Placement & Homes Strategy for Children and Young People 2026 to 2030
Measuring success and key performance indicators
To ensure this strategy drives tangible change, we are embedding a clear outcomes framework and a suite of measurable indicators. These will enable us to monitor progress, evaluate impact, and adjust our approach where necessary.
Our Outcomes Framework
The following strategic outcomes will guide our measurement activity:
- Children live in safe, stable, and high-quality homes.
- Children are placed close to family, school, and community unless otherwise required.
- The use of external and out-of-county placements is reduced.
- Carers and professionals feel well-supported to deliver therapeutic care.
- Placement moves are minimised, and permanence is achieved in a timely way.
- Provision reflects the needs and identities of children and young people.
- The sufficiency system is sustainable and delivers value for money.
Key Performance Indicators (KPIs)
We propose the following headline KPIs, informed by Ofsted metrics, DfE expectations, and benchmarking with other high-performing authorities. These will be reviewed annually.
| KPI | Description | Target by 2028 |
|---|---|---|
| % of LAC placed within 20 miles of home | Proximity to community and support networks | ≥ 80% |
| % of LAC in in-house foster care | Reduce reliance on IFAs | ≥ 60% |
| Number of residential beds in-county | Local provision for complex needs | ≥ 32 beds |
| % of placements rated ‘Good’ or better by Ofsted | Quality and compliance | 100% |
| % of LAC with 3+ moves in 12 months | Placement stability | ≤ 8% |
| % of 16–17-year-olds in regulated or high-quality semi-independent settings | Quality for older children | ≥ 90% |
| Placement spend variance (forecast vs actual) | Financial predictability | ≤ ±5% |
Additional metrics will be drawn from:
- Placement sufficiency dashboards (monthly)
- Foster carer recruitment and retention data
- Commissioning and provider quality audits
- Feedback from children and young people (via surveys, We Do Care, advocacy)
This table shows how each KPI aligns with our strategic objectives, ensuring consistency between what we deliver and how we measure impact.
| Key Performance Indicator (KPI) | Linked Strategic Objective(s) |
|---|---|
| % of LAC placed within 20 miles of home | Objective 1: Grow Local Residential Capacity; Objective 2: Stabilise and Diversify Fostering; Objective 3: Improve Supported Accommodation |
| % of LAC in in-house foster care | Objective 2: Stabilise and Diversify Fostering |
| Number of residential beds in-county | Objective 1: Grow Local Residential Capacity; Objective 1: Residential Capacity |
| % of placements rated ‘Good’ or better by Ofsted | Objective 2: Fostering; Objective 3: Supported Accommodation |
| % of LAC with 3+ moves in 12 months | Objective 1: Residential Care; Objective 2: Fostering; Objective 4: Family-Based Options |
| % of 16–17-year-olds in regulated or high-quality semi-independent settings | Objective 3: Improve Supported Accommodation |
| Placement spend variance (forecast vs actual) | Objective 5: Integrated Commissioning and Data-Led Planning |
To ensure alignment with future demand we will monitor placement patterns against our data to insight modelling tool, adjusting targets for in-house versus external provision and refining recruitment strategies as needed. Forecasting assumptions and placement mix will be reported bi-annually to the Children’s Services Budget Board.
Performance Management Approach
Performance will be tracked through our quarterly sufficiency review cycle. Exceptions, risks, and slippage will be escalated through governance channels and subject to remedial action planning.
Narrative performance reporting will also ensure that quantitative data is balanced with children’s experiences, practitioner insight, and the voice of the provider market. The strategy’s success will ultimately be judged by whether children are thriving in placements that meet their needs.