Report of the Strategic Director (Children and Education Services) attached

The Executive considered a report of the Strategic Director (Children and Families), which informed Members of the changes and developments to the Council’s Corporate Parenting Strategy.

The Deputy Leader reported that Council was underpinned by a children’s rights approach in how it shaped and delivered services for the children and families it served.  This was personified in the Council’s drive to achieve UNICEF Child Friendly City status.  An example of how this

had been reflected in practice is the move from a traditional Corporate Parenting Committee to a more radical child led Corporate Family Cooperative, named as such by Our Children and Care leavers to reflect their expectations and desires.

The strategy encompassed this approach, namely that the voices, needs, priorities and rights of children were an integral part of our public policies, programmes and decisions.  The strategy had been co-produced with Care Consultants (children who were in care or care leavers whom the Council employed to provide expert advice, collaborate with the Council on ensuring it was seeking the views and experience of its cared for children and care leavers), which had led to the adoption of the twelve expectations all children in care and care leavers had from anyone involved with them.

Strategic advances over the next three years would focus on the following:

·            Coproducing a website where information would be available for children and young people about MCFC, promoting involvement, influence and transparency.

·            Member training, on Corporate Parenting co-produced and co-delivered would take place, including refresher training.

·            The link between the work of Manchester’s Cooperate Family Cooperative (MCFC) and front-line practitioners and managers would be strengthened to ensure greater reach and impact.

·            A recruitment campaign for new care consultants would take place on an annual basis, and an induction programme would build their knowledge and confidence of the Council.

·            Consideration would be given to whether there was an appetite amongst out cared for children and care leavers to develop a ‘young inspectors’ role to enhance how the Council monitored and evaluated its services.

The Executive also heard from Care Consultants as to what their aspirations for the strategy would achieve and deliver.

Decisions

The Executive

(1)       Endorse the approach proposed for Manchester to meeting its Corporate Parenting duties and responsibilities.

(2)       Agree to receive an annual Corporate Parenting Report setting out the progress and impact made against the priorities identified within Manchester’s Corporate Parenting Strategy and plan.

Report of the Strategic Director (Children and Education Services)

This report outlines the changes and developments made to the Corporate Parenting Strategy.

The Committee considered a report of the Strategic Director (Children and Education Services) which outlined the changes and developments made to the Corporate Parenting Strategy.

Key points and themes in the report included:

·       The development of the Strategy in coproduction and consultation with cared for children and care leavers;

·       The four thematic outcomes (Happy, Healthy, Safe, Successful);

·       The 12 expectations set by cared for children and care leavers;

·       The governance structure;

·       Impact; and

·       Next steps.

The Committee welcomed the Participation Support Worker, who was a Facilitator for the Care Consultants, and two Care Consultants, Rebecca and Aliya.  The Participation Support Worker carried out a short exercise with Members to emphasise that they were all Corporate Parents for approximately 1500 children.

Some of the key points and themes that arose from the Committee’s discussions were:

·       To welcome the progress being made and the innovative work taking place;

·       Speaking positively about their experience of attending Corporate Family Cooperative meetings and stating that these meetings were a positive step to improve decision-making and empower children and young people;

·       That more Members should attend the Corporate Family Cooperative meetings and questioning the timing of the meetings;

·       Member training and strengthening the lines between Manchester’s Corporate Family Cooperative (MCFC) and Members;

·       Support for care leavers, including support with accommodation, recognising that many young people who were not care-experienced continued to receive support from their parents beyond childhood; and

·       Involving Unaccompanied Asylum-Seeking Children (UASC) in this work.

The Deputy Leader and Executive Member for Children's Services informed Members that work was currently taking place on Member training and that each political group within the Council would be asked to nominate a named representative as a link with the Corporate Family.  He reported that the time of the meeting had previously been changed and that it was challenging to find a time that worked well for everyone, including Members, professionals and children and young people of different ages.

The Assistant Director (Safeguarding and Practice Development) reported that new Member training on corporate parenting had been co-designed with Care Consultants and that suitable dates for training sessions were currently being identified.  She reported that the intention was to hold face-to-face training sessions which might then be filmed and available online as a refresher course.  She highlighted Members’ role, including meeting the 12 expectations within the Strategy and holding others to account on these, creating opportunities to listen to cared for children and care leavers, not just to officers, and in using Members’ connections, experiences and influence to their benefit.  She informed Members that the Council had a statutory responsibility towards its care leavers up to the age of 25 and explained that it provided a professional safety net while supporting the young people to grow into independent adults, be part of their community and develop safe, connected relationships with their family.  She reported that there were UASC who wanted to become Care Consultants and that others were encouraged to express their views through staff that they had  ...  view the full minutes text for item 24