Corporate Parenting Strategy and Action Plan

Transcription

1 Corporate Parenting Strategy and Action Plan Voices of South Lanarkshire children and young people Listen to me more Keep me safe Give me more opportunities to do hobbies People tend to promise good things because they want the best, but if promises are made but the promises can t be fulfilled, young people feel hopeless and upset I would like better communication with my corporate parents My workers have put me on the right path Help us through it, but listen to us too before saying no It only takes one worker to make a difference - it s all about support Foreword Welcome to South Lanarkshire s Corporate Parenting Strategy and Action Plan Children and young people who are looked after and care leavers are some of the most vulnerable in our society. These children and young people, whose needs we are responsible for, have become looked after for a range of reasons. They have often experienced some form of abuse, neglect and trauma prior to their becoming looked after. In South Lanarkshire, the effective safeguarding of the wellbeing and upholding the rights of looked after children, young people and care leavers is one of our most important responsibilities. We will strive to intervene early to prevent children from becoming looked after. Where children are looked after, we will provide high quality services for each child and young person. In doing so, we strive to reduce the inequalities experienced by them. Successful corporate parenting requires passion, commitment, partnership working and engagement across all agencies. It requires everyone, from the head of organisations to front line practitioners, to take a proactive approach to better understand their corporate parenting responsibilities and improve their practice accordingly. We need to work together to enable looked after children, young people and care leavers to be, and feel, nurtured, listened to and supported to achieve their individual potential. Although previous corporate parenting across many agencies has already brought about significant positive change and outcomes for looked after children, we need to do more at both a strategic and operational level, with a clear interface between the two. This strategy and action plan sets out our key aspirations for these children and young people and how we intend to achieve them. The new legislation in terms of the Children and Young People (Scotland) Act 2014 provides us with a clear direction of travel and we will ensure that the care journeys and outcomes of our children and young people are as positive as we can make them. Each day we need to ask ourselves, what more can I do to improve this person s life and future chances? 1

2 Introduction 1.1. Getting it Right for South Lanarkshire s Children and Families vision: We aim to ensure that children, young people and their families get the help they need, when they need it. Our vision is to ensure that children and young people live in a community where they are safe, healthy, achieving, nurtured, active, respected, responsible and included Definition of Corporate Parenting South Lanarkshire embraces the definition as laid out in the Corporate Parenting Guidance (2015) as: An organisation s performance of actions necessary to uphold the rights and safeguard the wellbeing of a looked after child or care leaver and through which physical, emotional, spiritual, social and educational development is promoted. Throughout this document the term looked after children refers to all looked after children, young people and care leavers Duties and Responsibilities The Children and Young People (Scotland) Act 2014 established a framework of duties and responsibilities for relevant public bodies requiring them to be systematic and proactive in their efforts to meet the needs of looked after children and care leavers. Part 9 (Section 58) sets out the responsibilities of corporate parents towards children and young people. These responsibilities are legal duties which every corporate parent must fulfill. The six duties are: 1. Being alert to matters which, or which might, adversely affect the wellbeing of looked after children and care leavers; 2. Assessing the needs of those children and young people for services and support they Provide; 3. Promoting the interests of those children and young people; 4. Seeking to provide looked after children and care leavers with opportunities to participate in activities designed to promote their wellbeing; 5. Taking action to help looked after children and care leavers: access opportunities to improve wellbeing and make use of services, and access the support, which they provide; and 6. Taking any other action to improve the way in which it exercises the Corporate Parenting functions. A wide range of legislation, regulation and guidance provides the framework within which actions take place, but the end-purpose of all of them is the same: to secure nurturing, positive childhoods, from which these vulnerable children and young people can develop into successful learners, confident individuals, responsible citizens and effective contributors. 2

3 1.4. What does it mean to be a corporate parent? When a child or young person becomes looked after, the tasks of their parent become the responsibility of everyone working for the Council and partner agencies, and not just those working directly with Children s Services. The Act lists all organisations that are corporate parents and provides direction to make sure they are clear about their duties. For South Lanarkshire a list of the corporate parents are shown in Appendix 1. Corporate parents will want the same outcomes for their looked after children as any parent would want for their own children. They will take responsibility for securing the wellbeing of all looked after children. They will recognise the poorer outcomes of looked after children and work together more effectively to remove the inequality which many looked after children and young people experience throughout their care journeys and beyond. We must take a strategic, child-centred approach to service delivery and shift the emphasis from corporate to parenting, taking all actions necessary to promote and support the health and wellbeing of a child from infancy to adulthood. The specific intention of the Corporate Parenting Strategy is to widen the ownership of responsibility for looked after children to key partners within the statutory and voluntary sectors. The priority will be to engage staff in awareness raising as well as specific training inputs to ensure they are aware of their responsibilities and are supported to take this forward into the workplace Who are looked after children and care leavers? From March 2015, the Children and Young People (Scotland) Act 2014 brought about specific changes to help achieve better permanence planning for looked after children. Corporate parenting responsibilities extend to all looked after children from birth to when they cease to be looked after. This includes children in foster care, residential care, secure care, looked after at home on home supervision requirements and those in formal kinship care. It also includes children with a disability who are looked after during short break provision. In terms of those in throughcare and aftercare, the new act introduced a range of new provisions for Continuing Care and Aftercare. All young people in residential, foster or kinship care born after April 1999 will have a right to stay in foster, kinship or residential care until the age of 21. This will be known as a new legal status of Continuing Care. The right to Aftercare support will be available to all care leavers and will be extended from those up to the age of 21 to those aged up to What do we know about our looked after children in South Lanarkshire? South Lanarkshire is committed to ensuring that, where appropriate and taking into account their needs and wishes, children are cared for within a family setting either within their own families or within a foster care setting. Some children with more complex needs are unable to live within a family and require a residential care setting. Over the last three years South Lanarkshire has had an average of 660 looked after children and care leavers. See Appendix 2 for breakdown of figures. As at 31 July 2014 of the 665 looked after children and care leavers: 212 (36%) were at home with parents; 116 (19.5%) were with friends/relatives; 191 (32%) were with foster carers; 3

4 5 (0.5%) were with prospective adopters; 71 (12%) were looked after in residential houses, schools and secure; and 70 young people were eligible for aftercare services. 2. Current Position 2.1. How did we get here? South Lanarkshire s first Corporate Parenting Policy: These are our Bairns, Behave Corporately, Think Like a Parent (2009) identified key areas of work, eg early intervention, partnership working, placement stability, improving outcomes, transitions and listening to the voices of children and young people. In order to identify the key improvement priorities to be achieved over the next three years, evidence has been drawn from: A review of the Action Plan; Views of children, young people and care leavers; Consultation events with all partners; Feedback from the Children s Services inspection report of 2015; and Children and Young People Act (Scotland) Act Although we are making some positive progress with and for our looked after children, the above evidence has highlighted the need for us to improve across a range of our corporate parenting responsibilities. In particular:- streamlining and improving our planning and assessment processes to be more consistent and outcome focused improving our data collection and knowledge base,working together to identify needs and shared priorities strengthening our approach to early and effective intervention making best use of collective resources South Lanarkshire has a well trained workforce with a wealth of talent across all agencies and whose work involves a very broad range of approaches and goals. This Corporate Parenting Strategy and Action Plan provides a framework for the next stage of planning which will help us to work more strategically and evidence how we plan to, and how we actually, improve the lifelong outcomes of looked after children and young people What do we want to achieve? Using all the evidence from above and taking account of the new duties under Part 9 of the Children and Young People (Scotland) Act 2014, partners have come together to identify the best possible way forward for our looked after children. In order to achieve this, we have agreed the following six Core Commitments for the next three years to give clear strategic direction to all partners: Core Commitments Core Commitment 1 Core Commitment 2 Corporate Parents will fulfill their responsibilities, listen and respond to the voices of children and families/carers We can only be confident that our services are as effective as they can when they are shaped by the voices of the children, young people and care leavers We will ensure that all corporate parents understand their responsibilities and fulfill these through planning, practice and resource allocation Every child will have a Child s Plan which will be regularly reviewed within agreed timescales 4

5 Core Commitment 3 Core Commitment 4 Core Commitment 5 Core Commitment 6 We will work together to achieve the best outcomes for each child through responsive, consistent and high quality assessment, planning and review Clear pathways and support will be provided through all key transition stages We are committed to ensuring that all transitions from birth to young adulthood will be well planned and children and care leavers will experience safe, secure and stable placements, with as few moves as possible Children and young people will be supported to improve their physical, emotional and mental health and wellbeing We are committed to improving health outcomes and reducing the inequality gap All children will be treated fairly, have equality of opportunity and have a sense of belonging in their learning environment We know that looked after children have markedly poorer educational outcomes and we are committed to improving educational outcomes and reducing the inequality gap Young people moving into adulthood will be supported to achieve their full potential in life We are committed to ensuring that young people are supported in terms of health, housing, education, training, employment, relationships and the best lifelong chances 2.3. How will we achieve this? The six Core Commitments provide a clear framework to achieve the planned improvements. The attached Action Plan for shows clear action areas to achieve the planned improvements. The establishment of a Champions Board will provide a platform for looked after children, young people and care leavers to engage regularly and more fully with their corporate parents to discuss and make decisions. The board will provide real opportunities for young people to express their views and feel listened to. Not only will the board help to develop a better understanding of the needs of looked after children, young people and care leavers, it will also help to improve the selfbelief and self-confidence of the children and young people. The board will discuss and agree a set of the children and young people s priorities which will be followed through and reported on an annual basis. The Realigning Children s Services two year programme is currently being undertaken over the next two years by a multi-agency Task and Finish Group in collaboration with the Scottish Government. This will provide a thorough strategic needs analysis for South Lanarkshire s children and families for This will enable us to be in an even stronger position to build on our strategic planning to target resources to meet the identified needs of looked after children and care leavers. 3 Governance 3.1 Structure This Strategy and Action Plan has a two year life and aligns with the broader framework of the Single Outcome Agreement (SOA) and Partnership Improvement Plan (PIP) for Children s Services. The Corporate Parenting Sub Group is responsible for demonstrating improved outcomes for our looked after population. The action plan will be evaluated and updated annually, reporting directly to the Getting it Right for South Lanarkshire s Children Strategy Group. The revised Governance Structure is shown on Appendix 3. 5

6 Action Plan Core Commitment 1. Corporate Parents will fulfill their responsibilities and listen and respond to the voices of children and families/carers We can only be confident that our services are as effective as they can be when they are shaped by the voices of the children, young people and care leavers We will ensure that all corporate parents understand their responsibilities and fulfill these through planning, practice and resource allocation Outcome: Children, young people and their families participate in decisions which affect them Increased understanding of corporate parenting responsibilities SMART Specific - target a specific area of improvement Measurable - quantify or at least suggest an indicator of progress Achievable - be able to specify who will do it Realistic - state what results can realistically be achieved Time limited - specify when results can be achieved Agreed Action(s) Lead Officer Timescale 1.1 Champion the Corporate Parenting Strategy through the Getting It Right for South Lanarkshire Children s Partnership Board. Corporate Parenting to be a standing item on the agenda for the Board Child and Family Manager Children are given specific opportunities to influence and shape policy and services at a local level, including receiving feedback on their ideas and contributions Dec Enhance structures and systems to gather, record and report on views of all looked after children 1.3 Provide meaningful and regular engagement with parents, foster and kinship carers using existing forums or, where necessary developing new ones 1.4 Deliver a rolling programme of training and communication activity to raise awareness of corporate parenting responsibilities for all partners Children s views captured in planning processes, within the Young Voice Groups and other forums Corporate parents evidence activity and progress in reporting cycle, building on existing forums Numbers of partners participating and range of agencies engaged Child and Family Manager Child and Family Manager All members of Corporate Parenting Sub Group Looked after children report feeling listened to and involved in their care and pathway planning. This is reflected in the partnership priorities and reported on annually. Service planning demonstrates that their views are reflected in the partnership priorities and reported on annually All partners are clear about their Corporate Parenting responsibilities and how their own role contributes to this Dec 2016 Dec 2016 Aug

7 Core Commitment 2. Every child will have a Child s Plan which will be regularly reviewed within agreed timescales We will work together to achieve the best outcomes for each child through responsive, consistent and high quality assessment, planning and review Outcome: Individualised plans are in place that safeguard each child s wellbeing needs SMART Specific - target a specific area of improvement Measurable - quantify or at least suggest an indicator of progress Achievable - be able to specify who will do it Realistic - state what results can realistically be achieved Time limited - specify when results can be achieved Agreed Action(s) Lead Officer Timescale 2.1 Streamline existing Looked After Child and Education review processes into a single system Child and Family Manager Aug All children looked after at home and within kinship care will have an active Child s Plan which is regularly reviewed 100% of all children will be reviewed within a single system, complying with statutory guidance and timescales 100% Child s Plans in place 100% of plans reviewed on a minimum of a six monthly basis Child and Family Manager Co-ordinated assessment, planning and review activity delivers better outcomes Single service operational from August 2016 Regular reviews demonstrate continuous assessment and review, providing more opportunities to support children achieve their potential Jan 2017 Jan

8 Core Commitment 3. Clear pathways and support will be provided at all key transition stages We are committed to ensuring that all transitions from birth to young adulthood will be well planned and children will experience safe, secure and stable placements, with as few moves as possible Outcome: Planning processes for key transitions are more streamlined and effective SMART Specific - target a specific area of improvement Measurable - quantify or at least suggest an indicator of progress Achievable - be able to specify who will do it Realistic - state what results can realistically be achieved Time limited - specify when results can be achieved Agreed Action(s) Lead Officer Timescale 3.1 Map the key transition stages from birth to young adulthood, identifying areas for improvement Children experience a greater degree of continuity and consistency of support pre and post transitions Jun Reduce the number of placement moves within foster and residential care 3.3 Improve timescales for securing permanence Multi-agency process map and report produced showing existing planning pathways and identifying areas for improvement Year on year reduction in placement moves using CLAS (Children Looked After Survey) data as baseline Year on year improvement using data as baseline Area Manager: Integrating Children s Services (Hamilton and Blantyre) Child and Family Manager Child and Family Manager Children, young people and stakeholders identify areas for improvement at all key transition stages from 0 26 years Children experience good, stable placements Children requiring permanence do so with minimum of delay Jul 2017 Jul

9 Core Commitment 4. Children and young people will be supported to improve their physical, emotional and mental health and wellbeing We are committed to improving health outcomes and reducing the inequality gap Outcome: Improved health and wellbeing Health inequalities gap is reduced SMART Specific - target a specific area of improvement Measurable - quantify or at least suggest an indicator of progress Achievable - be able to specify who will do it. Realistic - state what results can realistically be achieved Time limited - specify when results can be achieved Agreed Action(s) Lead Officer Timescale 4.1 All looked after children will be offered a comprehensive Health Needs Assessment (HNA) of their physical, developmental, emotional and mental health needs 4.2 Establish database to support monitoring and reporting requirements % of statutory health assessments completed within 28 days of notification Performance around notification, assessments, information sharing, breaches, health data will be available Lead Nurse Consultant for Adult and Child Protection Lead Nurse Consultant for Adult and Child Protection Children s health needs are assessed and reflected in the Child s Plan Appropriate interventions to address health needs will be undertaken Quality assurance in terms of service provision will be undertaken and reported Apr 2016 Apr Increase partnership working to remove barriers and promote and sustain access to sport, leisure and cultural activities for all children Partners evidence progress and increased uptake of activities South Lanarkshire Leisure/Child and Family Manager Children have opportunities to access and participate in activities to promote their wellbeing Increased numbers of children accessing sports, leisure and cultural activities Dec

10 Core Commitment 5. All children will be treated fairly, have equality of opportunity and have a sense of belonging in their learning environment We know that looked after children have markedly poorer educational outcomes and we are committed to improving educational outcomes and reducing the inequality gap Outcome: Education establishments work proactively to close the attainment gap and celebrate success SMART Specific - target a specific area of improvement Measurable - quantify or at least suggest an indicator of progress Achievable - be able to specify who will do it. Realistic - state what results can realistically be achieved Time limited - specify when results can be achieved Agreed Action(s) Lead Officer Timescale 5.1 Education establishments continue to improve attendance and reduce exclusions for looked after pupils in order to increase levels of participation 5.2 Provide further guidance to every school s Designated Manager (for looked after children) in line with legislation to ensure the needs of looked after pupils are identified and supported in order to improve achievement and attainment 5.3 Provide learning opportunities to enhance skills, confidence and wider achievement Increase % attendance rates from the figure of 83.5% Reduce the % exclusions in ASN provisions for pupils who are looked after from figure of 2.45% Quality assure Additional Support Plans Challenge and support establishments regarding high aspirations for looked after children, using data to support this Year on year improvement using data as baseline Quality Improvement Officer: Inclusion Head Teachers Youth Learning Services Increased attendance and reduced exclusions will support an improvement in achievement and attainment Additional Support Plans identify needs and demonstrate improvements in achievement and attainment Improvements in recording information on SEEMis Youth Learning, Designated Managers and broader corporate parenting partners work together to identify and support young people to participate in a range of opportunities, including Duke of Edinburgh, Links2Life and Youth Achievement Awards Aug 2017 Aug 2017 Dec

11 Core Commitment 6. Young people moving into adulthood will be supported to achieve their full potential in life We are committed to ensuring that young people are supported in terms of health, housing, education, training, employment, relationships and the best lifelong chances Outcome: More young people will access and maintain positive post-school destinations More young people will access and sustain accommodation that meets their needs when they move on from being looked after More young people will choose continuing care as an option SMART Specific - target a specific area of improvement Measurable - quantify or at least suggest an indicator of progress Achievable - be able to specify who will do it. Realistic - state what results can realistically be achieved Time limited - specify when results can be achieved Agreed Action(s) Lead Officer Timescale 6.1 Increase access to dedicated support pre and post school transition in relation to education, employment and training 6.2 All corporate parents will provide work experience, apprenticeships and employment opportunities. Increase % of young people aged participating in education, employment or training from the current figure of 68% Annual report produced evidencing opportunities and take up Head Teachers/ Skills Development Scotland Area Manager: Integrating Children s Services Hamilton and Blantyre Care leavers experience positive transitions from school to post school provision Monitoring and tracking systems in place to support young people to sustain provision and to progress to further opportunities Annual report indicates range of opportunities, success and any areas for improvement Jun 2016 Dec Analyse impact of Children and Young People (Scotland) Act 2014 in terms of new service demands for Continuing Care and Aftercare in Options appraisal produced making recommendations for development of new or reconfiguration of existing services Head of Children & Justice Services Corporate Parents will be compliant with the new legislation and direct resources to meet requirements Young people will have the access to a range of accommodation and support to suit their needs Jun

12 Appendix 1 South Lanarkshire Corporate Parents Children s Hearing Fire and Rescue Service New College Lanarkshire NHS Lanarkshire Police Scotland Scotland Children s Reporter Authority Skills Development Scotland South Lanarkshire College South Lanarkshire Council University West of Scotland 12

13 13 Appendix 2

14 14

15 15 Appendix 3