Calderdale MBC Safeguarding children peer challenge

1. Calderdale MBCSafeguarding children peer challenge Peer challenge presentation Friday 30 September 2011 www.local.gov.uk/children-s-services-peer-challenge

2. Timetable for the day Peer Review Presentation Short break Action Planning Conference Close (1pm)

3. Safeguarding peer review The peer team The process Early thoughts Strengths Areas for further consideration

4. The peer challenge team • Eleanor Schooling - Director of Children's Services, Islington • Judith Wyllie - Head of Service, Policy, Planning Performance, Blackburn with Darwen  • Andy Gill – Director of Better Outcomes Practice, Coactiva • Jacqui Dawson – Health peer • Richard Brett - former Liberal Democrat councillor and portfolio holder for Children's Services at Leeds City Council • Councillor Paul Lakin (Labour) – portfolio holder for Safeguarding, Rotherham MBC • Andrew Winfield - Peer Challenge Manager, Local Government Group

5. Peer review Peer review is based on the established signposts Not an inspection – invited in as “critical friends” Information is confidential and non attributable People have been open and honest Thanks to Bev Guffick, Anne Craven and John Holden for their unflagging assistance Our recommendations are based upon what we’ve read, heard and seen

6. The Peer review process Self-evaluation questionnaire based on NSPCC/LGG Signposts Case file mapping group Document and data review Early thoughts workshop Interviews and visits Feedback and prioritisation conference Summary letter

7. Key strengths Children are safer Improving staff morale Beginning to keep promises to staff and build trust Getting better at the basics New ICS Scale of Calderdale aids partnership working

8. Key areas for consideration Develop the Calderdale brand Pick up pace of change Channel energy into achieving milestones Focus on child’s journey Sell success to staff, Members and wider world e.g. safeguarding awards Ensure basics in place across the piece Keep eye on LAC

9. Outcomes Strengths Progress on the Improvement Plan Improved engagement/participation by young people Children’s centres doing effective work to prevent harm to children Working with partners is impacting positively on children

10. Outcomes Areas for further consideration Looked After Children are not getting a good enough deal Assessment timescales have improved but is this impacting on quality outcomes for children? Not everyone is thinking about outcomes Lack of continuity of social workers has impacted on children

11. Vision, strategy and leadership Strengths Council and partners’ commitment to improving safeguarding Joint Strategic Needs Assessment provides comprehensive understanding of need Active Improvement Board is driving progress

12. Vision, strategy and leadership Areas for further consideration Corporate parenting understanding is weak Scrutiny should have a sharper focus and concentrate on the child’s journey All councillors should be committed to children’s safeguarding and contribute appropriately Need to develop the vision and drive from top to bottom and across partners ‘Lieutenants and enforcers’ to lead change Lack of key personnel and capacity is weakening leadership and pace of improvement Key leaders and managers operating below their level Above means improvement is still fragile

13. Working together and CSCB Strengths CSCB seen as a strength, is supported by partners and core business is good Partners want to be part of the solution and can offer capacity Health is strong partner and police working effectively in safeguarding Third sector is making an important contribution and has the capacity to do more

14. Working together and LSCB Areas for further consideration More work on early intervention and prevention needed Some partners are unhappy about quality and engagement Poor information sharing slows down the pace of improvement New strategic planning arrangements do not currently provide clarity for partners Is the resourcing of the CSCB sufficient to do a good job?

15. Service delivery and effective practice Strengths From low base to green shoots Significant increase in Initial and Core Assessments – numbers and timeliness Safer processes and practice guidelines in safeguarding – especially at front end Common language through Continuum of Need model has provided greater consistency on thresholds Quality Assurance framework established, in use and impacting on practice – service standards Supervision arrangements in place Strong foundations for CAF development

16. Service delivery and effective practice Areas for further consideration Service stamina to follow through Need managers to deliver this agenda Churn adversely affects continuity and service to children Quality assurance and audit work need to be used more to inform service impact Build on IRO and other work to consider systematically the voice of the child and family Timescale and target chasing at expense of quality and outcomes Better informed management of caseloads but more to do Limited evidence of business plans linking to strategic plans Sticking point at times of cases being moved from First Response to Locality teams CAFs - get away from it being another job to do

17. Managing resources Strengths CASS working well in First Response – roll out beyond by end Oct. Good learning and development programme and support for Newly Qualified Social Workers Significant improvements of performance management systems and data quality. To be extended to partners. HR management information greatly improved FIT/FIP thought ahead to embed working in core business when funding ended Data tracking in children’s centres greatly improved Legal team in Children’s Service supports more effective working

18. Managing resources Areas for further consideration Have you invested enough money to achieve and sustain improvement? Other services e.g. FIT need to connect into CASS More to do on management information because can then get heads above the parapet Single and joint commissioning is underdeveloped and causes anxiety for existing providers Schools have the resources and ability to help Reduction in admin. support is impacting on front-line services.

19. Additional areas • Visible leadership and capacity to sustain improvement essential - gaps still exist - churn destabilises service • What else could the Improvement Board do? • Improve quality of relationship with schools • Focus on outcomes not just outputs • Help everyone to get their heads above parapet to plan ahead • Continue to learn from others and seek out best practice • Changes in health not having a detrimental effect • Big drive on communication • Define the vision for the child’s journey and resource accordingly to deliver well and efficiently • ‘Lieutenants and enforcers’ to lead change • Quality of practice needs to be raised for fostering, care planning and LAC • Establish a team to prepare for Ofsted • Third sector partner engagement is essential to understand what everyone has to offer and that they are part of the solution • Go out and sell your strengths, celebrate success

20. Your reflections and questions?

21. Contact details Andrew Winfield Peer Challenge Manager Local Government Group Email: andrew.winfield@local.gov.uk www.local.gov.uk/improvement