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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
RESOLVED: 1. to note information.
RESOLVED: • to review and consider the information contained within this report. • to consider whether they wish to receive a further report to evaluate the Trauma Informed Collaborative Practice in 2026-2027.
RESOLVED: • to review and consider the information contained within this report.
RESOLVED: • to review and consider the information contained within the report.
RESOLVED: • to review and consider the information contained within the report.
RESOLVED: 1. to acknowledge the work undertaken by TGP Cymru.
Apologies for absence were received from County Borough Councillor D Grehan and the Director of Social Services, Mr N Elliott.
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 20th October 2025.
Decision as recorded
RESOLVED: 1. to note information.
The Regional Adoption Manager advised that the purpose of the report was to provide Corporate Parenting Board members with information about the performance of the Vale, Valleys, and Cardiff Adoption Collaborative (VVC) as per the requirements of VVC’S Collaborative Agreement for the period 1April 2024 to 31 March 2025. The report covers general governance arrangements ,regional structure in terms of Joint Committee, Management Board and Operational Group and key agenda items during that year whilst reporting on performance in relation to key functions. The Regional Adoption Manager then provided members with an overview of the report. The Chair noted a big change to the management in the Adoption Service and Members congratulated the Regional Adoption Manager on her retirement along with best wishes to the Director of National Adoption Service (NAS) Wales who is also retiring. She acknowledged the thorough report and noted she understood why some people do not proceed with adoption, given the necessarily intrusive nature of the process. She added that data on contact arrangements would be useful and welcomed the increase in post?adoption support, recognising how vital it is. It was noted the increasing demands upon the service, with an unallocated waiting list for some, waiting longer than the prescribed benchmark of four months, which was too long, and this needed to be looked at to see what could be done to help that. The Regional Adoption Manager, whilst acknowledging the complexities, advised that VVC’s Marketing Officer had led on a piece of national research which was published during this period which tried to understand conversion rates from enquiry to application . She advised that NAS had commissioned a further piece of research, which also involves fostering, building on this work to better understand why conversion rates are low which will hopefully inform the national and local marketing strategies. The Regional Adoption Manager highlighted the concerns of the Adoption Support Service in having the resource to manage the very complex post adoption contact arrangements. A Member, in respect of the piece of work being done by the Marketing Officer and by the NAS, asked if there were any indications where the reasons lie, and what are the solutions. The Regional Adoption Manager acknowledged it was primarily about reaching the right people and recognising there is still a lack of understanding of what was involved in adoption and developing marketing activities to reach as many people as possible whilst recognizing that there were few solutions at the moment. She raised concern about the Q3 position this year in terms of adopter approvals which have decreased acknowledging that VVC region is the highest performing region in many areas, but this is the first time they have experienced such a decrease. A Member commented that adoption and fostering often feel like separate identities, but in practice overlap, and that joint working would be highly beneficial. The Regional Adoption Manager advised that links had been formed with fostering leads and would encourage more opportunities to do joint initiatives, along with developing links via Welsh Early Permanence (WEP). The region has taken a lead on developing WEP noting they had placed 8 children under WEP since its’ inception. A Member, thanking the Regional Adoption Manager and colleagues, for their time, referred to section 8.1 regarding adoption support, recognising the pressures of the job, especially with a small with team. The Regional Adoption Manager whilst recognising the financial pressures on local authority budgets acknowledged the ways the regional partners were looking at things such as early help services, so families could potentially be referred at an earlier point, before requiring more intensive support and reducing pressures on adoption support. Following consideration of the report, the Corporate Parenting Board RESOLVED: 1. to note information.
Decision as recorded
RESOLVED: • to review and consider the information contained within this report. • to consider whether they wish to receive a further report to evaluate the Trauma Informed Collaborative Practice in 2026-2027.
The Headteacher for Virtual School for Children Looked After (CLA) RCT advised that the report was on the collaboration in supporting Trauma Informed Practice in RCT Schools, which is led by RCT Educational Psychology Service and supported by the Virtual School for CLA. The Headteacher for Virtual School for CLA made introductions to the Specialist Senior Educational Psychologist for Wellbeing RCT. She continued that the purpose of the report was to provide Corporate Parenting Board with an overview of the support people, services and organisations within RCT are receiving in order to become more trauma informed. The Headteacher for Virtual School for CLA and the Senior Educational Psychologist then provided members with an overview of the report. The Chair acknowledged this was a really interesting piece of collaborative work and would welcome further reporting to the Corporate Parenting Board, particularly around the Supporting & Promoting AChievement and Education (SPACE) Project as well as the measure of the outcome from all the different strands to this piece of work. A Member, in respect of the Designated Person for children looked after in schools, was impressed with ongoing training and support that’s there. A Member asked whether trauma?informed practice, as an all?Wales strategy, has sufficient resourcing across corporate parenting functions, including virtual schools, looked?after children and youth justice, and whether the Council is adequately resourced to deliver this. The Headteacher for the Virtual School for CLA explained that, in the context of limited financial and human resources, a collaborative approach was essential to avoid working in silos. By pooling resources across teams and developing a community of practice, the aim was to maximise reach across the local authority. Supervision and reflective spaces were highlighted as key to maintaining staff wellbeing and sustaining trauma?informed expertise. It was emphasised that trauma?informed practice is everyone’s responsibility as corporate parents, and from an educational perspective should be embedded across all levels of a school’s ethos, values and daily practice, with full staff buy?in. The Senior Educational Psychologist added that resource constraints are ongoing, so the focus is on making best use of existing capacity and reinforcing that trauma?informed practice is everyone’s responsibility across services such as schools, youth justice and children’s services. Following consideration of the report, the Corporate Parenting Board RESOLVED: • to review and consider the information contained within this report. • to consider whether they wish to receive a further report to evaluate the Trauma Informed Collaborative Practice in 2026-2027.
Decision as recorded
RESOLVED: • to review and consider the information contained within this report.
The Director of Children’s Services advised that the purpose of the report was to provide information to Corporate Parenting Board about Children’s Services’ progress with the Children Looked After Prevention Strategy 2021 – 2025, before taking members through the report. The Chair acknowledged the positive trajectory but noted that numbers of children looked after can fluctuate unpredictably, and unforeseen changes could impact progress. A Member noted on page 112, item 2, of the report pack, that it stated that the impact of MAGU is difficult to measure but felt the effect had been quite profound. The Director of Children’s Services agreed and noted that having the MAGU report on the agenda allowed for closer examination of the data. She emphasised the need to consider performance data alongside qualitative insights and powerful lived?experience feedback. She added that new initiatives typically require a five?year period to assess impact and that they were happy to develop appropriate performance measures. A Member referring to Section 4.4, page 110 of the report, was pleased to see reduction in children looked after, with the authority moving from being 2nd highest in Wales to being in 12th position in Wales and asked if this was because of the collaborative approach. The Director of Children’s Services emphasised that effective family support and intensive edge?of?care work required a whole?system approach, with leadership, Corporate Parenting Board members, managers and staff all committed to the shared value that children thrive best within their families. She highlighted the importance of evidence?based interventions, robust evaluation, and a strong, collaborative model of practice. Feedback from parents demonstrated the impact of this approach, particularly feeling listened to, supported to change, and not judged for past difficulties. Following consideration of the report, the Corporate Parenting Board RESOLVED: • to review and consider the information contained within this report.
Decision as recorded
RESOLVED: • to review and consider the information contained within the report.
The Organisational Change and Transformation Officer explained that the purpose of the report was to provide CPB with the progress achieved during 2025 in taking forward the Pledge’s 7 key priorities. The Organisational Change and Transformation Officer then provided CPB Members with an update on each of the key priorities, before concluding that progress had been made in implementing the priorities of the pledge, but CPB Members would note that there were further actions still required and there is work to be done. The Chair acknowledging page 118, Priority 2, the work of the Corporate Parenting Advisory Panel, noted the meeting with young people in November 2025, and said it was good to see in the report, progress was being made. A Member who was unable to attend the meeting with young people noted that the feedback reinforced the importance of engaging directly with them. He acknowledged that meeting face?to?face and listening to young people’s experiences is essential to understanding how things are progressing and should be the approach taken going forward. The Chair, in relation to Priority 7 and the annual Children Looked After celebration events, asked where the resources to reorganise these events would be sourced from. The Organisational Change and Transformation Officer advised that resources had not yet been identified but confirmed that this would be addressed, emphasising the importance of holding the event. With the Chair’s approval, Members agreed to explore potential funding options for this purpose. Following consideration of the report, the Corporate Parenting Board RESOLVED: • to review and consider the information contained within the report.
Decision as recorded
RESOLVED: • to review and consider the information contained within the report.
The Director of Children’s Service noted that the purpose of the report is to provide Corporate Parenting Board members with updated information about Magu as well as the HDRC Preventative Spend Project ‘Preventing Parent-Baby Separation.’ The Director drew Members attention to the case studies at Appendix 1, highlighting a number of quotes, before handing over to the Evidence Synthesis Coordinator who provided Members with some context, before presenting the key findings from the HDRC Preventative Spend Project in respect of the MAGU service. The Evidence Synthesis Coordinator explained that, as a formal evaluation of MAGU was outside their remit, they reviewed comparable services and academic evidence. This showed that MAGU aligns closely with evaluated good practice elsewhere, making it reasonable to infer similar positive outcomes, those being reduced formal involvement with social services, increased parenting confidence and skills, increased parent health and wellbeing and increased trust in social services. However, without a formal evaluation, it is not possible to draw definitive causal conclusions, due to methodological limitations rather than the quality of the service. Organisational data and lived?experience testimony indicated strong positive impact, and analysis suggested that if outcomes for the first MAGU cohort remain stable, potential cost avoidance could exceed £1m. The report’s key recommendations focused on improving data infrastructure, as current systems do not allow MAGU outcomes to be consistently evidenced without reliance on individual case knowledge. The Chair commended the MAGU service and asked whether there was a way to measure its added value, particularly given its clear positive impact on parental health and wellbeing and, consequently, on children. She noted that reducing the need for adoption could also help alleviate pressure on the adoption service, which is currently facing significant demand. The Evidence Synthesis Coordinator explained that qualitative indicators and pre and post?intervention surveys demonstrate the level of impact and experience. However, he noted that assigning a financial or monetary value to these benefits is particularly challenging, as establishing a clear causal link and quantifying the economic impact is difficult, even where positive outcomes are evident. A Member referring to page 128, paragraph 4.4 sought clarification how the Cefnogi Rhieni enhances the MAGU service. The MAGU Team Practice and Performance Manager explained that Cefnogi Rhieni, as part of the MAGU service, supports parents where risks cannot be managed in the community and care proceedings are initiated. The service continues to work with parents throughout proceedings and for up to 12 months after court orders are made, providing emotional and mental health support, assistance with post?adoption contact, and help with education or training where appropriate. The Evidence Synthesis Coordinator noted that ongoing support was identified as good practice when reviewing other services. A Member, referring back to the 4 positive outcomes, asked whether increased trust in social services, was the most important outcome. The Evidence Synthesis Coordinator highlighted that trust is a crucial enabler for wider outcomes. Lived?experience feedback showed that trusting MAGU helped families engage with other Council services e.g., access to different housing and support options, and ultimately improve health, wellbeing, confidence and skills. Following consideration of the report, the Corporate Parenting Board RESOLVED: • to review and consider the information contained within the report.
Decision as recorded
RESOLVED: 1. to acknowledge the work undertaken by TGP Cymru.
Tros Gynnal Plant provided the Corporate Parenting Board with a progress update for the quarter 2 period, which covered July to September 2025, and provides information on the service delivered to care experienced young children in RCT. The Officer then took CPB Members through the Q2 key statistics including sections on the activity overview, other Information, visiting advocacy and service information. The Officer reported that funding had been identified for a pilot advocacy project for young people with emotional and health challenges who do not meet statutory thresholds. However, progress was paused due to the tendering process and capacity pressures within the advocacy team. Recruitment planned for Christmas was postponed, and discussions on the future of the project will take place over the coming months. The Officer concluded with a case example. The Chair acknowledged it was so important to hear the experiences of young people and what they achieve from the service, noting that this was another important service area. The Chair added that she was really pleased to hear that monthly contact was made with RCT residential homes. Following consideration of the report, the Corporate Parenting Board RESOLVED: 1. to acknowledge the work undertaken by TGP Cymru.
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.
Councillors must say when they have a personal link to something being discussed, such as a job, a property or a family member. A prejudicial interest is one strong enough that the councillor usually leaves the room and takes no part.
Declarations are read from the minutes once they are published.
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