The Children, Young People and Education Scrutiny Commission met on Tuesday 8 September 2026 to discuss the council's SEND Reform Plan, social care and education performance, and the Youth Justice Plan. Key discussions included noting reports on these topics and considering comments made by commission members.

White Paper and Local SEND Reform Plan Update

The Commission received an update on Leicester City Council's Special Educational Needs and Disabilities (SEND) Reform Plan, which was submitted to the Department for Education (DfE) in June 2026. The plan outlines how the local area partnership, led by Leicester City Council and the Integrated Care Board (ICB), will transform SEND services over the next three years. The Assistant City Mayor for Children and Young People noted that the DfE had responded positively to the plan, which was developed through co-production workshops involving parents, children, schools, colleges, and nurseries. The plan aims to be ambitious, prioritising areas of greatest pressure such as early years reception and mid-secondary education, and includes investment in specialist provision and alternative provision. The DfE expects most schools to have some form of specialist place. The plan also focuses on reshaping existing services to encourage inclusive practice, increasing speech and language therapy, and building social health and interaction support in secondary education. The locality approach aligns with the Family First and Family Hubs agenda.

In response to questions from the Young People's Council, it was highlighted that young people had been involved in the plan's development, particularly regarding post-16 transition, to ensure the offer met their needs. The reform aims to develop inclusion, provide effective provision in neighbourhoods, and broaden the capacity of mainstream schools for SEND pupils. The Commission was informed that the DfE is providing scrutiny, with quarterly reporting on strategic numbers. A locality model with neighbourhood dashboards is being developed to support schools more personally, with a focus on data and analysis to identify areas needing attention. Parent satisfaction will be measured through an annual survey, feedback from the parent and carer forum, and the Big Mouth Forum for SEND children.

The Commission resolved to note the report, and that a matrix and analysis on clusters and locality would be brought to a future meeting to assess their performance and the reasons behind it. Comments made by members would also be taken into account.

Social Care and Education Quarter 4 Priorities and Performance Ambitions 2026/27 and Quality Assurance

A report and presentation were given on departmental priorities, progress against performance ambitions, and Quarter 1 performance for the period April to June 2026. The Strategic Director for Social Care and Education stated the report aimed to provide greater transparency and support effective scrutiny.

Discussions highlighted the self-evaluation framework as an area for further scrutiny, particularly concerning assessment practice and service performance. Financial pressures in Children's Social Care were attributed to an increasing number of children remaining in the care system pending court decisions, impacting placement costs. The Commission requested the Placement Sufficiency Strategy be brought back for further scrutiny. Transition arrangements between Children's Services and Adult Social Care were identified as a focus area, with an emphasis on appropriate accommodation, support, and opportunities for young people entering adulthood, and the importance of their views being heard.

Concerns were raised about overspends linked to care leaver accommodation and placement costs. GCSE English and Mathematics attainment was discussed, with a request for additional information on outcomes for looked-after children. While progress for looked-after children and care leavers was noted as positive, partnerships with businesses are supporting education, employment, and training opportunities for young people up to age 24. A positive example of a care-experienced young person progressing to study medicine was shared, and the forthcoming Celebration of Success event was mentioned.

Updates were provided on the Family First reforms, proposing integrated Family Help Teams to strengthen family group decision-making and early intervention. Work with health and police partners to develop locality-based approaches and named contacts within cluster areas is ongoing, with further Family Hub-based pilots planned. Investment in community-led family support services was noted, with procurement underway. Workforce development remains a priority, with leadership and performance programmes supporting managers. Early progress has been made in exploring how technology, such as Microsoft Copilot and Liquid Logic, can support frontline practice.

The Commission resolved to note the report and presentation. It was also requested that the report from the Virtual Head, including school grades, be shared with members, and that a progress update on the implementation and use of Artificial Intelligence within Children's Services be brought back in six months. A joint meeting with the Adult Social Care Scrutiny Commission was also arranged to consider transition pathways.

Ofsted Focused Visit on Leaving Care

An update was provided following a two-day Ofsted Focused visit to the council's children's services Leaving Care Team in March 2026. The visit found the quality of relationships between staff and care leavers to be good, which care leavers themselves highlighted as very important. The workforce was noted as experienced, and there was improvement in the local offer for care leavers. Specific focus was placed on supporting around 20 care leavers in the Youth Justice System, who are often vulnerable and dispersed. Support is provided for new jobs or first homes.

Areas for improvement identified by Ofsted included the quality of recording interactions, the need for more ambitious language, and evidence of management oversight. Teams have been brought together, and an event for social workers is planned. Audit activity has been undertaken, and staff have been engaged on what constitutes good practice. For care leavers over 21, maintaining contact can be challenging, but audits found no cases of inadequate practice, with all areas rated as good or having recommendations to become good. Standards have been set for young people in prison, with extra support provided, though challenges remain regarding suitable accommodation upon release.

In the last six months, five Care Advisor posts have been funded, along with a new Head of Service post. Recruitment is underway for a Dedicated Service Manager. Additional capacity, training, and audit activity have been implemented, and a strategic plan is being developed.

In response to discussions, it was noted that care leavers aged 18-21 are automatically allocated a named advisor for continuity, and keeping-in-touch figures are good. After age 21, challenges can arise as individuals may not identify as care leavers. A dedicated phone line is available for support requests, and the aim is to keep the door open for them. Corporate parents address issues such as financial, housing, and health concerns, including mental health, to reduce isolation. While there is an allocation of social housing for care leavers, increasing numbers mean there are not enough tenancies, leading some to remain in supported accommodation.

Childhood trauma among care leavers and its delayed impact on mental health, prison rates, and homelessness were discussed. Efforts are being made to provide advice and support to young parents to break cycles of disadvantage. Family hubs are seen as important for staying in touch with vulnerable young people. Challenges remain around young people not in education, employment, or training (NEET). For young people from abroad seeking safety, peer support is emphasised, with opportunities for learning and integration. Efforts are made to respect individual cultures and provide accessible materials. Leicester's status as a city of sanctuary is noted as a positive choice for these young people. The Council has responsibility for care leavers, though some from other Local Authorities have been allocated to Leicester.

The Commission resolved to note the report. It was requested that the Leaving Care Strategy Report include information on Young People from Abroad Seeking Safety, engagement with the Voluntary Sector, and a case study from Care Leavers. The strategy should also include a breakdown of demographic data, and the commission's comments should be taken into account.

Leicester Children's Services - Self Evaluation

A presentation was given on Leicester Children's Services Self-Evaluation Framework (SEF), prepared for the annual engagement meeting with Ofsted. The SEF reflects on performance over the past 12 months, identifies areas for improvement, and outlines priorities for the year ahead.

The vision and priorities for Children's Services are aligned with the wider Social Care and Education department, focusing on empowering children, young people, and families through connection, care, and partnership working, with Families First reforms being a key part of this approach. The city's demographic profile, including deprivation, population mobility, and diversity, influences service demand, and efforts are made to ensure services are inclusive and culturally sensitive. Children and young people's participation is promoted through various engagement activities.

Quality assurance activity shows approximately 60% of audited cases are assessed as good, with a small proportion outstanding. Action plans and follow-up audits are used for areas requiring improvement. Placement stability for children in care remains positive, with the majority benefiting from long-term stability. Re-referral rates are relatively low, and most care leavers are in suitable accommodation, though challenges persist in increasing their participation in education, employment, and training.

Questions were raised regarding the number of children subject to Child Protection Plans, with it noted that Leicester historically experiences higher levels of demand due to deprivation and social factors. Partnership working with schools and health services remains a priority, with efforts to strengthen early help provision through schools, family hubs, and community-based support. Progress has been made against previous Ofsted inspection areas for improvement, including care planning, consistency of practice, and management oversight. The Families First reforms continue to be implemented. Regarding workforce capacity, agency staff numbers have reduced, and recruitment of overseas social workers has strengthened the permanent workforce.

The Commission resolved to note the presentation, and that comments made by members would be taken into account by lead officers.

Youth Justice Plan

A report was presented on year one of the five-year Youth Justice Plan 2025-30, highlighting strategic and operational priorities. The plan is statutory and presented to Full Council annually. The refresh of the plan involved meeting with the partnership board.

Five new strategic priorities have been identified: recognition of national changes, including a Government White Paper on youth crime; Local Government Reorganisation; Online Harm, with an operational group addressing this; Knife Crime guidance, identified as a strategic priority; and connectivity with the youth work agenda.

In terms of successes, the service has moved back up to quadrant two in monitoring by the Youth Justice Board, following challenges with Key Performance Indicators (KPIs). The interim chair of the Youth Justice Board expressed satisfaction with recent visits. The service has a good relationship with partners and the partnership board. Challenges include staffing, funding, and potential national issues. Achievements include first-time entrants and the number in custody being at their lowest level ever. New measures and processes are in place to prevent young people from re-entering the youth justice system. Partnerships with the Crown Prosecution Service (CPS), courts, and the Police have ensured no new entrants have come through the system. A Youth Justice apprenticeship programme is in place, and investment has been made in a child-first approach.

Regarding knife crime, the distinction between possession of a knife and an offensive weapon was discussed, with police discretion noted. Those convicted receive a youth conditional caution as a minimum. National and local knife crime initiatives involve challenging knife-carrying, supporting families and communities, and providing information. Presentations have been made to Social Care on identifying early signs, and work is done with schools and teachers. Schools and parents can self-refer, and families are contacted within 24 hours of police contact.

A partnership approach is being taken with other services, including the Youth Service, working in communities, clusters, and community centres. Youth workers engage with children on streets and in schools. Resources such as PolEd and the Livesafe website are available. The Violence Reduction Network's community champions are supporting messaging to children and families. A Young People's Council survey indicated a desire for safe spaces and trusted adults, with some young people feeling unsafe in their communities and the city centre.

The Chair congratulated the team and requested that the next report look at Family First, Family Hubs, and the voluntary sector.

The Commission resolved to note the report, and that comments made by members would be taken into account.

Work Programme

The work programme was noted.

Any Other Business

It was noted that earlier in the meeting, Councillor Dr Moore had raised the issue of reports needing a glossary for acronyms not included in the main glossary in the agenda pack.

The meeting ended at 20:00.