Agenda item

Report of the Executive Director Childrenand Learning.

This report sets out the annual report on corporate parenting and provides an overview of the achievement, progress and challenges in meeting the needs of Camden’s children in care and care experienced young who are placed both in borough and outside the borough. The report also sets out the priorities for 2023/24. This report covers the period from April 2022 to November 2023.

Consideration was given to the report of the Executive Director Children and Learning.

Brenda Amisi-Hutchinson, Head of Corporate Parenting, introduced the report which provided an overview of the achievement, progress and challenges in meeting the needs of Camden’s children in care and care experienced young people and covered the following areas: the profile of Camden’s looked after children population; improving outcomes – key achievements and areas for focus; workforce; and the key priorities for 2024 and beyond.

The Chair thanked officers for the report and invited questions and comments from the Committee. The following was discussed:

·       A Co-opted Member asked if Camden had any targets to reduce the high number of foster children placed outside of the borough. In response, it was confirmed that Camden placed third in the country on that measure, however the challenge of placing children in-borough was also experienced by other inner London authorities. Where possible, Camden would always try and place children in-borough. It was noted that some children and young people were placed out of borough due to safety and safeguarding concerns, and also through trying to match children to carers to their needs, whether that be culturally, religiously or linguistically. It was noted there was a wider context and a care crisis which Camden had to contend with. The service was also supported by and in conversation with Housing colleagues in supporting foster carers in the borough.

·       In relation to care proceedings, a Co-opted Member asked if the Council considered 55% of care proceedings ending up with Supervision Orders a high percentage, when considering how traumatic that process could be for young people. In response, it was confirmed that this was an area of focus for the Council and the decision to take care proceedings was only made when there were no other viable options when measuring up the risks. During a care order, the Council continued to try and reunite families, and sometimes it was only during care proceedings that parents could fully understand the need for change. Kinship carers were another type of carer in the borough, where extended families would care for a child, supporting children remaining in their family networks.

·       A Member stated that non-white looked after children were significantly overrepresented in the system and there needed to be a thorough analysis of why that existed in Camden. The Member also stated there may be unconscious bias of white social workers towards non-white families which meant they misunderstood cultural aspects to a family dynamic, which could result in non-white children going into care. The Member stated that Camden should lead on work to address this issue. In response, officers accepted that the numbers of non-white children in care were high. They stated that it would be helpful to present the diversity of Camden as a whole to give more context to the proportionality. Officers stated that UASC were the main group of non-white children who made up a quarter of the care population, and it was a priority for Camden that social workers developed their cultural understanding and were confident to discuss race equality. Officers confirmed they would provide the Committee with a more detailed analysis of the demographics and diversity of looked after children compared to the general population of Camden.

Action By – Director of Children's Prevention, Family Help and Safeguarding

·       A Member asked officers to explain the benefits of the Council’s Pledge to be the Best Black Corporate Parent. Additionally, the Member asked why non-white parents were less likely to seek help from the Council before their children were taken away. In response, officers stated that the pledge centred around ensuring that black children’s needs were met when they were in the care system. As an example, since making the pledge, Camden had launched a Replenish Box which enabled carers to focus their conversations on race and ethnicity needs of children and young people by starting conversations about skin and hair care, which could then be developed into other aspects of their identity. Camden was also looking at creating podcasts. Additionally in this area, there was work to reduce the criminalisation of black children and young people.

·       A Member asked if there had been any feedback or analysis on what global majority young people felt about having a white or differing cultural background foster carer. In response, officers confirmed they would take that comment on board and think about how to conduct a survey. For each child, every 6 months there was a review of a child’s placement, which included the IRO speaking to children about their experiences. In each review meeting there would be a conversation about the child and carer match and a discussion about ways to improve the experience. In addition, in relation to the recruitment of foster carers, Camden was focussing on recruiting more diverse foster carers to ensure more children could be culturally matched with a foster carer. Camden’s foster carers and the local networks were a great tool in attracting new carers. Officers confirmed that currently 56% of Camden foster carers were of global majority backgrounds.

·       A Member asked how Cadmen supported UASC mental health, which made a key difference in their life chances and ability to go to university. In response, it was confirmed that Child and Adolescent Mental Health Services (CAMHS) were co-located with Camden social workers which enabled collaborative working with the service and CAMHS practitioners were able to provide onsite advice, including for out of borough young people. The Camden system was striving to be more trauma informed and for social workers to increase their skills in early intervention.

·       In relation to NEET young people (not in education, employment or training), a Member stated that the NEET statistics of care leavers should be a used as a success indicator and compared with not previously looked after young people in Camden and other local authorities. The Member stated that Camden should aspire to close the gap as an outcome of the whole care process.

·       A Member asked how Camden helped UASC feel safe arriving in Camden and alleviate fear of wrongly being accused of being an adult. In response, it was confirmed that social workers closely supported UASC settling in as soon as possible upon their arrival. In relation to age assessments, the main tools now used worked to link narrative and life story together, and any other relevant information. There was a screening tool to gather information of a young person and their journey, which also assisted in recognising that UASC may present differently in the first few days of arriving. There had to be a considerably strong feeling from service managers to make any physical assessment on a young person. There was a UASC special project manager who focussed on quality assurance as part of their work.

·       In relation to care leavers, officers stated that research showed that the term ‘care experienced’ was preferred over the term ‘care leavers’ by care leavers – the current legal definition. Camden offered six inhouse apprenticeships, which paid the London living wage, and intended to mirror the opportunity that young people who were not in care having an opportunity to work in a family business. The levels of EET care experienced young people (in education, employment and training) had increased since last year, after having been identified as a priority in the Youth Mission. The Council had a duty to young people until aged 21, and then young people had the choice whether they wanted to stay in contact. In some cases, Camden staff stayed in contact with young people after they were 25. The Josh McCallister review (independent review on children's social care) said that children should leave care knowing at least two important people. The Council would be working closer with Become, a national charity for children in care and care leavers, in developing Camden’s offer of support and better training to Personal Advisors.

RESOLVED –

THAT the report be noted.