At a Glance…
Peopletoo was commissioned by Somerset Council and the LGA to assess Children’s Services, following a history of overspending and a previous “Inadequate” rating, now improved to “Requires Improvement.” The diagnostic covered all service areas, including SEND, with a focus on demand and cost pressures. We developed a financial plan to reduce spending by £11m over four years, which included a re-basing of the budget to reflect best practice. The transformation programme, led by a Chief Executive-chaired board, included key workstreams such as Children in Care Placements, Prevention, and SEND. We also worked with Health to establish a new funding protocol, securing an additional £4m for High Needs placements.
The Challenge
Despite increased budgets, the Children’s Services department continued to overspend, particularly in relation to placements. The number of children looked after remained stable, but unregistered placements and placement breakdowns were driving costs up. The service was struggling with inefficiencies, particularly around placement planning, sufficiency, and practice standards. A siloed approach across health, education, and social care led to fragmented services, exacerbating these issues. The need for a revised operating model to address these factors and improve collaboration was clear.
Our Approach & Delivery
Peopletoo carried out a diagnostic to assess demand, cost pressures, and operational inefficiencies, focusing on SEND and placement services. A financial plan was developed, aiming for £11m in savings, with a budget re-basing to reflect optimal service delivery. The transformation programme was launched, with workstreams focusing on areas like prevention, placements, and SEND, alongside improved governance and performance tracking. We also worked with Health partners to establish a new funding protocol for High Needs placements, securing an additional £4m in contributions. A deep dive into Children’s Social Care highlighted placement breakdowns as a key issue, and we recommended changes to the operating model to reduce costs and improve collaboration.
Outcomes Achieved
The financial plan, targeting £11m in savings over four years, was approved and integrated into the transformation programme. A new governance structure, led by the Chief Executive, was established to track progress and ensure accountability. The new funding protocol with health partners resulted in a £4m increase in contributions for High Needs placements. Changes to the operating model, informed by data analysis and case reviews, are expected to reduce placement breakdowns and associated costs. The transformation programme has led to better collaboration, improved service delivery, and clearer financial tracking.
