Barking and Dagenham Council has agreed a new four-year strategy setting out five promises to children in care and care leavers and how the council and its partners will work together to help them thrive.
The Corporate Parenting Strategy 2026–2030, agreed by Cabinet at its meeting at Barking Town Hall on Tuesday 15 September, sets out the council’s commitments as a corporate parent and the support care experienced children and young people, deserve and can expect.
At its heart are five promises shaped by what children and young people have said matters most to them: getting the best care and support; building lasting relationships and staying connected to the people who matter to them; receiving support with their health, wellbeing and mental health; getting the best possible education; and being supported to achieve their goals, prepare for adult life and have a safe place to call home.
The strategy makes clear that corporate parenting is a responsibility shared across the council and wider partnership, including councillors, council staff, schools, health partners, police, housing services, voluntary organisations and the wider community.
Children and young people have played an important part in shaping the approach. Skittlz, Barking and Dagenham’s Children in Care and Care Leavers Council, has worked alongside the council and children in care to influence decision-making, improving the support available to care leavers, increasing opportunities for young people and improving health and education services.
This work will continue under the new strategy, with a commitment to “nothing about you, without you”, ensuring care experienced children and young people continue to have opportunities to influence the services and decisions that affect their lives.
The strategy sets out practical priorities for the next three years. These include improving placement stability and permanence, doing more to recruit and retain foster carers, strengthening the Lifelong Links service to help young people maintain and rebuild important relationships, and improving access to high-quality healthcare and mental health support.
The strategy also reflects the council’s commitment to develop more care options to meet the needs of children in care, including through the development of the council’s own children’s homes.
Education is another key focus. During 2025/26, 93% of children in care had an up-to-date Personal Education Plan. The council is proud that children in our care achieved above national averages for children in care at Key Stages 2 and 4 last year, and have also made excellent progress this year. The strategy commits to maintaining high ambitions for care experienced children and young people, improving educational stability and strengthening support for those with special educational needs and disabilities.
The council will also continue supporting young people as they move into adulthood, including through safe and suitable housing, employment and training opportunities, financial literacy and practical support to live independently.
As of August 2026, 409 children were in the council’s care and 340 care leavers were being supported. During 2025/26, 60% of care leavers were in education, employment or training, compared with an England average of 54%, while 90% were living in suitable accommodation, compared with 89% nationally.
The strategy also recognises where further improvement is needed, including timely access to health services. While 92% of children had an up-to-date health assessment during 2025/26, increasing the number receiving dental and eye checks is identified as an area for further action.
Councillor Jane Jones, Cabinet Member for Children’s Social Care, Education & Schools, said:
“Our role as corporate parents is to make sure every child in our care feels safe, loved, listened to and valued. We want children and young people to have the relationships, opportunities and support they need to thrive and to feel confident about their future.
“This strategy sets out five clear promises covering the things children and young people have told us matter most to them – from good care, strong and lasting relationships and good health, to education, achieving their goals and having a safe place to call home.
“We will continue to listen to children and young people and put their voices at the heart of our decisions, because the best way to improve the support we provide is to work alongside the people who experience it.”
The strategy will be delivered in partnership with care experienced children and young people through the Corporate Parenting Board. An annual action plan will set clear targets to measure progress, with an annual report setting out what has been achieved.