Children Looked After

Placement Sufficiency Statement

2021

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Child-Friendly Summary

Who has written Libby Butler this report? Job title/Team Strategic Commissioning Manager (CLA and Permanence) Name of report Children Looked After Sufficiency Statement 2021-2022

What is this report about? Why has it been written/why is it important?

At Borough Council, we believe that all children and young people deserve the best start in life. We want children and young people to enjoy life, establish healthy relationships, do well at school, stay safe from harm, be healthy and grow up to reach their full potential in adulthood.

For children looked after and care leavers, this also means ensuring that you have a good place to live, where you are well cared for and supported to achieve your goals. Ideally we want to be able to offer you a safe and loving home either within Swindon or as close to Swindon as possible. We are required (by central government and Ofsted) to do everything we can to make sure we have enough accommodation and carers available within our local area to be able to meet your needs. This is referred to as our “Sufficiency Duty”.

This Children Looked After Sufficiency Statement talks about what we know about our children looked after and care leavers and what we as a local authority are doing over the coming year to make sure that we can offer the right accommodation (e.g. foster carer, a children’s home or supported accommodation) and provide high quality services (e.g. mental health services, advocacy, education and leisure based activities) to help you live well, stay healthy and achieve your goals.

What does the report say?

What we know about our CLA and Care Leavers:  Over the last couple of years, there have been less children coming into care; at the end of March 2020 there were 301 CLA.  In 2019/20, the primary reason children came into care was because they had been abused or neglected at home  More than half our CLA who are of school age need extra help with their education (they have a “special educational need” or SEN) and nearly half of those have a detailed Education Health and Care Plan (EHCP)  Many CLA (73%) are living with foster carers, while a small number (12%) live in children’s homes and a few young people (5%) live in supported or semi-independent accommodation  In 2019/20 Swindon’s Positive Futures Leaving Care Team supported 290 young people aged 16-25. In September 2020 the team reported that they were in contact with 98% of those young people on a regular basis  84% of care leavers aged 17-18 and 81% of care leavers aged 19-21 were living in “suitable accommodation”. No care leavers were known to be homeless at the end of March 2020.

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Things that are going well:  98% of our children looked after are living in places that are rated by Ofsted as being “good” or “outstanding”. Most children are happy with where they live and who they live with.  We know that most of our children and young people are receiving the healthcare they deserve – 93% had up-to-date immunisations, 86% have been to the dentist recently, and 94% have had an annual health assessment.  Social workers, foster carers, special guardians and other key support workers in Swindon are being trained in trauma-informed practice and understand how to help children and young people recover from difficult childhood experiences and improve their mental health and wellbeing.  The number of care leavers participating in education, employment or training in Swindon is higher than the national average.  We are supporting more children and young people to stay at home with their families (where it is safe to do so) through a much better Early Help and Edge of Care Service, meaning that less children are coming into care in the first place, or they are able to return home quicker if they do come into care.

Things that need to improve:  Too many children (28.8% as at March 2020) are still living outside of Swindon and more than 20 miles away. However things are improving and in the six months between April and October 2020, only 20 children (14%) who were new into care were placed more than 20 miles away, and only 6 of these were placed out of borough because there was no suitable placement available in Swindon at that time. The other 14 children moved away for good reasons (for example, they were safer outside Swindon, or they moved to stay with other family or friends who lived outside of Swindon).  There are only two small children’s homes currently in Swindon, which means children who cannot or do not want to live in foster care normally have to move away.  Unfortunately, placement stability is still a challenge. What this means is that some children have moved from one placement to another, several times during their time in care which can be very stressful. In 2019/20 14% of our children looked after had moved three times or more in the last 12 months.

What we are doing over the next 12 months to make things better:  We are recruiting more foster carers and setting up more children’s homes in Swindon, so more of you can continue to go to school in Swindon and live close to your friends and family  We have recently recruited a Contracts Manager who will make sure that the services you access are really high quality and people working with you treat you well  We have more social workers working in schools so that children who are not in care can get the support they need, without coming into care  We are making sure that local Councillors understand how to be good “corporate parents”, listen to you and get the best outcomes for you.

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Table of Contents

1. Introduction Page 5 2. Swindon Vision & Corporate Parenting “Care Pledge” Page 5 3. CLA and Care Leavers Population – an overview Page 6 3.1 Population of children looked after Page 6 3.2 Needs of children looked after Page 8 3.3 Care leavers Page 10 4. Supply of Placements Page 12 4.1 Provision of placements Page 12 4.2 Location of placements Page 12 4.3 Cost of placements Page 14 4.4 Projections on demand for placements Page 14 4.5 Challenges in providing placements and related services Page 15 5. Stability and Permanence Page 16 5.1 Stability of placements Page 16 5.2 Achieving permanency for children Page 16 5.3 Long term matching with foster carers Page 17 5.4 SGOs and Adoption Page 17 5.5 Reunification and revocation of care orders Page 18 5.6 Staying Put Page18 5.7 Staying Close Page 18 5.8 Swindon Transition to Adulthood Strategy Page 18 6. Commissioning Arrangements Page 19 6.1 Working collaboratively Page 19 6.2 Market engagement Page 20 6.3 Quality assurance and contract monitoring Page 21 6.4 Young people’s involvement in commissioning and quality Page 21 assurance 7. Swindon’s Early Help & ‘Edge of Care’ Offer Page 21 7.1 What is Early Help? Page 21 7.2 The Edge of Care Service Page 22 7.3 Social Workers in Schools Programme Page 23 7.4 Family Intervention and Support Service (FISS) & The Early Page 24 Help 7.5 Family Group Conferences Page 24 7.6 Hub Early Help: Where we want to be in 2022 Page 25 8. Perspective of Children, Young People and their Families Page 25 8.1 Desired Outcomes Page 25 8.2 Children’s Feedback on this Sufficiency Statement Page 25 9. Conclusion Page 26 Attachment 1: Placement Sufficiency Action Plan 2021 - 2022 Page 28

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1. Introduction

Section 22G of the Children Act 1989 (‘the 1989 Act’) requires local authorities to take strategic actions “…that secure, so far as reasonably practicable, sufficient accommodation within the authority’s local area which meets the needs of children that the local authority are looking after…” where it is safe and appropriate for the child. This is known as “The Sufficiency Duty”.

As described in the Statutory Guidance1, “securing sufficient accommodation that meet the needs of looked after children is a vital step in delivering improved outcomes for this vulnerable group. Having the right placement in the right place, at the right time, is a vital factor in improving placement stability, which in turn is a critical success factor in relation to better outcomes for looked after children”. In addition to this, it is recognised that taking earlier, preventative action to support children and families so that fewer children become looked after, through a robust Early Help Offer, is also an important mechanism in improving outcomes and ensuring sufficiency.

This Sufficiency Strategy outlines what we know about Swindon’s children looked after and care leavers, and how we as a local authority (along with our community partners and other local authorities within the region) plan to provide high quality, local, care and accommodation now and into the future. This document also shares progress made in establishing and embedding our Early Help Service, which includes a new Edge of Care Team; providing support to children in need who are at risk of care or custody, and where appropriate, supporting children and young people to return home to their families after a period in care.

2. Swindon Vision and Corporate Parenting “Care Pledge”

In line with Swindon’s Health and Wellbeing Strategy (2017- 2022) and Swindon’s Council plan, we believe that all children and young people in Swindon deserve the best start in life and we want them to enjoy life, establish healthy relationships, achieve, stay safe from harm, be healthy and grow up to reach their full potential making a positive contribution to society. Helping our young people to prepare, from an early age, to be self-sufficient, develop a network of support will enable them to live independent, healthy lives, recover from adverse childhood experiences (ACEs) and reduce negative risk-taking behaviours as they transition into adulthood.

Our aim is to work collaboratively across the Council and with our valued partners to deliver consistently good services every day (and onwards to “outstanding”) by:  Ensuring Swindon children are protected from harm and their welfare protected  Remaining child centred with a whole family approach  Acting as effective Corporate Parents and working quickly towards reunification or permanency for those children who become looked after  Helping all vulnerable young people develop personal, social and life skills as they develop their independence

1 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/273812/ sufficiency_-_statutory_guidance_on_securing_sufficient_accommodation_for_looked_after_children.pdf accessed 15/01/2021

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Swindon’s Care Pledge is a document aimed at children looked after (CLA) and sets out our promise to them. In summary, our promise to our children is that we will:  Respect you  Care for you  Support you, and  Help you grow

The Corporate Parenting Strategy 2020 outlines the following Corporate Parenting Principles in relation to children looked after: 1. We act in the best interests, and promote the physical and mental health and wellbeing of children and young people. 2. We encourage children and young people to express their views, wishes and feelings. 3. We take into account the views, wishes and feelings of those children and young people. 4. We help those children and young people gain access to, and make the best use of, services provided by the local authority and its relevant partners. 5. We promote high aspirations and seek to secure the best outcomes for children and young people who are looked after. 6. We ensure that children and young people are safe, and have stability in their home lives, relationships and education or work; and 7. We prepare young people for adulthood and independent living.

3. CLA and Care Leavers Population – an overview

3.1 Population of Children Looked After (CLA) In March 2019, there were 352 children looked after (CLA) from the borough (69 per 10,000 population – higher than the national average and our statistical neighbours). This picture is now improving as Swindon Borough Council’s Children’s Services has undergone a rapid period of transformation over the last 18 months. In July 2019, Ofsted recognised the changes being made and rated the Children’s Services in Swindon as “Good”. As an organisation, we are committed to delivering services that are “consistently good every day, and onward to outstanding”.

As at 31 March 2020, the number of Children Looked After had dropped to 301, or 60 per 10,000 population – now lower than both the national average and our statistical neighbours.

Figure 1: Children Looked After Population in Swindon, 2016 – 2020

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In terms of the characteristics of the children looked after as at 31 March 2020:  170 (56.5%) were male and 131 (43.5%) were female  188 (62.4%) were aged 10 – 18 years old  There has been a reduction in the number of children looked after aged 1 – 4. This year, 11.6% were in this cohort, compared with 17% at the same time in 2018.  14 (or 4.7%) were unaccompanied asylum seeking children (UASC). This number has also reduced since a high of 7.2% in 2018.

The majority of children looked after (244, or 81.1%) are White or White British. However there is still an over representation of ethnic minority children looked after compared to the local population. People from minority ethnic group’s account for approximately 15% of the Swindon population, but represent 18.9% of the CLA population.

Figure 2. Children Looked After by age group (as a share of total CLA population), 31st March 2020

Figure 3. CLA at 31 March, 2020 by Ethnic Background

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3.2 Needs of Children Looked After

Primary Need The primary reason for children becoming looked after in Swindon in 2019/20 was due to abuse or neglect. 66.4% of children who started an episode of care this year have been abused or neglected. This is higher than both our statistical neighbours (59%) and the England average (61%). Less children came into care due to socially unacceptable behaviours or absent parenting compared with our statistical neighbours and the England average.

Figure 4. Children who started to be looked after during 2020 by primary need category Category Swindon Stat Neighbours England Abuse or neglect 66.4% 59.0% 61.0% Child's disability 2.8% 3.0% 2.0% Parent's illness or disability 3.7% 3.0% 3.0% Family in acute stress 8.4% 8.0% 8.0% Family dysfunction 12.1% 17.0% 13.0% Socially unacceptable behaviour 1.9% 3.0% 3.0% Low income 0.0% 0.0% 0.0% Absent parenting 4.7% 15.0% 10.0%

General Health and Wellbeing The health and wellbeing of our children looked after is of upmost importance. In 2019-2020 there has been a real focus throughout the whole department to ensure that children are receiving the healthcare they deserve. As a result, 93% of children had up-to-date immunisations, 86% had their teeth checked by a dentist, and 94% had an annual health assessment. These healthcare statistics are higher than our statistical neighbours, the England average and other local authorities in the South West region.

Alongside our CLA Nursing Team, a specialist Child and Adolescent Psychodynamic Psychotherapist has been appointed to provide support directly to children, to provide consultation support for social workers and supervising social workers, and to ‘fast track’ young children into child mental health services where required.

Special Educational Needs and Disabilities As at January 2021, 8.8% (27 children) of Swindon’s CLA population had a recognised disability. Of these 27 children, more than half (14 children) have been diagnosed with Autism or Asperger’s Syndrome. Of the 280 children and young people supported by the Virtual School, 165 (or 58.9%) had some form of Special Educational Need. Of these, nearly half (81 children and young people) have an Education Health and Care Plan (EHCP).

Emotional and Behavioural Health Needs On average, children looked after experience significantly worse mental health than all children. Since April 2008 all local authorities in England have been required to provide information on the emotional & behavioural health of children and young people in their care (age 4-16), as part of their reporting data. The data is collected by local authorities through the Strength and Difficulties

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Questionnaire (SDQ) and a summary figure for each child (the total difficulties score) is submitted to the Department of Education and is a Key Performance Indicator.

The SDQ is a screening tool that highlights children between the ages of 4-16 years who may have emotional or mental health difficulties which may put their placement under pressure. A score below 13 is normal; 14-16 is borderline and above 17 is high (or cause for concern). The total score is broken down into 4 areas emotional, conduct, hyperactivity and peer issues and gives an indication of which areas may be causing a problem.

Figure 5. Strengths and Difficulty Questionnaire Scores (percentage of CLA population), 2019-2020

The CLA Health Team began work with partners in 2019 to make the SDQ process “more meaningful” as a previous audit in 2018 had concluded that SDQ scores were not always being discussed or evidenced in case notes and actions to implement therapeutic work did not always incorporate discussions around the SDQ score. In May 2019 the SDQ and Emotional Health Panel was launched and is now providing a forum for high and very high SDQ scores to be triangulated and discussed in a multi-agency approach where professionals can plan SMART actions which support timely mental health provision, support to carers and collaboration with Education.

A recent audit into the impact of this arrangement concluded that the SDQ and Emotional Health Panel has been pivotal in decreasing the SDQ score in a significant proportion (66%) of the children reviewed within the sample. Complex cases are often referred straight into the CAMHS or TAMHS services, via the Panel.

Substance Misuse A very small number of children looked after were identified as having a substance misuse problem during the year 2019-2020. Out of the seven (7) young people identified, four (4) received intervention for their substance misuse and the other three (3) young people were offered intervention for their substance misuse but refused it.

Trauma Informed Practice A trauma can be defined as a physical or emotional experience that has had an adverse impact on an adult, child or young person’s wellbeing. It can be assumed that almost all children who come into care have experienced trauma (simply the act of coming into care can be traumatic for many). The effects of trauma may not always be significant or long-lasting, however, for some the impact stays with them throughout the life course.

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Within Swindon Borough Council, there is a real focus on trauma-informed practice that is also strengths and relationship based. A range of training has been implemented across Children’s Services, including:  PACE and attachment training (Dan Hughes model) for Foster Carers and Special Guardians is delivered twice yearly. PACE stands for Playfulness, Acceptance, Curiosity and Empathy.  Attachment, Trauma and Resilience Training delivered by Katie Cairns Associates has been commissioned by Early Help, to support staff within that service  There has been significant training in Adverse Childhood Experiences (ACEs) across children’s services and the Virtual School also deliver ACEs training to designated teachers in local schools  Research in Practice (RIP) regional workshops with a focus on trauma informed practice were delivered from autumn 2020.  CRIES8 screening tool for post-traumatic stress disorder in children who are looked after has been delivered to social workers

Following collaboration with Bath University, from January 2021 all children looked after will be screened for post-traumatic stress disorder (PTSD) within three months of coming into care. A panel will oversee this process. If diagnosed with PTSD, CAMHS will provide the child with Trauma- Informed Cognitive Behavioural Therapy.

3.3 Care Leavers In 2019-20, Swindon’s Positive Futures Leaving Care Team supported up to 290 young people aged 16-25 years. The team supports children looked after from age 16, to prepare them for their transition to adulthood and continues to support young people (if they want it) up to the age of 25. 57 young people were aged 17 or 18 and became care leavers during the 2019-2020 financial year. A further 142 care leavers were aged 19-21.

Swindon makes significant efforts to stay in contact with its Care Leavers and keeping in touch is well managed and monitored. In September 2019, 83% of relevant and former relevant care leavers had contact with their Pathway Advisor (PA) in the preceding two month period. A year later, in September 2020, this contact rate had increased to 98%.

Accommodation Strong links with the in-house Fostering Service, Swindon’s Housing Department and external placement providers has dramatically improved transition to independent living and housing options over the last two years, however there is still a way to go. As at 31 March 2020, 84.2% of care leavers aged 17 & 18 years, and 81% of care leavers aged 19-21 years, were living in “suitable accommodation”. No care leavers aged 17-21 were known to be homeless at that time and none were being accommodated in Bed & Breakfast accommodation. 8 care leavers were in custody.

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Figure 6. Suitability of accommodation (% by age group), 31 March 2020

Care Leavers Accessing Services through Adult’s Services Young people who are at risk of homelessness, but not eligible for Adult Social Care, can access accommodation and additional support through services managed or commissioned by Adult Services and the SBC Housing Department. As at November 2020, 33.7% of the young people accessing this kind of provision were recorded as being Care Leavers.

Further, our data shows that approximately 38% of young people living in Adult Social Care funded Supported Living arrangements and 58% of young people living in full-time residential care provision, are care experienced.

Participation in Education, Employment and/or Training (EET) Swindon’s rate of care leavers participating in education, employment or training (EET) is higher than the national average and our statistical neighbours at 68% for 17 & 18 year olds and 55.6% for 19-21 year olds. The percentage of care leavers who are “NEET” (not in education, employment or training) is significantly lower in the 17-18 age category.

Figure 7: Swindon Care Leavers Participation in Education, Employment or Training

EET NEET Not Known EET NEET Not Known

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4. Supply of Placements

4.1 Provision of placements The majority of Swindon’s CLA are placed in foster care (220 or 73%). As at 31 March 2020, 118 were living with general foster carers or connected (family or friends) carers, registered with the SBC Fostering Service. 102 were living with foster carers registered with an Independent Fostering Agency (IFA). More than half (56.8%) of the foster placements were at that time confirmed as being permanent/long term placements for the children.

The Children’s Placement Team monitors the quality of provision by keeping a close eye on Ofsted ratings. Children are only placed in regulated provision which is Ofsted rated ‘Good’ or ‘Outstanding’. Where it is identified that a child is being cared for in provision that changes to less than Good while the child is in placement, a clear process is followed to ensure that the child is not at risk of immediate or potential harm, regular and robust management oversight of the placement is implemented, and the provider’s progress against their Improvement Plan is monitored. As at 31 March 2020, there were 7 children in 6 placements with providers who had an Ofsted rating of ‘Requires Improvement’. No children were in ‘Inadequate’ graded placements.

Figure 8. Children Looked After by Type of Placement, as at 31 March 2020 Type of Placement % of CLA Number of CLA Foster Care 73.09% 220 Placed for Adoption 3.98% 12 Placed with Parents 4.98% 15 Residential 12.30% 37 Semi-Independent Accommodation 5.65% 17 100.00% 301

4.2 Location of placements Unfortunately, the number of placements out of borough and more than 20 miles away continues to be significantly higher than the national average (15%) and our statistical neighbours (14%) and is linked to a historical lack of local provision, particularly in relation to placements for children with complex behaviours/needs and older children. However, with a focus on increasing local sufficiency, this picture is steadily improving.

In March 2019, 33.8% of the total CLA population were living more than 20 miles from their originating address. By March 2020 this had dropped to 28.8% and in October 2020 had dropped further to 27% overall. In the six months between April and October 2020, only 14% of children new into care (20 children) were placed more than 20 miles from their original home address. Only 6 of these were placed out of borough because there was no placement available to meet their needs within the borough at that time.

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Figure 9. Rate of Children Placed 20+ miles from home, April 2019 – March 2020

SBC does not own or manage any regulated Children’s Homes. There are currently only two small independent children’s home within the borough, and one is a highly specialist service for small number of children with disabilities. Very few other children’s homes are located within 20 miles of the town. Therefore all of the children living in residential provision were placed with external providers, most located outside of the Swindon geographical boundary. SBC’s Strategic Commissioner for CLA and Permanence has been working hard to build relationships with children’s home providers and a number of providers are now making plans to set up provision within the Swindon local area during 2021.

Although too many of our CLA are placed out of borough, Figure 10 (below) shows that a large number of children are placed in neighbouring authorities or on the M4 / M5 corridors, meaning that access to these children (by their social workers and other professionals) is easier than it is for children placed further afield.

Figure 10. Location of Children’s Placements - Out of Borough, as at March 2020

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4.3 Cost of Children’s Placements Increasing numbers of children coming into care between 2016 – 2019, along with an increase in the weekly average cost of residential and IFA placements, has had a significant impact on Swindon’s external placement budget.

During 2017 and 2018, Swindon Borough Council were purchasing greater numbers of semi- independent / unregulated placements for 16 and 17 year olds, with high levels of support, at great cost. Throughout 2019 and 2020 there has been a focus on improved practice and decision-making in regard to the use of these placements. In line with guidance from the DfE and Ofsted, only young people who are genuinely ready for semi-independent living are placed in this kind of provision, with a lower level of support. 16 and 17 year olds who still require ‘care’ and are not yet ready for a greater level of independence are placed in regulated provision such as foster care or children’s homes, wherever possible.

Figure 11. Spend on Swindon CLA Placements 2016 - 2020 2016/17 2017/18 2018/2019 2019/2020 Independent Fostering Agencies £3,130,252 £4,107,147 £5,087,839 £4,146,761

Residential Children’s Homes £5,427,884 £5,199,463 £7,348,149 £7,711,049

Semi-Independent £439,501 £1,062,083 £1,777,390 £1,090,538 Accommodation Total £8,997,637 £10,368,693 £14,213,378 £12,948,348

Figure 12. Average Weekly Cost per Placement 2018 – 2020 2018 2019 2020 Independent Fostering Agencies £817 £850 £873 Residential Children’s Homes £3,254 £3,924 £4,295 Semi-Independent £899 £1,240 £734 Accommodation

4.4 Projections on Demand for Placements Detailed projection work has taken place in Swindon, led by the Corporate Finance Team. The overall number of children looked after is expected to decrease further (or at the very least stabilise) over the next three years with the introduction of a range of innovative interventions for children and families receiving early help, children in need and/or child protection support, including the Family Safeguarding Model and NSPCC Reunification Programme.

The predictions show that foster care will remain the primary placement type for children looked after, however we also aim to see an increase in the numbers of children being placed for Adoption or moving into Special Guardianship Order (SGO) arrangements. Given the complexity of needs being presented by greater numbers of children, we are expecting to see a potential increase in the proportion of children looked after requiring residential provision. As the Preparation for Independence Programme is more widely implemented we also hope to see more 16 and 17 year olds moving into Semi-Independent or Supported Lodgings arrangements.

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Figure 13. Estimated Placement Assumptions – 2021 – 2023 Type of Placement Estimate Estimate Estimate March 2021 March 2022 March 2023 CLA – Residential – Social Care led 37 40 43 CLA – Residential – Education led 3 2 2 CLA – Independent Fostering Agency 90 71 62 CLA – Supported Lodgings Contract 10 15 15 CLA – Semi-Independent Accommodation 9 9 9 CLA – In-House Foster Care 120 124 118 Adoption (non-CLA) 61 67 73 SGO (non-CLA) 214 226 238 Care Orders (non-CLA) 33 33 33 Total 577 587 593

4.5 Challenges in providing placements and related services At this point in time, SBC has no plans to establish its own children’s homes or semi-independent provision. We also know that the demand for foster carers will continue to outstrip our in-house capacity (even with a renewed focus on recruitment and retention). Therefore we will maintain a ‘mixed economy’ and work closely with external providers of children’s homes, semi-independent provision and Independent Fostering Agencies (IFAs) to meet our sufficiency duty for many years to come.

Our biggest challenge will be to create enough children’s residential placements within the borough and/or within a 20 mile radius. Particularly, residential placements for children with complex or multiple needs (often as a result of the trauma they have experienced) which may not quite meet the threshold for official diagnosis but still result in challenging behaviours, the need for therapeutic interventions and additional educational support. Often these young people are at significant risk of exploitation (criminal and/or sexual) and therefore need to be appropriately safeguarded.

For some children and young people, their behaviours are so extreme that they represent a danger to themselves and others and require accommodation and support only found in secure residential provision. This kind of provision is in high demand across the country and demand continues to outstrip supply by a significant margin.

In Swindon, we are also seeing a high number of sibling groups entering care who should be placed together in a foster placement, but this is not always possible.

Emergency placements (same day and/or out of hours) for all age groups continue to be a challenge, however there are now more options for young people aged 16+ than there ever has been before.

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5. Stability and Permanence

5.1 Stability of placements Unfortunately, placement stability remains a challenge and placement instability impacts too many of Swindon’s children looked after. At the end of March 2020, 44 children (14.6% of children looked after) had experienced three or more placement moves during the year.

Only 47.1% of children who had been in care for at least 2.5 years (at year end) had lived in their current placement for more than two years. It is likely that this lack of placement stability is closely aligned with the historical lack of local sufficiency within Swindon. Being placed at a distance may have impacted on the children’s ability to feel settled and comfortable in their placement, access services (such as CAMHS) and receive appropriate levels of support. Other factors impacting on placement stability include legacy issues relating to children coming into care too late (for example, in their teenage years) or taking too many children into care when they could have been better supported to remain safely at home. These are all things which are improving in recent years, through improved practice.

Since late 2019 the Children’s Placement Team have been playing a greater role in tracking placements and encouraging Social Work Teams to instigate Placement Stability Meetings at the first sign of instability, and certainly if it looks like notice may be given on a placement. Many placements have been stabilised over the last 12 months due to this improved practice, however the impact of Covid-19 on family/household dynamics has further complicated matters. Many placements have broken down due to young people in their teenage years refusing to adhere to social distancing and lockdown rules.

5.2 Achieving permanency for children A Permanency Tracking Meeting is held once a fortnight. The Service Manager for Children Looked After and Permanence chairs the meeting. The panel is made up of the IRO Team Manager, Placements Team Manager, Fostering Team ASW (lead for Fostering Family Finding), and Finance Manager. Individual time slots are given to the Team Managers of the Children Looked After Team, the Disabled Children’s Team, and the Positive Futures Leaving Care Team.

The meeting considers: • children whose care plan is long term foster care (established through legal proceedings or if section 20 through second CLA review); • children who are long term placed with connected carers to keep the option of SGO alive; • children on care orders placed with parents ; • older children whose post 18 plan needs to be agreed; • children on a placement order where the plan has changed to long term fostering; and • children in residential placements to consider other options

The Business Support Officer for the meeting also supports the Legal Tracking meeting and ensures information from the Legal Tracker is transferred onto the Permanency Tracker so that there is overview and forward planning for those children in a legal process. Children looked after in proceedings and PLO as well as children on placement orders where adoption is the plan are tracked actively through Legal Tracking.

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A new SBC Permanency Framework is currently being drafted and is due for completion in the early part of 2021.

5.3 Long term matching with foster carers As at the end of November 2020, 44 children looked after had already been matched and a further 24 were in the process of having their stable placement made permanent – either through a formal long term match, an SGO or Adoption by their foster carer.

The processes for matching are now embedded and guidance is available to support learning and understanding. For children under 14 years, matching happens through Foster Panel recommendation and ADM Fostering approval. For children over 14 years, the match is agreed by Director of Children’s Social Work acting as the ADM for Fostering. To inform the match there is either a CPR or Statutory Assessment, an updated Form F and a matching report. Confirmation letters are sent by the ADM to the children and carers, along with a book token and flowers respectively.

An Advanced Social Worker has been appointed in the Fostering Team and part of her role is to lead on Family Finding. She has produced a proposal for SBC Family Finding principles, processes and procedures based on learning from adoption family finding. The focus will be to achieve a long-term match within 121 days of a Care Order being made.

5.4 SGOs and Adoption In 2018 it was identified that large numbers of children with Placement Orders had not had their plan to adopt progress. The majority were older and/or part of large sibling groups. As a result of this finding, intensive work was completed to either have these children adopted, placed for adoption or have the placement order revoked.

In the 2019-2020 financial year, 29 children (18.7% of all children who ceased to be looked after) were adopted. This is higher than the national average (13%) and only a little lower than our statistical neighbours (20%).

A further 21 children (13.5% of all children who ceased to be looked after) saw their care episode end as a result of a Special Guardianship Order (SGO). Although lower than the previous year (18.1%) it the rate of SGOs for Swindon children is still higher than the national average (11%) and our statistical neighbours (10%).

SBC is part of the regional adoption agency Adopt Thames Valley (ATV). The Director of Children’s Social Work (DCSW) sits on the Board and is the ADM for adoption. The Service Manager for CLA and Permanence sits on the ATV leads group.

Adoption is tracked through the Legal Tracking meetings chaired by the Service Manager Safeguarding South and attended by legal, ATV, and the team managers. Revocations are also tracked through Permanency Tracking. Our adoption work is now timely and papers are described by the adoption agency as of particularly good standard.

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5.5 Reunification and Revocation of Care Orders In the 2019-2020 financial year, 21 children (13.5% of all children who ceased to be looked after) returned home to live with their parents or relatives as part of the care planning process.

Although lower than the national average and our statistical neighbours, work is being undertaken to ensure that children and young people are supported to return home where it is safe, appropriate and in the child’s best interest. The Placement with Parents procedures have been updated and a new agreement format is in place. All agreements must now be authorised by the Director of Children’s Social Work. The SBC Permanence Framework and implementation plan (based on the NSPCC reunification framework) has been agreed and practitioner training by NSPCC began at the end of November. Partner engagement will begin in January 2021.

5.6 Staying Put Swindon’s ‘Staying Put’ policy has been refreshed during 2020 which offers Care Leavers the opportunity to remain with their foster carer whilst continuing in education/training and moving into adulthood. Through permanency tracking and the Care Panel there is a focus on identifying and confirming a Staying Put arrangement at the earliest opportunity, to provide reassurance to both the young person and the carer/s.

As at 31 March 2020, 26 young people aged 18+ were still living with their former foster carer.

5.7 Staying Close ‘Staying Close’ is similar to ‘Staying Put’ but for young people who leave residential children’s homes at the age of 18. The idea is that that young people are supported to live near their former children’s home, are able to visit regularly and retain links with people who have cared for them, including accessing the support of a key worker from the home – while they transition towards greater levels of independence.

As Swindon Borough Council works with providers to increase children’s home provision within the borough, opportunities for Staying Close will also be developed to ensure even better outcomes for our care leavers.

5.8 Swindon Transition to Adulthood Strategy Swindon Children, Families and Community Health Service and Adult Social Care working in partnership with our Health colleagues within the Bath and North East Somerset, Swindon and CCG are strongly committed to improve the outcomes for all children and young people transitioning into adulthood.

Our mission is to ensure that the pathways into adulthood for young people are understood, robust and are supported by partners across the whole sector including our education providers and settings. Our new Transitions Strategy sets out to ensure that everyone involved in Transitions is clear about the specific roles and responsibilities of all the key agencies so that we can work together in partnership with parents and carers to support the young person at the centre of this

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process. It is intended to be the driving force for improving Young People’s experience of transition in Swindon.

The Swindon Transition to Adulthood Strategy (known as The Transitions Strategy) applies to the following Young People:  Young People with Special Educational Needs (SEN) and/or a disability (learning disability, physical or sensory impairment and/or mental health issues) and Young People with a complex long term health condition.  Children in Care who have been or are currently ‘looked after’ by Swindon Borough Council as defined in the Childrens Act 1989  Care Leavers of Swindon Borough Council  Young people accessing Health Services

The Transitions Strategy has a clear pathway outlined for Children in Care and Care Leavers for their social workers and Pathway Advisors (PAs) to follow. The young person’s social worker is responsible for coordinating and completing an Initial Needs Assessment when the young person is 15 ¾ years old (or within the 3 months following the young person’s 16th birthday, at the latest). A Planning Live event should be offered to the young people to support them to think about what a good life might look like as they approach adulthood. The Planning Live process is focused on the young person’s strengths and abilities, and explores housing, health, independence and social life and activities, thinking about their options and the support they might need to support their ambitions.

The Needs Assessment and Planning Live will inform the development of a Pathway Plan and if the young person has additional needs (i.e. if Care Act Eligibility criteria is likely to be met) the social worker will also make a referral to the Adult Social Care Transitions Team.

All Care Leavers can access ongoing support and guidance from a Pathway Advisor until they are 25 years old. The PA will ensure that care leavers are accessing appropriate support and housing options from within the Council and across our extensive network of partners.

In addition to the Swindon Transitions to Adulthood Strategy, a Transitions Commissioning Strategy is in development, due to be completed mid-2021. The Transitions Commissioning Strategy will identify gaps and opportunities to commission a range of services for young people in a more joined up manner – across Children’s, Adult’s and Health Services.

6. Commissioning Arrangements

6.1 Working collaboratively Where possible, Swindon Borough Council purchases services through existing contracts and regional commissioning arrangements. We are active members of the South West Commissioning Group and have contracts in place for the purchasing of both Independent Fostering Agency (IFA) placements and Children’s Homes placements.

These contracts are jointly developed in partnership with other local authorities, providers and young people, and are backed by a partnership agreement between the ‘lead purchasing authority’ and each of the participating authorities or partners.

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The regional contracts contain clear guidance on what is expected from providers to deliver high quality services for our children. The robust contract agreement documents include: • Default and suspension clauses to deal with non-compliance • Clear & detailed service specification • Pricing Schedules – with fixed prices for a period of time, and opportunity for providers to offer a range of discounts, incl. volume discounts • A comprehensive Outcomes Framework • Performance Monitoring Schedule – with quarterly and annual monitoring of providers. Monitoring is completed via both electronic returns and face to face meetings where required.

Swindon Borough Council is also a member of the Children’s Cross Regional Arrangements Group (CCRAG). CCRAG is a partnership of local authorities working together to support the sourcing, monitoring and annual fee negotiations for (normally ‘spot purchased’) children’s placements and to improve the outcomes for all children and young people. Information is shared via the CCRAG database.

Key priorities for CCRAG are as follows:  To improve overall quality standards and outcomes for young people.  To enable local authorities to work in partnership to reduce duplication of tasks and share information securely in one place.  Sharing of quality assurance monitoring and fee negotiations.  Providing quality up to date information on service providers.  Effective communication across the partnership.

In addition to the above, Swindon Borough Council are collaborating with 14 other local authorities in the South / South West on a Sufficiency Project, funded initially for two years. We will be looking at a range of data, seeking to understand the needs of children and young people, and working together with providers to more effectively shape the market and think about how we can commission differently.

6.2 Market engagement Engaging the market and developing strong relationships with providers is important when striving for continual improvement. Through the regional contracts, regular market engagement events take place throughout the year. Market Position Statements for each local authority are updated and presented at these market engagement events. This provides the opportunity for local authorities to specify what their needs are, what is expected in terms of quality and quantity of provision, and then work with providers on making it a reality within the local area.

In addition to these larger market engagement events, the Strategic Commissioning Manager and Placement Team Manager regularly meet with providers on a “one to one” basis. The Strategic Commissioning Manager also attends quarterly meetings hosted by the National Association of Fostering Providers (NAFP).

These one to one meetings have resulted in a much better relationship with local providers, positive feedback, and more providers starting to deliver more provision within the local area. As at October 2020, two providers have recently purchased property within Swindon and are in the process of

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registering these properties as Children’s Homes. Four providers have set up new Semi-Independent Accommodation for CLA aged 16+ and Care Leavers within the last 12 months.

6.3 Quality assurance and contract monitoring Swindon Borough Council’s Children’s Services has been improving the way that it quality assures and monitors the placements we make for our children looked after. It is crucial that we ensure that children’s placements are high quality, provide value for money and are delivering good outcomes for our children looked after and care leavers.

A comprehensive internal document (Children’s Placements Quality Assurance and Contract Management) outlines the various activities we undertake throughout the commissioning process – from a strategic commissioning perspective before a placement is even needed, through the placement finding and matching process, all the way through to when a placement ends.

6.4 Young people’s involvement in commissioning and quality assurance It is acknowledged that more could be done to involve care-experienced young people in commissioning and contract management processes. Care Leavers who are interested in making a difference in the lives of other young people would be ideal.

Recently, the care experienced apprentice within the Positive Futures Leaving Care Team has visited new local provision (16+ accommodation and a children’s home), with the Placement Team Social Worker, to assist in the pre-placement quality assurance checks and provide feedback to the provider about how the provision could be made even more welcoming and suitable for young people. Providers have fed back that they have really appreciated this input.

A new commissioning and contract officer has recently been recruited. Staff within the children’s commissioning and placement teams will be encouraged to work closely with the challenge and participation team to explore ways to include more CLA and Care Leavers in all of the various activities relating to commissioning and contract management.

7. Swindon’s Early Help and ‘Edge of Care’ Offer

7.1 What is Early Help? Put simply, we believe that Early Help is all about identifying needs within families early and providing coordinated support before problems become complex. As Eileen Munro wrote in her report (May 2011) ‘Services offering Early Help are not aimed just at preventing abuse or neglect but at improving the life chances of children and young people in general. ‘Early Help’ is an ambiguous term, referring both to help in the early years of a child’s life and early in the emergence of a problem at any stage in their lives’. We welcome the work of the Early Intervention Foundation and the evidence they are providing on what works and aim to build this into our practice wherever appropriate.

Our Early Help Strategy is underpinned by the following principles and values:  Early Help is ‘everybody’s business’ and we intervene earlier at the first signs of potential issues.

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 Early Help is about building emotional intelligence, capacity and networks in communities to keep children, young people and their families healthy and make things happen locally.  To deliver a visible, integrated local offer that is accessible.  To deliver good quality, evidence-based and timely interventions which are cost effective and add value.  Our partnership working is built upon working together and delivering a whole-family approach.  Our workforce will be confident and be supported to engage and intervene with children, young people and their families to offer Early Help.  Families will be empowered to actively participate in Early Help assessments and in drawing up plans and goals  Where unmet needs involves two or more agencies, there is a commitment at the first point of contact to undertake an assessment and produce an Early Help Assessment, irrespective of whether that need falls within the immediate area of expertise of that professional, and coordinate a Team Around the Family (TAF) meeting drawing in appropriate expertise.  To use peer support networks and community assets, not just professionals, to transfer knowledge and capabilities about Early Help.

Our Early Help offer will promote the independence and self-reliance of children, young people and their families by providing supportive relationships and connections within local communities that can help people or families continue to survive and thrive.

7.2 The Edge of Care Service In November 2019 we designed a new framework for Early Help called the Edge of Care Service. This framework is one of networked collaboration, in which we work intensively with families where there is a risk of the child or young person entering care or custody. The service also supports children currently in care and their families, where there is an identified plan for the child to return home. The specialist team are dedicated to supporting families to stay together when it is safe and appropriate to do so.

Children on the Edge of Care typically include those children and young people:

 Aged 10-18 years and their families.  At risk of out-of-home placement due to parental abuse or neglect.  Who are in high conflict with their families and are difficult for their parents to manage or keep safe.  Whose parents suffer from poor mental health, a severe disability or substance misuse  Who have offended or are at serious risk of offending (e.g. children excluded from school).  Who have previously been looked after, or those who come from families where their elder siblings are looked after.  At risk of exploitation.  Whose safety and well-being are at sufficient risk for the authority to consider removing them from their current situation for their own protection and those where parents are requesting voluntary accommodation.

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The service is voluntary; children, young people and their parents do not have to engage with the support even if it is recommended.

The Edge of Care team are utilising the Graded Care Profile as their initial assessment tool. The assessment considers the parental care provided to the child/young person and focuses immediate intervention on meeting all of the child’s essential needs before offering more specialist support to the family.

Edge of Care Family Intervention Workers then work intensively and flexibly with families open to the service over a 3 to 6 month period to co-ordinate and deliver targeted support which aims to address whole family difficulties and prevent escalation, which results in better outcomes for each child and young person.

All support plans are reviewed with the family and multi-agency network on a monthly basis.

7.3 Social Workers In Schools Programme Schools play an important role in supporting the wellbeing of children and keeping them safe and school age children typically spend a large proportion of their time under the supervision of people who work in schools. Schools are one of the major sources of referrals to Children’s Social Care.

Initial pilot studies in which social workers have been embedded into schools were undertaken within Southampton, Stockport and Lambeth. The findings from the evaluation of these pilots suggest that placing social workers in schools may reduce the number of children being referred for Child Protection and Child in Need assessments. The findings also highlight a number of areas that went well, including identifying three key pathways for success:  Increasing the schools’ awareness and responsiveness to safeguarding;  Improving collaboration and cooperation between professionals; and,  Building stronger relationships between social workers, young people and families

The expansion of this project is part of a wider programme of work announced by the Department for Education in May 2020 totalling £9.9 million to inform research for What Works for Children’s Social Care. The programme initially planned to fund the evaluation in ten local authorities, but following high levels of interest, the project has been expanded to cover 20 local authorities and there is potential for national roll out and further funding.

Swindon secured funding to embed 8 experienced social workers within 8 secondary schools for one academic year supported by a team manager. The 8 schools were randomly selected from the list of schools nominated to participate in the programme by the independent evaluator What Works for Children’s Social Care. These 8 schools will make up the ‘intervention group’:

Swindon’s selected schools   The  The Dorcan  Great Western Academy 

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 The Deanery CE Academy  Crowdys Hill School

The social workers can also work with associated ‘feeder’ primary schools, although manager oversite will ensure that workloads are kept manageable and that social workers are able to spend a sufficient proportion of their time in their nominated secondary school.

7.4 Family Intervention and Support Service (FISS) & The Early Help Hub Family Intervention & Support Service (FISS) and the Early Help Hub work with partner organisations and other in-house services to introduce and embed the Early Help framework, develop skills and knowledge in the workforce, and ensure practitioners across the board are confident with the approach to provide appropriate challenge to families. This joined up approach will help to collectively improve family outcomes and deliver support to enable long term sustainable changes building up the families’ resilience.

FISS Services Early Help Hub Services Specialist Partner Services Family Support Referral, Triage & Allocation CAMHS Parenting Programmes New Beginnings IDVA Youth Engagement Family Group Conferencing Drug & Alcohol Support TAHMS Family Nurse Partnership PCSO Health Visiting Links with MASH and OPAL TF Employment Advisor School Nursing Volunteering Safe Families Education Welfare Baby Steps NSPCC Respect Programme Barnardo’s On Trak SMASH U Turn Adult Mental Health Housing Early Years Education Psychology SEND Social Care Community Paediatricians Sexual Health Support

7.5 Family Group Conferences A family group conference is a process led by family members to plan and make decisions for a child or children who are at risk. Children and young people are normally involved in their own family group conference, although often with support from an advocate. It is a voluntary process and families cannot be forced to have a family group conference. The specialist team are dedicated to empowering families to stay together, and to come up with their own solutions on how to do this, when it is safe and appropriate to do so.

Family group conferences can be used in any situation where a plan and decision needs to be made about a vulnerable child. In Swindon family group conferences are requested via the Early Help Hub, where a lead professional is working with the family or via Social Care, particularly when a child is at risk of going into care.

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The family group conference approach originated in New Zealand. Family group conferences are now used in over 20 countries in the world. Evidence and experience shows that family group conferences are effective in making safe plans for children, enabling many to stay within their family network as an alternative to going into care and are cost effective.

7.6 Early Help: Where we want to be in 2022 Our ambition is to collectively achieve the very best outcomes for children and their families by using our joint resources as efficiently as possible to equip our combined workforce to deliver outstanding relational and compassionate services, which are based on what we know works.

We believe that Early Help is a ‘system’ rather than one service – a community of services that is a way of working – and we want to develop and invest in this system to achieve the very best for our children in Swindon.

8 Perspective of Children, Young People and their Families

8.1 Desired Outcomes During 2019/20, during the development of a number of strategies, significant consultation took place with children, young people and their families. The key outcomes SEND young people those involved in the Children in Care Council shared with us, were as follows:

Outcome 1 I have the time, support and understanding to choose what services will help me reach my full potential; so, I can make a difference in my world.

Outcome 2 My voice is heard, I am included in all decisions about my life – even difficult ones – and those listening should understand what I want; if what I want isn’t possible, tell me why.

Outcome 3 I feel confident that those working with me have my needs at the centre of what they are doing, and all the new challenges I will face are explained to me.

Outcome 4 All information about me is only shared with people who really need it, and I would like to know who they are.

Outcome 5 Family, friends, and adults who normally support me are there to help me become an adult.

8.2 Children’s Feedback on this Sufficiency Statement The Children in Care Council (CiCC) were asked to review a late draft of this Sufficiency Statement and its ‘child friendly summary’, prior to it being presented at the Corporate Parenting Board in February 2021.

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The following is a selection of comments made by the children and young people who read the material:  It is important that we know all about children in care so people know what you can do to help and make things better.  73% living with foster carers is a good figure as some people want to live elsewhere.  I am happy with where I live – I am staying put which is good.  The health care statistics are good but it would be great if these were 100% as it means that everyone is getting what they need – the numbers are still good though.  Number of care leavers that are still studying or employed is higher than other areas – this is good – I go to college and want to work in child care. Hopefully I will get an apprenticeship.  It’s good that they are working to keep children in Swindon and in schools that they are already at.  Social Workers in schools is good, as before I came into care I had a SW and it would be good to have them in schools.  There are certain examples of when you could live out of Swindon and more than 20miles away. It doesn’t matter where you are as long as you are happy and who you are with. I am happy with where I am and I am not in Swindon or nearby. I am really happy where I live.  98% is a good percentage to have contact from the LCT Workers often. This is good so the worker can check they are okay and the children have a chance to talk about anything they are worried about.  It’s easier to talk about things (trauma) with someone who is there to support you like those who have been trained in trauma-informed practice.  It is important that people like teachers know why children have been taken away from their birth families, it is also important for the children to know what’s happened and why.  It is important to get permanency as it takes away the thought of being moved again. You know you are going to be in one place. If you are happy it is good to know you can stay in one place and don’t have to move somewhere else.  It’s very good that no care leavers are homeless.

9 Conclusion

An enormous amount of work has taken place to improve the lives of children looked after and care leavers in Swindon over the last two years. Ofsted visited Swindon Borough Council again for a monitoring visit in December 2020 and summed up much of the improvement journey within their report (published 1 February 2021):

“The local authority has maintained the effectiveness of its front door services, despite the challenges of the COVID-19 pandemic…Decision-making is timely and appropriate actions are taken to protect vulnerable children. Management oversight and the rationale for decision-making is well recorded. Thresholds for statutory action are appropriately applied, with managers and social workers demonstrating a clear understanding of risk. Effective leadership has ensured that the needs of children and families have been carefully considered and responded to during the COVID-19 pandemic.

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Children’s care plans are child focused and offer support to reduce risk. They take account of the child’s wishes and feelings, and where appropriate the child s wishes are incorporated into the plan. Children’s voices are well recorded in their plans. Young people continue to be supported at age 21 and beyond. Permanency decision-making and progress towards permanency has not been adversely affected by the pandemic with inspectors seeing little drift or delay in progressing children’s plans.

Social work practice has continued to improve through an embedded quality assurance process well led by the director of children’s services.

There has been a continued reduction in the numbers of young people in care placed outside Swindon.”

We have much to be proud of, but there is no time to rest and more to be done in order to achieve an “Outstanding” service for the children, young people and families of Swindon.

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Attachment 1: Placement Sufficiency Action Plan 2021 – 2022

Area of Focus: Sufficiency of local placements to meet the needs of older children, as well as those children with complex needs What We Know: Ofsted (July 2019) said: A high number of children in care currently live in placements out of area. Placement stability in Swindon has been a challenge, and some children have moved because they have been living in placements that have not met their needs. Leaders have taken effective action to strengthen the recruitment, training and selection of foster carers.

QAPIB reports show that the majority of new placements are in Swindon, or within 20 miles. The Strategic Commissioner and Placement Team Manager continue to engage with the Market to encourage providers to increase placement capacity within the Borough. A recruitment campaign for in-house foster carers is underway. Outcomes focused, strengths based and trauma-informed social work practice is improving outcomes for children.

What We Have Put In Place Framework • New Care Panel terms of reference and improved documentation • Improved terms of reference for Housing Panel • Strong contract management and engagement with external providers - improvement plans devised when required • Providers have opened new and high quality semi-independent provision in Swindon • Improved due diligence processes for checking new providers prior to placing children • New Staying Put policy adopted • Identify Staying Put as early as possible at Permanency Tracking and ratify at Care Panel • In-house foster carer recruitment, supervision and utilisation much improved. • Swindon Supported Lodgings Service (contract with Step by Step) now up and running • 2 residential children’s homes now operational within Swindon, with more due to open in 2021 • Strengthened placement referral process and documents • Improved matching policy and processes • New Brokerage service agreed to further improve placement finding, matching and monitoring • Joint working with Adult Services to improve service delivery for Care Leavers and ensure successful transition to adulthood (Transitions Programme) • The Positive Futures Leaving Care Team have developed a “Preparation for Independence and Pathway Planning & Life Skills Programme” for young people to work through.

Strategic Reports and Monitoring Activity • QAPIB unregulated placements report (quarterly) • QAPIB and CL/CLA Partnership Board sufficiency report (quarterly) • Permanency Tracking (fortnightly) • Reports to Corporate Parenting Board (six times per year)

Operational Monitoring and Management • Weekly Recruitment, Placements and Retention Meeting (in-house services) • Fortnightly Placement Availability and Contingency Planning meetings (looking in-house and external placements) • 6-monthly reviews of Residential Placements

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What We Need To Do Ensure there is a sufficiently wide range and choice of placements available to meet the needs of children in care: • Recruit permanent staff to the expanded Brokerage Service • Continue to engage with the market • Embed good practice and focus on outcomes • Commission services effectively

Key Outcomes • The percentage of children placed more than 20 miles is reduced, and children are placed locally in Swindon wherever possible and appropriate (target: in line with statistical neighbours) • Placement stability is improved (target: in line with statistical neighbours), with stability meetings held early and often when required • Children are well-matched to their placement, making progress against stated outcomes within their Care Plan/Pathway Plan, and placement endings are planned and positive. • Edge of care services are effective, and only children who really need to be in care are taken into care • External providers want to develop services in Swindon, and are excited to be working with SBC

Key Milestones 2021-2022  Review Care Panel  Expand Children’s Placement and Brokerage Team, with new processes documented on Tri-X  Secure long term contract for Swindon Supported Lodgings Service  Extend current regional IFA Contract and join South Central Consortia for IFA Contract from 2022  Update Market Position Statement and continue to engage with providers  Publish Swindon’s Sufficiency Strategy 2021-2022  Implement new Corporate Parenting Board – meet 6 times per year and focus each meeting on one element of Swindon’s Care Pledge.  Include Corporate Parenting session as part of new Councillors Induction Training  Include Children in Care Council in Corporate Parenting Board meetings and make these meetings child-friendly  Continue with implementation/embedding of SBC Permanency Framework

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Key Milestones Dec 20 Jan 21 Feb 21 Mar 21 Apr 21 May 21 Jun 21 Jul 21 – Mar 22 Care Panel Review Finalise via Implementation CSMT of changes Brokerage & Placement Finalise Conduct New service Team Expansion recruitment training with roll out and process staff re new maps processes Long term contract for Go out to tender Evaluate Mobilisation Period New Contract runs for Swindon Supported bids & contract minimum 3 years Lodgings award commences (potential to extend up contract to 2 years) Regional Contract for IFA Extend current SW IFA Contract (led by B&NES) Work with South Central Consortia to develop service Go out to tender for Provision – to run 1 April 2021 to 31 March 2022 specification and tender documents for new IFA contract, new IFA Contract to commence 1 April 2022 Update Market Position Update MPS Update MPS Statement Publish Sufficiency Strategy Draft Sufficiency strategy Take to CPB Publish 2021 – 2022 Document Embed new Corporate Meeting 23/1/21 Meeting Meeting Meetings: Parenting Board structure, 15/4/21 22/6/21 18/8/21 with focus on delivering October (date TBC) Swindon’s Care Pledge December (date TBC) Cllr Induction Training First (Corporate Parenting) induction session led by CLA/CL Children in Care Council to First CiCC- attend Corporate Parenting friendly CPB Board meeting SBC Permanency Continue with implementation of the SBC Permanency Framework Framework. Completion date: 31 March 2021

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