Safeguarding is Everyone’s Business

First meeting of the Isle of Man

SAFEGUARDING FORUM

Friday 20th February 2015Villa Marina, Douglas

WELCOME

PROGRAMME FOR THE DAY

1.Conference Opening: Minister Quayle

2.CEO welcome: Mark Charters, Department of Health and Social Care

3.Keynote Presentation: Paul Burnett, Independent Chair, SCB and SAP

4.Discussion Group 1: Business Plan Priorities 2015/16

5.Lunch/Market Place Event

6.Discussion Group 2: Communication and Participation

7.Discussion Group 3: Developing Joint-Working

Minister Quayle MHK,

Minister for Health and Social Care

Mark Charters

CEO Health and Social Care

Paul Burnett

Independent ChairSafeguarding Children Board (SCB) and Safeguarding Adults Partnership (SAP)

Presentation outline

1.Purpose of the Safeguarding Forum

2.The roles and responsibilities of the SCB and SAP

3.Relationship to other Partnerships and Government Bodies

4.Facets of an effective safeguarding board/partnership

5.First impressions

6.Creating our Business Plans for 2015/16

The Safeguarding ForumEngage managers and practitioners in the work of the SCB and SAP

Include both children and adult services from across the public, third sector and private sector agencies

Meet twice a year:

•To consider the priorities for action in the annual business plan (Feb)•To receive annual report, review progress and test impact from a practitioner perspective (Oct)

Keynote addresses on significant safeguarding issues from invited speakers

Roles and Responsibilities of SCB and SAP

Strategic Objectives of both SCB and SAP are to:

Ensure the effectiveness of children/adult safeguarding on the Isle of Man;

Co-ordinate work to safeguard and protect children, young people and vulnerable adults – securing collaborative working on safeguarding;

Undertake reviews, including Serious Case Reviews, of safeguarding practice as appropriate;

Advise the Government on matters related to adult safeguarding and protection.

Two distinct entities and an intention to hold joint meetings from early summer 2015

Roles and Responsibilities of the SCB and SAP

Scrutiny and Challenge √

Commissioning and Operational x

SCB Governance Structure

SAP Governance Structure

Relationship to other Partnership Bodies

COMIN

SOCIAL POLICY AND CHILDREN’S COMMITTEE

SCB CHILDREN’S SERVICES PARTNERSHIP SAP

SAFER COMMUNITIES PARTNERSHIP

Safeguarding Board Effectiveness

Facets of Effective Safeguarding Boards and

Partnerships

Facet 1: Board Effectiveness

Facet 2: Safeguarding Frameworks

Facet 3: Quality Assurance and Performance Management

Quality Assurance and Performance Framework

Facet 4: Local Safeguarding Risk Areas (Adults)

Facet 4: Local Safeguarding Risk Areas (Children and Young People)

FIRST IMPRESSIONS: BOARD EFFECTIVENESSStrengths

•Established SCB and SAP up and running•Board/Partnership small and include senior officers•Supported by strong team of designated professionals and key managers•Both have clear constitutions and terms of reference•Third Sector and Lay Member representation on SAP•Developing culture of challenge•Sub-Groups supporting work of SCB/SAP

Development Needs•Agree third sector and lay membership of SCB•Engage with schools to secure closer relationship with SCB•Focus work around a robust business plan based on evidence-based needs assessment •Develop more rigorous performance framework to test impact •Streamline sub-group structures, reduce duplication in membership and widen participation•Improve visibility and influence – in political, professional and wider community contexts•Clarify inter-relationships and develop more robust challenge with other key partnerships•Improve reporting to Ministers and MHKs

FIRST IMPRESSIONS: SAFEGUARDING FRAMEWORKS

Strengths

•Child Protection inter-agency procedures regularly updated on website by Tri-X•Adult Protection Procedures in place•Assessment and threshold arrangements set out – new NARRATES framework being piloted in two areas on island•Suite of Safeguarding Adult Protection Forms recently developed •Information sharing protocols agreed by Data Protection team•Auditing of practice both in individual services and multi-agency context•‘Team around the Child/Family’ programme to develop more effective early intervention•Training programmes in place for both children and adult safeguarding

FIRST IMPRESSIONS: SAFEGUARDING FRAMEWORKS

Development Needs

•Implement NARRATES across the island following pilot•Extend threshold arrangements across the child’s journey•Secure better understanding and consistency of implementation in relation to assessment and thresholds – across the continuums of provision•Develop practice guidance and advice on the application of information sharing and data protection arrangements to secure greater consistency and effectiveness•Robust responses to learning from audits, reviews, serious case reviews so that this work has positive impact.•Develop training evaluation arrangements to better test impact of workforce development activity on service quality and safeguarding outcomes

FIRST IMPRESSIONS: QUALITY ASSURANCE AND PERFORMANCE MANAGEMENT

Strengths

•Core child and adult protection data readily available to Board •Developing range of qualitative audits •User views collected through Youth Survey and VIP Council for children in care•Work to support safeguarding improvement from Health and Social Care’s Registration and Inspection Unit, Access Team in adult services

Development Needs

•Quality Assurance and Performance Management framework linked to Business Plans and, where possible, linked to QAPM arrangements in other partnerships•Develop set of standards and tools to test organisational safeguarding effectiveness•Extend access to service user views and opinion and evidence impact •Extend access to front-line staff views and opinion and evidence impact

FIRST IMPRESSIONS: LOCAL SAFEGUARDING RISK AREAS

Strengths

•JSNA and SCB/SAP data collection has begun to secure an evidence base to identify key areas of key safeguarding risk•There is a range of initiatives and programmes in both the statutory and third sector that are providing support to some groups that face safeguarding risk – some are represented in the Market Place today

Development Needs

•Better understand prevalence of risk areas so we target the right priorities for the Isle of Man•Sustain a balanced perspective on risk based on evidence – including comparison with other parts of UK•Approach identified priorities as a continuum – universal, prevention, early intervention, additional need, protection – with view to reducing number coming into protection

Safeguarding is Everyone’s Business

Enabling children, young people and adults to safeguard themselves

Supporting those that are at risk and are vulnerable

Intervening when protection is needed

This approach supports the Government strategic imperative to ‘Protect the Vulnerable’

Safeguarding is Everyone’s Business

Effective safeguarding relies on:-

• Quality service provision, from all individual agencies, which is underpinned by effective safeguarding practice

• Effective collaboration and co-ordination between these services – supported by robust partnership working at strategic and operational levels

• Encouraging ideas, creativity and innovation

Considerable strengths

Recognition of need for improvement

Commitment, motivation and enthusiasm to drive improvement, secure positive impact and improve outcomes

for the children, young people and adults that live here.

Formulating the Business Plans 2015/16Key Strategic Priorities

To be assured that:

•Safeguarding is Everyone’s Business

•Children, Young People and Adults Are Safe through effective policies, procedures and practice

•Areas of safeguarding risk are addressed

•The workforce is ‘fit for purpose’

•The voice of service users is heard and acted on

QUESTIONS

GROUP SESSION 1

SETTING OUR BUSINESS PLAN PRIORITIES FOR 2015/15

Each group to identify:

•At least one area of improvement under each strategic priority•What action the group think needs to be taken to secure each improvement.•What evidence would be used to test the impact of the proposed actions •What will the services represented round the table contribute to each action. On your feedback sheets can you be clear about whether your proposals relate to children, adults or both groups of service users by marking the point C (for children), A (for adults) or B (for both).

GROUP SESSION 2

COMMUNICATION AND PARTICIPATION

Communications

What information would you like to receive from the SCB/SAP to keep you informed of its work and impact?What would be the most effective ways for us to communicate this information? e.g. website, e-bulletins, hard copy newsletters, social media.What do you feel would be the best ways to ensure we reach everyone and ensure everyone is clear about expectations?How do you feel we could improve the awareness of the wider community about safeguarding?

GROUP SESSION 2Participation

•Record examples of ways in which you currently engage with service users to gauge their views and opinions of your services. Can you identify how we can access this information where it is recorded.•In what ways could you extend your engagement with service users to get their views about service effectiveness and what would be needed to make this happen?•In what ways, in addition to our Safeguarding Forums, can we get staff views and opinions about safeguarding to ensure we build these into our planning and evaluation of safeguarding effectiveness. Some examples might be staff surveys, inter-active forums through the website, staff performance and appraisal arrangements etc. On your feedback sheets can you be clear about whether your proposals relate to children, adults or both groups of service users by marking the point C (for children), A (for adults) or B (for both).

GROUP SESSION 3

EFFECTIVE CROSS-AGENCY WORKING

•Identify examples of effective cross-agency working that currently exist.

•Identify what factors contribute to this success – what needs to be in place to ensure effective cross-agency working.

•What are the barriers to joint working that you would want the SCB and SAP to address in the next year?

•Is there a need to develop a ‘common language’ that avoids confusion between stakeholders? What should this look like.

CLOSING REMARKS

THANKYOU