Agenda item

OFSTED VISIT UPDATE

A representative from Children’s Services will report at the meeting.

Minutes:

The Interim Executive Director of Children’s Services presented a report setting out the findings of a recent focussed visit to Children’s Services. The visit had taken place on 25 and 26 July 2018. 

 

The Inspectors had reviewed the local authority’s arrangements for contacts and referrals in the multi-agency safeguarding hub (MASH) for children who need help, including safeguarding. Inspectors also considered thresholds for early help and statutory services for children in need, including those in need of safeguarding.

A wide range of evidence was considered, including case discussions with administrators, social workers, managers, representatives from partner agencies, and senior staff responsible for quality assurance and performance management. Performance data and management reports were also reviewed, and children’s case records were sampled.

 

The Interim Executive Director reported on the following positive findings:

 

·         That the MASH is an effective multi-disciplinary service which provides clear pathways for members of the public and professionals to raise concerns about children. Contacts are prioritised and processed in a timely way by skilled and experienced staff. Management oversight is robust and all recommendations for next steps are reviewed prior to authorisation.

 

·         That Contacts and referrals are authorised promptly by managers and there is no backlog. Partner agencies routinely use the agreed referral form. Consent is sought from families, and referrers are informed of the outcome of their referral. This ensures that families’ rights are fully considered, and that referrers know what is happening in response to their referral and what to do if they disagree.

 

·           That information-sharing by those partner agencies in the MASH is a strength. If a child needs specialist services, this triggers swift information-gathering from a range of agencies. Responses are generally prompt, and all gaps are followed up.

 

·           That decision-making and information-sharing is supported by co-location and effective joint working between children’s social care, police, health and education staff. Information from different providers is gathered and analysed by the health specialist, ensuring that the significance of health information is understood.

 

·           Strategy meetings in the MASH are convened swiftly and have improved significantly since the internal audit at the end of 2017. Composition, chairing and minuting have all improved. However, the MASH health and education specialists are unable to participate in all meetings, although background information from their service area is gathered and shared. Strategy meetings held in other teams are well attended and minuted, and the rationale for decisions made is set out.

 

·           Children who may have complex safeguarding needs, such as children who go missing from home or care and those who may be vulnerable to sexual exploitation, benefit from prompt consideration by staff in the specialist complex safeguarding team. Contacts are swiftly routed from the MASH to the appropriate service.

 

·           Children who require social work assessments are allocated promptly to staff in the initial response teams. The social workers know their children well and can articulate the strengths and difficulties in families, which means that the right support can be put in place.

 

During discussion of this item, the Interim Executive Director acknowledged the areas for concern which had been highlighted, including the need for more work to done in respect of the “voice of the child”. With regard to the issue of Early Help through the Oasis team it was reported that issues and improvements were being addressed through the transformation process and auditing. On the wider issue of auditing, the Interim Executive Director explained how robust auditing had now been implemented through internal departmental audits which include effective follow up to create a cycle of improvement. 

 

In response to a question concerning administrative duties, the Interim Executive Director acknowledged there was a lack of support in this area, but highlighted that often Social Workers did want to perform their own writing up of case conferences in order to provide the correct context in relation to the meetings and the issues discussed.

 

The Chair, Councillor Susan Southworth, highlighted the issue of the      weight given to the view of parents. The Interim Executive Director explained that at the early help phase there was a balance to be struck between trusting the family and intervening. It was reported that the issue had been addressed and systems were in place to challenge and look at where families sit in the system and that the system supported professional judgements.

 

It was agreed:

 

That the update be noted.

 

 

Supporting documents: