Sector-led improvement within children’s services in the East Midlands 2012 - 2014

1. Sector-led improvement within children’s services in the East Midlands 2012 - 2014

2. A national approach being developed through LA peer challenge partnerships The East Midlands DCSs are developing a regional model

3. The context for councils Local government has the lead for its performance – long claimed; now gained Government steps back; sector steps up Whole council & all councils take collective responsibility Achieving better outcomes for children & young people is a critical element of sector led efforts to improve community well being

4. The mission is to achieve: universal improvement in outcomes, targeted support where necessary & willingness to innovate in pursuit of better outcomes by adopting a sector led approach that is: intelligence led, well organised, sustainable & ambitious for children Towards Excellence in Children’s Services - CIB Mission

5. Early proof that the sector can improve performance and outcomes & will address failures Rapid demonstration of local as well as national leadership with regions taking responsibility for deployment & mobilisation of resources Evidence that the sector can be robust and ambitious without central direction & national performance targets Capacity to sustain an approach through collective action and reciprocal support The dimensions of success: 5

6. Getting started everywhere – devolving to localities £2.25m is available for devolution to regions and clusters – subject to delivery agreements that support the overall context & CIB’s mission The funding available to East Midlands for 2011/12 will be £191,020 6

7. The East Midlands Scheme ALICSE Leadership Menu Regional funding supplied through CIB – VSC (Formerly National College) Leadership for self-improvement Accredited leadership development in the principles and capabilities of self-improvement, through a peer challenge and support process Regional Improvement Support Peer Challenge Regional Priority Projects Co-ordinated approach with identified regional groups of leaders who are better able to deliver against a common priority through supported, funded joint-action A two-part peer challenge scheme to support needs identification A menu of supportive, joint-work activities to enable leaders across the region to address improvement priorities Sector-Led Improvement Peer Challenge Team Review DCS-led senior teams of peer reviewers undertaking field visits based upon review of performance and self assessment data to support local needs identification Local Learning Seminars A series of locally-led events on priority themes to support leadership development through the collaborative exchange of practice and ideas Safeguarding Assurance Visits Scheme of ‘unannounced’ peer challenge visits by safeguarding leaders to provide improvement support for local reflective casework practice ALICSE ‘3 Day’ Programme A major, blended programme for mixed regional cohorts to develop ‘advanced’ leadership in an integrated children’s service environment Knowledge Exchange Supported networks and an online platform to disseminate outcomes from regional activities, share support materials and provide links between leaders.

8. Purpose of the Peer Challenge elements Peer Challenge Team Review Safeguarding Assurance Visits To provide local authorities with a supportive, challenge process to strengthen their local improvement planning through a process of peer review To support the development of safeguarding systems locally, by providing an external peer review perspective For the reviewers: To develop leadership skills of critical friendship that can support leadership within a self improving system

9. Features the Peer Challenge elements Peer Challenge Team Review Safeguarding Assurance Visits • Each LA to receive one PCTR every 3 years • Reviewing Team led by a different DCS, supported by 4 other senior leaders • Review starts with data analysis and self assessment to identify ‘improvement hypotheses’ • 3 day PCTR field visit used to investigate hypotheses • Review report fed back to DCS, Chief Executive and Lead Member • Each LA to receive one SAV every 18 months • Review led by a different LA 2nd Tier Safeguarding Leader and supporting specialist colleague(s) • 1 day visit is ‘unannounced’ within a 2-3 month window • Review focuses on reflective case-work practice with emphasis on learning, not simply compliance • Review report fed back to host LA 2nd Tier Team, DCS and LM.

10. C4EO profile OFSTED profile Local data Annual Self Assessment Review team analysis Option to request a review outside the timetable Development of hypotheses Non review year Review year Field work investigation Challenge and feedback Agreed priorities for action Implementation The PCTR process

11. Timetable of peer challenges 2012-14 PCTR = Peer Challenge Team Review SAV = Safeguarding Assurance Visit

12. Involvement in Peer Challenge • DCSs are looking to involve some of their leaders in both formats of peer challenge • Across the region we are looking to develop as many as 40-50 leaders as peer challengers • Those involved will not be asked to do too many reviews • All reviewers will receive training and preparation to help develop skills and attributes • The first Peer Challenge Review team member training dates are • Friday 13th January • Thursday 19th January • Monday 23rd January • Monday 30th January • The first Safeguarding Assurance Visit training dates are • Friday 20th January • Wednesday 8th February

13. Some Characteristics of Peer Challenging • Role description • Key aspects of the role of peer challenge team members include: • Analysis of a local authority’s direction of travel in children’s services • Providing a professional opinion of the level of self awareness • Providing an assessment of performance based on data and other evidence • Challenging the local authority on its improvement measures and the timeliness of change • Making an evaluation of strategic leadership • Examining the corporate and political performance in the context of children’s services • Skill sets for team members include: • The ability to work collaboratively as part of a team, using reflective practice as the basis on which to support continuous quality improvement. • The ability to analyse a range of information and formulate evidence based judgements on an organisation’s strengths and areas for development. • The ability to provide and communicate a constructive independent perspective of performance. • The ability to challenge, particularly on capacity to improve, focusing on the most important priorities in a positive and constructive way The ability to use a coaching model to support effective leadership • The ability to support the development of a culture of empowerment, innovation and continuous improvement

14. Regional Improvement Support ALICSE Leadership Menu Regional funding supplied through CIB – VSC (Formerly National College) Leadership for self-improvement Accredited leadership development in the principles and capabilities of self-improvement, through a peer challenge and support process The DCSs are looking to develop a set of regional leadership activities to support improvement priorities These include a range of personal and group activities All activities are flexible to address the emerging priority themes More details of all activities can be found as www.alicse.com Regional Priority Projects Co-ordinated approach with identified regional groups of leaders who are better able to deliver against a common priority through supported, funded joint-action Local Learning Seminars A series of locally-led events on priority themes to support leadership development through the collaborative exchange of practice and ideas ALICSE ‘3 Day’ Programme A major, blended programme for mixed regional cohorts to develop ‘advanced’ leadership in an integrated children’s service environment Knowledge Exchange Supported networks and an online platform to disseminate outcomes from regional activities, share support materials and provide links between leaders.

15. Governance and Leadership • The regional group of DCSs are the executive management group for this scheme • Anthony May (DCS Notts) serves as the lead DCS for the group, supported by Gareth Williams (DCS Leics) • Anthony chairs a regional steering group, currently known as the JRIEP Workforce Group, to oversee the action plans to implement the scheme • The lead Chief Executive is John Sinnott (Leics) and the overall Lead Member is Roger Begy (Rutland) • The Lead Member for Children’s Services is Patricia Bradwell (Lincolnshire), supported by Ivan Ould (Leics)

16. Funding and Co-ordination • Funding for all aspects of this regional scheme is currently being provided from the new Children’s Improvement Board • The time provided by DCSs and other leaders is ‘gifted’ on a reciprocal basis, in the belief that the value of giving and receiving will balance out • The practical and financial aspects of the regional scheme are being co-ordinated for the DCSs by the SDSA, a Leicester-based, not-for-profit organisation.