This week is National Care Leavers Week, and I have been reflecting on the role of local authorities as corporate parents in supporting and empowering the young people in our care. We are tasked with providing a safety net that extends beyond the age of 18, ensuring these young people have access to the right services, guidance, and opportunities. Our commitment must reflect a core belief that every care leaver has the potential to thrive, and it is our duty to help them realise that potential and ensure equality of access and opportunity.

When I spend time talking to our young people about their journey, and their experiences of the care system, I am reminded of the profound responsibility we have in shaping the futures of the young people in our care and the significantly positive and long-lasting impact we can have where we get the balance of support and opportunity right. Corporate parenting is more than just a term, it’s a commitment to ensuring that every child we care for receives the right support and opportunity they need to thrive. The journey from care to independence can be fraught with challenges, with our young people more likely to face unemployment, mental health issues, and homelessness than their peers. These statistics are not just numbers, they represent young lives at a critical juncture as they navigate the path to adulthood – and when we think of our own children at home, we know that we would all do whatever we could to protect them from challenges like these. 

Young people have told us they often feel unprepared, anxious and alone. So, whilst this week provides an opportunity to celebrate the successes of care leavers in our community, we must take a moment to assess the progress we’ve made as corporate parents and acknowledge the challenges that remain. We have implemented various programs aimed at enhancing education, employment, and mental health support and whilst many of these have had impact, it has been too inconsistent for young people across the country. The local offer for care leavers is not one that consistently reflects the equality of opportunity and access to support nationally that we would all want to see.

Corporate parenting involves all of us—local authorities, key partners, local businesses and the community—coming together to act in the best interests of children and young people in care. As directors, we play a crucial role in advocating for these individuals, ensuring they are treated with dignity and respect and that their voices are heard. This means being proactive in creating a nurturing environment that extends beyond the care system into their transition to independence. A successful corporate parenting system is built on collaboration, consistency, and compassion, and in the context of an extraordinarily financially challenged public service landscape, it requires us to be brave about how we link arms and pool resource for the greater good. National Care Leavers Week is a call to action for our entire community. These collaborations can, as we know lead to apprenticeships, job placements, and mentorship opportunities that are vital for care leavers as they transition to adulthood and feel seen, held and wholly part of their communities.

Our vision as corporate parents must be one of happiness, opportunity and success for the children we care for – we champion our own children for all their lives – we must do the same here.

In the end, the heart of corporate parenting lies in our unwavering belief that every care leaver deserves the chance to thrive, and it is our responsibility to make that belief a reality.  I think young people would say that we are not quite there yet – and as an extended network of “parents” we know we have more to do. The commitment to deliver on that vision is as unwavering as our belief in it.