The recommended new structure
56. While leaving the legislative framework intact,
the Laming Inquiry recommended major structural changes, which
are summarised in Figure 1 below. Lord Laming argued that the
structures need to reflect new arrangements. For example, the
proliferation of new organisational forms and boundaries creates
major challenges to old structures such as the Area Child Protection
Committee system established at a time when circumstances were
different, and structures were less complex. As Lord Laming pointed
out, there are now 30 Strategic Health Authorities, 43 police
forces, 150 social services departments, 300 Primary Care Trusts
and 355 housing authorities, which—he argued—constitute
"a bureaucratic nightmare."[38]
The system he was proposing was intended to create "less
bureaucracy, greater focus and more certainty that things actually
happen that can achieve outcomes for children."[39]
57. Lord Laming's Inquiry's recommendations were
intended to ensure managerial accountability throughout the system.
Lord Laming told us that there were three main weaknesses in the
current system. First, there was no way of ensuring "that
the will of Parliament is implemented." Second, there was
no accountability through the system and Area Child Protection
Committees have no statutory basis, but rather "depend solely
on good will and best endeavours of local people." Third,
there was no clear focus on ensuring a dedication to good outcomes
for children.
58. The key changes proposed by the Laming Inquiry
comprise the introduction of:
- A Children and Families Board
which should be established within government, chaired by a Minister
of Cabinet rank, and having representation at ministerial level
from each of the relevant government departments. The Board should
be charged with ensuring that the impact of all initiatives with
a bearing on the well-being of children and families is considered
within the forum.
- A National Agency for Children
and Families where the Chief Executive
will report to the Ministerial Children and Families Board. The
Chief Executive should incorporate the responsibilities of a Children's
Commissioner for England. The national agency should:
- Assess and advise the ministerial Children
and Families Board about the impact on children and families of
proposed changes in policy
- Scrutinise the new legislation and guidance
issued for this purpose
- Advise on the implementation of the UN convention
on the Rights of the Child
- Advise on setting nationally agreed outcomes
for children and how they might best be achieved and monitored
- Ensure that legislation and policy are implemented
at local level and are monitored through its regional office network
- Report
annually to Parliament on the quality and effectiveness of services
to children and families, in particular on the safety of children
- Local Committees for Children and Families:
each local authority with social services responsibilities should
establish a Committee for Children and Families with lay members
drawn from the management committees of each of the key services
(local authority, police authority and health service boards and
trusts). This Committee must ensure that services to children
and families are properly co-ordinated and that the inter-agency
dimension of this work is being managed effectively.
- Management Boards for Services to Children
and Families: the local authority
Chief Executive should chair a Management Board for Services to
Children and Families which will report to the Member Committee
referred to above. The Management Board must include senior officers
from each of the key agencies, and must also establish strong
links with community-based organisations that make significant
contributions to local services for children and families. The
Board must ensure staff working in the key agencies are appropriately
trained and are able to demonstrate competence in their respective
tasks. It will be responsible for the work currently undertaken
by the Area Child Protection Committee. The Management
Board must appoint a Director responsible for ensuring that inter-agency
arrangements are appropriate and effective, and for advising the
Board on the development of services to meet local need.
59. The proposals are intended to "secure a
clear line of accountability for the protection of children and
for the well-being of families." It should ensure,
the Report argued, that people in a senior position were no longer
able to claim ignorance of what is happening on the ground, and
to argue that this is not their responsibility. Instead, the arrangements
would ensure that those who manage services for children and families
are "held personally accountable for the effectiveness of
these services, and for the arrangements their organisations put
in place to ensure that all children are offered the best protection
possible."
Figure 1: Recommended New Structure
36 Q10 Back
37
Q14 Back
38
Q17 Back
39
Q27 Back
