Corporate Parenting Strategy
2010 – 2013
February 3rd 2011
Contents:
Page No.
1.
Introduction
4
2.
Children in Care
6
3.
Statistical Analysis
8
4.
Strategy Aims and Objectives
9
5.
Corporate Parenting Framework
10
6.
Strategic Sub Groups
12
7.
Performance Management
14
8.
Reviewing Process
15
2
Appendices:
Appendix 1
Website Links to Legislation and Guidance
Appendix 4
The Council Pledge to Children in Care
Appendix 5
Structure of the Children in Care Service
3
1.
Introduction
“Corporate Parenting” is the term used to describe the responsibility of the Local
Authority and their partner agencies towards children and young people in care.
Corporate Parenting is the collective duties and responsibilities of the Local Authority
to safeguard and promote outcomes for Children in Care.
The central principle of Corporate Parenting is that all elected members, Council
employees, service area departments and directorates should consider children in
care as if they were their own children and seek to provide only the quality of care
which would be considered good enough for their own children. This includes that
they should provide care to children that enables them to achieve the highest
standard possible across all five “Every Child Matters” outcomes:
- Be Healthy
- Stay Safe
- Enjoy and Achieve
- Make a positive contribution to society
- Achieve economic wellbeing
The Statutory and Legal Context of Corporate Parenting
The United Nations Convention on the Rights of the Child provides the
overarching framework by providing the right of the child to be heard in any judicial
and administrative proceedings affecting him or her. (Article 12).
The Children Act 1989 sets out the main legislative framework delegating to the
Local Authority the task of parenting when a child is looked after away from his or her
own family. The Act also requires local authorities to seek the views of children and
young people and take their wishes and feelings into account in any plans that are
developed for them. It also sets out minimum requirements for formal reviews of their
placements and states that children should be encouraged to actively participate and
express a view. Additionally the act states that the authority should ensure that
children are visited, and that a clear complaints procedure in is place. It also requires
other key agencies such as housing and health to assist Children’s Services in the
parenting role.
Quality Protects (1998 – 2004)
This initiative challenged all those involved in children’s services to ask themselves
“Is this good enough for my child?”
4
The Children (Leaving Care) Act 2000 aims to redress the gap between looked
after children upon leaving care and their peers and lays down the framework of
support that is provide to care leavers.
The Care Standards Act 2000 established national minimum standards for care in
residential children’s homes and fostering and adoptive placements. Local Authority
Social Services are regularly inspected by Ofsted against these standards.
Guidance on Education of Children and Young People in Care 2000
This act requires Local Authorities to develop Personal Education plans for each child
in care and to nominate a designated teacher in each school with specific
responsibility for overseeing the educational needs of any children in care who are on
the schools role
Education Protects 2000
This initiative was launched in 2000 as a joint DoH and DfES initiative to drive
educational improvements for looked after children. It funded by DCSF supports the
guidance and the Social Exclusion Unit’s report recommendations.
The Adoption and Children Act 2002
This Act overhauled adoption law to ensure the welfare of the child is paramount and
that councils provide support for adoptive parents. Regulations issued as a result of
this legislation impact upon, the independent reviewing officers responsibility for
reviewing the care plans of looked after children, complaints processes and the right
of every child to have an advocate. It also introduced Special Guardianship orders
which enable foster carers to apply for such an order after one year of caring for a
child.
32 33 Guidance on Promoting the Health of Looked After Children 2002
This guidance places a duty on local authorities and Primary Care Trusts to ensure every
child has a health plan that is regularly reviewed.
A Better Education for Children in Care
Published by the Social Exclusion Unit in 2003 sets out specific recommendations for
local action to provide looked after children and young people with the full range of
educational opportunities.
Every Child Matters 2003
This initiative set out plans to reform children’s services in response to the Victoria
Climbié Inquiry Report. It established a clear framework of accountability and established
a requirement for services to children and young people to becoming integrated under a
new Directors of Children’s Services.
If This Were My Child. ‘A Councillor’s Guide to Being a Good Corporate Parent’
was published in 2003 jointly by the Dept of Education and Skills and the Local
Government Information Unit.
5
The Children Act 2004
This Act required partners to cooperate in the delivery of services to children. The
statutory partners who are required to work alongside the local authority include NHS,
Police, Schools, Councils, Youth Offending Teams and Voluntary Sectors, to ensure the
5 outcomes of the Children Act 2004 are met. The Act also gave the newly created
Director of Children’s Services a responsibility to promote the educational attainment of
looked after children. It also required local authorities to identify a lead elected member
for children and young people’s services.
The National Service Framework for Children, Young People and Maternity
Services 2004
This is a 10-year programme intended to stimulate long-term and sustained
improvement in children’s health. It sets standards for health and social services for
children, young people and pregnant women to ensure fair, high quality and integrated
health and social care from pregnancy, right through to adulthood.
DfES Statutory Guidance 2005.
Placed a duty on local authorities to promote the educational achievement of Looked
after Children and describes the essential actions which local authorities are expected
to take in order to comply with their duty. The act also sets out the requirements and
roles for local authorities, social workers, foster carers, schools and parents in
delivering this duty effectively on a day to day basis.
The Children and Young People’s Act 2008 formalised children in care councils,
promotes corporate parenting strengthens the role of the Independent reviewing
officer.
The Healthy Care programme
This programme is funded by the DCSF, and is a practical means of improving the
health of looked-after children and young people.
The Healthy Care Audit tool (revised 2009) has been developed in partnership with
the Government Office West Midlands and the National Children’s Bureau. It replaces
the original Healthy Care Audit tool developed in 2005 and aims to improve the
outcomes for children in care across a nationally agreed framework of interlinking
standards which together influence the health of children in care.
2.
Children in Care
Children in Care: the National Picture
There were 60,900 looked after children in England at 31st March 2009. Overall the
main reason why Social Services first engaged with these looked after children was
because of abuse or neglect (61%). The majority of looked after children were of
white British origin. At March 31st 2009 59% of children in care were looked after
under the terms of a care order, 73% were looked after within a foster placement and
3,300 looked after children were adopted. The number of care leavers who ceased to
be looked after in 2008 – 2009 was 18,700 and of these 63% were in Employment,
Education or Training.
6
The outcomes for children in care and care leavers are poor, with research indicting
that this group are:





Over represented amongst the homeless population and prison population
Are more likely to become involved in offending behaviour
Experience drug and alcohol misuse
Have poor mental health
Disabled children from ethnic minorities experience further disadvantage
However, despite the complex needs and challenges which these children face many
can and do, with the right support, achieve great success in their individual lives. The
Corporate Parenting Strategy is focused on strengthening the individual support that
is provided to children in care and care leavers in order to enhance their capacity of to
achieve success.
Children in Care in Trafford
The number of children in care in Trafford is currently 265 and there are 57 children in
care who are aged sixteen years or older. The majority of children in care are of white
British origin. There is an approximate 50/50 split in terms of the Gender of children in
care and there are 10 children in care with a disability. The Looked after population in
Trafford is relatively small but is increasing and there has been a rise in the number of
children received into care in the first 2 quarters of this year. This increase in part, is
an outcome of the Southwark Judgment which required Local Authorities to treat
homeless children aged 16 years and over as being care .The number of Trafford
children who were in care but who have now left and who qualify for a Leaving Care
service is 121 and 54% of these young people are currently engaged in training
education and employment .Outcomes for Trafford children in care duplicates the
national picture and Trafford children in care and care leavers are more likely to
become involved in offending behaviour, experience drug and alcohol misuse and
have poor mental health.
7
CHILDREN IN CARE: STATISTICAL DATA – DEC 2010
8
4.
Strategic Aims and Objectives
The overall Aim of the strategy is to improve the life chances of children in care and
care leavers. The strategy aims to drive forward support and strengthen the areas of
good practice and strategic initiatives through a whole authority approach to corporate
parenting and through strong and effective working with key partners from other
agencies including the voluntary, business and private sectors.
The strategy is underpinned by a view that Trafford’s continued commitment to the
development of multi-agency teams and a collaborative multi-agency approach to the
delivery of services is the most effective way of improving outcomes for children in
care and care leavers.
Strategic Objectives
The Corporate Parenting Strategy will be underpinned by six key objectives which are
directly linked to C.Y.P.S strategies.
Priorities
Key Strategic Objectives:
1.
Improve the physical health and emotional wellbeing of children in care and
adopted children.
2.
Improve the safety of children in care, care leavers and adopted children.
3.
Engage children in decision-making.
4.
Increase the number of children in care and care leavers on the path to success.
5.
Raise the educational achievement of children in care.
6.
Deliver services in line with C.Y.P.S. strategies.
Strategic Vision and Principles
“We want every child in the care of Trafford to reach their full potential”: They have a
right to be healthy, happy, safe and secure and to feel loved, valued and respected.
This vision is reinforced by 10 Children in Care Service delivery principles:
1.
Safeguard the welfare, health and happiness of all children in care.
2.
Listen and respond to children’s views and wishes.
3.
Provide a stable and supportive home with caring consistent relationships.
9
4.
Have high aspirations for each child
5.
Respect and value diversity
6.
Place children within families whenever possible and as close to the child’s
community as possible
7.
Promote contact with family and friends
8.
Respect and promote children’s rights
9.
Make decisions based on assessments of need
10. Celebrate children’s achievements
5.
Corporate Parenting Framework
Trafford’s Corporate Parenting Framework
Trafford’s Corporate Parenting Board has now been established and this membership
includes elected members, chief officers from all directorates of the Council and from
partner agencies.
The terms of Reference of the Corporate Parenting Board are
•
To ensure that the council and its partner agencies have a joint commitment to
corporate parenting.
•
To deliver the vision and achieve continuing improvements in outcomes for
children and young people in care and for care leavers.
Key Tasks:
1. To oversee the development and monitoring of the Corporate Parenting Strategy
and associated plans, to ensure outcomes fulfil the council's responsibilities
towards children in care and care leavers
2. To monitor the development of, and the adherence to, the Pledge to Children in
Care
3. To receive information about Comments, Compliments and Complaints made by
children in care. In respect of complaints to oversee the nature, number and how
complaints were resolved.
4. To ensure children in care are able to participate in plans for their care and
developments for service planning and delivery, with progress being reported on a
quarterly basis, via the Children in Care Council
10
5. To oversee and monitor the performance and quality of the following strategic
planning sub-groups against agreed objectives:
-
Children in Care Council
Healthy Care Partnership
The Corporate Parenting (Education) Group
The Corporate Parenting Training and Employment group
(Known as the From Care2works group).
6. To ensure that Members and officers undertake a programme of visits to children’s
homes in accordance with Children’s Home Regulations and receive reports on
the findings of the visits
7. To receive regular reports on relevant key performance areas detailing an
analysis of trends, key policy developments and market forces.
8. To consult with children in care, young people and their carers and celebrate their
achievements
9. To celebrate the achievement of the Council, partner agencies and their
Staff in the provision of quality services.
Reporting Mechanisms
The group will report on the progress of its work to both the Executive and full
Council.
Frequency of Meetings
The group will meet four times annually.
Membership
1. Elected members
Councillor Michael Cornes (Chair)
Councillor Christine Turner
Councillor John Holden
Councillor Judith Lloyd
Councillor Tom Ross
2. CYPS:
Deborah Brownlee
Charlotte Ramsden
George Herbert
Jan Trainor
Gerard Crowther
Mark Bailey
- Corporate Director
- Joint Director (Children Young People and Families)
- Deputy Director of Education
- Head of Service (North Area)
- Interim Head of Service (Children in Care)
- Senior Children’s Rights Officer
11
3. Senior Management Representation and from named agencies:
Janet Callender
Theresa Grant
Anne Higgins
- Chief Executive
- Deputy Chief Executive
- Corporate Director Communities and Wellbeing
Peter Molyneux - Corporate Director Environment Transport and Operations
Nick Gerard
- Corporate Director Economic Growth & Prosperity
Helen McFarlane - Director of Community Safety, Culture and Sport.
Dennis Smith
- Head of Strategic Planning and Housing Services
Joanne Hyde
- Acting Director of Human Resources
The objective of the group is to ensure that the Council and its partner agencies have
a joint commitment to Corporate Parenting in order to deliver the vision and achieve
continuing improvements in outcomes for children in care and care leavers.
6.
Strategic Sub Groups
Corporate Parenting: Strategic Sub Groups
The four strategic sub groups of the Corporate Parenting board are responsible for
the development and delivery of core strategies and initiatives that will improve
outcomes for children in care and care leavers across key areas.
Children in Care (Youth Matters)
The Children in Care Council is led by children in care and



Provides a voice for children in care
Participate in the design and development of services.
Provides a platform to children in care and care leavers to gain feedback about
initiatives and strategies which affect children in care.
The FromCare2Work Group
This is a strategic planning group which aims to develop and implement strategies
which focus on improving the number of care leavers who are employed or engaged
in training or education.
The membership of the group includes an elected member and representatives from
key service area. Specialist advisory input is provided via the Department of
Education from the National Care Advisory Service. A key component of the
FromCare2Work strategy is the development of employment and training
opportunities for children in care and care leavers within Trafford Council.
12
The Corporate Parenting Education Group
The purpose of the Corporate Education Group is to promote educational
achievement for children in care. The group have responsibilities similar to a school
governing body. The membership of the group includes 2 elected members with lead
responsibilities for children’s services, a designated School Improvements Officer and
representatives from key partner agencies.
Healthy Care Partnership Group
The Healthy Care Partnership Group aims to improve the outcomes for children in
care across a nationally agreed framework of interlinking standards which together
influence the health of children in care. The membership of the Healthy Care
Partnership includes representative members from social care and health agencies.
Governance and Reporting Mechanisms
The progress and actions of the four key strategic groups will be monitored by the
Corporate Parenting Board via regular reporting mechanisms. A key task of the
Corporate Parenting Board relates to the:


Scrutiny of the plans developed by the sub groups
The development of corporate initiatives that contribute to the work of the
respective sub groups:
In addition to the above other strategic plans will add value to the overall strategy
theses include


The Children and Young Peoples Plan
The Trafford Children In Care service Annual development Plan
The progress of these and other plans which impact on Children in Care will be
underpinned by a corporate parenting approach to the delivery of service. Their
progress and effectiveness will be monitored through reporting mechanisms to the
corporate parenting board.
13
Fig. 1: Corporate Parenting Framework 2010
Children’s
Trust
Trafford’s
Executive
Corporate
Parenting
Board
Children
in Care
Council
7.
From
Care2Work
Group
Corporate
Parenting
(Education)
Group
Healthy
Care
Partnership
Performance Management
The Corporate Parenting Strategy aims to contribute to the achievement of improvements
across all key performance areas relating to children in care and care leavers.
The effectiveness of the Corporate Parenting Strategy will be measured against a
framework of nationally identified and local agreed performance indicators.
These indicators relate to:

Placement stability

Educational attainment

Emotional and behavioural health of Children in Care

The percentage of care leavers in suitable accommodation

Timelines for adoption
14
8.
Reviewing Process
Reviewing the Corporate Parenting Strategy.
This is the first Corporate parenting strategy that Trafford has produced and it is
recognised that:
•
•
•
We will learn from the implementation process
The effectiveness of Strategic initiatives will need to be continually reviewed against
performance monitored
legislative and Government Guidance can change and such changes may have an
influence on strategic direction
The strategy therefore will need to be reviewed at regular intervals and it is proposed that
the first of these reviews will take place in June 2011.
15
Website Links:
The United Nations Convention on the Rights of the Child
(http://www.dcsf.gov.uk/everychildmatters/strategy/strategyandgovernance
/uncrc/unitednationsconventionontherightsofthechild/)
The Children Act 1989
(http://www.legislation.gov.uk/ukpga/1989/41/contents)
Quality Protects (1998 – 2004)
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/Publication
sPolicyAndGuidance/DH_4007153
The Children (Leaving Care) Act 2000
http://www.leavingcare.org/data/tmp/1528-3901.pdf
The Care Standards Act 2000
http://www.dh.gov.uk/en/Publicationsandstatistics/Lettersandcirculars/Heal
thservicecirculars/DH_4016513
Guidance on Education of Children and Young People in Care 2000
http://www.dh.gov.uk/en/Publicationsandstatistics/Lettersandcirculars/Loc
alAuthorityCirculars/AllLocalAuthority/DH_4003981
Education Protects
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/Publication
sPolicyAndGuidance/DH_4002820 .
The Adoption and Children Act 2002
http://www.dcsf.gov.uk/everychildmatters/safeguardingandsocialcare/child
renincare/adoption/childrenact2002/act2002/
32 33 Guidance on Promoting the Health of Looked After Children
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/Publication
sPolicyAndGuidance/DH_108501
A Better Education for Children in Care
http://www.cabinetoffice.gov.uk/media/cabinetoffice/social_exclusion_taskf
orce/assets/publications_1997_to_2006/abefcic_summary_2.pdf
Every Child Matters 2003
http://www.education.gov.uk/consultations/downloadableDocs/EveryChild
Matters.pdf
If This Were My Child . A Councillor’s Guide to Being a Good Corporate
Parent’
http://www.rip.org.uk/files/prompts/p1/P1Dfes_2003_counsellors_guide_go
od_parent.pdf
The Children Act 2004
http://www.legislation.gov.uk/ukpga/2004/31/contents
The National Service Framework for Children, Young People and Maternity
Services 2004
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/Publication
sPolicyAndGuidance/DH_4089100
DfES Statutory Guidance 2005 :
http://www.education.gov.uk/consultations/index.cfm?action=conResults&
consultationId=1332&external=no&menu=3
The Children and Young People’s Act 2008
http://www.dcsf.gov.uk/everychildmatters/publications/childrenyoungperso
nsact2008/
Care Matters: Time to deliver for looked after children 2008.
http://www.dcsf.gov.uk/everychildmatters/resources-and-practice/ig0500/
Trafford Children and Young People’s Service brings together council and health
services to improve outcomes for children, young people, their families and schools.
Our Pledge to Children and Young People in Care
This pledge is a promise made by Trafford Children and Young People’s Service to all Trafford children in care and care leavers. All adults who work for and
with Trafford CYPS share a responsibility for helping children and young people in care to stay safe and healthy, enjoy life, and achieve their goals.
Being healthy
Getting the best from your education
•
•
•
•
•
•
•
We will give you advice and support about how to stay
fit and healthy
We will make sure that you have someone to talk to
about your physical and emotional health, if you want to
We will make sure you are able to attend medical
appointments, including regular dental and other health
checks
We will provide you with information, advice and
guidance about healthy living, diet and exercise
We will make sure that you are given opportunities to
enjoy sports and leisure activities
We will support you to follow your religion if you want to
Staying safe and settled
•
•
•
•
•
•
We will find you a home where you feel safe, cared
about and are treated well
We will do our best to give you a choice about where
you live
We will not move you from your placement without very
good reasons for doing so and we will always ask you
for your views about any change
We promise that you will have a social worker who will
get to know you well and listen to what you say
We won’t change your social worker without good
reason
We will help you stay in touch with your family and
friends if it’s in your best interests
•
•
•
•
•
•
We will make sure that you have a place at the best
possible school
We will draw up a Personal Education Plan with you to
help you to do the best that you possibly can in your
education
We will do what your Personal Education Plan says we
should do
We will help and encourage you to follow your hobbies,
and to have fun
We will make sure that you have access to computers
and other materials that will help you in your education
We will provide extra support with your studies if you
need it
We will help you to learn English if it’s not your first
language
Making a positive contribution
•
•
•
•
•
We will involve you in decisions that are made about
your life
We will listen to your views about the service and tell
you how your opinions influence the decisions we make
We will make sure that you are able to speak to
someone quickly and easily, when you contact us
We will tell you about your rights and what services you
are entitled to
We will provide you with someone independent to talk
to, if you would like to
•
•
•
•
•
We will make sure that you know how to complain if
you are not happy about the services that you receive
We will respond quickly to any complaints that you
make
We will give you an independent visitor if you want one
We will celebrate your achievements
We will involve children and young people in the
recruitment of staff who work with children in care
Preparing for independence
•
•
•
•
•
•
•
•
We will make sure that you have an acceptable
amount of pocket money
We will open a savings account for you, if you have
been in care for more than a year, and make agreed
payments into your account for you
We will draw up a Pathway Plan with you and identify
what support you will need before you leave care
We will do what the Pathway Plan says we should do
We will help you to learn how to budget, cook, clean
and other independent living skills
We will support you if you choose to move on to
further or higher education
We will provide you with good careers advice and help
you to apply for jobs and to access training
We will help you find somewhere suitable to live and
support you after you have left care
Let us know your views:
CHILDREN IN CARE SERVICE MANAGEMENT STRUCTURE
Corporate Director
CYPS
Deborah Brownlee
Joint Director, Services for
Children, Young People and
Families
Charlotte Ramsden
Joint Director, Services for
Children, Young People
and Families
Carol Baker-Longshaw
Interim Head of Service
Children in Care
Ged Crowther
School
Improvement
Lead for
Children in
Care
Multi-Dimensional
Treatment Foster
Care(Me2)
Acting Programme
Manager
Lead Consultant
Psychologist for
Children in Care
Sanjay Patel
Alison Mather
Steph Jamieson
Me2 Project
Team
CAMHS Team
Children in
Care
Residential Staff
Children’s
Homes
Residential
Staff
Children’s
Homes
Placements
Manager
Sally
Rimmer
Family Placement
Team Manager
(Fostering Service)
Supervising
Social Workers
Fostering Team
Len Pilkington
Interim
Operations
Manager,
Permanence
and Transitions
Designated
Doctor,
Children in
Care
Adoption
Team
Manager
Business
Support
Manager
Dianne Fewtrell
Dr. E. Turya
Annie Childs
Alice
Summers
Deputy Manager
Permanence &
Transitions
Children in Care
(Position being
recruited to)
Social Workers
Permanence Team
Children in Care
Deputy Manager
Permanence &
Transitions
Leaving Care Service
Community Nurse
Children in Care
Denis Owen
Sharon Beresford
Personal Advisors
Transitions Team
Leaving Care Service
Trafford Children and Young People’s Service brings together council and health
services to improve outcomes for children, young people, their families and schools.
Social Workers
Adoption Team
Admin Workers
Business
Support Team