As my imminent retirement approaches after 13 years as a director of children’s services (DCS), I find myself reflecting on the privilege of having had the best job in the world: being paid to make a difference to children’s lives. I am so proud and grateful for what this profession has offered me, a child from Linwood, near Glasow, a poor, disadvantaged community, like many of those we serve in our respective local areas.

My late parents - Mum, a dinner lady and skilled seamstress, and Dad, a civil servant, town councillor and volunteer youth worker – both instilled in their children a sense of humble belief that: “You can achieve whatever you want and you’re as good as the highest judge in the land but no better than the poorest homeless person.” They offered me a sense of belonging and reinforced the importance of education and employment in social mobility, for themselves but also their children and indeed grandchildren.

The belief and belonging that George and Isa Pettigrew offered my brothers, sister and I is what each and every child both needs and deserves; it is our job as DCSs to ensure that all children have a place to belong and people that offer them belief.

As a leader I’ve learned that truly effective leadership begins with self-awareness and a deep understanding of our own personal values. When we are clear on what we stand for, we are better equipped to shape and sustain the right culture across our sector. A culture that is rooted in the seven principles of public life:

• Selflessness
• Integrity
• Objectivity
• Accountability
• Openness
• Honesty
• Leadership.

The Nolan Principles are as relevant today as when they were established in 1995 following political scandals. In today’s complex environment, however, these leadership values are not enough, we must also bring robust management skills to our game:

• Managing resources wisely
• Leveraging technology
• Driving organisational change
• Responding to policy change.

In short, we need leaders who can think strategically and deliver operationally. This must be underpinned by consistently excellent delivery of the basics—those day-to-day services and standards that our communities expect and deserve. At the same time, the ability to step up in moments of crisis and provide calm, decisive leadership has never been more essential.

So, as I prepare to step down as a DCS after 13 years and a public service career of 41 years, my role will shift from leadership to one of influence both as a National Facilitator of the Families First Partnership Programme for the Department for Education and a lead on the Staff College’s new DCS programme. I will remain engaged in the work that has always inspired me:

• Supporting leadership development
• Driving transformational and cultural change
• Delivering better outcomes for our children and their families
• Achieving best value for money.

Finally, I want to say a very, very big thank you! So many of you have been wonderful colleagues and now highly valued friends!