Agenda item

(To receive a report by Amy Allcock, Commissioning Manager: Commercial, which presents an annual update on the Action Plan of the Looked After Children Placement Sufficiency Strategy – 'Commissioning Excellence: Meeting the Sufficiency Duty 2018 – 2022')

Consideration was given to a report which presented an annual update on the Action Plan of the Looked After Children Placement Sufficiency Strategy – 'Commissioning Excellence: Meeting the Sufficiency Duty 2018-2022'.

It was reported that the Strategy was signed off by the Corporate Parenting Panel in December 2017 with the recommendation to report annually against the Action Plan (attached as Appendix A to the report).  The Action Plan had been updated to reflect progress against the actions up to an including the end of December 2019.  Each action was evaluated using a Signs of Safety approach showing what had been accomplished, where there were concerns and what needed to happen next.  A number of actions had been marked as 'completed' with an accompanying explanation.

The Panel was guided through the Action Plan document and completed actions highlighted.  The panel was also provided with the opportunity to ask questions to the officers present in relation to the information contained within the report and some of the points raised during discussion included the following:

·         It was queried how many vacancies there were for carers at children's homes, and if some homes were not fully staffed did this cause undue strain for the remaining staff.  One member also commented that when they visited Sleaford there always seemed to be new staff and it was queried whether there was any difficulty retaining some of the carers.  Members were advised that there had been some turnover of staff in children's homes over the last 12 – 18 months.  For example, at Eastgate, some of the staff had been there a long time, but had recently retired, and there had been some staff sickness.  However, in terms of staffing this was one of the most stable homes.  The Beacon had always been difficult to recruit to, but it was now fully staffed.  The authority was constantly recruiting for these positions.  It was also noted that there were a number of floating staff who were fully trained who could cover if staff were off sick, rather than relying on relief staff.

·         It was commented that these children needed continuity and stability and it was queried whether rapid turnover of staff was unsettling to them.  Members were reassured that all staff were trained to a level to provide continuous care.

·         The demand for supported accommodation in the Grantham area was fairly stable.

·         In terms of the proposal for smaller units, it was queried whether existing LCC properties would be considered, and it was confirmed that they would be and officers were working with corporate property ad had carried out an initial search.  The purchasing of a property was also being considered.

·         It was queried what significant changes had been made to the Barnardo's contract, and members were informed that the main changes were around early allocation and transition from being a Looked After Child to a care leaver.  Following stakeholder engagement it had become clear that the relationships the child had with their social worker etc. were very important and if the young person was well supported they could benefit from moving to the leaving care service earlier.  However, this would be needs led and young people would now be able to transition from age 16.  It was anticipated that there would be a spectrum of support.  It was expected that the majority of young people would be ready to transition at 16, but the service would be much more about what the young person needed to get them to a strong position around independence.

·         It was commented that it was good news that the caring2learn scheme would receive funding again, however, it was queried why it was only one year funding.  Members were advised that funding came from the government and work had commenced on how to mainstream this service as cost neutral going forward.  The value and benefits of the scheme were recognised by many.  It would be known before April 2021 whether it was possible to incorporate this permanently on a cost neutral basis, if this could not be retained on a cost neutral basis there would be a need for some difficult conversations.  However, there was a lot of detailed work taking place around this.

RESOLVED

            That the updated Action Plan be noted and that the Panel endorse the work being undertaken.