Agenda item

The Head of Internal Audit, Anti-Fraud and Assurance submitted a report that introduced the next scheduled strategic risks for the Audit and Governance Committee meeting.

It was noted that the Strategic Risk Register was reviewed by the Senior Management Team (SMT) on 22 November 2022 and continued to contain 15 risks.  5 risks were classified as high (red response rating), 10 risks were classified as medium (amber rating).  No risks were classified as low (green rating).

One risk was regraded from high to medium at the SMT risk review meeting in November 2022.  This was in relation to the strategic risk regarding Meeting our Statutory Responsibilities under the Care Act 2014.

The Executive Director Place Health and Adult Social Care attended the meeting to provide the Committee with a review of the strategic risk in relation to Meeting our Statutory Responsibilities under the Care Act 2014. 

The Executive Director Place Health and Adult Social Care made particular reference to the following:

·            Pressures continue for Adult Social Care, both financially and in relation to increased demand and complexity of needs.

·            There had been an increase in discharges from hospitals, with high levels of need to be met. 

·            Actions 1,2, 4 and 5 were RAG rated ‘Green’ on the Strategic Risk Register and were currently on track due to collaborating and influencing taking place both locally and regionally. 

·            Actions 6, 7 and 8 were RAG rated ‘Amber’ on the Strategic Risk Register.

·            In relation to Action 6 ‘Design and development of the right size and quality Care Market in Barnsley’, there is currently an overprovision of residential care beds in Barnsley.  The Adult Social Care Market Position Statement (available at www.barnsley.gov.uk) describes the priorities to reshape the market and tackle quality.   

·            With regards to Action 7 ‘Workforce Capacity’ and Action 8 ‘Development of a Workforce Plan’, it was noted that work was taking place jointly with the LGA, Adult Social Care and HR to develop a workforce plan.  In addition, there was a Health and Care Workforce Group that brings together the shared priorities for the workforce.  The membership of the Group was currently being refreshed.  

·            In terms of workforce capacity, it was highlighted that this was a current pressure point regarding the availability of the workforce. 

·            In respect of pay for care staff, the Team are in the process of setting fees for residential care and home care, and they continue to look for pay parity with Band 3 in the NHS for care workers. 

·            There was currently a large focus from the Homecare Association regarding the level of pay for the care home workforce, due to vast competition in the marketplace for the same workforce.  The Committee were keen to understand why this may be.

·            In response, it was explained that there were a number of factors, for example, increased economic development and lack of career options.   However, pay was still a primary factor. 

·            Work was taking place to build an alliance of partners to look at recruitment and retention of the workforce.  In addition, work had also taken place with the NHS, Job Centres and other parts of the Council to promote jobs in health and social care.  Regionally, Barnsley had set the trend to pay above the national minimum wage. 

·            Assurances were provided to the Committee that there was a strong health and social care system in Barnsley.  Relationships had been built with partners to tackle problems with a shared vigour.  Nationally, Barnsley is seen as a high performing system on discharges from hospital.  There was currently a high level of need when patients were leaving hospital, placing pressure on intermediate Care and Adult Social Care. 

Nina Sleight, Service Director Education, Early Start and Prevention, was welcomed to the meeting to discuss the strategic risk relating to Educational Outcomes Progress.

Members were reminded that there had been a significant impact on all aspects of educational delivery due to the Covid 19 pandemic and changes which had taken place over the last 3 years around assessing progress.  2023 was an important year in terms of GCSE examinations and Early Years Foundation Stage assessments. 

Congratulations were expressed to the workforce for working together during challenging times when remote learning had taken place.  It was noted that Barnsley children had been adversely impacted by the Covid 19 pandemic with regards to their mental health and dealing with bereavements. 

Members were informed that Barnsley was above the national average in relation to the Early Years Foundation Stage Phonics assessment.  Improvements had been seen across all schools in Barnsley in terms of GCSE results.  There was a relenting ambition for schools now and in the future to increase those outcomes. 

Via the Barnsley Alliance, all schools in Barnsley were very much focused on pupils and this had continued through the challenges of the pandemic.  The Authority were aware where schools need to improve and through the Barnsley Alliance underperformance would be addressed through the structures and frameworks in place.

Focus had been given to developing an overarching SEND Strategy Action Plan and strong governance arrangements were now in place to support this. 

There was now a focus on improving children’s reading, to which, a programme had been developed to support libraries and family hubs. 

In response to a question, assurances were provided that if the Authority had concerns with a school or Academy Trust, then they would be raised with the school and governing body and escalated as required. 

RESOLVED that Strategic Risk Register report be noted.