Local Government Reform – A Children’s Services perspective

Children’s Services is not an island; it is part of the LA family.  Lots of people have asked me recently about children’s services in the context of local government reform (LGR).  After a fab session with LGA and DCSs on Tuesday I thought it might be helpful to do a blog on the issue, sorry if it goes on bit longer than usual, but I hope it is worth the read!

Over the past few years, I have been undertaking research with the University of Northampton, looking at approaches to improve and maintain effective children’s services.  And thank you to all those reading this who have helped.  It strikes me that my learning from research to date is as relevant in the LGR world, as they are in the intervention space, and so I wanted to share some of my key findings.

I hope my interim research paper and this blog are a helpful contribution to the debates and deliberations that are currently taking place. Above all, I would urge all those in all areas of the LA grappling with change, LGR or otherwise (there’s a lot of it about at the minute) to remember the Nolan principles of public life, selflessness, integrity, objectivity, accountability, openness, honesty and leadership.  Designing services around the journey of a child is what will make a difference to children, young people, families and care experienced young adults in our society through LGR. 

Having experienced LGR twice, Bedfordshire in 2009 and Northamptonshire in 2021, it offered so many opportunities by bringing public services under one unitary authority.  I believe that the potential for what can be created by having a unitary authority, especially in building systemic support for children’s services, is worth the effort. But if not done well it can create years of wrangling and challenges.  The research also draws on my experiences in my current role as Chief Executive of Northamptonshire Children’s Trust (NCT).  NCT which was created under Statutory Direction from the DfE in November 2020 due to several years of failing children’s services. I want to offer some insights which I hope are helpful. 

Alternative Delivery Models (ADMs), sometimes called Children’s Trusts

Structure isn’t everything.  A joined up, systemic LA approach alongside partners with a stable, curious and experienced leadership team is the best way to improve and maintain effective children’s services.

I often hear ‘I don’t agree with the trust model’ or ‘I really agree with the trust model’ but the reality is, there are several ADM models.  There are currently 11 local authorities that deliver services through a total of 8 ADMs.  And some of those 8 are planning to move back into the LA.  There isn’t a ‘standard’ model, they are contextual, and so there are 5 different delivery models across the country.  All but one ADM was created as a result of DfE intervention activity, though not all were ‘directed’ by DfE, some were technically voluntary.  Some ADMs deliver all children’s services, in others education and SEND services remain with the LA.  Some have the statutory DCS in a dual role, whereas some have a separate ADM chief executive office and also a DCS in the LA.  The one thing they do have in common is experienced leaders who have all previously held the statutory DCS role in other local authorities.  It is a complex area! 

It is true to say that children’s services have improved in the majority of LA areas with an ADM, however all but one were subject to DfE intervention and so by their very nature had an improvement journey ahead.  My research suggests that much of the improvement can be attributed to stability of leadership, rather than changes in structure, resulting in a confident workforce and strong partnerships. Effective children’s services can be achieved in an LA with a high level of understanding across a stable, experienced leadership team and a willingness to ‘replace judgement with curiosity.’  Some areas have, or are in the process of, reintegrating the ADM with the LA whereas some have agreed extended contracts.  An ADM can be an effective intervention where there are long standing, systemic issues.

Maturity Matrix

My research has evolved to produce a maturity matrix which aims to support a wholly owned vision, focus and drive across the LA area.  This is essential to improve outcomes for children, young people, families and care experienced young adults. It gives a clear framework for feedback and reporting during honest and open discussions about effective children’s services.

The research has shown that a clearly defined and easy to understand framework for intervention helps reduce trauma of all involved in structural change, whist relentlessly driving effective children’s services.  Inspection outcomes are part of the matrix but improving children’s services requires a whole system approach. The themes identified for the maturity of children’s services within an effective LA system can be viewed through seven lenses:

• Inspection outcomes (this is not the be all and end all)
• Quality of children’s services practice (including outcomes for children)
• Workforce stability
• Local area partnership approach
• Financial sufficiency
• Effectiveness of corporate support
• Effectiveness of political support

The purpose of the matrix is to offer a clear rationale for the level of activity needed to create the conditions for effective delivery of children’s services.  This is a practical tool to help teams reflect transformation, have focused discussions, and identify areas requiring attention.  The matrix includes five grading levels of each along with grade descriptors.  You can find a link to it here.

Whilst this maturity matrix has been developed as a result of the research, it is not a fixed model, and a local area may wish to change it.  The key is that an honest self-assessment of services against a maturity matrix is a very good starting place for anyone considering structural change, including LGR.  The process will help to highlight possible impact thereby supporting the development of a plan and risk log.  The aim of this approach is to clearly articulate what the future looks like across the system, through the challenges of significant change that enables children’s services to continue to function effectively.  

Trauma informed leadership

A key theme from my research is trauma; structural change and/or failing services can create significant trauma.  Children, young people, families and care experienced young adults in communities feel the impact, as do statutory safeguarding partners.  The workforce also experiences significant trauma, along with elected members.  Whilst a lot of the contextual factors can lead to traumatic experiences, the reaction to such challenges can be dramatically different in the context of different organisational cultures. 

The Munro review of child protection (2011) states that feelings of support and safety is imperative and suggests that a learning culture that accepts mistakes is ‘essential’ to support effective decision making. This requires knowledgeable leaders who feel supported, empowered and in turn are able to empower the whole workforce to feel the same.  To operate in such a way, all levels of the organisation need to embrace psychological safety (Edmondson, 1999). 

Our ADCS community is all about psychological safety, we should all be able to reach out to ask for support and challenge.  Being there for each other with kindness and curiosity.  I feel this every day and love being part of it. I do hope this is useful and always happy to have a chat if needed.