Discussion:
The Head of Service from the
Adoption Partnership South East introduced the Annual report which
detailed activities following the launch of the Adoption
Partnership in November 2020.
Members then raised several
questions and comments, which included:
- RAA
Model – it was asked what the
likelihood was of the Model being a success and what was being done
to manage variations in outcomes between the partnership. The
officer responded that information from the National research
undertaken to date indicated that the RAA Model was proving to be
successful. The DfE had provided time limited funding to support a
national strategy team, to ensure practice development and
consistency across RAA’s and around the country.
- Difference in the
child level data - Regarding the three
local authorities in this RAA, Kent was the largest and this would
attribute to differences in data. At the point of going live, there
was a significant number of Medway children who had an adoption
plan, who had now been placed over the last 12 month.
Nationally the number of adoption orders had reduced, partly due
to delay in court proceeding due to Covid. This had resulted in a
significant number of children in adoption placement awaiting
adoption orders, who were waiting longer than they would have done
previously.
- Recruitment of adopters- it
was asked what was being done to encourage local families to come
forward to ensure children could be placed with
locally. The officer responded that 96
children had been placed over the last 12 months and all but four
had been placed through the RAA. Most enquirers were from regional
adopters, although the RAA still attracts potential adopters from
neighbouring local authorities. The aim of the recruitment strategy
was to recruit adopters based on the needs of the children. There
was good representation across the region of prospective
adopters.
- Budget -it was noted that
there had been an underspend which had been moved forward to the
operational budget for 21/22 and clarification of the underspend
was sought. The Committee was informed that there had been several
contributing factors to the underspend such as the partnership
going live part way through a financial year, inherited vacancies
and savings made such as on room hire which could be costly, due to
Panel meetings being held virtually. Regular meetings took place
with finance leads with reports to the Partnership Board to discuss
what to do with the underspend and what proportion could be
returned to each LA. Caution was being taken as the partnership
went live during the pandemic, there remained some unknowns and
there was a balance to be struck going forward.
- Court delays - The Pandemic
had resulted in Court backlogs which led to a reduction in Court
Orders. As restrictions began to lift, it was anticipated that
there may be a surge in demand, and it was asked what mitigation
was in place to manage demand. The officer stated that they had
been working closely with Child in Care Service Managers and Group
Managers in each local authority through monthly tracking meetings
and engaging in early conversations with children in care teams to
plan where possible.
- Resources and Areas of
Improvement- in response to questions on resourcing and areas
of improvement identified, the officer said that the initial year
was concentrated on becoming one service. There had been a lot of
support from the three LA’s, with the Partnership Board
utilised as a constructive arena for
feedback and learning. There had been a lot of work undertaken to
ensure that the service was consolidated with staff retained and
where necessary recruitment taken place. Meetings would continue to
be held with service managers to focus on practice development
which would include, training, workshops and one to one
support.
- Meetings – in response
to a question on return to in person meetings, the officer said
that a blended approach was taking place. Reassurance was given
that meeting with prospective adopters, introductions between
foster carers and adopters and work with children in the adoption
process was being undertaken, in a way that met the needs of
children and families and in line with regulations.
The Director of
People, Children and Adults Services added that the Regional
Adoption Agency has been a success to date, Medway had benefitted
from the other two LA’s in the partnership who held good and
outstanding Ofsted ratings. She also
confirmed that adoption was highly regulated as all involved had to
ensure that the decisions made were in the best interest of the
children involved.
Decision:
The Committee agreed to Note
the report.