The Children's Social Care Cabinet Panel met to discuss the council's budget for 2026/27 and the medium-term financial strategy for children's social care, alongside the Corporate Parenting Strategy for 2026-2031. Key decisions included noting and commenting on the budget proposals, endorsing them to the Cabinet, and recommending the adoption of the Corporate Parenting Strategy.

Budget 2026/27 and Medium-Term Financial Strategy (Children's Social Care)

The panel reviewed the proposed budget for children's social care, which forms approximately 70% of the Children's Services Directorate's revenue budget. The overall directorate budget for 2026/27 is projected to be £310 million, a 7% increase on the previous year. This increase is attributed to inflationary pressures, demographic changes, and planned investments in transformation programmes, offset by significant savings.

Key financial pressures highlighted include:

• Inflationary pressures: An estimated £5 million increase for independent placements for children looked after, with further rises anticipated in subsequent years. An additional £400,000 is allocated to the 0-25 service to maintain frontline worker pay rates.
• Demographic pressures: A £3 million uplift for children looked after in independent provision to address current pressures, and a further £4.8 million for future expected changes based on age profile and needs. An additional £300,000 is allocated to the 0-25 service for demographic growth.
• Investment: £3.8 million is earmarked for programmes supporting low numbers of children looked after and placement efficiency, including the NEST foster care programme and emergency foster care programmes. £1.6 million is allocated to Phase Two of the Family Safeguarding and Children in Care programme, a multidisciplinary hub supporting children aged 11 and upwards in acute distress. An additional £2 million is budgeted for the implementation of the Families First Partnership programme.
• Savings: The budget includes £8 million in savings, primarily from the continuation of the residential accommodation strategy (£2 million), fostering programmes (£0.5 million), and the Family Safeguarding and Children in Care programmes (£3.8 million). A £0.5 million saving is projected from a review of the Family Centre service, growing to £1 million by 2027/28, as part of the move to the Best Start-in-Life programme.

Concerns were raised by Councillor Paula Hiscocks regarding the £1.4 million allocated to fostering and adoption allowances, questioning how much was specifically for increasing in-house foster carers. Officers confirmed that the budget covers both government-mandated uplifts and skills payments, and that recruitment and retention of foster carers is a priority. Miranda, Head of Fostering and Adoption, reported a forecasted increase of 11 foster carers for the current financial year, a positive trend after recent net decreases, and highlighted the success of the NEST and emergency foster care programmes.

The panel also discussed the rising numbers of children looked after (CLA), with officers noting a recent reduction in numbers from 919 to 892. Jo Fisher, Executive Director of Children's Services and Education, explained that while national trends show an increase in children entering care due to factors like parental mental health and domestic abuse, Hertfordshire's preventative work is helping to reduce numbers. She also clarified that the increase in CLA numbers previously was due to fewer children leaving care, particularly younger children and those moving into kinship care, rather than a surge in new entries.

The issue of children in unregistered provision was addressed, with Miranda confirming that Hertfordshire has very low numbers, and such placements are a last resort requiring senior officer agreement and rigorous oversight. Currently, four children are in unregistered provision.

The budget for family centres includes a saving of £1 million, to be achieved through reprioritisation as part of the Best Start in Life programme. This programme, supported by a £2 million government grant, aims to improve early education and childcare. Pilot programmes are planned for Stevenage and Watford.

The panel noted the significant increase in children's services expenditure (7.1%) and discussed the inflationary pressures impacting the budget. Concerns were raised about the £8 million savings target and contingency plans if these are not met. Officers confirmed that savings are expected from ongoing transformation programmes, and that council-wide contingencies exist within the resources portfolio.

The average cost of a child in independent provision was stated to be around £7,500 per week, with costs driven by the child's needs rather than whether the placement is in or out of county. The council is working to reduce reliance on independent placements through its residential strategy, aiming to increase in-house capacity.

The panel also discussed the government's Children and Social Work Act 2017, which introduced seven corporate parenting principles, and the ongoing legislative process for the Children's Wellbeing Bill.

A motion regarding the government's reduction in the Household Support Fund and action regarding benefits-related free school meal supermarket vouchers was also considered. Councillor Paula Hiscocks, proposing the motion, highlighted the impact of reduced funding on vulnerable children and urged the reinstatement of half-term food vouchers. Officers explained that the new Crisis Resilience Fund cannot be used for blanket voucher provision but can support families in crisis through targeted interventions. The panel agreed to consider a future report on the plan for the new Crisis Resilience Fund.

Corporate Parenting Strategy 2026-2031: Your Care, Your Future

The panel reviewed the Corporate Parenting Strategy 2026-2031, titled Your Care, Your Future, which has been co-produced with young people. The strategy outlines Hertfordshire County Council's commitment to its role as corporate parent for children in care and care leavers.

Key aspects of the strategy include:

• Vision: To be effective corporate parents by caring about children and young people, not just for them, building relationships rooted in trust, kindness, and respect, and ensuring decisions are guided by their voices and aspirations.
• Values: Developed with young people, these include Loyalty, Respect, Recognition, Kindness, Trust, Participation, and Aspiration. The terms love and pride were updated to warmth and recognition respectively, based on feedback from young people.
• Priorities: Seven priority areas align with Hertfordshire's outcome framework: Be included, Be healthy, Be safe, Be ambitious, Be resilient, Be independent, and Be happy. These are further broken down into specific themes such as Belonging, Aspiration, Confidence, Wellbeing, Stability, Participation, and Feeling Protected.
• Co-production: The strategy has been shaped by feedback from children and young people through Bright Spots surveys and engagement with the Children in Care Council (CHICC).
• Language: The strategy aims to use inclusive, strength-based language, directly addressing young people, with a reading age targeted at mid-teenagers. A one-page summary is available for younger children.
• Monitoring: Progress will be monitored through the Corporate Parenting Board, Children's Services Core Board, and reported to the Department for Education (DfE) and Ofsted. Soft intelligence from surveys and feedback will complement key performance indicators.
• Mentoring: The panel expressed interest in mentoring opportunities for care leavers, and details of an existing scheme will be circulated.

Concerns were raised about the language used, with suggestions to consider alternatives to corporate parenting and to re-evaluate the reading age target for the strategy. The panel also discussed the importance of tangible copies of the strategy for children and foster families, and the potential for members to contribute as mentors. The strategy was praised for its positive and bright presentation, and the inclusion of young people's voices.

The panel noted and commented on the strategy and recommended its implementation to the Cabinet. A motion to congratulate the authors of the strategy was also agreed.

Report to Motion on Government Reduction in Household Support Fund and Action Regarding Benefits-Related Free School Meal Supermarket Vouchers

The panel considered a motion regarding the reduction in the Household Support Fund and its impact on benefits-related free school meal supermarket vouchers. Councillor Paula Hiscocks highlighted the concern over the 12% reduction in the Household Support Fund, which has led to the discontinuation of supermarket vouchers for October and February half-terms for 32,000 Hertfordshire children.

Officers explained that the Household Support Fund is no longer continuing, and the new Crisis Resilience Fund (CRF) cannot be used for blanket provision of free school meal vouchers. Instead, the CRF is intended for families experiencing crisis or financial shock, with targeted support being explored. The panel agreed that a report on the plan for the new Crisis Resilience Fund would be considered at a future meeting, with an assurance that the report would include discussion on the inclusion of half-term food vouchers.

The panel also noted that the government has indicated continued funding for the Happy programme, which covers main school holidays, providing activities and food for children.

The motion was considered, and the panel agreed that a report regarding the plan for the new Crisis Resilience Fund would be considered at a future meeting. The Chair confirmed that this report would include discussion on the inclusion of half-term food vouchers.