City of York Council (Logo)

Meeting:

Council

Meeting date:

6 November 2025

Report of:

Report of the Corporate Director of Children and Education

Portfolio of:

Executive Member for Children, Young People and Education


Corporate Parenting Board Annual Report

2024-25


Subject of Report

 

1.        This report presents the 2024/25 Annual Report of the Corporate Parenting Board (Annex A). It highlights our progress in achieving the aspirations outlined in the Corporate Parenting Strategy and reflects on the Board’s work over the past year.

Policy Basis for Decision

 

2.        One City, for all, the City of York Council's Council Plan (2023-2027), sets out the council’s vision and priorities. Our corporate parenting responsibilities can be seen to run through all seven priority areas.

a.   Health and wellbeing: A health generating city, for children and adults

b.   Education and skills: High quality skills and learning for all

c.   Economy and good employment: A fair, thriving, green economy for all

d.   Transport: Sustainable accessible transport for all

e.   Housing: Increasing the supply of affordable housing

f.     Sustainability: Cutting carbon, enhancing the environment for our future

g.   How the council operates

3.        The Council Plan also makes direct reference to our role as Corporate Parents and the actions we will take.

a.   4.3. Continue our improvement journey to deliver good and outstanding children’s services with the voice of the child heard throughout all council operations.

b.   4.4. Embed corporate parenting so children in care and care leavers can thrive.

c.   5.2. Review the fostering service, including the support to foster carers and kinship carers.

4.        Although there is no direct statutory obligation to create a Corporate Parenting Board, local authorities are required to have mechanisms in place to fulfil their corporate parenting responsibilities. The establishment of a Corporate Parenting Board is widely recognised as a best-practice approach to meet these statutory duties by:

a.   Overseeing our corporate parenting responsibilities.

b.   Ensuring that the Corporate Parenting principles are embedded in practice.

c.   Driving forward our local Corporate Parenting Strategy for children in our care and care leavers.

d.   Providing a platform for collaboration with children, young people, and partners.

 

Financial Strategy Implications

 

5.        Given there are no decisions to be made in relation to this paper there are no applicable implications to review.

Recommendation and Reasons

 

6.        To note and comment on the Corporate Parenting Annual Report for 2024/25.

Reason: So that members are updated on the work of the Corporate Parenting Board.

Background

 

7.        There is arguably no greater responsibility the council holds than as corporate parent to children and young people in care. We are dedicated to York being an effective, caring, and ambitious corporate parent. Our goal is to ensure that children in our care and care leavers receive the highest standard of care and support.

8.        City of York Council provides care for children and young people who are unable to remain with their parents. When a child comes into our care, the Council assumes the role of a corporate parent. This means we are responsible for ensuring these children receive the same care, support, and opportunities that any loving parent would provide. A good corporate parent always asks: "If this were my child, would this be good enough?"

9.        The Corporate Parenting Board leads this vital work, focusing on the needs of children and young people in care, as well as those who have left care. The Board collaborates with Council members, staff, partner organisations, and the children and young people themselves to champion their needs and ensure their well-being.

10.    The 2024/25 Annual Report of the Corporate Parenting Board is provided as Annex A.

Consultation Analysis

 

11.    In recent years we have taken clear steps to strengthen young people's voice and influence in how we work as Corporate Parents. This includes developing an award-winning model of care experienced 'Co-Production and Corporate Parenting Advisors' to help young people have a voice and be heard.

12.    Our Corporate Parenting Board is now co-chaired with care experienced people. As well as young people co-chairing the Corporate Parenting Board, we know we have good opportunities for children and young people to share their views and help us design services. Show Me That I Matter, and I Still Matter are the groups that make up York's Children in Care Council and Care Leavers Forum.



Organisational Impact and Implications

 

13.    Given there are no decisions to be made in relation to this paper there are no applicable implications to review.

Risks and Mitigations

 

14.    There are no specific risks identified within this report. The Corporate Parenting Board oversees the implementation of the Corporate Parenting Strategy. Risks are managed through this board and the associated actions plans drive forward different parts of the strategy.

Wards Impacted

 

15.    All wards.

Contact details

 

For further information please contact the authors of this Decision Report.

 

Author

 

Name:

Niall McVicar

Job Title:

Head of Innovation and Children’s Champion

Service Area:

Children’s Services

Report approved:

Yes

Date:

23/10/2025


Annexes

 

·        Annex A: Corporate Parenting Board Annual Report 2024/25

 

Abbreviations

 

None