Wrthi'n llwytho
Y penderfyniadau fel y mae cofnodion y cyngor yn eu cofnodi. Bydd crynodeb mewn iaith glir yn dilyn pan fydd wedi'i ysgrifennu.
RESOLVED: • to note the information.
RESOLVED: 1. to acknowledge the work undertaken by TGP Cymru.
RESOLVED: • to note the information contained within the report.
RESOLVED: • to provide comment as appropriate on the draft Annual Report before its presentation to Cabinet.
RESOLVED: • to note the information contained within the report.
Apologies for absence were received from the Service Director, Children's Services, Ms A Lloyd and the Joint Regional Commissioning Officer, Ms N McIntosh.
In accordance with the Council’s Code of Conduct, there were no declarations made pertaining to the agenda.
To approve as an accurate record, the minutes of the meeting of the Corporate Parenting Board held on the 28th April 2026.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: • to note the information.
The Regional Children Services and NYTH/NEST Framework co-ordinator took Corporate Parenting Board through the Whole System: Whole Heart presentation highlighting a number of key slides within the presentation in respect to the 8 regional ambitions, the co-produced video, the golden thread, what does this mean for RCT CBC, embedding the NEST Framework in CTM, alignment and mutual support, ambition 6 + pledge priority 4: a stable home, journey at a glance, regional integration funding (RIF) support to RCT CBC children’s services projects and the regional support to ‘Eliminate Project’ agenda CBC’ Children’s Residential Developments. The Chair thanked the Officer for her presentation and commented that the video was particularly powerful. She noted that there was nothing more impactful than hearing directly from children, young people and young mothers about their lived experiences, and that the messages conveyed had strongly resonated with those present. The Chair emphasised that the success of the initiative would ultimately be demonstrated through its delivery and highlighted the importance of collaborative working. She stated that all partners must continue to work together, as they share the common goal of achieving the best outcomes for young people. A Member commented that the presentation was very impressive and welcomed the strong emphasis on partnership working. It was noted that creating stable homes for children and young people requires a multi-agency approach, with all relevant partners working together. The Member added that the video effectively captured this message and highlighted the importance of children and young people feeling involved and part of the process. A Member asked for clarification on the reference to culture change and asked whether any issues had been identified in current practice that indicated a need for cultural change. The Regional Co-ordinator explained that the strategy had been developed through a series of workshops, taking a bottom-up approach that involved listening to practitioners and stakeholders before engaging Heads of Service and Directors. This approach secured commitment and buy-in throughout the development process. She noted that the work had led to a review of governance arrangements, identifying the need for the right people to be involved in decision-making forums to drive change effectively. The Regional Co-ordinator emphasised that much of the work had been achieved during the strategy’s development rather than at its launch, with the inclusion of children and young people’s voices helping to bring stakeholders on the journey and shape the final strategy. The Chair noted the key messages that resonated with her, particularly from an education perspective, was the need for greater collaborative working. She commented that this requires a cultural shift across organisations, with partners sharing more openly and moving away from being protective of their own individual organisations. The Regional Co-ordinator noted that a similar presentation had been delivered to the RCT Headteachers Forum. As a result, four headteachers had volunteered to join a steering group, recognising the benefits of contributing to joined-up working. They emphasised that driving change is a shared responsibility and requires commitment from all partners. A Member welcomed the collaborative approach and noted that the governance structure appeared positive and promising. They highlighted the importance of developing relationships with children and young people and ensuring their views are heard. The Member asked whether sufficient resources were in place to deliver successful outcomes and sought clarification on how progress against the strategy would be measured over the next one to two years, including whether key indicators, such as the number of Children Looked After, would be used to assess impact. The Regional Co-ordinator explained that each ambition within the strategy is supported by intended outcomes and measures of impact, rather than a list of actions. Steering groups have been established to lead on each ambition and are responsible for developing delivery outcomes and performance measures. She noted that this approach promotes ownership across partners and ensures that outcomes are shaped and monitored collectively. Progress will be reviewed through regular updates, with outcomes feeding into wider performance and accountability arrangements. The Member referred to the example of the Flying Start programme and noted concerns about a perceived postcode lottery to access services. He asked whether the strategy would address this wider issue and how families most in need of support would be identified and engaged to ensure children receive the best possible start in life. The Regional Co-ordinator explained that representatives from across the region, including RCT, Merthyr Tydfil and Bridgend, would bring their local knowledge and experiences to the relevant steering groups. These groups would be responsible for identifying gaps in provision, such as variations in service access, and developing a coordinated regional response. Where specific issues were identified, partners would work together to agree appropriate actions and measures to address them and improve outcomes for children and families. The Member noted that successful delivery would depend significantly on funding and asked whether there were effective mechanisms in place to ensure that resources would be directed appropriately to support the ambitions and commitments set out in the strategy. The Chair advised that Flying Start now falls within her portfolio and noted that work was already underway to address concerns around variations in service access. She suggested that the Corporate Parenting Board could invite representatives from the relevant early intervention service area to attend a future meeting to provide an update on developments and ongoing work in this area. The Director of Social Services explained that the strategy presented was a regional framework agreed by all partners, with responsibility for delivery resting with individual local authorities and their partners. He noted that while the strategy provided the overarching direction, more detailed reports could be brought to the Board on how RCT was implementing and delivering against its priorities. He emphasised that local strategies and plans had been aligned with the regional strategy, with clear measures and outcomes in place that form part of the Council’s corporate performance monitoring arrangements. Progress against these themes could be reported to the Board where appropriate, alongside updates provided through other governance forums, including Cabinet and Scrutiny Committees. The Director highlighted the importance of early intervention and prevention, noting that significant work had been undertaken across social services, education and community services to develop a joined-up approach for children and young people in RCT. He added that further updates on this work could be provided to the Board. In response to questions regarding funding, the Director acknowledged the risks associated with reliance on grant-funded services, particularly as a number of funding streams were due to end at the close of the financial year. He advised that representations had already been made to Welsh Government regarding the potential impact of any funding changes and assured Members that updates would be provided on the implications for services and support available to children and young people. A Member welcomed the whole-system approach, noting that while the needs of each area, community and child may differ, the key strength of the strategy was its focus on bringing the right people together to meet those needs. He emphasised the importance of all partners working collaboratively, remaining flexible in their approach, and keeping positive outcomes for children and young people at the centre of service delivery. The Chair noted the presentation and stated that the Board looked forward to seeing positive outcomes delivered through the strategy. She thanked the Regional Co-ordinator for attending the meeting and for the informative presentation. Following consideration of the presentation, the Corporate Parenting Board RESOLVED: • to note the information.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: 1. to acknowledge the work undertaken by TGP Cymru.
Tros Gynnal Plant provided the Corporate Parenting Board with a progress update on the Q4 stats and issues for advocacy for care experienced people but noted it made some comparisons with Q3 stats. The Officer advised that Q4, 27 care experienced young people, including two care leavers, were referred for the issue-based service. This was an increase of 2 compared to the previous quarter, and 6 of those young people were accessing advocacy services for the first time. 17 care experienced people became eligible for the active offer, and received 5 active offer referrals, the same number of referrals as in Q3. In Q4, all five young people who were referred went on to receive the issue-based service. So overall, 18% of eligible young people were referred in Q4 for active offer and this was a decrease from 29% in Q3. The Officer advised that the most common issue young people presented with was placement, with most young people asking to either leave or stay in their current placement, followed by family time, with most young people expressing a desire to spend more time with family members, whilst 3 young people asked to spend less time with family members, two of which were siblings. 4 unaccompanied asylum seeking young people raised 6 new issues in Q4. These included college issue, finance, and there was one young person with an issue with the relationship with their social worker. Of the 27 young people referred for issue-based advocacy, 5 young people were identified as having additional learning needs. The Officer continued that in respect of Residential Visiting Advocacy, RVA was delivered across 8 local authority community homes in Q4, with two new issues opened in relation to placement and family time. She noted that the RVA consultation remained ongoing and had been extended across Cwm Taf to enable young people and staff in newly opened homes to contribute. It was anticipated that the findings and outcomes would be available within the next quarter or, potentially, the following quarter. The Officer advised that funding had previously been secured for a pilot project to support children and young people experiencing emotional and mental health difficulties who did not meet the threshold for statutory services. However, due to capacity pressures within the advocacy team and fluctuations in advocacy referrals, recruitment to the project had been placed on hold. She noted that it was intended to revisit the development in the next quarter and that further updates would be provided to the CPB. The Officer concluded with a case example. The Chair commented that this was a particularly important service for young people and welcomed the positive uptake. She noted that it was encouraging to hear that young people were engaging with the support available and benefiting from the opportunities provided. A Member enquired how children and young people are made aware of the service and asked what arrangements are in place to ensure they know it is available. They also sought clarification on the age range eligible to access the service, particularly for children who may be experiencing difficulties that have not been successfully resolved through other means. The Officer explained that the advocacy service operates through two main strands. The first is an active offer service for children and young people who become eligible for advocacy, such as those attending an initial Child Protection Conference or Children Looked After (CLA) Review. Referrals are made primarily by social workers, and advocates aim to meet with young people promptly to explain the service, their rights, and the support available. Positive experiences often lead to young people re-engaging with the service when needed. The second strand is the Residential Visiting Advocacy Service, which provides opportunities for young people living in community homes to meet with visiting advocates and learn about the support available. The Officer noted that raising awareness of the service relies on effective partnership working with social workers and other professionals. Monitoring information received from RCT helps ensure discussions are taking place with eligible young people and provides feedback on reasons why advocacy support may be declined. These reasons are often positive, including young people feeling that their views are already being heard by trusted professionals. The Vice-Chair welcomed the report and highlighted the importance of advocacy services for children and young people. Referring to the Residential Visiting Advocacy Service, he noted that face-to-face engagement with advocates was particularly valuable and sought clarification around the current inability to cover all residential homes. The Officer advised that discussions had recently taken place regarding the funding and delivery of the Residential Visiting Advocacy Service. She confirmed that all community homes in Rhondda Cynon Taf would receive a visiting advocacy service, although the frequency of visits would vary depending on the size and needs of each home. She noted that advocates would work closely with home managers to develop effective arrangements, maintain regular contact, and promote awareness of advocacy services among both staff and young people. A Member welcomed the pilot project, particularly its focus on supporting children and young people who do not meet the threshold for statutory services. While recognising the reasons for the delay, she asked whether a timescale had been identified for implementation and sought reassurance that the funding would remain available, enquiring whether it was subject to any deadline for delivery. The Officer confirmed that there was no fixed timescale attached to the pilot project or its funding. She explained that the project would be relatively small and delivered using the expertise of the existing advocacy team. Progress had been delayed due to fluctuations in referral rates, which are closely linked to service funding, and it was considered important to ensure greater stability before committing resources to the new initiative. She emphasised that the organisation remained committed to delivering the pilot, noting that a similar model had recently achieved positive outcomes in North Wales and had demonstrated the value of supporting young people who do not meet the threshold for statutory services. However, she advised that no implementation timescales would be confirmed until there was sufficient confidence that the project could be delivered sustainably. A Member referring to the relationships being developed with managers, asked what response times could be expected when concerns or requests for advocacy support were raised, particularly where matters were urgent. The Officer advised that the advocacy service is highly responsive, with a target of meeting referred young people within five working days and many referrals being responded to on the same day. Urgent cases are prioritised where necessary, and the service rarely has waiting lists. She noted that delays are usually due to practical issues, such as difficulties arranging visits with parents or carers, rather than capacity constraints. The Officer emphasised that processes are in place to facilitate timely access to advocacy support and that the service is committed to responding quickly to young people's needs. Following consideration of the report, the Corporate Parenting Board RESOLVED: 1. to acknowledge the work undertaken by TGP Cymru.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: • to note the information contained within the report.
The Chair presented her report on frontline visits, noting that eight visits had been undertaken during the year, with Board Members participating in many of them. She highlighted the value of the visits in providing assurance about the dedication and commitment of staff supporting children and young people across RCT. She thanked staff for their openness in discussing the challenges they face and noted that the visits had provided valuable insight into the difficulties experienced by young people, particularly in relation to social media and child exploitation. The Chair also recognised the significant work being undertaken to address exploitation and support vulnerable young people. The Chair emphasised the importance of frontline visits in helping Members understand services and outcomes for children and young people and encouraged all Board Members to participate in future visits. A Member highlighted the value of the frontline visits, noting that they provide Members with valuable insight into the experiences of staff working directly with children and young people. They commented on the scale of the challenges faced by staff, particularly in relation to child exploitation and other emerging issues and praised their commitment to learning from best practice both locally and across Wales. The Vice-Chair reflected on the frontline visits, praising the dedication, professionalism and high morale of staff despite increasing workloads and the complexity of cases. He highlighted safeguarding and child exploitation as significant and growing concerns, emphasising the importance of effective partnership working and preventative strategies to protect children and young people. Referring to the report, he also sought an update on the proposal submitted to the Transformation Board for four additional posts within the Disabled Children’s Team, noting the importance of securing additional resources to support the service. The Director of Social Services advised that approval had been granted by the Chief Executive and Director of Finance for additional capacity within the Disabled Children’s Team. Following a business case presented to the Children’s Services Transformation Board, funding was agreed for three additional posts, and recruitment was now underway. He noted that this followed a review of the team, which had demonstrated both the need for extra resources and positive progress in service improvement, including recruitment and retention. The Director welcomed the outcome and reassured Members that where risks or capacity pressures are identified within social services, there is a strong corporate commitment to providing appropriate support and resources. A Member welcomed the frontline visits, highlighting the value of speaking directly with staff and gaining insight into service delivery at a grassroots level. Drawing on previous professional experience working with looked after children, he noted that the visits had enabled him to compare current practice with that of 25 years ago. The Member commented that significant improvements had been made, praised the dedication of staff and investment in services, and stated that RCT should be proud of the progress achieved in improving outcomes for looked after children and young people. A Member welcomed the frontline visits and noted the valuable insight they provide into the work of frontline staff and services. They praised the professionalism, teamwork and commitment demonstrated by staff despite significant pressures and resource challenges, and highlighted the positive approach taken by managers to staff wellbeing and support. The Member suggested that opportunities to participate in such visits should be extended more widely, as they showcase the important work being undertaken across the Council and help Members gain a better understanding of the services provided to children and young people. A Member recalled that, during one of the frontline visits, officers had highlighted a significant reduction in the use of agency staff, with more posts now being filled by permanent employees. They welcomed this positive development and emphasised the importance of supporting staff wellbeing and retention, noting the benefits this brings for both the workforce and the children and young people they support. The Director of Social Services welcomed the positive feedback from Members on the frontline visits, noting that staff valued the opportunity to share their experiences and felt listened to. He highlighted the dedication and professionalism of the workforce, supported by strong leadership within Children’s Services and regular staff engagement activities which help identify strengths and areas for improvement. He noted that many of the risks identified in the report were already recognised within service planning and performance management processes, and progress against these could be reported back to the Corporate Parenting Board where appropriate. The Director also advised that work was ongoing to address accommodation issues, with a report on service accommodation needs due to be considered by senior management shortly. The Director acknowledged that child exploitation remained a significant risk and suggested that further updates on this area could be provided to the Board. He also highlighted the positive impact of recruitment and retention initiatives, while recognising that workforce wellbeing and resilience remained key priorities. He concluded by offering to provide further updates on the identified risks and areas for development to support the Board’s ongoing oversight role. Following consideration of the presentation, the Corporate Parenting Board RESOLVED: • to note the information contained within the report.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: • to provide comment as appropriate on the draft Annual Report before its presentation to Cabinet.
The Chair presented the draft Corporate Parenting Board Annual Report, noting that it would be submitted to Cabinet once approved. She expressed satisfaction that the Board had delivered the commitments set out for the year, as reflected in the report. The Chair highlighted the importance of ensuring that the voices of children and young people continue to inform the Board’s work, referring to a recent visit to a young people’s drop-in centre as a particularly valuable and positive engagement opportunity. She noted that feedback and outcomes from such engagement activities were included within the report. While recognising the progress made, the Chair acknowledged that further work was needed, particularly in strengthening the involvement of children and young people in shaping and promoting the Corporate Parenting Pledge. She advised that discussions were ongoing regarding how this could be taken forward. The Chair emphasised that corporate parenting is not solely a social services responsibility but a corporate responsibility across the whole Council, involving services such as housing, education and early intervention. She stated that embedding this wider understanding of corporate parenting would be a key priority for the Board going forward. The Vice-Chair highlighted the significant responsibilities of the Corporate Parenting Board and drew attention to two key areas of ongoing focus. He emphasised the importance of increasing the number of local authority foster carers to help meet placement demand and support children and young people effectively. He also referred to the Welsh Government’s not-for-profit agenda, welcoming its aims while noting that there may be unintended consequences that require careful consideration. The Vice-Chair acknowledged the development of additional in-house residential provision and stressed the importance of monitoring progress as the agenda continues to be implemented. Following consideration, the Corporate Parenting Board RESOLVED: • to provide comment as appropriate on the draft Annual Report before its presentation to Cabinet.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: • to note the information contained within the report.
The Chair advised that the report from Care Inspectorate Wales (CIW) on the Vale, Valleys and Cardiff Adoption Service was presented for information. She noted that the Board had previously received a presentation on the inspection findings from the former Adoption Service Manager, which had provided a clear overview of the report’s contents. As a result, the findings contained within the report were consistent with the information already shared with the Board and did not present any surprises. The Director of Social Services noted that the inspection findings contained no surprises and had already been considered through the appropriate regional governance arrangements. He advised that the report confirmed that an effective adoption service was being provided across the region. While acknowledging that some recommendations related to communication and information-sharing required further improvement, he considered the overall outcome to be positive and reflective of the good work being undertaken by the regional adoption service. Following consideration of the report, the Corporate Parenting Board RESOLVED: • to note the information contained within the report.
It was RESOLVEDthat the press and public be excluded from the meeting under Section 100A(4) of the Local Government Act (as amended) for the following items of business on the grounds that it involves the likely disclosure of the exempt information as defined in paragraph 14 of Part 4 of the Schedule 12A of the Act.
Rhaid i gynghorwyr ddweud pan fydd ganddyn nhw gysylltiad personol â rhywbeth sy'n cael ei drafod, fel swydd, eiddo neu aelod o'r teulu. Mae buddiant sy'n rhagfarnu yn ddigon cryf i'r cynghorydd adael yr ystafell fel arfer a pheidio â chymryd rhan.
Caiff datganiadau eu darllen o'r cofnodion unwaith y byddan nhw wedi'u cyhoeddi.
Yn rhestru cynghorwyr presennol y cyngor yn unig. Nid yw aelodau cyfetholedig, swyddogion a chyn-gynghorwyr yn cael eu dangos.