Hillingdon Council Cabinet Member and Officer Decisions
Care Strategy (2025–2030): Children
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Democratic Services Location: Phase II Ext: 0692 DDI: 01895 250692 CMD No: 1599 To: COUNCILLOR SUSAN O’BRIEN CABINET MEMBER FOR CHILDREN, FAMILIES & EDUCATION c.c. All Members of th e Children, Families & Education Select Committee c.c. Tehseen Kauser – Children’s Social Care c.c. Julie Kelly – Corporate Director of Children’s Services Date: 13 January 2026 Non-Key Decision request Form D CARE STRATEGY (2025–2030) Dear Cabinet Members, Attached is a report requesting that a decision be made by you as an individual Cabinet Member. Democratic Services confirm that this is not a key decision, as such, the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 notice period does not apply. You should take a decision on or after Wednesday 21 January 2026 in order to meet Constitutional requirements about publication of decisions that are to be made. You may wish to discuss the report with the Corporate Director before it is made. Please indicate your decision on the duplicate memo supplied and return it to me when you have made your decision. I will then arrange for the formal notice of decision to be published. Ryan Dell Democratic Services Officer Title of Report: Care Strategy (2025–2030) Decision made: Reasons for your decision: (e.g. as stated in report) Alternatives considered and rejected: (e.g. as stated in report) Signed ……………………………………………………… Date…………………….. Cabinet Member for Children, Families & Education Cabinet Member Report – 13 January 2026 Page 1 Part I – Public Care Strategy (2025–2030) Cabinet Member & Portfolio Councillor Susan O’Brien, Cabinet Member for Children, Families & Education Responsible Officer Julie Kelly, Corporate Director of Children’s Services Tehseen Kauser, Director of Children’s Social Care Report Author & Directorate Tehseen Kauser – Children’s Social Care Papers with report Appendix A – Care Strategy Appendix B – Select Committee Report HEADLINES Summary This report seeks approval to note the strategic direction and priorities for Hillingdon’s cared for children and care experienced young people and to endorse the proposed Care Strategy and implementation timelines. The strategy sets out our statutory duties, local priorities and actions to strengthen participation, placement stability, pathways to achievement and independence, health and wellbeing, and the transition to adulthood. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents and the Council to create: • Thriving, healthy households across the borough, underpinned by an efficient, well -run, and digitally -enabled council that works collaboratively with partners to deliver services which improve the lives of all our residents. Financial Cost N/A Select Committee Children, Families & Education Select Committee Ward(s) N/A RECOMMENDATIONS That the Cabinet Member for Children, Families & Education: 1. Notes the strategic direction and priorities outlined in the strategy; and 2. Agrees the Care Strategy 2025-2023 and timelines set out. Reasons for recommendations The Care Strategy (2025–2030) provides a clear framework for improving outcomes for cared for children and care experienced young people, co- produced with young people, practitioners and Cabinet Member Report – 13 January 2026 Page 2 Part I – Public partners. It aligns with statutory responsibilities under the Children Act 1989 and 2004 and implements corporate parenting principles, focusing on participation, permanence, education, employment and training (EET), health and wellbeing, and safe transiti ons into adulthood. Endorsement enables disciplined delivery, robust performance monitoring and accountability through the Corporate Parenting Panel. Alternative options considered/ risk management Alternatives considered: • Do nothing/ maintain current arrangements without a unified strategy: rejected as it would limit coherence, reduce accountability and risk inconsistent outcomes. • Narrow thematic plans (e.g., separate placement or EET plans only): rejected as young people’s needs are interdependent and require a whole- system approach with co - production and cross-partnership delivery. • Short-term action plan only: rejected as insufficient to address medium -term sufficiency, workforce stability and local provision development. Key risks and mitigations: • Placement sufficiency and stability risk due to market capacity constraints: mitigated through a formal sufficiency strategy, recruitment/ retention of foster carers (including Mockingbird), development of local residential and supported accommodation, and strengthened kinship pathways. • Housing availability for care leavers in London: mitigated through joint housing protocols, partnerships with providers (e.g., YMCA/P3), Staying Put and Staying Close offers, and clear accommodation pathways with early planning and panel oversight. • EET engagement risk: mitigated via Virtual School support up to age 25, bespoke apprenticeships, equipment and bursaries, and improved monitoring dashboards to trigger timely support. • Health and wellbeing needs including mental health: mitigated via MAPS, Transition Nurse and Health Passport, priority access to local health and wellbeing services, and trauma- informed practice. • Participation fatigue/ weak coproduction: mitigated through CiCCs, Youth Voice Forum, “you said, we did” register, and structured feedback loops to evidence impact. Democratic compliance/ previous authority Recent formal decisions include ongoing oversight by the Corporate Parenting Panel and annual performance reporting to relevant C ommittees and the Department for Education. The Cabinet Member for Children, Families & Education has provided a foreword endorsing the strategy principles, and Democratic Services will review and update this section as required. Any delegated authority to implement associated delivery plans and sufficiency strategies will be referenced in the decision minute. Select Committee comments The Children, Families and Education Select Committee welcomes the Care Strategy for Children and Care Experienced Young People. The Strategy provides a clear and coherent framework that demonstrates the Council’s strong commitment to delivering high- quality care, support, and opportunities for children and young people with care experience. It clearly outlines the Council’s statutory responsibilities, local priorities, and proposed actions to strengthen support, promote Cabinet Member Report – 13 January 2026 Page 3 Part I – Public stability, and improve transition pathways, ensuring that cared for and care experienced young people are equipped to flourish and thrive. SUPPORTING INFORMATION 1. The Care Strategy sets out core principles: supportive relationships; holistic support; advocacy and participation; continuity and stability; aspirations and achievements; and a commitment to continuous improvement. It is co-produced with young people and embeds corporate parenting duties. 2. Local context (31 March 2025): 312 cared for children; 602 care experienced young people (18–25); 17% UCSA; 47% in foster care; 10.3% in residential homes; 8.3% experienced 3+ placements; 80% care leavers in suitable accommodation; 57% engaged in EET; 12 Staying Put and 47 in Staying Close. 3. Participation: three active CiCCs (Talkers, Step Up, Stepping Out) co-chair the Corporate Parenting Panel; recruitment, training and policy development involve young people; a “You said, we did” register evidences impact. 4. Health and wellbeing: annual health assessments; MAPS; PACE and trauma- informed practice; priority access to youth health offers; development of Health Passport and transitions surgeries. 5. Education and employment: Virtual School supports up to age 25, PEPs from early years, laptops and bursaries, apprenticeships and ESOL; strengthened challenge to schools to raise ambition. 6. Accommodation and transitions: Staying Put, Staying Close, supported lodgings, semi - independent living; joint housing protocols; Setting Up Home allowance; panel oversight for transitions to Adult Social Care. 7. Performance and accountability: dashboards, audits, complaints/compliments monitoring, annual reporting to committees/DfE; celebration of achievements through Kids in Care Awards. 8. Future work: early intervention (Family Hubs/Family Help), kinship care expansion, local provision development, permanency planning, foster carer recruitment/retention, restorative practice, Step Across initiatives. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities The proposed Care Strategy will have a significant positive impact on Hillingdon residents, particularly cared for children, care experienced young people, and their families. By prioritising thriving, healthy households, the strategy ensures that vulnerable young people receive high- Cabinet Member Report – 13 January 2026 Page 4 Part I – Public quality, consistent support tailored to their needs. This approach promotes stability, wellbeing, and long-term achievement, directly supporting the Council’s vision of “putting residents first”. Key benefits include: • Improved placement stability and permanence for children in care. • Enhanced pathways to education, employment, and independence. • Greater access to health and wellbeing services, including mental health support. • Stronger transition support into adulthood, reducing the risk of isolation or disadvantage. • Increased opportunities for young people to participate in shaping the services they receive. Stakeholder and Participation Engagement The development of this strategy has been underpinned by extensive engagement with a wide range of stakeholders: • Young People’s Participation: Multiple engagement sessions were held with cared for children and care experienced young people, ensuring their voices, experiences, and aspirations directly shaped the strategy. Feedback was gathered through forums, surveys, and participation groups, with young people actively involved in co- producing key elements. • Stakeholder Engagement: Officers worked closely with carers, social workers, health professionals, education partners, and voluntary sector organisations. Their insights and expertise informed the priorities and actions within the strategy. • Ongoing Consultation: The Corporate Parenting Panel and Children in Care Councils (CiCCs) continue to provide structured opportunities for ongoing feedback and co- production, ensuring the strategy remains dynamic and responsive to evolving needs. Equalities Implications An Equalities and Human Rights Impact Assessment has been undertaken to ensure the strategy promotes fairness and addresses the needs of all groups within Hillingdon. Key outcomes include: • Targeted support for groups at greater risk of disadvantage, such as unaccompanied asylum-seeking children, young people with disabilities, and those from minority ethnic backgrounds. • Commitment to inclusive practice, ensuring all young people have equitable access to services, opportunities, and support. • Ongoing monitoring of outcomes to identify and address any disparities. Consultation & Engagement Carried Out • Extensive engagement with young people, carers, and professional stakeholders through multiple sessions and forums. • Ongoing consultation via the Corporate Parenting Panel and Children in Care Councils. • Collaboration with health, education, and housing partners to ensure a holistic and joined- up approach. Financial Implications Cabinet Member Report – 13 January 2026 Page 5 Part I – Public There are no direct financial implications arising from approving the Care Strategy itself, as the document sets the strategic framework and priorities rather than committing to specific new expenditure. Any costs associated with delivery will be contained within existing approved budgets or will be subject to separate business cases and decision-making processes. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and note that there are no direct financial implications associated with the recommendations in this report. Furthermore, it is noted that costs associated with the delivery of the strategy will be met from existing approved budgets or will be subject to separate business cases and the decision- making process. Costs associated with the delivery of the strategy will be monitored as part of the regular monthly budget monitoring cycle and as part of the wider MTFS. Legal There are no legal impediments to the recommendations in the report. Property N/A Comments from other relevant service areas N/A BACKGROUND PAPERS NIL. APPENDICES Appendix A – Care Strategy for Children and Care Experienced Young People (November 2025–2030) Appendix B – Select Committee report (13 November 2025) www.hillingdon.gov.uk Hillingdon’s Care Strategy November 2025-2030 3 Contents Foreword 4 A message from the Director of Children’s Services, Julie Kelly 5 A message from our Cabinet Member 6 A message to our young people from one of our young people 6 Our strategy for cared for children and care experienced young people 7 Our core principles 8 – Supportive r elationships 8 – Holistic support 8 – Advoc acy and participation 8 – Continuity and st ability 9 – Aspirations and achie vements 9 – Our commitment t o improvement 9 What is a corpor ate parent? 10 Vulnerabilities of children and young people in care 14 Our local context 17 Our pledge 18 Help and support to s tay safe and healthy 18 Support through educ ation and planning for the future 19 Celebrate achievements 21 Listen and involve children and young people in decisions about their lives 22 Help all children f eel they belong 23 Ensure young people feel fully prepared for transition into adulthood 25 Hillingdon’s Loc al Offer 28 Corporate Parenting Panel 30 Future aspirations for children and young people in care 33 – Making it happen 34 4 Foreword As leaders in Hillingdon’s Children’s Services, we are proud to present this strategy for our cared for children and care experienced young people. Between us, we bring nearly three decades of service to Hillingdon Council, Poppy with 21 years and Tehseen with eight years. Throughout this time, we have witnessed the incredible resilience, strength, and potential of our children and young people. It is their stories, their triumphs, and their voices that have shaped this strategy and continue to inspire our work every day. We are proud of how far we’ve come in Hillingdon. During recent years, we have made significant changes to how we listen, care and support. We’ve strengthened relationships, improved outcomes, and placed young people at the heart of everything we do. The difference is real and it’s visible in the confidence, ambition, and achievements of our young people. We feel humbled by the journeys we’ve seen. Young people who may not have had the best start in life have gone on to achieve bigger and better things with the right support, encouragement, and belief. Their success is a testament to what’s possible when care is delivered with compassion, consistency, and ambition. We have high aspirations for our service and for every child and young person we care for . This strategy is not just a document, it’s a promise. A promise to keep improving, listening and striving for the very best. We would like to express our heartfelt gratitude to all the individuals, organisations, and young people who have contributed their expertise, insight, and experiences to the development of this strategy. Their contributions have been invaluable, and we are honoured to have their voices at the heart of our work. Together , we embark on this journey of transformation, empowerment, and growth, as we strive to make a positive and lasting difference in the lives of care experienced young people in the London Borough of Hillingdon. Tehseen Kauser, Director of Children’s Social Care Poppy Reddy, Assistant Director – Children’s Care, Support and Transitions 5 A message from the Director of Children’s Services, Julie Kelly At Hillingdon Council, we take immense pride in our role as corporate parents to the children and young people in our care, as well as those who have left our care. We recognise that our responsibility is to provide each child with the same level of care, respect, and support that we would want for our own children. Our commitment is to champion their successes, celebrate their achievements, and ensure they have the robust support needed to thrive in every aspect of their lives. This strategy reaffirms our unwavering dedication to safeguarding and promoting the wellbeing of all our cared for children and care experienced young people. Our ambition is to make Hillingdon a borough where every child can flourish, regardless of their background or circumstances. This document sets out the key services and support we provide as our young people navigate their journey through care and into adulthood. We are determined to ensure that our young people are not only recipients of services but are actively involved in shaping them. Their voices, experiences, and aspirations are central to our approach, and we are committed to co-producing services that truly meet their needs. As Director of Children’s Services, I want every child in our care to feel safe, loved, and supported to thrive. Our children deserve the same hopes, dreams, and opportunities as any other child, and it is our collective responsibility across the council and our partners to ensure they are surrounded by care, stability, and ambition. This strategy is rooted in a deep commitment to listening to our children, valuing their voices, and acting with compassion and determination to meet their needs. Together , we will work tirelessly to ensure every child we care for is not only well looked after , but truly seen, heard, and championed. Our commitment to our children and young people is unwavering. We will continue to do everything in our power to provide them with the care, support, and opportunities they deserve, so that when they look back on their time in care, they remember it as a positive and fulfilling experience, one that has given them the confidence and foundation to succeed in adult life. Julie Kelly, Corporate Director, Children’s Services 6 A message from our Cabinet Member As the Cabinet Member for Children, Families and Education, I am proud to champion the needs and aspirations of our cared for children and care experienced young people in Hillingdon. This strategy is not just a plan, it is our promise to do what any good parent would do: provide love, stability, and opportunities for every child to thrive. Our ambition is clear , to make Hillingdon a place where every child feels safe, valued, and supported to reach their full potential. We will achieve this by listening to our young people’s voices and ensuring their experiences shape the services we deliver . Their insight is central to this strategy, and we are committed to co-producing solutions that truly reflect what matters most to them. This strategy also reflects our determination to tackle barriers and stigma, strengthen relationships, and create a culture of aspiration and belonging. It sets out how we will work together across education, health, housing, and the wider community to deliver consistent, high quality support. We recognise that being in care or leaving care can be challenging, and we will do everything possible to ensure that no young person feels alone or without hope for the future. I want to thank our dedicated staff, carers, partners, and most importantly, our young people. Your resilience and courage inspire us every day. Together , we will keep striving for excellence and make Hillingdon a borough where every child and young person can look forward to a bright, fulfilling future. Councillor Susan O’Brien, Cabinet Member for Children, Families and Education A message to our young people from one of our young people Being in care isn’t easy, but there is always someone to help and look after us. Hillingdon ensures that meetings are helpful and you know what’s going on. Support from the Virtual School will be really useful for your education and there are lots of opportunities to get involved and meet other people to be part of the Hillingdon family. While turning 18 can be difficult, someone will be there to guide you through, to prepare you for the future. Hillingdon has written this document as it’s important for them to tell us all the important things they do for us to help us on our journeys through care. CH, Our care experienced young person 7 Our strategy for cared for children and care experienced young people Welcome to Hillingdon Council’s strategy for our cared for children and care experienced young people. This document outlines our commitment to delivering high quality care, support, and opportunities for individuals with lived experience of care. We recognise the distinct challenges faced by cared for children and care experienced young people and uphold the principle that all young people are entitled to realise their potential, irrespective of their previous circumstances. At Hillingdon, we understand that council care is a significant factor in a young person’s journey. We acknowledge the importance of providing an environment that promotes stability, empowerment, and belonging. Through this strategy, our aim is to support every young person in our care to achieve their potential, be the best version of themselves, and pursue their aspirations. This strategy has been developed following comprehensive consultation with our care experienced young people, their carers, social workers, and other key professionals involved in their lives. Their input, experiences, and ambitions have played a central role in guiding our approach. By engaging young people throughout the decision-making process, we aim to ensure that this strategy addresses their needs and reflects their hopes for the future. This strategy outlines how the council will fulfil its responsibilities as set out in national guidance, ensuring all cared for children and care experienced young people are valued, respected, and supported. Following consultation with our young people, and for the purpose of this strategy, we have moved away from acronyms such as LAC (looked after children) or CIC (children in care). Instead, we now refer to those we care for as ‘cared for children’ and ‘care experienced young people’, terms that were chosen by our young people and they felt, they better reflect their experiences and strengths. 8 Our core principles Supportive relationships Relationship-based practice is at the core of our approach and we promote strong, consistent, and trusted relationships between young people and their carers, social workers, and support networks. Positive relationships are the foundation for personal growth and development. Holistic support We recognise and celebrate the individuality of each of our children, and we are committed to understanding their individual strengths and needs. To support them on their journey, we will provide comprehensive support that addresses the diverse and individual needs of our cared for and care experienced young people. This includes all areas, from basic skills to mental health services, educational support, housing assistance, and access to meaningful employment and training opportunities. Advocacy and participation We champion the rights of our care experienced young people, empowering them to participate actively in decisions that affect their lives. We are dedicated to amplifying their voices and ensuring they help shape policies and services that impact their wellbeing. In addition, they will always have the support of an Supportive relationships Our commitment to improvement Aspirations and achievements Continuity and stability Advocacy and participation Holistic support Our core principles 9 Independent Reviewing Officer who will hold all professionals to account, and they will always have access to independent advocacy if they need it. We are committed to meaningful co- production and working in partnership with our children. We will listen to their views and design our services and provision taking into account their recommendations and views. Through the Corporate Parenting Panel and participation groups, we will report back to our children through a ‘you said, we did’ approach. Continuity and stability We recognise the importance of stability and consistency in the lives of our care experienced young people. We strive to provide safe places to live and minimise disruptions, ensuring that young people have the stability they need to thrive and develop a strong sense of identity. When a move is necessary, we strive to do this in partnership with our young people and to make sure they understand the reasons for the move and, as far as possible, to make them part of the planning. Aspirations and achievements We are committed to helping our care experienced young people realise their full potential by supporting their educational and career aspirations. We provide tailored support, guidance, and opportunities to help them achieve their goals and overcome any barriers they may face. Our participation groups and the ‘Walking in Our Shoes’ training has told us over the years that the guiding principle of our aspirations for our children should be “would this be good enough for my child?” and we are committed to continue to be guided by this in our practice. Our commitment to improvement This strategy aims to create a caring, inclusive, and supportive environment for care experienced young people in the London Borough of Hillingdon. We know the needs of our children change and the challenges we face evolve. To continue to deliver the best for our children, we remain dedicated to ongoing collaboration, evaluation, and adaptation to ensure that our services continually evolve to meet the changing needs of our children and care experienced young people. 10 What is a corporate parent? Corporate parenting describes the collective responsibility of the council, including elected members, employees, and partner agencies, to provide the highest standard of care and protection for children and young people who are ‘looked after’ (cared for). This encompasses those for whom the authority has or shares parental responsibility or provides care and accommodation on behalf of their parent. All care experienced children and young people depend on the entire council and its partners to ensure their care, safety, education, and health needs are met in full. For care experienced young adults, this duty extends to providing support and guidance towards independence, up to the age of 25. Our approach is rooted in being loving, caring, and ambitious for all children we care for and those with care experience. To achieve this, we work collaboratively with young people and their parents (where safe to do so) and also with partners in health, education, housing, and beyond to guarantee that the services on offer are appropriate, responsive, and focused on improving outcomes for every young person. Central to our Care Strategy is a steadfast commitment to safeguarding children and young people, protecting them from harm, and providing the support needed for them to flourish and reach their full potential. Our children told us the term ‘corporate parenting’ does not resonate with them, and so we have updated our language to make it more accessible and empowering. This strategy has been developed to ensure the corporate parenting principles outlined in the Children and Social Work Act 2017 are embedded in our practice. It focuses on achieving the best outcomes, and outlines what we expect of ourselves as corporate parents and what children and young people in our care and those with care experience can expect from us. Corporate parenting principles • To act in the best interests, and promote the physical and mental health and wellbeing, of those children and young people. • To encourage those children and young people to express their views, wishes and feelings. • To consider the views, wishes and feelings of those children and young people. • To help those children and young people gain access to, and make the best use of, services provided by the local authority and its relevant partners. • To promote high aspirations, and seek to secure the best outcomes, for those children and young people. • For those children and young people to be safe, and for stability in their home lives, relationships and education or work. • To prepare those children and young people for adulthood and independent living. 11 Our values are that all children should grow up and achieve within their own families and networks when it is in their best interests and is safe enough for them to do so. This underpins our mission to ensure that all children and young people have access to the right services at the right time. For further details, visit www.gov.uk/ government/publications/applying- corporate-parenting-principles-to-looked- after-children-and-care-leavers. What it means to be in care (cared for children) - The Law In Hillingdon, a child or young person is a cared for child when they are provided with accommodation or are subject to a care order under the Children Act 1989. There are three main routes into care: • Care orders: Made by the courts under Section 31 of the Children Act 1989, where the local authority is granted parental responsibility. • Voluntary accommodation: Under Section 20 of the Children Act 1989, where parents or those with parental responsibility agree for the child to be accommodated by the local authority (or when a child is lost, abandoned or the person who has been caring for the child is being prevented from providing suitable accommodation or care). • Youth justice system: Since 2013, all young people remanded into custody are supported as cared for children. The term ‘children looked after’ has a specific legal meaning based on the Children Act 1989. A child is looked after by a local authority if they have been provided with accommodation for a continuous period of more than 24 hours, in the circumstances set out in sections 20 and 21 of the Children Act 1989 or is placed in the care of a local authority by an order made under part IV of the Act. What it means to be a care experienced young person – The Law A care experienced young person is someone who has been cared for by a local authority for at least 13 weeks since the age of 14 and was in care on or after their sixteenth birthday. In Hillingdon, care experienced young people are supported in line with national legislation and local policy. Their status is defined as follows: • Eligible child: Aged 16 or 17, still in care, and has been cared for for at least 13 weeks since turning 14. • Relevant child: Aged 16 or 17, no longer in care, but was previously an eligible child. • Former relevant child: Aged 18 to 25 (or beyond if in education or training) and was previously an eligible or relevant child. 12 • Qualifying young person: Aged 16 to 21 (or 25 if in education/training), who was cared for or accommodated but for less than 13 weeks or was subject to a Special Guardianship Order after the age of 16. All eligible and former relevant care leavers in Hillingdon are entitled to: • a Pathway Plan tailored to their needs and aspirations • a named personal adviser (PA) to provide ongoing support • financial assistance to help with living, education, and training costs. The Children Act 1989 and 2004 requires local authorities to provide all eligible care leavers with a Pathway Plan and both a PA and ongoing financial assistance. In May 2013, the government published further guidance for local authorities with regards to arrangements for facilitating care leavers to ‘stay put’ in their foster placements after they reach the age of 18 years. The Children and Social Work Act 2017 extended the right for former relevant young people to request continued support from a PA up to their 25th birthday. This entitlement is reflected in Hillingdon’s Local Offer for care experienced young people. What it means to be an unaccompanied child seeking asylum Hillingdon is a Port of Entry (PoE) local authority, which means we are often the first point of contact for children and young people arriving in the UK without a parent or carer . As a result, we see a high number of unaccompanied children seeking asylum entering our care. These children and young people have often experienced significant trauma, hardship, and displacement due to conflict, persecution, or exploitation in their countries of origin. Their journeys to the UK vary, some may have travelled with the help of agents via air or road, while others may have been smuggled, trafficked, or hidden in vehicles, boats, or shipping containers. 13 Upon arrival, they are considered extremely vulnerable, as they typically have no identified parent or family member to provide care or protection. This makes them particularly at risk of exploitation, trafficking, offending, and ill health. Hillingdon Council has a statutory duty to safeguard and support these children. They are treated as cared for children under the Children Act 1989 and are supported in line with our corporate parenting responsibilities. Where a young person’s age is uncertain, the local authority may carry out an age assessment to determine the appropriate level of care and support. National Transfer Scheme (NTS) To ensure a fair and balanced approach across the country, the government introduced the National Transfer Scheme (NTS) in 2016. Initially voluntary, the scheme became mandatory in 2021. Under the current arrangements: • local authorities with a proportion of unaccompanied children seeking asylum above the set threshold percentage of their total cared for children population can refer children for transfer . • local authorities below the set threshold percentage are legally required to accept transfers. Hillingdon Council works closely with the Home Office and Department for Education to support the NTS and ensure that unaccompanied children are placed in safe, appropriate settings. To meet the needs of newly arrived children, we have developed a Reception and Safe Care model, which includes access to residential children’s homes, supported accommodation, and reception centres. These services are registered with Ofsted and provide a safe and supportive environment while longer- term placements are arranged. 14 Vulnerabilities of children and young people in care Exploitation In Hillingdon, we recognise that cared for children and care experienced young people may be more vulnerable to exploitation due to their lived experiences. Our Children’s Social Care teams, including the transition to adulthood service, work in close partnership with safeguarding colleagues and the Safeguarding Partnership Board across children’s and adult’s services to protect children and young people from all forms of exploitation and abuse. This includes criminal, sexual, financial, online and any other form of exploitation. Children who go missing Children and young people who go missing from care are at heightened risk of harm, including exploitation, substance misuse, and violent crime. Hillingdon follows its Missing Children Protocol, ensuring that every child or young person is offered a return home conversation within 72 hours of their return. For care experienced young people, PAs monitor and support young people who go missing, ensuring their needs are addressed. Unaccompanied asylum-seeking children who go missing are robustly tracked by the 18+ team, with regular liaison with the police and the Home Office to locate and safeguard those who are long- term missing. Child sexual exploitation (CSE) Hillingdon’s multi-agency safeguarding partnership prioritises the identification and protection of children and young people at risk of CSE. We have embedded training, tools, and data analysis to support practitioners in recognising and responding to CSE. Foster carers and residential colleagues receive targeted training and support to recognise, address and prevent CSE. Our Practice Framework includes multi- agency workshops to strengthen our collective response to exploitation. Contextual safeguarding We are committed to understanding and responding to extra-familial harm, including serious youth violence and exploitation in the community. Through the Children Safeguarding Partnership contextual safeguarding strategy and our contextual safeguarding approach, we work with partners, such as the Police, Youth Justice, Community Safety, and the Violence Reduction Unit to identify and respond to risks in specific locations and peer groups. Multi-agency panels assess and manage complex situations, including those that cross borough boundaries. We take an active part in Multi-Agency Risk Outside the Home (MAROTH) groups and governance structure that brings together partners from children’s services, police, health, education, and community safety. Its purpose is to coordinate responses to harm outside 15 the home, ensuring that high-risk and complex cases involving adolescents are managed effectively. Innovative engagement projects, such as pop-up football events and community guardianship initiatives, help create safe spaces for young people. Reachable moments In partnership with health services, we are exploring opportunities to engage young people at critical points, such as presentations at A&E, where they may be more open to support following incidents of violence or exploitation. These ‘reachable moments’ are key to early intervention and safeguarding. Preventing radicalisation As corporate parents, we are committed to safeguarding children and young people from radicalisation and extremism. All staff and foster carers complete mandatory Prevent training. We work with key partners including the police, health, and the Home Office to deliver the Prevent strategy, which focuses on: • challenging extremist ideologies • supporting vulnerable individuals • strengthening institutional resilience to radicalisation. Modern slavery Cared for children and young people, particularly unaccompanied asylum-seeking children, may be at risk of trafficking and modern slavery. Hillingdon Council adheres to the Modern Slavery Act 2015 and ensures that all staff are trained to identify and respond to concerns. Any child transported for exploitative purposes is considered a victim of trafficking. Our procedures ensure swift safeguarding responses and access to support. Youth justice We recognise the vulnerability of our cared for children and care experienced young people in relation to offending. We work closely with the police and Youth Justice Service to prevent unnecessary criminalisation. We promote restorative and diversionary approaches and expect carers to manage behaviour without involving the police unless necessary. When a young person does offend, we ensure a coordinated support plan is in place, including transition planning for those leaving custody, to promote rehabilitation and reduce reoffending. Caring for children who need help Sometimes, children and young people go through difficult times at home. We have different ways to help, like giving support to families, helping in the community, 16 or finding a new safe place for a child to live if needed. We only take children into care when it’s important for their safety and wellbeing. Keeping children safe If a child or young person is not safe at home, we may have to use our legal powers to move them away from their home to keep them safe. When this happens, we act quickly and carefully to make sure they are cared for properly. We make sure the process is handled in a child-centred manner and without unnecessary delays. We plan carefully with the ambition that every young person can have a stable and long-term place to live where they are happy and belong. We promise to try to find someone in their family or someone they know well to care for them, so they can stay close to the people they love. We believe that staying connected to familiar people, community and friends is important for a young person’s wellbeing, identity and their future. Support after leaving care When young people leave care, we are here to support them in building a positive future. We want every care experienced young person to feel confident, supported, and ready to take on adult life. That is why we continue offering help and guidance until they are 25. We will make sure young people have the practical skills they need to live independently, like managing money, finding a place to live, staying healthy, and knowing how to access support with jobs, education, benefits, and other services. We also work with families, trusted adults, and other organisations to make sure young people feel safe at home, in their communities, and in places like school or college. We want them to build strong, trusting relationships that last. Most importantly, we always listen to what young people have to say. Their views matter at every stage of planning and decision-making. We make sure they are heard, involved, and kept informed, because their voice is central to everything we do as their corporate parent. After the age of 21, young people may choose not to engage with us or feel they wish to be fully independent. But, as a good parent, we will continue to be here and make sure they know how to contact us when the going gets tough, and we will ensure that all our young people know how to reach us when they need us. 17 Our local context (Based on data as of 31 March 2025, unless stated otherwise) • Hillingdon Council acted as corporate parent to 312 cared for children and 602 care experienced young people (18 to 25 years old). • Among the total cared for children, 52 were unaccompanied children seeking asylum (UCSA), accounting for 17% of the cared for children’s population. • Of those children cared for on 31 March 2025: - 38% were White - 25% were Black or Black British - 14% were Asian or Asian British - 11% were of Mixed ethnicities - 11% were from Other ethnicities. Where children live • Of the cared for children at the end of the year , 8.3% had three or more placements during the year . • 47% of our cared for children are placed with foster carers. • 10.3% are in residential children’s homes, including Hillingdon’s own resource. Care experienced young people • 80% are in suitable accommodation. There were 167 young people (84 cared for children and 83 care experienced young people) living in fully accredited and checked supported accommodation. • 57% are engaged in full-time education, employment, or training. • 7% of the above group are pursuing higher education. • 12 young people are living in staying put arrangements • 47 young people are residing within the Staying Close project. 18 Our pledge Our promises to our children Help and support to stay safe and healthy Support through education and planning for the future Celebrate achievements Listen and involve children and young people in decisions about their lives Help all children feel they belong Ensure young people feel fully prepared for transition into adulthood Help and support to stay safe and healthy We are committed to ensuring every child and young person in our care feels safe, secure, and supported in maintaining their physical and emotional wellbeing. We provide access to skilled carers and professionals trained in trauma-informed approaches and work closely with health partners to offer regular health checks, timely referrals, and support tailored to individual needs. Our ongoing relationship with health services ensures that young people have access to the right advice, activities, and services to help them lead healthy, fulfilling lives. We are always here to offer guidance and a listening ear , whenever it is needed. What we do for cared for children • All our foster carers and residential care workers are trained in PACE (a parenting programme Playful, Accepting, Curious and Empathetic) and social workers are trained in trauma-informed practice to enable them to support our children’s emotional wellbeing. • Our social workers have access to the specialist Multi-Agency Psychology Service (MAPS), which supports decision-making regarding children and young people through an attachment-focused approach. • The Strengths and Difficulties Score is used to assess children’s wellbeing. Children with a score of 17 or higher are automatically referred to MAPS. Those who score between 14 and 17 are considered for additional support. • Young people with complex health needs have support from the Hillingdon Transition Service for 14 to 19-year-olds moving from care to adulthood. • Every child and young person is provided with an annual health assessment to ensure their physical and emotional wellbeing needs are 19 assessed and addressed. Those children under five years of age will receive assessments twice a year . • We remain committed to collaborating closely with health professionals and partner agencies to promote the health and wellbeing of our children. • All our cared for children are encouraged and supported to engage in extracurricular activities to support their social skills, self- esteem, and emotional wellbeing. What we will do for our care experienced young people • We provide ongoing support for our care experienced young people up to the age of 25. They can contact us via email or telephone for support and advice. • Our children (aged 13 to 24) have priority access to services offered by the Youth Offer including Link Counselling careandsupport. hillingdon.gov.uk/Services/2244, sexual health and wellbeing programme (KISS) www. hillingdon.gov.uk/sexual-health and SORTED www.hillingdon.gov.uk/ substance-misuse. • We offer discounts at the council’s gyms to improve health and wellbeing and promote heathy living. • ASK JAN provides a comprehensive range of supportive services, including a dedicated helpline, recreational activity discounts, and up to six in-person counselling sessions. What we are working on • In partnership with health organisations, we are committed to providing young people transitioning from care with access to essential information, including their medical history, immunisation records, ongoing healthcare requirements, and other pertinent details. • Multi-disciplinary transitions surgeries to plan adult health and social care for young people after 18, addressing both physical and emotional needs. • All our young people are reviewed by our transitions panel from the age of 17 to facilitate a coordinated approach with our Adult Social Care teams and to ensure that the transition process is smooth and timely. Support through education and planning for the future Education is at the heart of unlocking a bright future, and we are committed to supporting our care experienced young people every step of the way. We guide them through school, college, and training, helping them set 20 realistic goals and celebrating their achievements. Working closely with the Virtual School and our partners, we offer practical advice on career choices, apprenticeships, further and higher education, ensuring each of our young people receive the guidance and support they need. Our team collaborates with educators and employers to provide information about grants, bursaries, university life, and training opportunities. We also supply resources, such as laptops, for those continuing their studies and create tailored apprenticeship opportunities just for our care experienced young people. By working together , we empower every young person to make informed decisions about their future and help them plan for success. We recognise the critical role that education plays in the lives of our children and how this supports both learning and safeguarding. The Education team is our fourth statutory partner in our Safeguarding Partnership, and plays a key role in planning and decision-making that promotes learning, education and safeguarding. Hillingdon Virtual School Hillingdon Virtual School is here for our children from early years right through to when they leave care, no matter where they live or go to scho