B&NES Local Safeguarding Children Board

Learning and Improvement Framework

Approved by

LSCB: Sept 2014

Date for review:

Sept 2015

By: SCR sub

group

Final Sept 2014

Background 1.1 The revised statutory guidance Working Together to Safeguard Children 2013 sets out a new approach to learning and improvement for LSCBs and places a duty on them to develop their own local frameworks. 1.2 "Local Safeguarding Children Boards (LSCBs) should maintain a local learning and improvement framework which is shared across local organisations who work with children and families. This framework should enable organisations to be clear about their responsibilities, to learn from experience and improve services as a result." (Working Together 2013: 65 pt.3) 1.3 Statutory guidance also sets out the following principles which - "should be applied by LSCBs and their partner organisations to all reviews:

there should be a culture of continuous learning and improvement across the organisations that work together to safeguard and promote the welfare of children, identifying opportunities to draw on what works and promote good practice;

the approach taken to reviews should be proportionate according to the scale and level of complexity of the issues being examined;

reviews of serious cases should be led by individuals who are independent of the case under review and of the organisations whose actions are being reviewed;

professionals must be involved fully in reviews and invited to contribute their perspectives without fear of being blamed for actions they took in good faith;

families, including surviving children, should be invited to contribute to reviews. They should understand how they are going to be involved and their expectations should be managed appropriately and sensitively.

This is important for ensuring that the child is at the centre of the process *;

final reports of SCRs must be published, including the LSCB’s response to the review findings, in order to achieve transparency. The impact of SCRs and other reviews on improving services to children and families and on reducing the incidence of deaths or serious harm to children must also be described in LSCB annual reports and will inform inspections; and

improvement must be sustained through regular monitoring and follow up so that the findings from these reviews make a real impact on improving outcomes for children." (WT 2013:66)

"LSCBs may use any learning model which is consistent with the principles in this guidance, including the systems methodology recommended by Professor Munro." (WT 2013:67) *British Association for the Study and Prevention of Child Abuse and Neglect in Family involvement in

case reviews, BASPCAN

Final Sept 2014

1.4 The systems methodology assumes that practitioners generally act from good intentions and try and act in the best interests of their clients but that organisations' systems, processes and 'culture' can lead to poor decision making and poor practice. It is therefore these organisational 'systems' which should be the focus of any review and learning and any scrutiny of practitioners cannot be divorced from these critical variables. It is in the spirit of this approach that this framework should be viewed. This framework provides a vehicle for the LSCB and its sub groups to meet these statutory requirements and go beyond this to ensure all sources of learning are considered, recognised and used to drive improved outcomes for children and families. 1.5 Objectives This framework is intended to fulfil the following objectives:

Ensure that LSCB fulfils its statutory obligations Ensure the children's workforce is suitably skilled Improve services through developing the workforce Ensure that the expectations of LSCB of member organisations are clear Ensure that single and inter-agency training and learning is of adequate

quantity and quality Set a standard of professional knowledge, skills and values (via LSCB 3 Year

Training Strategy) 1.6 Scope The framework will apply to B&NES LSCB and all partner agencies in their delivery of workforce development activities. It will inform single agency frameworks to ensure connectivity and compatibility. This will ensure that there are;

Final Sept 2014

2.1 Stakeholder Map It is important to identify the key stakeholders who will influence and be influenced by LSCB learning and improvements. These are illustrated below showing the key needs of each group.

The key point to note here is that any learning and recommendations identified by

the LSCB or its member agencies will need to meet different expectations and

requirements specific to the stakeholder group. It should also be noted that some

learning will be much wider than the LSCB and its member agencies.

LSCB

Social Care

Other LSCBs

(Local and

National)

Health

Education

Police

VCS

VCS

Central and

Local

Government

Media –

(Local and

National) General

Public

Ofsted, CQC

&

Inspectorates

Improved systems,

processes and

understanding

Better services,

improved outcomes National Policy and

Local Policy

Developments.

Assurance improvements and

learning is effective.

Holding to account.

Evidence to

inform

judgements and

recommendations.

Shared

learning /

wider

learning.

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3.1 Methods of Learning The LSCB is a learning organisation and through its provision, scrutiny and challenge functions contributes to a significant amount of multi and single agency learning. The following table illustrates the various sources of learning , key stakeholders and which themes contribute to the framework : 3.2 Framework Table

Name of Review

Description and purpose of Review or Audit Reporting

Timescale

To

1. LSCB Annual Report and Work Programme

The Annual Report should provide an assessment on the effectiveness of child safeguarding and promoting the welfare of children in the local area (Section 14a, Children Act 2004)

Annually in April

Report to Chief Executive, Leader of the Council, Police and Crime Commissioner, Children’s Trust, Health and Wellbeing Board,

2. Performance Management Framework

To regularly update on areas of performance which the Board has identified as priorities for the year. Performance Information Framework revised in 2012 in line with Munro recommendations and revised government guidance.

Reports to each Board as per schedule for the year.

3. S.11 Audits Self-assessment

Designed to assist LSCB partners to self-evaluate their own policies, procedures and activities in relation to safeguarding as defined in Section 11 of the Children Act 2004. Helps agencies to reflect upon their practice, identify strengths and weaknesses and to develop an action plan to further enhance effectiveness.

Annually LSCB

4. Rolling annual programme of reports on Action Plans

Review of all safeguarding improvement plans arising from Reviews, Audits or Inspection.

Final Sept 2014

to LSCB by partner agencies over 3 year cycle

5. Serious Case Review (Link to SCR process)

To assure the Board that recommendations arising from the lessons learned from Serious Case Reviews are implemented and positively impact on the improvement of safeguarding and promoting the welfare of children Update to QA as SCRs arise.

Report at each LSCB Meeting

6. Multi Agency Review

Criteria for Serious Case Review considered but deemed not to reach the threshold. Where referral gives rise to a concern around multi agency working and lessons need to be learned.

Report to B&NES at each Board meeting

7. Child Death Review Data

To regularly update the Board on performance in numbers of preventable deaths of children and identify themes and recommendations for action in order to reduce the number of preventable deaths.

Annual full report to LSCB Quarterly updates via CDOP sub group report to LSCB

8. Domestic Homicide Reviews

To assure the Board that recommendations arising from the lessons learned from child related DHR

Update to Professional Practice Group as DHRs arise.

9. Multi Agency Case Audits

Quarterly audits on approximately 6 cases per audit designed to assess the quality of work undertaken by all agencies. To identify themes for audit relevant to the LSCB and to identify areas for development in line with procedure. To also highlight areas of good practice. Learning to be shared with Board for agencies to address.

PP group annual report to LSCB

Final Sept 2014

Audit tool based upon Ofsted requirements.

10. Single Agency audit reviews and data

To assure the Board that members are monitoring their own safeguarding practice effectively and that this function provides independent scrutiny of targets and performance.

PP group annual report to B&NES

11. Section 175 Schools Audits

Section 175 of the Education Act 2002 places a statutory duty on the LEA, Governing Bodies of schools, and FE institutions to safeguard and promote the welfare of children. Section 157 of the same act places the same duty on Independent schools. Mainstream Schools Audit conducted and analysed by Safeguarding Officer.

Annual programme of audits.

Report directly to LSCB annually

12. Thematic Audits

To assure the Board on areas of particular concern identified by the Board from performance information. There are different mechanisms in B&NES which allow themes or current issues to emerge and which may lead to the need for a thematic audit.

Progress reported to QA through performance management reviews.

Findings reported to B&NES if appropriate.

13. Annual Risk Register

As part of the process of recording and monitoring risk, the LSCB Business Manager records and reports on potential or actual risk to the LSCB.

Annually to LSCB by Business Manager

14. Peer reviews

Regional lead improvement on needs basis

Various meetings ongoing throughout the year.

4.1 Learning and Continuous Improvement

Final Sept 2014

In order to improve safeguarding practice learning identified from reviews must be

embedded in frontline practice. This is achieved by:

How What Who Reporting

Dissemination of

learning

Multi-agency

training

programme.

Partner agencies

Inspire and

B&NES

Workforce.

LSCB via Training

and Workforce

Development Sub

Group

LSCB Learning

for SCR

workshops.

Partner

agencies.

Relevant

organisations.

LSCB Serious

Case Review Sub

Group.

Publication of

serious case

review final

reports.

LSCB

Communications

Sub group ( to

be developed)

LSCB.

Single agency

training.

Partner

Agencies.

LSCB via Training

and Development

Sub Group.

Actions to improve

practice

Single and Multi-

agency action

plans from case

reviews.

Partner

agencies.

Relevant

organisations.

LSCB via Serious

Case Review Sub

Group and Serious

Case Review

Panels.

Single and Multi-

agency action

plans from case

audits.

Partner

agencies.

Relevant

organisations.

LSCB via

Professional

Practice Sub

Group.

Single and Multi-

agency action

plans from

Section 11 and

Section 175

audits.

Partner

agencies.

Relevant

organisations.

Head of

Safeguarding &

LSCB and

Professional

Practice Sub

Group.

Final Sept 2014

LSCB Business

Support

Manager.

Actions arising

from reporting to

LSCB/Monitoring

and Evaluation

Sub Group.

Partner

agencies.

Relevant

organisations.

Head of

Safeguarding &

LSCB Business

Support

Manager.

LSCB Professional

Practice Sub-

Group.

4.2 Evaluation of Learning

The evaluation processes detailed below are part of Bath & North East Somerset

LSCB’s quality assurance framework- through scheduled reporting and reviews as

well as one off or regular audits of practice and work. The aim of the activity outlined

in the framework is to highlight good practice, make a positive impact on frontline

practice and improve the child’s journey through services, so improving outcomes for

children and young people in Bath & North east Somerset

How Who Reporting

Single and Multi-agency case

audits.

Partner agencies.

Relevant organisations.

LSCB via Professional

Practice Sub Group.

Case reviews. Partner agencies.

Relevant organisations.

LSCB via Serious Case

Review Sub Group.

Reporting on case review

action plans.

Partner agencies.

Relevant organisations.

LSCB Business Unit.

LSCB via Serious Case

Review Sub Group and

Serious Case Review

Panel/s.

Evaluation of LSCB training. Partner agencies.

Relevant organisations.

LSCB via Training and

Workforce

Development sub

group.

4.3 Practice and Learning Loop

Final Sept 2014

5.1 The work of the LSCB Sub-groups

5.2 Each sub-group of the LSCB has a remit which includes quality assurance and

Evaluation of practice and learning

PRACTICE

(Sources of learning and good practice)

IDENTIFICATION OF LEARNING

PRACTICE

(Embedding learning)

Case

Reviews

(SCR &

others)

Child

Death

Reviews

QA

Activity

National

Learning

Dissemination

of learning

Actions for

improvement

REVIEWS OF PRACTICE

Final Sept 2014

performance management of the safeguarding agenda.

5.3 Each sub-group retains a focus on their own agenda and contributes to the

LSCB Chair’s Agenda Setting Group and will report to the LSCB as determined by

the Board.

5.4 The Professional Practice Sub Group (PPG)

Is the quality assurance group that looks at how services across B&NES have

supported children and young people who have experienced common themes in

safeguarding work. (Whilst the Professional Practice Group takes the primary lead

on this, work is not exclusive to this group alone).

Terms of reference

Ensure the collective identification of good practice and the conditions which

support it, providing opportunities for people working with children and young

people to reflect and discuss practice issues and promote effective inter-

agency working relationships.

Establish inter-agency audits, quality assure practice and disseminate

learning.

Identify how to put into practice learning from Serious Case Reviews, CDOP,

and management reviews and to monitor how well the learning is being

applied.

Make recommendations to the LSCB and other sub-groups where there are

issues identified that have possible implications for policies, procedures or

training.

To take a strong lead on promoting diversity and anti-discriminatory practice

Contribute to the LSCB Annual Report and Work Programme

Each agency representative will be responsible for maintaining regular

dialogue between the Professional Practice Group and their agency, to

ensure that key staff are actively involved in and committed to the process of

safeguarding children and young people.

5.5 The Policy, Procedures and Performance Sub Group (PPPG)

Has the responsibility for reviewing policies and procedures operated by LSCB and

South West Child Protection Procedures (SWCPP) and monitoring their

effectiveness and ensuring agency compliance with them. The sub-group will also

develop and monitor performance indicators relevant to LSCB business focusing on

analysing data that will inform the improvement of performance

Terms of Reference

Final Sept 2014

To ensure that the LSCB alongside SWCPP develops and maintains high

quality safeguarding policies and procedures.

To promote the LSCB safeguarding policies and procedures as a framework

for agencies working with children, young people and families.

To ensure that policies and procedures which safeguard children are

accessible across all agencies and that front line staff and managers are

aware of them.

To co-ordinate Section 11 Audits on an annual basis and report findings to the

LSCB.

Evaluate the safeguarding arrangements made by local agencies both

individually and together

To work with the other sub-groups to ensure that learning identified by them is

incorporated into policy and procedures.

To respond to relevant national and regional consultations

To consider the implications of new guidance and legislation and to suggest to

the LSCB how these might be reflected in local policies and procedures.

To identify a range of qualitative and quantitative performance indicators and

data sets to measure and monitor successful outcomes for children, young

people and families.

To undertake the task of data interrogation and scrutiny including ‘deep dive’

reviews and report to LSCB.

5.6 The Training and Workforce Development Sub Group (T&WFD) Responsible for ensuring that single agency and inter agency training on safeguarding and promoting the welfare of children is provided in order to meet local needs. The group also examines safeguarding workforce development issues across agencies which in turn informs the training needs analysis. Terms of Reference

The sub-group is asked to review the current terms of reference and assures

that the following elements are contained within them:

To develop and evaluate a safeguarding training strategy for the local area

To identify the local need and develop suitable learning opportunities to

ensure that single agency and inter agency training on safeguarding and

promoting the welfare of children is provided.

To identify priorities for both inter agency and single agency safeguarding

training and to ensure that these priorities are fed into the local workforce

strategy.

To ensure mechanisms for the delivery of effective training provision is in

place.

To evaluate the quality of single agency and interagency safeguarding training

to ensure that training is delivered to a consistently high standard and that a

process exists for evaluating the effectiveness of training

Final Sept 2014

To ensure there are effective monitoring systems in place to confirm that

appropriate training is reaching the relevant staff within organisations

To ensure that the training strategy and delivery takes account of national and

local lessons from Serious Case Reviews, CDOP and multi-agency audits and

reviews.

To examine workforce development issues across agencies such as staff

vacancies, resource issues, and safe recruitment.

5.7 The Serious Case Review sub group (SCR)

Enables the LSCB to undertake reviews of cases that require lessons to be learned,

including SCR’s as detailed in Working Together 2013, and to provide a mechanism

for the LSCB to deliver reviews of cases that do not meet the threshold for a SCR.

The lessons learned should be disseminated effectively and recommendations

implemented in a timely manner.

Terms of Reference

The SCR group will deliver the functions below to meet these aims:

Receive cases that have been referred to the Independent Chair of the LSCB for decision to meet the definition of an SCR

Receive referrals of cases to be considered as SCR’s

Receive referrals of cases that don’t meet the threshold criteria for SCR’s

Link with the LSCB Child Death Overview panel (CDOP) as necessary

Consider these cases against the statutory definition of a ‘serious case’ as detailed in Regulation 5 of the LSCB Regulations and in Working Together 2013

Monitor and evaluate progress of actions to ensure lessons learned from SCR’s once the panel has completed its role and the number of actions is manageable by this means

Identify the scope of agencies involved in cases subject to review to be involved

Lead the initiation and delivery of reviews of cases that do not meet the criteria for a SCR

Ensure proportionality of these reviews in the methodology that is adopted

Oversee and monitor actions coming from these (non SCR) reviews

Once actions are completed to pass information to the Monitoring and Evaluation group to monitor delivery and impact.

In addition the SCR Sub group will:

Contribute to the development and maintenance of an effective Learning and Improvement Framework for Bath and North East Somerset LSCB committees and groups to ensure multiagency activity is co-ordinated and business plan activities are delivered. In particular this group will work closely with the Training & Workforce Development, Professional Practice and Policy, Procedure and Performance, and Communication sub groups.

Final Sept 2014

Establish two membership groups SCR Panel (to be convened when SCR commissioned) would include: Chair (Head of Safeguarding) Divisional Director CYP Specialist Services Detective Chief Inspector Avon & Somerset Police Health (Designated Professionals) Head of Education Improvement

Other LSCB members may be invited to attend as necessary i.e

Early Years Housing Cafcass Youth Offending Service Probation Voluntary organisation LSCB Business Support Manager Reporting and Accountability

The group will report to the LSCB on progress against delivery of business plan

priorities. The sub group will also raise issues that need resolution beyond the remit

of its members to the Board if these cannot be resolved.

Frequency of Meetings

The group will meet quarterly.

Roles and Responsibilities of Members

To actively participate and take a lead role for their own agency in terms of serious case reviews

To support the group achieve its aims and functions

To promote a culture of learning and improvement in terms of safeguarding children and young people.

To be a point of contact for information about SCRs

To share and cascade relevant guidance, tools and other resources in relation the work of the committee

To monitor and evaluate actions coming from reviews

To highlight areas of good practice and areas for development

To ensure issues relevant to their agency are reported to the responsible senior manager / Board lead / decision makers for safeguarding within their agency

To positively contribute to meetings and to the work of the group Review

The Chair of the group will ensure co-ordination with other working groups and will

facilitate an annual review of these terms of reference in liaison with the LSCB

Business Manager, amending as necessary.

Final Sept 2014

Dispute In the event of a dispute or conflict of interest arising between agencies across or within groups, which cannot be resolved, the Chair will draw this to the attention of the LSCB Chair for appropriate action

5.8 Communications Sub Group

This sub-group has the responsibility for developing and disseminating a range of

accessible information in a variety of formats to raise awareness about children

safeguarding, targeting citizens, professionals, service users and carers. The sub-

group will demonstrate this by:

ensuring that safeguarding children updates including key research in relation to child protection and safeguarding children and Serious Case Reviews is available publicly.

producing communications that are timely and well managed and be considerate to issues of inclusion, culture, equality, religion and diversity.

identifying good news stories/media campaigns to raise the LSCB profile.

overseeing the production of the LSCB newsletter.

linking with the Equalities group to include the voice and participation of CYP in the work of the LSCB

acting in a consultative capacity for the LSCB on relevant matters and responding to other work by LSCB groups.

supporting use of LSCB resources such as the website.

co-ordinating the periodic review of the Communications Strategy.

developing and disseminating best practice whistleblowing guidance widely.

Accountability

To be a sub group of the B&NES Local Safeguarding Children Board

To produce reports/updates to the LSCB as requested, at least six monthly.

To devise and deliver an agreed work plan that reflects the priorities of the LSCB.

The Chair to be accountable for attendance, progress of work and achieving planned outcomes.

The group is required by the LSCB to make decisions where this is consistent with the achievement of the agreed work plan.

However, individual agencies retain responsibility for meeting their own particular statutory duties and responsibilities in relation to media and communications.

Membership

Chair –Divisional Director Children and Young People’s Targeted and Specialist Divisions .

Final Sept 2014

Core Members:

B&NES Council Health Representative Lay Member People & Communities Communications rep

Members:

Business Support Manager Lay Member LSCB Director of Teaching & Learning, City of Bath College Communications Co-ordinator Communications and Marketing Manager Participation Lead Deputy Head of Safeguarding Children

(other members will be co-opted into the group as appropriate)

Administration The group will meet bi-monthly and then review after 12 months.

The Agenda and supporting papers will be circulated at least one week in advance of

meeting by the Business Support Manager.

Minutes will be taken and circulated within 2 weeks of the meeting.

Review

The Chair of the group will ensure co-ordination with other working groups and will

facilitate an annual review of these terms of reference in liaison with the LSCB

Business Manager, amending as necessary.

Dispute In the event of a dispute or conflict of interest arising between agencies across or

within groups, which cannot be resolved, the Chair will draw this to the attention of

the LSCB Chair for appropriate action.

5. 9 Child Sexual Exploitation (CSE) Sub Group

Purpose a) The B&NES Child Sexual Exploitation / Missing Children Strategic Sub-Group reports to the B&NES Local Safeguarding Children Board (LSCB).

b) The overall purpose of the CSE / Missing Children Steering Sub-Group is to monitor and evaluate the effectiveness of the strategic and operational multi-agency response to Child Sexual Exploitation and Missing Children across Bath and North

Final Sept 2014

East Somerset encapsulated in the CSE Strategy approved by the B&NES LSCB in September 2014. Terms of Reference The CSE / Missing Children Strategic Sub-Group will deliver on the CSE Strategy and action plan on behalf of the LSCB and will regularly review the Strategy.

Ensuring that current practice and interventions are informed by evidence based and linked and mapped to national policy and developments.

Ensuring the focus is on prevention as well as response.

Ensure multi-agency practice is regularly reviewed and evaluated.

Ensuring that current and future multi-agency policies and procedures are appropriately designed to be responsive in meeting the demand that CSE poses within the local community and when necessary develop new policies and procedures, for safeguarding and promoting the welfare of children.

Ensure that there is clear data and evidence supporting effective responses to the risk to children and young people of CSE and Missing Children.

Ensure staff are adequately trained in how to identify and respond.

Ensure that the public receive key messages.

Ensure links to other sub groups of the LSCB. All members will be responsible for linking to their senior management teams in their agencies and will take on pieces of work as appropriate to their role on behalf of the Group. Structure The Chair will be the Divisional Director, B&NES Targeted and Specialist Divisions holding the lead on CSE. Membership The CSE / Missing Children Strategic Sub- Group will include membership from:

Police

Children’s Social Care

Education

Designated Doctor

YOS

Enhanced Preventative / Youth Services

Head of Safeguarding

Adult Services / AWP

RUH

Barnardo’s Each member will have the appropriate skills base required to effectively execute the group’s work plan. Members will take the responsibility for attending meetings, fully contributing by bringing expertise to the task and informing their respective agencies of issues and developments. Accountability

Final Sept 2014

The CSE / Missing Children Sub Group is accountable to the LSCB. Frequency of meetings The CSE / Missing Children Sub Group will meet every six weeks or if required by the nature of or to meet the needs of a particular work stream, more frequently as decided by the Chair. The work of the Group will be presented at the full Board on an annual basis.

6.0 Measuring impact and outcomes

6.1 Working Together to Safeguard Children 2013 states that LSCBs have a duty to:

“Assess the effectiveness and impact of the help being provided to children and

families, including early help” The LSCB will therefore aim to ensure there is

sustainable improvement in outcomes for children and families. In determining the

effectiveness of any improvement activity, the following principles will be applied;

6.2 It is the duty of the LSCB to ensure that processes are in place to measure the

impact or outcome for any intervention or training. This is done primarily through the

range of reviews and audits outlined in section 3 and embedded in the ambition to

challenge and improve ( see section 4).

6.3 Measures of the impact and outcomes of activity should be both QUANTITATIVE

as well as QUALITATIVE and should EVIDENCE improved OUTCOMES. This

should include clear TARGETS or INDICATORS that are cross-referenced with the

Performance Management Framework. However we will use quantitative targets with

caution. Goals in the form of such targets can have an important role en route to

progress, but should never displace the primary goal of improving the lives of

children and young people. When the pursuit of targets becomes, for whatever

reason, the overriding priority, the people who work in that system may focus too

narrowly.

6.4 The quality of a service can only be measured if there is a ‘desired picture’ for

each service/content area which can be compared against performance data.

Measures of quality should aid results in sustained improvement.

6.5 In order to consider success criteria, the LSCB should determine and agree what

‘good’ looks like across the partnership. Only then can the appropriate benchmark be

set.

6.6 Where applicable we will recognise with clarity and courage the need for wide

systemic change: All improvement begins with clear recognition and

acknowledgement of the need to improve.

6.7 We will continue to abandon blame as a tool. Trust the goodwill and good

intentions of the staff, and help them achieve what they already want to achieve: to

safeguard and promote the welfare of children and young people.

Final Sept 2014

6.8 We shall ensure that the voice of children and young people is included and

makes a difference to our decisions.

6.9 We recognise that transparency is essential and expect and insist on it at all

levels and with regard to all types of information (other than personal data). The

most valuable information of all is information on risks and on things that have gone

wrong; and among the most valuable sources of information are the reports and

voices of children and young people as well as practitioners. Everyone, including

staff, should be free to state openly their concerns about a child without reprisal, and

there is no place for compromise agreements (“gagging clauses”) that prevent staff

discussing safety concerns.

7.0 Recommendations

It is recommended that the following are in place for this framework to be embedded and effective: All LSCB Agencies

The framework is understood and compatible with agency arrangements / planning

Agencies are clear what their responsibilities are

Agencies provide the necessary resources and commitment to deliver learning outcomes

Agencies provide assurance to the LSCB that learning has been embedded effectively

LSCB

Provide strategic leadership to agencies and sub-groups for learning and improvement priorities

Seek assurance and evidence from agencies that learning is effective and embedded

Seek evidence that improved learning leads to improved knowledge and skills

Ensure the model of continuous improvement is implemented

LSCB sub groups routinely report on learning needs

LSCB training sub-group to develop a Training Strategy to complement this