DCSs need backing to weather perfect storm
Derren Hayes
Monday, July 7, 2014
Upon first glance, the findings from CYP Now's analysis of the latest trends on the shape of directors of children's services portfolios makes for encouraging reading (analysis pp8-12). Turnover of DCS positions has fallen from an eye-watering one in three at July 2013 to one in four this year; vacancy rates and interim positions have also fallen; and the number of DCSs who now also have responsibility for at least one additional department has stayed static after climbing for the past four years.
As welcome as this news might be, it won't be enough to quell the general uncertainty swirling around local government about the future of the DCS role. The Society of Local Authority Chief Executives (Solace) will continue to push for the statutory requirement for the role to be removed, while councils are likely to come under increasing pressure to partner it with other portfolios in an effort to trim top-tier management costs. In truth, the ultimate driver of this – the unhealthy outlook for local government finances – is outside of DCS, chief executive and local authority control.
Despite this, what is more concerning is the direction of the prevailing winds of policy, both from government and its agencies. With roughly a sixth of all local authority children's services now having been assessed under the new Ofsted inspection framework, it seems the number of departments judged to be in the bottom two categories is on the rise. Whereas previously the improvement spotlight tended to fall on the handful of departments judged "inadequate", there is evidence emerging that those receiving the new "requires improvement" rating are deemed by council leaders as being in need of remedial action. By next year, it should be clearer as to whether a simple name change from "adequate" to "requires improvement" has resulted in councils deciding in ever greater numbers that the only way to move forward is to change the person at the top of children's services.
What is clear from our analysis is that there is a clear correlation between the Ofsted safeguarding rating a council receives and the turnover of children's services chiefs. Compiled from seven years of data, the analysis shows those authorities whose safeguarding services are in the lowest two grades are substantially more likely to change DCS frequently. Some might say that stands to reason. However, another way of reading the results is that the greater the flux in children's services management, the greater the likelihood of a low grade.
There are examples currently of authorities that seem to be caught in this vicious cycle. This, when combined with the government's desire to allow councils to outsource children's social care services to not-for-profit third-party providers – with the onus on contract oversight rather than day-to-day service management – means that questions over the fundamental existence of the role will almost certainly intensify.
There is no doubt that the DCS role remains as necessary today as in 2004, when it was placed into statute in response to Lord Lamming's recommendations. But for it to survive and prosper, there must be recognition from politicians, council leaders and the public that a local champion for all children and young people is a fundamental part of the fabric of a community.
derren.hayes@markallengroup.com.