Read the text of this document (31 pages)
1
Hillingdon’s Care Strategy
November 2025 – 2030
Contents
Foreword ................................................................................................................................................. 3
A Message from Director of Children’s services, Julie Kelly ................................................................... 4
A Message from the Cabinet Member Children, Families and Education, Councillor Susan O’Brien .... 4
A Message to our young people from one of our young people: CH ..................................................... 5
Our Strategy for Cared for Children and Care Experienced Young People ............................................. 5
Our Core Principles ................................................................................................................................. 6
Supportive Relationships .................................................................................................................... 6
Holistic Support ................................................................................................................................... 6
Advocacy and Participation ................................................................................................................ 6
Continuity and Stability ....................................................................................................................... 7
Aspirations and Achievements ........................................................................................................... 7
Our Commitment to Improvement ..................................................................................................... 7
What is a Corporate Parent?................................................................................................................... 7
Corporate Parenting Principles ........................................................................................................... 8
What it means to be in care (Cared for Children) - The Law .......................................................... 8
What it means to be a care experienced young person – The law ................................................. 9
What it means to be an unaccompanied child seeking asylum .................................................... 10
National Transfer Scheme (NTS) ................................................................................................... 10
Vulnerabilities of Children and Young People in Care .................................................................. 11
Caring for Children Who Need Help ................................................................................................. 12
Keeping Children Safe ....................................................................................................................... 13
Support After Leaving Care ............................................................................................................... 13
Our Local Context.................................................................................................................................. 13
Our Pledge............................................................................................................................................. 14
Help and support to stay safe and healthy ............................................................................... 15
Support through education and planning for the future .......................................................... 16
Celebrate achievements ........................................................................................................... 18
Listen and involve children and young people in decisions about their lives ........................... 19
Help all children feel that they belong ...................................................................................... 19
Ensure young people feel fully prepared for transition into adulthood ................................... 21
Purpose and Responsibilities of Corporate Parenting Panel: ....................................................... 27
Voice and Influence of Children and Young People ...................................................................... 27
2
Future Aspirations for Children and Young People in Care .......................................................... 29
Making it happen .................................................................................................................................. 30
3
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 the London Borough of Hillingdon, Poppy with 21 years and Tehseen
with 8 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 voic es
that have shaped this strategy and continue to inspire our work every day.
We are proud of how far we’ve come in Hillingdon. Over recent years, we have made
significant changes to how we listen, how we care, and how we 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 high 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, to keep
listening, and to keep 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.
Sincerely,
Tehseen Kauser
Director of Children’s Social Care
Poppy Reddy
Assistant Director – Children’s Care, Support and Transitions
4
A Message from Director of Children’s services, Julie Kelly
At the London Borough of Hillingdon, 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 well -
being 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
A Message from the Cabinet Member Children, Families and Education,
Councillor Susan O’Brien
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.
5
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 cent ral
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 Services
A Message to our young people from one of our young people: CH
Being In care isn’t easy, but there is always someone to help and look after us. Hillingdon
ensure that meetings are helpful and you know what’s going on. Support from 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. Whilst turning 18 can be difficult,
someone will be there to guide you through, to prepare you for the future. Hillingdon have
written this document as its 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
Our Strategy for Cared for Children and Care Experienced Young People
Welcome to the London Borough of Hillingdon (LBH) 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 distin ct 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.
6
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 Hillingdon 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 o ur young people, and for the purpose of this strategy, we have
moved away from acronyms such as LAC or CIC. 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.
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
understand their individual strengths and needs. To support them on their journey, w e will
provide comprehensive support that addresses the diverse and individual needs of our cared
for and care experienced you ng 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 well -being. In
addition, they will always have the support of an 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 coproduction and working in partnership with our children
and 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.
7
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 t o 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 L ondon 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.
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, educat ion, 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 child ren and young
people, protecting them from harm, and providing the support needed for them to flourish and
8
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 that the Corporate Parenting Principles outlined
in the Children and Social Work Act 2017 are embedded in our practice. It focusses 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 well -
being, of those children and young people.
To encourage those children and young people to express their views, wishes and
feeling
To consider the views, wishes and feelings of those children and young people.
To help those children and you ng 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 peo ple 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.
Our values are that all children should grow up and achieve within their own famil ies 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 the access to the right service
at the right time.
For further detail, please refer to Applying corporate parenting principles to looked -after
children and care leavers - GOV.UK.
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.
9
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 16th 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 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.
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 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 al l eligible care leavers
with a Pathway Plan and both a personal adviser 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 the continued support of a personal Adviser up until their 25th birthday should they
wish. As a result, Page 7 of 19 of the Children and Social Work Act 2017, the Local Authority
has published its Local Offer to Care Leavers (care experienced young people).
10
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.
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 ar e 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 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, Hillingdon has 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.
11
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 18+ Care Leavers 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 ho me conversation
within 72 hours of their return. For care experienced young people, Personal Advisers monitor
and support young people who go missing, ensuring their needs are addressed.
Unaccompanied asylum-seeking children who go missing are robustly tra cked 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 the
12
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, Hillingdon is 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
Children and young people in care, particularly unaccompanied asylum-seeking children, may
be at risk of trafficking and modern slavery. Hillingdon 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 c ared for children and care experienced young people
in relation to offending. Hillingdon works 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, or finding a new safe
13
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 t hey 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 YP know how to
reach us when they need us.
Our Local Context
(Based on data as of March 31st, 2025, unless stated otherwise)
14
The London Borough of Hillingdon acted as Corporate Parent to 312 Cared for
Children and 602 Care Experienced Young People (18-25 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 31/03/2025,
- 38% are White,
- 25% are Black or Black British,
- 14% are Asian or Asian British,
- 11% are of Mixed ethnicities
- 11% from other ethnicities.
Where children live
For 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.
Our Pledge
15
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 the Multi Agency
Psychological Service (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 are provided with an annual health assessment to
ensure their physical and emotional wellbeing needs are 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 well-being of our children.
All our cared for children are encouraged and supported to engage in extra curriculum
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 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 that they belong
Ensure young people feel fully prepared for transition into adulthood
16
Our children (aged 13-24) have priority access to services offered by the Youth Offer
including Link Counselling , Sexual health and Wellbeing Programme (KISS) and
SORTED.
We offer discounts at LBH 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 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 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 receives
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 recognised the critical role that education plays in the lives of our children and how this
supports both learning and safeguarding. Education are our 4th statutory partner in our
Safeguarding Partnership and they play a key role in planning and decision making that
promote 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 school. They work with other teams to make
sure our children get the support they need, especially if they have additional learning needs
or disabilities.
17
They make sure children and young people have access to good schools, training, or college
courses. They also monitor their attendance, progress, and achievements, and make sure
Personal Education Plan (PEP) suits their learning style and goals.
What the Virtual School do for children we care for:
All children and young people under our care will be assigned a designated
representative from the Virtual School to support them if they are not engaged in
education, employment , or training (NEET), and to assist in preparing them for
educational or employment opportunities.
We will ensure that their care plan is regularly reviewed alongside their Personal
Educational Plan.
They organise residential trips (like Jamie’s Farm) and enrichment activities to help our
children build friendships and confidence.
They can provide the relevant tools to ensure that our children’s education is promoted
e.g. – laptops to facilitate learning
For all care experienced young people:
They support our young people beyond school age with their education.
They support our care-experienced young people, both within and outside Hillingdon,
in accessing college and university opportunities.
They offer comprehensive information regarding university life, including details on
grants, bursaries, and expectations for their academic experience.
They offer laptops to our young people who have been in education for over 12 weeks
after school age to support with their studies.
They support our young people claiming asylum to learn English through ESOL
courses.
They offer financial help with university applications and student finance.
They have created apprenticeship opportunities just for our care-experienced young
people, and support with interview preparation.
They will offer guidance to assist our young people in finding and securing employment
that aligns with their skills and interests.
What they are working on:
Enhancing methods for monitoring progress to ensure timely intervention when
support is required for our children or young people, as well as to acknowledge their
achievements as they occur in real time.
Collaborating with other services to make sure everyone understands their role and
works well together . Raise our levels of challenge to schools in tackling any low
expectations or lack of ambition for our cared for children and care experienced young
people
Introducing an Early Years-specific PEP for 2-, 3- and 4-year-olds, ensuring that their
individual educational needs are identified, supported, and monitored closely.
18
Developing a Post 16 model as a PEP through consultation with our care experienced
young people, those in our care and formally through the Children in Care Council.
Continuing to support our young people after they leave our care to further their
aspirations in education, training, and employment
Celebrate achievements
We recognise and celebrate the successes of our children and young people, big or small.
Whether it’s academic accomplishments, personal milestones, or acts of kindness and
resilience, we make sure to acknowledge and reward their efforts. Celebrating achievements
helps build self-esteem and a sense of belonging, and we are proud to share in their joys and
support them through challenges.
What we do for our cared for children:
Acknowledgement of school achievements at every Personal Education Plan
meeting.
Discussion at Looked After children’s review about personal achievements.
Nominate our children and young people for external and internal awards.
What we do for our care experienced young people:
Every year we celebrate the achievements of our cared for children and care experienced
young people at the annual Kids in Care Awards (KICA). This is Hillingdon's flagship event to
honour the achievements of cared for children and care experienced young people. It’s a
vibrant, youth-led event that grows every year, attended by hundreds of children and carers,
supported by staff and elected members who volunteer their time to celebrate the
achievements of our children. Any professional working with our care experienced children or
young people can nominate them for a KICA to enable them to be invited to the annual event
that features:
Red carpet ceremony - With awards presented by civic leaders such as the Mayor
and senior council officers
Fun activities - like bouncy castles, face painting, magicians, stilt walkers, caricature
artists, and interactive games.
Mocktails, food trucks, and gift bags - All curated with input from our young people
themselves.
Participation – Year on year we receive several nominations for our children , with
2025 having a record breaking 927 nominations.
Participation and Voice in Celebration - It is also about empowerment:
The Children in Care Council (CiCC) and Youth Voice Forum shape services, events,
and training like “Walking in Our Shoes”
Our y oung people contribute to staff recruitment, SEND strategy, and community
safety projects like “Making Hayes Safer”
19
Their input influences events such as Pride, Eid, and Black History Month, ensuring
cultural relevance and inclusivity.
Listen and involve children and young people in decisions
about their lives
We believe the voices of our children and young people are central to everything we do. We
make it a priority to listen, involve them in planning, and keep them informed at every stage.
Their views shape our services and decisions, ensuring that the support provided truly meets
their needs and wishes. We encourage open dialogue and provide opportunities for young
people to express themselves, knowing their opinions are valued and respected. We strive to
always achieve a meaningful coproduction with our young people and make them our partners
in decision making and in shaping the future of the service.
To do this, we use different ways to engage such as:
Assessments.
Co-production and sharing of Care Plans.
Child- centred Personal Education Plans (PEPs).
Participation in Child Looked After Reviews and support to chair them if they so
choose.
Various participation groups.
Coproduction of our strategies and models of working.
Involvement in our interview panels for appointments at all levels.
Continued training of all our staff and across partnership including the Walking in Our
Shoes Training.
Health Assessments completed with consent and in partnership.
Fostering or Adoption records (if these apply to you).
Pathway planning developed and agreed together depending on the individual
strengths and needs.
Compliments and complaints
Our children and young people's views matter, and we will make sure they are written down
and taken seriously.
If our children and young people feel that they need additional support to get their voice heard
they have access to an independent advocate to consult with, represent their views and / or
advocate on their behalf.
In all we do, we remain committed to gathering feedback and really listening to what we are
told and thus ensuring that the voice of our children and young people is heard and they are
meaningfully involved in the decisions and plans we make about the services and about their
lives.
Help all children feel that they belong
20
We want every child and young person to feel accepted, included, and proud of who they are.
Our approach is centred on creating a warm, supportive environment where everyone feels at
home, valued, and connected to those around them.
By nurturing trusting relationships and supporting each young person’s sense of identity, we
help them to understand their own story and what “family” means to them now and in the years
ahead. We encourage children to stay connected to people who matter most, whether that’s
family, siblings, friends, or supportive adults and we make sure to involve them in decisions
about how these important relationships are maintained.
We recognise that friends, sibli ngs, and leaving care workers often provide vital support, so
we actively help children and young people to build and maintain these strong relationships.
At the same time, we celebrate cultural identity and promote participation in community and
extracurricular activities, ensuring that everyone has the opportunity to feel a true sense of
belonging.
By consistently checking in and listening to our children and young people, we strive to make
sure their needs are met and that their voices are at the heart of our care planning. In doing
so, we help them to feel secure, confident, and connected to a community that truly values
them.
What we will do for our cared for children
Facilitate Family Group Conferences with families as early as possible and assist them
in identifying other potential family members who could provide care if children are
unable to remain at home.
Support and promote strong family relationships and help our children stay connected
in a way that is right for them.
Provide foster carers with greater support for teenagers and ensure every child enjoys
a stable home life.
Support children in understanding their experience in care through direct work, the use
of words and pictures, life story books, and letters.
Helping those who need extra support to navigate their identity.
Ensure that children have access to those who can provide support, such as
befrienders and advocates
Help and encourage our children build strong support networks, so they feel confident
and connected as they grow into adulthood.
Placement stability meetings to proactively address and prevent placement disruptions
and breakdowns.
Proactively evaluate the potential for reunification with birth parents when it is safe,
appropriate, aligns with the expressed wishes and feelings of our children, and is
supported by our assessment as being in their best interests.
When it is necessary for children to move homes, we will implement parallel planning
whenever possible to determine the most suitable home and minimise delays in
securing a school place, ensuring that both transitions are coordinated effectively.
21
Collaborate with schools to ensure that each of our child has access to a trusted
individual for support.
Invite our cared for children and care experienced young people to participate in
organised events and activities, such as summer BBQ’s, Eid celebrations, and
Christmas gatherings, providing opportunities to connect with their peers.
What we will do for our care experienced young people:
Provide stable housing during term time to ensure that our young people with care
experience can maintain stability while pursuing their education.
Our care experienced young people are supported in their new tenancies with a Setting
up Home Allowance and outreach support from our providers.
The right home and right care will be made through careful matching and support
including providing a ‘Staying Close’ home following a needs led assessment.
What we are working on:
To provide a choice of home and for our young people to be involved in the selection
of the right home for them.
To develop clear processes for input into decisions regarding placement moves in
order that educational provision is considered a priority.
To continue to recruit foster carers who can meet the needs of our children and young
people and support them to be matched on a long-term basis.
Building new residential homes in Hillingdon so that as many children as possible can
stay living in the borough, close to their communities, families, school and local
services.
Enabling foster families to support each other and their children through the
Mockingbird Programme.
Collaborating with housing services to support transition to adulthood and assisting
with securing and maintaining tenancy.
Collaborating with housing providers to offer a broader selection of housing options for
our c are experienced young Pe ople, including YMCA, shared housing, and semi -
independent accommodations, determined by a needs led assessment.
Continue to work closely with schools to increase the understanding of the care,
through training, advice, advocacy and guidance.
Ensure young people feel fully prepared for transition into
adulthood
We aim to prepare young people for adulthood as a journey, recognising that developing
independence is a gradual process. Our support continues up to the age of 25, ensuring that
each young person has access to assistance as they navigate this important tr ansition. By
teaching essential life skills , such as budgeting, cooking, and independent living , we equip
young people with practical tools for everyday life.
The transition from care to independence is a significant milestone. Through our Transition to
Adulthood service, we aim to build confidence, resilience, and the necessary skills for
22
successful adulthood. Our guidance extends to areas including health, employment, and
housing, ensuring young people are ready to face a range of challenges. Support and advice
remain available beyond the age of 21, so that young people know they can seek reassurance
or guidance whenever needed.
We recognise the unique needs and experiences of care experienced young people. Our
approach centres on listening to their views and adapting our support to fit their circumstances
and ambitions. We are committed to breaking down barriers, reducing adversity, and enabling
young people to achieve their goals in their own time and on their own terms.
Key Objectives
What we want, is for our care experienced young people to:
Experience a smooth transition into adulthood and have the same opportunities and
outcomes as their peers.
Have access to high-quality, consistent support up to the age of 25.
Have access to education, employment, and training (EET) opportunities.
Have access to safe, affordable and stable accommodation.
Be safe and know how to keep themselves safe.
Be healthy and to have a good level of emotional and physical well-being.
Build independence through the development of practical life skills.
Maintain and develop positive relationships and build social inclusion.
How do we achieve these in practice?
Allocation of Personal Advisor (PA)
Each care experienced young person is assigned a Personal Adviser (PA) from the age of 16
who remains a consistent contact point until they reach 21 and then ongoing support is
provided by the service until 25 if needed. Our PAs are passionate about advocating for our
care experienced young people and will work to form a positive relationship with the young
adults they are supporting.
Pathway planning
From the age of 16, all young people are given the opportunity to choose t heir Personal
Adviser (PA), ensuring their support is tailored to their preferences. At this stage, every young
person is dual allocated with both a PA and a Social Worker, providing comprehensive
guidance and support up to the age of 18. Each young person will be provided with a clear
pathway plan which they are encouraged to co -produce that is reviewed regularly. The plan
will identify goals and the support needed to achieve them. We want to ensure that all young
people have a clear plan before they turn 18, including key partners such as adult social care
and health where necessary.
Housing and Accommodation:
23
We provide access to a range of accommodation options including supported lodgings, semi-
independent living, staying close, staying put arrangements and help accessing social housing
or private renting such as Houses of Multiple Occupation (HMOs) or shared accommodation.
We encourage and facilitate Staying Put arrangements, allowing young people to remain with
their foster carers beyond age 18 where appropriate.
We have the Staying Close programme for young people who need some additional support
post 18 and a referral to Hillingdon Transition Panel when young people have identified care
and support needs.
We know that sourcing suitable accommodation, which meets the needs of care experienced
young people is challenging in London . This is due to the nat ional and local shortage of
housing. That is another reason why we keep this as one of our ongoing priorities for our
young people and we work in partnership with all our colleagues to ensure that all our care
experienced young people can access suitable and affordable accommodation within a clear
housing pathway.
Be Safe
We want all our young people to feel safe in their homes and communities. The transition to
the adulthood service will identify vulnerable young people and engage them in developing a
personal safety plan. We will develop further the relationships with local community groups
and run workshops to engage young people in discussing issues around how to keep
themselves safe.
Practical Support and life skills
We know that our young people do not always feel ready for independence. We will work to
ensure that all young people have the help they need to develop key essential living skills
such as cooking, cleaning, budgeting and managing their money. We will engage with the
homes where young people are living prior to turning 18 to ensure that these skills are being
taught in preparation for independence.
Relationships and inclusion
We seek for all our young people to feel part of a community and a sense of belonging. We
offer opportunities for our young people to socialise and develop relationships such as weekly
football group, summer residential, summer BBQ and KICA. We would like to expand and
develop our offer for social activities and groups to promote social inclusion for our care
experienced young people.
What we have done:
Successfully extended our Personal Advisor service to young people leaving our care
up to the age of 25.
Supported care experienced young people to remain with their foster carer through our
Staying Put initiative to receive continued support in a family environment.
24
Developed the Staying Close pathway to ensure that those young people who need
that additional support prior to moving into independence will have that option.
Key Challenges and Priorities
Our ongoing objective is to enhance accommodation pathways for young people with care
experience. However, further action is required. Like other London boroughs, securing
sustainable housing in Hillingdon continues to present significant challenges.
What we will do:
Ensure that our children and young people are supported and prepared to live and
thrive in their own accommodation.
Our young people who are eligible for adult services will be identified early and have a
planned transition from children to adult's social care.
Assist our young people to develop good support networks and sustain significant
relationships to reduce the impact of loneliness, isolation, or lack of confidence as they
grow into adulthood.
Build robust processes for monitoring and evaluation around Employment, Education
and Training (EET), accommodation and health.
Increase engagement with our care experienced you ng people to gather service
feedback and ensure co-production.
Auditing of pathway plans to ensure consistency across the services.
Increase partnership working and develop key relationships with health, housing,
education, employers voluntary and community sector organisations.
Review the joint housing protocol to ensure that there are clear pathways that are well
communicated and understood and to look at developing a care leavers pathway.
Hillingdon’s Local Offer
We have a local offer for our care experienced young people which is published and promoted
so that our young people know what support is available and how to access this. The Local
Offer for our young people provides a comprehensive range of support and benefits aimed at
helping them transition smoothly into adulthood. The offer includes financial assistance,
accommodation options, health and wellbeing support, and educational opportunities. These
include but are not limited to:
Financial Support
Weekly funds matching Universal Credit for those without access to public funds
Setting-up-home allowance of up to £3,000
Fully funded travelcard for those living in London
Bursary of £2,000 over 3 to 4 years for university students
Financial support for driving lessons up until the age of 21
Emergency cash and food vouchers up to £30 a year
Assistance with vital documents like passports and driving licenses
Coverage of up to 50% of naturalisation fees for non-British citizens
Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.