email protected])
Wards Directly Affected: Not Applicable Assembly: Pay Policy Statement 2018/19 : Financial [Annual Item] Open Fiona Taylor, Director of Law 28.2.18 and Governance The Assembly will be recommended to approve the Council's Pay Policy (Tel: 020 8227 2114) Statement for 2018/19, in line with the requirements of the Localism Act 2011. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Budget Monitoring 2017/18 - April to January (Month 10) : Financial Open Kathy Freeman, Finance 20.3.18 Director The Cabinet will be asked to consider the projected position of the Council’s (Tel: 020 8227 3497) revenue and capital budgets for 2017/18 and, if necessary, consider proposals ([email protected]) for in-year adjustments aimed at achieving a balanced budget position at the year end.
Wards Directly Affected: Not Applicable
Cabinet: Debt Management Performance and Write-Offs 2017/18 (Quarter 3) Open Kathy Freeman, Finance
Page 83 Page 20.3.18 Director The Cabinet will be presented with a report on debt management performance (Tel: 020 8227 3497) and write offs for the latest quarterly period. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Review of School Places and Capital Investment : Financial Open Jane Hargreaves, 24.4.18 Commissioning Director, The Cabinet will be provided with an update on the latest funding issues and Education asked to approve proposals relating to the programme of school capital (Tel: 020 8227 2686) investment. ([email protected])
Wards Directly Affected: All Wards
Assembly: Appointments to the Political Structure and Other Bodies 2018/19 [Annual Open Fiona Taylor, Director of Law 23.5.18 Item] and Governance (Tel: 020 8227 2114) The Assembly will be asked to make appointments to the Political Structure ([email protected]) and Other Bodies for the 2018/19 municipal year.
Wards Directly Affected: Not Applicable Assembly: Members' Allowances Scheme 2018/19 : Financial [Annual Item] Open Fiona Taylor, Director of Law 23.5.18 and Governance The Assembly will be asked to approve the Members’ Allowances Scheme for (Tel: 020 8227 2114) the 2018/19 municipal year. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Debt Management Performance and Write-Offs 2017/18 (Quarter 4) Open Kathy Freeman, Finance 19.6.18 Director The Cabinet will be presented with a report on debt management performance (Tel: 020 8227 3497) and write offs for the latest quarterly period. ([email protected])
Wards Directly Affected: Not Applicable
Cabinet: Corporate Plan 2017/18 - Quarter 4 Performance Reporting Open Tom Hook, Director of Strategy 19.6.18 & Programmes The Cabinet will be presented with an update on the performance of the key (Tel: 020 8227 2554) accountabilities and key performance indicators for the latest quarterly period. ([email protected]) Page 84 Page
Wards Directly Affected: Not Applicable
Cabinet: Revenue and Capital Final Outturn 2017/18 : Financial [Annual Item] Open Kathy Freeman, Finance 19.6.18 Director The Cabinet will be asked to approve the Council’s final revenue and capital (Tel: 020 8227 3497) outturn position for 2017/18 and, if necessary, any appropriate in-year budget ([email protected]) adjustments.
Wards Directly Affected: All Wards
Cabinet: Treasury Management Annual Report 2017/18 and Strategy 2018/19 : Open Kathy Freeman, Finance 19.6.18 Financial [Annual Item] Director (Tel: 020 8227 3497) The Cabinet will be asked to recommend the Assembly to approve the outturn ([email protected]) position for the Council's Treasury Management activities during 2017/18 and the Treasury Management Strategy for 2018/19.
Wards Directly Affected: Not Applicable Cabinet: Fire Safety Annual Report : Community [Annual Item] Open Jonathon Toy, Operational 19.6.18 Director: Enforcement The Cabinet will be presented with the first annual report on fire safety issues (Tel: 020 8227 3683) relating to its role as a corporate and residential landlord and asked to agree ([email protected]) any appropriate recommendations arising from the report.
Wards Directly Affected: All Wards
Assembly: Treasury Management Annual Report 2017/18 and Strategy 2018/19 : Open Kathy Freeman, Finance Not before Financial [Annual Item] Director 20.6.18 (Tel: 020 8227 3497) The Assembly will be recommended to approve the outturn position for the ([email protected]) Council's Treasury Management activities during 2017/18 and the Treasury Management Strategy for 2018/19.
Wards Directly Affected: Not Applicable
Page 85 Page Cabinet: Core Support Services - Design Options Appraisal : Financial Part Exempt Annette Cardy, Head of Not before The report Operations, HR & Payroll 1.9.18 The Cabinet will be presented with an options appraisal for the delivery of and/or (Tel: 020 8227 2693) ‘core’ support services and other services currently provided by Elevate, based appendices may ([email protected]) on the Council’s new operating model and in view of the expiry of the Elevate contain exempt contract in December 2020 and the need to deliver £5m saving from those information services by 2021, and asked to approve the way forward. relating to labour relations Wards Directly Affected: Not Applicable issues. APPENDIX 1
Membership of Decision-making Bodies
Cabinet:
Councillor Darren Rodwell, Leader of the Council Councillor Saima Ashraf, Deputy Leader of the Council and Cabinet Member for Community Leadership and Engagement Councillor Dominic Twomey, Deputy Leader of the Council and Cabinet Member for Finance, Growth and Investment Councillor Sade Bright, Cabinet Member for Equalities and Cohesion Councillor Laila Butt, Cabinet Member for Enforcement and Community Safety Councillor Evelyn Carpenter, Cabinet Member for Educational Attainment and School Improvement Councillor Cameron Geddes, Cabinet Member for Economic and Social Development Councillor Lynda Rice, Cabinet Member for Environment and Street Scene Councillor Bill Turner, Cabinet Member for Corporate Performance and Delivery Councillor Maureen Worby, Cabinet Member for Social Care and Health Integration Page 86 Page
Assembly: All 51 elected members of the Council Children’s Services Select Committee: Work Programme 2017/18 Chair: Councillor Elizabeth Kangethe Meeting date Agenda items Officer/ Presenter Final Papers Relevant deadline Cabinet Member(s) Mon 27 Education: Results 2017 Commissioning Director, Mon 13 Nov Cllr Carpenter November Education
Session with representatives of various Group Manager, organisations working to reduce NEETs Integrated Youth Services to arrange
Mon 22 January Monitoring report – Adoption Scrutiny Review Councillor Worby Mon 8 Jan Cllr Worby
Page 87 Page Report
Draft report arising from Scrutiny Review on Group Manager, Cllr Carpenter Reducing young people who are NEET Integrated Youth Services
Weds 21 March Social Care Performance Report Commissioning Director, Mon 5 March Cllr Worby Children’s Care & Support
Child Sexual Exploitation Strategy Update and Commissioning Director, Report from Met Police on response to HMIC Children’s Care & Support report and Met Police (SSCSC members to be invited) representative
Final report arising from Scrutiny Review on Cllr Carpenter
Reducing young people who are NEET. Cabinet Chair AGENDA ITEM 8 Member(s) to be invited.
Notes: In addition to the above meetings there may be sessions held to progress the mini scrutiny review on Supporting Young People who are Not in Education, Employment or Training. Contact Democratic Services for more information. This page is intentionally left blank