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Children and Family Court

Advisory and Support Service

Annual Report and Accounts 2016-17

An executive non-departmental public body

Children and Family Court Advisory and Support Service

Annual Report and Accounts 2016-17

Report presented to Parliament pursuant to paragraph 12(3) of Schedule 2 to the Criminal Justice

and Court Services Act 2000.

Accounts presented to Parliament pursuant to paragraph 13(4) of Schedule 2 to the Criminal Justice

and Court Services Act 2000.

Ordered by the House of Commons to be printed on 20th July 2017.

HC 135

This publication is licensed under the terms of the Open Government Licence v3.0 except

where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-

government-licence/version/3 or write to the Information Policy Team, The National Archives,

Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk.

Where we have identied any third party copyright information you will need to obtain permission

from the copyright holders concerned.

This publication is available at www.gov.uk/government/publications.

Any enquiries regarding this publication should be sent to us at:

Cafcass

21 Bloomsbury Street,

London,

WC1B 3HF

Print ISBN 9781474145077

Web ISBN 9781474145084

ID P002879747

07/17

Printed on paper containing 75% recycled bre content minimum.

Printed in the UK by the Williams Lea Group on behalf of the Controller of Her Majesty’s

Stationery Ofce.

Contents

Section 1 The performance report 06

Overview 06

Section 1.1 Performance analysis 28

Section 2 The accountability report 41

Corporate Governance report 41

Section 2.1 Remuneration and staff report 49

Section 2.2 Parliamentary Accountability and

Audit report 61

The Certicate and Report of the

Comptroller and Auditor General to

the Houses of Parliament 64

Section 3 2016-17 Annual Accounts 66

Financial statements 66

Appendix and glossary 85

General contact details 90

A glossary of terms used in this report, and in the family justice sector more widely, is set out on

page 86. This is based on the excellent glossary produced by the Family Justice Young People’s

Board

[1]

(FJYPB).

We have used the following format of listing proper nouns in full the rst time it is used, with the

acronym or initialisation then set out in brackets. We then use the acronym or initialisation.

All months should be read as falling within the period this report covers (1st April 2016 to 31st

March 2017) unless otherwise specied.

[1] The Family Justice Young People’s Board (FJYPB) comprises over 40 children and young people aged between eight and

25 years old who have had direct experience of the family justice system or have an interest in children’s rights and the family

courts. The FJYPB works to ensure that the family justice system remains child-centred and child inclusive by promoting the

voice of the child.

Secon 1

The performance report

Overview

Summary

This secon shows what we do and what we are aiming

to achieve, and key risks to achieving these. It also shows

how we have performed during the year.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview | Introduction from the Chair

I am again reporting on a year that has seen further record increases in

demand for our services. The response to this increase, from frontline staff

to the entire family justice system, has been at the forefront of Board

consideration for the past year. We have focused on two aspects: the rst

being to ensure we have secured sufcient resources to deal with demand.

I am pleased that we have secured a budget for the coming nancial year

that allows us to put in place the extra workforce capacity needed to

manage demand levels. The second aspect is the case for wider reform in

both public and private law. It is clear that the performance of Cafcass cannot

be isolated from external drivers. We are now at a point where a wider family

justice reform agenda is the only viable and sustainable route for achieving

the change needed in our external operating environment. The Board will be

focusing on how we address demand as part of our contribution to the next

stage of reform.

I commend the way in which our staff have responded to ever greater pressure. The way we equip our staff to

remain resilient while maintaining high performance was the subject of a Board seminar in March. Staff have

drawn on the support we make available while keeping an unwavering focus on providing a quality service to

every child and young person they work with. Recognising that driving up quality is a lynchpin for the

organisation, we have incorporated what we have previously reported in a stand-alone Quality Account into our

main Annual Report. The Board is also exploring the development of a sector-wide quality standard for public

sector Boards working in relevant areas. Cafcass will be partnering with Barnardo’s and Social Care Institute for

Excellence (SCIE) to take this forward.

We opened up two of our Board meetings over the last year to stakeholders and the public. We had a

particularly strong turnout for our January meeting which considered how Cafcass approaches domestic abuse

in our casework, showcasing our new Domestic Abuse Practice Pathway. We also set out the joint research we

are carrying out with Women’s Aid to better understand what is happening where domestic abuse is alleged

in private law cases. Moving forward, the Board intends next year to place a clear focus on the signicance of

brother and sister relationships to children and young people in the family justice system; and on

understanding and increasing the added value of our work to courts, children and to families as a whole.

I have continued to enjoy meeting Cafcass staff throughout the year, when I am visiting ofces or as part of

my regular catch-ups with frontline staff. I have begun providing a short overview of Board meetings and action

points to all staff via a video message.

As part of my role in ensuring the Board is providing robust scrutiny and support to Cafcass, I commissioned

an external review of Board effectiveness. This repeats a review carried out in 2013-14 to assess whether we

have continued to develop, especially measuring our strategic leadership impact. I am pleased that the ndings

are positive, conrming that the Board works well with the Cafcass senior management team; that we bring a

broad range of skills and experience which helps us where we need to scrutinise and challenge the

organisation; and critically that the Board is focused on the impact its work has on the children and young

people we work with. In short the Board is adding value and providing strong leadership.

Finally, I would like to thank the Family Justice Young People’s Board (FJYPB) for their ongoing membership

and contribution to the Cafcass Board, and for their contribution to the family justice sector more widely. Once

again the FJYPB hosted a lively and challenging annual conference in July, where they challenged and

encouraged all present to consider how we can improve our communication with children and young people in

order to help them get to a better place.

    Signed:BaronessTylerofEneld,ChairofCafcassBoard.

Introducon from the Chair

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview | Introduction from the Chief Executive

We helped 125,230 children in the year we are reporting on. We assessed

the needs of each child and – at the same time – we sought to help each child

to nd the best person to live with, and who could meet their needs,

particularly any need to recover from abuse, neglect or exploitation. We also

sought to help each child keep in touch with the people who matter to them,

and to help each child go forward through the remainder of their childhood

with greater condence and with hope for the future. We aimed to do this with

a model of assessment, analysis and action in respect of each child – not a

passive assessment in which we stand back and comment, but active

involvement in which we help and assess simultaneously.

To do this well, we need systems and processes to be in place as well as highly

competent and professional staff in every role throughout Cafcass. The

increase of 13.8% in our public law work and 9.1% in our private law work,

taking the year as a whole, put a very great strain on the organisation,

particularly our frontline practitioners. The children involved and our

practitioners both needed reliable systems in place, to make sure cases were managed properly according to a

rigorous standard and that practitioners receive as much support as an organisation can give.

In my assessment, we did well on both of those fronts. The regular audits of our work showed that the quality

of our casework continued to improve despite the pressures. We introduced a revised Quality Assurance and

Impact Framework (QAIF) for case auditing which in my view is second to none in social work. Our backroom

systems were constantly improving in terms of speed and responsiveness to internal and external customers.

We say to our business services staff that every number on a spreadsheet is a child and this reminds all of us in

Cafcass that we are frontline facing: that is our job and that is how we will be judged.

I want to acknowledge the hard work and extra goodwill shown by our staff which enabled us to remain high

performing during 2016-17. I also want to thank the Ministry of Justice (MoJ) for their support, illustrated by

our budget increase for the next nancial year which will enable us to stay on top of further increases in

demand without paying too high a price in terms of the pressure on frontline staff becoming excessive. The

extra funding will enable us to expand our workforce in those parts of the country where we are under the

most pressure. We have streamlined our recruitment process to support this.

As the Accounting Ofcer for Cafcass, I am proud of the way each member of staff takes their responsibility for

ensuring value for money so seriously. Something we strongly believe and practice is that the best innovation

comes from staff who re-imagine their day job on a regular basis, nding better ways of operating and putting

those improvements into practice with the minimum of fuss. I believe that making a great number of small

marginal gains at each level of our service adds up to a signicant quantum of innovation and improvement.

This approach also helps to make our services more sustainable under pressure.

While next year will be mostly about business as usual again, we will continue to play a full part in future

reform of the family justice system, working with our partners inside and outside of Government. System-wide

reform is in my view essential if the family justice system is to continue to be able to meet the needs of some

of the most vulnerable children in the UK over the next 10-15 years.

I look forward to being able to say in a year’s time that despite further pressures, we continued to maintain

performance productivity and quality, so that each child referred to us by a family court received a good

service. We will also be piloting some exciting new services in 2017-18, such as producing a child impact

analysis in private law cases rather than traditional section 7 reports, so that the focus is more specic to

the child’s needs.

    Signed:AnthonyDouglasCBE,ChiefExecutiveofCafcass.

Introducon from the Chief Execuve

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Who we are and what we are aiming to achieve

Cafcass stands for Children and Family Court Advisory and Support Service. We are a non-departmental public

body accountable to the Secretary of State at the MoJ.

We represent children in family court cases. We aim to make sure that children’s voices are heard and decisions

are taken in their best interests.

We may be asked by the court to work with families in two main areas:

We operate within the law set by Parliament (Criminal Justice and Court Services Act 2000) and under the rules

and directions of the family courts. Our role is to:

We work within the strategic objectives agreed by our sponsor department, MoJ (including MoJ strategy

launched in 2017), and contribute to wider government objectives relating to children.

We also have our own strategic and business plans which set out what we are aiming to achieve. We are

committed to strengthening the voice of the child in the family court process and we aim to deliver our services

as effectively and efciently as possible within the resources that are available.

Our strategic priorities to help courts choose the best outcomes for children are:

1. Quality: continue to make improvements to the quality of our work.

2. Familyjusticeinnovation: implement our part of the family justice reform and bring innovation to our

services.

3. Diversity: always see the uniqueness of each child we have responsibilities towards and build our

understanding of diversity in casework.

4. Efciencyandeffectiveness:nd the best way to make our money go further while still providing the

best outcomes for children.

5. Inuence: use our inuence positively as the voice of the child, and the eyes and ears of family courts.

· safeguard and promote the welfare of children

· give advice to the family courts

· make provision for children to be represented

· provide information, advice and support to children and their families.

Privatelaw, including child arrangements

for children after parents have divorced or

separated.

In these cases, a Cafcass social worker will be

appointed by the court to act as a Family Court

Adviser (FCA). Their job is to provide

information to the court that is needed for a

safe decision to be made about arrangements

for who the child lives with or spends time with.

Publiclaw, including care and adoption

cases where the local authority has serious

concerns about the safety or welfare of a child.

In these cases, a Cafcass social worker will be

appointed by the court to act as a Children’s

Guardian. Their job is to check the local

authority’s (LAs) plan and make sure that it is

the best possible for the child. It is also to let

the court know what they think should happen.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Numbers of children in new cases received per service area, including areas and Assistant Directors (AD).

A1: Tyneside and Northumbria.

Carole Goodman (AD)

1,352 &

2,138

A2: Durham, Teesside, North

Yorkshire, York, Cumbria and

Lancashire. Marie Gittins (AD)

2,887 &

4,186

1,915 & 3,448

A3: Greater Manchester.

Sandie Hayes (AD)

1,475 & 3,057

A5: West Yorkshire.

Hilary Barrett (AD)

A9: Cheshire, Staffordshire and

Merseyside. Sandie Hayes (AD)

2,466 &

4,471

A4: South Yorkshire and

Humberside. Hilary Barrett (AD)

1,622 &

2,665

1,161 &

4,040

A11: Nottinghamshire and

Derbyshire. Neville Hall (AD)

A12: Birmingham, the Black

Country, Shropshire,

Herefordshire and

Worcestershire. Neville Hall (AD)

2,095 &

4,633

A7: Avon, Gloucestershire

and Wiltshire. Kevin Gibbs (AD)

1,037 & 2,602

1,755 &

4,024

A8: Cornwall, Devon and

Somerset.

Kevin Gibbs (AD)

A6: Hampshire and the

Isle of Wight and Dorset.

Steve Hunt (AD)

1,181 & 2,878

A13: National Business Centre,

Coventry, Northamptonshire and

Buckinghamshire. Neville Hall (AD)

907 & 2,115

A16: Surrey

and Sussex.

Richard Morris (AD)

1,048 &

2,127

A15: Greater London. Richard

Morris (AD) (public law) and Sarah

Parsons (AD) (private law)

4,055 & 7,161

A10: Leicestershire,

Lincolnshire and

Cambridgeshire.

Hilary Barrett (AD)

1,345 & 1,099

A14: Essex,

Suffolk, Norfolk,

Hertfordshire and

Bedfordshire.

Sarah Parsons (AD)

2,837 & 6,014

A17: Kent. Steve Hunt (AD)

746 & 2,235

1,646 children are included in the national totals that were on cases held in the Cafcass Intake Team. These

cases were yet to be transferred to the service areas at the time of data collection.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

125,230

This year we worked with

children and young people

34,807 (28%) children were in exisng cases

[2]

90,423 (72%) children were in new cases

[2] Cases referred to us prior to the reporting period and on whose cases we continued to work during part, or occasionally all, of the year,

and those cases which were closed during the year.

[3] A12:Birmingham, Black Country, Shropshire, Herefordshire and Worcestershire.

[4] A13.

How we have managed rising demand pressures

Demand has risen signicantly in both our private and public law work. In some service areas this increase is

even more pronounced, such as in the West Midlands

[3]

which experienced a 28% increase in care applications,

and Coventry, Northamptonshire and Buckinghamshire

[4]

which saw a 19% rise in private law applications.

The drivers behind such regional variation and the impact on performance are being explored by Cafcass and

MoJ both at a national level, and by Cafcass ADs at a local level with their local authorities and Designated

Family Judges (DFJs).

Such increased demand has placed, and continues to place, many of our teams under serious pressure. Our

focus has been on how to introduce supportive measures, so that we can continue to provide high quality and

timely services to the children and families we work with.

11,159

14,554

14-15 15-16 16-17

34,119

37,415

40,824

14-15 15-16 16-17

12,792

30.4%

19.7%

13.8%

Care applicaons Private law applicaons

9.1%

To manage the uctuations and increases in demand we have been innovative in

supporting our staff’sresilienceto higher workload pressure, increasing our use of a

cost-effective and experienced exibleworkforce, and introducing time-saving

technologyand more efcientprocesses.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Staffresilience

A motivated and resilient workforce has been crucial to maintain quality under the increased demand levels.

Our Health and Wellbeing Ofcers developed training on stress and mindfulness which is available for all staff,

and provided one-to-one support to over 100 staff members last year. Our National Service Managers’

workshop in November, delivered by an outside facilitator, focused on developing strategies to meet high

pressure environments and build resilience. Further resources are being shared with staff through team

development days and online materials.

However, we recognise that there is a limit to the impact of this approach if individual workloads continue to

increase. We have been working to ensure that our staff have manageable caseloads in order to perform well

and maintain a healthy work-life balance.

Aexibleworkforce

A exible workforce has been essential to meet uctuating levels of demand. One way we have achieved this is

through our use of contracted social workers (Self-Employed Contractors or SECs) in every service area. Unlike

agency staff, they are engaged for each case they take on, so can be deployed exibly where required to meet

resource gaps in different service areas. Our accreditation scheme ensures we engage only those with the most

experience and highest quality work. We have over 100 SECs available to allocate across the country, and they

are currently working on over 1,000 open cases. This has provided a sustainable and cost-effective way of

managing demand pressures.

We have encouraged our retiring practitioners to consider offering their expertise as bank workers, so that we

can continue to use experienced practitioners while increasing temporary capacity within teams. This has

proven to be a popular choice and our number of bank workers has increased by 25% compared with last year.

We also continue to use high calibre agency practitioners where the need arises, engaging just over 100 at the

end of the year.

131

147

1,806

1,754

1,682

14-15 15-16 16-17

103

employed staff

agency staff

Self-Employed Contractors

£90.65m

Number of:

121

£89.04m

£89.56m

Please note that the above 2016-17 chart is exclusive of net AME spend of £0.23m.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

ECMS Mobile

· A smartphone view of our

electronic case management

system (ECMS) has been

developed to promote

productivity. Work can be

completed exibly when at

court, with service users or

during travel.

· It saves practitioners time, with

immediate access to case

information and on-the-go case

recording and dictation options.

Virtual meetings

· Skype for Business has been

enabled on all Cafcass laptops

and tablets. This allows

practitioners to conduct

interviews by video or audio

with service users where

appropriate.

· It also connects staff across

locations to save time travelling

and support better

communication.

Analytics

· Accessible, up-to-date case and

workforce analytics play a

pivotal role in supporting the

management of increased

demand.

· A range of innovative

electronic tools for staff and

managers include role-

specic online dashboards,

workload information and

detailed reporting across our

services.

Technology

Our Innovation Project Development Board (IPDB) has a clear focus on increasing the time spent for our

frontline staff to focus on direct work through opportunities around technology and practice innovation. We

have provided training to staff, using a number of channels (face to face, webinars, videos) to demonstrate

how the technology available to our staff can support and enhance the direct work we carry out with children

and young people.

Efciency

We have worked to identify key areas within our processes and individual ways of working which may deliver

greater efciency to help manage demand. Within private law, we analysed our report work in a section 7

social work activity analysis study. A range of factors from higher-performing teams, including processes,

training and IT-prociency support were trialled in some areas. An evaluation identied areas inuencing

working patterns and quality, and highlighted key efciency opportunities around technical competence to be

taken forward next year.

Following feedback from practitioners, we auto-populated case information from ECMS in our case plan

templates for both private and public law. Case plans support the quality of our work through robust issue

exploration and planning of case activities at the start of a case. Auto-population of information held elsewhere

in the case le, such as child and adult details or linked previous cases, will signicantly reduce the time taken

in this critical activity.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

A child’s journey through our service

Privatelaw

Here we show a journey one of these children

and their family will have taken in the family

courts and with Cafcass over the last year.

Cassie’s story

[5]

Cassie’s mum and dad had her 10 years ago. After a difcult

few years Cassie’s dad left the family home when she was

four. She always receives a birthday card from her dad but

she hasn’t spoken to him since 2013.

Cassie loves riding her bike and wants to be in the Olympics

one day. She has a cat called Bob and hangs out with her

nan after school while her mum is at work.

Cassie’s dad has got a new job and a new partner, and is

expecting a child. He feels like he’s in a good place now: he

has moved back to the area and wants Cassie to know her

new half-sister. He tried to speak to Cassie’s mum but she

got really upset, saying this wouldn’t be good for Cassie. He’s

made a Child Arrangement Order (CAO) application, asking

the court to help him see her every week.

A Cafcass practitioner, known as a Family Court Adviser (FCA),

in the local Early Intervention Team, Mo, has been allocated

Cassie’s case.

After listening to some concerns Cassie’s mum has raised;

talking to her dad; and looking at the information provided

by the police and local authority (LA), Mo decides to advise

the court that Cafcass does some further work with Cassie

and her family.

Steve, a FCA from the team which writes section 7 reports,

has been asked to access the concerns and nd out Cassie’s

wishes and feelings. He meets with her and she uses an app

on his phone to help her describe how she was feeling –

excited but a bit anxious about seeing her dad. Steve also

talked to her dad and her mum to explore whether how

Cassie’s dad had behaved in the past might still be an issue

today.

Steve recommended to the court that Cassie start seeing her

dad in a space she felt comfortable. He also recommended

that her dad go on a course to help him and Cassie’s mum

communicate in the future, especially as things change with

his new family. The court makes the nal decision taking all

of the information into account.

Six months on, Cassie is now seeing her dad once a month

– usually at McDonald’s! She’s also getting to know her new

half-sister and can’t wait to teach her how to ride a bike when

she’s old enough.

Cassie’s mum and dad have a good system in place for

dealing with any unexpected changes on the days Cassie sees

her dad.

51%

male

49%

female

76%

were under 10 years old

60,537

We worked with

children and young people

[5] These stories reect the experiences of many of the children we work with but are not actual cases.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Our process

Most of the cases we are asked to take on are about

arrangements for children, usually after their parents

have separated. These are known as private law cases.

Cafcass and others working in the family justice sector

recognise that the family courts are often not the best

places to resolve disputes. We have been running a

Supporting Separated Parents in Dispute (SSPID) pilot

helpline which allows parents to contact Cafcass

pre-court to nd out about other support options

available out of court.

We also have a Parenting Plan that we promote, which

helps parents plan for the realities of parenting after

separation.

After receiving an application the court will ask Cafcass to

nd out more about the child, and write a safeguarding

letter.

Part of our checks involve asking Cafcass’ Police National

Computer (PNC) Unit what information the police have

about parties (level 1), and also requesting checks from

the local authority and talking to both parties.

A duty ofcer will work with families at the rst hearing

to try to help parents reach a safe agreement without

further involvement of the court.

The court may ask Cafcass to carry out further work and

provide a section 7 welfare report. Cafcass has a suite of

evidence informed practice tools to deal with issues such

as domestic abuse, alienating behaviours, disability and

mental health.

Practitioners also have apps and resources to help

children and young people express their views – for

example, using a Cafcass smartphone to take a picture

of a child’s drawing and inserting this in a court report.

These tools may help the practitioner identify that a child

or parents would benet from a contact activity – this

could be a parenting course (e.g SPIP) or domestic

abuse programme (e.g DVPP).

There are clear processes in place for making sure the

work and report is high quality and child centred, and

that everyone understands the reason behind the

recommendation.

We ensure that throughout the life of a case we are

focused on child outcomes. We provide children with

feedback forms and are working on incorporating

children’s feedback into the Area Quality Reviews (AQRs)

process.

Performance for the year

We received 40,824 private law applications.

3,023 people contacted our SPPID helpline in

the pilot areas and 828 adults were eligible to

be transferred to a FCA.

We wrote 35,850 safeguarding letters.

We completed 91,584 level 1 police checks.

68%of cases closed after the rst hearing.

32% of our cases progressed to work after rst

hearing (WAFH) with a section 7 welfare report

being ordered, of which 27% had more than

one report ordered.

1,624 child contact interventions (CCIs) were

ordered.

We introducedsix new evidence based tools

for our practitioners to use in private law cases,

including the Domestic Abuse Practice Pathway.

Our cases are quality assured against the four

child outcome domains in the Quality Assurance

and Impact Framework (QAIF). These are

ensuring the child is safe, heard, better

represented and enabled/advised.

74%of cases audited identied child centred

practice as a particular strength. The

uniqueness of the child being well represented

in court reports was identied as a particular

strength in work in 61% of cases.

Complimentfromboyagedeight:

“Thank you for everything you have done, if it

wasn’t for you I’d be in hell, so thank you very

much.”

Complimentfromgirlaged14:

“Since my case ended I have felt better that I

now don’t have to think about what Dad would do

at the weekend. I feel more in control of my own

life now.”

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Publiclaw

Ko’s story

Ko is three years old. His mother Mary is 24: her rst

child was taken into care when she was 17 and her

second and third also went into care. Mary has periods

of severe depression and does not stay on top of her

medication. She also misused alcohol while her children

were in her care.

Ko’s health worker is concerned that Mary is drinking

heavily again and is not meeting his needs – he is

underweight and missing several key milestones. Ko’s

grandmother is a stable gure in her life but has a

severe physical disability and is unable to take care of

him.

Ko’s dad is in prison. He comes from a large family but

doesn’t talk to his parents and they are unaware of Ko.

The LA has made an application for Ko to be looked

after by foster carers and placed for adoption.

Ko’s Children’s Guardian Sue has reviewed the work

the LA has done so far, and why it thinks Ko needs

to go into care. She carries out an initial case analysis,

agreeing that care looks like the right option, but wants

to see whether any of Ko’s father’s family may be able

to care for him.

Sue meets with Ko and his mum. Sue has some

questions about how she will work on this case that she

puts to Cafcass’ in-house psychologist.

She tries to make contact with Ko’s paternal family but

it becomes clear that they cannot care for him.

Sue carries out her case analysis and makes her

recommendation to the court for Ko’s future care,

which she believes is in Ko’s best interests. Sue’s

recommendation supports the local authority care plan

for Ko to be looked after by foster carers and placed

for adoption. The court makes the nal decision taking

all of the information into account.

Throughout her work with Ko Sue keeps a clear record

of what she has done and her assessment. This may be

important for Ko later on his life, to understand why

the court made its decision.

70%

were under 10 years old

29,886

We worked with

children and young people

Our process and performance

Cafcass has been working with several LAs to pilot

pre-proceedingswork(Cafcass Plus), to see if early

support can be put in place to avoid the need for a child

to go into care. In other cases, the emphasis will be

on ensuring that as soon as a child is born, they can

be placed in a safe environment and be on the road to

permanent care.

This year Cafcass recorded 80 Cafcass Plus cases

across the four pilot service areas.

Once proceedings are brought, the court will appoint a

Children’s Guardian, who will appoint a solicitor for the

child. They will carry out an initial analysis of the child’s

needs ahead of the Case Management Hearing.

We introduced 10 new evidence based tools for our

practitioners to use in public law cases. We also have an

in-house psychology service available to support the work

of our practitioners.

Our National Improvement Service (NIS) collaborated

with the NSPCC to develop a new tool for our public law

practitioners to help them assess cases featuring neglect.

“It provides a structure to analyse paperwork in public

law proceedings to keep the focus centered on children

and the risk posed to them, supporting guardians to

identify where the gaps are and keep the child’s lived

experience, which is so key in bringing neglect cases, to

the fore.” NIS manager.

The psychology service has been used in 163 cases.

Evaluation of the pilot showed that the service improved

case analysis and the management of risk in 97% of

audited cases.

The guardian will usually meet with the child and

carry out a nal case analysis having reviewed the LAs

work. They will make their recommendation to the court

on what they believe is in the child’s best interest.

Next year we will be running case recording workshops,

including messages from young people affected by poor

recording on childhood social work les.

51%

male

49%

female

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Commissioned services

Our National Commissioning Team (NCT) delivers programmes for the family courts that help parents resolve

private law cases. These are delivered through third sector and private service providers.

Courtorderedinterventions

Supervised and

supported child

contact intervention

(CCI) programmes

£1.55m on CCIs

£0.45m in grants to

192 centres for

supported contact

These interventions enable safe contact to take place, often after a long

break. We have given a stronger focus to dispute resolution during these

interventions, working with parents to help them develop sustainable

long-term arrangements.

“By this service just existing you have helped me and possibly countless

other mothers and fathers reconnect with our children, something that

seemed like such an impossibility at the time.” Non-resident parent.

DNA testing service

£0.02m

This offers a Cafcass-funded low-cost testing service which delivers

certainty for those making decisions in private law. We have extended the

contract for this service this year.

Courtorderedactivities

Separated Parents

Information

Programme (SPIP)

£3.12m

This programme particularly helps parents to focus on the needs and

wishes of their children. It also emphasises practical steps to handle

emotions and improve communication as separated parents.

“[It] made me realise I need to think about what I say before I say it as it

has more of an effect than I thought.” SPIP participant.

“Very informative and does open your eyes towards the feelings of others,

children especially.” SPIP participant.

Domestic Violence

Perpetrator and

safe contact

programmes

(DVPP)

£0.75m

We continue to support change in families affected by domestic abuse.

These programmes challenge harmful behaviours and support change.

They also offer a support service for victims of abuse.

“I was happy that the WSS [Women’s Support Service] did not give up

contacting me, even though I felt low at times and did not want to talk to

anyone.” Supported mother

Outofcourtoptions

Parenting Plan:

getting it right

for children

£0.01m

This tool offers a good way

into dispute resolution for

parents away from court,

helping them listen to their

children’s views and make

child-focused arrangements.

Its use is encouraged within

CCI work as well as within

out-of-court pilot work such

as Parenting Plan meetings.

We provide free hard copies

and online downloads.

20,433

parents aended a Separated

Parents Informaon Programme

566

families involved with DVPP

and support services

65,235

Parenng Plans ordered

and 8,342 downloaded

231

DNA tests

commissioned

1,624

contact services

delivered

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Quality of our pracce

We have continued to show improvement in the quality of our work by implementing a robust process of

quality assurance and thematic audits. We will continue with this internal audit and quality assurance

programme throughout 2017-18 to help improve the quality of the service we provide.

Howourworkisqualityassured

Cafcass’ National Improvement Service (NIS) focuses on supporting quality improvement in frontline work to

help Cafcass provide the best service possible to children and young people. NIS assures the quality of our

work by carrying out thematic audits, area quality reviews and local area benchmarking sessions with the aim

to achieve consistency in the grading and application of Cafcass’ Quality Assurance and Impact Framework

(QAIF). The below table provides a summary of the work carried out by NIS and teams this year to help assure

the quality of our practice.

Activity Whatdidwedeliver?

Embedded the Quality

Assurance and Impact

Framework (QAIF) tool

· This came into full use in April and is used by Service Managers and Practice Supervisors

across the organisation to quality assure cases.

· It is underpinned by a methodology that considers both the impact of our work upon

children and compliance with the organisation’s policy expectations.

· We test the thresholds within the framework by holding local area benchmarking sessions

with our NIS, Heads of Practice, Service Managers and Practice Supervisors.

· Monthly updates are provided to the Operational Management Team (OMT) on compliance

with QAIF expectations, key strengths and learning areas.

Area Quality Reviews

(AQRs)

· We have continued our programme of Area Quality Reviews. This year six service areas

were subject to an AQR, adding to the three completed in 2015-16.

· This methodology involves a peer review of service areas. Good overall ndings have been

combined with strong learning points to enable measurable improvement to children.

· The AQR model received positive feedback by Cafcass’ internal audit service

[6]

assurance

audit undertaken in October 2016.

· In line with the audit recommendations, the methodology was strengthened to allow for

follow up three months after the process, to assess whether learning points are being

addressed.

· Learning from AQRs is shared nationally through the OMT meeting and recorded within the

national learning log.

· An example of local learning identied includes improving practitioners’ compliance with

case recording, in times of high demand.

Thematic audits

· These audits have focused on thematic areas of practice including domestic abuse in private

law, liaison with independent reviewing ofcers in public law, the quality of our

safeguarding practice in the early stages of private law proceedings and the impact of the

voice of the child in all our casework.

· These audits have identied the organisation’s resilience in maintaining practice quality in

the context of increased demand. We will continue a programme of thematic auditing

throughout 2017-2018.

The quality of our work

· 69% of cases audited were assessed as ‘outstanding’ or ‘good’, 23% as ‘met’ and 8% as

‘requires improvement

[7]

’.

· We redesigned the case planning process in partnership with practitioners, informed by

learning.

[6] Cafcass’ internal audit service is provided by the Government Internal Audit Agency, see page 46.

[7] We are not able to compare these gures to 2015-16 gures, as we have used a different grading framework this year.

Exampleofhowweareapplyinglearningfromthematicaudits

The voice of the child thematic audit found evidence of improved practice in relation to the quality of

capturing the voice of the child in practice, in particular relating to the use of child engagement tools.

Following a recommendation from the audit, Cafcass’ learning and development plan for 2017-18 was

updated to include ‘master classes’ with practitioners on direct work with children, including using

contemporary techniques to help further improve practice in this area.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

[8] The FJYPB noted that the term ‘sibling’ often isn’t recognised by children and prefers to use ‘brothers and sisters’.

Ourcommitmenttodrivingupquality

Other activities that demonstrate how we have continued to improve the quality of our work this year are set

out below.

Child outcomes

· The child outcomes pilot project was carried out in three service areas in October,

asking children, parents, judges and practitioners in a small number of private law

cases about the quality of our service and its impact on the outcome for the child.

· All six children said that their FCA helped them, and ve said that issues in their family

had improved following the ending of the court case.

· We are now exploring incorporating survey questions for parents and children into the

AQR process so that outcomes data and service user feedback can be gathered in each

service area.

· Survey responses will be aggregated into an annual service user feedback overview

and will contribute to our knowledge of the effectiveness of private law proceedings

and help improve the service we provide.

Family Justice Young People’s Board (FJYPB)

The FJYPB has worked with Cafcass on a range of different projects and events to improve the quality of

our work, including:

· participating in service area development days

· contributing to AQRs

· sitting on recruitment panels

· reviewing documents and proposals to strengthen children’s feedback

· working with NIS on training and resources, including involvement in the design of electronic tools

· working with Cafcass’ major stakeholders, including ongoing liaison with MoJ, contributing to their

policy development.

The FJYPB has developed ‘top tips’ leaets and videos for FCAs and other professionals working with

children and young people in the family courts. Examples of the top tips include:

Sasha’s,forFCAsworkingwithchildrenandyoungpeople:

“The child or young person should feel that their needs, wishes and feelings have been listened to, valued

and respected.”

Matthew’s,forworkingwithchildrenandyoungpeoplewithautism:

“Give me simple questions so I don’t get confused.”

Aleesha’s,forworkingwithchildrenandyoungpeoplewithadisability:

“Respect me and my disability.”

The FJYPB ‘top tips’ have been shared in full on Cafcass’ website and intranet, promoting best practice.

Seminar on importance of brother and sister (sibling) relationships

Cafcass practitioners and FJYPB members hosted a seminar for Cafcass Board members, considering the

importance of brother and sister relationships

[8]

for children and young people in public and private law cases,

resulting in:

· commissioning the FJYPB to develop ‘top tips’ for professionals working with brothers and sisters

· further exploration of the recognition of the importance of sibling relationships in the 2017-18 audit programme.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

A NCT Service Manager describes how the domestic abuse pathway helps our practitioners in their work:

“The pathway assists with the systematic analysis of domestic abuse cases – it helps practitioners identify

key risk factors and stimulates critical thinking. Working on the idea of a ‘golden thread’, it supports

practitioners to establish a clear connection between their initial lines of enquiry and the nal order. It also

helps draw out the impact of domestic abuse on children so practitioners can evidence this condently.”

Social Worker of the Year Awards

We celebrated the following staff achievements at the Social Worker of the Year Awards:

· Daniel Hope, Family Court Adviser, won Gold for Practice Educator of the Year award. The

judges recognised his personal commitment to improving the breadth and depth of his

students’ social work placements.

· Michelle Evans, Head of Practice, won Silver for Children’s Team Leader of the Year. She

has worked hard to maintain high standards of practice in Greater Manchester, Cheshire and

Merseyside, and has developed the Practice Supervisor role across the region.

Writer in residence

· Our Royal Literary Fund ‘writer in residence’, Yvonne Coppard, has continued to deliver a

programme of workshops and 1:1 sessions which complements existing initiatives to

improve the writing of our staff.

· This year Yvonne ran 65 team workshop presentations and 30 one-to-one sessions.

Feedback from all sessions was excellent.

· Going forward, the ‘Write More Good’ workshop will be part of the FCA’s induction.

Evidence based tools

We have continued to expand the range of evidence based tools available to our practitioners - new tools

launched this year include:

· a pathway to help structure the analysis cases featuring domestic abuse to ensure a systematic review

of the risk to the child

· a tool to assess coercive control, highlighting features that are indicative of such behaviour and

supports practitioners to assess this dynamic risk more fully

· tools to assess levels of risk related to neglect, parents’ capacity to change and risk of re-abuse in

public law (care) cases

· tools for direct work with children with disabilities or additional needs

· a tool to assess a child’s level of risk of child sexual exploitation

· We also introduced a resource section of the tools matrix, bringing together a number of evidence-in-

formed practice resources.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Supporng our sta to deliver quality

LearningandDevelopment

We offer continuous learning and development opportunities for our staff. In 2016-17 we provided:

eLearning:

· This includes eLearning on protecting information and child sexual exploitation.

· There have been new courses added to the catalogue, these include courses on: learning from serious Case

Reviews, high Conict child arrangement disputes and assessing impact of mental health on children and

parents.

Equalityanddiversity

· We updated our training to staff on equality and diversity issues such as, launching the Communicating with

Deaf Parents module on MySkills

[9]

· Our diversity champions ensured learning is shared nationally. For example, a talk was delivered by one of

our practitioners in London, on working with people with dyslexia.

· Work is underway on updating our Equality and Diversity Strategy for 2017-20.

· The webinars help save our practitioners time and money (on travel costs).

· We implemented two further major updates to ECMS which had a considerable focus on further process

automation to increase efciency.

· We introduced ECMS mobile so that practitioners can access case records on the move.

Operaonal Business Manager said: “Delivering high quality, competency focused IT training in a way that reduces the

amount of me our praconers spend away from their core tasks with children and families, has been top of the agenda

for the IT Team.”

[9] Learning conducted electronically within Cafcass’ online learning site, MySkills.

316

We delivered new IT training via webinars.

Learninganddevelopment

We offer continuous learning and development opportunities for our staff. In 2016-17 we have provided:

eLearning:

· This includes eLearning on protecting information and child sexual exploitation.

· There have been new courses added to the catalogue, including: learning from serious Case Reviews,

high-conict child arrangement disputes and assessing impact of mental health on children and parents.

Over 5,000

pieces of pracce learning have been completed.

We delivered diversity events in local areas led by

our diversity champions.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Resources:

New child engagement tools have been developed to support better communication and effective assessment

of children’s wishes and feelings.

Face to face:

Learning via face-to-face workshops delivered either internally by NIS and/or HR or by external experts.

A HR Projects Ofcer (Organisational Development) describes the impact this has: “The continuous learning

and development opportunities we offer to all staff across the organisation increases the overall level of

engagement and equips them with the necessary knowledge and information they need to provide the highest

level of service to children.”

Legal Team

Cafcass’ Legal Team supports staff by providing advice, training and legal updates:

· The team continues to provide a duty advice line for practitioners on all aspects of family law.

· This year’s legal training included sessions on radicalisation and forced marriage.

1,805

sta aended 191 face-to-face workshops.

1,699

The duty advice line for praconers received calls.

o-the-shelf resource packages have been

requested for delivery to teams.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Libraryservice

Our library service strengthens our advice to court using evidence informed practice. This year the library

service:

Practitioners use the library to build knowledge on rapidly developing subjects including radicalisation, child

sexual exploitation, Special Guardianship Orders, domestic abuse/coercive control, and female genital

mutilation.

A FCA in Manchester describes how the library service helps her: “The court, judges, barristers and children’s

solicitors have given me very good feedback on a number of court reports led. This is largely due to the

brilliant response from the library, equipping me with the ability to provide an evidence-based, analytical and

well-researched approach to advancing a child’s best interests”.

4,540

completed requests for items, subject searches and reference enquiries,

9,980

sent out items (journal arcles and books),

886

responded to requests for subject and literature searches.

96%

Of the requests completed, were received from operaonal sta.

[10] Workload weighting refers to the calculation and ‘score’ Cafcass assigns to different types of case involvement, giving an overall rating

for each practitioner to help their manager and Cafcass monitor workload.

[11] MyWork is an online performance dashboard, setting out performance against a number of measures at an individual, team and

service area level.

CafcassAnalyticsTeam

Cafcass Analytics Team has created a wide range of tools, reports and dashboards which are now available in

one place on the intranet to provide all staff with easy access to detailed information to help support and

manage their work. This includes electronic case management reports, operational data, HR and workforce

data, workload weighting

[10]

and MyWork

[11]

An Assistant Director describes how the Analytics team helps her: “The richness of data and business

intelligence now available to me as a senior manager ensures that I am evidence-led in my decision making

and forward planning. The range of on-demand interactive tools and dashboards provide business critical

support to me and all our managers and staff.”

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Our innovaon and inuence in the family

jusce sector

InnovationWe are committed to trialling and evaluating new ways of working to help

improve outcomes for the children and families we work with and drive greater

efciency within the sector.

Privatelawreform

Supporting Separating Parents in Dispute Helpline

· This helpline, piloted in ve service areas, signposts separated parents to appropriate resolution

pathways.

· Evaluation at the start of the year evidenced the need for this service as well as its effectiveness.

On average over 200 calls were received each month in the ve service areas; 84% of surveyed

users would recommend the service; and 74% found their case worker helpful or very helpful.

· Findings and ongoing provision of the service have helped inform discussions on options for new

private law interventions.

Parenting Plan Meetings and discussions

· This service, piloted in three service areas, offered pre-court meetings supporting parents to discuss

issues and agree a twelve month plan for child arrangements. Meetings explore creating a child-

centred plan, consider methods to improve parental communication, and highlight options for

further support.

· In a nine month period, almost 250 enquiries were received. 34 face-to-face meetings and ve

telephone discussions (to trial increased service accessibility) took place. Users were positive about

the service with 80% of feedback stating that they would recommend the service to someone in a

similar position.

‘Out-of-court’ alternatives

· We are working with MoJ to increase the information and support available for separating parents

before court.

· We are also providing support to explore how alternative out-of-court options can most effectively

assist families to make safe and sustainable child arrangements. We focus particularly on how to

ensure safeguarding and the voice of the child are kept central to the process.

Publiclawreform

Settlement conferences

· We are participating in the judiciary’s pilot of ‘settlement conferences’. This is where the judge talks

directly to parties to discuss the likely outcome of their case, and the judge and Children’s Guardian

carry out a ‘mutual evaluation’ of a local authority’s case at pre-proceedings stage.

· This year 146 conferences took place, and 70% achieved a consent order out of court which means

an agreement on the next steps was made. Where this happened, a court hearing was avoided,

saving 178 days of court time.

· Such agreements are also hoped to reduce delay for children and stress for parents that can come

with a nal hearing. MoJ are monitoring and evaluating the impact of the scheme. Following initial

trials in Cheshire, Merseyside and Devon, the pilot is being extended to additional areas.

Cafcass Plus

· This model pilots our pre-court involvement in public law cases, with the aim of diverting cases

from court or narrowing issues and improving assessments. The Children’s Guardian acts as an

independent voice and works with local authorities and parents to assess the viability of child

protection plans. If cases progress to court, the Cafcass Plus work informs our initial case analysis

to reduce delay.

· This will be extended from three current areas (Lincolnshire, Derbyshire County and

Nottinghamshire) to two new areas (Bedfordshire and Birmingham); further evaluation is planned

to build on positive ndings from previous reports.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

ResearchOur data is a valued source of information across the family justice system. We

aim to use our unique position and insight to generate high impact and timely

research to inform our own practice and inuence policy across the family justice

system. We conduct our own research projects to inform practice, and support

high prole research by external researchers.

Internalresearch

· We published a study into cases featuring radicalisation concerns exploring the implications for social work

practice.

· We are collaborating with Women’s Aid, to better understand what is happening in child arrangements cases

where domestic abuse is alleged.

· We carried out a le review of cases featuring concerns about child trafcking, nding examples of children

and adults trafcked within the UK and into the UK.

· We explored best practice within high conict (rule 16.4) cases, to explore the quality and impact of Cafcass

involvement.

· Senior managers reviewed over 200 private law applications (C100s) received on two working days to

provide evidence on the proportion of cases containing risk factors and the type of risks, as well as those

which appear suitable to safely resolve out of court. This contributes to the evidence-base for our work with

MoJ piloting new private law services.

Externalresearch-publicationsofexternalresearchinvolvingCafcassthisyearincluded:

· evaluation of the impact of Family Drug and Alcohol Courts (FDAC)

· impact of the Public Law Outline (care proceedings reform) on child outcomes in the Tri-borough area

[12]

(nal report) and nationally (interim report)

· conicts of EU courts on child abduction

· unlocking children’s rights: strengthening the capacity of professionals in the EU to full the rights of

vulnerable children.

[12] Shared Children’s Services of Westminster City Council, Hammersmith and Fulham London Borough Council and Kensington and

Chelsea London Borough Council.

Collaborativeworking

This year we have built stronger links with research partners and are a key supporter of the proposed

‘Family Justice Observatory’ which has the potential to build a valuable evidence base to inform our practice.

This is being established by the Nufeld Foundation to improve both the research which is conducted into

family justice, and how it is used within the sector. We contributed to the call for evidence and our

participation will inuence the scope of future research programmes to help us better understand emerging

trends and needs of the children and families we work with.

We also began work with MoJ to analyse linked family court and education data to better understand the

demographic characteristics of children involved in the family justice system, which is a research priority for the

Family Justice Board. We supported MoJ research, with a Cafcass representative on the advisory group for the

study of settlement conference pilots, and participation of Cafcass staff in discussion groups for the study on

the effectiveness of the tandem model in public law proceedings.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

Inuence We aim to share our expertise and ideas on how best to meet the needs of

children and families involved in family proceedings, drawing on knowledge

from our frontline staff and the FJYPB, to better support those we work with.

We build and maintain positive working relationships with partner organisations

and interest groups so that we can share tools and knowledge to contribute to

wider sector improvement.

The following timeline highlights some of the key areas of work where we have

demonstrated our inuence.

We were involved in a case, Re Z,

at the High Court which will lead to

a change in legislationtoallow

singleindividualstobecomea

parentthroughsurrogacy. We

are also working with the

Department of Health and surrogacy

groups to produce clear guidance

on how surrogacy works in the UK,

including our safeguarding role.

May

TheArchersstorylineon Radio

4 drew attention to the issue of

coercive control: a blog from our

Principal Social Worker Sarah

Parsons promoted the child as

central to proceedings and set

out our structured framework for

responding to risk within such

cases. This includes the use of

evidence-based tools to assess the

impact of domestic abuse and

analyse whether contact is safe and

in the best interests of the child.

June

Ofstedreportedourpractice

leadershipas an example of good

practice for the sector, creating a

context for excellent practice by

designing strong systems to

support improvement. Of particular

note was our use of technology

to build culture and relationships

across geographic locations.

August

We attended Departmentfor

Education’s(DfEs)assessment

andaccreditationworkshopsto

help design the new system for social

workers and identify issues that will

affect Cafcass as the largest

national employer of social workers.

We responded to a consultation in

March, noting that any new

accreditation should help to build a

sustainable workforce and fully engage

with existing expertise in social work

across local authorities, Cafcass and

other agencies.

We heldworkshopswithMoJto

shareourexpertiseon

safeguardingand the voice of the

child from our private law work with

families in court and pre-court pilots.

This is part of joint work to develop

a clear out-of-court pathway, where

this is safe and appropriate. Progress

of this work was shared with family

justice partners.

October

TheFamilyJusticeYoung

People’sBoardcontinue to be

inuential within the family justice

sector to ensure that children are

at the heart of policy and practice.

Members organised and led their

annual Voice of the Child conference

for an audience of 200 professionals

from the sector. This year its focus

was on communication with children

and young people during

proceedings.

September

We provided our views on the new

framework in response to the Ofsted

consultationonthefutureof

socialcareinspection. We

emphasised that inspections should

be proportionate and used to drive

improvement.

We have continuedtowork

closelywithHMCTSto evaluate

and improve our joint processes,

including agreeing a standard

e-ling format for reports. This

ongoing partnership is essential to

future system-wide improvement.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Overview

November

We responded to the HomeOfce

andDfEconsultationon

mandatoryreportingandaduty

toact. We outlined concerns about

the impact of introducing mandatory

reporting to a system that is already

experiencing unprecedented demand

and highlighted the work already

underway to make the child

protection system safer.

We issued a jointstatementwith

ADCSontheprocessfor

settlementconferencesand

suitable cases where they can be

used.

January

We became a ‘partnerinpractice’

withNIGALA, the equivalent

agency to Cafcass for public law

cases in Northern Ireland.

Our Director of Resources, Julie Brown,

continues to work with tech industry leaders

to accessnewandemerging

thinkingfromoutsidethesectorto

provide ideas for innovative services and

effective forecasting capabilities. Cafcass

facilitated a session at the Digital Catapult

Centre to talk with industry experts on

sustainability and digital developments.

February

We jointlyhosteda‘CareCrisisSeminar’

withtheNufeldFoundationabout the

increasing volumes in care applications which

shared research, analysis and practice insights.

Trends and variations across local areas were

discussed, as well as ongoing research into

drivers of care applications and implications for

how they might be tackled, including recurrent

families (Karen Broadhurst), impact of poverty

(Paul Bywaters) and safeguarding pressures

(ADCS). Cafcass Chair Baroness Tyler called for

a whole-sector approach to tackle the issues

and pool skills, knowledge and inuence.

March

We launched our ‘myCourtroom

app’, an interactive simulation, to

demystify court proceedings for both

service users and social workers.

The service user version will help

litigants in person and children

understand what to expect at court.

The social work version links to court

skills training to support improved

evidence-giving in court by

practitioners within and outside

Cafcass.

We responded to the FamilyRights

Group’sknowledgeinquiryonthe

useofsection20voluntary

arrangements. Our response was based

on the joint guidance document issued

by Cafcass, ADCS and ADSS Cymru in

April 2016, which conrms that section 20

remains a viable option for many children.

We gave examples of the positive use of

section 20 and stressed the importance of

a robust review process to ensure section

20 status remains the appropriate legal

option for the child.

Secon 1.1

The performance report

Performance analysis

Financial commentary

In 2016-17, Cafcass was awarded grant funding of £113.5m from Central Government, plus £0.406m for

depreciation.

We also drew down from the sponsor separate additional funding of £1.546m for contact services.

A summary of how we spent our budget is shown below and further details are provided within our 2016-17

Accounts in Section 3.

The Cafcass Statement of Financial Position as at 31st March 2017 shows net liabilities of £193.340m, including

the pension liability of £191.853m. This reects the inclusion of liabilities falling due in future years which, to

the extent that they are not to be met from Cafcass’ other sources of income, may only be met by future grants

or grants-in-aid from Cafcass’ sponsorship department. This is because, under the normal conventions applying

to Parliamentary control over income and expenditure, such grants may not be issued in advance of need.

The pension decit at 31st March 2017 has increased compared with 31st March 2016 due principally to the

nancial assumptions that underpin this and so drive the estimation of the future liability. These assumptions

are proposed by scheme actuaries and scrutinised through the Audit and Risk Assurance Committee. They are

considered to be reasonable and reect a range of broader economic factors.

79,633

69.4%

2,507

2.2%

7,420

6.5%

Sta costs

£000

SECs

£000

Agency sta

£000

22,624

19.7%

Other

operang

charges

£000

406

0.4%

Depreciaon

and asset

write downs

£000

2,105

1.8%

Partnership

costs

£000

Total = £114,695

Please note that this 2016-17 chart

is exclusive of net AME spend of

£5,552.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

[13] Our current KPIs have been unchanged since 2012-13; see appendix for how these are calculated.

[14] In some private law cases which continue past the rst hearing, Cafcass is instructed by the court to complete a section 7 report.

Section 7 reports provide the court with relevant information about the child’s welfare and the practitioner’s assessment of what is in the

child’s best interests, and are based on interviews with adult parties, meetings with the child and any other relevant enquiries.

The aggregate amount owed to trade creditors at 31st March 2017 compared with the aggregate amount

invoiced by suppliers during the year, expressed as a number of days in the same proportion to the total

number of days in the nancial year, is equal to 1.02 days (0.65 days in 2015-16).

Interest of £nil has been paid or claimed by creditors under the Late Payment of Commercial Debts Act (£nil in

2015-16).

Parliament has voted Grant-in-Aid to Cafcass for the 12 months following the Statement of Financial Position

date. Therefore, despite the Statement of Financial Position of net liabilities, Cafcass operates as a going

concern.

Key Performance Indicators: how we have

performed

Howwemeasureperformance

Cafcass has four Key Performance Indicators (KPIs) which are agreed with our sponsor department

[13]

. These

cover our work in both public (care and adoption) and private law (arrangements for children, usually after

divorce and separation) cases.

· For both public and private law, we measure the percentage of ‘open’ (ongoing) cases which have an

allocated Cafcass practitioner – a Children’s Guardian in public law care cases (KPI 1) and a Family Court

Adviser in private law cases (KPI 3). We measure this because work can only be started on a case once an

individual practitioner is allocated to it. We aim for at least 97% of cases to be allocated.

· For public law, we measure how quickly a Cafcass practitioner is allocated to a case (KPI 2). We measure this

because we recognise that unnecessary delay negatively impacts children in public law proceedings, who need

safe and stable outcomes as quickly as possible. We aim for allocation within three days.

· For private law, we measure how many section 7 court reports

[14]

are completed by the date the court

has ordered them for (KPI 4). We measure this because we recognise the importance for families

of receiving our reports on the agreed date so that proceedings can progress and children have safe and

stable arrangements as quickly as possible. We aim for at least 97% of reports to be led on time.

Howwehaveperformedinpubliclaw

Careapplicationsreceived

1,400

1,200

1,000

800

600

400

200

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

2013-14

2014-15

2015-16

2016-17

Total: 14,554

Total: 12,792

Total: 11,159

Total: 10,620

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

[15] These applications can be public or private.

Rise in demand Newcases ‘Opencases’ Caseduration

We received on

average over

1,200new care

applications per

month

The overall number of

open public law care

cases rose from 9,071 in

March 2016 to 10,171 in

March 2017, a 12.1%

increase. The overall rise

in demand contributed to

this increase.

The average duration

of care cases has

reduced from 30 weeks

in 2015-16 to 29

weeksin 2016-17.

Received 14,554 care applications

higher than 2015-16

higher than 2014-15

13.8%

(1,762)

30.4%

(3,395)

Otherpubliclawcasetypes

Our public law work also involves ‘non-care’ cases, which are set out below. The snapshot number of open

‘non-care’ cases was 2,055 at the end of March 2017, compared with 1,900 at the end of March 2016, an

increase of 8.2%.

Numberofapplicationsreceived

Publiclawapplicationtype 2015-16 2016-17 Trend

Placement Order applications 2,341 2,528

Adoption applications involving Cafcass 1,112 1,079

Special Guardianship

[15]

applications 900 894

Standalone Supervision Order applications 394 487

Cafcass witnessing consent in respect of

relinquished babies and children

81 60

3.1%

23.6%

25.9%

0.7%

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

PubliclawKPIs

We continue to meet our allocation targets in public law (KPI 1 and KPI 2). This is a signicant achievement

given the rise in the number of cases received without increasing our workforce.

KPI1:theproportionofopenpubliclawcareworkloadallocatedtoanappointedChildren’sGuardian

97% - 100%

90% - 96%

0% - 89%

2014-15 2015-16 2016-17

99.7% 99.7% 99.4%

Performance against this indicator has

decreased slightly compared with

previous years but remains well within

the 97% - 100% ‘green’ target.

All service areas met the target over

the year as a whole; there were three

instances of a service area at ‘amber’;

there were no instances of ‘red’ ratings.

KPI2:thetimelinessofallocationtoanappointedChildren’sGuardianforallcareapplicationsreceived

2014-15 2015-16 2016-17

0.5

days

0.7

days

1.2

days

Performance against this indicator has

decreased slightly compared with

previous years but remains well within

the three working day ‘green’ target.

Nationally we met the target each

month. Four service areas were at

‘amber’ for one month; one service

area was at ‘amber’ for two months;

and two service areas were at a ‘red’

rating for one month.

Howwehaveperformedinprivatelaw

Privatelawapplicationsreceived

6,000

5,000

4,000

3,000

2,000

1,000

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Total: 40,824

Total: 46,636

Total: 37,415

Total: 34,119

2013-14

2014-15

2015-16

2016-17

0 - 2.9 days

3 - 4.9 days

5+ days

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Rise in demand Newcases ‘Opencases’ Caseduration

We received on

averageover3,400

newprivatelaw

applicationsper

month.

The overall number of open

private law cases rose from

15,033 in March 2016 to

17,021 in March 2017, a

13.2%increase.

The average duration

of our private law

cases has reduced from

22 weeks in 2015-16 to

19weeks in 2016-17.

Privatelawcasetypes

· ChildArrangementsOrders(CAOs) make up the majority of our private law work (87%). Of our 32,473

completed CAO cases, 68% were completed at the rst hearing, and 32% involved further work after the

rst hearing (a section 7 report). Of those cases involving a section 7 report, 27% had at least one more

report ordered during the case. A total of 35,850 safeguarding letters and 16,594 section 7 reports were

led.

For CAO cases which completed at the rst hearing, the average duration was eight weeks; for those which

involved work after the rst hearing the average duration was 41 weeks.

· Rule16.4appointmentsmay be made in some private law cases which means the child is separately

represented in court by a Children’s Guardian and a solicitor

[16]

. The number of new rule 16.4 appointments

has increased by 5.6% (from 1,778 in 2015-16

[17]

to 1,878 in 2016-17).

· ParentalOrderapplications, where parents have had a child through surrogacy, increased by 6.8%

(from 295 in 2015-16 to 315 in 2016-17).

· FamilyAssistanceOrders, where the Cafcass practitioner is required to advise and assist on the

implementation of the ordered child arrangements, decreased by 9.6% (from 488 in 2015-16 to 441 in

2016-17).

PrivatelawKPIs

We continued to meet our targets for ensuring cases have an allocated practitioner in private law (KPI 3) and

for completing section 7 reports within court-ordered timescales (KPI 4).

The slight performance decrease for KPI 4 may be explained by the increase in overall demand (see KPI 4 on

page 33). On average, where the target was not met, the report was led 2.4 calendar days late. It is worth

noting that where a section 7 report has an input to a hearing, they are led on average seven days before the

listed hearing in which they were due to be reviewed. The average ling time has also shortened compared

with previous years, from 11.9 days (2014-15) to 10.4 days (2016-17).

Received 40,824 private law cases

higher than 2015-16

higher than 2014-15

9.1%

(3,409)

19.7%

(6,705)

[16] These are typically made in complex and often long-running cases where the court believes that such representation is necessary to

safeguard the child’s interests. We have maintained effective liaison with local judges to ensure that such appointments are only reserved

for the exceptional cases where there are circumstances of signicant difculty and only made after consultation by the court with the local

Cafcass manager.

[17] This gure is based on an updated reporting method for rule 16.4 cases.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

KPI3:theproportionofopenprivatelawworkloadallocatedtoaFamilyCourtAdviser

97% - 100%

90% - 96%

0% - 89%

2014-15 2015-16 2016-17

99.4% 98.7% 98.7%

Performance against this indicator is

similar to the previous year and remains

well within the 97% - 100% ‘green’

target.

All of the 17 service areas met the

target in each individual month.

2014-15 2015-16 2016-17

97.8% 98.8% 97.1%

Performance against this indicator has

decreased compared with previous

years, but met the 97% - 100%

‘green’ target.

Eight service areas met the ‘green’

target; the remaining nine service

areas performed at ‘amber’ level

ranging from 93.7% to 96.9%.

KPI4:theproportionofsection7reportsthatmeettheiragreedlingtimes

97% - 100%

90% - 96%

0% - 89%

Averagelingtimesofsection7reports(inweeks)

12.0

10.0

8.0

6.0

4.0

2.0

0.0

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

14.0

16.0

Average: 11.9

Average: 10.4

Average: 10.9

2014-15

2015-16

2016-17

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Compliments,complaintsandothercorrespondence

We aim to respond to concerns raised about our work in a way which prioritises the safeguarding and

promotion of children’s welfare.

Complaintsandcompliments

We take account of service users’ feedback and aim to put things right wherever possible. We also record

compliments to learn from and to share good practice.

This year we updated our Complaints and Compliments procedure to help service users navigate the process

more easily. We claried the process for abusive or threatening complaints, and such complainants are now

warned about their behaviour and given the chance to re-submit their complaint.

A quarterly analysis of complaints and compliments is carried out, with learning shared through the quarterly

learning log.

InvestigationsbytheParliamentaryHealthServiceOmbudsman(PHSO)

The PHSO proposed to investigate 32 complaints about Cafcass, with 25 of those being conrmed as

investigations during the year. This is a decrease from previous years, which we attribute to the PHSO closing

more cases at their assessment stage.

We received 28 nal reports in 2016-17 and we complied with all recommendations made. We have continued

to work effectively with the PHSO during their period of restructure.

PHSOdecisiononcomplaints(2016-17)

Upheld Partlyupheld Notupheld

4 13 11

Othercorrespondence

We received 988complaints.

This means we receive only three complaints for

every 1,000 open cases.

We completed 97% of responses to these within

our target of 15 working days.

We received

427

compliments

(one compliment

for every two

complaints).

We received

Subject Access Requests

(SARs).

We processed 100% of these

within the required timescale.

We received

143

Freedom of Information

Requests (FOIs).

We processed 100% of these

within the required timescale.

We responded to

159

enquiries made by MPs on

behalf of their constituents.

We responded within seven

working days on average.

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

SustainabilitySteeringGroup

We have a Sustainability Steering Group (SSG), chaired by the Director of Resources, which monitors our

progress and promotes sustainable practice within Cafcass. Recent initiatives include:

· Reducing our use of paper through the provision of IT ‘paperless working’ training, smartphone access to

casework, secure digitised post, and a new PIN-based printing service.

· Providing tools to help staff make more informed travel choices including a ‘travel emissions calculator’. This

calculates how energy-efcient different modes of transport are for a trip.

· Introducing a ‘Food for Thought’ section in the health and wellbeing newsletter to encourage staff to think

food sustainability as well as nutrition, such as how far it has to travel, its amount of packaging, and its

impact on local communities.

2012-132013-142014-152015-162016-17

Reamsofpaper

£46,000 £8,000

Sustainability report

Cafcass is committed to sustainable practices which take into account our environmental, economic and social

impact.

Environmental Economic Social

Deliver plans in line with the Greening

Government Commitments (GGC).

Buy more sustainable and efcient

products and contract with small

businesses.

Uphold and share values of

corporate social responsibility.

17,865

14,535

9,233

5,739

3,529

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Targetarea1:reduceouremissions

We continue to achieve lower greenhouse gas emissions, already exceeding the 2020 target.

· Work to reduce travel-related emissions, and related costs, include our exible working policy, our video

conferencing enabled laptops, and our encouragement of staff to travel ‘sustainably smart’. This has been

complemented by our policy change in 2015-16 to limit travel to that which is business-critical and ensure it

is booked in advanced wherever possible.

· An increase in domestic ights in the last two years will be targeted by the SSG to ensure reduction by the

2020 target.

· We have also introduced ‘smart meters’ to ensure accurate billing for utilities and our expenditure on energy

has reduced.

Targetby2020 Indicator 2016-17 2015-16 2014-15

Baseline

(2009-10)

Target

progress

Reduce

greenhouse gas

emissions by at

least 32%

Scope 1 and 2

emissions: site

based, leased

transport, and

supplied energy

(tonnes CO

Scope 3

emissions:

business travel

using non-owned

transport

(tonnes CO

Total emissions

(tonnes CO

Target met

Target on track to be met

Target not yet met

*Data has been compared with 2014-15, as baseline 2009-10

data not held.

508

1,208

1,716

646

1,290

1,936

653

2,067

2,720

2,298

884

[20]

3,182

Met

46%

PerformanceagainstourGreeningGovernmentCommitments

We have met, or are on track to meet, the ve GGC target areas. Each target area contains specic targets;

these targets, and our performance, are set out in tables below

[18]

. Our overall reductions can be partly

attributed to the reduction in our number of ofces

[19]

[18] GGC targets are for achievements by 2020 compared to 2009-10 baseline gures. Target and trend data is therefore set out in relation

to baseline gures. Where baseline gures are not held, target and trend data compares current data to 2013-14. Cafcass 2009-10 gures

were calculated according to measures at our previous sponsor department, DfE. A comparison of the last three years may provide more

accurate information on our progress.

[19] Number of ofces: 90 (2009-10, baseline); 43 (2014-15); 40 (2015-16); 37 (2016-17).

[20] Excludes domestic air travel (data not held).

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Targetby2020 Indicator 2016-17 2015-16 2014-15

Baseline

(2009-10)

Target

progress

Reduce energy

usage

Electricity

(MWh)

Gas

(MWh)

Total energy

(MWh)

Targetby2020 Indicator 2016-17 2015-16 2014-15

Baseline

(2009-10)

Target

progress

Reduce number of

domestic ights by

at least 30%

Domestic air

travel (number

of ights)

Financialindicators 2016-17 2015-16 2014-15

Baseline

(2009-10)

Trend

Energy and travel

costs

Total energy

(£000s)

Ofcial business

travel

(£000s)

Domestic air

travel

(£000s)

Totaltravel

(£000s)

804

622

1,426

976

714

1,690

1,024

567

1,591

3,380

2,913

6,293

115

Not yet

met

225%*

155

622

166

664

137

660

338

719

643

671

666

719

54%

£183,000 saved

£76,000 saved

Met

77%

11%

Not

held

Not

held

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Targetarea2:improveourwastemanagement

We have substantially reduced our overall waste generated, and have achieved reductions in the proportion of

waste sent to landll although this has not yet met the 2020 target. Our waste management data is currently

based on some estimated gures due to diverse lease arrangements across our 37 ofces

[21]

. A new reporting

system will be implemented next year to improve accuracy by recording data for ofces for which we are

directly responsible.

· Recycling is encouraged in all ofces and all condential paper waste is recycled under a national scheme.

This year we surveyed existing recycling facilities to create a standard minimum provision.

· As part of our social impact practice, IT equipment that is no longer needed is disposed of ethically by

donating it to schools or charities where possible.

Targetby2020 Indicator 2016-17 2015-16 2014-15

Baseline

(2009-10)

Target

progress

Reduce landll

proportion to

under 10% of

overall waste

Increase

proportion of

waste which is

recycled

Reduce overall

waste

Hazardous waste

(tonnes)

Non-hazardous

waste: landll

(tonnes)

Non-hazardous

waste: reused/

recycled

(tonnes)

ICT waste:

recycled

(tonnes)

ICT waste:

reused

(tonnes)

Total waste

(tonnes)

263

0.5

1.2

0.3

307

Total

waste

78%

[21] The majority of our ofces have third party landlord waste disposal arrangements so actual data cannot be reported on; only

condential waste recycling and IT waste is based on actual data. For this reason some gures are based on estimates and should be read

with caution. Financial data is based on actual spend.

32%

decrease

46%

of total

waste

Not yet met

Landll:

Not yet met

Recycled

proporon:

Met

Not

held

Not

held

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Financialindicators 2016-17 2015-16 2014-15

Baseline

(2009-10)

Trend

Waste

management costs

Non-hazardous

waste: landll

(£000s)

Non-hazardous

waste: reused/

recycled

(£000s)

Total disposal

(£000s)

Targetby2020 Indicator 2016-17 2015-16 2014-15

Baseline

(2009-10)

Target

progress

Reduce paper

usage by at least

50%

Paper

consumption

(reams)

Financialindicators 2016-17 2015-16 2014-15

Baseline

(2009-10)

Trend

Paper costs

Paper

(£000s)

Not

held

Not

held

Not

held

3,529 5,739

9,233

Not

held

Not

held

59%

£10,000 saved

£70,000 saved

76%

62%

Met

69%

£18,000 saved*

Cafcass Annual Report and Accounts 2016-17

Section 1 | The performance report | Performance analysis

Targetarea3:reduceourwateruse

Our use of water has almost met the GGC target, and has remained steady over the last three years. National

water arrangements will be explored next year following the deregulation of water companies, as this will

enable greater access to water monitoring and saving initiatives.

Targetby2020 Indicator 2016-17 2015-16 2014-15

Baseline

(2009-10)

Target

progress

Reduce water

usage to 3m

per

FTE

Total water

consumption

(m3)

Water

consumption per

FTE (m3)

Financialindicators 2016-17 2015-16 2014-15

Baseline

(2009-10)

Trend

Water costs

Water supply

and sewage

(£000s)

Targetarea4:buying‘greener’productsandservices

We are committed to meeting the Government Buying Standards (GBS) best practice specications wherever

possible which help deliver sustainable procurement to meet GGC targets. All common goods and services are

procured by the Crown Commercial Service (CCS), which streamlines procurement processes, provides value

for money and also establishes ‘framework agreements’ to include a sustainable products that meet the GBS

mandatory levels.

Targetarea5:beingtransparentandopen

We report our sustainability data to MoJ quarterly, and an annual return is completed at the end of each

nancial year.

Biodiversity Action Planning is not relevant to the Cafcass estate

as we do not own any open spaces; we consider climate change

within the SSG.

Sustainable procurement: we are on track to meet the 2020

government target of 33% of procurement spending to reach small

and medium-sized enterprises (SMEs). All our contracting

requirements over £25,000 are advertised on the Contract Finder

website and are open to the SME market.

855

1,401

1,377

Not

held

3.05

3.57

3.32

Not

held

On track

74%

£23,000 saved

Total procurement

spend

23%

current spend

with SMEs

On track

Secon 2

The accountability report

Corporate Governance report

Overview

Summary

This secon reviews and evaluates the governance, risk

and control arrangements in place in Cafcass. It also sets

out how we are organised and who is responsible for

managing and running Cafcass, including our Chief

Execuve, our Chair of the Board, members of the Board,

and our Corporate and Operaonal Management Teams.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

The Directors report

The Directors present their annual report, together with the nancial statements and auditor’s report

[22]

. The

Chair of the Cafcass Board is Baroness Claire Tyler. The Board is made up of non-executive members, listed

below, who have been appointed in accordance with the Membership, Committee and Procedure Regulations

2005

[23]

· Baroness Claire Tyler (Chair)

· Mary MacLeod (Deputy Chair; Quality Committee Chair)

· John Lakin (Performance Committee Chair)

· Francis Plowden (Audit and Risk Assurance Committee Chair)

· Fay Selvan

· Stuart Smith

· Nickie Aiken

· Caroline Corby

· Deep Sagar

· Paul Grant

· Sir Mark Hedley (co-opted member, appointed January 2016)

We also have two advisors to our Quality Committee:

· Joanna Nicolas (special advisor)

· Professor Simon Hackett (academic advisor)

Board members have a duty to declare any private interests relating to their public duties and to take steps to

resolve any conicts arising in a way that protects the public interest; a register of interests can be found on

our website.

Personaldatarelatedincidents

No personal data breaches fell within the criteria for reporting to the Information Commissioner’s Ofce

(ICO)

[24]

during 2016-17. Further detail on our information assurance processes is set out in the governance

statement.

[22] This report uses the convention of conrming whether information is audited or non-audited in footnotes.

[23] Regulation 6 sets out eligibility to be a Board member, including the requirement that Board members are non-executive; executive

staff attend Board meetings but are not Board members.

[24] The criteria for reporting to the ICO is set out within ICO guidance titled ‘The notication of data security breaches to the ICO’.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

The statement of Accounng Ocer’s

responsibilies

Under the Criminal Justice and Court Services Act 2000, the Secretary of State has directed Cafcass to prepare

for each nancial year a Statement of Accounts in the form and on the basis set out in the Accounts Direction.

The accounts are prepared on an accruals basis and must give a true and fair view of the state of affairs of

Cafcass and of its net resource outturn, application of resources, changes in taxpayers’ equity and cash ows

for the nancial year.

In preparing the accounts, the Accounting Ofcer is required to comply with the requirements of the

Government Financial Reporng Manual and in particular to:

· observe the Accounts Direction issued by the Secretary of State, including the relevant accounting and

disclosure requirements, and apply suitable accounting policies on a consistent basis;

· make judgements and estimates on a reasonable basis;

· state whether applicable accounting standards as set out in the Government Financial Reporting Manual

have been followed, and disclose and explain any material departures in the nancial statements; and

· prepare the nancial statements on a going concern basis.

The Principal Accounting Ofcer of the Ministry of Justice has appointed the Chief Executive as Accounting

Ofcer of Cafcass. The responsibilities of an Accounting Ofcer, including responsibility for the propriety and

regularity of the public nances for which the Accounting Ofcer is answerable, for keeping proper records and

for safeguarding Cafcass’ assets, are set out in Managing Public Money published by the HM Treasury.

As far as the Accounting Ofcer is aware, there is no relevant audit information of which Cafcass’ auditors are

unaware. He has taken all the steps that he ought to have taken to make himself aware of any relevant audit

information and to establish that Cafcass’ auditors are aware of that information.

The Accounting Ofcer conrms that the annual report and accounts as a whole is fair, balanced and

understandable. He takes personal responsibility for the annual report and accounts and the judgments

required for determining that it is fair, balanced and understandable.

The governance statement

Cafcass is an executive non-departmental public body (NDPB) for which I, Anthony Douglas, am the Chief

Executive and the Accounting Ofcer. I am personally responsible and accountable to Parliament for the

organisation and quality of the work carried out by Cafcass, including its use of public money and the

stewardship of its assets.

There have been no material changes in our governance framework. Our governance arrangements satisfy the

requirements of the main principles of the Corporate governance in central government departments: Code of

Good Pracce that are relevant to Cafcass. I consider our Governance Framework to be effective.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

TheMinistryofJustice

As a NDPB, Cafcass is accountable to our sponsoring department, the Ministry of Justice (MoJ). We work within

the strategic objectives agreed with MoJ. We agree an annual National Business Plan with MoJ which reects

our statutory duties, our contribution to MoJ targets, and our plans to deliver efciency targets. In 2016-17,

regular meetings have been held between Cafcass and MoJ where performance against these requirements has

been scrutinised. We work closely with MoJ on policy development and we contribute in agreed, dened ways

to MoJ policy objectives for the family justice system.

TheCafcassBoard

The Board use their expertise and experience to establish the organisation’s strategic aims and objectives. Their

work is supported by three main committees:

· Audit and Risk Assurance Committee (ARAC): provides assurance to the Board and Accounting Ofcer on

audit, risk and control issues.

· Performance Committee: supports the Board in scrutinising performance against Key Performance Indicators

(KPIs) and monitoring our contribution to family justice key performance measures.

· Quality Committee: supports the Board in assessing the quality of safeguarding practice and casework.

The Board met formally four times in the year and the Committees met quarterly. There is also a Remuneration

Committee which is convened as and when needed; this met once during 2016-17. The following table lists our

Board members and their attendance at meetings of which they are members.

The Family Justice Young People’s Board (FJYPB) acts across the whole of the family justice system, and is

integral to the family justice reform process. Two representatives of the FJYPB attend each Board meeting and

provide an update about their work.

Meetingsattendedpermemberoutofthoseeligibletoattend

Boardmember Board ARAC Quality Performance

Baroness Claire Tyler (Chair) 4 of 4 - - 4 of 4

Mary Macleod (Deputy Chair) 4 of 4 4 of 5 4 of 4 -

John Lakin 4 of 4 4 of 5 - 4 of 4

Fay Selvan 4 of 4 - 3 of 4 -

Stuart Smith 4 of 4 - 2 of 4 3 of 4

Francis Plowden 4 of 4 5 of 5 - -

Nickie Aiken 3 of 4 - - 2 of 4

Caroline Corby 3 of 4 5 of 5 4 of 4 -

Deep Sagar 4 of 4 5 of 5 4 of 4 -

Paul Grant 4 of 4 - 3 of 4 3 of 4

Sir Mark Hedley (co-opted member) 2 of 4 - - -

AdvisortoQualityCommittee

Joanna Nicolas - - 4 of 4 -

Professor Simon Hackett - - 3 of 4 -

External

Internal

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

External

Internal

Internalmanagementstructure

I am currently supported by three Directors, who make up the Corporate Management Team (CMT): the

Director of Strategy, the Director of Resources and the National Service Director. CMT meets weekly and

collectively we lead and manage the organisation.

The Operational Management Team (OMT) is led by the National Service Director. Its membership is made

up of the Assistant Directors, operational Heads of Practice, and staff from teams which directly support

operational services including Finance, Human Resources and Business Analysis. OMT meets monthly to

manage performance across the country.

Service Area Meetings take place locally every month in each service area to translate the corporate and

operational agenda into local actions. Local team meetings complete this cascade structure and process, which

includes the learning both from mistakes and from best practice.

We have internal boards and groups which are managed by members of the CMT to ensure that we keep

abreast of regulations and requirements in line with good governance principles: an Innovation Project

Development Board, a Board Strategy Group, an Information Assurance Board, a Business Continuity Steering

Group, a Budget Approval Panel, and a Sustainability Steering Group.

Corporate

Management Team

(CMT)

Parliament

Remuneration

Committee

Audit and Risk

Assurance Committee

Secretary of State

(through nominated

Minister)

Chair of Cafcass

Chief Executive

(Accounting Officer)

Cafcass

Board

Performance

Committee

Quality

Committee

Innovation

Project

Development

Board

Budget

Approval Panel

Board-led

Strategy

Group

Operational

Management Team

(OMT)

Family Justice

Board

Family Justice Young

People’s Board

Service Area Management

Teams; Local Teams; Front

line staff

Permanent Secretary

Principal Accounting Officer

Business Assurance

Meetings (BAM)

Research

Governance

Committee

Customer

Services Team

Information

Assurance

Board

Business

Continuity

Steering Group

Sustainability

Steering Group

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

TheBoard’sperformance

The membership of the Board has been consistent during the year. During 2016-17 the Board has continued to

govern and perform well. As well as the Chair conducting regular catch-ups with members on performance, we

repeated the Board effectiveness review. This was conducted by an external provider, as an additional form of

assurance. The results show that the Board is adding value and providing strong leadership.

I am condent that the quality of the data used by the Board is robust. All reports prior to submission to

the Board are subject to stringent quality assurance processes by senior managers. The effectiveness of the

systems that generate the nancial and performance data contained within the reports is evidenced through

positive internal audit and inspection results. None of these results this year, or in the previous year, were of a

low or inadequate opinion

[25]

. We aim to keep reports clear, concise and focused on the purpose of the Board’s

reviewing. An example of this is our Performance Dashboard, which provides an overall high level position and

assessment of our performance against our strategic objectives and risks and is aligned with the corporate

work programme which drives the actions needed to meet our objectives.

Assurancearrangements

The Audit and Risk Assurance Committee (ARAC) has oversight of the organisation’s governance, risk and

internal control frameworks. It receives reports on matters of assurance and oversees the preparation and

publication of the nancial statements each year.

The ARAC oversees the internal audit programme work and delivery arrangements. The Head of Internal

Audit role and internal audit programme were provided through MoJ Internal Audit Shared Service until 30th

September 2016, at which point the service was transferred to the Government Internal Audit Agency, who

remain our Internal Auditors.

Internalaudit

The planned programme of audit work was met during the year which included ve nal audit reports, three

rated Moderate

[26]

and two rated Substantial

[27]

. Cafcass was given an overall assurance of Moderate.

Rating Audit

Substantial Health and Safety, August 2016

Moderate Area Quality Reviews, November 2016

Moderate Health and Wellbeing Benets Scheme, November 2016

Moderate Complaints and Compliments, March 2017

Substantial National Business Centre – Call Centre, April 2017

Strategicandbusinessplans

We maintain a strategic plan which sets out the priorities for the organisation. We have a dashboard for the

national business plan and strategic plan which tracks and reports on the performance of relevant activities.

This is updated quarterly and monitored by the CMT and the Cafcass Board. The strategic plan remains in force

for the next nancial year. CMT conducts a review of key work priorities for the coming year and these are

shared with the Board at their planning day in April each year.

[25] This means that none of the areas reviewed by the internal auditors was found to have a control framework of low or inadequate

design or operation.

[26] ‘Moderate’ rating denition: some improvements are required to enhance the adequacy and effectiveness of the framework of

governance, risk management and control.

[27] ‘Substantial’ rating denition: the framework of governance, risk management and control is adequate and effective.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

Businesscontinuityplanning

Business continuity planning creates resilience within our processes and tools (such as IT systems) so that we

can continue to deliver our service effectively during unexpected disruptive events. Each Cafcass site has a

continuity plan in place. Our Business Continuity Steering Group and Incident Management Team support this

work. A test of continuity planning was successfully carried out in the National Business Centre during 2016-17.

Riskmanagementandprole

Our risk management policy sets out our approach to risk management and clearly outlines our responsibilities

in the management of risk throughout the organisational structure, including how risk is escalated.

Our strategic risks are captured in a risk register which is reviewed at every meeting of the ARAC, the lead

Board Committee (Quality or Performance) and quarterly by the Board. Our register identies the risks to the

achievement of our strategic priorities and objectives, and the mitigations are categorised using a three-line

of defence model; operational controls, management monitoring, and independent assurance. In addition, this

year we have introduced a separate risk assessment of the wider environment in which we work, to provide

more transparency around our understanding and management of risks outside the organisation, which do or

could impact on our work.

During the year, we identied a number of noteworthy areas within our strategic risk prole:

· The in-year funding situation was again considered manageable and the reduction in spending during

the year was made without service detriment. Funding for subsequent years remains an area of risk

as the level of demand continues to place pressure on the service, driving a need for more resources if

quality and performance are not to be compromised.

· Our assessment of the risk to maintaining quality of casework was increased during the year, in

acknowledgment of the continual increase in demand and the consequent increase in individual workloads.

· The assessment of residual risk relating to demand was retained at Amber to acknowledge the rising

demand in both public and private law applications and the uncertainty of the duration of the continual

rise.

· We introduced a separate risk relating to workforce capacity where previously we had a broader strategic

risk around workforce generally, given that a talented and engaged workforce of sufcient size and stability

is absolutely critical to service delivery. While we believe the engagement of the workforce is still strong, the

overall capacity is signicantly stretched.

Informationassurance

Our position statement on Cafcass’ information assurance arrangements is as follows:

· The National Child Care Policy Manager remains the Senior Information Risk Owner (SIRO) for Cafcass

and is supported in this role by the Information Assurance Ofcer and IT Operations Manager.

· The quarterly Information Assurance Board (IAB) meetings have in attendance Cafcass’ business area

Information Asset Owners, who regularly assess any information management associated risks. The

IAB also discusses the log of data breaches and monitors any changes in the nature of breaches.

· An annual data breach report is presented to ARAC for further scrutiny and oversight.

· Information stored electronically, which involves all current case information, is considered to be

appropriately secure as we maintain compliance with recommended government security levels. This is

audited independently and all electronic devices are encrypted.

· We continue to use Egress Switch which allows personal data to be sent securely via email to service

users and external agencies.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Corporate Governance report

[28] The criteria for reporting to the ICO is set out within ICO guidance titled ‘the notication of data security breaches to the ICO’.

[29] In 2016-17 Cafcass received 40,824 new private law cases which represents a 9.1% increase compared with the previous year; 14,554

new care cases which represents a 13.8% increase compared with the previous year.

[30] ‘Unauthorised disclosures’ are instances where personal data has been disclosed in error to the wrong person, but which has been

recovered or securely destroyed in order to limit the impact of the breach.

· We continue to promote awareness and good practice through regular news items and training.

Completion rates of our previous training package, the Cabinet Ofce’s ‘Responsible for Information’,

have been maintained at 90%. A new Cafcass-specic training package was launched in September

2016, based on our policies and processes.

· We report our position annually in relation to the Security Policy Framework and planned future work to

the Cabinet Ofce via MoJ. We continue to self-assess at a high level of assurance.

As set out above, no personal data breaches fell within the criteria for reporting to the Information

Commissioner’s Ofce (ICO)

[28]

. However, all incidents are taken seriously, recorded, and responded to. There

were 236 data breaches in 2016-17. This reects incidents in a very small proportion of cases: 0.4% of cases

received 2016-17 (and a far smaller percentage of total communications).

This is an increase in number compared with the previous year (156 in total), although this increase may in

part reect the fact that Cafcass processed thousands more cases this year compared with previous years

[29]

which necessarily involved an increase in Cafcass’ overall case correspondence.

The majority of data breaches (82%) involve paper correspondence being delivered to a wrong address.

We continue to take steps to automate and digitise correspondence where possible so that manual error is

reduced. Updates include:

· automated email verication processes to increase email contacts held

· automated ‘workow’ processes to send electronic correspondence directly from the case management

system

· a new printer service which enforces PIN use for printing, to reduce the risk of mixing paper

documents which relate to different cases.

Summaryofotherprotectedpersonaldatarelatedincidentsin2016-17

Data breaches reported internally according to Cabinet Ofce guidance, none of which fall within the criteria for reporting

to the Information Commissioner’s Ofce

Category Natureofincident Total

I Loss of inadequately protected electronic equipment,

devices or paper documents from secured Government

premises

II Loss of inadequately protected electronic equipment,

devices or paper documents from outside secured Cafcass

premises

III Insecure disposal of inadequately protected electronic

equipment devices or paper documents

IV Unauthorised disclosure

[30]

219

V Other 3

Overallconclusions

I consider that our governance framework is operating effectively and is proportionate to the risks and

challenges facing us. Our focus is squarely on supporting the frontline service which continues to operate under

signicant demand pressure. So assuring the safety and quality of work for all cases referred to us through

the careful balancing of resource and demand management is paramount. This in turn places pressure on

supporting functions as key enablers of service delivery so we continue to prioritise work to make best use of

our contracts, technology and estates. There will never be the level of resources available to us that would

make the work we do risk free and I would question whether that would be a good use of resource. But I do

consider we have the right governance framework for us, and one which I will always keep under review.

Secon 2.1

The accountability report

Remuneraon and sta report

This secon sets out the pay and benets received by

Cafcass Directors and Board members, our pay and

pensions policies, details of sta numbers and costs,

and our policies supporng sta, including equality and

diversity commitments.

Overview

Summary

Remuneraon policy

The remuneration for Cafcass Directors is recommended by a Remuneration Committee made up of three

Cafcass Board members: the Chair, the Deputy Chair and the Chair of the Audit and Risk Assurance Committee

(ARAC). MoJ reviews the Remuneration Committee’s proposals and also approves annual pay reviews and

performance-related payments for the Chief Executive. Cafcass salaries are established by considering factors

such as relevant external comparator pay levels, internal relativities, affordability, recruitment and retention

risks, and political sensitivity. There is no planned change to this policy for the 2017-18 nancial year.

The remuneration for Cafcass Board members is determined by MoJ.

Service contracts

Cafcass’ appointments of Directors are made in accordance with the Cafcass Recruitment and Retention Policy.

This policy recognises that in order to provide a high-quality service to the children and families that we serve,

it is vital that we recruit and retain people through fair and open competition who share our aims and values,

and have the requisite skills and abilities to perform to a consistently high standard.

Unless otherwise stated, staff covered by this report hold appointments that are open-ended. Members

of Cafcass’ Corporate Management Team (CMT) are required to provide four or six months’ notice to

terminate their contract. Early termination by Cafcass, other than for gross misconduct, would result in the

individual receiving compensation by way of payment in lieu of notice, as set out in the individual contract of

employment. No such payments were made to senior executives during the year.

Cafcass Board members are appointed by MoJ according to the Children and Family Court Advisory and Support

Service (Membership, Committee and Procedure) Regulations 2005, which sets out all terms of appointment

except remuneration which is determined by the Secretary of State. Board members are statutory ofce holders

and, as such, do not hold a contract of employment. Cafcass Board members are appointed on one, two or

three-year terms.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

Remuneraon of Cafcass Board members and

senior management

Remuneration includes gross salary, bonus payments (up to 10% performance-related pay applicable to some

CMT members), benets in kind, and pension benets (employer’s pension contributions). More detail on these

is set out below the remuneration tables.

SingletotalgureofremunerationforCafcassBoardmembers

Boardmembers Salary

(£000)

Bonus payments

(£000)

Benets in kind

(to nearest

£100)

Pension benets

(£000)

[31]

Total

(£000)

2016-17 2015-16 2016-17 2015-16 2016-17 2015-16 2016-17 2015-16 2016-17 2015-16

Baroness Claire Tyler of

Eneld (Chair)

35-40 35-40 - - - - - - 35-40 35-40

Mary MacLeod (Deputy

Chair) OBE

5-10 5-10 - - - 100 - - 5-10 5-10

Kamaljit Kaur-Singh (until

30th June 2015)

- 0-5 - - - - - - - 0-5

Honor Rhodes OBE (until

30th June 2015)

- 0-5 - - - - - - - 0-5

John Lakin

5-10 5-10 - - 1,900 500 - - 10-15 10-15

Francis Plowden

5-10 5-10 - - - - - - 5-10 5-10

Fay Selvan

5-10 5-10 - - 1,200 500 - - 10-15 10-15

Stuart Smith

5-10 5-10 - - 1,000 600 - 10-15 10-15

Geoffrey Bush CB DL (until

31st July 2015)

- 0-5 - - - 100 - - - 0-5

Nickie Aiken

5-10 5-10 - - - - - - 5-10 5-10

Caroline Corby

5-10 5-10 - - - - - - 5-10 5-10

Paul Grant

5-10 5-10 - - 1,300 500 - - 10-15 10-15

Deep Sagar

5-10 5-10 - - 500 300 - - 5-10 5-10

Sir Mark Hedley (from

January 2016)

0-5 - - - 100 - - - 0-5 -

[31] The value of pension benets accrued during the year is calculated as (the real increase in pension multiplied by 20) plus (the real

increase in any lump sum) less (the contributions made by the individual). The real increases exclude increases due to ination or any

increase or decreases due to a transfer of pension rights.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

SingletotalgureofremunerationforDirectors

[32]

Directors Salary

(£000)

Bonus payments

(£000)

Benets in kind

(to nearest

£100)

Pension benets

(£000)

[33]

Total

(£000)

2016-17 2015-16 2016-17 2015-16 2016-17 2015-16 2016-17 2015-16 2016-17 2015-16

Anthony Douglas CBE,

Chief Executive

160-165 160-165 - - - - - - 160-165 160-165

Julie Brown, Director of

Resources

125-130 125-130 10-15

[34]

10-15

[35]

- - 39 35 170-175 170-175

Christine Banim, National

Service Director

110-115 105-110 5-10

[34]

10-15

[35]

- - - - 115-120 120-125

Helen Watson, Director

of Strategy (joined on 1st

September 2015)

125-130 70-75 - - - - 37 22 160-165 90-95

PaymentstopastDirectors

[36]

Jabbar Sardar, Director of

HR & OD (left post 31st

December 2015)

- 105-110 - 10-15

[37]

- - - 30 - 150-155

Bruce Clark, Former

Director of Policy (left

Directorate post 31st May

2013)

- 15-20

[38]

- - - - - - - 15-20

Salary

‘Salary’ includes: basic salary, London Weighting, honorarium, overtime, market supplement (discretionary

payment for some posts to aid retention and recruitment), buy-back of untaken annual leave, and Pay in Lieu

of Notice (PILON).

Bonuspayments(performance-relatedpay)

Performance-related pay (PRP) is based on performance in the year. Targets are set annually and based on

overall performance towards the achievements of the Business Plan objectives (stated below). Threshold

performance would result in a PRP payment of no more than 10% of basic salary. Performance below threshold

would result in no payment being paid.

PRP awards for Cafcass staff are determined by the Chief Executive and must be endorsed by the

Remuneration Committee. PRP for the Chief Executive is determined by the Remuneration Committee and MoJ.

The strategic objectives that are relevant for PRP consideration are to:

· show continuous improvement in our performance and in the quality of our work;

· innovate and reform in public and private law, so as to use our resources to best effect;

· develop an evidence base that analyses the diversity related needs of service users and in turn briefs and

trains our staff to respond to these changes;

· continue delivering savings packages required by innovating throughout all front and back ofce functions

and across organisational boundaries;

· use our unique position and insight to generate high impact and timely research to inform our own practice

and inuence that across the family justice system.

[32] This information has been audited.

[33] The value of pension benets accrued during the year is calculated as (the real increase in pension multiplied by 20) plus (the real

increase in any lump sum) less (the contributions made by the individual). The real increases exclude increases due to ination or any

increase or decreases due to a transfer of pension rights.

[34] Related to performance in 2015-16 nancial year but paid in 2016-17 following sponsor department approval.

[35] Related to performance in 2014-15 nancial year but paid in 2015-16 following sponsor department approval.

[36] This information has been audited.

[37] Related to performance in 2014-15 but paid in 2015-16 following sponsor department approval.

[38] Payments in relation to commissioned work as hourly paid senior manager.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

Benetsinkind

The monetary value of benets in kind covers any non-cash benets provided by Cafcass and treated by HM

Revenue and Customs as a taxable emolument. Board members’ travel costs to the Cafcass National Ofce are

reimbursed to them, which acts as a benet in kind.

Pensionbenets

This sets out the value of pension benets accrued during the year which were paid by Cafcass as employer’s

contributions. The contribution rate from April 2016 is 15.8%.

Pension entlements for Directors

Pension benets are provided by the West Yorkshire Pension Fund (WYPF), to which Cafcass makes employer’s

contributions. Further information on the Cafcass pension schemes can be found in notes 1(f) and 22 in the

Accounts and pages 52 and 59.

Theaccruedpensionatage60is the pension earned that the member is entitled to receive when they

reach pension age, or immediately on ceasing to be an active member of the scheme if they are already at or

over pension age.

Cashequivalenttransfervalue(CETV)is the actuarially assessed capitalised value of the pension scheme

benets accrued by a member at a particular point in time. A CETV is a payment made by a pension scheme or

arrangement to secure pension benets in another pension scheme (or arrangement) when the member leaves

a scheme and chooses to transfer the benets accrued in their former scheme. CETVs are calculated within the

guidelines and framework prescribed by the Institute and Faculty of Actuaries.

The pension gures shown relate to the benets that individuals have accrued as a consequence of their total

membership of the pension scheme, not just their service in a senior capacity to which disclosure applies. The

CETV gure includes the value of any pension benet in another scheme or arrangement which the individual

has transferred to the pension provider and for which the pension provider has received a transfer payment

commensurate to the additional pension liabilities being assumed. They also include any additional pension

benet accrued to the member as a result of their purchasing of additional years of pension service in the

scheme at their own cost.

TherealincreaseinCETVeffectively funded by the employer excludes increases due to ination and

contributions paid by the Director (including the value of any benets transferred from another pension scheme

or arrangement). It uses common market valuation factors for the start and the end of the period.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

1 2 3 4 5 6

Salary

2016-17

(performance

pay)

(£000)

Salary

2015-16

(performance

pay)

(£000)

Real increase

in pension

and related

lump sum at

age 60

(£000)

Total accrued

pension at

age 60 at 31st

March 2016

and related

lump sum

(£000)

CETV at 31st

March 2017

(£000)

[39]

CETV at 31st

March 2016

(£000)

[40]

Real increase

in CETV after

adjustment

for ination

and changes

in market

investment

factors

(nearest

£000)

[41]

Anthony Douglas

CBE,

Chief Executive

160-165

(0)

160-165

(0)

- - - - -

Julie Brown,

Director of

Resources

125-130

(10-15)

125-130

(10-15)

2.5-5 0-5 229 187 40

Christine Banim,

National Service

Director

140-145

(10-15)

[42]

135-140

(10-15)

[43]

- - - - -

Helen Watson,

Director of Strategy

(joined on 1st

September 2015)

125-130

(0)

125-130

[44]

(0)

45-47.5 90-95 863 17 846

Compensaon on early rerement or for loss of

oce

No senior managers received compensatory payments in 2016-17

[45]

Fair pay disclosure

This shows the relationship between the remuneration of the highest-paid Director in the organisation and

the median remuneration of the organisation’s workforce

[46]

. This is based on full-time equivalent salaries and

includes agency staff.

[39] This information has been audited.

[40] This information has been audited.

[41] This information has been audited.

[42] This is full-time equivalent salary. Actual salary is £110,000-115,000.

[43] This is full-time equivalent salary. Actual salary was £105,000-£110,000.

[44] This is full-time equivalent salary. Actual salary was £70,000-£75,000.

[45] This information has been audited.

[46] This information has been audited.

Toptomedianstaffpaymultipleratio

2016-17 2015-16

Highestearner’stotalbandedremuneration(£000) 160-165 160-165

Mediantotalremuneration £41,085 £40,719

Ratio 1:3.97 1:3.99

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

In 2016-17, nil (2015-16, nil) employees received remuneration in excess of the highest-paid director.

Remuneration ranged from £10,000 to £165,000 (2015-16, £10,000 to £165,000).

Total remuneration includes salary, non-consolidated performance-related pay and benets in kind. It does not

include severance payments, employer pension contributions or the CETV of pensions.

Sta report

NumberofSeniorCivilServiceequivalentstaff

Cafcass has 34 staff who are the equivalent of Senior Civil Servants (SCS): 23 members of the Operational

Management Team and 11 senior managers in corporate teams (this excludes Directors, whose remuneration

has been set out above).

Salaryband NumberofSCSequivalentwithinbandasat31stMarch2017

£60,000-£70,000 16

£70,000-£80,000 2

£80,000-£90,000 5

£90,000-£100,000 11

Total 34

Staffnumbersandcosts

Cafcass staff members are subject to levels of remuneration and terms and conditions of service (including

superannuation) within the general pay structure approved by MoJ.

An analysis of staff numbers and costs is set out below, distinguishing between staff with permanent contracts,

and staff who are exible, agency, and Self-Employed Contractors. All staff numbers are presented on an actual

basis

[47]

as at the reporting date (31st March 2017) and reect headcount; staff costs are presented on total

cost during the reporting period (April 2016 – March 2017)

[48]

[47] The gures show staff numbers based on headcount, not full-time equivalent (FTE).

[48] Staff costs information is audited. Spend based on full International Reporting Financial Standards (IRFS) stated cost, further

information on which is set out in Section 3 Accounts 2016-17.

Staffnumbers(31stMarch2017)

Socialworker Other Total

Cafcass Board member - 11 11

Corporate staff - 93 93

Operational staff 1,254 273 1,527

Flexible staff (bank/sessional) 62 - 62

Agency staff 107 40 147

Self-Employed Contractors 103 - 103

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

[49] This information has been audited. Spend based on full International Reporting Financial Standards (IRFS) stated cost, further

information on which is set out in Section 3 Accounts 2016-17.

[50] Self-Employed Contractors are ordinarily responsible for meeting travel, ofce and all other expenses related to their work, as well as

related tax and national insurance liabilities.

[51] These gures are as self-reported by employed staff only; gures are not held for all employed staff as they may choose not to

disclose the information.

[52] Black and Minority Ethnic.

[53] 23 members of the Operational Management Team and 11 senior managers in corporate teams.

Staffcosts(2016-17

[49]

)

CafcassBoard

members(£000)

Corporatestaff

(£000)

Operationalstaff

(£000)

Total

(£000)

Salaries and wages 128 5,113 55,224 60,465

Social security costs 7 550 5,929 6,486

Other pension cost 0 4,331 8,462 12,793

Past pension service

cost

0 12 112 124

Totalpayrollcost 135 10,006 69,727 79,868

Agency social worker

costs

0 0 6,297 6,297

Other agency staff

costs

0 51 1,072 1,123

Self-Employed

Contractors costs

[50]

0 0 2,507 2,507

Inward secondee costs 0 0 0 0

Totalstaffcosts 135 10,057 79,603 89,795

Staffcomposition

[51]

Staff Female Male BME

[52]

Disability

Directors 3 1 0 0

Senior Civil Service equivalent (excluding Directors)

[53]

(55.9%)

(44.1%)

(8.8%)

(2.9%)

Other Cafcass staff

1,347

(81.9%)

297

(18.1%)

210

(12.8%)

121

(7.4%)

Total staff

1,369

(81.4%)

313

(18.6%)

213

(12.7%)

122

(7.3%)

Cafcass Board members (0.57%)

Corporate staff (4.79%)

Operational staff (78.59%)

Flexible staff (bank/sessional) (3.19%)

Agency staff (7.56%)

Self-Employed Contractors (5.30%)

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

Sicknessabsencedata

The overall average number of working days lost due to sickness (AWDL) per staff member is set out

below. There was an increase due to a number of long-term serious and complex absence cases. Signicant

improvements took place between January to March, with the average across that period more in line with

previous years.

2016-17 2015-16 2014-15 2013-14 2012-13

Social workers AWDL

(excluding leavers)

10.6

(9.0)

7.6

(6.7)

8.9

(7.6)

7.3

(6.1)

7.4

(5.8)

Non-social workers AWDL

(excluding leavers)

8.1

(7.1)

7.1

(6.2)

8.8

(6.4)

6.1

(5.7)

5.7

(4.8)

OverallAWDL

(excludingleavers)

10.0

(8.6)

7.5

(6.6)

8.8

(7.3)

7.0

(6.0)

7.0

(5.6)

EqualityandDiversity

Cafcass is an Equal Opportunities Employer and provides all job applicants and existing employees with

equal opportunity regardless of their ethnicity, background or situation. We monitor our recruitment and

selection processes in accordance with legislative requirements and best practice.

Our Equality and Diversity Strategy 2013-16 sets out our commitment to workforce diversity and to

supporting our staff where reasonable adjustments are required. Cafcass ensures that all training

programmes and materials are fully accessible.

A new Diversity and Inclusion Strategy for 2017-20 is being developed, which will further evidence our

commitment to strengthening and deepening the focus on issues of diversity, inclusion and equality,

particularly in respect of frontline service delivery and workforce learning and development, with a focus on

impact and better outcomes for children.

Cafcass continues to fully support staff in respect of both their physical and mental health and wellbeing,

through a range of resources and immediate intervention strategies designed to prevent sickness absence and

facilitate a return to work as quickly as possible when absence does occur. Central to our approach is timely

and proactive absence management, delivered by managers at the local team level working in close partnership

with HR, as well as bespoke and tailored interventions on a team and individual level based on the prevalent

causes of absence.

Staffpolicies

Cafcass has a range of policies and key strategies to ensure that we can effectively support managers and staff

on a range of issues from employee relations, change management, workforce planning, health, wellbeing, and

engagement.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

Recruitmentandretention

We have a Recruitment and Retention Policy which sets out how we aim to achieve best practice and

ensure that Cafcass employs and retains a highly skilled, credible and motivated workforce.

In 2016-17:

· We won a Recruitment and Retention award (Excellence in People Management awards).

· We have undertaken signicant work to develop our approach to resourcing, enhancing our end-to-end

recruitment processes from advertising and candidate attraction through to assessment and selection, in

order to ensure that we are able to deliver the capacity to meet increased demand for our services.

· There has been a renewed focus on the detailed forward recruitment planning, between HR and

operational recruiting managers, to minimise delay in resourcing and ensure that there is minimal time

lag between leavers and new starters. This has also involved the implementation of online and

automated methods to speed up pre-employment checking requirements in order to minimise sources

of potentially signicant delay in the recruitment process.

· Work commenced on the development of high-end video content to support our resourcing and

workforce development strategies, promoting Cafcass as an employer of choice and what we can offer

high-performing social workers.

Workforcedevelopment

Our Workforce Strategy sets out our approach to improve capacity to maintain quality of work and meet

rising demand for services. All staff are provided with a range of comprehensive learning and development

resources, including use of IT equipment, that are designed to improve the performance of individuals and

teams, and promote a continued focus on more efcient ways of working. Our workforce development

programmes include distinct Leadership and Management Development Programmes and Talent

Management.

In 2016-17:

· We updated Performance and Learning Reviews (PLRs) for managers and Practice Supervisors through

the roll-out of 360

feedback. This allows colleagues to provide constructive feedback on an individual’s

role. The nal report is used within the learning and development discussion of an individual’s PLR.

· Staff are better informed on performance measures, as we have focused on providing more up-to-date

and accessible information. MyWork, our online individual performance dashboard which also shows local

and national averages, has been redeveloped resulting in a quicker and more user-friendly interface,

with daily updated information. This helps staff self-regulate, and is used by managers within PLRs.

Managers also have a new single click tool to check compliance against PLRs and use of Quality

Assurance and Impact (QAI) tools, and new allocation tools to better see staff availability and capacity.

· We delivered 28 Management Development workshops to 207 attendees. Feedback from the sessions

were positive. 98% felt the training was worth their time, and 77% rated it ‘very useful’ or ‘extremely

useful’.

· We continued to support the long-term development of high-performing staff through our Emerging

Talent Programme; 40 new participants are now on the programme, with 185 total participants.

Participants report experiencing a boost in condence and an increased awareness of their strengths and

how to enhance these, and they continue to outperform national averages on most MyWork measures.

There is an overall promotion rate of 34% among participants compared with the national gure of 8%.

An Emerging Talent participant: “The programme has been very effective. The management development

modules have really helped and being on the programme has given me the condence in progressing

through recognition of my achievements by Cafcass.”

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

Health,safetyandwellbeing

We work with managers to ensure that working environments are safe, workloads are manageable and that

staff are equipped and supported to carry out their roles. Our Employee Wellbeing Strategy outlines our

vision and approach to health and wellbeing at Cafcass. We are committed to creating an environment that

enables staff to feel engaged, motivated, and able to provide the best service possible to the children and

families we work with.

In 2016-17:

· We are actively promoting learning around mental health and have signed both the ‘Time to Change

Pledge’ and ‘Mindful Employer Charter’. We have identied a network of voluntary ‘Time to Change’

champions to support staff with mental health related issues, and have begun training for a number of

staff to become qualied Mental Health First Aiders.

· We delivered 47 health and wellbeing sessions to 615 staff members on a range of topics including

nutrition, posture and movement, stress management and mental health. 92% rated the activity as

excellent and half went on to access additional resources such as 1:1 appointments with our Health and

Wellbeing Ofcers or treatments via our Health and Wellbeing plan (provided by Medicash). We continue

to promote healthy lifestyles through our ‘cycle to work’ scheme, a monthly newsletter and health and

wellbeing ofce champions.

A Service Manager on a mental health session at a development day in A7 (Avon, Gloucestershire and

Wiltshire): “It was thought-provoking and powerful to hear the talk about mental health particularly the

relevant information and useful strategies that practitioners can apply in their demanding roles as Family

Court Advisers (FCAs) - we have had positive feedback from our FCAs who feel that the day has had a

signicant impact on them.”

· We reviewed our Health and Safety policies and have consolidated policy and guidance relating to risk to

staff from violence, aggression and harassment into three key documents, with supporting eLearning

courses, to ensure up-to-date guidance for managers on how they can and should support staff following

threatening or abusive behaviour. These are (1) Health and Safety Policy Arrangement: managing

violence, aggression, harassment and promoting personal safety; (2) Managing Unacceptable Behaviour

guidance; (3) Risk assessment: threats to and intimidation of staff.

Staff engagement

An engaged workforce is critical to maintaining a high quality, timely service to children and families. A

range of policies and initiatives have contributed to staff engagement. These include strong management

and leadership training and development, clear corporate communications, enhancing feedback

mechanisms for staff to contribute their views and a focus on wellbeing nationally and locally, at a team

and individual level. The quarterly PLR continues to provide an effective way for staff and their manager

to discuss how it feels to work for Cafcass and look at ways to create the right conditions to maximise

individual potential.

We have a clear structure to share organisational updates to all staff through team meetings. We also have

a monthly newsletter ‘Channel C’ and news updates on the home page of the staff intranet.

In 2016-17:

· Our national fundraising effort for Children in Need, the ‘Caon’, saw 595 people (including staff and

their friends and family members) take part in 35 events across 17 different service areas. This was a

65% increase in participation compared with the previous year. We raised £3,371 (including Gift Aid).

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

Expenditureonconsultancy

Cafcass incurred no costs for consultancy across 2016-17.

Off-payrollengagements

Cafcass conducts an annual review of the tax arrangements of all its off-payroll appointments

[54]

. All contractors

within the scope of this exercise are required to provide evidence of tax compliance. There have been no

known instances of non-tax compliant off-payroll engagements (brought to the attention of the organisation) as

at 31st March 2017. Further details of off-payroll engagements can be found in MoJ consolidated accounts.

Exitpackages

A summary of exit packages for employed staff through compensation schemes is set out below. No early exits

occurred in 2016-17.

Numberof

compulsory

redundancies

Numberofother

departuresagreed

Totalnumberofexit

packagesbycost

band

Exitpackagecostband 2016-17 2015-16 2016-17 2015-16 2016-17 2015-16

Less than £10,000 0 38 0 0 0 38

£10,000-£25,000 0 7 0 0 0 7

£25,000-£50,000 0 0 0 0 0 0

£50,000-£100,000 0 0 0 0 0 0

£100,000-£150,000 0 0 0 1 0 1

£150,000-£200,000 0 0 0 0 0 0

Totalnumberofexitpackagesbytype 45 0 1 0 46

Total resource cost (£000) 0 249 0 161 0 410

Pensioncosts

Cafcass participates in the West Yorkshire Pension Fund (WYPF) scheme and the Principal Civil Service Pension

Scheme (PCSPS). The WYPF scheme is a multi-employer dened benet scheme in which Cafcass’ share of the

underlying assets and liabilities are identied.

The current contribution rate was previously determined by the independent fund actuaries, Aon Hewitt

Limited, at the time of the 2013 revaluation. The contribution rate for 2016-17 is 15.8%. The contribution rate

is based on a combination of future service and the effects of past service decits and ill-health retirements.

Employer’s contributions to the scheme for the year to March 2017 amounted to £12.590m (costs relating to

the voluntary early retirement programme were nil) with 1,770 employees participating in the scheme (2015-

16: employer’s contributions: £12.864m, voluntary early retirement: £0.038m, participating employees 1,780).

[54] ‘Payroll’ includes employed staff, bank and sessional workers; ‘off-payroll’ includes agency staff and Self-Employed Contractors.

[55] As at March 2017 there were no early exits. However a cost of £0.070m was incurred during the 2016-17 nancial year which relates

to the 2015-16 early exits. The accrued 2015-16 early exit severances were calculated based on an average of 26 early exits at a cost of

£0.410m. Following deployment and actual exits, the nal number of early exits was 18, with actual payment of £0.480m.

[55]

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Remuneration and staff report

The last independent actuarial valuation of the WYPF scheme was on 31st March 2016 and revealed that the

scheme was 87% funded in relation to past service. The valuation is based on assets and liabilities at 31st

March 2016. Following the actuarial valuation, the revised employer contribution rates for Cafcass have been

set as follows:

Contributionrate%

Additionalcash

contribution

Year2017-18 16.2% £3.1268m

Year2018-19 16.2% £3.2284m

Year2019-20 16.2% £3.3333m

The PCSPS is an unfunded multi-employer dened benet scheme for which Cafcass is unable to identify its

share of the underlying assets and liabilities. The scheme’s actuary reviews employer contributions every four

years following a full scheme valuation. A full actuarial valuation was carried out as at 31st March 2012 and

revised contribution rates applied from 1st April 2015. Full details can be found at www.civilservice.gov.uk/

pensions.

For 2016-17, employer’s contributions of £0.042m (2015-16: £0.052m) were payable to the PCSPS at 22.10%

of pensionable pay, based on salary bands.

The contribution rates reect benets as they are accrued, not when the costs are actually incurred and reect

past experience of the scheme.

Secon 2.2

The accountability report

Parliamentary Accountability and Audit

report

This secon shows how we have spent the money

provided to us by Parliament. It also shows that our

annual report and accounts have been audited.

Overview

Summary

Our accounts

The Statement of Accounts of Cafcass for the year ending 31st March 2017 has been prepared in a form

directed by the Secretary of State with the consent of the Treasury, in accordance with the Accounts Direction

dated 12th April 2002 given under Schedule 2, paragraph 13(2) of the Criminal Justice and Court Services Act

2000.

The Accounts are audited by the Comptroller and Auditor General, who is appointed by statute. The audit fee is

£52,500 for 2016-17 (£55,000 2015-16). There have been no non-audit services during 2016-17.

Financial commentary on how we spent our budget is set out in Section 1.1.

Treatment of pension liabilies

Employees of Cafcass are members of the West Yorkshire Pension Fund (WYPF), which is funded on a pay-

as-you-go basis. A small number of Cafcass staff retained membership of the Principal Civil Service Pension

Scheme (PCSPS) by virtue of their earlier employment with one of Cafcass’ predecessor organisations.

The amount charged to the staff costs for the PCSPS represents the contributions payable to the scheme in

respect of current employees in the accounting period. Contributions are charged on a year-by-year basis in

accordance with the requirements of the scheme administrators.

The assets of the WYPF, which is a dened benet scheme, are held separately from those of Cafcass.

The scheme assets are measured at realisable value. Scheme liabilities are measured using a projected unit

method and discounted at the current rate of return on a high-quality corporate bond of equivalent term and

currency to the liability.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Parliamentary Accountability and Audit report

The pension scheme surplus (to the extent that it is considered recoverable) or decit is recognised in full on

the face of the Statement of Financial Position. The movement in the scheme surplus/decit is split between

operating charges (within staff costs) and reserves in the case of actuarial gains and losses.

Net interest receivable on pension scheme assets is shown in operating cash ows.

Long-term liabilies

There have been no signicant changes in the organisation’s long-term liabilities.

Remote conngent liabilies

[56]

There are no remote contingent liabilities.

Long-term expenditure trends

There have been no signicant changes in the organisation’s long-term expenditure trends.

Regularity of expenditure: losses and special

payments

[57]

2016-17 2015-16

£000 Number of cases £000 Number of cases

Losses statement

Administrative write-offs 5 3 2 3

Fruitless payments 71 28 46 47

Totalvalueoflosses 76 31 48 50

Specialpayments

Compensation payments 35 2 5 1

Totalspecialpayments 35 2 5 1

Totallossesandspecialpayments 111 33 53 51

There were £0.111m of losses and special payments charged to the Accounts as at 31st March 2017 (2015-16:

£0.053m). The actual cash amount paid in the period was £0.478m (2015-16: £0.058m). These payments were

made in accordance with HM Treasury guidance.

[56] This information has been audited.

[57] This information has been audited.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report | Parliamentary Accountability and Audit report

The Cercate and Report of the Comptroller

and Auditor General to the Houses of Parliament

The Certicate and Report of the Comptroller and Auditor General to the Houses of Parliament is on page 64.

Signed: Anthony Douglas CBE

Cafcass Chief Executive and Accounting Ofcer

Date: 15th June 2017

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report

The Cercate and Report of the Comptroller

and Auditor General to the Houses of Parliament

I certify that I have audited the nancial statements of the Children and Family Court Advisory Support

Service (Cafcass) for the year ended 31 March 2017 under the Criminal Justice and Court Services Act

2000. The nancial statements comprise: the Statements of Comprehensive Net Expenditure, Financial

Position, Cash Flows, Changes in Taxpayers’ Equity, and the related notes. These nancial statements

have been prepared under the accounting policies set out within them. I have also audited the information

in the Remuneration and Staff Report and the Parliamentary Accountability Disclosures that is described in

that report as having been audited.

RespectiveresponsibilitiesoftheBoard,AccountingOfcerandauditor

As explained more fully in the Statement of Accounting Ofcer’s responsibilities, the Board and the

Accounting Ofcer are responsible for the preparation of the nancial statements and for being satised

that they give a true and fair view. My responsibility is to audit, certify and report on the nancial

statements in accordance with the Criminal Justice and Court Services Act 2000. I conducted my audit in

accordance with International Standards on Auditing (UK and Ireland). Those standards require me and

my staff to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

Scopeoftheauditofthenancialstatements

An audit involves obtaining evidence about the amounts and disclosures in the nancial statements

sufcient to give reasonable assurance that the nancial statements are free from material misstatement,

whether caused by fraud or error. This includes an assessment of: whether the accounting policies are

appropriate to the Children and Family Court Advisory Support Service’s circumstances and have been

consistently applied and adequately disclosed; the reasonableness of signicant accounting estimates

made by Children and Family Court Advisory Support Service; and the overall presentation of the nancial

statements. In addition I read all the nancial and non-nancial information in the Annual Report to

identify material inconsistencies with the audited nancial statements and to identify any information that

is apparently materially incorrect based on, or materially inconsistent with, the knowledge acquired by

me in the course of performing the audit. If I become aware of any apparent material misstatements or

inconsistencies I consider the implications for my certicate.

I am required to obtain evidence sufcient to give reasonable assurance that the expenditure and income

recorded in the nancial statements have been applied to the purposes intended by Parliament and the

nancial transactions recorded in the nancial statements conform to the authorities which govern them.

Opiniononregularity

In my opinion, in all material respects the expenditure and income recorded in the nancial statements

have been applied to the purposes intended by Parliament and the nancial transactions recorded in the

nancial statements conform to the authorities which govern them.

Cafcass Annual Report and Accounts 2016-17

Section 2 | The accountability report

Opiniononnancialstatements

In my opinion:

· the nancial statements give a true and fair view of the state of the Children and Family Court Advisory

Support Service’s affairs as at 31st March 2017 and of the net expenditure for the year then ended;

and

· the nancial statements have been properly prepared in accordance with the Criminal Justice and Court

Services Act 2000 and Secretary of State directions issued thereunder.

Opiniononothermatters

In my opinion:

· the parts of the Remuneration and Staff Report and the Parliamentary Accountability disclosures to

be audited has been properly prepared in accordance with Secretary of State directions made under

the Criminal Justice and Court Services Act 2000; and

· the information given in Performance Report and Accountability Report for the nancial year for which

the nancial statements are prepared is consistent with the nancial statements.

MattersonwhichIreportbyexception

I have nothing to report in respect of the following matters which I report to you if, in my opinion:

· adequate accounting records have not been kept or returns adequate for my audit have not been

received from branches not visited by my staff; or

· the nancial statements and the parts of the Remuneration and Staff Report and the Parliamentary

Accountability disclosures to be audited are not in agreement with the accounting records and returns;

· I have not received all of the information and explanations I require for my audit; or

· the Governance Statement does not reect compliance with HM Treasury’s guidance.

Report

I have no observations to make on these nancial statements.

Sir Amyas C E Morse

Comptroller and Auditor General

13th July 2017

National Audit Ofce

157-197 Buckingham Palace Road

Victoria

London

SW1W 9SP

Secon 3

2016-17 Annual Accounts

Financial statements

2016-17 2015-16

Note £000 £000 £000 £000

Expenditure

Staff costs (80,867) (84,643)

Past pension service cost 4 (124) 0

Total staff costs 4 (80,991) (84,643)

Self-Employed Contractors and agency staff 20 (8,804) (6,462)

Depreciation and amortisation 7/8 (406) (407)

Partnerships 21 (2,105) (2,023)

Other expenditure 5 (22,650) (24,009)

(114,956) (117,544)

Income

Income from activities 3/6 141 159

141 159

Net expenditure (114,815) (117,385)

Net interest cost 22 (5,432) (5,390)

Net expenditure after interest 3 (120,247) (122,775)

Othercomprehensiveexpenditure

Net gain on revaluation of property, plant and equipment 7 59 46

Net gain on revaluation of intangible assets 8 123 29

Re-measurement of pension benets (20,057) 15,817

Totalcomprehensiveexpenditureforyearended

31stMarch2017

(140,122) (106,883)

The Notes on pages 69 to 84 form part of these Accounts.

StatementofComprehensiveNetExpenditureforyearended31stMarch

2017

Cafcass Annual Report and Accounts 2016-17

Section 3 | 2016-17 Annual Accounts

StatementofFinancialPositionasat31stMarch2017

31stMarch2017 31stMarch2016

Note £000 £000 £000 £000

Non-currentassets

Property, plant and equipment 7 897 863

Intangible assets 8 1,057 1,315

Totalnon-currentassets 3 1,954 2,178

Currentassets

Trade and other receivables 11 3,284 3,541

Othercurrentassets

Cash and cash equivalents 12 1,362 726

Totalcurrentassets 4,646 4,267

Total assets 6,600 6,445

Currentliabilities

Trade and other payables 13 (6,085) (6,465)

Totalcurrentliabilities (6,085) (6,465)

Non-currentassetslessnetcurrentliabilities

515 (20)

Non-currentliabilities

Provisions 14 (2,002) (2,175)

Pension liabilities 22 (191,853) (166,069)

Totalnon-currentliabilities (193,855) (168,244)

Assetslessliabilities (193,340) (168,264)

Taxpayers’equity

General reserve (194,703) (169,484)

Revaluation reserve 1,363 1,220

(193,340) (168,264)

The Financial Statements on pages 66 to 84 were approved by the Board on 15th June 2017 and signed on its

behalf by:

Signed: Anthony Douglas CBE

Cafcass Chief Executive and Accounting Ofcer

Date: 15th June 2017

Cafcass Annual Report and Accounts 2016-17

Section 3 | 2016-17 Annual Accounts

StatementofCashFlowsforyearended31stMarch2017

2016-17 2015-16

Note £000 £000

Cashowsfromoperatingactivities

Net expenditure after interest 3 (120,247) (122,775)

Depreciation and amortisation 7/8 406 407

Decrease/(increase) in trade and other receivables 11 257 (1,298)

Decrease in trade payables 13 (380) (1,888)

In year additional pension cost 5,727 7,059

Decrease in provisions 14 (173) (146)

Netcashoutowfromoperatingactivities (114,410) (118,641)

Cashowsfromnancingactivities

Grant-in-Aid from parent department for resource expenditure 113,500 116,300

Other grant funding received 1,546 1,369

Netcashinowfromnancingactivities 115,046 117,669

Netincrease/(decrease)incashandcashequivalentsintheperiod

Cash and cash equivalents at the beginning of the period 12 726 1,698

Cashandcashequivalentsattheendoftheperiod 12 1,362 726

StatementofChangesinTaxpayers’Equityasat31stMarch2017

General

reserve

Revaluation

reserve

Total

Note £000 £000 £000

Balanceat1stApril2016 (169,484) 1,220 (168,264)

Changesintaxpayers’equity

Net gain on revaluation of property, plant and equipment 7 0 59 59

Net gain on revaluation of intangible assets 8 0 123 123

Release of revaluation reserve to general reserve due to disposals 39 (39) 0

Net expenditure after interest 3 (120,247) 0 (120,247)

Pension fund actuarial losses (20,057) 0 (20,057)

Totalcomprehensiveexpenditure (140,265) 143 (140,122)

Grant-in-Aid from parent department for resource expenditure 113,500 0 113,500

Other grant funding received 1,546 0 1,546

Balanceat31stMarch2017 (194,703) 1,363 (193,340)

Balanceat1stApril2015 (180,202) 1,152 (179,050)

Changesintaxpayers’equity

Net gain on revaluation of property, plant and equipment 7 0 46 46

Net gain on revaluation of intangible assets 8 0 29 29

Release of revaluation reserve to general reserve due to disposals 7 (7) 0

Net expenditure after interest 3 (122,775) 0 (122,775)

Pension fund actuarial gains 15,817 0 15,817

Totalcomprehensiveexpenditure (106,951) 68 (106,883)

Grant-in-Aid from parent department for resource expenditure 116,300 0 116,300

Other grant funding received 1,369 0 1,369

Balanceat31stMarch2016 (169,484) 1,220 (168,264)

Cafcass Annual Report and Accounts 2016-17

Section 3 | 2016-17 Annual Accounts

NotestotheAccountsfortheyearended31stMarch2017

1AAccountingpolicies

These Financial Statements have been prepared in accordance with the 2016-17 Government Financial

Reporting Manual (FReM) issued by HM Treasury. The accounting policies contained in the FReM apply

International Financial Reporting Standards (IFRS) as adapted or interpreted for the public sector context.

Where the FReM permits a choice of accounting policy, the accounting policy which is judged to be most

appropriate to the particular circumstances of Cafcass for the purpose of giving a true and fair view has been

selected.

The particular policies adopted by Cafcass for 2016-17 are described below. They have been applied

consistently in dealing with items that are considered material to the Accounts.

a)Accountingconvention

The Accounts are prepared under the historical cost convention, modied to include assets at their value to

the business by reference to current costs. Without limiting the information given, the Accounts meet the

accounting and disclosure requirements of the Companies Act 2006 and accounting standards issued or

adopted by the Accounting Standards Board insofar as those requirements are relevant. The Accounts are also

fully consistent with International Financial Reporting Standards (IFRS).

b)Goingconcern

Parliament has voted Grant-in-Aid to Cafcass for the 12 months following the Statement of Financial Position

date. Therefore, despite the Statement of Financial Position of net liabilities, Cafcass operates as a going

concern.

c)Property,plantandequipment

Freehold land and buildings were revalued in 2016-17 by reference to current cost indices as specied by the

Valuation Ofce Agency (VOA).

Freehold land and buildings were last physically revalued by the Valuation Ofce Agency (VOA) as at 31st

March 2015 in accordance with the RICS Appraisal and Valuation Manual published by the Royal Institution of

Chartered Surveyors, insofar as this is consistent with current Treasury accounting guidance.

Freehold properties are subject to physical revaluation by the VOA at least every three years and by indexation

using current cost indices during intervening years. Leasehold land and buildings and associated improvements

are not subject to revaluation or indexation.

Other property, plant and equipment, except for leasehold property, have been stated at their value to the

business using appropriate indices published by the Ofce for National Statistics (ONS).

Revaluations above the depreciated historic cost of these assets are credited to a revaluation reserve.

Any downward revaluation of property, plant and equipment below the asset’s depreciated historic cost is

recognised when it occurs through the Statement of Comprehensive Net Expenditure.

Property, plant and equipment include those assets costing £2,500 or more. Individual items valued at less than

the threshold are capitalised if they constitute integral parts of a composite asset that is in total valued at more

than the threshold. Furniture and ttings are not capitalised but fully expensed in the year of acquisition.

d)Intangiblexedassets

Intangible assets consist of software, software licenses and website and intranet costs. These have been stated

at their value to the business using appropriate indices published by the ONS.

Cafcass Annual Report and Accounts 2016-17

Section 3 | 2016-17 Annual Accounts

Revaluations above the amortised historic cost of these assets are credited to a revaluation reserve. Any

downward revaluation of intangible assets below the asset’s amortised historic cost is recognised when it occurs

through the Statement of Comprehensive Net Expenditure.

Intangible assets include those assets costing £2,500 or more. Individual items valued at less than the

threshold are capitalised if they constitute integral parts of a composite asset that is in total valued at more

than the threshold.

Intangible assets are periodically reviewed to ensure that they have been accurately stated at their value to the

business.

e)Depreciationandamortisation

Freehold land is not depreciated.

Depreciation is provided to write-off property, plant and equipment and amortisation to write-off intangible

assets by instalments, on a straight line basis, over their expected useful lives or for leased assets, over the life

of the lease.

Due to the Flex contract initiating laptop replacements, additional depreciation has been applied in the

Accounts consistent with the reduction in life of existing Flexed laptops from ve years to the estimated

replacement date. Non-Flexed laptops continue to be depreciated over ve years.

Expected useful lives are as follows:

Freehold buildings Up to 60 years

Leasehold land and buildings Up to 50 years, or over the term of the lease

Leasehold improvements Over the term of the lease

Ofce equipment Seven years

Information technology Five years

Laptops under Flex Estimated replacement date

Laptops (non-Flex) Five years

f)Pensions