ng within the local authority. • Leaders work closely with Jobcentres on an up-to-date care leaver protocol in place, making personal advisors aware of the support available through the Jobcentre. • Leaders recognise the needs of care leavers who are former unaccompanied asylum-seeking children. They commission services to best meet their needs, reflecting their immigration status and potential future pathway. How practice supervisors should achieve this outcome in practice • Practice supervisors are ambitious for children and young people in care and motivate their teams to advocate for the best opportunities and outcomes for children and young people in their care. Practice supervisors swiftly address complacency so that the support available for children and young people is of the highest standard. • Practice supervisors set a culture that expects practitioners to get to know the children and young people they are working with, understand what they care about and need, and design individualised support that is in their best interests and supports their overall health and wellbeing, including for disabled children. • Practice supervisors use the resources of their local authority to best effect, so that practitioners are supported to find the right home for children and young people who cannot remain living with their families. Practice supervisors prioritise care provided in loving family environments for children and young people, that is near to safe family networks. • Practice supervisors champion and as far as possible, support children and young people to maintain lifelong loving relationships with family networks and friends that go beyond the involvement of professionals in their lives. Where these do not 56 exist, practice supervisors prompt practitioners to 