Welfare Call

A Message from Lord Pickles and Lord Blunkett, followed by Welfare Call's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Welfare Call is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.welfarecall.com

23WELFARE CALL |
BEST PRACTICE REPRESENTATIVE 2019
Directors Stuart and Julie
Henderson
The Welfare Call Group was established in 2002 to assist
local authorities, education services, social services, and
children’s and families’ departments collect and analyse
attendance and attainment data for vulnerable children. The
group currently work with over 100 local authorities across
the UK. The information they obtain is used to support early
intervention and safeguarding initiatives. Directors Stuart and
Julie Henderson tell
TheParliamentaryReview
more about this
intricate enterprise.
Every day, our team of over 45 dedicated and experienced call operators gathers
attendance data on over 30,000 children, regardless of what type of education
provision they attend. The data might come from mainstream schools such as local
primary or secondary schools, but could also be from other places where children
and young people are educated, such as residential care homes, hospitals, young
offender institutions, apprenticeship schemes and colleges.
The same team collects attainment data on a termly basis and is supported by
technology that helps ensure that calls are made efficiently. The process captures
data in a way that is quality checked, collated and fed back to agencies with an
expectation that it will not only be used for statutory reporting purposes, but also
be acted upon in their day-to-day operations.
Running parallel to our call-based services are our cloud-based solutions, including
the design and maintenance of the 14,000-plus Personal Education Plans, or “ePEPs”,
that are completed every term. These are an online multiagency record of how
FACTS ABOUT
WELFARE CALL
»Directors: Stuart and Julie
Henderson
»CEO: Graham Kavanagh
»Established in 2002
»Based in Cudworth, South
Yorkshire
»Services: Collection and
analysis of education data for
vulnerable children
»No. of employees: Over 100
»Monitors 30,000 children
across England, Wales and
Scotland daily
Welfare Call
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | WELFARE CALL
professionals working with each child
in care will support their educational
outcomes and achievements. We also
provide reports and analysis of the
data captured in these forms as well as
reminders when work is overdue.
A strong commitment to our
ethos
Although we are as excited as any
technology firm about advancements
in automation, analytics and artificial
intelligence, we pride ourselves on
retaining the one-to-one human
interaction we have with schools and
other educational providers.
Supported by customised call centre
software, using this method of data
collection enables our call operators
to build a relationship with providers,
leading to a personal and friendly
interaction that is missing from purely
software-based methods of collection.
In addition to this, the building of
relationships enables us to query
responses that may be slightly
ambiguous or contradictory –
something software is a long way from
being able to do reliably (although,
of course, when it does, we’ll be at
thevanguard).
As child sexual exploitation and
county-lines drug networks continue to
target young people who are in care or
are disengaged from formal education,
there is increasing concern about
children being missing from home as
well as their placements. We can alert
carers and social workers immediately
to non-attendance at school and to
follow this up with a phone call.
So, although we will adopt technology
where it supports good outcomes for
children, we firmly believe that the
child-focused professions that rely on
us should in turn be supported by real
people living in the same communities
as their clients.
Initiatives, developments and
the future
With the new CEO, Graham Kavanagh,
the business has grown each of its
product, development, call operator
and IT services teams to cope with
requests to monitor a wider range of
vulnerable groups.
We have just launched a Welfare
Cloud Analytics tool that will enable
schools and local authorities to spot
trends, problems and improvements in
their services in real time. The data we
collect from our call operators and via
the forms that professionals complete
online is turned into clear graphs or
“visualisations”, which are updated
overnight. For key safeguarding
measures, the system will notice when
a pre-set threshold has been met
and automatically send an email or
text message to the local authority’s
nominated representative.
A friendly and dedicated
team
We have just
launched a
Welfare Cloud
Analytics tool
that will enable
schools and
local authorities
to spot trends,
problems and
improvements
in their services
in real time
Empowering the
education sector
25WELFARE CALL |
BEST PRACTICE REPRESENTATIVE 2019
Children in difficult situations will often
have many different professionals
from many different agencies working
with them. It can be daunting for the
children and their families, as these
agencies often have their own specific
ways of doing the same things. This
can lead to a lot of duplication of
effort, with these agencies using
different systems. We are trying to
minimise this with single online forms
that everyone can contribute to.
Much of the change in our work is
driven by the outcomes of inspections,
particularly Ofsted and the Care
Quality Commission in England. Local
authorities that have had negative
inspections often look to their
processes and use of technology to
see if there are ways that they can
help. At present, we have a particular
focus on ensuring that children and
their parents or carers can contribute
fully to the plans being made
withthem.
We are always keeping an eye on
political developments and legislation
that have the potential to require our
software to be changed. For example,
we are closely watching the Home
Education (Duty of Local Authorities)
Bill, which is likely to require education
departments to capture and process
new information. Reading the bill, and in
particular the debates in Hansard, helps
us to understand not only what we may
need to build, but the reasons for the
changes that are need. Often the debates
give us a better picture of the problem
parliament is trying to solve than the
final legislation, which will most likely
have included pragmatic compromises.
We’re acutely conscious of being a
software company working in a very
sensitive domain. We will always
ensure that the support we give to
professionals involved in safeguarding
comes as much from our values as
from our technological expertise.
Much of the
change in our
work is driven
by the outcomes
of inspections,
particularly
Ofsted and the
Care Quality
Commission in
England
Senior management
team

www.welfarecall.com

This article was sponsored by Welfare Call. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister