►
From YouTube: Decision Session - Executive Member for Children, Young People and Education, 29 September 2020
Description
AGENDA (To view individual agenda items click on the links below)
1. Declarations of Interest 00:00:52
2. Minutes 00:01:22
3. Public Participation 00:02:19
4. Sufficiency Duty Report 00:02:31
For full agenda, attendance details and supporting documents visit:
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=739&MId=12387
A
A
B
So
as
in
terms
of
the
background,
most
children
in
york
are
bought
up
in
their
in
their
own
families,
but
a
small
number
of
children
do
do
become
looked
after
in
the
care
of
the
local
authority.
When
that
happens,
then
the
local
authority
becomes
those
children's
corporate
parents
and
as
corporate
parents,
it's
really
important
that
we
ensure
that
young
people
are
protected
and
supported
to
reach
their
potential
and
into
adulthood
as
well
and
within
the
report.
B
B
If
it's
part
of
the
child's
plan
and
absolutely
necessary
making
sure
we're
listening
to
and
acting
upon
what
children,
young
people
tell
us
about
their
experiences
of
being
in
care
and
for
for
children
in
key
stage,
4
years
10
and
11
that
actually
they're
making
sure
that
their
education
should
not
be
disrupted.
Unless
that
it's
an
absolute
emergency,
because
clearly
they
are,
they
are
key
years
in
a
in
a
child's
life.
B
I
provided
some
context
in
the
in
the
report
that
traditionally,
we've
had
low
numbers
of
children
entering
care,
but
due
to
recalibration
of
the
service
during
2019
and
20,
we've
seen
an
increase
of
children
coming
into
care
and
we'd
also
seen
historically
low
numbers
in
in
pre-proceedings,
where
we're
working
with
families
kind
of
the
very
last
stage
where
we're
saying
we
need
to
see
some
improvements.
Otherwise
we
will
initiate
some
core
proceedings.
B
So
we've
we've
undertaken
some
external
peer
review
and
we
feel
that
the
right
children
are
now
are
now
coming
into
care.
We've
also
been
a
link
to
that
reviewing
our
approach
to
permanence
planning
and
just
to
make
sure
that
there's
no
drift
and
delay
for
when
children
enter
the
system
coming
to
children's
services
and
that
we're
not
delaying
and
their
plans
for
permanence
as
well.
B
And
that
means
also
making
sure
that
we're
tracking
children
through
the
system
I
have
identified
that
york
does
have
some
some
unique
challenges
when
it
comes
to,
in
particular,
recruiting
foster
carers.
So,
for
instance,
there's
the
student
and
homestay
market
house,
prices
tend
to
be
high
and,
and
most
people
working
does
make
it
more
difficult
to
recruit,
foster
carers
and,
as
a
result,
we
we
do
need
to
recruit
more
foster
carers
and
we're
seeing
our
foster
care,
sufficiency,
being
impacted
and
just
in
terms
of
some
interesting
kind
of
figures.
B
At
the
31st
of
march,
we
had
265
children,
young
people
in
cut
in
care.
We've
actually
seen
a
decline
in
the
number
of
children
aged
10
to
15
coming
into
care,
but
we've
seen
an
increase
in
children
aged
one
to
one
to
four
entering
care.
That's
doubled
since
2016-17,
and
I
think
I
think
that
reflects
the
recalibration
work
in
the
service
with
the
right
children.
B
I
think
we're
intervening
much
earlier
in
children's
lives,
which
is
reflected
in
the
the
younger
age
group
of
children.
Coming
into
care,
and
then
we
have
a
quarter
of
our
children,
young
people
in
care
who
are
aged
15
to
17,
so
over
the
next
two
to
three
years.
We
will
actually
see
a
large
cohort
of
children,
leave
care
and
become
care
leavers.
B
We
also
have
a
higher
than
england
average
of
children
placed
with
their
parents
and
overall-
and
I
think
this
is
the
case
recently
and
also
nationally-
it
is
becoming
harder
to
find
placements
for
for
children,
for
your
children
as
demand
continues
to
outstrip
supply
and
obviously,
we've
had
covid
19
as
well.
So
there
are,
there
are
key
six
objectives
within
the
strategy
which
are
set
out.
B
B
So
we
will
do
that
through
our
updated
early
health
strategy,
so
where
we're
identifying
and
assessing
and
providing
targeted
early
help
services
for
children
and
families
to
prevent
those
any
concerns
escalating
and
children
requiring
a
social
worker
and
a
key
feature
of
that
strategy
is
the
promotion
of
shared
tools
and
the
lead
practitioner
and
clearly
early
help
as
a
collaboration
and
not
a
service.
So
you
don't
refer
to
the
council
for
an
early
help
service,
but
actually
our
partner
agencies
are
undertaking
assessments
and
providing
yearly
help
services.
B
B
Having
a
consistent
worker
and
building
young
family
strengths
and
as
a
result,
we
anticipate
more
children
will
be
supported
to
stay
with
their
families.
We've
already
introduced
some
systemic
practice
training
and
we'll
be
developing
that
over
the
course
of
the
of
the
strategy,
we
also
have
an
immediate
response:
an
edge
of
care
team
that
intervenes
with
those
children
and
families
who
are
close
to
breakdown
and
at
risk
of
entering
care
and
therefore
need
some
intensive
family
support.
B
So
we
will
also
meet
objective
one
through
the
continuation
of
our
immediate
response,
an
edge
of
care
team
and
you'll
see
from
the
report
that
actually
that
that
that
particular
team
continues
to
provide
good
outcomes.
Overall,
we
will
also
be
developing
our
family
food
conference
capacity
so
to
support
families
to
to
come
up
with
their
own
solutions
and
plans
and
contingencies
and
again
building
on
their
strengths.
So
that's
a
very
successful
model.
B
The
second
objective
is
around
focusing
on
achieving
permanence
in
a
timely
manner
manner
through
adoption,
special
guardianship
and,
as
I
alluded
to
before,
we
have
updated
our
permits
policy
and
we're
delivering
training
and
workshops
in
october
around
that
and
officially
launching
the
policy
then,
and
that's
very
much
around
improving
social
workers,
understanding
your
permanence,
the
importance
of
not
allowing
drift
and
delay
to
impact
on
children's
plans.
So
so,
whenever
so
permanent
starts
and
point
them
out
to
receive
a
referral
at
the
front
door.
B
B
We
will
also
achieve
this
objective
through
our
residential
strategy
and
the
report
kind
of
highlights
the
the
three
lots
that
we
were
seeking
to
to
develop
over
the
course
of
this
year.
Unfortunately,
because
of
curb
with
19,
we've
not
been
able
to
to
go
out
to
the
market
and
purchase
properties
for
lock
one
and
lot
two
to
then
convert
them
into
children's
homes,
which
would
be
which
would
be
council
properties,
but
actually
run
by
independent
providers.
And
at
the
moment,
lot.
B
B
I
think
we
also
need
to
be
very
mindful
that,
as
as
kind
of
as
a
coverage
situation
starts
to
develop
again,
there
are
some
uncertainties
about
children
who
need
who
who
may
need
a
residential
placement
that
could
be
new
children,
but
also
children
who
are
existing,
who
are
already
looked
after.
So
we're
doing
some
analysis
around
that.
B
And
we,
in
terms
of
objective
four,
that's
about
making
sure
that
all
children
are
matched
with
good
quality
placements,
which
means
that
which
meets
their
needs
so
making
sure
we've
got
the
right
information,
good
quality
information
on
children,
so
that
we
can
find
the
right
placements
for
them.
So
we
have
a
plan
to
review
our
own
internal
decision,
making
processes
around
that
and
also
our
capacity
to
make
sure
that
there's
no
duplication
and
that
we're
also
making
sure
we're
finding
the
right
placements
for
children
objective.
B
B
And
then
finally,
there
is
a
there
is
an
action
plan
at
the
end,
which
kind
of
highlights
the
key
actions
that
have
come
out
of
the
strategy
and
also
highlights
how
the
strategy
will
be
monitored.
That
will
be
through
our
strategic
partnership
for
children
in
care
and
care
leavers
and
also
through
the
corporate
parenting
board.
A
Thank
you
for
that,
simon,
that
very
detailed
explanation
before
pardon
me
before
I
say
anything.
I
had
a
a
message
just
at
the
start
of
your
your
comments
there
to
say
that
amanda
hutton
was
trying
to
get
into
the
meeting
but
had
been
unable
to,
but
I've
just
been
told
that
amanda
is
now
with
us
good
morning.
Amanda
good.
A
A
A
So
it's
good
to
know
that
we
have
an
explanation
for
that
rise
in
the
number
of
children
coming
into
care,
and
I
I
would
guess
you
may
want
to
comment
on
this
simon,
that
actually
for
getting
covered.
We
would
expect
that
number
of
people
of
young
people
coming
into
care
to
reduce
over
the
pit
over
the
forthcoming
years,
not
necessarily
hugely,
but
to
fall
back
to
something
nearer
the
previous
level.
B
Yes,
no,
I
would
agree
with
that.
Certainly
as
part
of
that
recalibration
there
were,
there
were
children
who
were
on
childhood
knee
plans,
child
protection
plans
for
too
long,
but
then
on
subsequent
plans,
and
actually
there
were
a
number
of
children.
When
we,
when
we
looked
at
those
children
and
then
those
teams
were
actually
we
identified,
that
they
needed
to
either
be
in
proceedings
or
in
pre-proceeding
sorry
or
actually
needed
to
come
into
care,
because
they'd
been
on
repeat
plans
for
too
long
and
those
plans
weren't
effective.
A
B
B
It
doesn't
really
it's
very
much
down
to
individual
local
authorities
and
to
decide
because
it
would
depend
on
the
context
and
the
and
the
issues
relating
to
that
particular
local
authority.
So
so
so
we
felt
that
a
three-year
strategy
was
appropriate.
It
might
well
be
that
we
actually
we
achieve
everything
we
set
out
within
the
strategy
within
that
three
year
period,
in
which
case
then
we
would
look
to
to
actually
think
about
okay.
Well,
let's,
let's
not
just
wait
until
2023,
let's
think
about
our
next
efficiency
and
start
planning
yeah.
A
B
Very
strong
voice
actually
yeah,
as
you
will
know,
council,
council,
cuthbertson
and
certainly
within
our
corporate
pounding
corporate
parenting
and
children
in
care
strategy
and
this
strategy.
We
very
much
listen
to
what
young
people
have
told
us,
I'm
very
much
kind
of
acting
on
that
really
so,
for
instance,
things
like
the
the
mental
health
support
things
things
like
the
preparation
for
adulthood.
B
That's
what
young
people
have
told
us
that
they
they
want
to
see
us
focus
on
and
also,
of
course,
making
sure
that
we're
listening
to
their
own
experiences
of
being
in
care
and
that
we
act
on
those.
If
you
know,
if
things
are
working
well
or
actually
something
isn't
working
so
well.
So
absolutely
it's
it's
right
that
they
have
a
strong
voice
and
it's
really
important
that
we
that
we
listen
and
act
on
what
they're
telling
us.
A
Yep,
I
agree.
Okay,
you
mentioned
the
the
the
internet
based
foster,
foster,
foster
placement
recruitment
campaign,
and
I
know
that
there
was
some
evidence
that
there
were
more
people
interested
in
actually
both
adoption
and
fostering
earlier
in
the
year.
But
I
suppose
the
the
question
is
going
to
be
whether
the
the
the
kind
of
follow-up
lockdown
affects
that
and
I'm
assuming
that
we're
we're
just
going
to
kind
of
try
it
again
and
have
a
suck
it
and
see
approach.
B
B
B
It's
not
really
the
right
motivation,
but
we've
also
seen
quite
a
lot
of
interest
from
professionals
such
as
teachers
and
health
professionals,
and
so
we've
got
a
number
of
inquiries
which
are
following
up,
and
I
think
we've
got
certainly
four
people
who
are
we've
taken
through
to
the
application
stage.
So
there
was
a
real
unknown
in
terms
of
when
we
started
the
campaign.
B
B
But
those
orders
so
and
through
the
strategy
through
the
through
the
track
and
challenge,
and
also
looking
at
more
children
being
subject
to
a
special
guardianship
order,
rather
than
be
looked
after
long
term
with
their
connected
carers.
That
actually
will
be
will
be
able
to
make
sure
that
children
who
need
to
be
care
aren't
are
only
care
for
us
as
long
as
needs
to
be
actually
then
we're
proactively
discharging
any
any
children
in
care
or
stepping
down
their
their
placement
from
a
residential
placement
to
a
foster
placement.
B
You
know
all
making
sure
that,
actually,
rather
than
being
connected
a
child
in
care
living
with
a
connected
carer,
saying,
aren't
you
an
uncle,
but
actually
through
our
earlier
assessment,
that
that
child's
permanence
can
be
achieved
through
a
special
regardship
order
with
that
family.
So
we
have.
As
I
say,
we
have.
B
B
A
A
Okay,
just
popping
a
bit
further
down
the
bit
on
this
section
of
the
report,
we're
talking
about
linking
placement
providers
into
the
wider
network
of
services
to
offer
appropriate
support
for
getting
the
right
outcomes
for
the
for
looked
after
children,
and
I
know
that
we've
had
in
the
past
a
reputation
of
keeping
foster
carers
and
and
other
people
involved
well
well
trained
and
well
licked
in
so.
Presumably
that
is
to
continue
that
involvement
by
those
people
in
the
overall
provision.
B
A
And
I've
had
comments
from
the
virtual
school
head
about
the
number
of
young
people
that
are
that
she's
keeping
in
touch
with,
and
also
their
their
comfort,
the
fact
that
they're
comfortable
with
having
meetings
via
the
internet
rather
than
face
to
face
and
having
to
travel
to
meet
somebody
that
they
don't
know
very
well
seems
slightly
ironic.
But
it's
really
good
to
know
that.
That's
actually
something
that's
that
they
feel
benefits
them.
Yes,.
B
No,
absolutely-
and
you
know,
as
we
know,
young
people-
you
know
social
media
and
other
digital
platforms.
Social
media
platforms
are
a
key
part
of
young
people's
lives,
so
so
I
think
for
them,
it's
it's
second
nature,
and
actually
some
of
our
learning
from
from
covered
is
that
actually
some
of
these
meetings
have
worked
really
really
well
for
our
young
people
and
they've
they've
been
able
to
participate.
A
B
A
Yeah
yeah
so
yeah
finding
a
way
of
yeah
of
using
both
methods
of
contacts
side
by
side.
I
was
really
heartened
by
the
fact
that
we
recognize
that
children.
This
is
at
the
foot
of
page
13
when
we're
talking
about
the
understanding
of
children
in
young
people,
understanding
what's
happening
to
them,
where
we
ensure
that
children,
young
people
have
a
say
in
their
placement,
but
particularly
that
they
can
visit
before
they're
placed
and
then
that
we
feed
back
their
experiences
into
the
system.
B
A
So
I'm
heartened
to
know
that,
because
I
think
that
was
when
we
looking
back
on
the
on
recent
years,
I
think
that
was
seen
as
as
a
weakness
in
the
in
the
previous
approach.
So
it's
good
to
know
that
that's
being
being
implemented
and
also
that
the
the
permanence
tracker
is,
is
giving
us
better
information
about
the
child's
adoption
journey.
A
A
Yeah
at
the
end
of
your
comments
about
achieving
permanency
you,
you
say
we
will
actively
seek
to
discharge
care
orders
on
children
in
connected
care
placements
in
favor
of
a
special
guardianship
order
for
them.
And
my,
I
suppose
my
interest
is
in
knowing
how
much
work
is
needed
to
prepare
the
child
and
the
family
for
the
change
and
also
in
terms
of
persuading
the
court
that
it's
an
appropriate
course
of
action.
B
Yes,
well,
we
would,
we
would
consult,
we
would
consult
with
the
child.
We'd
also
consult
with
the
with
the
carers,
and
we
would.
We
would
undertake
a
special
guardianship
order
assessment
that
would
then
that
would
then
very
much
kind
of
identify
whether
or
not
it
was
the
appropriate
plan
and
but
also
it
would
identify
any
any
support
needs.
B
We
would
speak
to
the
to
the
connected
carers
as
well
and
explain
the
benefits
of
of
a
special
guardship
audit
basically
gives
those
carers
a
much
stronger,
say
about
a
child's
pr
parental
responsibility
gives
it
gives
them
a
much
much
stronger,
share
apprentice,
responsibility
and
would
provide
a
stronger
basis
of
permanence
for
that
for
a
child
going
forward.
That's
not
to
say
you
know,
for
for
some
children
for
some
carers
they
might
say.
That's
that's
not
for
me,
that's
not
for
us,
and
we
would
never
force
that
on
to
people
at
all.
B
We
would
clearly
outline
the
benefits
of
an
order
and
the
support
the
local
authority
will
continue
to
provide,
and
I
think
that's
the
key
thing
why
we
need
to
strengthen
our
officer
that
so
that
special
guardians
potential
special
guards
you
can
see.
Actually
the
local
authority
will
will
support
us
going
forward
and
we're
not
left
on
our
own
and
then
we
would
we
would
then,
if
everybody
was
in
agreement
to
the
assessment
was
positive.
We
would
then
present
that
to
the
court,
a
guardian
would
most
likely
be
appointed
as
well.
B
A
No,
but
clearly
from
the
child's
point
of
view
and
from
the
family's
point
of
view,
it
could
clarify
many
many
things:
yes
yeah
and
be
generally
beneficial,
okay,
moving
on
more
children
living
in
a
local
placement.
I
think
I
can
only
applaud
that
that
that
objective
and
it-
and
it
hinges
on
basically
whether
we
can
recruit
in
a
foster
carers,
which
let
us
hope
that
the
digital
campaign
succeeds
and
that
kobe
doesn't
get
in
the
way
too
much.
A
Okay,
the
the
residential
care
provision-
I
can
wholeheartedly
endorse,
I
think
the
semi-independent
living
placements.
It
would
be
interesting
to
know
how
long
these
are
expected
to
last,
because
I
know
we
have
had
in
the
past
if
we
don't
have
at
the
moment
some
starters,
some
trainer
flats
for
young
people
leaving
care,
but
those
occupying
those
flats
was
on
a
very
limited
basis
and
then
they
moved
into
something
more
permanent.
B
B
The
six
semi
independent
living
placements
that
we
that
we,
you
know
our
plan,
is
to
develop
those
locally
and
through
converting
wenlock
it
would
be
for
16
and
17
year
olds.
It
would
be
for
those
young
people
who
have
who
have
outgrown
a
residential
placement
or
actually
are
ready
to
move
on
from
a
foster
placement
into
supported
living.
In
effect,
it's
a
it's.
It's
not
independent
living
because
they
they
still
have
a
key
worker.
They
get
support.
B
There's
a
plan
in
place
to
help
them
to
build
that
semi-independence
to
prepare
them
for
for
adulthood
for
when
they're
18..
So
there
isn't,
when
they
reach
18
there
isn't
that
kind
of
drop
off
big
drop
off
from
being
actually
16,
17
and
then
you're,
18
and
you're.
An
adult
is
to
prepare
that
incremental
preparation
for
young
people
to
living
independently,
and
I
think
it
is
something
that's
that
you
know
we
do
have
a
gap
locally.
We've
we've
had
to
commission
those
beds
and
figure
the
regional
framework.
B
A
A
Which
I'm
aware
of
in
other
in
other
directions,
yep,
okay,
matching
to
good
quality
placements?
I
think
my
my
acquired
knowledge
has
been
our
placement
matching
has
been,
has
been
generally
high
quality
and
I'm
not
aware
of
any
weaknesses
in
that.
Unless
you
prepare,
you
were
wanted
to
discuss
any
change
of
direction.
There.
B
No,
I
think
you
know
clearly
we've
you
know
we
we've
seen
an
increase
of
children
coming
into
care.
That
has
meant
that
we've
had
more
requests
for
foster
placements,
so
it's
just
really
just
kind
of
making
sure
that
we've
got
the
right
resources.
We've
got
the
right
people
in
place
and
we
haven't
got
any
duplication
of
our
current
processes.
B
So
you
know
some
of
our
processes
are
done
done
through
the
through
the
mosaic
children's
system,
so
just
just
reviewing
those
making
sure
they're
the
right
things
and
not
contributing
to
to
any
drift
or
delay,
but
also
just
making
sure
that
we
can.
You
know
we
can
act
quickly
when
when
we
get
a
placement
request
and
we've
got
the
right
information
to
find
the
right
placement
quickly,
so
it's
very
much
you
know
a
kind
of
bulk
and
braces
approach
to
okay.
B
Let's
look
at
how
we're
currently
matching
and
finding
placements
and
let's
see,
is
there
any
duplication?
Can
we
improve
it?
Have
we
got
sufficient
capacity?
Those
kind
of
things
really
because
it's
you
know
it's
absolutely
key.
If
you
haven't
got
the
right
information,
then
it
impacts
on
finding
the
right
placement
for
each
child
and
it
could
potentially
lead
to
a
breakdown.
So
it's
really
important
that
we
get
it
right
as
soon
as
possible.
A
But
when
that,
when
that
those
circumstances
changed
to
suddenly
be
faced
with
the
the
task
of
living
in
the
outside
world
is,
I
think
it
must
be
very
daunting
for
a
young
person
yeah.
So
I
I
welcome
that
that
comment,
and
I
also
welcome
the
comment
on
the
regular
review
of
commission
placements
so
looking
at
the
action
plan,
which
appears
to
implement
all
the
the
broader
objectives
that
have
been
given
in
the
in
the
document.
A
I
think
I
have
to
say
I
welcome
the
strategy
and,
together
with
the
the
children
in
care
strategy,
which
is,
I
think,
I
think
that's
the
one
that's
yet
to
come.
Isn't
it?
Yes,
I
think
it's
the
next
couple
of
weeks.
I
believe
right.
Yes,
okay.
I
think
that
we
at
long
last
have
a
coordinated
set
of
directional
documents
which
which
will
stand
us
in
good
stead.
A
A
The
strategy
yep,
in
which
case
I
am
more
than
prepared
to
approve
this
strategy
and
I'm
just
looking
for
the
relevant
comment
in
the
cover
report,
and
it
says
here
the
executive
member
is
asked
to
agree
the
sufficiency
strategy
as
set
out
in
annex
annex
a
says
in
the
recommendation,
but
it
actually
means
annex
one
which
is
the
numbering
in
the
document.
So
I
approve
and
agree.
The
sufficiency
strategy
are
set
out
in
annex
one
of
the
papers
for
this
meeting
and
the
last
item
on
the
agenda
is
urgent
business.
A
I
have
had
no
urgent
business
notified
to
me
so
with
that
I'm
going
to
close
the
meeting
and
thank
simon
and
amanda
for
attending
and
for
our
officers
for
supporting
this
meeting,
and
so
now
I
close
it.
There
will
be
a
short
pause
for
everybody
involved
while
the
webcast
streaming
stops,
and
so
please
don't
leave
the
leave
the
meeting,
but
our
technician
will
now
stop
the
webcast
and
we'll
know
about
that
in
a
few
seconds.
Thank
you.
Everybody,
goodbye.