annual report 2017-2018 appendicesmoderngov.sthelens.gov.uk/documents/s76655/annual report...

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St Helens Safeguarding Children Board

Annual Report

2017-2018

Appendices

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APPENDIX 1 Budget Information

The Income for the Safeguarding Children Board comes from Partner agencies Budget contributions proposed and actual 2016 – 17 and proposed Budget

Contributions 2017- 2018

2016- 2017 (Actual)

2017 – 2018 requested

2017 – 2018 (actual)

Local Authority (Peoples Services - CYP)

73,800

75,645

75,645

Local Authority (Peoples Services - Public Health)

10,000

10,250

10,250

CCG

52,275

53,581

53,581

STHKT

5,330

5,463

5,463

5 Borough Partnership

5,465

6,000

3,000

Bridgewater

5,200

5,200

3,000

Police

20,390

20,900

21,000

National Probation service

834.41

855

855

Community Rehabilitation Service

1,127

1,155

1,155

CAFCASS

550

550

550

Total

174,971.41

179,599

174,499

Priority areas of expenditure 2017 – 2018

Training and development of the workforce in areas like Neglect, Harmful Sexual Behaviour, Modern Slavery and Trafficking

Restructure post the Wood Report

Quality assurance audits in areas of priority

Further work to be completed across the partnership in terms of children at risk of exploitation

Changing the culture in terms of effective working together across all agencies

Serious Case Reviews and other reviews; dissemination of learning from these

Pan-Merseyside CDOP and learning from child deaths

The launch of the new website

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APPENDIX 2

Membership of the Local Safeguarding Children Board (as at end March 2018)

By Agency / Role Members People’s Services – St Helens Council Mike Wyatt

People’s Services – St Helens Council Stephen Tracey

CAFCASS Alan Sanders Merseyside Police Louise Harrison /John Griffith National Probation Service Sandra Oluonye Community Rehabilitation Company John Quick North West Boroughs Healthcare Foundation Trust Julie Chadwick Secondary Schools Representative Ian Young Schools Representative Jo Davies Voluntary & Community Sector Alex Modder St Helens & Knowsley Teaching Hospitals NHS Trust Anne Monteith NHS England Lyn McGlinchey/ Sheena

Hennell Bridgewater Kristine Brayford West St Helen’s Clinical Commissioning Group (CCG) Sarah O’Brien Designated Doctor Vacant Position Named Doctor Paul Rose Designated Nurse Carmel Farmer College Representative Jeanine Williams Primary School Representative Position Vacant Independent/Other Persons Independent Chair Steve Atkinson Independent Board Members Sarah Ellis Lead Member for Children’s Services (Participating Observer)

Cllr Banks

Officers to the Board Legal Advisor Nina Ellement Business Manager Jan Higgins

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APPENDIX 3 – Business Plan 2018-2019

St Helens Safeguarding Children Partnership (SHSCP)

BUSINESS PLAN 2018 – 2019

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Group Ref, SL1

1.To implement a children’s Shadow Board and a Service area children’s group with a view to integration at a later date 2.To Consider the extent to which front line workers are able to take a child centred approach to safeguarding by questionnaire/survey

Assistant Director Safeguarding

MEASURES OF SUCCESS

A clear structure is put in place with clear governance and responsibility for a shadow Board

Clear lines of reporting are in place between the Children’s Shadow Board and the Safeguarding Partnership Board

Structure designed to enable integration with the Peoples Services shadow Board 2019- 2020

Terms of reference composition and membership reviewed and in place

STRATEGIC ACTION 1 - We will help to ensure that children in St Helens are safe

Why we will do this - Ensuring the safety and welfare of children and young people is the prime function of the St Helens Local Safeguarding Children’s Board. The Board recognises it needs to continually strive to improve in this area but in order to do so, it needs to focus on key priority areas during a period of restructure.

What difference do we want to make? –

To ensure that the Safeguarding Children Partnership has a strong understanding of the actions required to safeguard children, and bring effective challenge and hold

to account agencies where improvements are necessary. We want the Partnership to be sighted on the key aspects of where we can make a difference by working

together.

REFERENCE DELIVERY ACTIONS LEAD TARGET

TIMESCALE

UPDATE

6

Group Ref SL2

To develop a comprehensive approach to understanding the experience of children, and to feed this information back to the Board: This will be done through the shadow Board, and existing children’s groups, using tools like audit capture, survey and focus groups To ensure that feedback from existing children’s focus groups e.g. Children in Care Council, Young Mentors, etc, are properly incorporated into the work of the Board and further develop use of groups to meet the needs of the Peoples Board. Key tasks will include considering thematic areas parallel to the Improvement and Learning Forum e.g. transitions / Conference experience/ Early Help

Head of

Safeguarding

STRATEGIC ACTION 2 – To better understand the lived experience of children in St Helens and to recognise what it is that makes children feel safe .This information will be used to inform safeguarding practice.

Why we will do this – The Safeguarding Children Partnership wishes to ensure that through the strategic priorities and the work of the Partnership improvements are delivered in the actual lived experience of children in the borough.

What difference do we want to make? – We want to understand the key issues for the Safeguarding Children Partnership and to focus on these issues from a children and young people’s perspective.


TIMESCALE

UPDATE

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MEASURES OF SUCCESS

Clear evidence that young people have contributed to the work of the Safeguarding Children Partnership and have helped develop and identify further priorities

You said ….We did model implemented

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Group Ref SL3

To develop a shared programme of outcome based audits which link to the 4 priorities in this plan and which is shared across all agencies, to ensure children’s safeguarding is effectively represented in the work of the St Helens People’s Board. To review the terms of reference, composition and membership of the Board and the relevant sub groups To monitor the:

Implementation of the revised ‘front door’ arrangements for Children’s Services in St Helens.

Implementation of the revised Domestic Abuse arrangements for Children’s Services in St Helens.

Implementation of the revised Early Help threshold/Continuum of Need arrangements for Children’s Services in St Helens.

Head of

Safeguarding

STRATEGIC ACTION 3 - We will help ensure the most effective integration of services in St Helens

Why we will do this – The Safeguarding Children Partnership understands that most effective safeguarding practice includes close integration of services for children and their families. This will fit in with the wider agenda of the St Helens People’s Board to develop a Local Care System for the Borough.

What difference do we want to make? – We want to be sure that children do not experience confusion in their experience of safeguarding processes. We want to ensure that they receive a consistent and coherent response and resources are utilised most effectively.


TIMESCALE

UPDATE

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Implementation of the Neglect arrangements (Including GCP2) for children in St Helens

Transition arrangements in place from children to adults across services within St Helens

Implementation of the Multi agency procedures for priority areas identified by the partnership e.g. GCP /Adolescence/ Voice of the Child

MEASURES OF SUCCESS

New structure for multi-agency safeguarding arrangements are agreed and implemented.

Programme of audits in place and delivering effective learning which is disseminated promptly.

Childs voice is captured ,reported to Board and acted upon as part of the audit process

Regular minuted dialogue with People’s Board.

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Group Ref SL4

To identify a group of (all age) boys from large sibling groups and work with them intensively to empower them and raise aspiration and improve outcomes in all areas of their lives. This will include the development of a vulnerability matrix which will be shared by the Board including areas such as domestic violence, mental health, harmful sexual behaviour, children’s mental health, harmful sexual behaviour, drug and alcohol, SEND, children looked after and children at risk of exclusion. We will consider the dissemination of identified good practice across the partnership Commission the most appropriate services to support identified aspirations

Local Authority

MEASURES OF SUCCESS

This will be a long term project but we would hope that we would indicate initial improvements in the educational performance and health outcomes for all boys in the

STRATEGIC ACTION 4 - We will support St Helens children to have and take the same opportunities as children in the best performing areas.

Why we will do this - In accordance with the strategic aim of the People’s Board to raise aspirations in the Borough, we want to ensure that children have the best possible opportunities comparable to those children living in other areas of the country with higher areas of performance. We do not simply want to compare with the best performance in St Helens.

What difference do we want to make? – Over time we want to improve outcomes for children in vulnerable groups in all areas.


TIMESCALE

UPDATE

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cohort, with time we would hope this would extend to other members of their sibling groups, very intensive work with families.

I Thrive to improve mental health in terms of Early Help

Safe lives effectively utilised as a voluntary sector service to provide Early Help

Pause Programme (increased take up)

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JOINT ACTIONS WITH ADULT SAFEGUARDING BOARD

ACTION

REFERENCE

DELIVERY ACTIONS

WHAT DIFFERENCE DO WE WANT TO

MAKE

TARGET TIMESCALE

OF APPROVAL

BY SAB

STRATEGIC ACTION/S

SUPPORTED (See below)

UPDATE

1 We will, in conjunction with St HSCB, produce guidance for transitions from children and adolescent mental health services (CAMHS) to adult mental health services.

So that young people are proactively offered support to any ongoing mental health needs as they become young adults.

September 2018

1 3 4 6

2 We will, in conjunction with St HSCB, agree a strategy to raise awareness of and respond to modern slavery in St Helens.

So that there is appropriate awareness and a robust process in place to be operationalised as required.

December 2018

1 3 4 5 6 9

3 We will, in conjunction with St HSCB and others, continue to actively participate in understanding arrangements between the partnership Boards in St Helens.

So that there is clarity across partnerships regarding scope and governance of each Board.

March 2019 1 4 9

Safeguarding Boards - 9 Strategic Intentions

1. We will seek to ensure that the responses of all relevant agencies to the needs of vulnerable people (children and adults) in St Helens are people-centred. 2. We will actively seek to understand the lived experience of Children and Adults and work with them and their advocates to achieve as far as possible the outcomes desired. 3. Our response to reported concerns will be timely and proportionate, supported by effective information sharing. 4. We will develop the Safeguarding Children Board and Safeguarding Adult Board using a model and principles in a way which is consistent with the aims and aspirations of St Helens Cares, making the most cost-effective use of available resources.

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5. A multi professional approach to safeguarding practices will be in place to achieve good outcomes for people at risk of, or experiencing, abuse and neglect. 6. We will proactively and jointly identify and manage risks and be clear and realistic about plans to avoid, reduce, remove or accept risks. 7. We will use meaningful performance indicators and local data sets to understand the profile of abuse and neglect of people with care and support needs and be responsive to emerging themes and trends. 8. We will ensure that efficient and effective mechanisms and resources are in place and prioritised to support statutory duties to make safeguarding investigations/enquiries and audit and recommend appropriate improvements. 9. We will foster a culture of openness and recognise where our strengths lie so that improvements in safeguarding processes can be informed by learning from our achievements as well as from weaker areas of practice or systems locally or nationally.

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APPENDIX 4 Business Plan 2017-2018

St Helens Safeguarding Children Board (SHSCB)

BUSINESS PLAN 2017 – 2018

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Group Ref, SL1

To refine existing performance reports to ensure

that the board is able to recognise and be sighted

on a smaller group of key multi-disciplinary

indicators which most represent the safety and

welfare of children and young people. The focus

will be on ensuring the safety and welfare of

children and young people in different settings:

Home

School

Community

Social Media/internet

And on ensuring an appropriate focus on key areas identified for focus by the Board including Harmful Sexual Behaviour, Child Exploitation, Adolescence etc.

Performance and Quality Assurance Sub

Group (Police Chair)

Executive Lead – John Griffith

Report to Executive –

July 2017

Final deadline

October 2017

A draft set of PIs has been produced and has been circulated to the Performance Officers Group and subsequently Board.

Performance Management Dataset Proposed Amendments JG JH DH LLG.docx

COMPLETED

STRATEGIC ACTION 1 - We will help to ensure that children in St Helens feel and are safe

Why we will do this - Ensuring the safety and welfare of children and young people is the prime function of the St Helens Local Safeguarding Children’s Board. The Board recognises it needs to continually strive to improve in this area but in order to do so, it needs to focus on key priority areas in the first year of delivery.

What difference do we want to make? –

To ensure that the Board has the strong understanding of actions to ensure the safety of children, can bring robust challenge and hold to account agencies where

improvements are necessary. We want the Board to be sighted on the key aspects of where we can make a difference by working together.

REFERENCE DELIVERY ACTIONS LEAD TARGET TIMESCALE UPDATE

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MEASURES OF SUCCESS

A clear reporting set against a limited number of key priorities is available for the Board, sub groups and executives. All agencies contribute effectively to this and information is up to date

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Group Ref SL2

To develop a comprehensive approach to understanding the lived experience of children, ensuring effective use of existing mechanisms and developing new ways of bridging gaps in services and involving children and young people in the work of the Board. Key tasks will include reviewing a sample of looked after children reviews for different age cohorts to identify any trends or themes. Consider the extent to which front line workers feel they can take a child centred approach to safeguarding by questionnaire/survey To ensure that feedback from existing children’s focus groups e.g. Children in Care Council, Young Mentors, etc, are properly incorporated into the work of the Board.

Executive

Executive

Executive

Executive

(CCG Chair)

Executive Lead – Sarah O Brien

January 2018

January 2018

January 2018

January 2018

Agreed that LSCB will take over the lead on this. Team to consider a wider Children’s Learning Hub* which will communicate with the Learning Hub within the new structure. (Width - the group will be formed with membership from some existing Children’s groups and with some of the groups not approached to date) THIS TO FORM PART OF NEXT YEARS BUSINESS PLAN

STRATEGIC ACTION 2 – To better understand the lived experience of children in St Helens and to use this understanding to inform and develop safeguarding practice.

Why we will do this – The Board wishes to ensure that the strategic priorities and the work of the Board delivers improvements in the actual lived experience of children in the borough.

What difference do we want to make? – We want to understand the key issues for the Board to focus on from a children and young people’s perspective.


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MEASURES OF SUCCESS

Clear evidence that young people have contributed to the work of the Board and have helped develop and identify further priorities for the Board.

19

Group Ref SL3

To develop a shared programme of outcome based audits which link to the 4 priorities in this plan and which is shared across all agencies, to ensure children’s safeguarding is effectively represented in the work of the St Helens People’s Board.

Safeguarding Unit (Assistant Director)

November 2017

An early work plan was compiled for audit 2017 – 18 Plans to audit : VoC ( embedded in the audit cycle ) Adolescence HSB audit

Harmful Sexual Behaviour Key Findings.docx

FAM minutes audit (Desktop Audit took place – report produced)

FAM Audit Report.docx

STRATEGIC ACTION 3 - We will help ensure the most effective integration of services in St Helens

Why we will do this – The Safeguarding Board understands that most effective safeguarding practice includes is close integration of services for children and their families. This will fit in with the wider agenda of the St Helens People’s Board to develop a Local Care System for the Borough.

What difference do we want to make? – We want to be sure that children do not experience confusion in their experience of safeguarding processes. We want to ensure that they receive a consistent and coherent response and resources are utilised most effectively.


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To review the terms of reference, composition and membership of the Board and the relevant sub groups to ensure a fit with these priorities, the People’s Board and the Local Care System. To monitor the implementation of the revised ‘front door’ arrangements for Children’s Services in St Helens.

Safeguarding Unit (Assistant Director)

Safeguarding Unit (Assistant Director, Children’s Social Work Assessment) Executive Lead -Ann Dunne

October 2017 (Executive – July 2017)

April 2018

*note following July Executive discussions the QA coordinator was asked to concentrate on existing audits while a new structure for multi-agency audit was compiled under the Head of Safeguarding. To be revisited in the light of the new model in 2018 - 2019

A new model has been proposed and accepted by the Board on the December 2017 Development Day

Restructure Presentation.ppt

MEASURES OF SUCCESS

Programme of audits in place and delivering effective learning which is disseminated promptly.

Regular minuted dialogue with People’s Board.

Terms of reference composition and membership reviewed and in place.

21

Group Ref SL4

To identify a group of (all age) boys from large sibling groups and work with them intensively to empower them and raise aspiration and improve outcomes in all areas of their lives. This will include the development of a vulnerability matrix which will be shared by the Board including areas such as domestic violence, mental health, harmful sexual behaviour, children’s mental health, harmful sexual behaviour, drug and alcohol, SEND, children looked after and children at risk of exclusion.

Executive (Senior Assistant

Director, Social Work and Community) Executive Lead Stephen Tracey

Established by July 2017

A vulnerability matrix has been developed and the People’s Services Performance Team are working to identify the top 10 families who would fit within this criteria and look at how a wraparound support approach can be developed with these families.

MEASURES OF SUCCESS

This will be a long term project but we would hope that we would indicate initial improvements in the educational performance and health outcomes for all boys in the cohort, with time we would hope this would extend to other members of their sibling groups, very intensive work with families.

STRATEGIC ACTION 4 - We will support St Helens children to have and take the same opportunities as children in the best performing areas.

Why we will do this - In accordance with the strategic aim of the People’s Board to raise aspirations in the Borough, we want to ensure that children have the best possible opportunities comparable to those children living in other areas of the country with higher areas of performance. We do not simply want to compare with the best performance in St Helens.

What difference do we want to make? – Over time we want to improve outcomes for children in vulnerable groups in all areas.


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APPENDIX 5 LSCB Multi-agency Annual Training Impact Data Apr 2017-Mar 2018

Course Title Method of measuring impact

No. delivered this year

Date added to calendar

Formal Observation Date

Impact criteria

Working Together To Safeguard Children

Kirkpatrick Model & follow up

7 Reviewed Apr 17

22 Mar 18

1) Increase in EHAT completions/MA Lead Professionals. 2) Reduction in inappropriate escalations.

Safer Recruitment Kirkpatrick Model & follow up

3 - Planned for 23/24 May 18

1) Reduction in inappropriate referrals, Or an increase in appropriate referrals. Increase in Knowledge, skills and confidence.

LADO Awareness Kirkpatrick Model & follow up

3 Nov 2016 6th Feb 18

Reduction in inappropriate referrals, Or an increase in appropriate referrals. Increase in Knowledge, skills and confidence

Domestic Abuse: The Impact on the Child


6 Sept 2017 17th Nov 17 1)Increase in the no. of reported cases 2) Increase in confidence for professionals supporting a child

Lead Professionals in Practice


5 Nov 2015 20 Feb 2017 & 24th May 17

1) Increase in no. of EHAT’s completed 2) Increase in LPs

Effective Chairing Skills Kirkpatrick Model & follow up

7 Jan 2017 14 Mar 18 1) Increased confidence in multi-agency professionals Chairing Meetings

CSE Awareness & Advanced


5 Jan 2016 Done in 2016-2017

1) Increase in CSE 2 Referrals 2)Increase in referrals to the MACSE

Sex, Drugs and Risk Control


4 Reviewed Sept 16

25/26 Sep 2017

Increased confidence in addressing issues with YP

Reflective Learning Reviews

Kirkpatrick Model & follow up Desk top Audit

0 Ongoing

SCR Training findings: Spotlighting Adolescence


1 May 2016 - -

Operation Encompass *Desk top review 1 2015 - 1) Increased number of OE notifications

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*School review (questionnaire)

2) Increased positive outcomes for children

Harmful Practices *Kirkpatrick Model /follow up

1 27 Nov 2015

- 1) Reduction in cases being escalated. 2) Increased number of referrals.

MA Escalation & Resolution Procedures


0 April 16 - Reduction in inappropriate escalations

MARAC and MERIT * Kirkpatrick Model 0 - 1) Increase no. of appropriate referrals

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2017-2018 – The mandatory 2 day ‘Working Together to Safeguard Children’ training was reviewed, developed and updated in April 2017. As a result the course now has 2

host trainers with the support of 4-5 guest professionals from the following organisations: Early Help, Emergency Duty Team (EDT), Merseyside Police, Local Authority

Safeguarding Team, and Voluntary Community Action (VCA).

Impact Criteria One:

There is an increase in EHAT episodes being created (356 episodes more) - indicating the increase in lead professionals in the last year (42% increase).

Impact Criteria Two:

For the second year running there have been no inappropriate multi-agency escalations made across the partnership because has been provided to inform professionals

of the multi-agency procedure and how it is to be used.

26%51%

Ratio of professionals trained in 2017-2018

Peoples Services Education Health

Police Other

20 3%

0 50 100 150

% Increase in

Multi-Agency Leadprofessionals

2018

2017

3

0 0

2015-2016 2016-2017 2017-2018

Inappropriate Multi-Agency Escalations

Inappropriate Multi-Agency Escalations

2017

2018

0

500

1000

1500

No. of EHAT'scompleted

2017

2018

APPENDIX 6 St Helens LSCB Training Impact Dashboard for Working Together To Safeguard Children 2017-2018

LEARNER’S DISTANCE

TRAVELLED

Working Together To

Safeguard Children

Knowledge: Avg. 8%

increase

Skill: 7% Avg. increase

Confidence: 8% Avg.

increase

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2016/2017 - There was a reduction in the number of allegations made to Designated Officer for the Local Authority for 2016-2017. 142 referrals were made during the year

and this represents a 24.4% decrease in comparison to 2015-2016. This reduction could be an indication of a reduction in inappropriate referrals being made however as

indicated above this cannot not at present be confirmed.

2017/2018 - Training in relation to the LADO function/process was developed over the year 2017-2018 with three LADO Briefing sessions being delivered. The training

was well received by all delegates. The LADO report is yet to be finalised for this year, so data will be calculated upon its completion.

There has been an increase in representation on the LADO & Safer Recruitment training from Health and ‘Others’ partners (in particular Housing and Charitable

organisations)

The LADO function can also be found in the following training:

• Working Together to Safeguard Children

• Safer Recruitment.

53%37%

10%

Safer Recruitment : Ratio of professionls trained

Health

Education

Social Care

Police

Other

2015/2016

2016/2017

0

50

100

150

200

All LADOReferrals

2015/2016

2016/2017

65%

17%

LADO Awareness:Ratio of professionals trained

Health

Education

Social Care

Police

Other

7%

APPENDIX 7 St Helens LSCB Training Impact Dashboard for LADO Awareness & Safer Recruitment 2017 - 2018

LADO referrals 2017-2018 (including ‘inappropriate’

referrals):

The reporting of the data is being developed to ensure that all essential aspects of the data is being captured in response to emerging trends to enable appropriate analysis, comparison and development of the service. To date information on inappropriate referrals is not available due to the reporting system and has to be obtained manually. The system is now being developed to enable the information to be collated automatically.

LEARNER’S DISTANCE TRAVELLED

(per course)

LADO Awareness

Knowledge: Avg. 30% increase

Skill: Avg. 40% increase

Confidence: Avg. 30% increase

Safer Recruitment




Total No. of Professionals

Trained:

LADO - 24

Safer Recruitment - 32

11%

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APPENDIX 8 St Helens LSCB Training Impact Dashboard for Lead Professionals in Practice 2017-2018

2017

2018

0

500

1000

1500

No. of EHAT'scompleted

2017

2018

Number of EHAT episodes initiated between 01/04/2017 and by calendar month

2017 2018 TOTAL

4 5 6 7 8 9 10 11 12 1 2

84 87 100 150 106 124 161 160 97 119 53 1241

2017-2018 – There is an increase in EHAT episodes being created - indicating the increase

in lead professionals in the last year (42% increase).

As a result of delivering this training, an additional need arose for ‘Effective Chairing Skills’ which was developed as an additional training course in order to meet this need.

29%

56%

Ratio of professionals trained in 2017-2018

Peoples Services Education

Health Police

Other

0 50 100 150

% Increase in Leadprofessionals

2018

2017

LEARNER’S DISTANCE TRAVELLED

(per course)

Lead Professionals in Practice




Effective Chairing Skills




27

18% 6%

41%

35%

Ratio of professionals trainedApril 17 - March 18

HealthEducationPeoples ServicesPolice

2017-2018 Impact Criteria One: Increase in CSE 2 Referrals Impact Criteria Two: Increase in referrals to the MACSE

The CSE Awareness & Advanced training was delivered every month for 12 months, from Sept 2016 - Sept 2017.

There has been a reduction in CSE 2 referrals and referrals into the MACSE due to a new screening process being introduced in June 2016. It is also predicted that consistent training across the partnership of the CSE process and pathway has also potentially given a greater understanding of what constitutes a referral.

There has also been a more even spread of professionals attending training from across the partnership compared to the previous year (2016-2017).

A CSE 7 minute briefing sheet has been created and disseminated to all partners in order to compliment the training delivered. This briefing has been used for professionals to self-reflect and then discuss within their teams and within their 1:1 supervisions upon day to day practice and how their increased knowledge and skills can be used to make a difference to children and their families.

0

50

100

150

200

CSE 2Referrals

MACSEReferrals

April 17-Mar 18

April 17-Mar 18

APPENDIX 9 St Helens LSCB Training Impact Dashboard for CSE Awareness & Advanced – 2017-2018

Total Trained this year:

65

Average Learning Rate:

89%

Average attendance Rate:

57%

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