There are many surprises when becoming a Councillor; the round-the-clock emails, the bizarre terminology, and the sudden need to become a technical expert on everything from planning law to tree pollarding. However, perhaps the most astonishing for me was one which is not often talked about - becoming legally responsible for around 200 children.
Perhaps the most important role of Local Councillors is that of corporate parent for all children and young people under the care of their Local Authority. That means a responsibility not just for safeguarding but also wellbeing, which I imagine any parent would say is a rather complex matter! This is not a theoretical responsibility; these are real people, who need to know that we are standing up for them in the way any parent would.
Not one to take such things lightly, on being elected I did not hesitate to sign up for Camden’s Corporate Parenting Board. I realised how different it was from other council committees immediately; out was the Party-political battlelines, replaced with fruit juice and sandwiches. In Camden at least, free food is reserved for exceptional occasions, so I knew this was something unique. It did not disappoint.
In Camden, every meeting of the Corporate Parenting Board includes feedback from our children and young people themselves, as well as discussions with foster carers, education leaders, and health and care professionals. Together we have celebrated university places and internships, worried about school grades and homework, and even talked about why our young people do not seem to want to go to the dentist (something I remember well from my own childhood).
Whilst being a Corporate Parent does not mean providing direct care, it does mean listening to their concerns and then working with Council services to act as a champion for these young people. Sadly, this responsibility is now more important than ever. Early evidence suggests that the pressure on families through COVID has led to an increase in the number of Looked After Children. Furthermore, whilst the overwhelming picture is of a vibrant, diverse, determined group of young people, I’m also struck by their potential vulnerability, many having been through instability or even trauma prior to moving into care. Given this, the social and psychological impacts of lockdown may be more acute amongst our Looked After Children, and our role in alleviating them even more critical.
For me, part of the beauty of being a corporate parent is simply helping to highlight the successes of these remarkable young people. At a recent Corporate Parenting Board, a video was shown in which some of our children talked about their experiences of COVID, both good and bad. The pride in that video was palpable, and it needed to be seen by more people, so myself and other Councillors ensured it was shown at the next Full Council meeting. This may seem simple, but it means something, and it was a genuine pleasure to help provide that platform.
It is often said that as a Local Councillor you can see your impact directly; it is my belief that Corporate Parenting is the pinnacle of this, which deserves far more attention than it typically receives.
