April 2016 - March 2017 Annual Report

1 Contact Details

Wakefield District Safeguarding Children Board County Hall Bond Street WF1 2QW wdscb@wakefield.gov.uk

01924 306497

The tree on the front cover was produced by children and young people from the Wakefield & District Children in Care Council. The tree depicts a growing child. The children were asked to write in its branches words to describe what makes them feel safe. They were asked to use words on the roots to describe those things that make them feel unsafe. The words on the leaves on the tree are those things that adults can www.wakefield.gov.uk do to help make them feel safe. Contents

FOREWORD BY WAKEFIELD CHILDREN IN CARE COUNCIL...... 5 FOREWORD BY EDWINA HARRISON, INDEPENDENT CHAIR...... 7 EXECUTIVE SUMMARY...... 8 CHAPTER 1: LOCAL BACKGROUND AND CONTEXT...... 11 • KEY FACTS AND FIGURES:...... 12 • WAKEFIELD METROPOLITAN DISTRICT...... 12 • PRIORITIES FOR CHILDREN AND YOUNG PEOPLE IN WAKEFIELD...... 13 • CHILDREN’S SOCIAL CARE (CSC)...... 14 • CHILD PROTECTION...... 14 • LOOKED AFTER CHILDREN...... 15 • MASH...... 16 • EARLY HELP...... 17 • PRIVATE FOSTERING...... 20 • SAFEGUARDING REVIEW UNIT (SRU)...... 21 • LOCAL AUTHORITY DESIGNATED OFFICER (LADO)...... 23

CHAPTER 2: GOVERNANCE AND ACCOUNTABILITY ...... 26 • STATUTORY AND LEGAL CONTEXT...... 27 • SUBCOMMITTEES...... 30 • EXPENDITURE AND FUNDING...... 31 • BUSINESS UNIT...... 31

CHAPTER 3: PERFORMANCE AND QUALITY ASSURANCE...... 32 • THE OFSTED REVIEW OF THE WDSCB...... 33 • LEARNING AND IMPROVEMENT FRAMEWORK...... 34 • LEARNING THROUGH PEER CHALLENGE...... 35 • EXTERNAL EVALUATION OF SIGNS OF SAFETY...... 36 • LEARNING THROUGH AUDIT AND QUALITY ASSURANCE...... 36 • LEARNING THROUGH PERFORMANCE AND COMPLAINTS...... 37 • SERIOUS CASE REVIEWS...... 39 • AUDIT OF SAFEGUARDING IN EDUCATION...... 40 • WEST YORKSHIRE POLICE CHILD SAFEGUARDING AUDITS 2016-17...... 41

CHAPTER 4 – TRAINING AND LEARNING DEVELOPMENT...... 44 • MULTI AGENCY TRAINING ACTIVITIES IN 2016-17...... 45 • MULTI AGENCY CONFERENCES...... 49 • SINGLE AGENCY TRAINING ACTIVITIES 2016-17...... 51 • SAFEGUARDING TRAINING IN SCHOOLS...... 52

3 CHAPTER 5: WDSCB PRIORITIES AND ACHIEVEMENTS...... 55 • THE VOICE OF YOUNG PEOPLE...... 57 • THE YOUNG PEOPLE’S SAFEGUARDING CHARTER...... 58 • THROUGH THE EYES OF THE CHILD…...... 59 • LISTENING TO YOU EVENT...... 60 • TACKLING NEGLECT IN WAKEFIELD...... 62 • CHILD SEXUAL EXPLOITATION – A WEST YORKSHIRE RESPONSE...... 64 • WAKEFIELD SAFEGUARDING WEEK...... 64 • WDSCB WEBSITE...... 66 • WEST YORKSHIRE CONSORTIUM SAFEGUARDING PROCEDURE ON WDSCB WEBSITE...... 66

CHAPTER 6: PARTNER AGENCY PRIORITIES AND ACHIEVEMENTS 2016-17...... 68 • CHILDREN AND FAMILY COURT ADVISORY AND SUPPORT SERVICE (CAFCASS)...... 69 • COMMUNITY SAFETY PARTNERSHIP BOARD...... 70 • CHILDREN AND YOUNG PEOPLE PARTNERSHIP BOARD...... 70 • HEALTH AND WELLBEING BOARD...... 78 • LOCAL MEDICAL COMMITTEE...... 80 • MID YORKSHIRE HOSPITALS NHS TRUST...... 81 • NATIONAL PROBATION SERVICE...... 84 • NHS ENGLAND NORTH – YORKSHIRE AND HUMBER...... 85 • NHS WAKEFIELD CLINICAL COMMISSIONING GROUP...... 87 • SAFEGUARDING & FAMILY SUPPORT...... 88 • SPECTRUM...... 90 • SOUTH WEST YORKSHIRE PARTNERSHIP NHS FOUNDATION TRUST...... 91 • WEST YORKSHIRE COMMUNITY REHABILITATION COMPANY...... 93 • WEST YORKSHIRE POLICE...... 94 • YOUNG LIVES WAKEFIELD...... 96 • WAKEFIELD YOUTH OFFENDING TEAM...... 97

www.wakefield.gov.uk Foreword by Wakefield Children in Care Council With special individual contributions from C age 12, K age 15 and S age 15.

Our CICC vision for Safeguarding is: Top tip to the Safeguarding Board: Listen to us with greater care. Keep safeguarding a jargon free issue! A score of 10 (out of 10) is the best Please don’t judge us, label us or If we don’t understand, we cannot score for safety. Children and young treat us differently because of our learn. people in care need help to develop backgrounds. strong sense of safety; therefore we Help us be more independent whilst Be honest about what you can and should aim for a score of 11 which is being able to manage risks. cannot do when helping us. aiming above the best. We have to do even better to make sure looked after Try to stick to your word, and keep us children feel safe and secure. involved. Dear Reader

The young people who go to Children in For professionals involved in Care Council (CICC) are the champions of This means that safeguarding for Safeguarding, it’s essential to ensure that the voice of the child in care. We want children, including those who still live children to make sure Wakefield Council listens to with families, should be the best, and all the views of children and young people children should be safe to lead happy and “are not being made to feel different that have been in care. We believe the fulfilled lives. if we are fostered, or because I have a Safeguarding Board, in welcoming our Social Worker or because my family is contribution, has taken serious steps To support this vision, C was able to getting support to help keep me safe. toward listening to our views and has express in her own words: Children should not be labelled by the also included them in their Annual Report support they receive. Children need to 2017. “The things that are important to young know that there is always someone to people in care are different for every talk to and to know that they will listen”. child, for me it is to have a nice home and a stable home life. To have someone to care, look after me, someone I can talk to, Treat everyone as an individual. someone who listens and doesn’t judge me”. Help us get involved in positive activities. S added to this by explaining, ‘It’s all about trusting people, I live in a residential home and I will only open up about my feelings/ experiences if a trust the person. Remember listen and talk first. This is very important before staff react, they need to listen carefully to whatever issues you have”.

5 We have learnt a lot about safeguards Keep raising awareness of things like Help us understand how to look and how people respond to protect, we CSE and on-line safety. Make sure you after our emotional needs and get also found many people who could help keep informed what’s trending and us support when we feel alone and us individually. presenting risks in our areas. scared. Visit our local groups to listen and to With this in mind, we still have a strong feel what safety issues are real for us message which the hope to make a right now. “I am 15 and have been in care a few difference to those reading this report - months, different people talked to me give a little extra time to listen, be that about staying safe at first but I kept person that can make a difference. running away. Since being fostered I LISTENING!!! got support from Barnardo’s and an advocate that listened and helped me to In our group work, listening is always understand. I feel a lot safer now with my Our main message a top priority in safeguarding, and it foster carers and have started to settle seems obvious; however it’s important to you is this… down and feel like part of the family. I am to recognise that whatever your Know what to do (as carer, parent, not putting myself at risk anymore. I am professional role within safeguarding teacher, worker)… if you are worried happy. I appreciate all the help everyone (e.g. Director of Services, Teacher, Doctor, a child doing risky things. Support has given me”. Carer, Social Worker) listening first is a child or young person through one of the most essential parts of your any safeguarding worries making job. Listening fully will also lead to trust, For looked after children, it’s sure they understand the limits of another key factor in Safeguarding as we important they have a trusted adult confidentiality. Always be upfront with will talk honestly and more openly with to talk to about safety. Make sure you a child you work with. Go the extra those we can trust. We feel it’s important see the child often and understand mile and check in with them, visit to say stop and listen. And if you are them. Talks should be about safety at together the places they go - see the reading this, that is a brilliant start! home, school, in the neighbourhood, experience through their eyes! and the big one - on-line! For some of us, life can be scary. The risks we put ourselves in, and the risks we face because of others. Relationships, Safeguarding is everyone’s business, and running away, going missing, CSE - all what does that mean to us? Through of these things are talked about in developing this work, we have realised Safeguarding, and at CICC we can talk just how much support is out there to about our experiences to help us work keep children safe, and that has been through what can help. reassuring. We felt better around our K wrote about feeling scared until she knowledge of Safeguarding after this came to live in foster care, when she was consultation and this may lead to a given support and someone to talk to further project about raising awareness about her worries: of what keeping safe means for other groups, involving CICC raising awareness about Safeguarding.

www.wakefield.gov.uk Foreword by Edwina Harrison, Independent Chair

Each LSCB (there are around 160 of them) Last year I also commented on the Wood Local Safeguarding Children Boards is required to publish an Annual report report and the Government response in were established in 2006 as one of the and as this is a very full and informative May 2016 which accepted the report in provisions of the Children Act 2004. report I will keep my contribution as brief full. Subsequently, the Children and Social There are inevitably some anxieties as possible. Work Act 2017 has removed the statutory about whether the new Guidance will requirement for each area to have an be robust enough to make sure that Last year I commented on the extensive LSCB. There are also changes to the way the excellent work which has evolved consultation with children and young that reviews of serious cases are carried since 2006 is carried forward into the people which resulted in the Wakefield out at local and national level. Another future. Partnership is recognised as a Safeguarding Children’s Charter. At the change is that the role of the “Independent strong feature in Wakefield. It will be time WDSCB members agreed that it was Chair” has been replaced by that of an up to everyone who has an interest in a useful piece of work but that the main “independent person”. safeguarding children to make sure that value would be in sustaining the work into their views about what is working well are the future. I can assure you that this has There is no suggestion that this is included in the new arrangements. taken place through direct engagement intended to be a diminution in the events with children. I have heard very importance of safeguarding. Instead positive reports about how the Charter the intention is that the three “key is being used and all agencies have partners” will take responsibility for the explained how they have used the Charter arrangements in an area and publish to increase the voice of the child in their a plan which demonstrates how the Edwina Harrison, September 2017 service. arrangements will be delivered. The three “key partners” are the Local Authority, In July 2016 Ofsted undertook the Review the Clinical Commissioning Group and of the LSCB alongside the Inspection of the Police but it is expected that other Children in need, Children in Care and agencies will continue to participate Care leavers. The report was published although in the role of “relevant” partners. on 20th September with the judgement that Wakefield and District Safeguarding Although the Children and Social Work Children Board is “Good” and with very Act 2017 is in place the accompanying positive comments about the Children’s Guidance is not due out until October and Charter as well as many other aspects there will then be a short consultation, of the work which takes place across followed by a period of transition. Wakefield.

7 Executive summary

Introduction The welfare and safety of children and young people in Wakefield and district is central to the work of Wakefield & District LSCB. Its vision is that children and young people will be safe and will feel safe within their homes, schools and communities. Its aim is to provide strong and effective leadership in order to co-ordinate and ensure the effectiveness of the work done by agencies for the purpose of safeguarding and promoting the welfare of children and young people. It believes that safeguarding is everyone’s business and aims to ensure that children and young people in Wakefield are adequately safeguarded at all stages of their journey through universal, targeted and specialist services.

Working Together to Safeguard Children (2015) sets out the Wakefield District Safeguarding Children Board also uses its requirements of the Annual reports of Local Safeguarding Annual Report to demonstrate what it is doing to: Children Boards (LSCBs) as follows: • Conduct regular assessments on the effectiveness of Board • Assess the effectiveness of child safeguarding and the partner responses to Child Sexual Exploitation (CSE), including promotion of the welfare of children in the local area. the outcome of these assessments. • Provide a rigorous and transparent assessment of the • Analyse how partners have used data to promote service performance and effectiveness of local safeguarding improvements for vulnerable young people and their families. arrangements. • Include appropriate data on children missing from care and • Identify areas of weakness, the causes of those weaknesses how the LSCB is addressing the issue. and the action being taken to address them as well as other • Develop policies and procedures for safeguarding and proposals for action. promoting the welfare of children. • Include lessons from reviews undertaken within the reporting • Communicate to persons and bodies in Wakefield the need to period. safeguard and promote the welfare of children, raise • List the contributions made to the LSCB by partner agencies awareness of how this can best be done, and encourage them and details of what the LSCB has spent, including on Child to do so. Death Reviews, Serious Case Reviews and other specific • Collect and analyse information about the deaths of all expenditure such as learning events or training. children in the Wakefield area. • Provide assurance that procedures are in place for coordinated responses by the authority, their Board partners and other relevant persons into any unexpected death of a child.

Organisations working with children and young people can use this report to develop their understanding of safeguarding in Wakefield and the work we are doing to support them and to be aware of the critical safeguarding issues relevant to their organisation. This is also a public document, which is intended to generate wider community engagement in safeguarding issues.

The Annual Report is published in relation to the preceding financial year in order to influence local agencies’ planning, commissioning and budget cycles.

It is submitted to the Chief Executive of the Local Authority, the Leader of the Council, the Local Police and Crime Commissioner and the Chair of the Health and Wellbeing Board. The Annual Report will be shared by the Independent Chair at the Local Services Board, Children and Young People’s Partnership Board and the Children and Young People’s Overview and Scrutiny Panel. Board members will also share the Annual Report at home agency Board meetings so that they can take appropriate action.

1 Department for Education; 21st March 2015 https://www.gov.uk/government/publications/working-together-to-safeguard-children

www.wakefield.gov.uk Chapter 1 - Local Background and Chapter 3 - Performance and Quality Context Assurance

This chapter provides information about what it is like for This chapter describes how the LSCB uses its Learning and children and young people to grow up in Wakefield. It provides Improvement Framework to hold agencies to account and information about population and the services that serve ensure that learning is fed into strategy and business planning. children and young people who live here. This includes learning through peer challenge, audit, performance information/data and complaints.

The chapter highlights how Wakefield is Targeted areas of work are determined by local and national ‘hot unique compared to other parts of the topics’. In 2016-17, WDSCB participated in a peer challenge with other West Yorkshire local safeguarding children boards to country and how this translates into priorities consider arrangements for children going missing and/or at risk of child sexual exploitation. The Board also conducted multi- for the district. agency case file audits to explore agency responses to domestic abuse and arrangements for providing early help. This includes information about the number of children and The chapter also includes an overview of multi-agency young people who have been involved with Children’s Social processes that are established to learn from child death and Care, services that have been established to provide early help serious injury, to ensure that, as far as possible, such tragedies and prevent families from falling into crisis; support that has can be prevented. been provided for children with disabilities and those in private fostering arrangements; and specific work that has been done by In 2016-17, WDSCB was reviewed by Ofsted and found to be the undertaken by the Safeguarding Review Unit and Local Area ‘good’. This chapter provides an overview of the key findings of Designated Officer. Ofsted’s review . Chapter 2 - Governance and Chapter 4 - Training and Learning Accountability Development This chapter describes the arrangements that are in place to Multi-agency training and professional development manage and operate the WDCSB. opportunities continue to be driven by lessons identified through the learning and improvement framework. This The WDSCB has a main board and executive group, plus a chapter provides an overview of the tailored training and number of subcommittees to drive specific pieces of work. This learning opportunities that were available in 2016/17, including chapter outlines the structure of the WDSCB and its links with e-learning, ‘lite bites’ and a multi-agency conference around other strategic bodies and partnership groups. suicide awareness. The Board is well supported by statutory agencies, as shown in the attendance at Board meetings and funding arrangements. This chapter also provides an overview of evaluation and quality assurance activities undertaken by the WDSCB to ensure that all In May 2016 a review was undertaken of the Board Business multi-agency training is fit for purpose and having an impact on Unit, which resulted in a number of changes to the Unit practice; and to hold agencies to account for the training they structure. deliver to their staff.

9 326 areas

Chapter 5 - WDSCB Priorities and Achievements 2016 - 17

This chapter sets out the LSCB’s vision and describes how these translate into its strategic priorities for 2015 - 18.

It presents the specific achievements made in 2016-17, which include:

• The voice of young people, including the Young People’s Safeguarding Charter, ‘through the eyes of young people’ and the Listening to You event; • Neglect Strategy; • Child Sexual Exploitation; • Wakefield Safeguarding Week; • The WDSCB website; and • Updates to the West Yorkshire Consortium procedures

Chapter 6 - Partner Agency Priorities and Achievements 2016 - 17

The final chapter of the Annual Report provides an overview of what partner agencies and partnership boards have achieved in protecting and safeguarding children during the year. Each were encouraged to describe:

• Our priorities in 2016 - 17 • What we have achieved in 2016 - 17 • What we plan to do next

The wide range and depth of contributions provides a wealth of evidence about how children and young people in Wakefield are protected and safeguarded and illustrates commitment to continuous improvement in this area.

www.wakefield.gov.uk 326 areas

Chapter 1

Local background and context

Wakefield is one of five metropolitan districts in West Yorkshire, covering 350 square kilometres. Situated close to the ‘M62 corridor,’ it borders the larger cities of Leeds, Bradford and Huddersfield. Wakefield is the 67th most deprived district in England (out of 326), with 40,459 (12.5%) people living in neighbourhoods that are amongst the most deprived in England. Child poverty is significantly higher in Wakefield than the England average (20%).

www.wakefield.gov.uk 11 Key facts & figures:

20% of children 67th most deprived in Wakefield 12.5% (40,459) people in Wakefield Local Authority are living in live in the most deprived in England poverty neighbourhoods in England

Around 4,000 children are born in Wakefield each 18 Secondary schools in 23% of the Wakefield year Wakefield population aged 0-19 (excluding PRUs and Special schools)

19.5% of mothers 66% of mothers were recorded as either partially or being smokers fully initiated in 2016/17 116 Primary schools in breast feeding Wakefield at birth 2015/16 (excluding PRUs and Special schools)

Wakefield Metropolitan District

M1 A61 A1 M62 Wakefield has a relatively small but A642 J29 Castleford growing ethnic minority population, 7.2% J41 (23,739) of the population is from a non- West Outwood Yorkshire British nationality. Altotts Stanley Knottingley A638 Pontefract The main centres of population are: City of Normanton J40 Featherstone M62 Ossett Wakefield Sharlstone A639 A638 • Wakefield City Horbury A645 North Foulby A628 • The five towns of the north east; Yorkshire Crofton Castleford, Pontefract, Knottingley, A642 J39 Wragby Normanton and Feathersone Walton Ackworth Wintersett A636 • Ossett and Horbury in the west Ryhill A638 • Hemsworth, South Elmsall and South A61 Hemsworth A1 South Kirby in the south-east South South Elmsall Hiendley Yorkshire • Scattered villages in the open M1 South countryside Kirkby

5 kilometers (approx)

www.wakefield.gov.uk Priorities for Children and Young People in Wakefield

Health and Wellbeing: • Increasing levels of breast feeding; • Improving emotional health and wellbeing; • Improving dental health, • Reducing smoking, substance and alcohol misuse. • Reducing levels of physical inactivity, Tables a) and b) show slight improvement in our breastfeeding rates, but remain below the national figures in brackets, and also some improvement in smoking rates over recent years. a) Levels of breastfeeding 14/15 15/16 b) Smoking 15/16 16/17

Breastfeeding initiation 63.9% (74.3) 65.9% (73.2) % of women who smoke at time of 18.3% 19.5% Breastfeeding at 6-8 weeks 32.8% (43.8) 35.1% (43.5) delivery

Children at risk, vulnerable groups and families: • Ensuring child in need cases are appropriately managed; • Reviewing cases where children become looked after for a second or subsequent time; • Understand the increase in children becoming looked after due to family dysfunction • Gain insight into domestic abuse, parental substance misuse and parental mental health Table c) shows an increase in the percentage of children subject to a child protection plan for the second time. c) Child Protection Plan for a 2nd Time 15/16 16/17 % of children and young people subject to a child protection plan for a second or subsequent time within 14.15% 66% 2 years (% shown as total child protection registrations)

Education, attainment and aspirations: • Support children and young people with learning difficulties and/or disabilities; • Increase 2 year old uptake and maintain uptake of 3-4 year old free early years education; • Increase educational attainment of looked after children, • Reducing absenteeism and children missing from education • Increase number of care leavers in employment, education or training Table d) shows reduction in school attendance. Table e) shows a drop in LAC educational attainment. Tables f) and g) show improvement in education, attainment and aspiration. d) School attendance 15/16 16/17 e) LAC attainment 15/16 16/17 % of overall school attendance 95.7% 94.9% % of LAC making expected progress in 87.7% 84.8% their educational outcomes - primary % of LAC making expected progress in 88.1% 81.3% their educational outcomes - secondary

f) SEND 15/16 16/17 g) Take up of Early Education 15/16 16/17 % of education, health and care % take up rate of eligible 2 year olds 75% 76% statutory assessments completed 91% 91% to access free entitlement to early within 20 weeks of initiation for children education and young people with SEND

13 Children’s Social Care (CSC)

Wakefield Council has a duty to safeguard and promote the welfare of a child living in the area if they are considered to be ‘in need’, and to provide a range and level of services appropriate to the child’s need. When a child is suspected to be at risk of significant harm, they may be safeguarded by being made the subject of a child protection plan (CPP). This is a tool that enables the family and professionals to understand what is expected of them and what they can expect from others

Child Protection There were 203 children subject to a Child Protection Plan at the end of March 2017

Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Safeguarding 12-13 13-14 14-15 15-16 15-16 15-16 15-16 16-17 16-17 16-17 16-17 Number of children subject to a CP 338 384 300 229 197 161 193 195 208 218 203 Plan at month end Children subject to a CP Plan - rate 50.0 55.8 43.6 33.3 28.9 23.6 28.4 28.7 30.6 32.1 29.9 per 10,000 population

Category of Abuse March 2017

Category of Number abuse n Emotional Emotional 106 n Neglect Neglect 84 Physical 8 n Physical Sexual 5 n Sexual

Number of children who are subject to a plan for 24 months or more

A CPP may be lifted if the situation improves; the child and their family may continue receive support with a CiN plan. When the child is considered to be at immediate and significant risk or harm, they may be removed under an emergency protection order (EPO) and become a looked after child (LAC). They may also become LAC if the CPP isn’t effective or after a plan has been lifted on the first occasion may become subject to a CPP for a second or subsequent time if new risks are identified.

www.wakefield.gov.uk Children becoming the subject of a CP plan for a second or subsequent time.

Looked After Children Under the 1989 Children Act, a child is legally defined as ‘looked after’ by a local authority if he or she is subject to a care order or is temporarily classed as looked after on a planned basis for short breaks or respite care. The term ‘looked after children’ (LAC) also applies to a child who is accommodated by the local authority either as a result of a voluntary agreement by their parent, or as a result of a care order being issued by a court of law to safeguard the child.

Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Looked After Children 12-13 13-14 14-15 15-16 15-16 15-16 15-16 16-17 16-17 16-17 16-17 Number of LAC (excluding short 446 492 497 477 475 476 483 492 515 512 524 breaks)

Rate of LAC per 10,000 population 65.6 72 73 70 69.8 70 71 72.4 75.7 75.3 77.1

Looked After Children - Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 12-13 13-14 14-15 Stability & Permanence 15-16 15-16 15-16 15-16 16-17 16-17 16-17 16-17

NI 62 Stability of Placements 9.9% 9.9% 13.5% 2.30% 2.10% 1.30% 1.70% 1.40% 3.9% 2.9% 2.1%

NI 63 Long Term Stability of LAC 64.2% 63% 66.5% 62.9% 56.7% 58.6% 58.9% 61.0% 58.7% 59.4% 67.8%

15 Integrated Front Door and MASH

In 2016/17, an Ofsted inspection made New procedures were introduced to • Monthly meetings of agency the following recommendations related to allow ensure all contacts received from safeguarding leads within the MASH to the work of Social Care Integrated Front key partner agencies are to be screened monitor current / future arrangements Door:: by the individual agency representatives and develop a shared vison across within MASH. disciplines to achieve the best outcome • Review of cases that meet threshold for vulnerable children and families. for Section 47 investigations that do not progress to Initial Child Protection The new arrangements allow for support It is proposed to further strengthen these Case Conference. and challenge regarding: arrangements in the future by including: • Ensure consultation service provides • Quality of information / referral • Representation from Early Help Hubs to consistent advice, timely completion of standards. facilitate a timely response to enquiries actions and information is entered on from universal services. recording system. • The reinforcement to practitioners of the need to gain consent prior to • Considering the inclusion of staff The number of contacts/referrals and referral. currently based with Social Care Direct assessments that were not meeting to improve the consistent application timescales was also a concern. • The reinforcement of thresholds. of thresholds across partner agencies • The progress of referral to the most and divert referrals to more appropriate Following the Ofsted inspection, a appropriate sources of support. provision. review was undertaken to address the recommendations and also to consider New governance arrangements will be the volume of contacts, demand implemented, including the development The Information Sharing Protocol has management and the application of of a dataset to be reported and been reviewed and is being adhered to thresholds against the continuum of monitored through the Children and in practice. Where consent has not been need. Young People’s Partnership Board. This gained this is now recorded and a clear will provide the opportunity to review rationale for dispensing with consent In December 2016, the review findings the quality, timeliness and progress of clearly documented; the absence of were presented to the LSCB, highlighting work undertaken within the Front Door consent is NOT sufficient to warrant the following: Service and MASH. This dataset will also unjustified delay in undertaking enquires. be reported through the LSCB dataset. • High volume of referrals and The new governance arrangements As the new arrangements become re-referrals. will include monthly auditing and dip embedded, work is taking place to sampling of cases to ensure robust • Role of Social Care Direct in asking the strengthen multi-agency relationships application of thresholds. right questions. including communication by: • High number of cases subject to MASH • improving multi-agency consultation without consent. and decision making by holding multi- • High proportion of MASH cases agency meetings on complex cases resulting in no further action or Early so that decision making a shared Help. responsibility. • Low numbers progressing to child • Extending agency representation at the protection. DRAM (Daily Risk Assessment Meeting) to ensure consistent response to ‘low In January 2017, Children’s Social Care risk’ incident of domestic violence / reconfigured the Integrated Front Door abuse. and MASH arrangements to create a single service incorporating the Triage and MASH teams, and located the JIT function into the work of Locality Teams.

www.wakefield.gov.uk Early Help Hubs

Our priorities in 2016-17 have been to strengthen and refine the Hub Early Help offer. Activity has been focused on:

• embedding Signs of Safety in all aspects of Hub delivery • developing interventions to address a range of needs • ensuring the Troubled Families Programme and the principles of the ‘whole family’ approach is fully integrated into Hub provision • case management of families at ‘level 3’ on the Continuum of Need • developing a clearer offer for other professionals who are leading on CAFs The key priority in recent months has been to review the current delivery arrangements and redesign the service. The new structure is due to be launched in September 2017. Our aim is develop a clear focus on improving the journey of the child and family, reducing transition points, promoting relationship-based practice and offering the right support at the right time.

What we have achieved in 2016-17 What we have achieved in 2016-17 What we have achieved in 2016-17 • 3703 children referrals were allocated • We have achieved significant and • OfSTED inspectors positively noted for level 3 support from the Early sustained progress with 524 Troubled the ‘strategic focus on early help and Help Hubs 17. We have supported Families since the start of Phase 2 of the implementation of the early help an increased number of cases being the programme. hubs’ and included the ‘Do It Different’ managed at CAF level. We also support (adolescent to parent DV programme), • We have delivered a wide range of families who have previously had delivered in the Hubs, as a key example group work activity via our Children’s CAF and subsequently benefit from of good practice to be shared across Centre provision across the district to a dedicated keyworker, and provide other authorities. support parents with children under 5. ongoing support to families that have • We have developed a new range of previously been Child In Need or Child • We have refocused our approach publicity and a redesigned website Protection cases. to identifying young carers and to better promote our activities to responding to their needs to ensure • We work alongside key partner professionals and the public. that Wakefield meets its statutory agencies both on an individual responsibilities in this area. case basis and at operational and strategic level to ensure that the • We have trained a number of our right organisations are working staff to assess the needs of children collaboratively together to deliver with disabilities and identify eligibility services to children and families. in relation to short breaks where We continue to host key partners appropriate. within children’s centres e.g. health • We have piloted Family Learning in visitors and midwives. This includes one area which was successful and the co-location of some colleagues will inform the roll out of our Family e.g. Specialist Domestic Abuse Learning offer across the district. Practitioners. • We have embedded monthly audit • We have worked closely with the Future activity within each Hub to improve in Mind initiative to develop primary quality of practice and contributed to care for young people experiencing wider thematic audit activity e.g. in mental health problems, including co- preparation for JTAI. location of primary care practitioners and close links with the community What navigators. we have achieved in 2016-17

17 What we plan to do next What we plan to do next What we plan to do next • A key focus for the coming period will • We will continue to develop a more • We will work with our partners to be the transition to an East and West focused approach on case management identify families that may be suitable early help (level 3) service, comprising for families at level 3 on the continuum for the Troubled Families programme 4 Hubs covering the district and of need. and to offer the right level of support retaining all existing children’s centres. by the most appropriate services to • We will continue to use multi-agency The roll out of our new structure will enable them to achieve significant and meetings as a vehicle for partners be supported by a communications sustained progress. working with families to identify strategy, which will include events and appropriate support from a range of • We are working to develop a more workshops for practitioners. agencies. We will also increase our sophisticated approach to monitoring • We will explore with partners what the offer of support to practitioners around and reporting on our performance and changes to the Hubs mean for them the use of CAF. on outcomes for individual children and how we can work best together and their families. We will use this • We will ensure that a member of to offer the best possible support to information to inform our service Early Help staff is based in the MASH families. This will include the co- planning and review our progress to provide advice and guidance for ordination of a multi-agency Early Help against our key objectives. cases which do not meet the statutory Board. threshold.

www.wakefield.gov.uk Children with disability

In January 2017 there were 7431 pupils There have been significant developments • Children and young people reported with a statutory plan or receiving Special around mental health and the Future in that all aspects of the support they Educational Needs (SEN) support. The Mind programme, which has included the received was better than young people primary need children and young people joint funding of the Clinical Psychologist report in other parts of England. with SEN support, Education, Health and for autism assessments and piloting a • There are very few mediations/ Care (EHC) plan or Statement is: counselling service in schools. There are tribunals due to the involvement also mental health primary practitioners • moderate learning difficulty (1474); and of children, young people and their working out of Early Help Hubs. families in decisions about suitable • Social, Emotional and Mental Health Also jointly commissioned are: provision from an early stage i.e. (1384). through the Statutory Assessment • WESAIL - SENDIASS In Wakefield, there is a very clear Meeting, regular contact with SENART spectrum of provision and support for • Speech and Language Therapy Services and independent support services. children and young people who need • Equipment services support which is additional to, or different Areas for Development from, that which is normally available. For • Short breaks services pre-school children, the Council’s pre-5 Current Demand • The number of places available in and Portage Service plan and implement special schools and resources are • Children’s Sensory Impairment team appropriate early years provision. For limited and there are concerns about currently work with 540 children and school aged children, schools plan and the number of places needed. young people implement provision as follows: • Special schools continuing to be • Communication Interaction and • Wave 1 (Quality First Teach strategies), sufficiently resourced to ensure the Access Team (CIAT) are working with continued delivery of high quality • Wave 2 (group interventions), 62 children in the Early Years and provision. providing support to a further 745 • Wave 3 (individual interventions as named children and young people. • Support for young people needing SEN appropriate). Across Key Stages 1-4, CIAT provided a Support at post-16 is still a relatively Provision is made explicit through total of 3709 hours of direct support in new and developing area of work Individual Education Plans, Individual the last year. • The high number of Academies makes Behaviour Plans, One Page Profiles and • Portage Team has worked with 80 it more difficult for the Council to Provision Timetables. children in the last year. access data about children and young The Council has a central pool of advisory people in receipt of SEN Support • Learner Support Services Advisory teachers and educational psychologists Teachers currently have 993 open who provide support including staffing cases. of specific resource provisions, regular schools visits and training for school staff. • Educational Psychology Service have A wide range of training is offered and 2984 open cases. delivered to early years providers, schools and academies to ensure inclusive and How well are we doing? effective education provision. • 93% of parents in Wakefield thought There is an established EHC Panel to the quality of support their child review the child/young person and received was good or very good, parental preferences for education compared with 72% of parents from provision to ensure that the child’s needs other areas can be met. A similar process is in place • Parents also reported the right amount for children and young people requiring of support and their child supported as access to high cost out of district an individual with dignity and respect to placements, via the Complex Care Panel be higher than reported by parents from and joint commissioning arrangements. other parts of England. (POET survey)

19 Private fostering

Private fostering is when a child under the age of 16 (under 18 if disabled) is cared for by someone who is not their parent or a ‘close relative’ for 28 days or more. The Children (Private Arrangements for Fostering) Regulations 2005 sets out the legal responsibilities for Local Authorities to assess and support Private Fostering arrangements. These Regulations are underpinned by the National Minimum Standards for Private Fostering (2005).

In Wakefield, a Private Fostering Working Group oversees work to raise awareness, generate notifications and review audit findings. Membership includes representatives from the Children’s Locality Safeguarding Teams, Placement Services, Commissioning & Business Development and Communications and Campaigns.

Our Priorities in 2016-17 Notifications in 2016-17

• To have a statement or plan setting out our duties and • During 2016- 17, 19 Private Fostering arrangements were functions in relation to Private Fostering notified to the Council. This is down by 11 from the previous year. • To promote awareness amongst professionals and the wider district about what private caring arrangements are and • In all cases, assessments were undertaken to consider the duties upon individuals to notify the local authority of such suitability of the arrangements: arrangements. • 14 (73%) were within statutory timescales; • To respond appropriately to notifications of Private Fostering • 2 (11%) of the arrangements ended before the 42 days had arrangements and un-notified arrangements as they are expired; and identified. • 3 (16%) assessments took longer than 42 working days to complete due to difficulties associated with parental • To assess the suitability of Private Fostering arrangements in engagement. line with regulations. • To provide advice and support to parents, private foster carers Performance in 2016/17 and children who are privately fostered Performance indicator DfE 2015/16 2016/17 • Record data, monitor service activity and improve practice as Target necessary New arrangement: initial 75% 87% 78% • Report annually to the Department for Education. visit within 7 days • Provide a written report to both the Service Director of Safeguarding and Family Support Services and the chair of New arrangement: 6 weekly 75% 61% 60% the Local Safeguarding Children Board on how the authority is statutory visits satisfying itself that the welfare of privately fostered children is safeguarded and promoted. Ongoing arrangement: 75% 71% 100% of over 1 year: 12 weekly Campaign activities in 2016/17 statutory visits • News releases - media release during Private Fostering Week (July 2016) and again in February 2017. Articles also included in various newsletters. Areas for improvement: • Digital promotions - displays on Wakefield One screens, Case audits have evidenced that private fostering arrangements corporate website and intranet; Twitter/ Facebook messages that come to the attention of the council receive a timely and posted throughout the year. appropriate response in line with our procedures. Management oversight and input is clearly recorded and the work of the • Hard copies of Posters and Flyers were delivered to all Private Fostering Working Group does have a positive impact in schools and available at Head teachers Briefing and raising awareness and generating notifications Governors’ Conference. The working group will focus upon ensuring all locality teams understand their duties to ensure that statutory visits are undertaken within the 7days of notification and 6 weekly visits in the first year of arrangement.

www.wakefield.gov.uk Safeguarding Review Unit (SRU)

In 2016-17, the Safeguarding Review Unit focussed on • Improving outcomes for and the review experience looked after children and young people; and • Improving the child protection conference and review process for professionals, children and families.

What we have achieved in 2016-17 (Looked After Children and • A panel met and reviewed all of the children looked after Young People) under s20. Whilst in most cases those with parental • Developed a Pre-LAC responsibility remained appropriately involved, this process “I attend my review and prepare checklist to assist identified drift in some cases where it was necessary to start myself. My IRO always comes social workers in legal proceedings to secure shared parental responsibly. to see me before the review and preparing for LAC that helps.” • S20 and PwP are Reviews to reduce discussed routinely in “My siblings are a big part of disputes in respect supervision. The IRO my life and my IRO listened to of reports not being completed/updated and focus more on manager has ensured me and made sure my views appropriate care planning. focus on those children were taken into account. She • Commenced a review of the Dispute Resolution Process who have been placed understood my needs in my to improve the challenge process so that it is effective in with parents under a review and made it about me. If preventing drift and delay in care planning for children and care order and this has I didn’t want to hear somethings young people. resulted in challenge and she understood this.” being brought to the • Started the process of developing improved working local authority in cases relationships with LAC social workers and managers such as where there has been drift and delay in seeking revocation of attending team meetings, managers meetings and identifying the order. nominated IROs as links to teams. • Increased the number of substantive posts within the IRO Child Protection Conferences unit to address the issues raised by Ofsted in respect of the • Conference chairs capacity of the IROs to bring effective challenge. This has have increased their “Mum said that her experience of improved challenge to practice and increased the capacity for understanding of the conference was good and noted the IROs to ensure their engagement with children and young signs of safety model that the chair had to work hard to people between reviews. through a number get information out of everyone. • An audit was undertaken to look at the quality of written of practice lead She felt that the meeting before reviews for children and young people and to use the sessions. The duration helped and so it felt fine.” findings in further developing the review minutes and of conferences has recommendations. decreased as learning of model becomes embedded. • The signs of safety practice model is reflected in the revised review which brings clarity to what is working well, what is • The CP chairs have improved other professionals’ not working well and what needs to happen in respect of the understanding of the conference process by: care plan. • contributing to multi-agency training on child protection • Children and young people are increasingly engaging in their conferences; looked after reviews and this year shows a participation rate • undertaking briefing sessions for safeguarding week; of 98.1%. • providing “meet the chair’s sessions” on themed aspects of contribution to conferences using signs of safety; • visiting all of the social work teams to discuss improved “She listened to me and could contributions to the conference process. tell I liked to be in charge of my meetings and supported that”. • A leaflet has been developed to explain the conference process to families.

21 • The Chair meets with • Continue to improve the Review process through rigorously “Dad said that the meeting every family member monitoring standards, demonstrating how effective challenge was very well handled; it attending conference has improved outcomes; support young people to take was uncomfortable and very prior to the meeting ownership of the review process; and implement the new emotional experience for him.” and explains the paperwork. process to them to • Continue to improve IRO practice through routine observations enable better engagement by the family in the conference. and feedback and provision of training. • Stability in the team has enabled a more consistent approach • Improve family engagement and resilience in developing and to chairing of conferences so that families usually have the implementing the child protection plans by ensuring that child same chair. This improves the experience for the family and protection conferences are shorter and more focussed; and is more effective for the chair. ensuring that safe family networks are given sufficient focus • The template for the child protection plan has been improved in the review process to ensure that there are effective safety so it is much clearer for families to understand what they had measures in place when the plan has ceased. to do to make progress against the plan and for safety to be • Reduce the number of second or subsequent conferences by demonstrated to conference. ensuring that plans are robust and demonstrate sustained • The Conference chairs have observed each other’s practice change against the safety goals before they are ceased. and this has led to a more consistent approach to the • Continue to improve contributions to the child protection application of the signs of safety model in the conference process by professionals through: ongoing training, briefings setting. They have learned from each other’s good practice and meetings with and provided constructive feedback. Those new to the chairs; ongoing audit chairing process have had the opportunity to shadow “Police: said it was good; School: and quality assurance established chairs and to have support from chairs in the said it was to the point and processes including early conferences they chaired. relevant - appreciated that it did the use of the multi- not drag on; Health Visitor: spoke • The Service Lead has completed observations of the chairs agency monitoring about the timeliness and that the and gathered feedback from families and professionals in form and chairs Chair summarised well; School addition to reviewing the completed minutes. All of this has challenge process; and Nurse: found the genogram been provided in written and verbal feedback to the chairs robust monitoring of useful to understand the family and incorporated into individual development plans. core group meetings to and relationship” ensure that plans are • There has been a review of the guidance documents which progressing. “The social worker felt it was has resulted in a revised booking form for social workers; good and that everyone had the improved agenda for the meeting; revised minutes template; • Improve the practice opportunity to speak openly and multi-agency monitoring forms and feedback regarding of the chairs by: honestly. She likes the signs of contribution to conferences. observing other safety and the way it draw out local authority areas; • Multi-agency audits have been undertaken four times during the positives. She felt it was a routinely observing the year, two of which were run as practice learning events very fair process.” conferences and and included the audit group and the core group. All of those providing feedback; “Prof 1. Chair was smashing; participating found these a useful experience as it allowed the and requesting be- she was succinct and even professionals to reflect on the case and what was required spoke training for handed. Prof 2. Conference went to move it forward or what had been learned that could be chairs relevant to their really well, the chair was good applied to wider practice. role. with parents and clear. Prof 3. Conference went very well. The Future Priorities chair was inclusive of parents, • The performance information for this year indicates that she focused on the boys’ wishes the timeliness of LAC reviews require some improvement and feelings; she was clear to ensure they are held within the statutory timeframe. In and concise and brought clear response to this the SGRU will ensure that support IROs expectations, and a plan with to hold reviews within timescales and ensure that this is achievable outcomes.” correctly reported.

www.wakefield.gov.uk Local Authority Designated Officer (LADO)

A permanent full-time LADO has been in post since 25 April 2016. The LADO has completed a review of the referral process and supporting documentation and developed a manual to assist colleagues who cover the role in the absence of the permanent LADO. New templates have been developed to assist with making referrals and managing strategy meetings. Administrative support is provided to assist the LADO with various tasks including taking minutes at strategy meetings, which has helped to maintain consistency, work within timescales and has improved the quality of recordings.

Referrals to the LADO All contacts have been recorded since the permanent LADO has been in post, regardless of whether they have progressed to a full referral. This has provided a better understanding of the amount of work that has taken place.

The following information outlines the comparative annual total number of LADO referrals received over the last three years:

COMPARATIVE ANNUAL TOTAL NUMBER OF LADO REFERRALS

1 April 2014 to 1 April 2015 to 1 April 2016 to Total 31 March 2015 31 March 2016 31 March 2017

159 194 283 636

As shown in the table above, there has been a significant increase in referrals in the last year. One of the factors contributing to the increase may have been that professionals have developed an increased awareness of the LADO role through attending training provided by the LSCB. Another factor may have been a high level of media coverage of children being abused by professionals who have worked with them in positions of trust.

LADO Referrals by Agency

23 As shown in the chart, Children’s Social Care and Education continue to be the main source of referrals to the LADO. This is not surprising given the number of children and professionals who come into contact with each other in these settings. There has been an increase in referrals from residential services and Local authority employees. Referrals from the health services were low with only two being made in quarter 4. Referrals from the police have remained consistent with previous years. It is worth noting that only a small number of referrals are related to voluntary, community and faith settings and given the number of children who are likely to come into contact with these organisations this is relatively low.

Number of Referrals by Employment Sector of Subject

As noted in the above chart Education appears to be the main employment sector of subjects referred to the LADO. The main areas of concern are centred around manhandling issues during the restraint of children with challenging behaviours within special schools, practice issues rather than safeguarding concerns, including inappropriate behaviour and language. There has also been some Disqualification by Association and producing and distributing of indecent images of children referrals.

Outcome of Concluded Referrals to the Local Authority Designated Officer

www.wakefield.gov.uk The outcomes for this period are varied and have not often led to charges or convictions; two police cautions resulted during this reporting period and sixteen referrals were made to the DBS. Often the threshold for charging has not been met, therefore it has been the employers, with advice from the LADO, who have dealt with the situation and provided an appropriate and proportionate response to manage any identified risk within their establishment. This has led to 9 dismissals within this 12 month period and 7 cessation of use.

LADO Audit Group The LADO Audit Group has met twice within this reporting period and audited 12 referrals to the LADO. These audits identified good practice in the following areas:

• Training is being delivered to a range of agencies and targeted training is provided specifically for agencies that have identified a need; • Staff from a wide range of agencies contact the LADO for advice; and • A new referral form and secure inbox have been developed to ensure that referrals are appropriate and responded to in a timely manner.

The Audit Group also identified the following areas for improvement:

• Increasing professional awareness about the role of the LADO, particularly in regards to the voluntary, community and faith sector and with temporary staff (i.e. supply teachers ); • Ensuring referrals to the LADO are appropriate and sent via secure email; and • Ensuring that professionals are aware of their responsibilities in response to a disclosure from children.

Continued Development • The LADO will develop an appropriate alert document to formally feedback to agencies any concerns in relation to their involvement with the allegations management process. • The LADO will joint deliver training to schools about allegations against staff. • The LADO will develop the LADO documents to reflect Signs of Safety. • The LADO will join the National Network group in July 2017. The group is involved in developing National Standards for LADO. • There is a commitment to continuing improvement in the management of allegations against those who work with children and the role of the LADO will continue to evolve by continuing to review and modify the systems for recording, screening and analysis of information.

www.wakefield.gov.uk 25 Chapter 2

Governance and accountability

www.wakefield.gov.uk 26 1. Monitor and evaluate the effectiveness of the Board, its Statutory and legal context partners and other partnerships to safeguard and promote the welfare of children and young people in Wakefield and In accordance with Section 13 of the Children Act 2004, all district Local Authorities are required to establish a Local Safeguarding 2. Engage and influence local communities to keep children and Children Board. Section 14 of the Children Act sets out the young people safe. objectives of the Board to be: 3. Ensure that the views of children and young people drive local service delivery and improvements in the Wakefield • to coordinate what is done by each person or body District. represented on the Board for the purposes of safeguarding 4. Improve the Boards effectiveness in reducing the harm and promoting the welfare of children in the area; and to children in vulnerable groups, with particular focus on • to ensure the effectiveness of what is done by each such children and young people living with neglect, domestic person or body for those purposes. abuse, those at risk of sexual exploitation, and those in need of emotional health and wellbeing provision. Regulation 5 of the Local Safeguarding Children Board Regulations, 2006, set out the functions in relation to these The Wakefield and District Safeguarding Children Board objectives. (WDSCB) is a statutory partnership consisting of senior representatives of all agencies as outlined in Chapter 3 of During 2016/17 the passage of the Children and Social Work Working Together. 8 The LSCB is primarily responsible for the Bill through Parliament necessitated the WDSCB consider the monitoring and evaluation of safeguarding children across the proposed new statutory and legal framework. The Bill received district, and influencing organisations to ensure that there are Royal Assent on the 27th April, 2017. Statutory guidance is due effective arrangements in place across agencies to safeguard in Autumn 2017 regarding the provisions of the Act that relate to and promote the welfare of children and young people in LSCBs. Wakefield. Section 15 of the Children and Social Work Act, 2017, amends The Board meets four times a year.9 It has an Executive Group Section 16 of the Children Act, 2004, in requiring local and 8 Sub Committees including one which brings together arrangements for safeguarding and promoting the welfare of the chairs of the Sub Committees to report on the progress of children by ‘safeguarding partners’ who are named as the local the Business Plan. From January 2017 the schedule of Sub authority, a clinical commissioning group for an area,; and the Committee meetings was aligned with a quarterly reporting chief officer of police for a police area. These safeguarding cycle which feeds into the Board meeting at the end of each partners and ‘any relevant partners’ are to work together in quarter. exercising their functions which relate to safeguarding and promoting the welfare of children in the area. WDSCB Independent Chair The Act also amended the arrangements for the conduct of Every Local Safeguarding Children Board (LSCB) has an Serious Case Reviews replacing them with a combination of Independent Chair, usually working around two to three days Local Child Safeguarding Practice reviews that raise issues per month, although this can be varied depending on local of importance in relation to the area; and Child Safeguarding circumstances. Practice Reviews to identify serious child safeguarding cases in England which raise issues that are complex or of national The Independent Chair reports to the Chief Executive of importance, and where they consider it appropriate, to arrange Wakefield Council and attends meetings of the Local Services for those cases to be reviewed under the supervision of the Board as invited. These arrangements ensure that safeguarding Child Safeguarding Practice Review Panel which will be issues are discussed at the highest level by the Council and its established by the Secretary of State. partners, reported through the District Outcomes Framework. The Act also included some modifications in relation to child Working Together 2015 (the statutory framework governing the death reviews and included a section on partners for two or work of the LSCB) says “the LSCB Chair should work closely more local authority areas in England agreeing that their areas with all LSCB partners and particularly with the Director of are to be treated as a single area. In relation to this aspect Children’s Services”. In Wakefield this is the Corporate Director Wakefield CDOP commenced discussions with two neighbouring of Children and Young People Services. areas during 2016/17 about sharing learning and data to identify trends across a broader geographic area. No decision was made As well as chairing the WDSCB meetings, Sub Committee Chairs to combine CDOP processes. and the other aspects of the role as outlined in guidance the Statutory and legal context Independent Chair participates in audits of practice which involve direct engagement with practitioners to find out what it Board structure and committees is like to be working on the “front line” of safeguarding practice In December 2016 a consolidated Board Business Plan was in Wakefield. presented to the Board aligning the work of the Sub Committees 27 around 4 Strategic Aims: WDSCB Partners

The LSCB works closely with the Local Safeguarding Adult Board (LSAB) and Community Safety Partnership (CSP) to ensure that a common approach is adopted to cross cutting themes.

The following chart illustrates the structure of the LSCB and its links to other partnership Boards:

Receive WDSCB Children & Young People’s Office of Police & Crime Health & Wellbeing Board Annual Report Partnership Commissioner

Partnership Coordination Partnership Chairs Group Group

Reciprocal Adult Community Board Safeguarding WDSCB Safety Attendance Board Partnership

Subcommittee Executive Group Chairs

Sub Children’s Serious Case Child Death Child Sexual Learning & Performance Audit Committee’s Voice Review Review Exploitation Development

Procedures Practitioner Practitioner Reference Forum Forum Group

The Business Managers from the Children and Adults Board sit on each other’s respective Boards and the Service Manager for Area Development and Cohesion on behalf of the Community Safety Partnership has become a permanent member of the LSCB. This has facilitated a joint approach to community engagement and removed duplication of sub committees dealing with shared agendas.

The Independent Chair attends and promotes the work of the LSCB at the Health and Wellbeing Board as well as specific organisational board meetings, such as the CCG Body and Council Overview and Scrutiny Committees:

www.wakefield.gov.uk • The chair presents the WDSCB Annual Report to all relevant partnership meetings across the district; and the Police and Crime Commissioner. • The Independent Chair also sits as chair of the West Yorkshire CSE Regional Strategy Group where experience, research and good practice are shared. • The Business Manager attends the Domestic Abuse Management Board led by the CSP and all Boards have collectively produced an area self- assessment in relation to Domestic Abuse in line with the Joint Targeted Area Inspection framework. • We ensure that partners have the necessary partnership provision through Section 11 challenges. Young people are involved in this process; • The WDSCB Business Manager sits on the Local Authority Partnership Coordination Group;

Attendance

29 Expenditure and funding Operating Costs for the LSCB 2016/17 LSCB Business Team Salaries (incl Safeguarding Advisor for schools) £240,973 Central Costs £17,120 Training Budget £32,550 External Authors/Independent Chair £33,931 Operating Costs £8,231 Software £31,116 Total £363,921

Income Received and Agency Contributions 2016/17 Balance Brought Forward from 2015/16 £47,413 Income from training delivery in schools £34,917 Total Agency Contributions for 2016/17 £335,025 Income from PCC for CSE work £17,735 Total £435,090

Surplus Carried Forward to 2017/18 £71,169 Business Unit

The WDSCB Business Unit by the end of March 2017 consisted of:

Business Manager Dr Caroline Rhodes

Safeguarding Adviser for Education Vicki Maybin Senior Administrator Wendy Roberts

Multi Agency Training Co-ordinator Sarah Henry-Lambert Administrator Antony Barlow

(Interim) CDOP Co-ordinator Paula Leung (covering for Alison Henderson) Apprentice VACANT

Performance & Quality Assurance VACANT

www.wakefield.gov.uk Chapter 3

Performance and Quality Assurance

31 The Ofsted Review of the WDSCB

In July 2016, Ofsted reviewed the WDSCB Ofsted also identified strengths with the • Improve the understanding of the as part of the inspection of services for evidence of the Child’s Voice informing effectiveness of multi-agency children in need of help and protection, work, good partnership working, safeguarding training needs, so that looked after children and care leavers. good schools engagement, and a future training plans are able to target The Ofsted Inspection Report, published comprehensive and high quality training training where it is needed the most in September 2016, noted that the programme. and where it will have the greatest Board is good and meets its statutory impact. Consideration should be given Areas for development identified were responsibilities, has effective links to accrediting trainers and participants to strengthen the Business Unit, secure with other strategic bodies, has clear in the voluntary sector to enhance their representation from agencies who do strategic priorities to drive work forward, contribution. not regularly attend meetings, and and partners demonstrate a shared that the Board has the mechanisms The recommendations of the review have commitment towards safeguarding. to measure impact and carry through been implemented. The report highlighted that: actions, including understanding of the effectiveness of multi-agency ‘Robust challenge from the safeguarding training needs, so that future training plans are able to target board has resulted in improved training. services for children, such as the The Board recognises the need development of effective early- to improve its understanding of help services across agencies.’ longer term impact [of multi- The Report also noted that: agency training]. • findings from serious case reviews, critical incident reviews and case auditing are considered in depth; Recommendations for further • agencies’ action plans are overseen Development to ensure that recommendations are implemented in full; Ofsted recommended that the WDSCB: • up-to-date safeguarding procedures • Ensure that there is sufficient support are aligned across West Yorkshire provided by the board’s business where possible and supplemented by unit to enable all meetings to be well local guidance as necessary; and recorded and progress to be set out against actions, so that all members • referral pathways and thresholds are can be held to account for their clearly defined.’ respective responsibilities and there are clear audit trails of sub-committee activity and impact. Strengths for the Board • Ensure that the board’s business plan and challenge and risks logs are kept The Board has influence beyond up to date, so that board members always have a clear understanding of the local authority area, and has the board’s position and can measure been a leader in coordinating impact, ensure sufficient challenge, and mitigate risks when necessary. matters such as arrangements to • Ensure that the board continues tackle child sexual exploitation to make every effort to secure across West Yorkshire. representation from agencies who do not regularly attend meetings.

www.wakefield.gov.uk Learning and Improvement Framework

WDSCB refreshed its Learning and Improvement Framework in 2015-16 to enable the WDSCB to learn from good practice and also from when things go wrong and to influence the delivery and commissioning of services in the district. The LIF is a requirement within the statutory guidance Working Together To Safeguard Children 2015.

A diverse set of stakeholders influence and are influenced by WDSCB learning and improvements. These are illustrated below showing the key needs of each group.

Improved systems, Inform local/national Better services, processes and policy and developments, improved outcomes understanding holding to account

Assurance improvements Shared learning / and learning is effective. wider learning Holding to account

Assurance improvements Evidence to inform and learning is effective. judgements and Holding to account recommendations

33 Learning through peer challenge

The peer challenge process has been embedded across the Yorkshire and Humber region with all 15 Local Authorities and Safeguarding Children Boards are engaged in the process.

Peer Challenge Event - CSE and Missing The areas for improvement were: In 2016-17, Wakefield participated in a peer • ‘Further value would be if a broader challenge to improve services & outcomes range of partners were engaged’ for children and young people when they go missing or are at risk of or victims of Child • ‘The theme of CSE was valuable but Sexual Exploitation (CSE). was already JTAI history’ • ‘Need further clarity about whether the Each LSCB completed a self-assessment purpose is challenge or support tool based on the JTAI (CSE) inspection framework and shared this with the other Peer Visits/Exchange West Yorkshire LSCBs. Each area identified 4-6 areas of challenge to be explored at a The WDSCB’s Primary Education challenge event, which enabled enabled Representative conducted a visit to the areas of challenge to be addressed and MASH team to improve collaborative encouraged an open discussion about working between schools, WDSCB and the each LSCBs strengths and areas for MASH team. development. The visit yielded useful information as An evaluation of the process was to how schools could continue to work undertaken by WY Police, which shows together with the MASH team to safeguard positive response to the Peer Challenge children and young people in Wakefield. and event. 80% of respondents welcomed There was also useful discussion regarding collaborative approaches to improvement the growing use of CPOMs, an online and provided an overall positive rating software application for monitoring child for the peer challenge process. This was protection, safeguarding and a whole range funded by the office of the Police and Crime of pastoral and welfare issues. Commissioner. As a result, the Education Representative Respondents noted that the event “should has taken a number of actions back to the be repeated for different themes & be WDSCB regarding CPOMS, headteacher continuously improved’” inductions and referrals to the MASH. Learning is also being shared with school colleagues to improve consistency in ‘Event felt supportive & open… referrals to the MASH, recording, the use of CPOMs and schools’ participation in good discussion and felt like each strategy meetings challenge team shared relevant & useful information in a transparent way’

www.wakefield.gov.uk External Evaluation of Signs of Safety Taken from ‘Evaluation of Signs of Safety in 10 Pilots’ Research Report - DfE July 2017

In May 2016, Mary Baginsky from King’s College London visited Wakefield to conduct an audit of cases as part of an evaluation of Signs of Safety in 10 pilot areas. The evaluation was designed to assess progress, or not, against relevant variables and examine the journey towards a whole-system approach to support for children and families. All 10 pilots provided their views about their own progress.

The full report was published in July 2017 which highlighted the strengths and weaknesses across the 10 Local Authority areas.

• The greatest progress was reported in • providing advanced 5-day training for • spending the necessary direct contact relation to: all managers time with adults in families • embedding an organisational • embedding SoS approaches and • confidence that the service is commitment to SoS principles across all training for those intervening at the right time working in children’s social care • using plain language that could be • creating a culture where it is readily understood by families • aligning initial child protection permissible to admit mistakes conferences with SoS • using tools to engage children and • supporting social workers with young people - for example, Three • establishing practice leadership and administrative tasks Houses; Fairy/Wizard supervision processes to support SoS • mapping cases by individual social • The weakest areas of reported changes workers and mapping in teams were in relation to: • using safety plans across initial and • progress towards building constructive review child protection conferences, working relationships between and in all related groups professionals and family members

Learning through audit and quality assurance The Audit subcommittee develops areas of work from the annual WDSCB Business Plan, peer review and other learning activities. The Audit Subcommittee also undertakes two multi-agency case file audits (MACFA) per year. These audits are thematic, and based on issues identified as ‘hot topics’ locally and nationally. Self-Evaluation in relation to Domestic Abuse In Nov 2016 the LSCB and CSP undertook a self-evaluation in relation to Domestic Abuse. This exercise enabled the WDSCB to establish how partnership agencies respond to domestic abuse and professional awareness of the impact of domestic abuse on children, and to consider the effectiveness of current multi-agency processes to safeguard children that may be affected by domestic abuse.

The evaluation found that the WDSCB and partner agencies generally have effective processes in place to respond to domestic abuse. It also identified some areas for improvement, including training for staff and formalised arrangements for perpetrator programmes. Domestic Abuse Multi-Agency Case File Audit The Domestic Abuse Case File Audit was initiated in response to the self-evaluation (above). An audit tool was developed to replicate the process that would be conducted if the WDSCB were subject to a joint targeted inspection. The audit considered six cases (three Child in Need and three Child Protection).

The audit yielded useful lessons for the conduct of casework, including improvements to information sharing, the development of plans, and clarifying the services that are available to support professionals working with children affected by domestic abuse.

Participants agreed that the audit was a useful exercise and made recommendations for improving the process for conducting future audits, such as providing a briefing on the audit tool, engaging with practitioners involved in the case during the planning phase and seeking to include the views of the child/ family members.

35 Early Help Multi-Agency Case File Audit The WSCB commissioned a thematic audit of Integrated Early Help with a focus on ‘Help & Protection’. The remit of the auditors was to review case files held on the electronic management system, Care Director, which capture the journey of the child.

WSCB members, from a range of partner agencies, formed the basis of the audit group. WSCB members, from a range of partner agencies, formed the basis of the audit group with 11 representatives to undertake the audit. A random sample of cases was identified from across 7 early help hubs, and auditors focussed on focus on seven key Ofsted questions:

• Risk is identified, responded to and reduced in a timely way • Children, young people and families are appropriately involved • Decision making is effective and timely • Assessments are timely, comprehensive, analytical and of high quality. They lead to appropriately focused help • Coordination between agencies is effective • Consideration and impact of diversity • Quality of Plans The relatively small audit sample suggested that much good work is taking place across the early help hubs, yet there is more work to do to ensure greater consistency in Early Help practice to support teams on their journey to Good. Specifically, the audit found a number of areas of good practice, including escalation child protection concerns, use of the Signs of Safety model, effective partnership working and good case management/oversight. The audits also identified some issue with the quality of reporting and insufficiently robust analysis.

The audit yielded a number of recommendations for the service, and suggestions for the WDSCB to improve their audit process.

Learning through performance and complaints

Performance Information Framework The WDSCB has developed data set based on the national data set and enhanced data based around the six LSCB priorities identified in the 2015-18 business plan. The Core indicators are those that are collected nationally, regionally or are agreed local comparison with neighbouring LSCB’s such as the West Yorkshire LSCB Consortium. The local enhanced measures are those which relate to the WDSCB’s strategic aims.

Core Data • Children Missing from Education • FGM • Children protection • Children Electively Home Educated • Statutory Assessments • Looked After Children • Hospital Admissions and A&E • S47 Enquiries • Youth Crime and Offending Attendance • Referrals • Ensuring a safer workforce

Enhanced Data Neglect

www.wakefield.gov.uk WDSCB Business Plan 2015-18¹ Enhanced Data Strategic Aim 1 - Monitor and evaluate the effectiveness of the Board, its partners and other partnerships to safeguard and promote the welfare of children and young people Strategic Aim 2 - Engaging and influencing local communities to keep children and young people safe. Strategic Aim 3 - Ensuring that the views of child and young people drive local service delivery and improvements in the Wakefield District. Strategic Aim 4 - Reducing harm to children in vulnerable groups with particular focus on 1. Those at risk of Child Sexual Exploitation & Missing Children 2. Children living with Neglect 3. Those living with Domestic Abuse 4. Those in need to emotional and wellbeing provision

Complaints It is the priority of the Complaints team to ensure any identified learning is actioned and we will continue to feed back to managers and identify learning if necessary and to work towards reducing complaints.

What we have achieved in 2016 -17 Learning from Children’s Social Care complaints that were upheld in 2016/17 included: • The need for improvement in systems for recording information at contact centres; • Communications issues; • Social worker to maintain contact with families. • When meetings are cancelled in a timely manner. • Ensure telephone calls are returned. • Contact schedules are clear and communicated to all parties. • Improved communication between teams and sharing of information. • Maintain contact with families and service users. • The need for management oversight of cases and regular audits to be undertaken; • Reports and assessments must be completed and shared within time scales. Reports to be redacted and individuals to only receive pertinent information; • To ensure that all information is provided to parents to inform them about support services and other aspects of social care; • To ensure that fathers are kept involved in their children’s lives when asked to leave the family home; • Lifestory work to be started and completed within timescale; • Data Protection training to taken and updated by all; • Ensure staff wear and present their ID badges when undertaking visits; and • Recording of information is accurate and completed in a timely manner on Care Director and in assessments.

What we plan to do next Complaints Service plans for 2017/18 is to continue to promote learning from complaints and provide training on how to deal with complaints as and when necessary. We will also continue to support staff when responding to complaints and provide complaint information and summaries to Managers.

1 WDSCB (June 2015) Wakefield & District Safeguarding Children Board Business Plan 2015-18 : www.wakefield.gov.uk/Documents/schools-children/safeguarding/wakefield-safeguarding-children-board-business-plan.pdf 37 Learning from reports into the LSCB

Child Death Overview Panel (CDOP) report

What are we doing well? • We are vigilant about ensuring data is regularly reviewed for trends and we carry out ‘deep dive exercises’ where necessary, which result in targeted action. • We apply learning from the CDOP panel across the health system to affect change, for example, our work on reducing smoking in pregnancy having secured NHSE funding • The CDOP Panel itself is of a high calibre with excellent, committed representation from a broad number of agencies.

What are we worried about? • We have high levels of pregnant women who smoke. This is a risk factor for neo-natal death. • We have had a number of deaths where unsafe sleeping has been a factor. This has been investigated and key messages shared with health and social care professionals. • Over the past two years we have noted a small number of deaths of children with complex needs, who had learning disabilities and/or were on the autistic spectrum, where we identified a number of areas for learning. • An initial audit of cases between 2009 and 2016 has been undertaken and we need to continue to explore its findings.

What needs to happen? • We need to continue to reduce smoking rates in Wakefield with a particular emphasis on smoking in pregnancy. • We need to continue to highlight messages about ‘safe sleeping’ to parents and professionals • We need to continue to explore the findings of the initial audit of deaths in children with learning disabilities. • It is planned to introduce the Learning Disabilities Mortality Review Programme (LeDeR) in Yorkshire and the Humber during 2017, as an additional review process for deaths of people with learning disabilities over the age of 4. We need to ensure that CDOP processes are aligned with and informed by this new review process. • We need to continue to develop joint working with partners in neighbouring districts in response to the Wood Review.

Serious Case Reviews

Progress with WDSCB Business Plan in 2016-17 The Sub Committee has continued to address the strategic aims of the Board to improve the effectiveness in reducing harm to children in vulnerable groups, with a particular focus on children and young people living with Neglect, Domestic Abuse, those at risk of Sexual Exploitation and those in need of health and wellbeing provision through learning identified in specific cases.

What we have achieved in 2016 -17 The Serious Case Review Sub Committee has met five times during 2016 -2017 considering children and young people for whom the criteria for either a Serious Case Review or Learning Lessons Review appeared to have been met. No Serious Case Reviews have been undertaken. Three Learning Lessons Reviews have been initiated. Two have been progressed using a Signs of Safety approach and a collaborative learning methodology with the practitioners involved. One case provided learning in relation to domestic violence and the second focussed on addressing the complex needs of a young person receiving services from a broad range of services. The third Learning Lessons Review concerns physical abuse of a child and is ongoing at the end of the year and will be concluded in Autumn 2017. Learning has been disseminated to practitioners across the District through the Board newsletter and learning incorporated into training courses.

www.wakefield.gov.uk What we plan to do next During 2017 - 2018 the Sub Committee will continue to consider the cases of children and young people where it is thought the criteria for a Learning Lessons Review or Serious Case Review are established.

Audit of Safeguarding in Education Section 175 and 157 of the Education Act 2002 place a duty on education establishments to safeguarding students in their care. In 2016 a full self-assessment education safeguarding audit was compiled, linked to legislation and local priorities and sent out to schools in September for them to complete and retain for their records and inspections. Six schools also took up the offer for the advisor to go through this audit with them in detail in a half-day session.

A survey was completed by education establishments in the spring term for return and collation. 150 of nurseries/schools and colleges (98%) returned this to the advisor and received individual feedback. Key results identified were in; • 99% recognised their duties in mandatory reporting of known FGM. • 99% of establishments the senior DSL does not delegate lead responsibility and a DSL is always available. • 96% actively follow safer working practice guidelines for education. • 93% have anti bullying culture firmly embedded. • 99% have issued correct documents in relation to safeguarding to all staff and DSL’s meet regularly to discuss cases. • 97% understand and implement Continuum of Need and early help responsibilities. • 95% manage allegations and if necessary report to LADO within one working day. • 94% all staff appropriate level of training including local Signs of Safety.

There were some good examples from Young Peoples Charter work where 100% of education establishments have signed up. Schools had loaded onto their website, displayed in every form room, discussed on the agenda in their school council, printed it into student planners, students were given a hardcopy and it was also discussed in assemblies for all year groups.

Some actions identified and followed up from the audit were; • 79% completed full audit and had governor sign off, some needed to have governors sign the document • 74% governors have had strategic training, schools were continued to encourage governors onto strategic level safeguarding training, high turnover of staff was an issue. • 61% had a visitor speaker procedure/checklist. A template was sent out to all schools • 89% had a written induction of staff. All school did inductions some needed to ensure written evidence of this. • 84% Childs voice is explicit in their policy and paperwork, some work needed on child friendly policies etc. • 89% had comprehensive emotional health and wellbeing program for students. This was identified as needing some work and Future in Mind project should help. 79% online safety lead appropriately trained, online safety leads encouraged to attend specific training such as Think u Know ambassadors and online safety training through the multi-agency program offered.

39 Developments for 2017/18 • For the advisor to continue to offer training, auditing and advice to all education establishments in Wakefield and to contribute to any future themes. • To build on the successful WDSCB Education engagement sessions which will include presentations by Board members as well as a focus on key issues for schools such as peer on peer abuse. • The Neglect toolkit will be rolled out to all schools through a program of training sessions to ensure all school are trained and then disseminate this to their safeguarding teams. • Operation Encompass will be rolled out to all schools in cooporation with Community Safety Partnership. This is where schools will receive a phone call the morning after police have been called out to a domestic abuse incident. Schools will then be better informed to help support the child the next day. • For the advisor to regularly meet with education representatives of the Board to ensure that collectively the schools voice is heard. Board representatives have agreed to attend all DSL forums to hear any issues directly from schools.

West Yorkshire Police Child Safeguarding Audits 2016-17

Missing Overview Report - April 2016 Recommendations:

• Districts support a force wide training programme to give all patrol/hub Inspectors up to date training around risk management/ rationale and understanding of CSE flagging. This is now planned for early July and districts are to ensure that 100% of Insps attend. • Districts consider appropriate training to DCR staff by MISPER co-ordinators to prevent work having to be duplicated. • Districts to consider format of daily management meetings to prioritise vulnerability. • Districts to undertake a monthly missing problem solving meeting with partners for frequent missing from homes • Found locations to be recorded consistently

Child Demeanour following Domestic abuse incident (snapshot) - September 2016 Officers are required to consider the following:

S - Surroundings of the child, where they live, is it an appropriate environment for a child to live and develop A - Ask the child how they are feeling and what they want to happen, not only from an investigation point of view but most importantly for their own welfare. F - Feeling, officers are asked to use their own intuition and skills to understanding when something within the home is not right and record why it isn’t before sharing this information further. E - Emotions are running high in these types of situations and so officer may sometimes need to look beyond what is being said and more at how emotions are being displayed within the family unit. R - Record everything so that is available to officers who may attend in future and so that appropriate referrals can be made when and where necessary. Of the 5 entries audited: • 1 x excellent entry • 1 x limited entry • 1 x child concerns but no follow up by attending officer • 2 x not seen, no follow up

www.wakefield.gov.uk Forced Marriage, Honour Based Abuse and FGM Overview Report - September 2016 Recommendations: 1. DASH risk assessment to be completed and attached to all FM and HBA niche occurrences. FM and HBA will almost always be graded as high risk and any decision not to consult with the MARAC partnership must be recorded on Niche 2. Niche flags for HBA and FM must be reviewed every 6 months 3. DCR staff to ensure that any FM or HBA log is brought to the attention of the duty Insp.

Missing Overview Report - October 2016 Of the recommendations from January all the recommendations apart from no2 had been completed with no2 requiring further work.

Further recommendations: • Districts to undertake a review of the finalisation process and ensure correct methods are utilised to finalise missing reports • Districts to ensure photos of mispers are taken on being found so they can be used in the future. • Districts to record found addresses consistently • Districts to review referral and notification processes around mispers.

CSE Reality Check - January 2017 Reality check consisted of a review of 5 CSE child at risk management occurrences and 5 CSE suspect management occurrences.

Recommendations • CSE child at risk management occurrences should contain enough detail to identify the CSE threat so this information is easily available to other members of the organisation. • District supervision to ensure that an immediate assessment of risk is completed and relevant flags added on the day of receipt of CSE related information. • There should be consistency between the risk indicated on Niche and that on PNC. • District to ensure that any discrepancies between risk levels are discussed and resolved. It is possible for there to be different risk levels between agencies but these need to be fully rationaled. • District to ensure MISPER 18 forms are kept up to date.

Forced Marriage, Honour Based Abuse and FGM Reality Check - March 2017 All previous actions from Sept completed

Further Recommendations:

FGM • Districts to continue to use the child at risk flag if staff become aware that a child is at risk of FGM. all flags to be reviewed after 6 months. Where a victim of FGM has female siblings, it is imperative that they are also documented on Niche. • Districts to ensure that MASH teams promote the use of the mandatory referral form with partners.

HBA and FM • Staff to complete DASH risk assessment on all cases of HBA and FM

41 Chapter 4

Training and Learning Development

www.wakefield.gov.uk 42 Multi Agency Training Activities in 2016-17

The aim of the training provided by WDSCB is to improve outcomes for children and young people by enhancing the knowledge and skills of practitioners and managers. Wakefield LSCB does this through a number of activities including providing a core offer of learning and development opportunities for multi-agency professionals, as well as responding to in year learning from the Learning and Improvement Framework to provide learning events specific to either national or locally identified need. Learning & Development Sub Committee In Wakefield, the responsibility for ensuring that the core function of training as set out in Working Together is delegated by the WDSCB to the Learning and Development sub committee.

During 2016/17 the Sub Committee focussed on a number of themes which were regular agenda items:

• Neglect • Continuum of Need • Virtual College - E-learning provision • Multi- Agency Core programme • Safeguarding Week • Practitioner Forum

The practitioner’s forum featured within each meeting to ensure that feedback from practitioners was at the core of training development.

Neglect was a priority for the Sub-Committee in 2016/17 with a Task and Finish group leading on work to establish a strategy and toolkit for identifying neglect early and responding to identified need.

Links with Other Partnerships Outside of the Learning and Development Sub Committee the WDSCB training links with wider training in the Wakefield district. The LSCB Multi-Agency trainer is a member of the Domestic Abuse Workforce Development group, the Children and Young People Workforce Development Group and also links in with the Local Authority Signs of Safety Trainer. There is also a strong relationship between the LSCB and the Community Safety Partnership in relation to training topics that cross the two partnerships such as Domestic Violence, Force Marriage, FGM and Prevent. A positive training relationship has also been established with Wakefield District Housing training department who have been invited to training on the Neglect Toolkit in 2017/18 and they plan to disseminate it within their organisation.

43 Training Completed in 2016/17 The training programme over 2016/17 included 61 events with 16 different safeguarding children topics covered. The duration of the training events ranged from two and a half hour briefing sessions to two day courses.

One day course: 26 events Half day course: 19 events Two day course: 1 event 2 hour briefing: 14 events Lite Bite: 1 event

The face to face taught courses offered during 2016/17 covered the following topics:

• Working Together To Safeguard Children • The Impact of Parental Mental Illness on Children’s Lives • Children and Young People Living With Domestic Abuse • Serious Case Reviews • Child Neglect • Responding to Allegations Against Staff • Bruising, Burns and Scalds • Safeguarding children at risk of Radicalisation • Compromised Parenting • Signs of Safety • Female Genital Mutilation • Training the Trainer • Child Sexual Exploitation including Risk Assessment • Understanding Children, Technology and Cyber Bullying

The total number of people attending face to face taught training courses last year was 798. There were 359 people registered who did not turn up for training courses despite a charging policy being in place.

The number accessing face to face training is substantially less than in 2015/16 when 3,411 practitioners and managers accessed training. There were 9 cancelled courses due to a lack of trainer which was mainly due to the Multi Agency Training Co-ordinator post being a vacant post for a 7 month period from December 2015 to July 2016.

Since July 2016, 10 courses have been written by the Multi-Agency Training Co-ordinator in readiness for the 2017/18 brochure and the Working Together course has been re-written as has the Children and Young People affected by Domestic Abuse Course. 2016/17 saw the introduction of a brand new website with an easy to navigate booking system. All of the courses are now available online to book on the WDSCB website and the booking system is now widely used.

Lite bites During this year the LSCB Training team have introduced Lite Bite sessions as practitioner’s time is limited for training courses. These sessions are designed for information to be disseminated about a particular subject over a lunch time period. The first of these events was run during ‘Safe to sleep week 13th March 2017’ and practitioners were invited to attend a briefing about Sudden Infants Death Syndrome and Smoking during pregnancy risks presented by Public Health Specialists.

www.wakefield.gov.uk Training Pool The training pool has been replenished during 2016/17. In January 2017 an event was held to recruit new trainers into the pool from a multi- agency background. This was well attended by 11 people and all 11 were recruited into the pool. The Training Pool delivered 48 events in the programme and externally commissioned trainers delivered 13 events. The current training pool includes experienced social workers from Children and Young People Service, Youth Offending Team and the Voluntary Sector.

Quality Assurance In 2016/17 a Quality Assurance Framework was in place to ensure that standards for single agency and multi-agency training were met. The Framework includes: • Quarterly and annual reports including evaluations of delivery and impact on outcomes for children and young people • Adoption of West Yorkshire standards and PIAT Standards (appendix 2 & 3) • Annual LSCB Trainer Observation based on above standards • Peer evaluation by West Yorkshire LSCB Trainers Group • Specific dip sampling of agencies that have completed the LSCB training for Trainers Course and deliver the LSCB Introductory Safeguarding Training The L&D Subcommittee in February 2017 introduced a process of peer review for single agency training achieved by presentation by agencies of their single agency training to the L & D Sub Committee members.

Evaluation All courses are evaluated immediately on the day and then 3 months afterwards to measure the impact on the learner. This new evaluation system was introduced in January 2017. Prior to this the courses were evaluated with a form which asked for 3 actions from each participant but this was not followed up due to the vacant post in the Board Business Team. Current analysis of feedback is that all participants reflect that they have increased their knowledge as a result of their attendance at training. Participants are asked to scale themselves on a scale of 1-10 before and after the course and the results consistently show an increase in knowledge on all courses. An example is provided below of the self-assessments by course participants on one course:

Average score of knowledge prior to course from attendees: 4 Average score of knowledge gained post course from attendees: 7 Percentage overall: 75%

45 Participants are also asked to record an ‘action’ on their evaluation form - one thing that they will do as a result of their learning from the course. They are than contacted 3 months after their course and provide feedback if this has been an achieved. The table below details the self assessed rate & % of knowledge gained by participants:

Pre rate of Post rate of Percentage Course Name Course Date Knowledge Knowledge overall

Child Neglect 10 Jan 2017 8 9 13% Working Together, A Shared Responsibility 16 Jan 2017 5 8 60% Contribution to Child Protection & Core Groups 17 Jan 2017 4 8 100% Understanding Children, Technology & Cyber Bullying 18 Jan 2017 4 7 75% Signs of Safety Basic Awareness 19 Jan 2017 5 8 60% Compromised Parenting 23 Jan 2017 6 10 67% CSE Risk Assessment Tool 26 Jan 2017 5 9 80% Responding to Allegation Against Staff 8 Feb 2017 5 8 60% Signs of Safety, Basic Awareness 23 Feb 2017 4 8 100% Train the Trainer 27 Feb 2017 5 7 40% CSE Advanced 7 March 2017 5 8 60% Serious Case Review 8 March 2017 7 9 29% Female Genital Mutilation 13 March 2017 3 7 133% Contribution to Child Protection & Core Groups 14 March 2017 4 7 75% Working Together, A Shared Responsibility 23 March 2017 6 8 33% Children Living with Domestic Violence & Abuse 27 March 2017 6 9 50% CSE Risk Assessment Tool 29 March 2017 5 8 60%

www.wakefield.gov.uk Multi Agency Conferences 2016/17 has also seen the delivery of a very successful multi agency conference around the theme of Suicide Awareness. The event was run on January 24th 2017 and attended by 68 delegates from a variety of Professional backgrounds: Children and Young People Social Care; Wakefield Council, Health Professionals, Schools, Voluntary and Community Services including Future in Mind. The Conference was hosted by the LSCB with speakers from Public Health, The Samaritans, West Yorkshire Fire Service and Luke Ambler, founder of Andy’s Mans Clubs, pictured below promoting ‘#ITSOKTOTALK’ with the nationally recognised gesture.

Yorkshire & Humber Multi Agency Safeguarding Training Group (YHMAST) The LSCB is an active member of Yorkshire & Humber Multi Agency Safeguarding Training Group (YHMAST) and the West Yorkshire Trainers Group. This ensures that good practice is shared across the region and promotes lessons learned amongst LSCBs. In 2016/17 a masterclass took place on Disguised Compliance: Think the Unthinkable’ on 26th January 2016.136 delegates and 12 facilitators from across the West Yorkshire LSCB’s and from a range of agencies attended this half day Masterclass. The aim being: ‘To assist practitioners to recognise the possibility of being manipulated when working with families and carers about who there are safeguarding concerns’ The speakers were videoed and the key learning points will inform the development of a new Multi-Agency course on Disguised Compliance. Presentations included Detecting Deception; It isn’t magic, but…. A presentation which focused on the use of gut instinct, link to brain function and the need to consider cognitive distortion when working with families; and a presentation warning of the danger of following one line of enquiry only and of failing to utilise available information when interviewing. Matthew J, Magic & Variety Arts, performed a number of magic tricks whilst explaining ways in which magicians entertain by employing tactics such as conditioning so things may not be what they seem, misdirection to hide objects and operations in plain sight and staying one step ahead of the observer; ideas to take back into practice.

“Fantastic training - very powerful and emotive. Well worth attending-great speakers. One of the best sessions I’ve attended in a long while. Thank you”

“Great event Thank you! I thought each and every speaker made a great contribution to an overall excellent course and added to the overall imparting of knowledge. A lot of care and thought has obviously been put into this course. I feel much more aware and knowledgeable and more able to make a difference through my work”

47 E-learning The LSCB has continued to offer e-learning courses via Virtual College. While overall take up is high at 2302 people registering for a course in 2016/17, take up on some of the 58 courses on offer has been low. Analysis has continued to show that it is schools in Wakefield who are accessing the majority of e-learning. The most popular course is the “Awareness of Child Abuse and Neglect” with just under 600 learners completing the courses on this topic. Some courses have as few as 5 people who have undertaken them. Going forward we will be reviewing the Virtual College contract and provision to ensure that the Board are receiving a good return on spend.

n The total number of people registered for e-learning : 2302

n The total amount of courses completed: 2169 n Total not completed: 133 (non-completion rate of 5.8%)

Training Development in 2017/18 Next year’s programme will offer a broader range of subjects included e-learning, taught courses and master classes, Lite Bites in line with thematic awareness days/weeks and good practice events. For 2017/18 there will be a number of newly written taught courses on offer to be delivered by the Training Pool and the Multi-Agency Training Co-ordinator. There will be an increase on more half day courses and more two hour briefings or Lite Bites to make training accessible to as many practitioners as possible. Wakefield LSCB will continue to support regional events such as master classes and national Safeguarding Campaigns for example National Day of Remembrance for victims of honour based abuse. Lessons learned and any Serious Case review messages will be disseminated to all via special events. We will continue to gather feedback particularly in relation to measuring impact which will drive our performance. The charging policy in relation to non-completion of e-learning and for non-attendance at courses has been suspended until 2018 to encourage enrolment and participation in training.

www.wakefield.gov.uk Single Agency Training Activities 2016-17

Analysis of the multi-agency training core programme suggests that some agencies do not make use of the core programme. All agencies were requested to report on their single agency training arrangements in 2016/17. Analysis of the table below shows variation in the amount of training delivered by the agencies that provided data based on the size of the organisations workforce and service priorities. Not all agencies provided their training data. Most agencies offer basic safeguarding, level 1 and level 2 by means of taught courses and e-learning. Some agencies use work books and leaflets and e-learning.

Agency, Course and Number on Single Agency Training

Specialist courses offered Agency Level 1 Level 2 Level 3 i.e WRAP PREVENT; CSE; FGM; Signs of Safety

48 GPs and 174 GPs CCG NHS Primary Health staff (CSE, Neglect, SCRs)

270 people trained Prevent 270 people trained; Spectrum 200 people trained 86 people trained (not face to face) WRAP 81 people trained 4837 95.76% of 3842 88.73 % of YAS WRAP 1635 workforce requiring workforce requiring

59 People trained on various West Yorkshire Police 2 specialist courses

3001 various specialist courses; Mid Yorks 820 people trained 317 people trained 227 people SoS trained 2049 people 87.79% 339 people 82.48% 1306 people 79.83% SWYPFT 2279 people Wrap Prevent of workforce trained Workforce trained Workforce trained

NHS England 280 people trained

Children & 273 people trained YP Workforce in various specialist development courses

Wakefield Council 86 people trained 21 people trained 4 people trained 4 people trained Youth Services VCS (Young Lives 169 people trained Consortium)

395 people trained in Culture and Sport - Risk and Resilience Public Health Framework

In April 2016 a Training Challenge took place for which 11 agencies completed a written report answering key questions and 8 agencies attended the event. The findings of the Challenge was that there was evidence of good practice from all agencies. All agencies had a clear programme of basic training available to staff either online or face to face and there was positive cultures regarding learning and development and senior manager ‘buy in’.

49 Not all agencies had training strategies in place that outlined training needs and identified how they would be analysed. Impact evaluation was not well developed or evident in many of the organisations challenged. For those that did have a Training Strategy they identified mandatory courses and statutory guidelines, as well as evaluation and an action plan. Common issues shared by a number of organisations were: • Compliance in staff attendance of mandatory training was a challenge within large organisations and those working across boundaries. They experienced difficulties in monitoring and ensuring all staff had completed training due to the high numbers of staff. • There were notable differences in administration systems with some organisations having dedicated teams to process information whilst others do not. • Capacity and budget for face to face delivery was varied, with some relying heavily on online training for lower level training because of reduced trainer pools and budget cuts.

Safeguarding Training in Schools Safeguarding Training in Schools The Safeguarding Advisor for Education trains all levels of education Almost 3000 staff have been trained through these face to face staff in Wakefield District on a wide range of safeguarding courses. courses in 2016/17. This includes Education staff can also use the free online training available • Basic Awareness where participants learn how to recognise, through the board website, with schools using this to top up and respond, record and report safeguarding concerns. expand their face to face learning. 1194 school staff accessed this type of learning. • Advanced Designated Safeguarding Lead (DSL) where safeguarding leads in the school earn how to carry out their The advisor also provides anonymised advice on specific cases to role effectively. DSL’s in schools, as well as helping to chair the LSCB practitioner’s forum. There are contributions to the Learning & Development • Safer Recruitment, Governor Strategic level training, Managing subcommittee on behalf of education and the advisor regularly Allegations Against Staff and Signs of Safety are also part of meets and shares emerging themes with Local Authority Designated the offer. These are open to maintained nurseries, as well as Officer and Education MASH (Multi Agency Safeguarding Hub) team. all types of schools and colleges. The maintenance of the education section of the LSCB website also Education staff in mosques have also been trained by the advisor in falls under the advisor remit, with regular updates of resources and basic and DSL level, as appropriate. This is in partnership with the templates for DSL’s to use. Communities Cohesion team. DSL forums run every half term as top up bite size sessions and feature a range of topics and speakers including; • WeCAF (Wakefield Electronic Common Assessment Framework), • DBS (Disclosure and Barring Service), • CSE (Child Sexual Exploitation), • Young Carers, • Future In Mind, • Prevent, • Dealing with Suicide and Substance Misuse. • Secondary schools also had the opportunity of a 16 minutes of input at staff meetings, to help promote 16 days of action against Domestic Abuse in December.

www.wakefield.gov.uk What has been the impact on children and young people? All training courses are rated on an impact scale where delegates are asked to rank their knowledge skills and confidence before the training and immediately after. The average increase for an initial course was 3 points, and for a refresher 2 points on a 10 point scale. Participants are also requested to identify how they will put the learning into effect. Some examples of forward actions are: • to listen to children and ensure I read my policy’ • to carefully read the signs and indicators handout so that I am always aware to ‘not sit back and wait for children to disclose’ • ‘excellent information and updates, I will take this back to my safeguarding team for discussion and action.’ • ‘I have a long to do list! including updating code of conduct and checking out procedures against the info given today’ • ‘a very clear and knowledgeable presentation, I am clear on what I need to check in the school’

DSL training; Trainers ability to convey the information

n Excellent 95% n Blank 5%

How well the course met the objectives

n Excellent 90% n Blank 5% n Blank 5%

51 WDSCB Education Engagement event Another successful event where all schools in the district were invited to a session to hear from board members and a range of local and national speakers. The Independent Chair, Edwina Harrison, updated delegates on the Wood Report and what this may mean for Wakefield. This was followed by a presentation of Wakefield Young People’s Charter and the schools present officially signed up to the Charter. The Service Director for Strategy and Commissioning, Jill Holbert, presented and updated on the Early Help Hubs and plans going forward. The Safeguarding Advisor for Education, fed back on the Annual Safeguarding Audit for Education. Then presented a supervision toolkit incorporating the Signs of Safety approach. This was followed by updates in preparation for September 2016 including the Continuum of Need, Keeping Children Safe in Education statutory guidance and WeCAF. Primary schools had NSPCC input on the changed and increased scope of their schools service. Secondary schools and colleges had input from the Child Sexual Exploitation team social worker regarding the CSE risk assessment tool. Secondary schools had the opportunity to discuss best practice in risk assessment with the front line social worker of the CSE team and primary schools were informed of a new national CSE resource for primary pupils. An electronic recording system CPOMS was demonstrated to the delegates, showing an option of improved recording and reporting on safeguarding issues ‘in house’ The Early Help Team Manager for Partnerships, Julie O’Hara, presented on the Domestic Abuse service in Wakefield. Following a presentation by the NSPCC 3 schools, who had previously not engaged with this offer, signed up to participate with many more schools rebooking. Schools evaluated the sessions well and appreciated meeting and hearing directly from Service Directors and other partner organisations.

www.wakefield.gov.uk Chapter 5

WDSCB Priorities and Achievements 2016-17

53 WDSCB Priorities and Achievements

WDSCB believes that everyone is responsible for safeguarding and promoting the welfare of children. It aims to achieve its vision by: • Working with agencies to improve safeguarding practice. • Monitoring and where necessary challenging the performance of agencies in relation to safeguarding. • Developing and implementing effective policies, guidance and procedures. • Implementing an effective Learning and Improvement Framework that enables us to learn from good practice and also from when things go wrong and which enables us to influence the delivery and commissioning of services in the district. • Analysing, reviewing and understanding the key factors identified in cases where children have been harmed and the changes that can be made to services to address these factors. • Providing high quality multi-agency training to the children’s workforce. • Promoting awareness of safeguarding within agencies and in the wider community. • Reviewing the death of every child within the district and considering any actions which could be taken to prevent similar deaths in the future. The LSCB’s strategic priorities and work plans to achieve these are detailed in its three year Business Plan 2015 - 2018: During 2016/17 the Board consolidated its activity around 4 strategic priorities: 1. Monitor and evaluate the effectiveness of the Board, its partners and other partnerships to safeguard and promote the welfare of children and young people in Wakefield and district 2. Engage and influence local communities to keep children and young people safe. 3. Ensure that the views of children and young people drive local service delivery and improvements in the Wakefield District. 4. Improve the Boards effectiveness in reducing the harm to children in vulnerable groups, with particular focus on children and young people living with neglect, domestic abuse, those at risk of sexual exploitation, and those in need of emotional health and wellbeing provision. This chapter details the specific activities that the LSCB has undertaken to meet these aims starting with ensuring that the views of young people drive service delivery and improvments.

www.wakefield.gov.uk The Voice of Young People

This is important to the WDSCB because listening to the voice and experience of young people is crucial to ensuring that services are planned, delivered, and shaped in a way that responds to and best meets the needs of children and young people. It is important that the LSCB are routinely listening to the experience of young people and that this is embedded in reporting arrangements and Board meetings. In March 2017 a Voice of the Child Sub Committee was established to facilitate the process by which the voice and experience of young people could inform the Board about the impact of service changes, developments and delivery. The key activities for the Sub Committee are; • On behalf of the WDSCB ensure that young people participation and activities by partner agencies to ascertain young people’s views are integral in developing safeguarding services for children, young people and families. • Identify who the hard to engage young people are, and ensure they are appropriately targeted as part of any engagement plan. • Co-ordinate youth voice engagement activity sessions with Board members and child led challenge event. • Ensure the outcomes of young people led inspections are embedded in action plans. • Engage young people in the monitoring of the implementation of the Young People’s Charter including through a process of direct challenge to WDSCB partners. • To highlight to the Learning & Development Subcommittee any training needs that are identified to ensure that staff have the skills and competencies to undertake child voice activities. • Raise awareness, embed and share good practice regarding direct work with children (using Signs of Safety 3 houses, Words & Pictures and child friendly safety plans) used by key local authority teams and the wider partnership. • Monitor and provide regular updates to the WDSCB on how well children and young people better understand what is happening in the family home, how this is impacting on the everyday life of the child and how well plans are working to improve their day to day lived experience. Until February 2016 a Community Engagement Working Group had included listening and responding to the voice of young people. This group had led on the work to produce a Safeguarding Charter for Children and Young People. The Voice of the Child Sub Committee will build on that work to establish what difference the Charter has made to the provision of services and whether the principles of the Charter are being applied in the delivery of services

55 The Young People’s Safeguarding Charter

The Charter was launched on 17th May, 2016, at the Hepworth Gallery in Wakefield. The development of the Charter had involved research and focus groups of young people run by 21 trained ‘Charter Builders’ who engaged with 224 peers and professionals to produce a wealth of ideas and evidence as to what local young people think is important in safeguarding. The launch event was attended by 55 people from 30 organisations. The audience was addressed by some members of the Youth Parliament, the Corporate Director for Children & Young People, Cllr Olivia Rowley, and the Director of the Youth Association. The Charter, at that event, and subsequently has been signed up to by 214 organisations, including all schools in the Wakefield District. In signing up to the Charter the organisations make a commitment to a minimum set of standards all young people can expect when working with an LSCB partner agency. The Charter has been widely disseminated in posters, leaflets and as a web page.

www.wakefield.gov.uk Through the eyes of the child…

A score of 10 (out of 10) is the best score for safety. Children and Listen to us with greater care. young people in care need help to develop strong sense of safety; Please don’t judge us, label us therefore we should aim for a score of 11 which is aiming above the or treat us differently because best. We have to do even better make sure looked after children feel of our backgrounds. safe and secure. Be honest about what you can and cannot do when helping us. Keep raising awareness of Try to stick to your word, and things like CSE and on-line keep us involved. safety. Make sure you keep informed what’s trending and presenting risks in our areas. Treat everyone as an Visit our local groups to listen individual. and to feel what safety issues Help us get involved in are real for us right now. positive activities.

Work with families and foster Keep safeguarding a jargon carers to make sure our safety free issue! If we don’t is part of everyday lives. understand, we cannot learn. Work with children in care Help us be more independent to understand their different whilst being able to points of view. manage risks.

Help us understand how to For looked after children, it’s important they have a trusted adult look after our emotional needs to talk to about safety. Make sure you see the child often and and get us support when we understand them. Talks should be about safety at home, school, in feel alone and scared. the neighbourhood, and the big one - on-line!

Know what to do (as carer, parent, teacher, worker)… if you are worried a child doing risky things. Support a child or young person through any safeguarding worries making sure they understand the limits of confidentiality. Always be upfront with a child you work with. Go the extra mile and check in with them, visit together the places they go - see the experience through their eyes!

57 Listening To You Event

On the 12th of December the young people of Platform 1 Tuesday Club, All Stars group, the SEND Forum and UKYP met with members of the Safeguarding Children Board and shared their knowledge and experience of being young carers and the challenges for children with disabilities. They provided to Board members important insight about how services and people who work with them can respond in more helpful ways to their additional needs.

Young Carers can be as young as 5 years old. Often, Young Young People with Disabilities told us: Carers are caring for relatives without teachers and other • Young people want to be respected and treated no differently professionals knowing. to others and want to be treated fairly • It’s important to have a safe place to go e.g. Youth clubs, Key messages from the Young Carers are: support groups. (Youth Work Team currently run two sessions • Schools don’t do enough to identify children and young people each week). Prioritise funding with caring responsibilities at home. • Young people with a disability asked for smaller classes and • Being a Young Carer can affect us attending and achieving at groups so they are better understood school. • Supportive and helpful tutors • Teachers need to be more lenient and understand young • Having someone to talk to when you are in a time of need carers have a lot on their plate. • We need more time to feel safe and understood • We want what we do to be recognised as being extremely important to us and our families. • Being treated fairly and having the same rights within school • We want opportunities for Young Carers to easily tell teachers • Buildings to have more accessibility and be disabled user that they are Young Carers. friendly such as hearing loops and wider spaces, and be more aware how buildings and rooms are designed and setup with • We need schools to know what we do at home and to be disabled people in mind understanding if we arrive late or get homework in late. Young Carers should not feel worried. • People to understand different disabilities by using social media (slide shows and YouTube clips made by people with • Being a Young Carer means that we cannot enjoy things that the specified disability) and sending messages within school other children and young people our age are enjoying. assembly’s etc • We feel that mental health services are important to help us • Schools need to understand disabled students personal and our families situations and be understanding • We want things to do and chances to socialise with other • Being different shouldn’t lead to segregation .Segregation young people, a safe place and fun environment to go to. means being separated on the grounds of being different e.g. Prioritise funding. Race, beliefs and disability • Young Carers want to be able to have a place to let off steam. • Making all young people equal and handing out equal • Also to have a carer that could do their role when they can’t, punishments e.g. when the young carer goes to school and has other • ‘Being treated differently because I am autistic as other pupils commitments. would not have the same consequences as me. If I misbehave • We need transport available as it’s hard for us to get places as I would have a lunchtime detention and after my detention I our parents are unable to take us places. would not be able to go outside which upsets me’. • We want people to be understanding if we get upset and be more understanding of our personal circumstances.

www.wakefield.gov.uk Young people in sharing their experiences and knowledge of what it means to be young carers and children with disabilities put forward a challenge to the Board Members and agencies to address the issues and to feedback on what actions will be taken. Many of the Key Messages, particularly in relation to young carers, reflect their experiences at school and the centrality of responses from staff within school. A presentation was provided to the Designated Safeguarding Leads Forum on 25th January, 2017, to begin the process of raising awareness but more needs to be done to progress this with the Wakefield schools community.

A message from the two presentations and small group feedback was a request to maintain the socialising opportunities of the groups provided for these young people and the importance of having access to people they can talk to and who understand their situations.

www.wakefield.gov.uk 59 Tackling Neglect in Wakefield

At the start of 2016/17 there were 86 children subject of a child protection plan (CPP) under the category of neglect. This equated to 46% of all child protection plans in the Wakefield District. In addition there were children who are on a child protection plan under other categories but for whom neglect was also a feature. Recognition that the impact of neglect can be far reaching and may negatively influence life chances for the child and future generations the WDSCB introduced a Neglect Strategy to set out the strategic approach to tackling neglect in the Wakefield District. The WDSCB Neglect Strategy 3 strategic aims are: 1. To ensure the children’s workforce is skilled, competent and resilient when identifying and working with neglectful families 2. To promote a wider community understanding of the long term impact of neglect and raise awareness of the key indicators. 3. To develop enhanced performance datasets to enable the Wakefield District Safeguarding Children Board to monitor the prevalence of neglect and the impact of multi-agency and intervention. To provide the children’s workforce with a means of identifying the indicators of neglect across a range of areas the Strategy include the develoment and introduction of a Neglect Toolkit. During 2016 a multi agency group commenced the process of producing a Toolkit that would support professionals when assessing neglectful parenting and determine the required level and types of interventions. The toolkit covers different areas of neglect including: Personal Hygiene and Dental Care • Nutrition • Safety and Basic Care • Learning • Emotional Support • Home Conditions • Clothing 1. Health Level 1 Level 2 Level 3 Level 4 Essential needs met Some Essential Needs Unmet Many Essential Needs Unmet Most or All Essential Needs Unmet 9-10 6 - 8 3 - 5 0 - 2 Opinion sought and Appropriate health advice sought The child’s health needs are not The parent /carer’s fail to respond The parent /carer’s failure to professional advice followed and advice followed. recognised or responded to by to the needs of the child. access health services for The child’s health needs are the parent/carers. The child has been unwell and their child; or failure to follow fully met. Where concerns are raised by there has been a delay in seeking professional advice exposes the professionals the parent/carer’s help. child to significant risk of harm. fail to respond. Health follow-up The parent/ carer ensures that The parent/carer fails to take the The child is only taken to The parent /carer’s fail to take the child attends all health related child to some health appointments appointments after multiple child for necessary health appointments. and does not consider the outcome reminders. appointments despite reminders. for the child. The child’s health is compromised The parent/carer fails to Parental ill health impacts on their by the parent/carer’s inaction. recognise and respond to the ability to meet the child’s needs. Parents offer misleading needs of the child which has a The parent/ carers prioritise their explanations raising concerns of significant and adverse impact on own needs above those of the child. disguised compliance. their health and wellbeing. Surveillance and oversight of The child is up to date with all The parent/ carers fail to attend The parent /carers fail to attend The parent / carer shows clear health matters scheduled health checks. planned immunisation or routine health checks despite disregard for the welfare of the Where the parent/carer has made scheduled health appointments regular prompting. child an informed decision to refuse with little or no consideration to The child’s health needs remain Failure to respond to the child’s (Immunisations are parental one or more immunisations the impact on the child. unmet which has an adverse health needs which results in the choice, check this decision is they have fully considered the The parent /carer is unwilling impact on their health and child suffering significant harm. an informed one) potential impact on the child to prioritise the needs of the child. wellbeing. Parent and/or child There are no major concerns. Overall the child’s medical and The parent/carer’s regularly fail to Failure to attend health Disability/chronic illness The parent/carer is able to meet developmental needs are met. attend health appointments and appointments has a serious including mental health the additional needs of the child The parent/carer’s demonstrate disregard professional concerns. adverse impact on the child’s with minimal support. ambivalence to the needs of the child. The child’s additional health health and development. Some issues of non-compliance with needs remain unmet which The parent /carers failure to services identified. has an adverse impact on their respond to professional concerns wellbeing and development places the child at risk of The parent/carer does not always significant harm. prioritise the needs of the child

www.wakefield.gov.uk The priority for the group producing the Toolkit was to develop an easy to use and understandable tool for practitioners working on the front line to assist them to explore the degree of neglect a child or young person is experiencing across a broad range of areas and to guide practitiones in the response required according ot the level of need. The Toolkit was designed to fit with the 4 levels of Wakefield’s Continuum of Need. During Safeguarding Week in October 2016 one of the workshops focussed on Neglect and provided an opportunity for consultation on a newly developed Negelct Toolkit. The workshop was attended by a variety of professionals, from Education, Health, Early Help and Children’s Social Care. Delegates were shown the Neglect Toolkit and invited to feedback on the tool using the Signs of Safety methodology. They were asked to identify ‘what they liked?’ and ‘what they didn’t?’ and make any suggestions that they thought would improve the kit. Practitioners liked: • It’s detailed and clear • The different sections are good • Its structured and measurable • Covers lots of areas • It measures impact • Clearly linked to level of response • Helps to spot the early signs • Very easy to use • Like the example boxes provided • Helpful for all professionals • Visually good • Clear examples of issues to observe

• Useful to identify early intervention i.e. family at L1/2 • It will address neglect at the early stages • Good prompt makes you think about different areas • It’s broken down into age bands • All practitioners working from the same framework • It helps to identify specific areas of neglect • Good links to the levels of the continuum of need • Will help practitioner confidence to justify/clarity

• It will help achieve consistency between professionals - no blurred boundaries • It’s measurable • It gives a common ground for all to judge and weight up the concerns for action • Very thorough

Overall the feedback was positive and the general feeling was that it would be really useful to get the Toolkit ready as soon as possible for use. The Toolkit was finalised in May 2017 by the original Task and Finish group who examined the suggestions made for improvement which included: • Concerned people will use it alone • Learning split into the key stages rather than finishing at 5+; • Should the toolkit have additional boxes for teenagers? • Clearer definition • Some statements could escalate concern and increase referrals; • Open to own interpretation • Does not address children with disabilities and those with severe behaviour difficulties; The focus on neglect continued throughout 2017 with the Board initiating an area self assessment which was undertaken by all partner agencies and facilitating a multi agency audit of neglect cases. This focus on Tackling Neglect in Wakefield will continue into 2017/18.

61 Child Sexual Exploitation - a West Yorkshire response

The West Yorkshire CSE Strategic group has been meeting across West Yorkshire. In Wakefield 8 Primary Schools hosted every quarter since 2012 and provides the opportunity for performances of Mr Shapeshifter a contemporary fairy tale the five LSCBs to meet regularly with West Yorkshire Police to entertain, inform and safeguard children against risk and and also to share the information with local CSE/Missing sub danger in real life and online. The play is supported by pre committees. The meeting was established to consider whether and post-lesson outlines, and the use of these ensures the West Yorkshire was responding to and implementing national children see the play in an appropriately introduced context recommendations and guidance at a time when many reports with opportunities to consider, discuss and question the issues were being published with numerous recommendations for a raised. The play provides a catalyst for further work by teachers. large number of agencies. The play was seen by 616 children in Wakefield during the year. All children and staff who saw the play are asked to completed The Police and Crime Commissioner funded a bid from the West a survey afterwards and the collated responses indicated that Yorkshire Directors of Children’s Services for improving services for 87% the play helped the children understand what is meant for victims of CSE, for better information sharing across the by abuse and exploitation and 85% reported that it had helped five areas through the appointment of SPOCs (Single Points of them to be safer online and on their phone from someone who Contact) and for awareness raising in schools through the use of might want to upset, abuse or exploit them. specialist theatre groups. A peer challenge on CSE across the five LSCBs was funded by During 2016/17 the PCC funded a second year of specialist the PCC in September 2016 and the evaluation reports that it theatre production by GW Theatre Company delivered in was a useful process and the model is being considered for use schools. In the year 60 performances were delivered in schools in future

Wakefield Safeguarding Week Wakefield Safeguarding Week

In October 2016 Wakefield LSCB organised its second annual from services benefitted from the networking opportunities as Safeguarding Week in partnership with the Adults Safeguarding 389 practitiners from statutory, commissioned and voluntary Board, the Community Safety Partnership, and the Health and services attended the programme of 16 events. Wellbeing Board. An earlier Safeguarding Week had taken place At all sessions there were professionals who were registered for in February, 2016. courses but did not attend. This reflected the same pattern as Safeguarding Week was organised in conjunction with other on multi agency training courses which was a concern due to West Yorkshire Safeguarding Boards in order to promote key the waiting lists for the events. themes and priorities as a region and to support learning and development across the district. The well attended launch of Safeguarding week on Monday 17th October saw various speakers including the West Yorkshire Police Crime Commissioner address a large audience about key priorities in safeguarding. There were a number of Voluntary Community Sector stands represented in the ‘Market Place’ for people to peruse including WDDAS, The Samaritans, and Change Grow Live CGL. There was also a stand for Oral Health to promote dental care and raise awareness of dental neglect in young children. Throughout the remainder of the week, themed events ran at various Wakefield venues delivered by partners of the Board and the Voluntary Sector. The strong partnership working across the 3 Boards ensured a varied programme and practitioners

www.wakefield.gov.uk Safeguarding Week Events summary and attendance at sessions:

Unexpected Booked on Attended No Shows but attended Launch Event - Mon 17 Oct 38 58 8 32 Autism Awareness - Mon 17 Oct 23 21 3 2 Neglect - Tues 18 Oct 60 54 13 11 DID 4 girls - Thurs 20 October 22 16 9 5 HBV/FM - Wed 19 Oct 14 19 1 5 WDDAS/Choices/Domestic Abuse - Wed 19 Oct 21 10 13 2 Domestic Abuse - ‘Journey of the child’ - Wed 19 Oct 25 22 7 4 CSE Risk Assessment Thurs 20 Oct 32 26 9 3 Putting Parents in the Know - Barnardo’s - Thurs 20 Oct 19 16 5 4 Signs of safety - Thurs 20th Oct 30 20 10 0 Introduction to Resilience - Thurs 20 Oct 16 10 7 1 When is a bruise not a bruise - Thurs 20 Oct 9 44 4 39 Future in Mind - Fri 21st Oct 22 19 11 8 Female Genital Mutilation - Thurs 20 Oct 13 9 5 1 Wecaf - Fri 21 Oct 36 31 5 0 Real Love Rocks, Barnardo’s - Fri 21 Oct 19 14 8 1

63 WDSCB Website

The WDSCB website was launched on 26th September, 2016. It had been developed in response to feedback from the Young Inspectors and children. The website has a young people’s section which was designed by young people and contains links to relevant young people’s websites where they can access advice and guidance. During 2016 and early 2017 materials were added to provide a wide range of guidance documents and templates for professionals, and information for parents and carers. The website hosts the West Yorkshire Consortium Safeguarding Procedures which are updated twice per year. Below is detail about the procedures added during 2016/16. The website during late 2016 also provide a secure portal for the distribution of documents to Board partners. This did not prove to be a popular facet of the website for Board members and was removed at the end of the financial year which reduced Board costs. A very successful aspect of the website has been the easy to navigate booking system for training. All of the multi-agency courses are available online to book and the booking system has become widely used. Access to the 58 E-learning course is also accessed via the website. The website content is under constant review with new materials added regularly in response to local and national developments.

West Yorkshire Consortium Safeguarding Procedure on WDSCB Website http://westyorkscb.proceduresonline.com/index.htm

New and revised procedures during 2016/17 New and revised procedures during 2016/17 • Child Protection Review Conferences • Allegations Against Persons who Work with Children • Children from Abroad (including Migrant Children and • Reviewing All Childhood Deaths Unaccompanied Asylum Seeking Children) • Child Abuse and Information Communication Technology • Domestic Violence and Abuse • Children Moving Across Local Authority Boundaries / Abroad • Female Genital Mutilation (FGM) • Safeguarding Children and Young people against • Information Sharing and Confidentiality Radicalisation and Violent Extremism • Information Sharing and Confidentiality

www.wakefield.gov.uk Chapter 6

Partner agency Priorities and Achievements 2016-17

Agencies were asked to provide a brief account of their contribution to the LSCB and safeguarding children and young people during 2015-16 under the followjng three headings:

1. Our priorities in 2016-17 2. What we have achieved in 2016-17 3. What we plan to do next

Their responses are as follows.

65 Children and Family Court Advisory and Support Service (CAFCASS)

Name of agency/partnership board: Children and Family court Advisory and Support Service

1. Our priorities in 2016-17 Cafcass (the Children and Family Court Advisory and Support Service) is a non-departmental public body sponsored by the Ministry of Justice. Cafcass represents children in family court cases, ensuring that children’s voices are heard and decisions are taken in their best interests.

2. What we have achieved in 2016 -17 The demand on Cafcass services grew once again in 2016/17, by around 13% in public law (involving the local authority) and 9% in private law (involving arrangements for children following parental separation). Demand is now approximately 30% higher in public law, and 20% higher in private law, than it was three years ago, putting the family justice system under considerable pressure. Nonetheless, each of Cafcass’ Key Performance Indicators has been met. Cafcass’ main priorities in 2016/17 were to continue to improve the quality of our work, and to support family justice reform. These are a few examples of how we have done this: • Production of the Domestic Abuse Practice Pathway which provides a structured framework for assessing cases where domestic abuse is a feature, and ten new evidence-based assessment tools. • A revised Quality Assurance and Impact Framework, together with mechanisms to establish, and raise, the quality of our work including thematic audits, Area Quality Reviews, and the work of the National Improvement Service. • Provision of continuous Learning and Development opportunities for staff including: e-learning; Research in Practice resources, the Cafcass library and the dissemination of internal research. • Contributions to innovations and family justice reform, designed to improve children’s outcomes and make family justice more efficient. These are formed in private law by projects trialling pre-court or out-of-court ways of resolving disputes; and in public law projects aimed at helping local authorities and parents to ‘find common ground’, thus diverting cases from or expediting cases within, care proceedings. • Support to our child exploitation and diversity ambassadors/champions who collate learning from inside and outside the organisation on these subjects and promote it to colleagues. • The Cafcass research programme which supports the work of external researchers, such as the ground-breaking work of Professor Karen Broadhurst and her team into repeat removals from mothers in care proceedings; and undertakes four small- scale internal research projects each year. This year we have undertaken, for example, studies into: domestic abuse in spend- time-with (contact) applications (this has been in collaboration with Women’s Aid); trafficking and radicalisation cases known to us; and high conflict (rule 16.4) cases.

www.wakefield.gov.uk Community Safety Partnership Board

Name of agency/partnership board: Community Safety Partnership Board

1. Our priorities in 2016-17 Hate Crime Reducing Repeat Domestic Abuse Incidents Drug and Alcohol Misuse Honour Based Abuse Human trafficking and modern slavery Mental health Road Safety These include CSP and Police and Crime Plan priorities 2. What we have achieved in 2016 -17 How have we addressed our priorities that relate to safeguarding children? What is working well? How do we know this is working? What impact is this having on children and young people? (Please include performance data here if appropriate). Wakefield and District Domestic Abuse Service is now integrated within the Early Help Hubs offering support to victims, perpetrators and families locally in communities. New Domestic Abuse publicity materials have been published including • LGBT • Leaflets in 5 different languages • Ongoing training is delivered across the Wakefield district workforce both within the council, partners and external organisations to raise awareness of domestic abuse and the support available and DASH risk assessment training, effects on children. • Funded Youth Serv ice (YOT) to deliver the ‘Do it Different’ Programme which is a teen to parent domestic abuse programme • A number of communication campaigns include Videos advertising, social media, press releases. • A range of short films have now been produced to raise awareness of the different forms of domestic abuse , covering Forced Marriage, Teen to Parent Abuse, Coercive Control, Peer on Peer domestic abuse and domestic abuse in LGBT relationships has also been distributed across partners for them to utilise in training or on their social media sites. • Work continues to embed Forced Marriage and Honour Based Abuse pathway. We held a launch event of Forced Marriage short film on the 12th July 2017 to a multi-agency audience in support of the National Day of Memory for Victims of Honour Based Abuse. • We are continuing to work with the CCG to engage with GP practices to encourage reporting at the earliest opportunity. • Planning is underway to pilot Operation Encompass in the Castleford and Airedale area of Wakefield District from November 2017. This initiative aims support school children who are affected following a domestic abuse incident and we plan to role this out across the rest of the district from summer 2018.

67 • Funded the Fruitbowl (young LGBT) support group • Funded Hate Crime project in schools across the district • Funded project in South East of district to target young people engaged in dangerous use of motorcycles 3. What we plan to do next Continue to deliver our CSP and Police and Crime plan priorities

Children and Young People Partnership Board

Name of agency/partnership board: Children and Young People Partnership Board

1. Our priorities in 2016-17 Our vision is that we will improve outcomes for children and families so that “by 2018 we know all children are safe” by: 1. Working together better and deliver more joined up services - we want leaders and managers to know and understand the service well and to be confident that we are delivering consistently and at the earliest time, high quality support and good services for the children and families of Wakefield 2. Children have the best possible start in life - we want to ensure that children are school ready. 3. Children are supported and safe - we want to reduce the number of ‘professionals handovers’ for children subject to statutory interventions, to work with more children, young people and families earlier to meet their needs, ensure interventions are robust and timely and identify an appropriate response to keep children safe 4. Children achieve their potential - we want children growing up in low income households to benefit from a better start and life and for every child to have their learning needs identified and addressed, fewer children living in poverty and more families are engaged with learning that supports them into further learning and / or employment. These priorities are included in the Children and Young People Improvement Plan (CYPIP) which is based on Ofsted’s Inspection of Wakefield’s ‘safeguarding services’ in July 2016.

2. What we have achieved in 2016 -17 1. Working together better and deliver more joined up services. Implement Wakefield District Education & Skills Plan Plan approved at Cabinet in September 2016 and progress reported to Children and Young People’s Partnership and Corporate Management Team in January 2017. A review is underway to understand the impact to inform any revisions required. 2. Children have the best possible start in life Children have the best possible start in life The Council, in conjunction with NHS England, undertook a co-procurement exercise to seek a single Provider for the delivery of a 0-19 Children’s Public Health Service and a 5-19 Vaccination and Immunisation Service. Bradford District Care NHS Foundation Trust was the successful provider and the new 0-19 Children’s Public Health Service was implemented from 1st April 2017.

www.wakefield.gov.uk Children and Young People’s Health and Resilience - Wakefield CYP Survey The most recent version of the Health Related Behaviour Questionnaire (HRBQ) survey was carried out by Wakefield District Public Health team during the Autumn term of the 2016/17 school year. This survey is an essential source of data for both schools and local authority commissioners and a way of collecting robust information about young people’s health and lifestyles. The survey is delivered in partnership with the Schools Health Education Unit (SHEU) and is completed by pupils in year 5, year 9 and year 12 &13. The content of the survey is widely consulted upon and uses age appropriate questions where necessary. The Year Group report is available online from the JSNA website. 3. Children are supported and safe Delivery of the Integrated Early Help Offer through the Early Help Strategy in accordance with the Early Help Safeguarding Pathway The Early Help Hubs (EHH) has moved from 7 main hub sites to 4, and are all co-located with Safeguarding Teams. The new Early Help structure incorporates an increased number of practitioners undertaking interventions across the continuum of need. A Multi Agency Early Help Partnership Meeting is now convened on a 6 weekly basis to support the wider Early Help offer within the district; the first meeting was held on the 12th July and attended by 18 colleagues from a range of LA teams and partners. The hubs will work with their partners to ensure early support from a range of sources is offered to families in the community. A new Edge of Care Panel has been implemented and meets weekly to provide additional support for families at risk of entering care proceedings. New Court Consultant posts are also in place to support the interface between Safeguarding Teams and the Courts. The expanded Troubled Families programme 2015-2020 Ongoing work is being undertaken to support the expanded Troubled Families programme which is overall far more challenging. In order to embrace the additional requirements of the expanded Troubled Families programme Wakefield has had to introduce a significantly revised delivery model. There is no longer a dedicated team of Troubled Families key workers - but instead the Troubled Family approach needs to be incorporated as ‘business as usual’ within the delivery of services across Children’s Social Care. The Early Help Hubs are the key delivery vehicle for this. A Troubled Families Partnership Board is also in place and partner agency information and data sharing agreements are being updated to assist in the data monitoring. A localised Troubled Families Outcomes Plan has been developed and implemented from April 2017 against which family progress is tracked against in order to evidence payment by results. Wakefield is now required to work with 3030 families, three times the number in the first phase. Wakefield progress so far : • 1321 families identified • Total claims - 524 - 398 Sustained Significant Progress (SSP), 126 Continuous Employment (CE) • 17.3% of total target - in line with national average Reduce the number of children and young people experiencing child sexual exploitation in-accordance with the child sexual exploitation safeguarding pathway Increasing contacts and referrals have led to multi-agency CSE Risk Assessments being completed and interventions being offered by the most appropriate agency and at the relevant risk level. The MAACSE Panel continues to focus attention and manage interventions and risks for children at medium or high risk. The number of cases being considered at MAACSE in the first quarter of 2017 was 24, compared with 26 for the same period in 2016. Outside of MAACSE there are further partnership wide interventions offered to children at low risk. Standard CSE risk assessments of children who go missing on more than one occasion have been introduced providing partner agencies with reassurances around risk levels to children and that support is made available to prevent concerns escalating.

69 Re-organisation of the Integrated Front Door Service / Multi-Agency Safeguarding Hub (MASH) In January 2017, the Children’s Social Care element of the Integrated Front Door / MASH arrangements was reconfigured to create a single service incorporating the Triage and MASH teams. As the new arrangements become embedded, work is taking place to strengthen multi-agency relationships through promoting multi-agency meetings on complex cases making safeguarding children everyone’s business and decision making a shared responsibility. Further quality measures have also been introduced including multi-agency dip sampling of cases to ensure application of thresholds, robust application of consent procedures and new escalation procedures to support the safe escalation of cases where disputes on decision making cannot be resolved. 4. Children achieve their potential Ensure children are school ready through Education and Skills Plan (ESP) An Early Years (EY) partnership group is in place to develop a fully integrated delivery of an Early Years strategy for Wakefield. This will include the aims and objectives for both children and their families through a lifelong learning approach to school readiness and improving the Good Level of Development (GLD) measure in Reception. The action plan relating to the school ready pillar of the ESP is in place and monitored by the EY partnership group. The review and revision of the ESP as a whole is underway and will be reported to DMT in the Autumn term - this will include a revision to the ‘School ready’ objectives where needed. Improve careers advice in schools to support young people to make informed decisions Through partnership activities with school groups (Wakefield Learning Community) and the Local Enterprise Partnership (LEP) programmes of support, the quality and effectiveness of careers guidance is being promoted and improved. Planned activities include: to gather the ‘state of play’ in secondary provision to identify where the weaknesses are to enable challenge and support to be given, the Enterprise Adviser Network (EAN) co-ordinator for Wakefield is working with all schools to identify their current provision using the Pye Tait survey, allowing us to be able to map the current practice across the region. Schools are also being encouraged to complete the COMPASS tool, which has been introduced by the Careers & Enterprise Company to map their current practice against the Gatsby benchmarks for career guidance. Employability skills provided in schools through ‘Enterprise Advisers’ programme (all secondary provision - maintained/ special/independent) • Number of engaged schools currently including schools recruited - 25 • Number of schools not currently engaging with the programme - 3 • Number of schools matched to an adviser - 14 • Schools with a “pending match” (a business is in place and the school and business are to be matched) - 4 Attainment of Looked After Children is at the national average or better at Key Stage 2 and Key Stage 4. Provisional KS2 results for LAC are very positive with the results for children in Wakefield schools over double the national average for LAC in 2016. Improve outcomes for Children with Special Educational Needs & Disabilities (SEND) through the continued implementation of the SEND reforms A Peer Challenge was undertaken in October 2016 which identified a number of strengths and areas for further development. An action plan has been developed to improve weaker areas and the work streams have been reshaped to align to the key headings under the Action Plan. The SEND Transformation Board is overseeing the progress on the Action Plan which was approved in March 2017, and has multi-agency engagement in the delivery of all aspects. Data on C&YP with SEND shows that Wakefield is performing highly in a number of areas; the production of EHC Plans within 20 weeks is at 92% (compared to 55% nationally) being a key national indicator. Work is underway to ensure that the needs of C&YP with SEND aged 0-25 are assessed in a clear, transparent and equitable way, to enable all families who are eligible for a personal budget to be able to access one.

www.wakefield.gov.uk 3. What we plan to do next • Monitoring progress from the CYP improvement plan • Protect children who are at risk through monitoring MASH • Partner engagement and involvement on the application of The Continuum of Need to: • support children who need help earlier on in their lives • reduce demand at the front door through earlier identification and intervention by universal service providers • Extended Troubled Families Programme and Service Transformation Maturity Model • Implementation of an Edge of Care Strategy • Strategy and protocols to support potential victims of Female Genital Mutilation (FGM) • Improve the life chances of children with Special Educational Needs, with particular focus on SEND Children’s mental health • Joint local area SEND inspection action -Local area’s arrangements for completing specialist diagnostic assessments of ASD • Help our most disadvantaged children to do better at school • Implementation of a new Case Management System by 1 April 2018

71 Health and Wellbeing Board

Name of agency/partnership board: Health and Wellbeing Board

1. Our priorities in 2016-17 Wakefield Health and Wellbeing Strategy 2013-2016 Outcome : Every child has the best start in life The more action that can be taken in the first three years of a child’s life, the better the outcome for the child. Taking better care of our children’s early health and development is crucial. The evidence tells us that giving every child the best start in life lays down the foundation for the whole of their life and reduces inequalities across the life course. Children’s physical, social and cognitive development during the early years strongly influences their school readiness, educational attainment, economic participation and health. Parents and the wider community play a major role in a child’s health and development, through positive parenting and creation of an environment that is safe, healthy and encourages active learning. However, issues such as parents’ health and lifestyle, social networks, financial resources and knowledge about parenting impact on whether they are able to nurture the health and development of their child. Expectant parents, existing parents, communities and services should work together to ensure they have the support and skills to give children the best start in life. Objectives : • Children are developing well and are healthy • Parenting enables development and health of children • The parenting context enable good parenting (Objectives adapted from: UCL Institute of Health Equity 2012 - An Equal Start) Wakefield Public Health Annual Report : 2015 This report, by the Director of Public Health, provided an independent assessment on the state of health of residents within Wakefield District and focused on the first 1,000 days of a child’s life. Compelling and increasing evidence shows that our experiences during the 270 days of pregnancy and the first two years of life (270 + 365 + 365 = 1,000 days) determine much of our future health and wellbeing. Recommendations from the report included:2. w

Recommendation Who should take action? How will we know if it has worked? That all of us in Wakefield district take All individuals, families, communities Improved outcomes for children and action over the next 1,000 days so that and organisations young people the 10,000 babies born during that period will have the best possible start in life Wakefield districts Health and Wellbeing Health and Wellbeing Board Early years featuring within Health and Board, in collaboration with the Children Wellbeing Board work programme and Young People’s Partnership, should Improved outcomes for children and prioritise support in the first 1,000 young people days and set an ambition for improved outcomes

www.wakefield.gov.uk Recommendation Who should take action? How will we know if it has worked? Further development of Wakefield Wakefield Council Children’s Services Community champions in place district’s Children’s Services offer and relevant partners Evidence that families are supported by to families with or expecting young the most appropriate service children by signposting to universal services and community groups, development of community champions, quality assurance and better marketing of these activities There should be an evaluation of Service commissioners Decommissioning of less effective services provided within the first 1,000 services in order to secure investment days to ensure they are effective and in the most effective services offer value for money Reading is a very effective and All public sector services and Bookstart gifting to all babies straightforward way of strengthening community groups who work with Increased numbers of families early attachment and language families including local libraries, accessing Storytimes and Wakefield development. Parents should be childminders, nurseries and childcare Council libraries encouraged to read for at least 10 settings minutes a day with their child and to Increased issues of books to under 5s in access library services regularly Wakefield Council libraries

2. What we have achieved in 2016 -17 Future in Mind Programme The majority of mental health problems are developed in childhood or adolescence, the aims of the programme were to: • Improve access to mental health and emotional wellbeing support. • Reduce the wait for assessment and support for children and young people. • Support children and young people at the earliest opportunity. • Develop an integrated delivery model with providers working collaboratively to identify support needs for children and young people. Achievements • The future in mind programme is now established across the 7 early help hub localities with CAMHS, Education, Local Authority being part of an integrated delivery model • 14 CAMHS Primary Practitioners working across primary and secondary schools supporting children and young people with emotional health and wellbeing • Workforce development programme being delivered to staff across Wakefield to increase knowledge and awareness around mental health • Young people being encouraged to seek support early via the KOOTH online service, over 1500 young people registered to date • KOOTH counselling face to face service available to young people in schools across Wakefield

73 • 7 Community Navigators hosted by Wakefield Third sector organisations working with children and young people around emotional health and wellbeing • Reduction in waits for services Smoking in Pregnancy/Smoking at Time of Delivery (SATOD) • Implement smoking in pregnancy action plan and full Implementation of NICE Guidance (PH26). • Utilisation of NHS England offer of £75k financial support to reduce smoking at time of delivery. • Increased uptake of referral to specialist services in deprived areas. • Reduced variation in smoking at time of delivery (SATOD) by reducing SATOD in deprived areas. • Reduced number of babies born with low birth weight (less than 2500g delivered at 37 weeks or above). • Reduced the number of pre-term babies born to mothers who smoke Achievements • Work with Mid Yorkshire Hospitals NHS Trust and the NHS Wakefield CCG to establish meaningful SATOD Targets as part of the maternity dashboard • Development and utilisation of ‘smoking monitoring tool’ through collaboration with MYHT and stop smoking service led by PH Information team • Utilisation of NHSE funding agreed and following interventions selected • Ensured access to CO monitors for midwives through purchase of additional meters • Implemented evidence based voucher scheme for women meeting criteria for their use • Established a role within midwifery service for a stop smoking champion Smokefree Playparks • In April 2017, the Smokefree Playparks campaign was rolled out across the district - banners, designed by primary school children, include the tagline ‘children playing here, please don’t smoke’. Infant Feeding • Recent implementation review of the Infant feeding Action Plan notes the following highlights: • Review of data collection and reporting mechanisms completed. Identified data quality issues and inconsistencies which has now been addressed, currently in a position of matching data sets / consistent data reporting. Accurate baseline and trend information to inform service developments. • Ratification of breastfeeding support pathway; increasing access to specialist support for mother and babies that experience difficulties that needs a health professional input e.g. babies reluctant or unable to feed at the breast, mastitis, thrush, milk supply issues etc • Breastfeeding Peer Support is available on hospital wards • Midwife led Frenulotomy service established to address accessibility to tongue tie support • Established community infant feeding clinics. In partnership with FAB, health visitors run 3 breastfeeding clinics led by a health visitor alongside breastfeeding support groups in Castleford, Hemsworth and Sandal. • Midwife community led clinic for complex feeding problems in Wakefield and Pontefract

www.wakefield.gov.uk • Established a district wide breast pump loan scheme, launched in September 2016. Ensure women have access to breast pumps in the community where there is an identified need. • The Breastfeeding Friendly scheme was launched in breastfeeding celebration week in June 2016 Supported over 70 venues to be breastfeeding friendly include cafes, GP Practices and leisure facilities etc • Established online and face to face breastfeeding awareness training • Multi agency commitment to review the antenatal support pathway • Commitment from Midwifery and Health Visiting services to renew UNICEF Breastfeeding Friendly Initiative status and accreditation of new standards.

3. What we plan to do next The Wakefield Health and Wellbeing Plan There has been alignment of the Wakefield Sustainability and Transformation Plan and the Health and Wellbeing Strategy to form one plan, referred to as the Wakefield Health and Wellbeing Plan. Six work streams have been identified to achieve our outcomes; these are based on the priorities of the former Health and Wellbeing Strategy and the requirements of the West Yorkshire STP - the work stream which will support the safeguarding of children is highlighted below: “A strong, ambitious co-owned strategy for ensuring safe and healthy futures for our children and young people” The intended outcome for Wakefield is that by 2020/21 is to have a strategy across all partners which has a true preventative approach to ensuring safe and healthy futures for children. This will include how we tackle issues such as: • Child poverty • Skills for life • Parenting skills • Worklessness • Safeguarding • Prevention • Self harm The Scale of the Challenge • In 2012 there were 14,015 children aged under 20 years who were living in poverty, (almost 20% of children) • On average there are around 4,000 births each year in Wakefield • The proportion of women smoking during pregnancy is significantly higher in Wakefield (18.6%) than the regional (16.2%) and national (10.7%) averages • Breast feeding rates in Wakefield are amongst the lowest in the country • Each five year old child in Wakefield has on average 1.66 teeth that are decayed, missing or filled • Data shows that Wakefield has high rates of hospital admissions caused by unintentional and deliberate injuries • The rate of hospital admissions as a result of self harm is significantly higher in Wakefield compared to both the national and regional averages and the rate in increasing

75 • It is estimated that in Wakefield there are around 4,260 children with clinically diagnosable mental health disorders, 9.6% of children • In the 2015 Children’s Survey, 16% of Year 9 pupils stated that they had been offered drugs (of any kind) • It is estimated that there may be around 1,310 children in Wakefield who are experiencing domestic abuse What we will do • Develop and implement a strategy to ensure Wakefield children and young people are healthy and achieve their potential • Develop an action plan to address the recommendations in the national maternity review owned by all partners of the Health and Wellbeing Board • We will address the review of the regional recommendations on still birth and bereavement and develop a plan for any remedial action required • We will continue to drive the choice agenda. We have published a Local Offer which sets out our plans for expansion of Personal Health Budgets to mental health, learning disabilities and Special Educational Needs and Disability (SEND) in the first instance • We will develop pathways for transition to adult services which ensure that young people are prepared for adult life • We will maintain a focus on children through our Children and Young Peoples IAPT programme and the Future In Mind programme, enhancing dedicated crisis, intensive support and liaison service for children, young people and their families • Baseline the new Children and Young People Eating Disorder access and waiting time standard and subsequently deliver the standard

www.wakefield.gov.uk Local Medical Committee

Name of agency/partnership board: Local Medical Committee 1. Our priorities in 2016-17 Continuing to ensure that the good communication links between GP’s and their attached Health Visitor Teams were maintained - this was an issue a number of years ago, but since then communications have been significantly better - it is important that these are maintained in order for Safeguarding Concerns to be shared. Assessing the quality of links between School Nurses and General Practices - anecdotally this is not as good as the links above - again, it is important that these are maintained, in order for Safeguarding Concerns to be shared. Monitoring the Sexual Abuse and Rape Centres (SARC) now that they are provided by Mountain Healthcare - Mountain are a new provider of this service in the West Yorkshire area and provide a service that differs from those provided in areas such as Manchester and Sheffield - it is important to ensure that the service provided to Wakefield children is as good as that provided in other areas. 2. What we have achieved in 2016 -17 The quality of GP/Health Visitor communications remain good, though, anecdotally, GP/School Nurse communications are significantly less so, not least because of a shortage of these valuable Professionals. Given the change in provider at the end of the financial year, it has not been possible to make any progress with the current provider. Both Services are under a new provider from the beginning of the next financial year, and monitoring communications will remain one of Dr Glover’s priorities for next year. As a result of discussions between NHS England and the Board, the SARC provision (now renamed Children’s Sexual Abuse Assessment Service or “CSAAS”) is better than it was previously, however, the service remains in its infancy and will continue to need monitoring by the Board, in order to ensure that the service provided to Wakefield children becomes as good as that provided in the other areas mentioned above. In addition, as in previous years, Dr Glover has continued to send out important Safeguarding information and advice to Practices across Wakefield on subjects including Female Genital Mutilation, Neglect, Modern Day Slavery, and Child Sexual Exploitation (CSE). He has also been part of a group producing a Neglect Strategy and a Neglect Toolkit for the Board, and this work continues into 2017. He continues to provide peer support to GP colleagues and to advise the Board on matters relating to Primary Care, with LMC input as required. Again, throughout 2016/17, Dr Glover was also involved in a number of Serious Case Reviews and Domestic Homicide Reviews, and has disseminated the learning from these throughout the GP community. 3. What we plan to do next Much of the work outlined above will continue. Priorities for next year include: - Monitoring the quality of GP/School Nurse communications under the new provider. Continuing to monitor the quality of SARC (now renamed Children’s Sexual Abuse Assessment Service or CSAAS) provision, in comparison to such provision in other areas. Continuing to contribute to the Board’s Neglect and FGM Strategies, and contributing to the review of the local Multi-Agency Safeguarding Hub (MASH). Ensuring that all GP Practices are registered in order that they can comply with the mandatory reporting of FGM.

77 Mid Yorkshire Hospitals NHS Trust

Name of agency/partnership board: The Mid Yorkshire Hospitals NHS Trust 1. Our priorities in 2016-17

Children & Young People Based Restraint Violence

Honour Hate Crime

Female M.A.P.P.A Genital Mutilation

Child Sexual Dignity Exploitation in Care Safeguarding

Prevent Mental

Avoidable pressure Illness ulcers

Forced Domestic Marriage Violence Mental Substance Capacity Misuse Act

www.wakefield.gov.uk 2. What we have achieved in 2016 -17 CQC Inspection Following the CQC Safeguarding and Looked After Children inspection in November 2015 a total of 19 recommendations were identified for MYHT services. During 2016 and early 2017 the Head of Safeguarding maintained governance of the dedicated action plan, ensuring update by all professionals assigned to lead on individual recommendations. The Trust attended ‘Challenge Events’ hosted by Wakefield CCG and by the end of March 2017,17 of the 19 recommendations had been signed off as complete with a target to complete three further audits by the end of May 2017. Training During 2016/17 the safeguarding team provided face to face training to a total of 4,138 staff. Alongside quantitative assessment of compliance rates the safeguarding team has also focused on maintaining the quality of training delivered within the reporting period. The content of presentations was refreshed with an increased emphasis on the use of case studies to frame discussion and learning. End-of-session feedback forms for all role-specific training show high levels of satisfaction with 98-99% of attendees rating the session 4 or 5 on a 5-point scale, stating that their expectations were met and/or exceeded. FGM The safeguarding team has continued its work to raise staff awareness around FGM, and embed the Trust FGM Policy. Work includes the provision of practical help, advice and support to frontline practitioners managing individual cases. A dedicated FGM training session is also incorporated into all levels of safeguarding training. The MYHT safeguarding team has also delivered multi-agency FGM training for Wakefield Safeguarding Children Board. During 2016/17 members of the MYHT team remained actively involved in the development of local FGM strategies and operational protocols to ensure that all agencies are working to a collaborative multi-agency vision, considering approaches to practice which will most effectively tackle FGM in local areas. Wakefield FGM Data 1st April 2016 - 31st March 2017, collated by MYHT: Total number of women notified to the Safeguarding Team = 68 (NB. The above figure does not include cosmetic genital piercings - 17 were reported) Development of guidance for practitioners The Safeguarding Team leads on the development and update of safeguarding policies, procedures, protocols and guidelines. During 2016/17 this has included: • Prevent Policy: Protecting those who are vulnerable to exploitation and radicalisation through a multi-agency approach • Safeguarding Children Supervision Policy • Mental Health Act (MHA) 1983 Hospital Managers Information Policy (including Scheme of Delegation) • Mental Capacity Act 2005 Policy and Procedures • Children Who Do Not Attend (DNA) Appointments • Guide for Surrogate Pregnancy • Routine Enquiry for Domestic Abuse in Pregnancy • Baby Abduction Policy for Maternity Services Safeguarding audits undertaken Audit of service efficacy is an integral element of the work of the safeguarding team. The approach to the management of audit by the team reflects a systematic and co-ordinated approach. This was established in an effort to ensure that the areas of practice under review are those where a true and clearer understanding of compliance, implementation or impact will satisfy the requirements of a number of drivers for change. Key safeguarding children audit activity during 2016/17 includes: Social Care Referral Audit (New form reflecting Using Signs of Safety) Audit of Child Protection Conference Report (New form reflecting use of Signs of Safety) Audit of ED records to review inclusion of accompanying adult details Audit of interventions initiated in response to communication by paediatric liaison Utilisation of SystmOne Safeguarding Node

79 Case Reviews MYHT is fully committed to promoting a culture of continuous learning and the safeguarding team provides a timely response to information requests from the LSCB’s in relation to notifiable incidents. The safeguarding team responded to a total of nine information requests from Wakefield and District Local Safeguarding Children Board during 2016/17.Three of the information requests have to date progressed to multi-agency Learning Lessons Reviews. Fundamental to maintaining a culture of continuous learning in response to issues identified in case reviews is the need to ensure that the learning is widely disseminated and ultimately translates into practice. The safeguarding team incorporates learning from both local and national case reviews into safeguarding training which is considered mandatory for all MYHT staff. Additional learning from safeguarding reviews is disseminated to frontline practitioners through available networks which include clinical audit meetings, safeguarding champions meetings, annual mandatory updates for midwives and bespoke sessions for individual clinical teams. Sudden Unexpected Death in Childhood (SUDIC) MYHT as a health provider has a statutory responsibility to respond to sudden unexpected deaths in childhood. The SUDIC paediatrician and the safeguarding team actively support this function and co-ordinate the Trust response in collaboration with partner agencies. During this reporting period MYHT have received twelve notifications of deaths in the Wakefield area as identified in the chart below.

3. What we plan to do next The MYHT three year Safeguarding Strategy and Safeguarding Training are due to be refreshed early 2018. The safeguarding team have a dedicated work plan developed in response to findings from inspection reports, national drivers and audit activity undertaken during 2016/17 Key areas of planned activity include:- • Child Protection Information Sharing System (CP-IS) - The safeguarding team are seeking to embed the national CP-IS system within MYHT. Work is ongoing to ensure MYHT systems are compliant and enabled to facilitate appropriate information sharing • Neglect - To support the delivery of the multi-agency implementation plan in relation to neglect. MYHT were fully involved in the development of the Neglect Toolkit and the safeguarding team will actively support its use in frontline practice • Forced Marriage - the safeguarding team will develop a MYHT Policy and ensure that training is incorporated into all mandatory training in line with national guidance • MYHT will continue to deliver the planned programme of safeguarding audit activity during 2017/18

1 https://www.england.nhs.uk/?s=safeguarding+assurance www.wakefield.gov.uk National Probation Service

Name of agency/partnership board: National Probation Service

1. Our priorities in 2016-17 1. We will undertake an audit of the management oversight and supervision of safeguarding children to check that this is delivering what it needs to. 2. We will be seeking to review how we best engage with our responsibilities to the Board, drawing on the recommendations of the recent national review, as current expectations are not achievable 3. We will check that further changes to our operating model that are to be implemented in the next year are checked against Safeguarding processes (For example, there will be an expectation that 90% of all court reports are done on the day at court which will require liaison with those agencies who can provide us with important information regarding risks to children are aware of this and able to respond within necessary timescales.) 4. We will continue to disseminate developing research and guidance from the NPS/NOMS on best practice in working with CSE perpetrators to our staff 5. We will liaise with police colleagues to establish how we can improve on sharing intelligence with probation staff about individuals suspected of CSE, without compromising any ongoing investigation. (The current CSE forum is focussed on information sharing about victims, and the perpetrator dimension has not received the same degree of attention but both are necessary to optimise outcomes for victims and future potential victims) 6. Continue to provide information about the profile of our work locally in respect of child protection cases and Mappa as requested by the Board. 7. Further develop the professional probation practice and quality forum introduced last year.

2. What we have achieved in 2016 -17 1. Audit undertaken, findings disseminated, proposals made for changes to Level 1 Review processes which have been given national approval 2. No progress. A meeting has been requested. 3. Organisational restructure implemented as required nationally. This has necessitated significant staff movement with the attendant transfers of cases this triggers. Local managers have had to manage the impact of this on operational delivery. We have a significant number of practitioner vacancies, many of which will be dealt with by national recruitment which means they may not be filled until December 2017. The closure of Wakefield Magistrates Court required managers to ensure colleagues in Leeds were familiar with local safeguarding contact details and processes for seeking on the day information and police call out information in respect of Domestic Abuse. 4. Material disseminated to staff and discussed in team meetings. Includes up dated national policy and practice guidance. Improved availability of ‘local’ NPS training venues has enabled staff to access mandatory training in Domestic Abuse and Child Safeguarding. National IT system for registering and recording training was subject to changes. Has required a revisit of mechanisms for maintaining accurate records for completed training (3 year cycle for mandatory training courses in this area). 5. Ongoing 6. None requested. Currently working with Kirklees CSB to identify data sharing that might better inform the Board. Outcomes from this will also be shared with Wakefield. 7. Revised national structures have resulted in the appointment of Quality Development Officers in the North East Division.

81 3. What we plan to do next Our priorities for 2017/18 will be: • To complete organisational restructure including recruitment and thereby achieve greater staff stability and continuity of service delivery • To enable the CSB to recognise the pressures that current expectations are placing on us and seek to identify how we can achieve a sustainable contribution to the Board. • To achieve access to training reports that enable accurate data and forecasting of need for maintaining mandatory training levels • To develop a data set that will be of value to the CSBs in both Wakefield and Kirklees in terms of their understanding of local safeguarding agendas and accountability by the NPS to the Board.

NHS England North - Yorkshire and Humber

Name of agency/partnership board: NHS England North - Yorkshire and Humber

1. Our priorities in 2016-17 In order to continuously improve local health services, NHS England has responsibility for sharing pertinent learning from safeguarding serious incidents across Yorkshire and the Humber and more widely, ensuring that improvements are made across the local NHS, not just within the services where the incident occurred. A key priority was to continue to develop and enhance how learning is shared. To gain assurance from Clinical Commissioning Groups (CCGs) by piloting a Safeguarding Assurance Tool. The tool supported CCGs to demonstrate compliance with national safeguarding standards. To access and acquire leadership training for Designated Professionals and Named GPs in the North region. To ensure health professionals in Yorkshire and the Humber are well informed about the Female Genital Mutilation (FGM) mandatory reporting requirements. To ensure trusts including Mental Health trusts and in addition GP practices were registered with NHS Digital and able to report any cases identified. Development of a Looked After Children benchmarking tool based on standards in national guidance and documents such as “Promoting the Health and Well-Being of Looked After Children” and the “Intercollegiate Role Framework for Looked After Children; Knowledge, skills and competencies of health care staff”. Commencement of the Learning Disabilities Mortality Review (LeDeR) Programme which includes all children from age 4 years with a learning disability

www.wakefield.gov.uk 2. What we have achieved in 2016 -17 The NHS England Yorkshire and the Humber Safeguarding Network met on a quarterly basis throughout 2016/17 to facilitate the sharing of information, good practice, learning and common issues. The Independent Inquiry into Child Sexual Abuse (IICSA) team attended the meeting in January 2017 to provide an overview of progress. Learning around safeguarding practice has also been shared across GP practices via quarterly safeguarding newsletters; in addition a safeguarding newsletter for pharmacists has been circulated across Yorkshire and the Humber and one for optometrists and dental practices has recently been shared. Mapping of health professionals’ access to training on FGM and targeting of any gaps has been achieved in Yorkshire and the Humber. Targeted training on FGM for Mental Health providers has been delivered by the Department of Health in Yorkshire and the Humber. Healthcare providers have been supported to make sure they are following the mandatory reporting guidance. Commissioning of leadership training for safeguarding professionals in Yorkshire and the Humber and plans for clinical supervision training to be available. During 2016/17 a review of current systems for recording safeguarding incidents and case reviews across the North Region was undertaken to support the identification of themes, trends and shared learning. This has enabled a wider North region system for sharing pertinent learning and development of consistent processes. NHS England North hosted a safeguarding conference on 10 December 2016 which included presentations on forced marriage, honour based abuse, FGM and domestic abuse. A conference for named GP’s across the Yorkshire and the Humber region was very well evaluated and included child neglect, use of safeguarding templates in clinical records, routine enquiry around domestic abuse, “Think Family” in Primary Care and parents experience of Child Sexual Exploitation (CSE). NHS England has launched a NHS Safeguarding Guide App and a North region safeguarding repository for health professionals. The NHS England CSE pocket book for health professionals was updated see link. https://www.england.nhs.uk/ourwork/safeguarding/our-work/cse/ Distribution of NHS England CSE pocket guides to all frontline health staff including GPs, Pharmacists and Dentists. Inclusion of Child Sexual Exploitation/Sexual Abuse (CSE/CSA) lead within standard national contract from April 2016. This requires all NHS Trusts to have an identified CSE lead to support implementation of national guidance and ensure voice of child is central to health services. Launch of NHS England Safeguarding App to all frontline health staff Promotion of national “Seen and Heard” campaign to all frontline health staff www.seenandheard.org.uk

3. What we plan to do next We will continue to share learning around safeguarding practice with independent contractors and healthcare services across the Yorkshire and the Humber and with the wider North region. We will continue to work on national priorities which include CSE, FGM, Looked After Children, Prevent and Modern Slavery and Trafficking.

83 NHS Wakefield Clinical Commissioning Group

Name of agency/partnership board: NHS Wakefield Clinical Commissioning Group

1. Our priorities in 2016-17 1. The CCG has continued to performance manafe NHS Providers in relation to: • Commitment to Safeguarding; • Training; • Supervision. 2. Performance management of actions from the Care Quality Commission “Children Looked after and Safeguarding” inspection (November 2015). 3. Commitment to the chairing of the Audit Subcommittee, and undertaking the role of Vice Chair for the LSCB.

2. What we have achieved in 2016 -17 The CCG has ensured that staff have maintained their required level of mandatory training in Safeguarding. The CCG has supported NHS Employers in the district by providing relevant specialised training. The CCG has continued to work with the LSCB in relation to fulfilling the work of the subcommittees, and also in the Case Review process.

3. What we plan to do next The CCG will contrinute to the section 11 (Children Acvt 2004) process, both as a chllengee and as a challenger on the panels. The CCG will continue to provide leadership to the Audit subcommittee, and membership of other relevant sub-groups as the need arrises. The CCG will support the Case Review and audit processes by researching GP involvement in cases subject to audit or review. The CCG will continue to provide challenge to NHS partners around safeguarding performance. The CCG will remain an active partner in the on-going development of the MASH. The CCG will report to the LSCB on completion of the CQC action plan.

www.wakefield.gov.uk Safeguarding & Family Support

Name of agency/partnership board: Safeguarding and Family Support

1. Our priorities in 2016-17 Signs of Safety aims were to: • Transform child protection practice and support a cultural change across the partnership. • Use plain English across the partnership that can be readily understood by families, in all verbal and written communication • Use a solution focused and strength based approach with families • Place children at the heart of the intervention and empower families to engage and identify safety goals • Contribute to meeting our strategic vision and actions in the District Outcomes Framework and the Children & Young People’s Improvement Plan • Secure additional funding and capacity as part of a national England Innovations Bid for Phase 2 of the Signs of Safety project. 2. What we have achieved in 2016 -17 Wakefield was successful in its application as part of a consortium of ten Local Authorities to secure further funding from the Department of Education Innovation Fund for Phase 2 to support the implementation of the Signs of Safety framework to ‘transform’ child protection work. Key Implementation activities include learning, skills and leadership development that build confidence. In March 2016 an in-house Signs of Safety training half day course was developed and is now fully integrated into the WDSCB core offer. To date 130 practitioners have accessed this training and future courses are fully booked. A further 60 practitioners have accessed bespoke sessions requested by partner organisations which have been managed by the SoS Programme Manager. This brings the total number of partners trained in-house from March 2015-17 to 831. In addition the WDSCB funded and managed one Signs of Safety basic two day training course for partners. Twenty-nine practitioners attended from across the partnership. Six Practice Leads sessions delivered by the national trainers have taken place for Team Managers, ASWP and Early Help Coordinators. Kings College, London’s Final Evaluation reported inconsistent impact of the national Practice Leads sessions. The national training team have reviewed the model and have a proposed new programme for Phase 2 of the project. The SoS Programme Manager has developed and led on in-house Practice Leads bespoke sessions for Early Help Coordinators which have seen greater success. Sessions support practice in the hubs through topics which are targeted and delivered flexibly to meet identified areas of development and specific practice needs agreed with teams. Alignment of Policy & Practice has continued in 2016-17. A new Early Help Assessment, Review and Meeting record is in place which incorporates the Trouble Families criteria. A full training and development package has resulted in the successful implementation of this new documentation. Social Care documentation from the Front Door to Conference is now on Care Director and will be operational on 1st July 2017. It is recommended that all social workers attend a further 1 day SoS refresher course to coincide with the documentation launch, funded from Phase 2 training funding. The WeCAF, with integrated Signs of Safety, as the practice model was launched in partnership with Early Help, Children’s Commissioning and Business Development, Signs of Safety, Mid Yorks Health Trust and the LSCB Advisor for Schools. The launch events demonstrated the new WeCAF. In total 120 school representatives attended a 2hr WeCAF briefing. Further opportunities to access briefing sessions through additional sessions for the remaining 40 schools that were not represented were provided

85 via the DSL forum. Safeguarding week (October 2016) provided opportunities for the wider partnership to access the briefing. The system went live after the launch events 3. What we plan to do next Signs of Safety Phase 2 Priorities for 2017-19 include: • Support, SoS development and use in social care teams across the Directorate, including LAC, CP/IRO, Fostering, Front Door, YOT and SEND through agreed implementation plans. • Developing a ‘risk savvy’ approach to front line case work to compliment the Signs of Safety Practice Model. • Review, revise and quality assure case recording from Front Door to Conferencing and in Early Help in their application of SoS through the Quality Assurance Framework • Identifying and supporting the development of the Practice Leader roles to drive and embed SoS practice in case mapping, safety planning, safety networks and direct work with children • Developing case learning labs and provide consultation on complex, high risk Social Care cases • Gathering feedback from children, young people and families to improve service design and front line practice • Continuing to develop the regional Local Authority Network • Developing through the PLO understanding of Local Authority lawyers and the Judiciary in the application of SoS through the new Practice Leader roles(Court Consultants) • Contributing to the Final Evaluation of Sign of Safety to better understand how SoS works, for whom and under what conditions, both at practice and organisational level. • Contributing to the development of a new Local Authority case recording IT system to support the successful delivery of Signs of Safety • Supporting the wider partnership to continue to develop, embed and sustain their use of SoS in partnership with the WDSCB.

www.wakefield.gov.uk Spectrum

Name of agency/partnership board: Spectrum

1. Our priorities in 2016-17 To ensure all staff are receiving a level of mandatory training appropriate to their roles (in accordance with the recommendations in the Intercollegiate Document), in particular around CSE. To strengthen Safeguarding Supervision across the organisation. To undertake a Risk Assessment of services for young people in the Substance Misuse and Sexual Health Services, through the development and use of a “Youth Template”. To Audit referrals to Social Care. To evaluate the quality of delivery of Education on Sex & Relationships and Domestic Violence in young people, in schools. To deliver “Compromised Parenting Training” to staff in substance misuse services. To deliver training on the “Toxic Trio” to staff in substance misuse services. To employ a Named Doctor for Safeguarding.

2. What we have achieved in 2016 -17 Training – we reassured ourselves that all staff were receiving an appropriate level of training (including CSE), either “in-house” or through other agencies. Supervision – some staff members were sent on the NSPCC Supervision Training. Unfortunately, 2 of these staff then left, as did our Safeguarding Lead, and so this remains a priority for next year. However, despite this, all Sexual Health and Drugs and Alcohol Staff now received quarterly, face-to-face, supervision. Risk Assessment – a Youth Template was developed, and an audit undertaken. This showed some minor risks regarding the issue of identity, which were dealt with. Social Care Referral Audit – this was undertaken and identified some problems with the quality of referrals, in particular not all referrals being in writing, which has been dealt with; and a lack of feedback on those referrals from Social Care, which remains an issue. This will be re-audited next year. Education Delivery – the uptake of the education programmes in schools (including Faith Schools) has increased, and adjustments to the programme now mean that it can also be delivered to young people with Learning Disabilities, and parents. Compromised Parenting Training was developed, delivered, and well received. Toxic Trio Training – this was delivered. During this time, a CQC inspection included a review of this and recommended that the recording of “risk data” be strengthened. A subsequent “case file audit” by CQC confirmed that this suggested change had become embedded in practice. Named Doctor for Safeguarding – Dr P Glover was employed in this part-time role from late December 2016. In addition to the above “priorities”, we have also developed an FGM Policy for Spectrum, with the help of a GP who has extensive experience in this field. This is separate from, but complimentary to, the local FGM Policies, since Spectrum covers a wide geographical area across northern England.

87 3. What we plan to do next We have had a vacancy for our Safeguarding Lead since December 2016. This has led to delays in embedding learning from our Section 11 Audit, and strengthening Safeguarding Supervision. The recruitment of a new Lead is a major priority, and it is envisaged that one of their first priorities will be the resolution of these delays. To rewrite our existing Safeguarding Policy to reflect the expansion of Spectrum Services. To evaluate the effectiveness of the Safeguarding Training, outlined above, throughout all Spectrum services. To take steps to improve the involvement of children and young people in service and premises development, either through our existing Quality Strategy, or through the development of a new, more specific, 3-year strategy focussing on the involvement of Children and Young People. To install Safeguarding Templates relating to Child Abuse (and possibly Domestic Violence) on the Spectrum clinical IT system (System One). To reinvigorate the Spectrum “Safeguarding Champions Network” to ensure that all Spectrum services have local Safeguarding leadership. To agree the type of Spectrum representation on Wakefield Safeguarding Children Board, through discussions between both bodies at Board level.

South West Yorkshire Partnership NHS Foundation Trust

Name of agency/partnership board: South West Yorkshire Partnership NHS Foundation Trust

1. Our priorities in 2016-17 The safeguarding children and adult team had a joint strategic plan for 2016/2017 which included eight objectives and were aligned to the Fundamental Care Quality Commission (CQC) standards. I have extracted the safeguarding children information to make it relevant to this report. The objectives are as follows: 1. To embed the safeguarding children agenda at both strategic and operational level into the function of the BDU’s. The aim of this was to ensure that safeguarding was integral to everything we do and to ensure robust governance systems across the trust. 2. To deliver a service of the highest standard, benchmarked against external public reports, and responsive to the statutory governance as identified within the safeguarding service offer. Thus ensuring that service user receive an excellent service and all necessary and appropriate actions are taken by staff to ensure that their safety is maintained. 3. To effectively contribute and support the work of Local Safeguarding Children Boards at a Strategic and Operational Level. The aim of this objective was to support joint working, to fulfil the Trust responsibilities to children and to provide assurance to the Board the work undertaken by the safeguarding team to protect children under the care of SWYPFT services. 4. To undertake a thoughtful and comprehensive audit programme, this will provide robust evidence and assurance that the Trust is working with its key partners to promote the welfare of children. The required outcome is for the audits to provide assurance to the Trust and Partners and identify areas where improvement is required and where best practice is evident.

www.wakefield.gov.uk 5. To have well-trained, confident, competent and skilled workforce, which will ensure children are safeguarded and that the correct action is taken they are identified to be at risk of harm. The aim of this objective is to have a workforce which will be competent, confident and skilled in safeguarding practice. 6. Specific safeguarding Policies and Procedures for SWYPFT are contemporary, reflect multi-agency safeguarding procedures, national guidance and offer the services SWYPFT provide with the information they need to keep children safe and what action to take if they believe a child is at risk. Some oversight of all Policies and Procedures are seen by the safeguarding team if there may be an impact on either adults or children. This objective ensures that there is a Policy available to all staff, ensuring that they have all of the information required to promote the welfare of children and what action to take when a child is at risk of significant harm. 7. SWYPFT can evidence to its regulators that the Trust meets its statutory duty to keep children safe and its services act to safeguarding children to the standards required. The required outcome was for SWYPFT to achieve its statutory and regulatory duties and responsibilities to keep children safe. 8. The voice of the child is captured and reflected in the delivery of services that effectively keep children safe. This objective was to ensure that the voice of the child would be capture in all the interventions of practitioners to keep a child safe from harm.

2. What we have achieved in 2016 -17 All of the objectives were achieved and many remain for 2017/2018. The strategic plan was a live document which was reviewed at both the Strategic and Operational subgroups. Performance reports, quality headlines and specialist advisor learning were reported internally and to external boards thus providing assurance that safeguarding was a priority within the Trust. The regular review and updates ensured that the Objectives were achieved within the allocated timescale.

At the recent Trust Care Quality Commission (CQC) Inspection the Trust was found to have robust safeguarding systems and staff had good safeguarding knowledge of how to identify a safeguarding concern and the procedures to follow. Safeguarding was found to remain as one of the trust’s highest priorities. Consequently the Trust works extremely hard to ensure that the safety and wellbeing of children is considered in every assessment and intervention thus ensuring positive outcomes for children.

3. What we plan to do next The eight objectives remain although for 2017/2018 they are aligned to the Trusts values and CQC’s Key Lines of Enquiries (KLEO’s). The safeguarding service offer has also been updated to reflect changes within local and national objectives and to further develop partnership working. As a team we will continue to embed safeguarding into clinical practice and support the Safeguarding Board to achieve its objectives.

89 West Yorkshire Community Rehabilitation Company

Name of agency/partnership board: West Yorkshire Community Rehabilitation Company

1. Our priorities in 2016-17 1. Ensure all Staff are up-to-date in their Level 1 training 2. For Safeguarding to be reviewed in supervision 3. Good feedback from Child Protection Boards and assurances that we are responding to all requests 4. Working in partnership with social workers 5. Analysing risks to children in the context of domestic abuse in our assessments 6. Supporting JTAI 7. Carrying out Safeguarding checks for all cases where an offender lives with or has contact with children 8. To brief staff to consider CSE concerns 9. Although neglect is a current priority the CRC takes the approach that all Safeguarding concerns should be focused on equally. 2. What we have achieved in 2016 -17 WYCRC has a tracker held by our training dept which flags up required level 1 safeguarding training for Staff. We are actively updating this training where needed in our Staff group. Our internal auditing process has identified that safeguarding concerns are considered in regards to our intervention and risk management. Although this was most cases dip sampled we are striving to improve this further. This is being discussed in management meetings, operational team meetings and supervision. Safeguarding (and domestic abuse), are priorities for us and this will act to improve the risks to children. We are also aware of the signs of safety model and have been briefed on this approach We are developing our procedures to check for safeguarding concerns particularly for prison releases. We are however conscious on the demand for social care services. Staff have been briefed in relation to CSE concerns.

3. What we plan to do next 100% safeguarding checks where we have information that an offender lives with or has contact with children Our internal audits evidence improvements that Safeguarding is considered within all relevant sections of our assessments Explore if WYCRC are submitting reports or attending as required to Child Protection Boards.

www.wakefield.gov.uk West Yorkshire Police

Name of agency/partnership board: West Yorkshire Police

1. Our priorities in 2016-17 Wakefield District Police will continue to build on the success of the Joint Investigation Team and MASH with regards a joint working approach. Strategy Discussions/Meetings will be held in a timely manner with relevant partner agencies present to ensure effective safety plans are agreed and implemented. The Police investigation teams will continue to investigate crime professionally, robustly and with integrity. All victims and witnesses will be treated with dignity and compassion. Standards will be maintained with regards to effective evidence gathering and submitting comprehensive prosecution files. Robust supervisory management of investigations will be sustained. The increased police attendance at Child Protection Case Conferences will be maintained. The Voice of the Child will continue to be effectively captured and recorded. The additional recruitment of resources into the Child Safeguarding Team is being actively pursued. It is anticipated that all officers within the Child Safeguarding Team will be accredited Specialist Child Protection Detective Constables by December 2016. 2. What we have achieved in 2016 -17 Unfortunately the collocated Joint Investigation Team was removed by CSC in January 2017 following a review. These staff have now replaced agency staff in the area assessment teams. The Child safeguarding Team are continuing to build new relationships with Social Workers in the Assessment Teams for S47 cases. Strategy discussions and meetings are continuing to take place. This is less efficient due to the Social Workers not being co-located, however this is bringing learning and development to some Social Workers who previously would not have taken part in these meetings. Occasionally the Strategy meetings are not held within the statutory 24 hours, risk is managed appropriately and feedback is given. The MASH has been reviewed following changes in November 2016. Now in consultation with managers of partner agencies and practitioners, a streamlined process has been designed to inform quicker and more effective joint decision making. This is still bedding in and there have been some concerns regarding timely information sharing and reduced requests for partner’s information. A DRAM (Daily Risk assessment Management) meeting has been initiated for partners to assess and review lower level Domestic Abuse cases where there has been no evidence of a crime. This ensures that referrals are made to the relevant agency for support to the child and parent / guardian to prevent further commission of offences. There has been a significant increase of new officers into the Child Safeguarding Team, some of which are Trainee Investigators. They are on a supported programme to accredit them as specialist detectives in Child investigations and this will be supported by an experienced Tutor Detective. New officers bring a diversity of new ideas and enthusiasm and will be a positive influence on the team. Significant prison sentences continue to be achieved for offences of sexual and physical abuse against children (both historical in nature and current). In addition, excellent convictions have been achieved in relation to CSE offences. Children continue to be safeguarded through robust investigations and a joint working approach. Defendants in sexual cases convicted of relevant sexual offences have been made subject to the requirements of the Sex Offenders Register. This ensures additional safeguards are in place to protect vulnerable people. A number of Risk of Sexual Harm Orders have been granted in the Crown Courts which add an additional layer of safeguarding. Capturing the Voice of the Child continues to be a priority in investigations. The police can now effectively capture on the relevant report the Voice of the Child and any ongoing involvement by a partner agency.

91 The introduction of the pilot for the Harmful Sexualised Behaviour panel has resulted in successful progress for difficult cases where a sentence is not appropriate or lower level offences would not warrant a charging decision from CPS. The panel refer cases for child offenders (under 18 years) for assessment and support through forensic CAMHS to deliver training on HSB to prevent further commission of offences. The CSE team has had another successful year in terms of bringing offenders to justice. The team investigated four suspects who abused two suspects and between them received custodial sentences of 50 years in prison. Other significant sentences were R v Garma where the suspect received - 4 years 7 months prison for a rape offence and RV Gothard where the suspect was sentenced to 12 years for blackmailing children on line and inciting them to commit sexual acts. Also the team investigated R v Dunwell where the suspect received 6 years in prison for online grooming then sexual assault. The CSE team now has a collocated children’s social worker working within the CSE team allowing for efficient information sharing and risk assessments and better joined up working The Inspire project is a jointly funded initiative with CSC to provide an improved coordinated approach to children in care who repeatedly go missing. This project provides a misper co-ordinate(PC), two PCSO’s and an administrative post. The aim to target the most vulnerable children, provide wrap around support and encourage participation in diversionary activity from their high risk behaviour. This includes a joined up working process with detectives within the CSE team ensuring that information is shared and acted upon in quick and decisive manner. Agreement has also been reached for the CSC manager to attend and assist in the investigation of high risk missing child cases and sit within the operations room. 3. What we plan to do next The MASH will continue to develop and ensure smarter processes assess risk and protect the child by the right agency taking priority for the referral. Learning and feedback will continue to ensure that Strategy Discussions/Meetings will be held in a timely manner with relevant partner agencies present to ensure effective safety plans are agreed and implemented. The Police investigation teams will continue to investigate crime professionally, robustly and with integrity. All victims and witnesses will be treated with dignity and compassion. Standards will be maintained with regards to effective evidence gathering and submitting comprehensive prosecution files. Robust supervisory management of investigations will be sustained through an automated system which ensures regular reviews by Sergeants and Inspectors are completed. The 100% police attendance at Initial Child Protection Case Conferences will be maintained and supported by the recruitment of an Investigative Officer. Work is in progress to establish Operation Encompass - the timely sharing of information between Police and schools where Domestic Abuse has occurred in a family. This will ensure that schools are made aware within 24 hours of an incident so that staff can give better support to the child. The Voice of the Child will continue to be effectively captured and recorded. The CSE team plan to work with other partners to educate local business in how they can assist with preventing CSE. With some new training material being produced we plan to inform and educate staff at local hotels on the dangers signs to look out for and what action to take. The CSE team plan to work with our partners in live missing episodes so we have an information sharing hub that enables all partners to share information efficiently to facilitate the quick return of the child missing person. First timers - to develop an education strategy for those missing the first time - to prevent re-occurrence - this is ongoing and children/ parents will be invited to a meeting at Havertop police station for an opportunity to discuss the missing incident and look at some of the dangers and consequences of the missing episode.

www.wakefield.gov.uk West Yorkshire Fire and Rescue Service

Name of agency/partnership board: West Yorkshire Police

1. Our priorities in 2016-17 • Champion effective safeguarding to help protect children from all forms of abuse and neglect • Ensure continuous learning and development for all front line staff • Develop closer working relationships with the appropriate Boards • Assessment of district based staff regarding referral pathways and processes to ensure understanding of systems. 2. What we have achieved in 2016 -17 • We have refined our internal processes to better support data management assisting in identifying safeguarding issues and making improvements. • We have forged relationships with the children’s training team and supported the delivery of the first suicide awareness conference. • We have undertaken regular refresher safeguarding training sessions with all district based front line staff as part of our existing Performance Management Visit processes; this will ensure all staff know how to deal with concerns as they arise. • We continue to be an active member of the Community Safety Partnership and have extended our contact with young people in the district through education and training delivery. These actions all help ensure safeguarding for children within our district.

3. What we plan to do next • Develop new partnerships with the schools and academies in the district and deliver a new ‘Role model’ initiative. • Review of WYFRS e-learning safeguarding training to ensure staff learning and development is up-to-date. • Continue to support partners in safeguarding children.

Young Lives Wakefield

Name of agency/partnership board: Young Lives Wakefield

1. Our priorities in 2016-17 • Implement the recommendations of the CSE training needs analysis, including the delivery of Advanced Practitioner training. • Further strengthen our evaluation of single and multi-agency training to ensure a greater focus on impact on practice. • Ensure our training programme continues to meet the strategic priorities of the WDSCB. • Host a further Safeguarding Week in October 2016.

93 Wakefield Youth Offending Team

Name of agency/partnership board: Wakefield Youth Offending Team

1. Our priorities in 2016-17 In addition to continuing to work towards our key priorities outlined in the Youth Justice Plan 2014 – 2017, the YOT priorities in regards to safeguarding were as follows: Improved performance against our three core measures: Reducing first time entrants to the criminal justice system Reducing reoffending Reducing the use of custody Achieving the Restorative Justice Quality Mark to further recognise the excellent work being undertaken with both victims and young people who offend. Working in partnership with Children’s Social Care to improve PACE bed and remand foster care arrangements. The YOT is working with colleagues in Children’s Social Care to provide a consistent and appropriate response for young people in need of emergency accommodation. Further development of our User Engagement Strategy to ensure the voice of the child is explicit across all our work. Continuing the use of tailored interventions including further development of the Building Bridges programme for families and the Do it Different programme for young people displaying teen to parent/carer abuse. Establishing a multi-agency response to Harmful Sexual Behaviour (HSB) with partner agencies by implementing a proposed pathway for managing all incidents of HSB. Continuing to prioritise the development of the workforce through shared learning opportunities with partner agencies and utilising experience and talent from across the district. 2. What we have achieved in 2016 -17 Performance against our core measures: To reduce the number of First Time Entrants (FTE) to the criminal justice system. Although the first time entrant rate rose during the 12 month period, much work has been undertaken with the YOT alongside other agencies to understand the reasons for the increase and to put activities in place to tackle the issues where possible. The annual FTE rate is currently 447 up 12% on 12 months ago but continues on its downward trajectory, now 10% less than the peak 6 months ago. To reduce re-offending by young people. The current rate at 38.8% is 0.5 percentage points higher than the figure 12 months ago. This is below the 40% threshold which was exceeded in one quarter reporting period during the previous year. The current rate remains in line with both the national average (37.7%) and the West Yorkshire figure (38.4%). To reduce the number of young people entering custody. Custody rates for the 12 month period is 0.24 per 1,000 young people equivalent to 7 young people who received custodial sentences throughout the period. This compares with a rate of 0.58 a year ago and is an on-going improvement sand a reflection of innovative approach around specialist group work and the positive relationship between YOT and magistrates. Achieving the Restorative Justice Quality Mark. The YOT was awarded the Restorative Justice Quality Mark in July 2016, in recognition of the implementation and consistency of RJ work across Wakefield. The RJ team continue to explore further opportunities to embed RJ particularly in schools and care providers with the aim of reducing the number of young people in the youth justice system.

www.wakefield.gov.uk NHS England All Age Liaison and Diversion expansion into Leeds. The Liaison and Diversion team has been operational in Leeds Elland Road Police Station since the 4th April 2017. The service operates between 8am - 8pm seven days a week. In the first ten weeks the team has screened over 450 people, identifying vulnerabilities, completing assessments and supporting people into mainstream and specialist services. Working in partnership with Children’s Social Care to improve Remand Foster Care and PACE bed arrangements. Recruiting Remand Foster Carers continues to be a challenge and we do not currently have any local provision. However we continue to work in partnership with Children’s Social Care in exploring alternative recruitment options. We now have in partnership with Leeds and Bradford two dedicated PACE bed carers available for children and young people in Wakefield.. Further development of our User Engagement Strategy. The YOT has utilised an online survey programme, Viewpoint, which was commissioned by the Youth Justice Board. This enabled the service to gain valuable feedback from young people about their experiences and has helped to shape future interventions. Continuing the use of tailored interventions. The Branching Out programme successfully engaged nearly 30 children and young people at risk of crime and/or exclusion from education. All participants either reengaged in education or started new opportunities. In addition, a number of young people progressed into sustainable opportunities through the Duke of Edinburgh Award. The programme has also been recognised by the Youth Justice Board as a model of good practice which will be added to the YJB Effective Practice library. Further cohorts are planned for the summer of 2017. The ‘Man Up’ programme, delivered in partnership with Safe Ground, is designed to support men and young men to explore the ways in which the concept of masculinity contributes to shaping individual identity. Using active learning techniques, Man Up challenges some of the attitudes and poor outcomes experienced by men as a result of wanting or needing to fulfil stereotypes and expectations. The YOT has delivered three cohorts so far and is working with several academies and specialist schools to deliver to a wide range of young men. Establishing a multi-agency response to Harmful Sexual Behaviour (HSB). The YOT have worked with colleagues from the police, Focus Forensic CAMHS, health and children’s social care to create a multi-agency panel for the discussion of children and young people who display HSB. The panel allows social workers the opportunity to gain valuable advice and guidance to support them in safeguarding young people and reducing the risk of further HSB. The effectiveness of the panel will be reviewed in July 2017 with a view to formalising the procedures through the LSCB and Tri-ex in October 2017. Additional achievements Howard League Award for Wakefield All Age Liaison and Diversion scheme. This award was achieved in recognition of the success in diverting vulnerable adults and young people who come into contact with the criminal justice system at the earliest opportunity. The service aims to improve access to healthcare, reduce health inequalities and diverts people out of the youth and adult criminal justice systems into health, social care or other agencies that can offer appropriate support. Vulnerabilities identified by the team include substance misuse, mental health, learning disability, domestic abuse, conflict at home and education needs. Implementation of the new YOT Emotional Wellbeing Pathway. The YOT Emotional Wellbeing Pathway consists of a team of practitioners experienced in working with young people who present with emotional wellbeing needs. The team complete a brief assessment to determine appropriate interventions or referrals into specialist services i.e. CAMHS and Insight. In addition, we now have a practitioner who is accredited to deliver Cognitive Behavioural Therapy (CBT) to relevant young people who meet a clinical threshold for interventions around depression, anxiety or specific phobias. Relaunch of the CSE and Vulnerable Young People’s Practitioner Forum. Since 2011 the CSE forum has supported colleagues across the district in increasing their knowledge and understanding of Child Sexual Exploitation and how we can work collaboratively to tackle the issue and better protect children, young people and families. The forum has broadened to include learning around a number of topics related to CSE; for example, children who go missing; working with young people with learning difficulties and/or disabilities. Membership of the forum extends to vast range of partner agencies including schools,

95 private care providers, health services and organisations in the voluntary sector. The forum is part of the LSCB delivery structure and currently reports to the CSE and Missing Subcommittee. Contributing to the delivery of safeguarding training. The YOT has delivered basic safeguarding training to over 100 staff and volunteers in the Early Help Hubs and Youth Work Teams. The training has been accredited by the LSCB and has helped services meet their mandatory training requirements. The YOT has also worked in partnership with the LSCB Multi-Agency Training Coordinator, to design and deliver two safeguarding training courses; ‘Compromised Parenting’ and ‘safeguarding the Older Child’. Both will be available during Wakefield Safeguarding Week in October.

3. What we plan to do next In addition to continuing to work towards our key priorities outlined in the Youth Justice Plan 2017 – 2020, the YOT aims to further improve its services by: Continuing to develop the All Age Liaison and Diversion Service in Leeds. The L&D team has committed to screen every young person going through custody. The team has already referred many young people to Social Care, the Police Safeguarding Unit and Leeds Youth Offending Service. In the coming weeks the L&D Team will be offering a service to those young people who do not meet the threshold for criminal justice interventions, in this way it is hoped that through early assessment and referral, health and social needs can be identified and further involvement in the criminal justice system can be avoided. Support the development of the West Yorkshire Appropriate Adult service. A proposal supported by the Police and Crime Commissioner to deliver a single Appropriate Adult Service across West Yorkshire is currently being developed. It is hoped that the move to one county wide service will help to improve the consistency of services to children, young people and vulnerable adults who are subject to police custody. The Wakefield YOT Service Manager, is chairing a project that is developing and agreeing a service specification and funding arrangements across the five local authorities. Further implementation of the Signs of Safety model. The YOT is currently expanding its use of Signs of Safety across a number of its services delivered by volunteers; for example, with Referral Order Panels and Victim Awareness sessions. We are also working closely with the Signs of Safety Lead, to improve the consistency of all our practice and ensure we are better aligned to the Signs of Safety model. Continue to develop the YOT user engagement strategy. A revised user engagement strategy is currently being developed and will be led by a YOT Team Manager. This will ensure the voice of children, young people and their families is explicit throughout all our work and influences the design and delivery of all our services. Delivery of specialist group work provision to vulnerable young people. The YOT and Youth Work Team are leading on the delivery of the ‘Do it Different’ programme which aims to address teen to parent violence. Experience of abusive relationships is often evident in the lives of young people in the criminal justice system and we are excited to be involved in the delivery of this programme. The YOT is also delivering three cohorts of the successful Branching Out programme in July/August 2017 and will be developing the ‘girls group’ for girls and young women. Review the effectiveness of the Harmful Sexual Behaviour panel. The YOT and partner agencies involved in the Harmful Sexual Behaviour panel will be reviewing its effectiveness with a view to improving the response to children and young people who display HSB. It is hoped that this review will lead to the formal recognition of the panel within the strategic and operational structure of children’s social care. Strengthen partnership arrangements with Children’s Social Care and Early Help teams. The YOT will be working closely with colleagues in the wider Children and Young People’s Directorate to agree partnership arrangements for the safeguarding of children and young people following the planned structural reorganisation of services with in Children’s Social Care and the Early Help teams.

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