eractions with children’s social care, place strong relationships and effective communication with parents and carers at the heart of practice. • Leaders identify the needs of children and young people in a local area, including the needs of disabled children and of young carers, through robust data and evidence and design services so that support, information, and advice is available to meet their needs, working with their whole families. • Leaders support services to deliver help, which is rooted in communities, so that it is timely, accessible to local children, young people and families and does not feel stigmatising. When support is offered, it is based on individual needs, and where required makes use of specialist help. This includes collaboration to develop a joined-up approach to working with adult social care services, especially where children and young people are providing care for family members. • Leaders establish teams of knowledgeable and skilled practitioners who use multi- disciplinary and multi-agency expertise to help children, young people, families, and their networks. • Leaders address the needs of different children through the help available in the local area. This includes children that can be overlooked, including vulnerable infants, teenagers, disabled children, young carers, those living with families with no recourse to public funds, and unaccompanied asylum-seeking children. • Leaders identify and address barriers to support for children, young people, and families. They are proactive in tackling areas of practice that are felt to be stigmatising. Leaders understand that families of disabled children may face challenges which are associated with their child’s disability rather than as a result of safeguarding and create processes that all