nding and resources that help families early so children and young people can thrive. Funding achieves value for money and is spent on interventions that make a difference to children, young people, and families. • Leaders are transparent and accountable for their performance and the impact of children’s social care practice on children, young people, and families. Leaders managing social workers are mindful of the employer standards for social workers and consider this in their approach to supporting the workforce. Corporate and political leaders are supported to engage with the impact of practice on children, young people, and families. • Leaders at a corporate and political level take an active interest in the commissioning and impact of children’s social care in their area. They consider how other services, delivered by the local authority and their partners, can support better outcomes for all children, including children in care and care leavers. • Leaders understand the importance of quality services and are assured that effective auditing and assurance processes, including direct feedback from 22 children, young people and families, are in place. Where possible these are multi- agency, so as to build a commitment to learning and improvement amongst all partners and relevant agencies. • Leaders hold colleagues at every level of their organisation to account when there are concerns about how aspects of children’s social care services are being delivered. • Leaders value the support of other local authorities in their region and are proactive in contributing to, and learning from, regional improvement. They work to build collaboration, understanding and shared practice models across agencies and work constructively with their colleagues across the country, particul