Are outcomes for children improving? We have to wait awhile and see. The children's trust partnership is the vehicle through which the Every Child Matters (ECM) changes are to be delivered. However, the duty to co-operate - the legislative basis for children's trust partnerships - only came into full effect in 2008, as did the local authority duty to appoint a director of children's services (DCS) and designate a councillor to act as lead member with responsibility for children's services.
So isn't it too soon to ask the question? Just as it's premature for the Audit Commission to argue in its recent report Are we there yet? that children's trusts are failing to improve outcomes for children.
If ECM is still bedding in, why do they keep on changing it? The government may feel that change isn't happening fast enough, or that it has to refine the ECM framework in order to address concerns that local areas are beginning to identify as the programme progresses. Indeed, the Department for Children, Schools and Families is in the midst of consulting on updating its 2005 guidance on the DCS and lead member roles and responsibilities.
Why? To add greater clarity to both roles, explaining how, though distinct, they are also complementary and there to work together to improve outcomes. More specifically, they're accountable for local authority education and social services, and responsible for leading and facilitating the partnership arrangements that underpin the work of the children's trust. The guidance also ties the DCS and lead member roles into the Children's Plan vision for children and families and in particular the government's prioritisation of preventative services.
Why do we need a lead member for children's services? Because children's services are too often designed with adult needs in mind, and children's views, rights and interests are often lost in adult forums. The designated lead member is there to work with the DCS to advocate for children and young people; agree a vision of what integrated local children's services would look like; communicate that to their political colleagues, boards and other partnerships; and make sure that vision is realised. Children, young people and families must be at the centre of that vision. So it's a balance between political leadership and accountability, and championing children. The lead member is also there to ensure the local authority fulfils its safeguarding and corporate parenting responsibilities.
And the DCS? The DCS has direct responsibility for education and children's social care as well as: the duty to prepare and publish the Children and Young People's Plan, the duty to establish a local safeguarding children board, and the duties to reduce inequalities and improve outcomes under the Childcare Act 2006. The draft guidance stresses the leadership and managerial role played by the DCS, and its close links with the director of adult social services. Within the children's trust partnership, the DCS has responsibility for monitoring partners' delivery of the local indicators. Demonstrating a familiarity with the quality of the services on offer will require systematic and ongoing consultation with children, young people and families.
FACT FILE
- Almost a third of directors of children's services think there is confusion about the purpose of children's trusts.
- Statutory Guidance on the Roles and Responsibilities of the Lead Member for Children's Services and the Director of Children Services is available here
