My Lords, I follow my noble friends Lady Eaton and Lord True in supporting Clauses 29 to 31. My noble friends made many of the points that I thought were important to this debate, so I shall limit myself to the single issue of testing and reiterate the commendation of the Government for their reforming courage, not just in what they are seeking to achieve but in how they are seeking to achieve it.
Few can doubt that reform is needed in national social work practice. The number of children coming into care is soaring. My noble friend Lady Eaton has already mentioned how the complexity of their lives, especially when they are late entrants into the care system, cannot be adequately catered for in the current legislative framework.
Every sheet of Pugin wallpaper on the walls of this Palace could be replaced by policy reports brimming with ideas and care studies about social work and children’s services reform. Many of these ideas have been learned from good practice here and in other countries; they emerged not from a clear blue sky but from grass-roots practice. However, if they are ever to be implemented, they need the leeway referred to by my noble friend. On the subject of learning, modern government increasingly has to draw inspiration from the way corporations innovate but avoid going bust in a highly complex world—without, of course, handing over the core business of protecting the vulnerable to profit-making companies. I welcome the Government’s amendments to Clause 29 that bar local authorities from doing precisely that.
To explain what I mean with a recent example, the Institute for Government published Nicholas Timmins’s highly instructive report on the rollout of universal credit, at the heart of which was a change in approach from the traditional way of managing big projects. Previously, managers operated a “waterfall” approach, where government would legislate on a programme and set the rules, suppliers would then design in detail how these would operate, do some testing and then cascade a finished system out to the regions, either in phases or even on one day. One of the major drawbacks was that any errors, misjudgments or even rigidities factored in early or midway through the design process tended to be, as Timmins said, “baked in”, and end users could find that the project did not meet their needs because requirements were wrongly specified or simply not anticipated early on.
The opposite—which the private sector has increasingly adopted over the last 15 years or so—was known as the “agile” approach. Again to quote Timmins, this is,
“a mindset of humility around how little you should expect to understand about how real people use your service. So you optimise your whole approach by working with them and learning to iterate quickly based on learning in the real world”.
The mantra of test and learn that emerged from the adoption of an agile approach became a welcome hallmark of wider welfare reform, as well as of universal credit. It is a far more realistic and sensitive way to carry out reforms in areas such as welfare benefits and social care, which have such profound implications for people’s quality of life, well-being and even survival.
Obviously, there are many differences between the rollout of an IT-controlled benefits system and an iterative improvement in the responsiveness of children’s services, but the key similarities lie in the words “iterative” and “responsive”. We heard from my noble friend Lord True about the Royal Borough of Kingston and the London Borough of Richmond—Partners in Practice local authorities. They have said that the clauses will enable them to safely test new approaches that their front-line workers come up with and remove barriers to effective work. Leeds City Council is seeking to become an exemplar of a new and more sustainable safeguarding system where children do better, families are supported to do better and the state has to intervene less. One local authority after another is aspiring to become a learning organisation that can be instructed by and instruct others—all within an enabling framework of intense scrutiny from government and those charged to put children at the forefront of all they do.
We are all here with the aim of ensuring that children thrive. But, as anyone who has lived in a family with several children knows, parenting must be nimble if each unique child is to flourish. I suggest that we also need to be agile in how we approach these clauses. We should no longer fetter well-trained professionals but enable them to develop strategies for their patch within the protective envelope of the Bill.