Sufficiency Strategy for Cared for Children 2026-2030
Appendix 1 - Sufficiency action plan
| Priority | Action | Initiative | Lead | Timescales | Outcome |
|---|---|---|---|---|---|
| Reduce the overall numbers of children in care and the length of time they remain in care | Reduce 0-2yr olds entering care. | Develop pre-birth offer across the service to support reduction of 0-2yr olds entering care and remaining safely with birth families and family networks. | Head of Function Children in our Care and Resources | February 2026 | Reduction of 0-2yr olds entering care and remaining safely with birth families and family networks. |
| Implement robust decision making panels for entry into care - Complete (Process in place as part of Business as Usual) | Heads of Function, Children's Social Care | Ongoing | Children will only come into care where it is appropriate and all other supports have been exhausted | ||
| Implement the Reunification strategy | Roll out relational practice throughout the service Transfer the family rather than the child | Head of Function Children in our Care and Resources | Update and review June 2026 | Increase the number of Children and Young people who will return to parents or extended family | |
| Reduce the number of children in external residential care and bespoke arrangements | Continue to encourage and support Kinship Care | Promote the improved local offer for Kinship Carers | Practice Lead Children in Care Resources | Update in April 2026 | An increase in the number of children staying with extended family |
| Increase in-house children's home provision | Acquisition and works for a Children's Home (Fell View) | Head of Function - Children in our Care and Resources | September 2026 | Additional 3 beds in Gateshead | |
| Undertake a capacity and demand analysis, predict and plan for future needs and identify optimum utilisation of internal and external provision | Capacity and needs analysis across the internal and external market | Head of Function Children in our Care and Resources and Lead Commissioner | Update June 2026 | Support sufficiency and reduce the number of external and unregulated placements | |
| Influence the market to ensure proposals for new provision are in line with our sufficiency requirements. | Improved market engagement and commissioning relationships | Lead Commissioner | Ongoing | Greater access to local placements and reduce cost pressures | |
| Improve placement stability and reduce the risk of placement breakdown | Increase the use of Gateshead beds for Gateshead children | Work with the local and regional market to support the development of meaningful sufficiency for Gateshead Children | Head of Function - Children in Care and Resources/ Lead Commissioner | Ongoing | Increased proportion of Gateshead children in Gateshead placements |
| Review commissioning intentions | Continuously review our commissioning intentions to ensure planned activity contributes to sufficiency priorities | Strategic Commissioning Manager | Ongoing | Strategic commissioning activity makes a demonstrable difference to sufficiency | |
| Review quality assurance and contract management mechanisms | Develop and implement a strengthened Quality Assurance Framework for all external and internal provision | Lead Commissioner/ Commissioning Officer / Contract Management Officers | Framework design: April to June 2026 Implementation: July to December 2026 | Strengthened oversight with providers and compliance around provision | |
| Increase awareness of advocacy services | Deliver targeted communication campaigns and training for social workers, carers and young people | Principal Social Worker | March 2026 and quarterly reminder thereafter | Increased awareness and understanding of advocacy provision. Evidence of increased utilization of advocacy | |
| Address gaps in specialist therapeutic provision to strengthen and stabilize local specialist placements for children and young people with complex / emotional behavioural needs | Commission new therapeutic residential provision and expand trauma informed delivery | Strategic Commissioning Manager | Initial scoping 2026 and a phased development 27/28 | Reduce out of area placements and improve local stability | |
| Improve support for children with mental health, SEND and Trauma needs | Develop integrated graduated therapeutic wrap around support across all placement activity | Strategic Commissioning Manger / Head of Function / ICB | 2027 | Faster access to therapeutic support | |
| Address gaps in complex‑needs provision and commission specialist SEND and autism‑specific residential provision | Identify gaps and work with providers to establish suitable local specialist homes | Strategic Commissioning Manger / Head of Function / ICB | Needs analysis 2026 | More local options for children with complex needs | |
| Support for children to exit care, where safe to do so | Implement the Reunification Strategy | Increased offer of support around family to support a safe return of the child | Head of Function Children in our Care and Resources | BAU to be reviewed June 2026 | Increase the number of Children and Young people will return to parents or extended family |
| Strengthen and increase in-house fostering provision | Increase number of foster carers | Marketing and Comms Strategy | Practice Lead Children in Care Resources | April 2026 review | A greater and more stable number of in-house foster carers |
| Increase utilisation of our current foster carers | Review strategy and payments | Practice Lead Children in Care Resources | August 2026 | An increase in the number of placements available at any one time | |
| Ensure children and young people with ongoing health needs are identified early and proactive engagement with NHS colleagues continues | Identification via various panels - external residential, high needs, DCT as well as in care team meetings, supervision and at the front door | Completion of correct plans and processes for s117, CCC and DSR | Team managers, Practice Leads, DSCO and Heads of Function | Review June 2026 | Ensure we are identifying children early and making appropriate applications |
| Strengthen post-16 provision | Commission and mobilise Young Persons Dispersed Accommodation for 16-17-year-olds | Commissioning Review | Strategic Housing Manager | September 2026 | Sufficient bedspaces to meet levels of demand for 16-17-year-olds Increase Ofsted registered provision |
| Undertake commissioning review of UASC | Commissioning Review | Strategic Commissioning Manager/Strategic Housing Manager | June 2026 | UASC needs are being met appropriately | |
| Introductory Tenancy Service Review | Following a completed review of this council service we will develop a new service specification and align within our 16-21yrs pathway | Strategic Housing Manager | January 2026 | Sufficient move on options for young people to move on and live independently | |
| Develop and implement a new Young Persons Supported Housing Pathway | Commissioning Review - currently underway | Strategic Housing Manager | September 2026 | A clear pathway for young people to move into supported accommodation that meets their needs before moving on to live independently in their own home. | |
| Single Homelessness Accommodation Provision Young Persons Scheme - Develop Partnership Agreement and mobilise scheme | Development of a Partnership Agreement between the Council and Tyne Housing | Strategic Housing Manager | October 2026 | Agreed expectations/ requirements between the Council and Tyne Housing to ensure provision best meets the needs of Gateshead young people | |
| Develop Internal 16+ Registered Offer | Explore Internally Providing 16-17yrs Dispersed Provision | Strategic Housing Manager/ Head of Function - Children in Care and Resources | March 2026 | Additional units available to young people. Increased Ofsted registered provision | |
| Implement a Supported Lodgings Service internally | Head of Function Children in our Care and Resources | June 2026 | Increases the offer post 16 - offer options to our young people | ||
| Strengthen data/performance reporting for 16-21yr olds | System Development Plan | Strategic Housing Manager | March 2027 | Improved system that provides performance information to inform contract monitoring and commissioning. Improved Data sharing between Housing and Childrens Services. | |
| Strengthen approach for council housing managed by Children's Services | Review roles and responsibilities for some of our internal young person's provision i.e. staying close | Strategic Housing Manager | March 2027 | Strengthened approach to Housing Management within these properties |
