Yorkshire & Humber Regional Update September 2019

Work Plan

The 2019 work plan for sector-led improvement is now in place. It has a particular emphasis on:

• Customised support for individual LAs with greatest need

• An enhanced role for chief executives and lead members through the Children’s Improvement Board

• A slimmed down self-assessment process

• Introduction of quarterly reporting using a web-based platform.

Quarterly Reporting

The new quarterly reporting arrangements are now in place and the quarter one report has been produced. The web-based solution, ‘Tableau’, is now being utilised, offering greater reporting flexibility and we have liaised with the East Midlands (another Tableau user), to share learning. Further work is being undertaken on inclusion of workforce related indicators.


There are new Terms of Reference for our Children’s Improvement Board with increased expectations of lead members and chief executives, giving it a more assertive role.

The SLI Executive (a subgroup of DCSs) has a stronger role than previously in scrutinising intelligence about performance, reviewing Ofsted reports, quarterly performance reports and outputs from health checks/peer challenge in order to identify areas of strength and risk/concern.

Scrutiny and Challenge

Front door health checks (FDHC) have been introduced in 2019. A business process has been developed and teams to undertake the health checks are now being recruited. FDHCs are targeted on LAs self-identifying ‘front door’ as a particular area for development (six to be undertaken in 2019 – the first of these in Autumn 2019).

A business process has been developed and piloted for a children’s mental health (CMH) peer challenge. The impending CMH JTAI activity brought this into sharper focus and DCSs and CCG commissioners have been reminded of the opportunity to engage. The business process is being modified to ensure it is JTAI compatible.

Leadership Development

Demand continues to be high for our regionally developed and regionally run leadership programmes, with 60 participants on the 2019 Aspirant Leaders Programme and 30 for the Senior Leaders Programme. Both programmes are now underway.

Lead Member Network

There is an active lead member network which meets bi-monthly. Our next meeting is a joint one with lead members from the North East.

Every LA a PIP

DfE funding has enabled us to pilot an approach which provides some financial support for LAs (other than PiPs) that exceed normal expectations in the provision of brokered support to others. The model is based on the premise that all LAs have the potential to provide improvement support to others. Our intention is to wrap a coordinated package of support around one or more LAs, drawing on PiP and other regional support.

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