Rationale for sector-led improvement

1. Overview of Sector-Led Improvement ModelsSERVICES FOR CHILDRENPolly ReedProgramme Manager, Children’s Services, IEWM – on behalf of the Children’s Improvement Board

2. Rationale for sector-led improvement • Councils responsible for their own performance • Accountability to local people a key driver for further improvement • Councils have collective responsibility for performance of sector as a whole • Sector-led improvement more sustainable and cost effective • Children’s Services taking the lead in taking forward systematic arrangements, with strong DfE support • Local Productivity Programme closely aligned with sector-led improvement

3. Towards Excellence in Children’s Services In the context of Government and LA priorities: • Galvanise Children’s Services to achieve best possible outcomes for children and young people, and avoid service failure • Build capability to diagnose improvement challenges, identify risks and commission effective solutions • Systematic sharing of knowledge about ‘what works’, with brokerage of best practice support • Contribute to development and implementation of policies to improve the lives of children and young people

4. Current Position • Governance through Children’s Improvement Board (CIB) • Ministerial support and funding approved • Early adopter programme to mobilise new system • Targeted support in LAs with priority improvement needs • Pilot work on sector support for policy implementation • Delivery team to drive forward project • Transitional year to test the model and build resilience • Phased devolution to regional framework • Talking to OFSTED about complementarity with inspection

5. The Core Improvement Model • PEER CHALLENGE • Leads peer challenge process • Helps identify areas for improvement and signposts the LA to improvement support products LA MANAGES ITS OWN IMPROVEMENT SUPPORT • IMPROVEMENT SUPPORT • Knowledge Hub • Sector Specialists • Data support for LAs and Peer Challengers • Framework of approved providers • Future products developed in response to commissioning priorities agreed by CIB, drawing on intelligence from brokerage Each LA makes available a self-assessment and improvement plan for peer challenge. No required format – support tools available

6. Universal Offer • External ‘peer challenge’ (5 days per LA, ‘gifted’ DCS time) • Peer Review (Safeguarding – once over 3 years) • Best Evidence and Key Findings from Research • Localised Data Analysis plus Tools • Evidence of validated effective local practice • Cost Effectiveness Tools • Access to improvement programmes, products and tools • Sector support for policy implementation: • Children’s Centre Sufficiency and PBR Pathfinder • Productivity

7. Targeted Model • BROKERAGE FUNCTION • Small Central Team to ensure quality and consistency • Works with LAs in intervention or concerns about performance risk to commission packages of sector-led support as part of overall Improvement Plan • Operates within commissioning and procurement framework set by CIB • Provides intelligence to inform CIB’s commissioning of future Improvement Support products • PEER CHALLENGE • Identifies key concerns about performance and underlying reasons • Initiates involvement of broker and maintains dialogue with LA and broker to ensure that support package covers the right issues • IMPROVEMENT SUPPORT • Knowledge Hub • Sector Specialists • Data support for LAs and Peer Challengers • Future products developed in response to commissioning priorities agreed by CIB, drawing on intelligence from brokerage

8. Early Adopter Programme: Improvement Cycle • Early adopter LAs test and evaluate the key phases of the improvement cycle • Peer-led support to a range of LAs at different points in the continuum of risks, particularly those LAs where performance is declining or subject to intervention • Develop and test a range of support products, including data and self –assessment tools • Develop and test the peer challenge function