Summary
This analysis demonstrates that there may be a quality risk in disaggregating people services, if the resulting services are materially smaller. Whilst there are a significant number of factors affecting service quality, including demography and deprivation, as well as how the service is delivered, this analysis demonstrates that smaller services are less likely to be rated as good or outstanding by Ofsted. In considering mitigation for this, alongside seeking to avoid or minimise levels of disaggregation, workforce and leadership development will be critical to ensure that there are sufficient capable senior leaders to run newly formed services. They will need to navigate the significant operational transition into new services and authorities, as well as put in place an operating model which can drive high quality despite the potential reduction in scale. They are likely to therefore need additional development and support to undertake these challenging roles. Moreover, in disaggregating people services through local government reorganisation, due attention needs to be paid to the footprints of local partners. Disaggregation that results in an increase in the number of service transitions and handovers will increase the complexity of the local system, and introduce additional risk to the quality of care and a potential reduction in efficiency. If possible, LGR should be used as an opportunity to drive greater co-terminosity and reduce overall system complexity.
This analysis demonstrates that
smaller services are less likely to be rated as good or outstanding by Ofsted.
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