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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
RESOLVED to approve the minutes of the 16th October 2024 as an accurate reflection of the meeting.
RESOLVED to note the information contained within the report.
RESOLVED to note the information contained within the report.
Apologies for absence were received from County Borough Councillors G Stacey, W Owen, R Lewis, W Jones and P Evans.
In accordance with the Code of Conduct, County Borough Councillor D Parkin declared a personal interest in respect of item 4 ‘Children’s Residential Strategy’. “I am a foster carer with the local authority.”
Decision as recorded
RESOLVED to approve the minutes of the 16th October 2024 as an accurate reflection of the meeting.
It was RESOLVED to approve the minutes of the 16th October 2024 as an accurate reflection of the meeting.
Information is provided in respect of relevant consultations for consideration by the Committee.
Decision as recorded
RESOLVED to note the information contained within the report.
The Head of Family Support & Accommodation presented the report to Members which provided detail on the progress made regarding implementation of the Council’s Children’s Services Residential Transformation Strategy and the plans for developing services in line with the Council’s duty to provide sufficient accommodation for looked after children in the context of the Welsh Government Policy ambition to remove profit from the provision of care for looked after children. Members were provided with an overview of the background to the Children’s Services Residential Transformation Strategy, which is part of an evidence based, evaluative system of transformation that incorporates the inter-related priorities as set out in the report. The Head of Family Support & Accommodation also provided an update on the progress of Health and Social Care (Wales) Bill and removing profit from the care of children looked after. Members were informed that the Bill went through stage 1 of consideration by the Health and Social Care Committee in October 2024, resulting in 26 recommendations, with the key areas of work being outlined in the report. Members were given an overview of the implementation of the Children’s Services Residential Transformation Strategy with the Head of Family Support & Accommodation detailing that phase 1 was reviewed by the steering group in November 2023 with a report being presented to the Council’s Corporate Parenting Board outlining the progress and plans for phase 2 implementation. The Officer referenced the current placement commissioning action plan which was finalised in 2023 and Members were informed a full refresh will take place in early 2025 with the benefit of insight from provider consultation. It was highlighted to Members that the Council is forecasting a continuing need for externally commissioned provision after 31st March 2027 with the Officer pointing Members to the data contained within the report. The Officer explained to Members that, in the short term, the future shape of residential and foster care provision in Rhondda Cynon Taf will continue to be a mixed economy approach of externally commissioned services from providers with a range of business models, and internal provision to achieve sufficiency. The service area will continue to rebalance and reduce their reliance on externally commissioned ‘for-profit’ services, reviewing sufficiency as Rhondda Cynon Taf foster and residential services develop. However, when there is clearer information about ‘for-profit providers’ future business intentions, the service area will re-consider the next steps in this regard, hence the strategy review in early 2025. Members were provided with an update on the demand data and were informed that the rate at which children become looked after in Rhondda Cynon Taf has reduced, and that reduction has been sustained1. However, children in Rhondda Cynon Taf continue to need looked after services at a rate that is higher than many populations in Wales. The resources available for preventative services both at early intervention and at the edge of care will need to be kept under on-going review and impacts evaluated as part of the Council’s medium term financial and service planning arrangements. The Officer outlined how subject to any unanticipated changes, and assuming that the current services and resources remain available, the service area can expect to gradually reduce the number of looked after children by 3-5% per year. It is expected that there will be a reduction in the number of under 1-year olds who need to become looked after but anticipate a short-term small increase in the number of 1– 4-year-olds, and older children with disabilities and complex trauma needs, including 16+ older young people needing to become looked after. It was also noted that the service area should anticipate increasing need for children’s homes but will seek to keep this to a minimum as far as possible through a model of practice and therapeutic approach. An increase in the number of unaccompanied asylum-seeking children is also expected and incorporated in the supported accommodation forecast. The Officer referred to the current internal residential portfolio in Rhondda Cynon Taf as contained within the table at 6.11 in the main report. It was highlighted that the growth of building portfolio is one aspect but the development of a stable skilled, and well supported residential workforce takes time. There was reference made to the challenges faced due to applicants being less experienced, and less well informed about the role than has previously been the case warranting increasing creativity in the way the service area informs, attract, induct, and train new candidates. The residential workforce vacancy rate has increased to 32%, gaps in experienced staff in children’s homes, and the pace of development has led to a need to increase staffing numbers of settings. This has resulted in an undesirable reliance on agency staff which represents a high cost and less stable approach. Members were informed about the importance of good practice in matching children to the setting. The current picture, whilst some considerable distance from sufficiency, is improving, and young people’s experiences in the new settings, as noted in quality-of-care reports is powerful. Additionally, the officer explained that investment in psychology and therapist roles has facilitated a model of care that is rooted in the Trauma Recovery Model for staff, foster carers, and children’s homes. This work has led to the development of Reflective Spaces and is integrated into the model of social work practice. Members were provided with further information in relation to Reflective Spaces. The Officer outlined the commissioned placements and forecasting information as contained at section 6.19 of the report. It was highlighted that as of 30th June 2024, Rhondda Cynon Taf was commissioning 39 (under 16yrs4) residential places off 18 for-profit businesses who are yet to confirm their transition to an acceptable not-for-profit business model. Additionally, as of 30th June 2024 Rhondda Cynon Taf commissioned 69 (under 16yrs) IFA places off 12 for- profit businesses who are yet to confirm their transition to an acceptable not-for-profit business model, but new information is emerging, hence the plan to carry out fuller review in January 2025. Further information was provided to Members in relation to unaccompanied asylum-seeking children (UASC) and regional working. The Officer outlined how insufficient supply of foster carers remains the number one challenge. All 22 local authorities, collectively as Foster Wales, have been taking steps towards recruiting more local authority foster carers and retaining the current local authority fostering population. The long-term sustainability of grant funding for Foster Wales remains imperative to ensure that local authorities can build on this progress, continue the work already underway and achieve their aim to grow in house fostering provision. Foster Wales RCT is showing promising signs of improving performance and the service are expecting to meet targets and exceed targets in terms of enquiries, visits, assessments, and approvals. The authority has ambitious plans for Foster Wales RCT, and opportunities are being explored to increase the resources and support available to fully implement aspects of the plan and develop the Fostering Service that we need to recruit and retain foster carers. The Officer detailed for Members how the Accommodation and Support Strategy for Care Leavers aims to develop a sufficient supply of accommodation and support options to meet the needs of our young people leaving care. The lack of social care housing and resources for support across Wales for adults is a pressure that is impacting on care leavers. The service area is working with housing colleagues and Registered Social Landlords (RSLs) on planning for sufficiency, as they anticipate continued high demand for accommodation as 62% of children looked after population are aged 10+ years (as 15th June 2024). Members’ attention was drawn to the financial implications as set out in the report at section 10. Welsh Government has made available significant funding to transform children’s services across Wales and RCT have been proactive in applying for and accessing this funding and have demonstrated its effectiveness in the growth of residential homes and the development in the therapeutic model to support children and carers. Members were also informed that notwithstanding the clear progress to date to support the implementation of Welsh Government’s policy ambition and the associated positive impacts, for the current financial year the Council is projecting a full year overspend of £6.5Million as part of delivering this programme of work in respect of residential care provision; this position is as a result of operational and external market pressures and are being partially off-set by £5.4Million Eliminate Profit grant funding. In concluding her presentation, the Officer informed Members that the Council has a duty to secure sufficient accommodation for looked after children under s.75 of the Social Services and Well-Being Act (Wales) 2014. This is a significant on-going programme of work and will need to be developed further in line with the legislation to remove profit. In parallel, phase 3 of the strategy will need to be developed to ensure progress towards achieving the Council’s sufficiency duty. In discussing the information presented in the report, A Member asked whether officers felt the timescales set by Welsh Government as part of the Bill are achievable and whether there are any identified risks to the provision of care for children as part of these changes. The Director of Children’s Services responded that there has been a recent announcement by the Minister that there will be an adjustment in the timescales which will assist with the transition. Members were informed that royal assent is expected in Spring 2025 and that from 1st April 2026 there will be no new registration of for-profit foster carers, IFA’s, Children’s homes. Existing for-profit providers will be subject to transitional restrictions from April 2027. The Director shared that this is a mammoth undertaking and an objective that has the services’ full support. It is taking longer and costing more than would have expected but the Director detailed how the service have broken it up into phases and were moving into phase 3 now, moving towards sufficiency then phase 4 will be about achieving sufficiency and availability. To mitigate some of the challenges the service area is investing heavily in taking the phased approach and monitoring every aspect of the implementation along with developing their own high quality children’s homes in the meantime as well. Members were informed that updates will be brought to Committee when they are available. A Member referenced private children’s residential homes and spoke of concerns with the location of some. The Member asked whether there is a significant issue within RCT of private businesses wanting to open homes in inappropriate locations. The Member also commended staff in their dealing of unaccompanied asylum-seeking children and requested further information on the number of children who fall under this category the service area are currently supporting. The Director shared that regarding the registration of new for-profit homes, the council has been proactive with the support from the Chair of Planning and Development Committee identifying early on the potential for a large issue. Members were informed there has been thorough cross department working and the service area have briefed policy leads at government in detail about the situation. Whilst the result has not been the preferred outcome currently, the service has followed up with the inspectorate where there are different duties and there has been some progress there. Although it was noted that the feedback was that the inspectorate didn’t have the legal power at this stage in the legislative cycle of implementation to prevent new registrations, but a change is being introduced that links to the location assessments. The Director added that she has asked Care Inspectorate Wales as part of the assessment to ensure the new setting has spoken to the home local authority. In relation to the query regarding numbers of UASC the Director confirmed the LA are supporting 40 young people at the moment, 17 who are looked after and 23 in supported accommodation. Staff are proud of the support being provided and report will be shared with the Council’s Corporate Parenting Board on this topic. Following on from this, a Member requested whether information was captured on which part of the world the children previously lived. The Director confirmed that this information will be included as part of the report to CPB. There was further clarification sought on whether these individuals are receiving all the support they need due to their vulnerabilities. The Director shared that staff have developed county and country packs to assist young people and staff, the Welsh refugee council provide important support and Coleg y Cymoedd are very skilled and specialist help practitioners are also involved. Translation services are also provided. The Member also sought assurance that staff receive the necessary support. The Director confirmed that reflective spaces are utilised, and the impact of secondary trauma is further understood. There is wider council’s occupational support. The Member also queried whether there are typical timescales as for how long the young people will stay. The Director confirmed each child’s circumstance is different. As part of the national transfer scheme, may not have revealed connections to any part of the UK initially but when this becomes apparent assess for safety, but the importance of family relations is known and will support where possible. Another Member requested clarification that from the for-profit businesses who are yet to confirm their transition to an acceptable not-for-profit business model, whether there is a process for them confirming their transition and whether conversations are held with these businesses to gain indication of their intended models for the future. The Director confirmed there have been deliberate conversations to understand their transition intentions although it is still not clear and will need to be kept under review. Members will be provided with further detail when this is available. A Member referred to information contained at section 6.11 of the report and requested further detail on what will happen to homes after the period outlined when revenue budget ceases in 2025. The Director reiterated that the service is proactive in applying for grants and the need for children’s homes has increased and availability of foster homes has reduced. The ability to develop new homes on existing budget has been finite. The Council have amplified to WG that a cliff edge comes when the grant period ends. Members were assured that no child in a residential home or placement will be affected by this. The Director also confirmed that discussions were held with WG in October who confirmed it will be January before funding details will be known. There is the likelihood of future funding, but details are not known at this stage. A Member asked whether it is known how many children from outside of RCT are residing within the borough in private residential home sector. The Member also shared their concern regarding businesses who are not working towards the transition and asked whether WG are engaging with the Council, noting that there is great expectation with limited council service resources. The Director confirmed that part of the data capture under this strategy is the number of registered children’s homes in RCT. It has been noticed some are carrying voids in private sector and of the new homes coming through none of them have achieved registration yet. The Director also confirmed that WG have an LA workstream which has good communication and shared there has been a change, adding that following the last meeting in October there is much more understanding of the mammoth scale of transformation in children’s services. Members were informed that the marketplace is sensitive, it takes time to develop and embed understanding about why more time is needed leading to adjustment in timescales announced. The Director also added it would be preferable to have clearer commitment about the levels of funding that will be available. A Member referred to the levels of foster carers within the county borough and asked whether this level has remained a constant over the last 10 years or has it decreased. The Member also requested confirmation on whether there are parent/ child foster placements available. The Director shared that overall, the cohort of foster carers is gradually increasing, providing information that 16 in assessment currently, which is the highest number there has been. The Director also confirmed there are some Parent / child placements which are essential and Foster Wales RCT is aiming to attract more parent / child placements. A Member requested an update on the projects outlined in the report relating to Ystrad Fechan and Meadow View. Further explanation was sought on the difference between for profit and not for profit models. The Director shared that in relation to Ystrad Fechan there are 2 buildings at the site. A bungalow for adults will remain and the main building has been a registered children’s home for 2 years. Members were informed that refurbishment was delayed but has commenced now and the aim is for this to open in April / May. In relation to Meadow view the service area anticipate work will commence shortly and hope to be in use as soon as this month. The Director added that this site will require more detailed refurbishment which will have to take place at some point although funding for this has not been able to be confirmed yet resulting in the delay. This is the next site the service area plan to develop once details are known about grant funding. The Director explained the difference between the models and confirmed that some currently are not for profit, but policy intent is to increase not for profit arm. A Member requested further information on the ‘When I’m ready scheme’ as referenced in the report relating to the end of foster placements. The Director shared that the support for foster carer has 2 arms, some continuing financial support and practical support and advice from fostering team and support for young person as well. Following discussion, it was RESOLVED to note the information contained within the report.
Decision as recorded
RESOLVED to note the information contained within the report.
The Organisational Change & Transformation Officer presented the report which provided Scrutiny Committee with an outline of Rhondda Cynon Taf’s Children’s Services Workforce Strategy 2021-2024 and progress on its implementation. The Children’s Services Workforce Strategy 2021-2024 (Appendix 1) sets out the Council’s response to the significant recruitment and retention challenges being faced by the Service. The Strategy has a clear vision for the service areas workforce: Rhondda Cynon Taf Children’s Services’ workforce is motivated, engaged and valued; staff have the capacity, skills, competence and confidence to meet the needs of children and families. A workforce plan has been developed which has focused on the seven themes highlighted in the Healthier Wales: Workforce Strategy for Health and Social Care in Wales 2020-2030. The seven themes are outlined in the report at section 3.3. The graphs at sections 3.5 and 3.6 shows that between September 2023 and September 2024, there has been a 4.6% reduction in the Children’s Services vacancy rate from 24.7% to 20.1%. Positively, there has also been a 12.3% reduction in the Social Worker vacancy rate during this period from 44% to 31.7%. Despite some progress, sufficient supply of experienced qualified social workers for court and child protection work, and experienced residential staff continues to be an area of considerable risk for the Council. Implementation of the Children’s Services Workforce Strategy 2021-2024 is key to addressing the recruitment and retention challenges facing Children’s Services. Progress which is linked to the seven key themes of the strategy and key areas of work are cross-cutting, impacting on a number of the strategy themes. The progress achieved is outlined in greater detail within the report at point 4. The Officer provided Members with an overview of the progress across each of the themes below as contained in section 4 of the report. - Workforce supply and shape - Training and Development - An engaged, motivated and healthy workforce - Attraction and recruitment - Seamless workforce model - Relationships - Collaboration - Trauma Informed In concluding her presentation, the Officer shared that significant progress has been made towards achieving the vision of the Children’s Services Workforce Strategy; for a workforce that is motivated, engaged and valued, and in sufficient numbers with the right values, knowledge, skills and confidence to meet the needs of the children and families in Rhondda Cynon Taf. But there is still work to be done. A review and reset of the Strategy is planned in 2025. The review will take forward what has been learnt and further refining the focus and goals. In questioning Officers, a Member noted the increased numbers of loss of experienced / longer term staff as evidenced in the report and queried what the impact of the loss of experience is on the service area and how this is prepared for. The Director acknowledged the imbalance in the service now with more less experienced staff. The Director added there is great long-term experience through managers. Members were informed that as part of staffs first 3 years in practice they undergo a particular programme of training and development. Staff also have a mentor and in recent years there has been the introduction of non-case holding social work mentors whose role is to support newly qualified social workers by helping them plan visits and reports and develop confidence in their practice. The Director also shared that as part of the staff survey, they ask about support and one of the strong themes as part of the responses is the support of managers being available and helping staff to feel confident. There was discussion about the impact a change in social worker can have on families and Members sought further information about this process. The Director acknowledged that when there is a change in social worker the impact for families is high. The service area is committed to relationship-based practice and the most important challenge for practitioner is to make open and trusting relationship with families. Members were informed that at the heart of reconfiguration in new year is to reduce number of hand offs in service and amplify relationships built. A Member queried what the intention is for the strategy past 2024. The Director confirmed the need to reset and update workforce strategy in 2025 added that when it was drafted originally it was at a time where the service had continued to lose staff, now the service is starting to reduce vacancies so it was highlighted to Members that every aspect of strategy has been implemented. The Director added there is still more work to do and will need a continuing workforce strategy. Phase 2 can focus more on finer detail now vacancies are being filled and focus on the quality of experience families get and the retention work and skills and development to have a healthy and thriving service. Members commented that it is pleasing to see reduction in vacancy rates. A Member commented on the challenging circumstances staff encounter and requested confirmation that support is available within the service for staff members. The Director shared there is a need for people in social work to be emotionally resilient but acknowledged that the nature of the role is challenging. The Director highlighted an important factor is to have support and relationships within the teams. Members were informed that debriefs are needed and space for practitioners to reflect. Members were assured this is available to all staff and it was highlighted from the report how staff feedback how important manager support is. The Director concluded that workplace relationships are important when the work is difficult. Following discussion, it was RESOLVED to note the information contained within the report.
The Chair thanked all Officers for attending and presenting their reports. There was acknowledgement that Children’s Services is a challenging area and the efforts of all staff within the service was recognised. The Chair thanked Members for engaging with the matters being discussed and for presenting thoughtful and insightful questions.
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