Draft
Solihull Corporate Parenting Strategy
2010 - 2014
Consultation ends 31st May 2010
Responses to ybyrne@solihull.gov.uk
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CORPORATE PARENTING DRAFT STRATEGY 2010 to 2014
1. Introduction
Solihull Metropolitan Borough Council, and its partners, need to be
responsible and good corporate parents to ensure that all children and
young people in our care achieve their best out of life. Children and young
people that we look after have said they want “an ordinary life” and to
have the same experiences as other children.
To enable this to happen we have developed this strategy. It gives the
detail of how we will strive to achieve the best for all children and young
people in our care.
1.2. Corporate Parenting
Local Authorities have been responsible for looked after children and
young people, who cannot be cared for in their own families, for many
years.
In 1998 the government developed the “Quality Protects” Programme to
ensure local authorities improved the life chances of looked after children
and young people.
The Secretary of State at the time wrote to councils reminding them of
their responsibility for the quality of care for these children and young
people, spelling out their specific responsibilities to lead this work and
monitor how effective they were. This concept became known as
“corporate parenting” in acknowledgement of the requirement that whole
councils and their partners shared this task.
Corporate Parenting is not just about ensuring we meet the physical
needs of children and young people in our care but also ensuring that
these children and young people are offered the same standard of care
any reasonable parent would provide for their own child. It is caring about
a child and not just caring for them.
Corporate Parenting is not just the responsibility of social workers in their
day to day work with children and young people, but of everyone in the
council and partner organisations.
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1. 3 Solihull the Place
Solihull is a borough of contrasts. Over 70% of the borough’s 44,000
acres are greenbelt land. The M42 motorway divides the rural south and
east of the borough and the A45 dual carriageway dividing the south of
borough from the north.
The recognised economic success, and general affluence which
dominates in the south, masks the deprivation in the north.
Evidence shows that in terms of health, educational attainment, or
employment, residents in some north Solihull areas face significant
disadvantages compared to residents in the south of the borough.
Narrowing the gap in equality between the north and south remains a
huge challenge. In addition there is also growing evidence of pockets of
inequality emerging in other areas of the borough.
1. 4. Solihull the People
Solihull is home to over 200,000 people, with a quarter of its population
being children and young people. Solihull mirrors the national picture in
having an increasing number of older people and fewer children and
young people. The 15 to 19 year old age group continues to be the
largest group of young people in the borough.
Just over 8% of the Solihull’s population are from a minority ethnic
backgrounds heritage and this looks set to increase. The school census,
in January 2009, showed the largest ethnic minority group is Indian,
second being mixed white / Black Caribbean and third being Pakistani.
There is also a growing population of children and young people
separated from their parents and seeking asylum in the UK primarily due
a Home Office reception centre being located in Solihull.
Consultation re Introduction
IS THIS INTRODUCTION CLEAR?
ARE ANY CHANGES / ADDITIONS
REQUIRED?
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Do you agree with this section?
What would you need to do to be
able to deliver your commitment to
this?
2. Our Vision
Together with partners, we will ensure that children and
young people in our care become the best that they can be.
2.1 We will have achieved our vision when the following things have
happened: When we know the profile of our looked after children, young people
and care leavers, how it is changing and respond to this.
 When looked after children and young people tell us in a range of
ways that they feel cared about, safe and have a trusted adult to
talk to.
 When Looked after children and young people are involved in the
planning, delivery and evaluation of services they receive.
 When Solihull Council, all elected members and partners are all
clear about their corporate parenting roles and responsibilities and
are able to fulfil these and work together to deliver these.
 When corporate parenting is included in Solihull Council’s divisional
plans, partner action plans etc and that these are implemented and
reviewed.
 When there is a training programme for Solihull Council and
partners that raises awareness and supports corporate parenting.
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When all staff are aware of their responsibilities and this is part of
their job descriptions and development reviews. When there is clear
understanding of partnership working to meet this goal.
 When looked after children and young people are healthy,
emotionally well, supported and enabled to fulfil their ambitions and
aspirations
 When transitions to independence are timely for the young person
 When clear and effective pathways into adult services are in place
where needed
 When young people leaving care are prepared and have positive
options and choices regarding accommodation, education,
employment and lifestyles
 When we have improved outcomes our looked after young people
and what they are doing when they have left care at 18 years,
21years, and 25 years and beyond.
2.3 We will achieve the above points by meeting our “Promise” to looked
after children, young people and care leavers. This was launched in May
2009 and endorsed by Solihull Partnership.
2.4 A detailed business plan will support the implementation and progress
of the corporate parenting agenda.
Consultation re Vision
IS THIS VISION RIGHT? ARE ANY
CHANGES / ADDITIONS
REQUIRED?
Additional views from children &
young people that are relevant?
Do you agree with this section?
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What would you need to do to be
able to deliver your commitment to
this?
3. Context
3.1 National Context for Looked After Children, Young People and
Care Leavers
Nationally outcomes for looked after children and young people are poor.
They are over represented in adult mental health services, the criminal
justice system, are likely to not be in employment, to be homeless, not to
be in education or training and are have high levels of teenage
pregnancy.
There are pockets of success, with examples of good practice. They tend
to be on a particular area of work such as reviews, celebrating
achievements, rather than indicating that all corporate parenting is good
for each individual child or young person.
3.1.1 The focus nationally has been on achieving indicators and looking at
overall improvements for looked after children, young people and care
leavers as a group rather than as individuals. Development is needed in
this area.
This also includes knowing and understanding the impact of our
involvement not only whilst children and young people are in our care but
when they leave care.
3.2 What the Law Says
3.2.1 The Children and Young People’s Act 2008 reinforced the principles
set out in the Care Matters Green paper and re-emphasised the need for
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corporate parents to work in partnership to improve the experiences of
looked after children whilst they are in our care and when they leave.
The legislation is supported by a range of comprehensive guidance that
has been / or is being issued on a wide variety of areas. Current guidance
includes
 National Minimum Standards for adoption, fostering and care
homes
 Independent Reviewing Officer guidance
 Planning Transition to Adulthood for Looked After Children
Guidance
 The Children Leaving Care Regulations 2010
 Educational Achievements of Looked After Children
 Statutory Guidance on promoting the Health and well-being of
Looked After Children
 Virtual Head Teacher Guidance
 Improving the Attainment of Looked After Children & Young People
in Primary and Secondary Schools
3.2.2 The Act also extends the role of the corporate parent to continue for
care leavers up to 25 years of age in relation to education / employment /
training and accommodation needs.
3.3 Local Context
3.3.1 In relation to services to looked after children and young people and
the following judgements and observations have been made:Joint Area Review 2008 identified
 A lack of strategic overview to broaden corporate parenting
 Stronger partner and member involvement was required in response to
corporate parenting
 Corporate parenting was seen primarily as children’s social work
services responsibility.
Solihull Council’s Annual Performance Assessment (2008) stated
 Health outcomes for looked after children and young people are good
and better then statistical neighbours because needs are being
addressed well.
 The involvement and consultation with children and young people,
including the most vulnerable, is good.
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Review of Outcomes for Children and Young People in Solihull
October 2009 found:
 Health outcomes for looked after children and young people are good
and better than statistical neighbours
 Just over 40% of looked after children and young people are
unaccompanied asylum seeking, which has almost doubled looked
after children figures in recent years. Nationally this is a unique picture.
No other area has had such an impact on its looked after children
population.
 Since July 2008 the rate of local looked after children and young
people has also risen possibly in relation to national events eg. Baby P
enquiry.
 There is a very high level of participation of looked after children and
young people, including unaccompanied young people, in their
statutory reviews and other projects
 The percentage of care leavers aged 19 living in suitable
accommodation remains very high
 More evidence is required on outcomes for children and young people
in care including unaccompanied asylum young people and care
leavers.
 The stability of placements for looked after children and young people
remains good. However the recent increase in the whole looked after
population mean that the increased number of in-house local foster
placements has not been able to keep up with demand. Solihull MBC
does not have any internal residential provision, and has not had for
over 20 years, which further impacts on the demand for internal foster
placements when children and young people are newly
accommodated.
 Increasing numbers of looked after children and young people and
related costs are putting Children’s Services under pressure
 The proportion of looked after children and young people in the same
placement after 2.5 years is slightly better then national average and
similar to statistical neighbours
 From 2008 to 2010 there has been increasing pressure on looked after
children placement budget as numbers and costs have risen. This will
remain a pressure for 2010-11 onwards although a dedicated
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procurement team are looking at innovative ways to provide provision
and reduce costs
 There is increasing pressure on the availability of Solihull foster carers
to meet the demand for foster care and the widening range of needs of
the children and young people being accommodated.
3.3.2 We know that as corporate parents, Solihull MBC, and its partners,
are committed but there have been inconsistencies in delivering corporate
parenting responsibilities. Currently there is a renewed enthusiasm to
progress this agenda despite increasing external financial and resource
constraints.
3.4 Strategic Links
3.4.1 Strategically corporate parenting is being more firmly incorporated
into the Solihull Partnership agenda and within the Solihull Council
planning process. Local Area Agreements have a number of indicators in
relation to looked after children and young people. Solihull Partnership
has signed up to the ‘promise’ agreed with children and young people and
reporting mechanisms are in place,
3.4.2 In December 2008 Solihull Partnership published its “Sustainable
Community Strategy for Solihull 2008-18. It is the partnership’s
commitment to addressing inequalities experienced by some communities
in the borough. There are links with corporate parenting and looked after
children in the following aims: Increase participation in culture, sport and other leisure activities
(one of the key issues for looked after children, young people and
care leavers)
 Increase social inclusion, addressing the hardest to reach families
and communities
 Ensuring everyone has the opportunity of a decent home. Care
leavers generally have a lower standard of accommodation than
their peers, move to independence much earlier than their peersmaking it difficult to sustain living independently and are highly
represented amongst the homeless.
 Increase economic inclusion by addressing worklessness and
improving skills
3.4.3 In addition to these aims the Solihull Partnership has a “Brighter
Future for All Our Young People” as one of their priorities. This includes
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an equal chance for children and young people who are carers,
unaccompanied asylum seekers, or looked after.
Solihull’s current Children and Young People’s Plan identifies looked after
children and young people and care leavers aged 0 to 25 years as one of
its priority areas and has a series of measures to ensure the improved
outcomes for this group.
Solihull MBC will include Corporate Parenting in its Council Plan under its
aim to reduce inequalities.
3.5 The Solihull Business Charter for Social responsibility has also
included a commitment by contractors / providers to fulfil their corporate
parenting responsibilities.
3.6 The Young People’s Substance Misuse Strategy also considers
unmet needs for vulnerable groups. Substance Misuse can be a key issue
for some of our looked after young people as they move into independent
living. The current re-design of the Hidden Harm Service will aim to
support families where substance misuse is an issue and prevent some
children or young people coming into our care.
Consultation re Context
IS THIS ACCURATE? ARE ANY
CHANGES REQUIRED? DO WE
NEED A GLOSSARY OF TERMS?
Additional views / perspectives that
need adding / consideration
Do you agree with this section?
What would you need to do to be
able to deliver your commitment to
this?
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Other comments
4. Solihull’s Looked After Children and Young People
4.1 As of November 2009 Solihull had 440 looked after children and
young people (including 174 unaccompanied young people) and over 340
care leavers aged up to 21 years.
The numbers of children and young people coming into our care are
steadily increasing and the gap in numbers between local and
unaccompanied asylum seeking young people is narrowing. (See
Appendix 3).
A more detailed profile than our current one is needed if we are to
understand current and future needs of looked after children, young
people and care leavers.
4.2 The opening of a Home Office reception centre in the borough and the
Hillingdon Judgement has led to a change in the profile of Solihull’s
looked after population. The Hillingdon Judgement made local authorities
responsible for unaccompanied asylum seeking children and young
people in their area and ruled that they should be treated as looked after
children and young people rather than children in need. This has resulted
in the numbers of looked after young people steadily increasing. Elected
members, Solihull Council and its partners have given a clear
commitment, in the spirit of Hillingdon, to act as good corporate parents to
these young people. This has led to the provision of a specialist team
responsible for unaccompanied young people and has enabled staff to
develop the skills and knowledge to be responsive to their need.
4.3 Around 50% of our looked after children and young people are placed
in borough. The remaining children and young people are placed out of
borough in a range of external placements some locally (within 20 miles
of Solihull) and others across the country. There are small number of
children and young people in residential establishments all of which are
out of borough
4.4 Solihull has specialist foster care provision, called LAATCH, to
provide intensive support and is intended to prevent children and young
people requiring residential provision in the future to meet their specific
needs.
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4.5 Figures for Health Assessments and plans for 2009-10 are currently
not available. There have been issues raised about the quality of
assessments and plans completed by out of area PCT’s.
Currently there is one designated nurse and doctor for looked after
children. Calculations show that in order to meet current need 3
designated nurses would be required.
We currently do not know enough from health assessments and plans to
know if there are particular issues we need to address.
4.6 We have continued to recruit local foster carers but this has not been
able to meet the continuing demand for more local foster placements for
those children and young people coming into care
4.7 During 2007-8 356 looked after children and young people of statutory
school age with 214 remaining in care for the whole academic year.
 140 are unaccompanied asylum seeking young people representing
39% of looked after children in statutory education.
 50% were educated in authorities outside of Solihull
 21 children / young people moved schools for reasons other than
secondary transfer
 25 looked after children / young people have Statements of Special
Educational Need.
 4 out of 6 (66%) children in key stage 1 achieved the level 2
benchmark
 6 out of 16 (37%) achieved level 4 in English, 8 out of 16 (50%)
achieved level 4 in maths and 10 out of 16 (62.5%) achieved level 4
in Science. 13 out of 16 (87.5) achieved their predicted targets
 Of the 30 young people in Key Stage 3, 13 are UAS young people,
with 9 of the young people having arrived during academic year
hence not included on figures. 9 out of the 21(43%) achieved Level
5 in English, 4 out of 21 (19%) achieved level 5 in Maths and 5 out
of 21 (24%) achieved level 5 in science.
 In 2007 cohort there were 51 young people, 30 of which were UAS
young people (25 of whom had not been in country for two years).
26 young people were entered for GSCE examinations. 1 out of 21
gained 5 GCSE’s grades A to C including maths and English.
 19% of Year 11 pupils came out of education with no qualifications
 We have 100% of Personal Education Plans completed on time
4.8 Transition for looked after young people into independence and adult
services is poor. As the threshold for access to adult mental health and
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social care provision is higher than the threshold for similar children’s
services some young people may not be able to access the services they
are used to receiving and require.
There are established pathways but they are not working as well as they
could. Assessments could happen sooner for example.
4.9 There is a newly established Children in Care Team to support
children and young people in long term care. Long term care is where
either the child / young person is made subject to a Care Order or where
they are unlikely to return to their family within the foreseeable future.
4.10 The newly expanded Corporate Parenting Team has ensured the
development and adoption of our “promise” to looked after children and
young people and established our Children In care Council called Get It
Sorted.
The team is responsible for ensuring that looked after children, young
people and care leavers play an integral part in how services are
delivered and developed. This has included enabling looked after children
and young people to chair their own reviews, be involved in recruitment of
staff, training workers, developing information i.e. leaflets / website design
and having employment opportunities.
4. 11 Messages from looked after children, young people and care
leavers
The Care Matters consultation that led to the Children and Young
People’s Act 2008 identified the following key messages nationally from
looked after children, young people and care leavers who told us they: Want to have “an ordinary life” which means being seen as a child
and young person first rather than being a looked after child.
 Need to feel “care about” rather than being cared for.
 Want to maintain contact with the people they see as important to
them
 Want to feel they have been involved in decisions about their care
 Want to feel they have been listened to.
 Want us to feedback to them about what we are doing or not
doing.
Consultation re Looked After Children and Young People
ARE THERE ANY ADDITIONAL
ISSUES TO ADD IN?
13
Additional views from children &
young people
Do you agree with this section
What would you need to do to be
able to deliver your commitment to
this?
Other comments
14
5 . Our ‘Promise’ to Looked After Children and Young
People
5.1 We have already developed and launched our looked after children’s
promise. This was developed with over 50 looked after children and
young people and reflects the priorities they identified. The promise is our
commitment – Solihull Council and its partners – to all of our looked after
children, young people and care leavers. We are committed to delivering
on our promise in a manner that demonstrates we see them as children
and young people first and foremost. as opposed to simply being in care.
5.2 The ‘Promise’ together with measure of success is set out below:We promise you that while you are in our care we will make sure
that: You are respected and supported
 You ”have a say” in everything to do about your care.
 You have the help and support to achieve what you want out of
life
 You can keep in contact with the people who are important to
you
 You feel cared about and loved.
5.7 See Appendix 6 for full details on how we can show looked after
children and young people how we are and intend to meet the our
promise to them.
5.8 Get It Sorted
Get it Sorted is our Children In Care Council and aims to give looked after
children and young people the opportunity to meet with the Lead Member,
Chief Executive Solihull Council, Director of Children’s Services and other
key officers and managers.
The group is open to all looked after children and young people aged 8
years and over, although we are going to focus on supporting 5 to 8 year
olds to be involved as well.
‘Get It Sorted’ meets a minimum of five times a year during school
holidays or weekends in order to ensure that those young people placed
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out of borough are able to attend if they wish. Get It Sorted aims to
ensure that looked after children and young people are able to raise
issues important to them with senior officers and ask officers to “GET IT
SORTED!”. The group will also ensure that we are continuing to meet our
promise.
Consultation Promise
ARE THERE ANY ADDITIONAL
ACTIONS OR PLANS WE CAN
INCLUDE IN HOW WE CAN MEET
OUR ‘PROMISE’
Additional views from children &
young people
Do you agree with this section
What would you need to do to be
able to deliver your commitment to
meeting the ‘Promise’ within your
agency / team?
Other comments
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6 . How will we know we have got it right?
6.1 It is clear that in order to measure how we have improved the
outcomes to looked after children, young people and care leavers we
need to have a clear performance monitoring system. This includes the
need to draw on data already collected by the Children & Young People’s
Trust, Local Safeguarding Children Board etc.
This data and information can continue to support our understanding.
However, the benchmark of where we are in relation to the areas
identified in the promise and the monitoring of personalised outcomes
needs to be established. This will help us know we have made a
difference to individual children and young people.
In addition this will enable the development of a Corporate Parenting
scorecard based on key areas to improve the outcomes for looked after
children, young people, and care leavers. The scorecard will link directly
to the promise so we can demonstrate to children and young people that
we have made a difference.
We will know we have met our promise to looked after children and young
people by monitoring the Corporate Parenting Scorecard and the data
collected by Solihull MBC, the Local Children’s Safeguarding Board and
Children & Young People’s Trust all of which will support the Corporate
Parenting Scorecard.
6.2 The Corporate Parenting Scorecard
Currently a scorecard for corporate parenting is being developed. This will
complement the national indicators and local indicators already
measured.
The proposed content of the score card is:6.2.1 You are respected and supported
 Children and young people feel enabled and supported to access
complaints and advocacy services.
 Children and young people feel they participate and have a say in
their looked after reviews and pathway reviews.
6.2.2 You ”have a say” in everything to do about your care.
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 The number and quality of positive activities children and young
people participate in weekly.
 The setting and measuring of personalised individual health targets
.
6.2.3 You have the help and support to achieve what you want out of
life
 Young people are appropriately prepared and supported in
preparing for independent living and that the young person also
feels prepared.
 The setting and measuring of personalised individual educational
targets.
 The number of LAC and care leavers offered work experience /
employment through SMBC and its partners
6.2.4 You can keep in contact with the people who are important to
you
 We know the people who are important to individual looked after
children and young people and they have contact with them.( where
it is safe to do so)
 Staff, children and young people are aware of, and implement, the
sleepover policy where needed. The sleepover policy enables
looked after children, young people to sleep over at friend’s houses
without the need for police checks etc. It is an attempt to normalise
an activity that is often taken for granted by their peers.
6.2.5 You feel cared about and loved.
 The number of looked after children, young people and care leavers
who are reported as stating they feel cared about.
 Looked after children, young people and care leavers have a trusted
adult they can talk to if worried , upset, angry etc.
Consultation Scorecard
WHAT ARE YOU VIEWS ON THE
PROPOSED PERFORMANCE
FRAMEWORK?
Additional views from children &
young people that require
consideration
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Do you agree with this section
What would you need to do to be
able to deliver your commitment to
this?
Other comments
19
7. Corporate Parenting Structure
7.1 In order to ensure that this Corporate Parenting vision and strategy
happens the following structure is in place. This is a revised version of
structure agreed in 2008. (See Appendix 1)
7.2 It is now proposed that there are four work streams with identified
leads and there will be two ongoing working groups reporting into the
structure as appropriate.
In order to ensure the structure supports the progress of this strategy the
Strategic Corporate Parenting Manager will continue to develop this work
and ensure that governance and challenge are key throughout the
process.
The structure will ensure that key themes are integral throughout all
groups.
7.2.1 These key themes are
 Being good Corporate Parents is about ensuring all our services
would be good enough for our own children
 Active involvement and making sure that the voice of looked after
children, young people and care leavers are embedded and inform
the implementation of the strategy and action plan.
 Ensuring equality and diversity issues are addressed
These themes should also reinforce the key principles mentioned
earlier.
7.3 Corporate Parenting Action Plan
There will be an action plan drawn up by the Strategic Corporate
Parenting Manager, and agreed by the Corporate Parenting Project
Board, to ensure that Solihull MBC and its partners deliver the strategy.
This will include a response locally to the emerging national guidance,
including legal duties and responsibilities and Solihull Partnership’s
response to the promise.
7.4 Corporate Parenting Project Board
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Membership of the Board includes Lead Member (as Chair), the Council’s
Chief Executive Officer, Director of Public Health, and head of Partnership
Commissioning.
The Board is to ensure the vision for corporate parenting is achieved by: Initially ensuring the Corporate Parenting structure is established
and operating.
 Initially establishing mechanisms for looked after children, young
people and care leavers to be represented throughout Corporate
Parenting structures.
 Ensuring the Corporate Parenting Strategy is implemented, the
promise to looked after children, young people and care leavers is
kept and work-streams are operating effectively.
 Ensuring looked after children, young people and care leavers have
a voice throughout delivery and development of services and are
kept informed.
 Ensuring that outcomes for looked after children, young people and
care leavers are improved
 Taking measures to resolve any issues that arise and to ensure
access to relevant resources
 Receiving reports regarding performance management issues
raised at meetings of the ‘Get It Sorted Group’
 Considering and approving an annual Corporate Parenting Report
before presenting it to other groups
The Corporate Parenting Project Board will report to the Solihull
Partnership, Children & Young People’s Trust and the Local Safeguarding
Children’s Board.
7.5 “Get It Sorted”
Get it Sorted is the name and message of our Children in Care Council.
This Group will meet a minimum of five times a year but is supported by a
wide range of involvement and focused projects
Its purpose is to give looked after children & young people, and care
leavers, the opportunity to: Ensure that Solihull MBC and its partners progress and deliver on
the promise.
 Raise issues that concern them regarding their care experience
 Inform future service delivery and development
 Meet directly with Chief Executive Solihull MBC, Director of
Children’s Services, lead member and other Chief Officers.
 To have representation at Corporate Parenting Project Board as
appropriate.
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The ‘Get It Sorted’ group will be supported by a network of involvement
activities / projects with looked after children, young people and care
leavers. This will ensure that a wide range of views and experiences are
sought and help inform future service develops.
7.6 Performance Monitoring
There will be performance monitoring working group led by the Strategic
Corporate Parenting Manager who will focus on performance against the
Corporate Parenting Scorecard and pull together existing national and
local performance indicators. The group membership will include
performance leads for People Directorate, Children and Young People’s
Trust and Health.
This group will provide the data and analysis to ensure we are improving
experiences of our looked after children and young people and making a
difference on an individual level. Initially this will involve identifying where
we are now and the data we need in order to be good corporate parents.
7.7 Work streams
7.7.1 There are four work streams which will
 Draw up detailed terms of reference that are responsive to current
and emerging guidance.
 Ensure roles and responsibilities across professions and agencies
are clarified.
 Identify the most appropriate way of ensuring work-stream activity is
undertaken effectively.
 Have clear action plans and identified priorities that are reviewed
annually. This should link into the Promise to children and young
people in care, the Corporate Parenting Strategy and emerging
guidance
 Report progress to the Corporate Parenting Governance Group
twice yearly
 Ensure appropriate membership, co-opting workers for particular
period of time or attendance for some members for particular issues
 Ensure that lessons learnt locally and nationally and good practice
is embedded into their work.
 Have a performance framework and monitor performance
 Address issues around inequality and diversity related to the work
stream and suggested measures to manage and resolve these.
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 Report to Corporate Parenting Project Board bi-monthly on progress
and issues.
 Provide an annual summary to inform the Annual Corporate
Parenting Report.
 Work streams to meet as appropriate / decided by work stream
lead
 Work-stream leads and members will be involved in future
developments and planning for the Corporate Parenting Strategy.
7.7.2 The four work streams are
A) Ambitions and Aspirations
B) Parenting and family support
C) Health and well-being
D) Care Placements
7.7.3. Ambitions and Aspirations
This work stream will: Ensure the education needs of looked after children, young people and
care leavers are taken into account when education policy is planned.
 Ensure educational attainment and vocational training is monitored
 Ensure effective links with a wide range of areas including early years,
extended services, SEN inclusion and access, 14-19 agenda, Aim
Higher, 1 to 1 Tuition.
 Address issues around transition and preparation for employment
The work stream will have a sub-group that will focus on the development
of a range of employment and work experience opportunities. This subgroup will develop an action plan to support this work which will report into
this work stream and then in turn to the Corporate Parenting Project
Board.
7.7.4 Parenting and Family Support
This work stream will
 Ensure universal and targeted specialist parenting support is available
to those families with children / young people and on the edge of care.
 Have a clear overview of the parenting support on offer to looked after
young people and care leavers who are parents
 Clarify the services to support families to prevent children and young
people entering care system.
 Ensure there is parenting support and accessible services available to
looked after young people and care leavers with parenting
23
responsibilities at locations like Children’s centres, neighbourhood
nurseries etc
This work stream is established and meetings twice a year to consider
priorities and review their action plan.
7.7.5 Health and Well Being
This work stream will
 Ensure a holistic view of the health and well-being of looked after
children, young people and care leavers and that provision is
appropriate to need.
 Focus on individual needs and promoting lifelong good health and wellbeing.
 Ensure that all looked after children and young people are offered
good quality health assessments, personal health plans and health
provision.
 Monitor that looked after children, young people and care leavers can
access a range of opportunities to develop and promote a long term
healthy lifestyle.
 Address the wide range of health issues relating to children, young
people and care leavers eg. sexual health, substance use, personal
care etc.
 Ensure that the transitions to adult care and general health provision
are accessible to young people leaving our care.
7.7.6 Care Placements
This work stream will
 Ensure a range of good quality; best value placements are available
locally, where appropriate, for looked after children, young people and
care leavers.
 Ensure there are a range of good quality accommodation options
available for care leavers and ensure development of links with
external providers and Solihull Community Housing.
 Monitor the quality of placements including the views of children,
young people and families.
 Map the location of all placements for looked after children, young
people and care leavers.
 Ensure a range of options are available to young people leaving our
care to live independently
 Ensure young people leaving care are prepared for independent living
24
Consultation Structure
IS THIS ACCURATE? ARE ANY
CHANGES REQUIRED?
Do you agree with the proposed
structure?
What would you need to do to be
able to deliver your commitment to
this?
Other comments
25
26
Corporate Parenting Structure
Solihull Partnership
Children and
Young Peoples
Trust
Local
Safeguarding
Children’s Board
Corporate Parenting
Project Board
Performing
Monitoring
Aims and
Aspirations
Health and
Well Being
Get It Sorted
Children In Care
Care
Placements
Parenting and
Family Support
Dependent on Children and Young People’s Plan Consultation January to March 2010
27
Appendix 2 Corporate Parenting Stakeholders
Commu
nity
Housing
All
elected
member
s
Solihull
MBC
Children
s Social
Care
Staff
CYP
Trust
Adult
Social
Care
Adult
Safeguarding
Primary
Care
Trust
LSC
B
Looked
after
childre
n&
Strategic
Health
Authorit
y
Stakeholders
young
people
Schools
Designat
ed
teachers
Parents /
siblings
of LAC
Solihull
Foster
Carers
Youth
Offendi
ng
Service
External
Carers
Extende
d
Services
Get It
Sorted
Networ
k
Integra
ted
Youth
Suppor
t
Service
BUM
P
Home
Office
Care
leaver
s
28
Appendix 3 - LAC at 30th November 2009
Local LAC: 266
UASC LAC: 174
Total LAC: 440
29
Appendix 4
Children & Young People’s Trust Score Card
Looked After Children & Unaccompanied Young People
(measures reported on quarterly)
ECS 01a % of LAC allocated to a qualified SW excluding UASC
ECS 01b % of LAC allocated to a qualified SW including UASC
ECS 01c % of UASC allocated to a qualified SW (closing the gap)
ECS 02 % of Child Protection Cases allocated to a qualified SW (as at)
ECS 04 No of children subject to s47 enquiry initiated in quarter/10,000 population. (cumulative)
ECS 05 % of s47 enquiries that led to an initial conference (cumulative)
ECS 06 % of children registered at initial conference (cumulative)
ECS 07 Private Fostering No of cases visited within 7 days
ECS 08 Private Fostering % of arrangements visited every 6 weeks
ECS 09 Private Fostering % of arrangements that should have been (and were) visited every 12 weeks
ECS 10 No. of referrals of children per 10,000 population (cumulative)
ECS 12a % of LACs participating in reviews
ECS 12b % of UASC LACs participating in reviews
ECS 14 Percentage of referrals that are repeat referrals within 12 months
ECS 17 Adoptions of children looked after
ECS 20 % of children newly looked after in the year placed more than 20 miles
ECS 21 % of children aged 10 or over who had been looked after continuously for at least 12 months, who
were given final warning etc
NI 59a SOL Percentage of initial assessments for children’s social care carried out within 7 working days of
referral
NI 59b UASC UASC Percentage of initial assessments for children’s social care carried out within 7 working
days of referral
NI 60a SOL Percentage of core assessments for children’s social care that were carried out within 35 working
days of their commencement
NI 60b SOL UASC Percentage of core assessments for children’s social care that were carried out within 35
working days of their commencement
NI 62 SOL Percentage of children looked after at 31 March with three or more placements over the last 12
months ex BV49
NI 63 x D78 Stability of placements of looked after children: length of placement
NI 64 x C21 Child Protection Plans lasting 2 years or more
NI 65 SOL Percentage of children becoming the subject of Child Protection Plan for a second or subsequent
time
NI 66a xC68 Looked after children cases which were reviewed within required timescales
NI 66b xC68 UASC Looked after children cases which were reviewed within required timescales
NI 66c xC68 LOCAL LAC Looked after children cases which were reviewed within required timescales
NI 67 xC20 Percentage of child protection cases which were reviewed within required timescales x BV162
NI 68 Percentage of referrals to children’s social care going on to initial assessment
NI 148 Care leavers in education, employment or training
Shaded areas are indicators to be reported on 6 monthly to the board
?? CYP Missing from care
30
Appendix 5_Meeting our ‘Promise’ to Looked After Children and Young People
You Are Respected And Supported: - in order for us to make this happen you should expect
that: We will help you deal with your worries quickly
 We won’t share information about you without you knowing
 We will do the best we can to make you happy
 We will listen to you
 If we say we’ll do something then we will do it
 We will be honest with you about what we can or can’t do.
So far we have ………..
 An advocacy service for you to get the support and advise and provide someone
independent to help you have your say
 Involved looked after children and young people in developing the promise
 Have established our Children in Care Council called “Get It Sorted”
 Regular LAC Awards for looked after children, young people and care leavers to
acknowledge what you have achieved
 Held three celebratory events to celebrate your achievements
 Set up a project to support you in chairing your in care reviews
 Made the complaints process easier to go through
 Have a policy about information sharing and how you can see you records
We plan to……………
 Involve as many looked after children and young people who want to in participation
activities
 Support children and young people’s involvement
 Develop an independent visitor and peer mentoring to support you
 Improve the way we manage your grumbles and complaints about the services / care you
receive.
 Ensure that any changes or learning from complaints and grumbles make a difference in
future.
 Have an independent visitor / mentoring support for those looked after children and young
people who want this
 Continue with LAC Awards and celebratory events to acknowledge your achievements
 Continue to let you have a say at Get It Sorted in a range of ways.
 Develop a website where you can tell us of your concerns / issues
We will know we have been successful at this by…………………..
 Been assessed under Lilac Assessment Framework (A National Voice)
 Knowing how many of you have given us your views through various participatory events
 To feedback to you on how we are doing or not doing the things we have agreed through the
KidsKiC, KiC and care leaver’s magazines and website currently under development.
 Having an independent / mentoring scheme in place
 Round table case discussions / audits
31
You” Have A Say” In Everything To Do About Your Care: - in order for us to make this
happen you should have the chance to: Be involved in your review
 Complain if you are not happy
 Get an advocate
 Meet people who make decisions that effect you
 Have a say in where you live
 Have a say in who your social worker is
So far we have ………..
 Trained and involved some of you in interview panels for new senior officers, social workers,
support workers, Independent Reviewing Officers
 Run the project where you are trained and supported to chair your own looked after review
and have a worker now to specifically work on this project.
 Get It Sorted (our Children In Care Council) where all looked after children and young people
aged 8 to 17 have the opportunity to meet Lead Member
 A Corporate Parenting team that will support a range of participatory projects to support the
promise.
 Childrens Champions in each of the social work teams who champion corporate parenting
and active involvement activities within the team.
We plan to……………
 Involve you more in the recruitment process
 Develop a range of ways to make sure that looked after children, young people and care
leavers have more participation in their reviews ( including pathway reviews)
 Ensure all looked after children, young people and care leavers know the name and contact
details of their social worker, LAC nurse and Connexions PA where appropriate.
We will know we have been successful at this by…………………..
 Recruitment process involved more children and young people in adverts, job descriptions,
short listing etc
 There is a review toolkit to offer all looked after children and young people the opportunity to
feel more a part of their review in a way that they feel comfortable.
 A wide number of looked after children, young people take part in Children In care Council
events and other participatory projects that feed into this.
 LAC survey to all looked after children and young people
 Exit Interviews with you as you leave care at 18, 21 and 25 years
 Visits to you in placement
32
You Have The Help And Support To Achieve What You Want Out Of Life: - in order for us to
make this happen you should: Be able to enjoy yourself
 Be able to take part in clubs and activities
 Have a good education
 Have the help and support you need to get the qualifications / career you want.
 Have the right amount of help, advice and support as you move into adult life and
independence.
So far we have ………..
 Run various ad hoc work experience / employment opportunities
 Have Personal Education Plans that look at your education
 Offer tutoring to those children and young people who need it
 Provided laptops to looked after young people at secondary school and care leavers in
education.
 Run a Healthy Living Project for care leavers aged 16 plus who are not in work
 Employed three care leavers in various jobs across the Council.
We plan to ……………
 Offer a range of work experience and employment opportunities for looked after young
people and care leavers
 Ensure that as you move to 16 Plus team you have a bank account set up, a passport and
birth certificate
 Look at how we enable you to know what you aspire to in life and
 Make sure your carer or social worker attended parents evening, parent events at school etc
 Ensure all looked after children and young people are supported to take part in at least 1 club
/ activity a week
 Ensure all children and young people who are eligible apply to Home Access For LAC
programme
 Look at how we can continue to provide ICT equipment to support you in your education etc
from when you start school to post leaving care
 Make sure we keep up with knowing what you are doing / want to do when you leave our
care at 18 years
 Improve pathways and timeliness of moves into independence and adult services.
We will know we have been successful at this by…………………..
 More looked after young people and care leavers having work experience placements or
employment with Solihull MBC and it’s partners
 Counting how many of you take part in activities
33
You Can Keep In Contact With The People Who Are Important To You:-in order for us to
make this happen this could be: Living close to family or friends
 Helping you keep in touch with your family / relatives or other people who are important to
you.
 Making it easier for you to keep in touch with friends
So far we have ………..
 Tried to reduce the numbers of placements outside of Solihull or that make it difficult for you
to get to your education / work, and the people who are important to you
 Set up a contact service for those families needing supervised contact
We plan to ……………
 Make sure we have asked you who the people are who are important to you and ensure you
have appropriate contact with them
 Get more Independent Visitors for those of you who have little or no contact with your
families.
We will know we have been successful at this by…………………..
 By you telling us in our annual survey
 More children and young people are in local placements
 You feeling you have a trusted adult you can talk to
34
You Feel Cared About And Loved: - in order for us to make this happen you should: Be treated like the individual that you are
 Have stability in your life
 Have a worker who listens to you and understands you
 Be treated like other children and young people wherever possible
So far we have ………..
 Got more ways to help you have a say about services that affect you
 Made sure more of you move placement less
We plan to …..
 Make sure you have access to the same activities other children and young people as well as
ones you tell us you want about being in care
 Implement actions needed following our annual survey and exit interviews
 Ensure that your personal health and education plans are up to date and will meet your
needs
 Ensure that you have a trusted adult you feel you can to talk to if you feel upset, angry,
confused
 Continue to reduce the number of placement moves
 Reduce the number of moves when living independently
 Visit some of your placements to check them out
We will know we have been successful at this by…………………..
 Having more of you tell you feel safe, loved and cared about in our annual survey
 The number of placement moves you have getting fewer overall
 You tell us your worker listens and understands you
 That you tell us that you have a trusted adult you can talk to
 That more looked after children and young people are taking part in range of activities on
their own or with their families / carers
35