Helping hands

Councillors can make a real difference to the lives of looked-after children by getting involved in their care and support, writes Jane Held, a special advisor on the Beacon awards.

Active lead member participation and support in the care of looked-after children was crucial to two councils achieving Beacon status this year. Both politicians and officers in Leicester city and South Gloucestershire unitary councils showed passion and commitment to achieving better outcomes for children in care.

Both authorities have well-defined corporate parenting strategies and a commitment to put young people’s views at the core of the service.

Speak out

In Leicester, politicians make sure they listen to what young people have to say and respond to it through ‘Stand up speak out’ (SUSO), a representative group of looked-after youngsters. The group meets with either the corporate director or lead member for children’s services every three months.

“We’re saying if there are things you’re not happy about, come and tell us,” says Cllr Vi Dempster, cabinet member for the city’s children and schools.

“They made a fantastic calendar and every month has a different message, things like ‘I want my social worker to arrive on time for meetings’. It’s distributed throughout the department and it’s a focus for discussion.

“SUSO is really important: the young people are being listened to and we will act on it. What you mustn’t do is tokenism, where you see the young people and nothing happens – there’s nothing more disheartening. What is important is showing respect to young people, and councillors have an important role to play in that.”

The city council also celebrates the successes of the young people with an awards ceremony every year, and Cllr Dempster believes it is important to have a good range of elected members attending – to make it clear they matter.

But fundamentally, every councillor is encouraged to see the impact on looked-after children in every area of their work.

“One of the things I always stress to councillors is whenever you’re part of a decision-making process, think what the implications are for looked-after children,” says Cllr Dempster.

“We tend to think about the financial and legal implications but I want them to think about the implications for looked-after children.”

The council holds regular training sessions for all members on child protection and their role as a corporate parent, and minutes from the meetings of the corporate parenting board are circulated to every councillor.

Corporate parents

In South Gloucestershire, elected members take an active role in leading and scrutinising progress.

A budgetary issue about placements outside of the authority led members to ask for a review of the whole service, which in turn led to the development of the corporate parenting strategy. It was established with partners such as education, health and housing and has a close relationship with members.

The corporate strategy steering group is chaired by the executive member for children and young people, and has cross-party representation. Councillors also realise the value of involving the looked-after children in decisions, and have recommended training for all councillors on understanding the needs of children in care.

“There’s a growing desire to engage with children and young people themselves in shaping the service,” says Mike Connolly, head of specialist care and inclusion services.

“It’s important that members understand the circumstances of children in care and understand that sometimes they need a little bit more.”