Agenda and minutes

To issue a welcome to those present, and to confirm if there are any apologies for absence.

The Chair welcomed those present to the meeting.

Apologies for absence were received from Councillor Mahesh and Councillor March.

Members are asked to declare any interests they may have in the business to be discussed.

Members were asked to declare any interests they may have had in the business to be discussed.

Councillor Dr Moore declared that she was chair of the advisory board at Millgate School.

Councillor Karavadra declared that she worked in a nursery.

The minutes of the meeting of the Children, Young People, and Education Scrutiny Commission held on 19 June 2024 have been circulated, and Members are asked to confirm them as a correct record.

 A typographical error was noticed with regards to Councillor Gregg’s declaration.  It should have read: “He would be careful to keep his comments non-political.”

AGREED:

That the minutes of the meeting of the Children, Young People and Education Scrutiny Commission held on 19 June 2024 be confirmed as a correct record.

The Chair is invited to make any announcements as they see fit. 

None.

The Monitoring Officer to report on any questions, representations, or statements of case received.

The Monitoring Officer to report on the receipt of any questions, representations or statements of case received in accordance with Council procedures.

A question and a statement has been received by Mr Simon Thorpe.

Simon Thorpe to ask:

“Can the City Council commit to immediate, constructive dialogue in order to give the City's nine adventure playgrounds the best possible chance of moving towards sustainability?”

Mr Simon Thorpe submitted the below statement:

The Adventure Playgrounds, for Scrutiny Committee

The City’s adventure playgrounds have a long and proud history of serving generations of Leicester’s children and young people. They operate in nine of the most disadvantaged areas and have served communities for over 50 years.  Their value as effective grass roots provisions is unquestionable and have been a building block of Leicester social cohesion.  The longevity of these projects and the high number of children and young people using them over the decades, results in the overwhelming support we have within the wider community and amongst our professional partners.

Another significant feature of the projects is our extensive age range which, coupled with staff offering support and a sympathetic ear throughout their young lives and often beyond, means that many ex users come back to offer help and support

Amongst our users past and present there is a real sense of pride and passion for respective playgrounds, leading to huge support amongst the city’s population.

Anyone who works with communities and particularly with young people will testify that to be effective, you need to build up relationships based on trust and mutual respect. It took many years for our playgrounds to earn the trust and respect that we have.

If the playgrounds do close so much community work will be lost, anything that comes after will effectively be starting from scratch.

We cannot believe that the City council want this outcome. Our projects are more needed now than ever. There is a genuine urgency at present as Committees have already issued redundancy notices for staff.

We understand the financial predicament that the council are in and the playgrounds have had over two decades of standstill budgets so we know all about cutbacks.

We have effectively been looking in three different directions since notification of withdrawal of funding at the end of this financial year – maintaining our service during the busiest time of year; looking to safeguard committee members over possible liabilities and looking for funding and alternative income streams.

In order for the playgrounds to transition away from council funding we require more time and better tenure of the buildings. We have made a lot of progress in a short amount of time. We have a lot of expertise amongst our staff teams, and we have a team of the best bid writers working for us. What we need is the time for bids to turn around.

We are ever hopeful that the present impasse can be  ...  view the full agenda text for item 89.

Mr Stephen Ashley asked:

“Can the City Council commit to immediate, constructive dialogue in order to

give the City's nine adventure playgrounds the best possible chance of moving

towards sustainability?”

The Director of Childrens Social Work and Early Help gave the following response:

“Dialogue between the City Council and the nine adventure playgrounds has been ongoing since January 2024, with a clear focus on the expectations communicated to all nine adventure playgrounds that they work towards business and sustainability plans to become financially self-sufficient.

The report before today’s meeting clearly evidences the extensive support that the adventure playgrounds have been provided with since January 2024, and also clearly communicates the council’s position regarding grant funding ceasing in April 2025 due to the extensive funding pressures it continues to face.”

In responding to the question, officers kept in mind the statement that Mr Ashley had submitted as shown on the agenda.

Any petitions received in accordance with Council procedures will be reported.

The Monitoring Officer reported that none had been received.

A petition was submitted at the meeting.  This would be verified to ascertain whether it would go to Full Council.

The Strategic Director of Social Care and Education has submitted a report to update the commission on position for each of the nine Play Associations that manage the adventure playgrounds across the city.

Members to note that this report is for information only.

The Strategic Director of Social Care and Education submitted a report to update the commission on the position for each of the nine Play Associations that manage the adventure playgrounds across the city.

The Deputy City Mayor for Social Care, Health and Community Safety introduced the report and noted that:

• This report had been requested at the previous meeting to include the specific combinations of support that had been offered.
• In addition to this, an additional meeting was being arranged with Ward Councillors and the play associations to look at those playgrounds that had not yet submitted sustainability plans to see if there were any other opportunities that could be taken up.
• It was stressed that the playgrounds were run by individual, independent charities, and whilst the Council could offer information and links the Council could not tell the organisations what they should do.  Therefore, the Council worked on facilitation rather than direct support.
• The Council wanted the playgrounds to succeed in the long term.
• The Council was in a financially dire situation.  With the information available at the time of the decision, it had looked as though the Council would be facing a Section 114 notice within the following 12 months.  In the event of a Section 114 notice, grants would cease immediately.  This would have left the playgrounds exposed and vulnerable, and the Council wished for the playgrounds to be successful.

The Commission was invited to ask questions and make comments and the officers and the Deputy City Mayor for Social Care, Health and Community Safety to respond. Key points included:

• Regarding a query as to whether grant monies could be spent on redundancy payments by the organisations, it was noted that whilst the Deputy City Mayor for Social Care, Health and Community had not been party to the legal advice to the organisations’ management committees, each organisation was independent, and their management committees were seeking advice on liabilities.  It was further noted that many volunteer sector organisations were set up in a way whereby there was no personal liability, although it was unknown if this was the case for these organisations.    The Council could not pay for both redundancy and running costs due to its financial position.  The route of open access play only had not been followed in the spirit of supporting staff.
• In response to a query on the use of Capital Funding by organisations, it was noted that four had applied for Capital Funding: Mowmacre, What Cabin, Goldhill and New Parks.  The Council had been working with the play associations to ensure that the correct processes were observed, particularly with regard to fencing that was needed.  With regard to Mowmacre and What Cabin, these were on Parks land, and as such a local consultation needed to be conducted as this would partly block public land for part of a school day.  In the case of Goldhill, alternative provision had been considered as it was noted that September was the quietest time of year  ...  view the full minutes text for item 91.

The Strategic Director of Social Care and Education and the Strategic Director of Childrens Social Work and Early Help have submitted a report and will headline a presentation on ongoing work within Family Hubs and Children’s Centres.

Members to note that this report is for information only.

The Strategic Director of Social Care and Education and the Strategic Director

of Childrens Social Work and Early Help submitted a report on the ongoing work within Family Hubs and Children’s Centres.

The Deputy City Mayor for Social Care, Health and Community Safety introduced the report and noted that:

• As a flagship programme of the previous government the Council had been happy to get the funding to take the work forward, however, it had become clear that the funding had come with caveats.
• The biggest challenge had been the need to develop an offer and expand it over two years, this needed to be sustainable as after two years the funding would be stopped.  The Council had managed to achieve this.
• The Secretary of State had been written to in order to ask for the opportunity for Leicester to pilot early intervention if Children’s Centres did not need to be closed.  This would be going ahead, but it was not known how much the government were going to change it.

The Head of Early Help and the Disabled Children’s Service then presented the report. Key points highlighted included:

• The programme was now in the implementation stage.
• Providers for 0-2 year-olds had been commissioned.
• The workforce and partners were being trained.  This included health workers to ensure that interventions were successful.
• With regard to co-dependencies, there were staff available to provide the core offer as well as other offers.
• Looking at the numbers of staff trained, these matched the needs of the community and could also provide core services.
• The consultation on the Summer Extravaganza would need to be considered in terms of delivery.  This was still at the consideration stage.

The Commission was invited to ask questions and make comments and the officers and the Deputy City Mayor for Social Care, Health and Community Safety to respond. Key points included:

• In terms of outcomes, there had been over 100 requirements from the Department for Education (DfE).  In terms of sustainability, the Council were looking at their own monitoring processes as they were familiar with the city.  The DfE had given boundaries and measures in terms of broad outcomes, but the Council would look more specifically in terms of quality assurance in terms of feedback from families etc.
• It was noted that expectations changed, and other authorities had been told they could have different things.
• The consultation had been completed in terms of Children’s Centres.  In terms of delivering services that were both early help and early years, it was aimed to move that forward to local communities as much as possible, building connections between workers, families, teachers and health workers etc.  Efficiencies and savings could be made through this approach.
• In response to a query on whether a portage service was available, it was noted that there were early years teachers who did Special Educational Needs (SEN) work.  It was uncertain as to whether a portage model was used, but in terms of indicators of early years need, there was  ...  view the full minutes text for item 92.

The Director of SEND and Education has submitted a report to update the commission on Childrens and Education projects and programmes of work completed relatively recently by the Capital Projects and Minor Works teams within Estates & Building Services.

The Director of Estates and Buildings submitted a report to update the commission on Childrens and Education projects and programmes of work completed relatively recently by the Capital Projects and Minor Works teams within Estates & Building Services.

The Deputy City Mayor for Social Care, Health and Community Safety introduced the report and highlighted that the work often goes unseen, but there is lots of amazing work ongoing and it had been particularly beneficial having Estates & Building Services work hand in hand with Children’s services to streamline the process which has made the difference to the children involved.

The Head of Capital, Estates and Building Services presented the report. It was noted that:

• Some projects listed were from decisions made four years ago.
• Projects included SEND extensions and refurbishment, Children’s Home refurbishments, Childrens Contact Centre refurbishments, Designated Special Provision works, roof repairs at schools, window replacements at schools, playground improvements, safeguarding projects, Individual Access Needs works and toilet upgrades.
• Overdale Infant and Junior School, Lutterworth Rd Childrens Home, Oaklands School, Elmbrook Primary School were some of the projects completed.
• Wigston Lane would be complete next month.
• Things that had looked like small change had made a big difference and been transformational to children, staff and teaching environments. For example, use of different lighting, moving a fence to include the tree line has created more space for playing, replacing drafty windows, outdoor canopies to created covered play area and refurbishment of old buildings.

• Safeguarding works included fencing and gates but also the relocation of reception works. This has provided remote control access for staff and has had a huge impact for safeguarding of both staff and pupils.
• Toilet projects were completed by the Minor Works Team. More user-friendly units had been installed which were also more efficient. 
• An example of individual access needs was a child who was given an unsuitable medical placement, it was fast tracked to ensure there was an appropriate environment for them to go into.

  
The Commission was invited to ask questions and make comments and the officers and the Deputy City Mayor for Social Care, Health and Community Safety to respond. Key points included:
 

• 55 schools had benefited from decarbonisation schemes. This had seen installation of things such as new windows, solar panels and LED lighting which saved a lot of money and energy as well as improving the looks and feel for pupils and staff.
• The Chair and Vice-Chair expressed their thanks for the work on this project and how impressed they were at the work shown.

The Director of Childrens Social Work and Early Help submits a report providing a summary of the annual Youth Justice Plan refresh highlighting progress to date and new emerging priorities.  The commission is recommended to consider, note and comment on the recommendations to the Executive set out in Paragraph 6.

The Director of Childrens Social Care and Education submitted a report providing a summary of the annual Youth Justice Plan refresh, highlighting progress to date and new emerging priorities. The Head of Prevention and Safer Communities and the Service Manager for Children and Young Peoples Justice Service and Youth Service presented the plan, and it was noted that:

The Deputy City Mayor for Social Care, Health and Community Safety introduced the item and noted that the team involved was fantastic and that they were passionate to get it right. Page 143 of the report summed up the plan and the work of partners behind the scenes and demonstrated how it was also relevant and meaningful to the young people who were vulnerable in the city and helped to support them to make changes.

Head of Service Prevention Services and the Service Manager for Children and Young Peoples Justice Service and Youth Service presented the report.

It was noted that:

·       The team was proud of what had been achieved and were now working on next year’s plan. The Service Manager for Children and Young Peoples Justice Service and Youth Service had been instrumental in the development of the plan.

·       The last inspection had been in 2019. The inspectorate had put together a new package and as such an inspection was anticipated soon and priorities have changed due to Covid and the challenges that brought.

·       The Youth Justice Board created a new monitoring framework – Leicester were rated in quadrant 2 and aimed to be in quadrant 1.

·       The aim of this plan was to be collaborative all the way through from children to leadership team.

·       One of the key priorities is first time entrants into the system. There were 200 young people in the service at one time and 40% were first time entrants. The service would like intervention in place before they become first time entrants.

·       The reoffending rate was excellent with those who were being engaged with and the service wanted to continue to mainstream intervention with the budget available.

·       A key challenge was that youth offending has increased. A requirement was knowing the population, and it was known who and where reoffending was and it was being addressed.

·       Another key challenge was the smaller number of young people who offended with high frequency. This has required trauma informed approaches to help them as it had been notable that there were increased complexities.

·       Education was raised as a big issue for ages 16-19 as fewer had gone into employment or placements post-covid.

·       Serious youth violence was a very small concentration of young people, contrary to what had been suggested in the media. There was a multi-agency collective to address this working with the police and community safety.

·       A collective partnership offer to victims through court and pre-court processes which allows the victims voices to be heard whilst supporting them.

·       The focus is very much on a child first approach - focused on them being children first and an offender  ...  view the full minutes text for item 94.

Members of the Commission will be asked to consider the work programme and make suggestions for additional items as it considers necessary.

It was requested that the situation with Adventure Playgrounds be revisited after September.  It was further clarified that this could only be based on what the Council knew of the situation as they could not talk on behalf of independent organisations.

The possibility of involving the play associations in the scrutiny would be discussed outside the meeting.

The work programme was noted.

There being no other items of urgent business, the meeting closed at 19:29.