The Children and Young People Select Committee met to discuss the Corporate Parenting Strategy and improving economic opportunities for young people. Key decisions included approving recommendations for an all-member briefing on corporate parenting and formalising reporting on carer welfare, as well as approving recommendations to lobby for standardised data collection on inequalities, develop integrated career guidance in schools, explore apprenticeship creation through capital spending, provide guidance for SMEs on recruiting young people, and create a mentorship scheme for young entrepreneurs.

Corporate Parenting Strategy

The committee discussed the Corporate Parenting Strategy 2025-2028, which outlines the council's commitment to children in care and care leavers. Sean Maguire, Head of Corporate Parenting, and Lemio McEwan, Director of Family Help and Care, presented the strategy, highlighting its co-produced nature and focus on the voices of children and young people. The strategy is based on the seven statutory principles of corporate parenting from the Children and Social Work Act 2017¹, aiming to ensure children in care and care leavers are safe, healthy, and have opportunities to thrive.

Key discussions included:

• The role of all council staff and partners as corporate parents: It was emphasised that this is a collective responsibility, with the strategy aiming to embed this understanding across the organisation.
• Recruitment and support for social workers: The committee heard about the workforce strategy for 2026-2028, which includes recruitment through university links and support for newly qualified social workers. Supervision and multi-agency working were also highlighted as crucial.
• Accessibility of the strategy document: Efforts have been made to ensure the language is accessible, with feedback incorporated from young people.
• Use of Independent Fostering Agencies (IFAs) versus in-house fostering: The report noted a higher proportion of children in IFA placements, with ongoing work to recruit more in-house foster carers.
• The importance of staff experience and training: Concerns were raised about whether staff life experiences matched the expectations of young people, with the Pathfinder programme aiming to broaden the diversity of staff in lead professional roles.
• Partnership with schools: Schools are seen as key delivery partners, and work is being done through the Virtual School and the education strategy to support them, acknowledging the current pressures on the school system.
• Access to independent advocates and mentors: A key measure of success in the strategy is ensuring all children and young people have access to independent advocates and mentors.
• Welfare of social workers and foster parents: The committee sought reassurance that the welfare of carers and social workers is prioritised, and that their voices are included in strategy development.
• Working with church networks and extended family networks: The council is exploring various networks to identify potential foster parents and ensure family networks are considered in decision-making.
• Transition to adulthood for care leavers: The strategy includes support for care leavers as they transition to independent living, with 94% of those aged 18-20 remaining engaged with services.
• The role of the Corporate Parenting Board: The board meets quarterly and includes representation from councillors, officers, children in care groups, and partner agencies. A key element is an annual take over session co-chaired by a member of Elevate (Children in Care Council).

The committee resolved to note and endorse the strategy, with two recommendations:

• An in-person all-member briefing on being a corporate parent to be held within four months of the council elections.
• Reporting on work undertaken to support the welfare of carers and foster parents to be formalised, including how their voices are centred in the council's work as corporate parents.

Improving Economic Opportunities and Outcomes for Young People

Spike Van der Vliet-Firth (Head of Economy, Jobs and Partnerships), Hazel Brooks (Jobs and Skills Programme Lead), and Ruth Griffiths (Head of Access, Inclusion and Participation) presented a report on improving economic opportunities and outcomes for young people. The report detailed Lewisham's post-16 indicators, outcomes, and destinations, highlighting the challenges and opportunities within the current labour market.

Key themes discussed included:

• Participation rates: Lewisham has high participation rates for 16-18 year olds, consistently exceeding national and London averages, with a strong focus on ensuring young people remain in education, employment, or training (NEET).
• Disparities in outcomes: A significant concern raised was the disproportionate unemployment rates for Black and Minority Ethnic (BAME) young people aged 18-24, who are twice as likely to be unemployed compared to their white counterparts.
• Barriers to employment: Mental health issues, cost of living pressures, digital exclusion, and a lack of cultural capital or knowledge of how to navigate the system were identified as significant barriers.
• Apprenticeships and vocational pathways: While T-levels are popular, uptake of apprenticeships, particularly for 16-year-olds, faces challenges due to a perceived lack of skills, confidence, and the need to secure an apprenticeship before leaving school. The introduction of the Growth and Skills Levy aims to address some of these issues by shortening apprenticeships and increasing Level 2 pathways.
• The role of schools and careers advice: There was a discussion about how to better integrate careers guidance within schools and ensure that information about opportunities is accessible to all families, not just those who are already well-connected.
• The impact of structural inequality and racism: The pervasive nature of structural inequality and racism in the labour market was acknowledged as a significant challenge for young people from minority ethnic backgrounds.
• The importance of local employer engagement: The need for employers to be more involved in shaping careers advice and curriculum was stressed, with a focus on linking local training offers to current and future job opportunities.
• The limitations of national data: It was noted that national data sets often lack the granularity needed to fully understand the specific challenges faced by a diverse borough like Lewisham.
• The role of Lewisham Council: The council acts as a convener and influencer, working with partners to create conditions for inclusive growth, particularly in sectors like creative, digital, and green industries.
• Specific initiatives: The report highlighted programmes like Baseline (for 16-18 year olds), Lewisham Works (for adults and young people), Adult Learning Lewisham, Elevate 100 (a youth-led hub), and the Mayor's Apprenticeship Programme.
• Construction and retrofit opportunities: Significant investment in construction and retrofit projects presents a major opportunity for job creation and skills development within the borough.
• Geographical coverage of services: A concern was raised about ensuring employability services are accessible across the entire borough, particularly in areas like the Peeps Estate, which has experienced high youth unemployment and violence.
• The shift in focus from higher education to vocational pathways: There is a growing recognition of the value of apprenticeships and vocational training, with reforms aiming to make these routes more attractive and accessible.

The committee resolved to note the report and approved the following recommendations:

• The council to lobby for data collection to be standardised and as granular as possible across London and the nation, with a focus on bridging inequalities between different ethnic groups.
• A more integrated and embedded model for career guidance and progression services to be developed and implemented within schools.
• Exploring the potential for creating additional apprenticeships through the council's capital spending, including the development of a skills plan to maximise apprenticeship opportunities.
• Providing guidance and continuing to explore creative options for further incentives for local SMEs to recruit local young people.
• Creating a mentorship scheme or network for young entrepreneurs to learn from established business owners across Lewisham.

Select Committee Work Programme

The committee reviewed its work programme for the upcoming year. The proposed agenda items for the next meeting include the Local Government and Social Care Ombudsman findings, tackling race inequality in schools, and data monitoring. The committee agreed to focus on the number of children in placements and the different types of placements as a key data monitoring item.

The committee resolved to agree the agenda for the meeting on 3 March 2026.