rs are equipped to understand and identify what constitutes harm and make decisions and intervene effectively to increase safety. • Leaders are mindful of the impact of child protection enquiries on families, and work with safeguarding partners to analyse data to reflect on local practice, so that enquiries are effective and only happen when they are needed. 44 • Leaders put clear information sharing processes in place in their local authority and support safeguarding partners to identify, share and discuss relevant information and data between partner agencies. • Leaders oversee robust decision-making so that the Public Law Outline is used in an effective and timely manner, so that a case only goes to court when all other child protection options have been explored and where it is in the child’s best interest. • Leaders recognise that children in care, for whom they have corporate parenting responsibilities, can experience abuse, neglect and exploitation, including when they are being cared for by the local authority. Leaders are diligent and determined to prevent circumstances where children and young people could experience harm, to identify it where it is happening, and to take rapid action, including in how commissioned services are managed, so children and young people are protected. As corporate parents, leaders work in partnership with other agencies to protect children and young people in their care and commit to shared learning so that practice can continually improve. • Leaders encourage a culture of curiosity, learning and reflection, so that the organisation and individuals can improve practice. Leaders do not blame their workforce when there are serious incidents and focus instead on identifying and sharing learning and adapting systems and practice to imp