The Corporate Parenting Board of Lancashire County Council met on Wednesday, 20 May 2026, to discuss updates on district team performance, participation initiatives, and the leaving care local offer. Key decisions included supporting the development of an art project and Youth Takeover Day, and agreeing to explore recognising Care Leavers Forum participation as volunteering. The Board also noted progress on the whole council approach to corporate parenting and provided initial feedback on the draft Corporate Parenting Strategy 2026/2030.

District Team Update

The Board received an update on the services provided in Burnley, with Vicky Burbridge, Team Manager for Children in Our Care, outlining the structure and support offered to young people aged 13 and over, as well as those transitioning from care. The Burnley Youth Zone Hub was highlighted as a vital drop-in service for care leavers, offering multi-agency support including budgeting advice, cooking skills, and independence training. Children in care are encouraged to attend the Hub before leaving to familiarise themselves with the services.

Key challenges identified in Burnley included high levels of deprivation, below-average educational attainment, limited access to stable accommodation, higher crime rates, inconsistent mental health service models, and lower wages with limited employment opportunities. The Board discussed inconsistencies in mental health service provision, noting that while services have merged under LSCFT¹, differences in experience and access persist. Plans to redesign complex risk support liaison roles, with practitioners co-located within social care teams, were welcomed as a positive step towards improved communication and earlier problem-solving. Future reports were requested to include clearer examples of progress and actions taken to address identified challenges. The Board agreed to explore opportunities to strengthen partnerships with local employers and organisations to improve young people's outcomes.

Resolved:

• Clarification will be sought regarding the current operation of LCAS and CAMHS under LSCFT.
• The development and co-location of complex risk support liaison practitioners was noted and supported.
• Future reports should include clearer evidence of progress and actions alongside identified challenges.
• Opportunities to strengthen partnerships with local employers and organisations to support young people's outcomes will be explored.

Participation Team Update

Maddie, a care leaver from the LINX Forum, presented the Care Leavers Forum art project, which aims to enable care-experienced young people to express themselves creatively through artwork and written pieces, with plans for a published book, workshops, and exhibitions. A Youth Takeover Day is also being co-produced with young people for July. The Board considered a proposal to recognise participation in the Care Leavers Forum as volunteering, allowing young people to access a weekly volunteering allowance, acknowledging the significant time and skills development involved.

Resolved:

• The Board welcomed and supported the development of the art project and Youth Takeover Day.
• Details of the art project will be circulated to support wider promotion.
• The Board supported further exploration of recognising forum participation as volunteering.
• A follow-up meeting will be arranged to consider this proposal in detail, including implementation and processes.

Leaving Care Local Offer Update

Roxanne McAllister, Senior Manager for Leaving Care, provided an update on the Leaving Care Local Offer. The Lancashire House Project in Preston was highlighted for its success in supporting young people aged 16–17 to develop independence skills, with plans to expand the model county-wide. Approximately 385–400 commissioned supported accommodation placements are available across Lancashire, including supported lodgings and 24-hour supported living.

A significant development is the introduction of a rent guarantor scheme to help care leavers access private rented accommodation. Employment and training opportunities, including ring-fenced council roles and supported work trials, are also available. A new participation approach, Get Involved, has been introduced to widen engagement through flexible methods. Future priorities include expanding the Lancashire House Project, securing consistent housing priority for care leavers across district councils, strengthening employment pathways, developing a care leaver app, and enhancing the role of social value in commissioning.

Resolved: The Board noted the update and welcomed the continued development of the Local Offer.

Corporate Parenting - Whole Council Approach

Jennifer Robertshaw, Head of Service for Children in Our Care and Care Leavers, updated the Board on the development of a whole council approach to corporate parenting. This initiative emphasises that all council employees share responsibility for children in care and care leavers, with efforts made to raise awareness through training and internal communications. A senior Corporate Parenting Champion, Mark Wynn, has been appointed, and a cross-directorate working group has been established.

Tangible progress includes the introduction of free prescriptions and free travel for care leavers, strengthened employment support, and increased access to resources. However, housing remains a challenge, with inconsistencies across district councils. The Board discussed the importance of preparing young people for independent living, with proposals being developed for pre-tenancy preparation and joint planning meetings. The progress made through the whole council approach was positively received, and the continuation and further development of the approach and working group were supported.

Resolved: The Board noted the progress made and supported the continuation and further development of the whole council approach and cross-directorate working group.

Corporate Parenting Strategy 2026/2030

Roxanne McAllister presented an update on the draft Corporate Parenting Strategy 2026/2030, which has been informed by consultations with young people, staff, and previous Board discussions. The strategy is structured around seven core priorities: participation and co-production; identity; home; preparation for adulthood; health and wellbeing; safety; and education, employment and training. New priorities include identity, preparation for adulthood, and safety.

The strategy emphasises embedding young people's voices, recognising individual identity, ensuring stable homes, promoting health and wellbeing, and strengthening safeguarding. It also highlights a focus on education, employment, and training to support positive long-term outcomes. The Board noted that the strategy reflects a strong corporate parenting culture. Members were given time to review the draft priorities and provide feedback, with further comments to be submitted after circulation of the documents.

Resolved: The Board noted the draft Corporate Parenting Strategy and provided initial feedback, with further comments to be submitted following circulation of the documents.

Forward Plan

The Board received an update on the Forward Plan for future agenda items. Members were encouraged to propose items for upcoming meetings to ensure a balanced agenda that covers the full corporate parenting remit, including younger children and early permanence. The introduction of themed agenda items, such as regular updates on health and wellbeing, was suggested to provide oversight and support informed challenge.

Resolved: The Board agreed that members will submit suggested agenda items to the Democratic Services Officer for inclusion in the Forward Plan.

Next Meeting

The next meeting was scheduled for Wednesday, 22 July, with a Young People's Takeover meeting planned between 11:00 am and 3:00 pm. The location was to be confirmed.