Agenda item

To consider a report from the Head of Democratic Services setting out the Council’s Children Looked After (CLA) Sufficiency Strategy that was approved at Executive Board on 19 June 2024.

The Board considered a report from the Head of Democratic Services setting out the Council’s Children Looked After (CLA) Sufficiency Strategy that was approved at Executive Board on 19 June 2024.

In attendance for this item were:

·  Councillor Helen Hayden, Executive Board Member for Children and Families

·  Farrah Khan, Deputy Director Social Care

·  William Shaw, Head of Comms, Marketing & Customer Services

·  Benjamin Finley, Head of Service Corporate Parenting

By way of introduction the Executive Member for Children and Families highlighted that the strategy sets out how the Council will meet it its statutory obligation to meet the needs of Children Looked After. A key priority for the Council is to have as many children living in Leeds as possible where it is safe and appropriate to do so. It was also noted that rising costs and increased demand for placements are also key factors.

Responding to comments and questions form the Board the following points were covered:

·  In response to questions around budget pressures linked to external placements and the consequent need to reduce costs and the number of external placements as quickly as possible the Board heard that delivery of small group residential homes was now moving ahead, and significant progress has been made in delivering the planned homes. A key challenge is recruitment of staff and work is underway to speed up recruitment to optimise recruitment and retention approaches. Agency staff are no longer used in residential settings as a result of improved recruitment techniques. The Board were also told that the approaches being taken are regularly reviewed to ensure they are operating as well as they can to quickly deliver the new homes. In general terms the Board welcomed the approach to delivering new in house residential homes and the progress being made to deliver 8 new small group homes as well as two larger homes.

·  The Board asked about frequency of contact for CLA with parents and carers in the context of increased numbers in care. The Board were informed that family time is considered to be very important and can take place in a variety of settings and between different family members depending on the particular case. Each CLA has an individual care plan in which family time features and the voice of the child is captured within the plan. In addition, avoiding stigma and appearing different to other children and young people is a key factor in terms of delivering family time so it is a strong theme of the social work done in Leeds. In terms of increased numbers in external placements bringing children back to live in Leeds will have a positive impact in terms of increasing opportunities for family time.

·  The children and young people who will live in the new homes will largely be those that the authority is already working with and know but inevitably new CLA will enter the care system when the new homes are opening and it is likely, assuming there are vacancies in the homes, that they will be cared for in them as well.

·  The Board heard about the reduced costs associated with having more residential homes and that they increase the quality of care at a reduced cost when compared to private providers, so in many respects increasing in house provision in the city has a double benefit.

·  The Board inquired about placement breakdown and strategies to retain foster carers in the workforce, for example using informal support arrangements between more long standing and experienced foster carers and newer foster carers. The meeting heard that strategies are in place to prevent placement breakdown through a common practice model to strengthen relationships and placements. Work is also ongoing on a partnership basis to develop services to support foster carers and young people in care – the aim being to get it right first time and have a placement that CLA stay in. The Board were also informed about support and placements for asylum seeking children and young people.

·  The Board emphasised the importance of staff retention and the problem of higher salaries in the private sector. Members were reassured that Leeds does offer a competitive offer to staff based on training and support, competitive salaries, progression routes, local government pension, sickness pay and through training and development a stimulating and rewarding work environment.

·  On specific cost differences between public and private sector the Board were informed that private placements can be 40% higher in terms of costs albeit it was noted that comparison can be difficult given the different nature of placements and care packages provided. A key driver is providing quality or better care and sometimes that commitment can lead to higher costs in some placements for example if a CLA had to be cared for on their own for a period of time. The Board acknowledged that private sector care costs have significantly increased in recent years.

Resolved - The Board noted and commented on the Children Looked After Sufficiency Strategy and unanimously supported the report recommendations.

(Moved by Cllr Cohen and Seconded by Cllr Edwards)