This workshop looked at the effectiveness of the Council as a corporate parent. 

In response to member questions, Paul Angeli outlined a number of criteria by which the Council’s corporate parenting might be judged:

·         Stability and permanency of placements/arrangements for children in care;

·         The educational attainment of those in and leaving care;

·         The degree to which the health needs of those in and leaving care are met; and

·         The extent to which the Council aspires for those that are in and leaving care.

It was noted that all of these are easier to achieve the younger that children come into care; successful outcomes are much more difficult to achieve when care starts in adolescence.

Through its discussions the group identified the following specific current successes of the Council’s corporate parenting role:

·         Provision of mentoring support and opportunities that have supported those in care to develop confidence in a variety of situations;

·         The recent intervention of the task group on the housing and employment offer for care leavers and looked after children has supported other Council departments to make this their focus;

·         Through the use of robust Personal Education Plans the Virtual School supports the education of Merton’s Looked After Children. Whilst educational outcomes at Key Stage 4 for those in care remain volatile  (reflecting the impact of increasing numbers coming into care as adolescents and giving only a short time during which to achieve a positive outcome), outcomes at Key Stage 2 are positive;

·         The Children, Schools and Families Department is successful in building partnerships to drive the quality of provision for children in and leaving care.  An example is the developing relationship with registered social landlords with which the department is working to increase the provision of suitable housing options for care leavers;

·         The quality of the relationship between the Children, Schools and Families Department and the Corporate Parenting Board is supporting both to provide better outcomes;

·         The quality and permanence of the Looked-After Children (LAC) team.  This is evidenced through reviews with Looked-After Children conducted by Independent Reviewing Officers.  Success has been achieved by investing in the development of the LAC team;

·         The quality of the Child and Adolescent Mental Health (CAMH) service for LAC; and

·         Improvement in suitable housing options for those in care (which is up to 93%).  This includes where foster carers have made a long-term commitment to an individual young person.

It was noted that the small LAC population in Merton means an individual child has a bigger impact on the statistical measure of performance.

The following issues were highlighted and potentially should be a focus for scrutiny of Merton’s corporate parenting role during the coming year:

·         The percentage of children in and leaving care that are ‘not in education, employment or training’ (NEET).  It was highlighted that this is correlated with the increase in those coming into care at an older age (14 plus) and/or with special educational needs and/or disabilities (SEND).  This is being addressed through the appointment of a targeted worker with whom Paul Angeli holds monthly reviews.  Members were also reminded of the need to consider progress and not just attainment of cohorts where prior attainment is affecting outcomes;

·         Obtaining quoracy at child protection conferences, in particularly securing the attendance of the police and school nurses.  It was highlighted that some agencies have been under particular pressures but that work is on-going with those that are struggling to attend to ensure that this is addressed;

·         The changing profile of the LAC population in Merton (coming into care at an older age) is affecting outcomes at KS4 for some pupils;

·         The stability of placements is key to positive outcomes for children in care and should therefore remain a focus;

·         Whilst a high quality LAC team has been successfully developed, there is a need to ensure that this is retained going forward.  Additionally, there is a need to recruit more child protection officers;

·         There remains a difficulty in securing foster carers within the borough and there is a desire to move away from foster carers that are sourced through independent agencies.  (This can cause difficulties where these are also caring for Looked-After Children from other areas and there is no opportunity to plan cohesively for all children in their care.  Additionally, this provision is expensive.)  It was noted that all Merton’s Looked-After Children are placed with foster carers within five miles of the borough and that better provision of foster carer places is a London-wide issue that is being addressed collectively with other authorities; and

·         Housing provision is a real challenge as the Council fulfils its promise to allow children in care to “stay put” potentially up until the age of 25 years and older for those that require additional support.  As a result, the Council needs to provide a broader menu of options which is reflected in the current discussions with registered social landlords to provide short term lets and supported lodgings.  The Council is also discussing with a third party its interest in opening a children’s home within the borough.