Training and Development Needs of Leaders of Children's Services

This report follows a study involving six in-depth local area case studies including interviews with the Director of Children’s Services, assistant directors of children’s services, members of the Children’s Trust, the Chief Executive of the local authority (LA) and the Lead Member for Children’s Services (LMCS). A further sixteen interviews were carried out with DCSs over the telephone.

Key findings:
- The study highlighted the importance of strong leadership underpinned by a number of personal qualities and values necessary for effective delivery of the DCS role. The qualities identified were generally similar to those that might be expected for other local authority leadership roles. However, one in particular was considered critical for the DCS role - the passion for the children’s rights and entitlements agenda.
- Stakeholders described a range of professional characteristics (or behaviours) which they
considered to be important. These included:
• displaying a personal and professional demeanour which commands the confidence of
others;
• the ability to anticipate, manage and take risks;
• working collaboratively and recognising and respecting the skills of others;
• a commitment to developing others;
• ability to remain robust under pressure, and inspire others to do the same.
- Other issues which were considered to influence effective delivery of the role were raised by the DCSs consulted. These were:
• the corporate and political demands of the role;
• the mismatch between the statutory responsibilities and decision making powers;
• the expectations associated with the size and breadth of the role;
• the emphasis of responsibilities across all ECM outcomes.
- Given that many DCSs currently come from a specific professional background, gaining
experience of the sectors they were less familiar with was initially important;
- The integration agenda means that DCSs’ attention is predominantly focused on issues
such as: developing robust lines of accountability; outcome based management.
pooling budgets; joint appointments; and commissioning services. These represented
new challenges and have therefore required strong leadership skills.
- Some consultees identified that, for them, leading the partnership required an additional
set of skills and a change in style.