Fostering in England is facing a moment of truth. The number of children in care continues to rise, yet the number of approved foster carers has dropped by almost 10% since 2021, according to Department for Education (DfE) and Ofsted data. These aren’t just concerning statistics; they’re real stories of children placed far from their communities, sometimes separated from siblings and shuffled between placements. This isn’t just a recruitment issue anymore — it’s a placement sufficiency crisis. And when placements break down, we know it’s children who sadly pay the price.

Despite the challenges, local authorities (LAs) are working tirelessly. Teams are pulling out all the stops to find stable, loving homes. But when the cupboard is bare, they’re often left relying on costly independent fostering agencies, stretching budgets and adding strain to already overburdened systems. This simply isn’t sustainable — financially, practically, or emotionally — especially for children who need stability more than anything. As a child who was in a stable foster placement until I was adopted by my foster carers just before my 11^th birthday, I know first-hand the power that stable, loving foster care can make to children’s experiences and lives.

Yet, even in this pressurised landscape, there are green shoots of hope. More than 60% of LAs are now collaborating through Regional Fostering Recruitment and Retention Hubs, backed by £27 million in DfE funding (those of you who were at the recent ADCS Annual Conference will know that I’m offering a helping hand too!). These hubs are streamlining recruitment, developing buddy schemes and peer networks, and improving support for carers. The key question is this: how do we build on the momentum to increase conversion, boost retention, and deliver better experiences for carers and, most importantly, the children they support?

But we also need to be realistic; this transformation won’t happen overnight. Real change in fostering takes time. It requires the patience to let culture shift, the systems to catch up, and the resilience to keep going even when quick wins are elusive. LAs are showing leadership and innovation. Now, they need consistent, long-term support from national government to take this further.

The fostering hubs are delivering more than just numbers. They’re strengthening referral processes, improving panel operations, and fostering collaboration between local authorities who previously worked in silos. These are signs of real, structural improvement — but the system still faces stubborn barriers: lengthy assessment times, patchy connectivity between hubs and LAs, and inconsistent governance. Add to this the cost-of-living crisis, housing shortages, and economic insecurity, and it’s no surprise potential carers are hesitating or stepping away.

Fostering does not exist in a vacuum. More adult children are returning home, fewer spare rooms, rising rents, the need for dual incomes — all of these broader socio-economic trends are limiting fostering capacity. A local strategy, however innovative, can only go so far. If we want to expand the pool of carers and retain those we already have, we need a joined-up national response that reflects the realities families are facing.

But we also have to acknowledge that support for foster carers varies dramatically between LAs — and this inconsistency is contributing to the problem. While some areas offer incentives like council tax exemptions or priority access to housing, others still don’t pay the National Minimum Allowance. There is a clear case for stronger national leadership but all of us in local government should also look at what more we can do to support carers — particularly around training, retention, and wellbeing.

We need a call for urgent action:

A national recruitment and retention campaign that doesn’t just ask people to foster but shows why it matters. One that celebrates carers as the public servants they are — and ensures they are properly supported, respected, and rewarded. Fostering is not a fallback option. It is a life-changing act of care and connection. The message must be bold, consistent, and visible across the country.

Practical support for carers that reflects the real-world pressures they face. From exploring priority access to social housing, to targeted cost-of-living support, and even tax reforms — these are the levers national government can pull now to open doors for more people to foster.

A long-term national strategy for fostering that puts LAs at its heart. One that defines the future role of Independent Fostering Agencies, invests in LA capacity, and ensures the fostering system is aligned with broader care reform — including kinship care, adoption, and residential provision. Fostering deserves the same strategic attention and investment that other areas of reform are receiving. Without it, the entire care system risks imbalance.

Let’s be honest: there’s no quick fix here. But there is a clear path forward. LAs are laying the foundations. Now we need national leadership to build on them — with urgency, clarity, and ambition. Because fostering isn’t just about providing a place to sleep. It’s about giving children something far more powerful: a sense of belonging, the chance to heal, and a place to grow.