Setting

Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 1 ADOPTION SERVICE

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TS3 8PB

Lead Inspector Maureen Moore Announced Inspection Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 2 The Commission for Social Care Inspection aims to:

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TS3 8PB

• Put the people who use social care first • Improve services and stamp out bad practice • Be an expert voice on social care • Practise what we preach in our own organisation

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TS3 8PB

Reader Information Document Purpose Inspection Report Author CSCI Audience General Public Further copies from 0870 240 7535 (telephone order line) Copyright This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI Internet address www.csci.org.uk Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 3 This is a report of an inspection to assess whether services are meeting the needs of people who use them. The legal basis for conducting inspections is the Care Standards Act 2000 and the relevant National Minimum Standards for this establishment are those for Adoption. They can be found at www.dh.gov.uk or obtained from The Stationery Office (TSO) PO Box 29, St Crispins, Duke Street, Norwich, NR3 1GN. Tel: 0870 600 5522. Online ordering: www.tso.co.uk/bookshop

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TS3 8PB

Every Child Matters, outlined the government’s vision for children’s services and formed the basis of the Children Act 2004. It provides a framework for inspection so that children’s services should be judged on their contribution to the outcomes considered essential to wellbeing in childhood and later life. Those outcomes are: • Being healthy • Staying safe • Enjoying and achieving • Making a contribution; and • Achieving economic wellbeing.

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TS3 8PB

In response, the Commission for Social Care Inspection has re-ordered the national minimum standards for children’s services under the five outcomes, for reporting purposes. A further section has been created under ‘Management’ to cover those issues that will potentially impact on all the outcomes above.

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TS3 8PB

Copies of Every Child Matters and The Children Act 2004 are available from The Stationery Office as above. This report is a public document. Extracts may not be used or reproduced without the prior permission of the Commission for Social Care Inspection. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 4

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Name of service

Address Middlesbrough Council MTLC Tranmere Avenue Middlesbrough TS3 8PB

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manager (if applicable)

Type of registration Local Auth Adoption Service Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 5

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Brief Description of the Service:

Middlesbrough Council’s adoption service is an integral part of Looked After Children’s services, which forms part of the Children, Families and Learning department.

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Brief Description of the Service:

The council offer the following adoption services:

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Brief Description of the Service:

• recruitment, preparation, assessment and approval of adopters • matching adoptive parents to children • approval of non-agency adopters • independent support and counselling to birth parents and their families • the assessment of children’s needs in relation to permanent placements • production of relevant reports for court • support for children and adopters post-placement • post-adoption contact • counselling for adults who have been adopted.

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Brief Description of the Service:

The agency has never processed an inter-country adoption, but would commission a specialist agency to complete the work, if approached. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 6

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SUMMARY

This is an overview of what the inspector found during the inspection.

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SUMMARY

The inspection took place in October 2006 and formally ended on the 24 th November when feedback was given to the agency. It was the second time that Middlesbrough council had been measured against the National Minimum Standards (NMS) and the Adoption Agencies Regulations (2003) (the regulations). However it was the first time that the agency had been assessed under the Adoption Agencies Regulations (2005) and the Adoption Support Services Regulations (2005) following the full implementation of the Adoption and Children Act 2002.

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SUMMARY

The methodology for the inspection included the following: • reading of documents provided by the service • questionnaires received from adopters (6); placing social workers (5); the medical and legal advisers • file reading, including children and adopters’ files; a disrupted placement and complaints files • interviews with key managers and staff across the service; an elected member of the council; 4 sets of adopters and the panel chairperson • observation of the adoption panel.

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SUMMARY

No birth parent or family member was able to contribute to this inspection.

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SUMMARY

Two inspectors carried out the inspection over four days, with an extra-day being allocated to one inspector to facilitate the observation of the adoption panel, and the interview of the independent panel chairperson. Colleagues undertaking the fostering inspection, which occurred at the same time, undertook an examination of personnel files.

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SUMMARY

The agency had prepared well for the inspection and people at all levels of the service were welcoming, open and informative.

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SUMMARY

The inspection occurred towards the end of a very difficult period for the permanency team who had endured various problems, which included the death of a long-standing and respected team member and the long term absence of the much valued manager due to illness, which had resulted in the very recent confirmation of her retirement due to ill-health.

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SUMMARY

The service manager had also been away on maternity leave and resumed her duties only a week before the inspection. Contingency plans were put in place, with the manager of the fostering team assuming responsibility for the permanency team as well as her own duties. However, following further review, a team member was appointed to the role in an “acting-up” capacity in May 2006. This of course depleted the complement of social workers available to undertake the assessment of adopters and other work in the team, resulting in delays across the service. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 7 Before the inspection ended, the agency confirmed that it would be in a position to recruit to the team manager and 1.5 social work vacancies in early 2007.

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What the service does well:

Middlesbrough employs experienced, knowledgeable and committed social work staff and managers across the service. The service manager clearly knows the service and has firm ideas as to how to drive forward continual improvement. The policy and development officer produces meaningful statistics and reports which are used to inform the development of the service.

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What the service does well:

Despite the challenges highlighted above, the service had placed sixteen children for adoption in the twelve months prior to the inspection, and had completed ten adopter assessments.

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What the service does well:

The agency’s approach to adoption is child-focused and recruitment of prospective adopters is rooted in the analysis of children’s needs. Independent reviewing officers ensure that children’s views are listened to (age and understanding permitting). They meet all children for whom adoption is the plan and appoint advocates as necessary.

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What the service does well:

There is a thorough preparation and assessment process, of which adopters spoke positively: “the preparation was very good … good honest information given”; “useful and informative”; “… it gave us a lot to think about in a constructive way” were some of the comments received.

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What the service does well:

The agency has produced a good range of written information for anyone who has an interest in adoption, and all literature is made available in other languages on request. Adopters spoke well of the prompt response to their initial enquiries and of the clarity of explanation of the process: “they came round open-minded about how our family worked … not [with] pre-conceived ideas” was how one adopter put it.

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What the service does well:

There was evidence of good communication across the service, particularly in relation to the creation of the new department. Staff and managers demonstrated that they understood the vision for future services, and that they were consulted about it.

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What the service does well:

The council cabinet member with responsibility for children’s social care demonstrated good knowledge and a passion for children’s services. It was confirmed that she visits the different teams and seeks opinions of workers. Staff said that this made them feel valued. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 8

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What has improved since the last inspection?

Middlesbrough is on course to establish its children’s trust arrangement for April 2008. It has reconfigured its services accordingly and has established the Children, Families and Learning department. The agency has produced a children and young people’s strategy and partnership plan with good co- operation from partner agencies. This should serve to develop more co- ordinated services at the point of delivery, which would have a positive impact on adopted children and their families.

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What has improved since the last inspection?

The service has recently developed a more systematic approach to its permanence planning processes, which workers confirm has resulted in clearer planning and fewer delays. A senior practitioner is responsible for co-ordinating this aspect of the service and has been heavily involved in training field work staff, and monitoring plans.

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What has improved since the last inspection?

The reconfiguration of services has resulted in a change of premises, and all staff are in agreement that this is an improvement to what went before. The service has developed a more flexible approach to working hours and all staff have now been issued with laptop computers to aid this.

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What they could do better:

The quality assurance processes in place to oversee the work across the service needs to be tightened up. The service manager had recognised this and had plans in place to re-launch policies and procedures and ensure improved management oversight of all aspect of the adoption work. There should also be a formal mechanism for the adoption panel to provide feedback on the quality of work put before it.

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What they could do better:

The agency needs to ensure more efficient methods of processing applications and subsequent preparation and training of adopters to prevent delay. The service should consider developing a working agreement with adopters so that all parties know what is expected of them, and the likely timescales they are to work within.

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What they could do better:

Middlesbrough needs to develop fully, and implement its adoption support service strategy. Currently, this is reactive and not planned within a framework. The agency needs to develop clear policies and procedures for the assessment of need (including financial) in adoption support cases.

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What they could do better:

The service needs to ensure that social workers in initial assessment teams have the awareness and skills to gather information and other memorabilia for children in later life, as early as possible during the intervention. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 9 The service should consider seriously whether its current practice of using two social workers per assessment is the most efficient use of resources; particularly in view of the delays experienced as a result of staffing difficulties.

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What they could do better:

Please contact the provider for advice of actions taken in response to this inspection. The report of this inspection is available from enquiries@csci.gsi.gov.uk or by contacting your local CSCI office. The summary of this inspection report can be made available in other formats on request. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 10

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CONTENTS

Being Healthy - There are no NMS that map to this outcome

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CONTENTS

Achieving Economic Wellbeing - There are no NMS that map to this outcome

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CONTENTS

Statutory Requirements identified during the inspection Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 11

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The intended outcomes for these standards are:

• The agency matches children with adopters (NMS 2) • The agency assesses and prepares adopters (NMS 4) • Adoptors are given information about matching (NMS 5) • The functions of the adoption panel are as specified (NMS 10) • The constitution and membership of adoption panels are as specified (NMS 11) • Adoption panels are timely (NMS 12) • Adoption agency decision is made without delay and appropriately (NMS 13) • The manager is suitable to carry on or manage an adoption agency (NMS 15) • Staff are suitable to work with children (NMS 19) • The agency has a robust complaints procedure (NMS 24 Voluntary Adoption Agency only) • The agency safeguards and promotes the welfare of its service users (NMS 32)

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The Commission considers Standards 2, 4, 5, 10, 11, 12, 13, 15, 19, 24

and 32 the key standards to be inspected.

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JUDGEMENT – we looked at outcomes for the following standard(s):

Middlesbrough provides a child centred adoption service which means that its recruitment strategy for prospective adopters is informed by the needs of children who have adoption as their plan.

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JUDGEMENT – we looked at outcomes for the following standard(s):

This judgement has been made using available evidence including a visit to this service.

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EVIDENCE:

Middlesbrough has a written strategy for the recruitment of adopters which is evaluated annually and is incorporated into the department’s annual report. The agency produces good statistical breakdowns of the needs of children who have adoption as their plan. This has proved to be good practice as it has Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 12 highlighted the need for more targeted recruitment of people who can best meet the needs of children, and has enabled the service to identify clear priorities, such as families for children over the age of two years. The service should build on this foundation in order to further widen the search for adopters for those children who have been traditionally harder to place. The service has a good record of placing siblings together and matching children with adopters who match their ethnicity. There was evidence of

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EVIDENCE:

children’s views being taken into account; for example, the independent reviewing officers meet with children and use advocates as necessary. This is good practice as it ensures that the child has an authentic voice in their planning.

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EVIDENCE:

One adoptive placement disrupted during the twelve months prior to the inspection. Although a difficult situation for all concerned, the agency responded in a timely and professional manner. However, there are lessons for the agency in terms of initial matching procedures and the recent development of a more robust system should lessen the risk.

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EVIDENCE:

Middlesbrough had only recently introduced information evenings for those interested in becoming adopters, and currently are able to deliver only two sessions of preparation training a year. The agency recognises that this is not enough, and is currently considering ways of joining up with consortium partners to increase the frequency of courses. This is timely as many adopters expressed frustration at having just missed out on a course and having to wait some six months for the next one. Comments from adopters about the training were on the whole, very positive. The agency should ensure that issues raised during preparation training are explored fully with applicants and integrated into the assessment; there was evidence that this was not routine practice.

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EVIDENCE:

The service should consider developing and implementing an agreement with adopters that sets out clearly from the onset of the process, the expectations of both sides, including likely timescales.

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EVIDENCE:

The standard of adopters’ assessments was variable; some reports seen were very good, others less so. In those that were not so good, there was too little analysis into the effects of applicants’ life experiences and no weight given to the quality of information gleaned from referees (although the accounts of meetings with referees were well written, and signed and dated by the referees). The service should be mindful of ensuring that referees’ knowledge of applicants is balanced between couples, as in one case looked at, referees were mainly only known to one applicant.

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EVIDENCE:

All but one of the adopters who expressed a view, commented positively on the professionalism and sensitivity of their social workers whilst undertaking the home study. There was evidence of CRB checks being undertaken, but inconsistency on the recording and storage on files of other checks made (see Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 13 also management section of this report). The service should ensure that enquiries are always made to schools if applicants have school age children; this was not done in one case seen.

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EVIDENCE:

There were also inconsistencies in the recording of applicants’ significant life events. These chronologies should explain any gaps in employment and should be recorded in months as well as years.

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EVIDENCE:

The quality of children’s permanence reports was also variable; ranging from good to very poor, and again there was evidence of shortfalls in the quality assurance process. Those reports that were poor, would not be enlightening for the children in later life. It was good to note that the managers of the service had recognised some shortfalls and had already introduced training and development sessions with child care social workers.

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EVIDENCE:

The agency has a good system in place for the arrangement and recording of permanency planning meetings; these are set up and chaired by a senior practitioner, with the plans being monitored by the independent reviewing officers. Staff across the service reported less “drift” since the policy’s implementation.

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EVIDENCE:

Middlesbrough has a properly constituted panel, which is chaired by a person who is independent of the agency. The panel comprises relevantly qualified and experienced people. All panel members undergo annual appraisals; this is good practice as it allows the service to monitor performance and identify any developmental needs, as well as elicit feedback on operational matters. The panel that was observed was well chaired, very child-focused and sensitive to all involved; insightful questions were asked. The administration of the panel is very well organised.

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EVIDENCE:

At present the panel has no formal mechanism for commenting on the quality of the work put before it. It is recommended that a simple format be introduced so that each panel member has the opportunity to raise issues on each report. This would add to the qualitative feedback given to the service.

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EVIDENCE:

Agency decisions are taken in a timely manner and confirmation letters are sent out within the correct timescales. The agency decision maker has agreed to sign all of these letters in future, rather than have the manager do it on her behalf.

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EVIDENCE:

The service has appropriate policies and procedures in relation to safeguarding children’s welfare, in which staff have all been trained. Procedures for dealing with historical abuse are contained within the procedures, and social work teams working with adults are familiar with them also. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 14

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The intended outcomes for these standards are:

• The adoption agency provides support for adoptive parents (NMS 6) • The agency has access to specialist advisers as appropriate (NMS 18 • Services are tailored to meet the needs of people affected by adoption (NMS 33)

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6. 18 & 33

Quality in this outcome area is adequate.

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6. 18 & 33

Middlesbrough’s adoption support service is still in development. This means that services are reactive rather than planned. The agency should develop fully and implement its strategy.

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6. 18 & 33

This judgement has been made using available evidence including a visit to this service.

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EVIDENCE:

Discussion with managers and staff of the permanency team revealed a commitment to working with adopters to provide stable and permanent homes for children who have adoption as their plan.

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EVIDENCE:

The adoption support service strategy is still in development in Middlesbrough. It is intended that adoption support services will be linked to the authority’s multi-agency “stay Safe” group. There is agreement that the Child and Adolescent Mental Health Service and the Looked After Children teams will extend their remit into this area of work, this will include post-placement training to adopters.

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EVIDENCE:

Whilst the agency does not have a discrete adoption support team, it does have a service level agreement with a local voluntary agency to undertake Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 15 some of the work, such as direct work with children and families. This agreement is monitored and reviewed regularly. There was also evidence of some good work being undertaken with adoptive families by the permanency team. For example, following approval adopters receive a pack, which provides written information about the matching process and support groups. Adopters said that they found this “helpful and informative”. Some adopters expressed frustration at not being able to contact their social workers or have their messages returned. Others were satisfied with the levels of contact.

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EVIDENCE:

The service also provides intensive support on a case-by-case basis. An example of this was highlighted whereby a specialist service was commissioned to support the placement of a child who had complex attachment difficulties.

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EVIDENCE:

Middlesbrough, jointly with partners from the consortium holds support groups for adopters who are awaiting a match. Adopters found these groups “very supportive” and said it was beneficial to meet others undergoing the experience.

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EVIDENCE:

However, adoption support is reactive and would benefit from a mapping exercise to identify strategic and team aims in order to maximise the efficiency to both adoptive families and the service as a whole.

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EVIDENCE:

Discussion with social workers and adopters revealed that the agency takes seriously the importance of keeping safe information on the child provided by birth families. These issues are covered through preparation training and in the support groups.

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EVIDENCE:

The adoption service has good access to legal and medical advice, which staff confirmed as being accessible and helpful. Some adopters spoke of the meeting with the medical adviser to discuss the medical conditions of their children prior to placement. This is good practice as it enables adopters to make informed decisions regarding matching. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 16

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The intended outcomes for these standards are:

• Birth parents and birth families are involved in adoption plans (NMS 7) • Birth parents and birth families are involved in maintaining the child’s heritage (NMS 8) • The Adoption agency supports birth parents and families (NMS 9) • Service users receive good quality services based on their needs (NMS 34)

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JUDGEMENT – we looked at outcomes for the following standard(s):

The agency offers good opportunities for the support of birth parents and families, but it needs to monitor the gathering of information during early interventions so that the heritage of adopted children is preserved.

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JUDGEMENT – we looked at outcomes for the following standard(s):

This judgement has been made using available evidence including a visit to this service.

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EVIDENCE:

Middlesbrough has a clearly written strategy for working with birth parents and their families. Discussion with staff across the service indicated their recognition of the life-long implications of adoption for all concerned. Child care social workers and their managers demonstrated their awareness of the need to involve birth parents in the care planning process, and the independent reviewing officers take an active role ensuring that this is the case.

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EVIDENCE:

However, there was evidence that early on in the twin-tracking process, social workers were missing vital opportunities to gather information and mementos for use in life-story work. The service should develop written guidance and Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 17 provide training as to how this very sensitive area of work is approached from the onset of involvement with children and families.

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EVIDENCE:

The service has recently embarked on a drive to clear the backlog of outstanding cases of life-story work for children who are looked after or who have adoption as their plan. Specialist training has also been commissioned to develop workers’ skills in this area. This is a timely intervention, as there was evidence of significant delays in the completion of children’s life-story work; in one case a child had waited up to three years. This is unacceptable. In one case, where an adoptive family was receiving support, the child’s life-story work would have been invaluable, had it been completed.

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EVIDENCE:

Middlesbrough has a service level agreement with a local voluntary agency through which it provides independent counselling for birth parents and their families. The service should ensure that qualitative and quantitative monitoring of the take-up of this service occurs regularly. Although the independent reviewing officers ensure that families get written information, the agency needs to ensure a more pro-active and ongoing promotion of the services available.

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EVIDENCE:

The service has an established system of post-adoption contact via its information exchange service. Individual arrangements are agreed and recorded at the placement planning meeting and the agency has recently set up a system of monitoring these plans, which should ensure the avoidance any later misunderstandings. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 18

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The intended outcomes for these standards are:

• There is a clear written statement of the aims and objectives of the adoption agency and the adoption agency ensures that it meets those aims and objectives (NMS 1) • The agency provides clear written information for prospective adopters (NMS 3) • The manager has skills to carry on or manage the adoption agency (NMS 14) • The adoption agency is managed effectively and efficiently (NMS 16) • The agency is monitored and controlled as specified (NMS 17) • The staff are organised and managed effectively (NMS 20) • The agency has sufficient staff with the right skills / experience (NMS 21) • The agency is a fair and competent employer (NMS 22) • The agency provides training for staff (NMS 23) • Case records for children and prospective / approved adopters are comprehensive and accurate (NMS 25) • The agency provides access to records as appropriate (NMS 26) • The agency’s administrative records processes are appropriate (NMS 27)

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The intended outcomes for these standards are:

• The agency maintains personnel files for members of staff and members of adoption panels (NMS 28) • The premises used by the adoption agency are suitable for purpose (NMS 29) • The adoption agency is financially viable (NMS 30, Voluntary Adoption Agency only) • The adoption agency has robust financial processes (NMS 31)

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JUDGEMENT – we looked at outcomes for the following standard(s):

Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 19 1, 3, 14, 16, 17, 20, 21, 22, 23, 25, 26, 27, 28, 29.

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JUDGEMENT – we looked at outcomes for the following standard(s):

The adoption service is generally well managed, but the agency needs to make its quality assurance processes more robust to ensure safe and consistent practice across the service.

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JUDGEMENT – we looked at outcomes for the following standard(s):

This judgement has been made using available evidence including a visit to this service.

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EVIDENCE:

Middlesbrough’s statement of Purpose has been updated and approved by the executive: it complies with the NMS and the regulations. The children’s guide is also compliant, but advice was given in respect of making it more user- friendly.

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EVIDENCE:

There is very clearly set out information for enquirers with an excellent covering letter that explains the agency’s priorities in terms of the needs of children awaiting adoptive families. This includes statistics and profiles of children. The vast majority of adopters reported prompt responses to their initial enquiries, but many expressed frustration at subsequent delays. Although there were mitigating circumstances surrounding these delays, it is recommended that the agency introduce a tracking tool so that the progress of applications can be monitored from initial enquiry through to panel.

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EVIDENCE:

All service users are welcomed without prejudice, and all written information provided by the agency is available in the predominant minority languages of the area.

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EVIDENCE:

Middlesbrough’s newly established Children, Families and Learning Department has been a positive development and the aim of delivering a fully integrated service at the point of delivery is on target for April 2007. There is a sound Children and Young People’s strategy and evidence of good co-operation from partner agencies. Managers and staff across the serviced understand the clear vision of this strategy, which demonstrates good communication from the agency’s managers, and crucially, the executive members. There was much evidence of the cabinet member’s knowledge and experience of the work of the department: staff confirmed that they were visited in their teams by her and were listened to.

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EVIDENCE:

There is a strong fieldwork management team in Middlesbrough who said that they felt “re-invigorated” by the recent restructure, and “valued” by the Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 20 department. Staff in these teams also spoke of receiving “fantastic support” from their managers.

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EVIDENCE:

As stated elsewhere in this report, the permanence team had experienced a very challenging year prior to this inspection, with key absences in personnel, which should now improve. It is laudable that good outcomes for children have been achieved despite the difficulties, which is a measure of the strength of what went before, as well as an indication of the commitment of the current staff. Fieldwork staff and managers expressed confidence in their colleagues in the permanency team.

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EVIDENCE:

The manager of the permanency team had been in post in an “acting-up” capacity for a very short while prior to the inspection. She is clearly knowledgeable about the service, including its strengths and the challenges it faces. The agency expects to fill the post in the foreseeable future. It is essential that this be fulfilled so that plans for improving the service can be embedded and monitored effectively.

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EVIDENCE:

The agency should consider whether its practice of social workers co-working all assessments is the most efficient use of resources. Given the staffing problems of recent times and the subsequent delays experienced by adopters, managers should give thought as to whether the more usual practice of one assessing social worker, and one senior person undertaking a “second opinion” visit, would improve outcomes.

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EVIDENCE:

There has been slippage in the quality assurance of adoption work, including that of children’s permanence reports and adopters’ assessment reports. Adoption placement reports did not demonstrate clearly how the adopters met the child’s needs. Also some adoption placement plans seen were only partially completed.

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EVIDENCE:

Adopters’ files were generally well ordered, but would benefit from a checklist at the front, which when completed would demonstrate when statutory checks were made, the dates of return and their outcomes. Some returns of checks were not on one file seen, although the manager was able to produce evidence of their satisfactory completion.

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EVIDENCE:

There was inconsistent recording of case supervision decisions, contrary to Middlesbrough’s recording policy (which needs amending to include children’s adoption files). Also there is no system of ensuring issues that are raised during supervision have been acted on.

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EVIDENCE:

The service has a good format for the auditing of files, but there was inconsistent practice: some files were audited well; some had no evidence of action taken, and others had not been audited at all. The agency acknowledged this area of work needs tightening up, and had plans to re- launch its procedures to ensure that quality assurance of work is incorporated into the children’s and adopters’ assessments. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 21 Middlesbrough has monitoring and reporting systems in place and comprehensive statistical information is produced on a regular basis. This is fed through to the executive in the form of reports to the corporate parenting board, thus ensuring that other cabinet members are kept informed of service development.

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EVIDENCE:

The independent reviewing officers have a key role in monitoring the completion of work across the adoption service and there are systems in place to report their findings to the management team. The reviewing officers and managers reported that this system worked well.

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EVIDENCE:

The children’s adoption files do not meet the regulations. The agency must develop and implement a policy and procedural guidance to ensure each child for whom adoption is the plan has a separate file containing relevant information relating to the adoption process.

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EVIDENCE:

Entries on all files should be typewritten, signed and dated with the author’s designation clearly stated. References to third parties should include full names and designation as appropriate.

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EVIDENCE:

Some panel members’ files do not meet the regulations and must be reviewed to ensure that they are compliant, as should those staff personnel files which do not meet the regulations. Middlesbrough has recently updated its staff recruitment policy, but this needs amending to include the expectation that all written references will be followed up by a telephone call.

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EVIDENCE:

The administrative staff are employed by an independent agency. They reported that they feel valued by Middlesbrough, and social workers and managers view them as an integral part of the team. However, there are only 1.5 full-time equivalent across the fostering and permanency services; this is not enough. The agency should review this aspect of their resources without delay.

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EVIDENCE:

The permanency team have moved to new premises, which has been broadly welcomed by staff. These premises are appropriate for the purpose of the agency; however, wheelchair users and people with mobility problems would experience difficulty in accessing the offices as the lift frequently breaks down – as experienced by the inspectors. Managers of the agency are aware of this and have made representations to the buildings owners. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 22

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SCORING OF OUTCOMES

This page summarises the assessment of the extent to which the National Minimum Standards for Adoption have been met and uses the following scale.

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SCORING OF OUTCOMES

4 Standard Exceeded (Commendable) 3 Standard Met (No Shortfalls) 2 Standard Almost Met (Minor Shortfalls) 1 Standard Not Met (Major Shortfalls) “X” in the standard met box denotes standard not assessed on this occasion “N/A” in the standard met box denotes standard not applicable

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SCORING OF OUTCOMES

BEING HEALTHY MAKING A POSITIVE Standard No Score CONTRIBUTION No NMS are mapped to this outcome Standard No Score 7 3 8 2 9 3 34 3

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SCORING OF OUTCOMES

STAYING SAFE ACHIEVING ECONOMIC WELLBEING Standard No Score Standard No Score 2 3 No NMS are mapped to this outcome 4 2 5 3 MANAGEMENT 10 3 Standard No Score 11 3 1 3 12 3 3 3 13 3 14 3 15 3 16 3 19 3 17 2 24 N/A 20 2 32 3 21 3 22 3 ENJOYING AND ACHIEVING Standard No Score 25 2 6 2 26 3 18 3 27 2 33 2 28 2 29 3 30 N/A 31 N/A Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 23 Are there any outstanding requirements from the last inspection? Yes

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STATUTORY REQUIREMENTS

This section sets out the actions, which must be taken so that the registered person/s meets the Care Standards Act 2000, Voluntary Adoption and the Adoption Agencies Regulations 2003 or Local Authority Adoption Service Regulations 2003 and the National Minimum Standards. The Registered Provider(s) must comply with the given timescales.

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STATUTORY REQUIREMENTS

No. Standard Regulation Requirement Timescale for action 1 AD6 ASS(2005) The agency must complete and implement its adoption support strategy. 30/04/07

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STATUTORY REQUIREMENTS

2 AD25 AAR(2005) The agency must ensure that all children for whom adoption is the plan, has properly set out and well maintained files as laid down by the regulation. 30/04/07

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STATUTORY REQUIREMENTS

3 AD28 AAR(2005) The agency must ensure that staff and panel members’ personnel files meet the requirements. 30/04/07

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RECOMMENDATIONS

These recommendations relate to National Minimum Standards and are seen as good practice for the Registered Provider/s to consider carrying out.

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RECOMMENDATIONS

No. Refer to Standard Good Practice Recommendations

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RECOMMENDATIONS

1 AD4 The agency should hold regular information evenings and increase the numbers of preparation course held per year. 2 AD4 The agency should ensure that issues raised during preparation training are explored fully with applicants as Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 24 during the home study. Written references must be followed up with a telephone call. 3 AD4 The agency should consider introducing a written agreement with adopters at the onset of the process. 4 AD4 The agency should ensure that enquiries are made to schools if applicants have school age children. 5 AD4 Applicant’s chronologies should always explain gaps in employment and be recorded in months as well as years. 6 AD10 The agency should introduce a format to facilitate formal feedback to the agency on the quality of work put before it. 7 AD8 The agency should ensure that social workers in its initial

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RECOMMENDATIONS

assessment team are aware of the importance of gathering information and memorabilia for children. 8 AD8 The agency should monitor the existence and quality of life-story work. 9 AD3 The agency should consider introducing a tracking tool to monitor the timeliness of the assessment process from initial enquiry to approval. 10 AD16 AD20 The agency should consider whether its practice of two social workers co-working each assessment is the most efficient use of resources. 11 AD25 The agency should make more robust its quality assurance systems across the service, including the careful supervision of adopters’ assessments and children’s permanence reports. Managers across the service should ensure that files are audited regularly. 12 AD25 The agency should ensure that any case decisions made during supervision are recorded on file, and actions recorded. 13 AD25 The agency should ensure that all entries on files are

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RECOMMENDATIONS

typewritten, signed (with designation) and dated. Any references to third parties should include full names and role. 14 AD19 The agency should amend its draft staff recruitment and selection procedures to ensure that chairs of selection panels are aware of the need to follow up written references with a telephone call. 15 AD21 The agency should review whether its complement of administrative staff is sufficient to meet the current and future needs of the service. Middlesbrough Council Adoption Service DS0000050035.V321892.R01.S.doc Version 5.2 Page 25

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Commission for Social Care Inspection

North West Regional Office 11th Floor West Point 501 Chester Road Old Trafford M16 9HU

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Commission for Social Care Inspection

National Enquiry Line: Telephone: 0845 015 0120 or 0191 233 3323 Textphone: 0845 015 2255 or 0191 233 3588 Email: enquiries@csci.gsi.gov.uk Web: www.csci.org.uk © This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI

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