North Northamptonshire: local authority assessment

There was an inclusive and positive culture of continuous learning and improvement and support for continuous professional development. Although this could be inconsistent. Local authority staff had ongoing access to learning and training to support them in delivering Care Act duties safely and effectively.

The local authority developed a comprehensive social work career pathway designed to support apprentices, newly qualified social workers, and Approved Mental Health Professionals (AMHPs). This initiative aimed to strengthen workforce capability and retention by offering clear progression routes and targeted support. The Principal Social Worker’s Annual Report for 2023–24 highlighted the use of reflective supervision sessions, tailored training pathways, and innovative learning formats such as theatre-based training to engage Practice Educators. Practice frameworks incorporated feedback loops, group supervision, and accessible learning tools to help teams reflect and adapt to emerging challenges. Practice audits were used to identify areas for improvement, with responses refined into actionable insights. Resources such as the “Tea Break guide to advocacy” and planned training videos from the Safeguarding Adults Board further demonstrated the local authority’s commitment to accessible and engaging learning.

The local authority’s designation as a Teaching Partnership, achieved in collaboration with the University of Northamptonshire and regional partners, enabled the development of additional cohorts of Practice Educators, and supported research into the experiences of social work students from global majority backgrounds. This partnership reinforced the local authority’s focus on inclusive education and professional development.

Feedback from staff regarding access to training was varied. Several staff members reported positive experiences, noting good access to mandatory training and structured time for online learning. Apprenticeship pathways were described as well-embedded, and a culture of peer support and shared learning was evident. Staff also reported participating in informal but structured reflection sessions following significant events, such as provider closures, which facilitated learning and service improvement. Access to a range of training modules, including those related to the Care Act and bespoke courses, was confirmed. Staff noted that when additional training needs were identified, the local authority responded effectively.

Staff reported access to learning opportunities was not consistent across the workforce. Some staff reported limited access to adult social care-specific training for out of hours training and noted that AMHP supervision sessions were limited. Additionally, some staff indicated that they received minimal structured training on advocacy or safeguarding, which impacted their ability to fully support people with communication or capacity challenges.

There was emerging evidence that co-production was beginning to influence both strategic and operational decision-making within the local authority. Staff reported involving people with lived experience in shaping service specifications, particularly for services supporting people with autism and learning disabilities. Additional feedback indicated that carers had been invited to review and contribute to strategic documents, demonstrating a growing recognition of the value of inclusive planning. However, carers reported being involved after documents and strategies had been created, rather than being included in its development.

Co-production was not yet consistently embedded across all areas of adult social care. People with lived experience noted that they were not regularly invited to participate in service planning, and staff acknowledged that engagement often occurred late in the process. This observation was supported by the Principal Social Worker’s Annual Report for 2023–24, which identified the need for earlier and more structured involvement.

In response, the local authority developed a new “Working Together” agreement aimed at strengthening co-production practices. This agreement outlined a commitment to involving experts by experience in key activities such as senior recruitment, recommissioning, budget planning, and strategic reviews, with implementation planned from mid-2025. The appointment of a Co-production Lead and the stated intention to broaden representation of lived experience across services reflected meaningful progress toward embedding co-production more systematically.

Digital innovation was beginning to support service transformation. The local authority piloted tools like Magic Notes and Co-Pilot to streamline assessments and care planning. Staff reported that Magic Notes improved clarity, consistency, and efficiency, allowing more time for direct engagement and person-centred care. The tool also enhanced transparency and made case records easier to navigate.

The local authority took steps to embed learning from feedback, drawing on contributions from people using services, staff, and partner organisations. In some areas, this approach led to tangible service improvements and helped foster a culture of reflective practice. Staff engaged in activities such as debriefs following care home closures and participated in peer learning through established staff networks. These practices were valued and supported ongoing development.

Processes for collecting, analysing, and acting on feedback varied, which limited the extent to which service improvements were systematically informed by lived experience or frontline insight. Staff noted that while their feedback was sought, it often occurred after decisions had already been made, rather than during the early stages of service development which was also reflected in feedback from people with lived experience.

To support service improvement, the local authority commissioned external peer reviews. These reviews contributed to the planned development of a new access model and informed updates to safeguarding processes. Feedback from people with lived experience was gathered through annual surveys and integrated into quality assurance and audit activities. People expressed a desire for more active involvement in shaping services and influencing service development.

Partners highlighted the absence of structured processes for gathering feedback from people and using it to drive meaningful learning and change. They also reported that learning from incidents is rarely shared with them.

The local authority collated detailed complaints data, which highlighted recurring issues, particularly around financial assessments and charging policies. In response to these concerns, changes were introduced, including the addition of explanatory letters with support plans. This demonstrated a commitment to addressing common themes and improving clarity for people receiving services.

Data from the Local Government and Social Care Ombudsman (LGSCO) for the period 1 April 2023 to 31 March 2024 showed that only two detailed investigations were undertaken, which was half the average for comparable authorities. Both investigations were upheld, resulting in an uphold rate of 100%, which was higher than the national average of 71.86%. The local authority achieved a 100% compliance rate, with no late remedies or incidents of late compliance.

Additionally, the local authority responded constructively to recommendations from the LGSCO. In January 2024, the local authority issued a formal letter detailing two key recommendations and the resulting learning for staff and providers. A meeting was held involving Adult Social Care, Quality Assurance, and the Adult Social Care Complaints Officer to discuss how to strengthen processes for handling complaints related to care providers. This demonstrated a responsive approach to improving service quality and learning outcomes following complaints. They also published accessible online advice for people using services, including improvements to its complaints and compliments pathways.