getting to good implementation plan december 2015

Action

Action

Responsibility for establishing a secure continuous service improvement system for children, young people and families rests with the Children

and Young People’s Partnership (CYPP), the Rochdale Safeguarding Children’s Board (RBSCB) and the Corporate Parenting Board (CPB0. The CYPP

chaired by the DCS secures the cooperation of partners to strategically plan and align service commissioning to improve children’s outcomes. The

RBSCB, independently chaired, provides a forum to hold partners to account and test effectiveness of multi-agency working to safeguard children.

The CPB, chaired by the Lead Member for Children’s Services is a multi-agency approach to ensure the Local Authority and its partners exceed

their requirements as Corporate Parents.

The “Getting To Good” Board will oversee the improvement work in response to the outcomes of the Ofsted inspections in October 2014 which

judged Rochdale 'requires improvement', alongside the findings and recommendations of the Care Quality Commission Inspection of the Health

economy in June 2014 and the Her Majesty’s Inspection of Constabulary findings and recommendation of Greater Manchester Police. Its work will

be complete when children’s services in Rochdale have made sufficient progress and a sustainable system is in place to secure continuous service

improvement which ensures services for children, young people and their families are consistently ‘Good’.

The plan consists of the work which is being monitored as part of the continuous service improvement journey, and will be referred to as the

Getting to Good Improvement Plan. This plan is mapped against the themes identified in the three inspections referenced above, with status

shown against the actions which indicate whether sufficient progress is being made, i.e. the right amount of progress in the right direction at the

right pace. Each section will be judged on a bi monthly basis using the key below to show how progress is measured. This way the Board will be

able to monitor improvement via the Getting to Good Improvement Plan.

This document should be read in conjunction with the Children's Social Care Monthly Performance Report, Early Help, CYPP, RBSCB

Performance Scorecard and CPB Scorecards.

Action Completed and Signed off

GETTING TO GOOD IMPLEMENTATION PLAN

DECEMBER 2015

RAG STATUS

Action underway and on target for

Getting to Good Board Chair: Lesley Mort

Health & Well-Being Board Priority 6&7 Councillor Janet

Emsley

Practitioner Board Jason Smith

Corporate Parenting Board Priority 4, 5, 7 &

8 Councillor Donna

Martin

Cared for Children’s Virtual Team

Priority 4, 5, 7 & 8

Childrn & Young People’s Partnership

Priority 2, 7 & 8 DCS Gail Hopper

Integrated Children’s Workforce Priority 9

Rochdale Borough Safeguarding Children’s

Board Prioriy 1, 3, 6, 7 & 8 Independent Chair: Jane

Booth

Excellence in Practice

Quality Assurance & Performance Improvement

Training

Community Safety Partnership Priority 2 & 6 Chair: Steve Rumbelow/

Chris Sykes

Domestic Abuse Working Group

Priority 2 & 6

Early Help Steering Group

Priority 2

Priotiry: Owner RBSCB

When Who Progress

31/03/2015 Hazel Chamberlain Complete

When Who Progress

30/11/2014 Jason Smith Complete

When Who Progress

01/05/2015 Det. Chief Supt Jardine CompleteD/Supt Rawlinson Complete

1. INFORMATION SHARING - Completed as at December 2015

Standards of safe and well interviews reviewed January 2015.

Further briefing sessions on MFH’s for frontline officers to commence May 2015.

All MFH’s flagged as potentially at risk of CSE now treated as high risk. Jan 2015. Bespoke trigger plans now in place for all MFH children at risk of CSE.

MFH Multi-agency Task and Finish group established February 2015. 3 month delivery plan to review response to MFH’s across all agencies. Objectives: to improve information recording and sharing,

improve standard of safe and well and return interviews, and to ensure that safeguarding measures are put in place for all missing children.

Trial in Manchester of 2 x MFH SPOC’s attached to CSE team to drive information sharing, identification of MFH’s not flagged at risk of CSE who may benefit from early help. of Task and Finish group.

Issues highlighted around lack of response from safeguarding leads.

- Review GMP response to reports of Missing Children, ensure that safe and well interviews are conducted and action put in place to address risks to

the child.

Review standards of safe and well interviews and training to be provided to frontline staff.

Review current arrangements that are in place for LAC children.

Identify ways to reduce repeat MFH’S (2/3 of MFH reports are repeats).

Vulnerability Team in Manchester to target the CSE Hot spot areas where Missing children congregate and to tackle the supply of alcohol, drugs and

legal highs.

Phoenix Task and Finish group to drive improvement in the response to missing children. To ensure that safe and well interviews and return

interviews are conducted, to a good standard and that intelligence is shared between agencies.

Medium

Ensuring GP’s are aware of their role and responsibilities in supporting cared for children and vulnerable children – program in place

Key actions to address the recommendation


Training completed for 91% of GPs at Level 3. Revised Policy & Procedures Toolkit in place for GP’s. Level 3 Training incorporates - Domestic Abuse, Cared for Children and CSE.

Progress on Outcome


Progress on Outcome

CAMHS – embedding team around the child care planning processes for Cared for Children.

Multi agency training sessions have started in October via Virtual Cared for Children Team. Further training sessions have taken place

Way forward re information governance issues identified. Capacity to support set and maintenance needs resolving. Multi agency training sessions have started in October via Virtual Cared for Children

Team. Further training sessions have taken place

Update as of 06/07/15 - This has been adopted and implemented as mandated practice via the Virtual Cared for Children Team. Protocol is in place, training led by the Cared for Children Practice

Manager and IRO Manager continues to be rolled out with good attendance noted at launch in early 2015. Excellent early engagement with 65% compliance in Spring 2015, this has dropped to around

50% currently as a result of new workforce in children’s social care. This is being monitored via the Virtual Team and the Corporate Parenting Board.

Update 23/11/2015 - New Consultant Psychologist now in post and will be taking a lead on the Virtual Care for Childrens Team from a CAMHS perspective. multi agency care planning process is in place

and all agencies are committed to this model. Consultations for Cared For children prioritise focus on the team around the Child.

Progress on Outcome

Care Quality Commissioning (CQC) GMP – HMIC Child Protection Plan GMP – HMIC Domestic Abuse Re-Visit RBSCB Ofsted Action Plan Rochdale Improvement Board Plan Rochdale Ofsted Action Plan

1. Information Sharing

When Who Progress

01/05/2015 CP Action Team Complete

D/Supt Rawlinson Complete

When Who Progress

01/05/2015 S/Supt Chadwick Complete

D/Supt Rawlinson

Progress on Outcome

Standards of safe and well interviews reviewed January 2015.

Further briefing sessions on MFH’s for frontline officers to commence May 2015.

All MFH’s flagged as potentially at risk of CSE now treated as high risk. Jan 2015. Bespoke trigger plans now in place for all MFH children at risk of CSE.

MFH Multi-agency Task and Finish group established February 2015. 3 month delivery plan to review response to MFH’s across all agencies. Objectives: to improve information recording and sharing,

improve standard of safe and well and return interviews, and to ensure that safeguarding measures are put in place for all missing children.

Trial in Manchester of 2 x MFH SPOC’s attached to CSE team to drive information sharing, identification of MFH’s not flagged at risk of CSE who may benefit from early help. of Task and Finish group.

Issues highlighted around lack of response from safeguarding leads.

Meeting held with Ian Rushton Jan 2015

Review of joint CPS/ GMP Action Plan Jan 2015, plan to be updated.

NFA CSE cases from 2014 to be subject of a joint review. All future NFA cases to be subject of joint review. Learning from which to be disseminated.

CPS Rasso Unit has increased in size, 2 level D solicitors, 13 dedicated solicitors.

CPS to feedback all issues of learning for staff through PPD Management to ensure measures can be put in place to raise standards of file submissions, ABE interviews and suspect interviews etc

Delays in CPS decisions to be referred to steering group / direct to Ian Rushton.

CPS Steering group meeting to take place monthly.

CPS to supply monthly data on cases that have been issued action plans by CPS, where no response has been received.

Recommendations from HMIC ABE Inspection to be merged into this plan. DI Fagan is working with crime training and Tier 5 advisors regarding further training and framework for audit.

CPS to produce monthly data on backlog of cases awaiting charging decisions

Information on Registered Sex Offenders, particularly those who are high risk to be routinely available to local neighbourhood officers

Information on Registered Sex Offenders is readily available to local neighbourhood staff through the OPUS information system. Further training and

guidance to be given to frontline task to increase awareness of the availability of OPUS neighbourhood search information relating to registered sex

offenders in the area.

SOMU Officers to attend divisional Vulnerability meetings to inform divisional staff of the highest risk cases in that area, and the intelligence picture.

Officers can/will be specifically tasked with regard to intelligence gathering and other activity.

Review the criminal justice processes in place between Police and CPS to look at ways in which to best reduce delays in the prosecution process.

Meeting to be held with Chief Crown Prosecutor and Deputy to discuss HMIC findings and feedback.

3 months CPS and GMP action plan agreed to focus on improving DA, CP and CSE cases.

Daily review of juveniles remanded in custody to ascertain why local authority accommodation was not requested, or if why it was not provided.

Bi-monthly rape meeting to review progress with CPS will now include CP and CSE. Delays in charging decisions and other CPS issues can be

addressed directly with CPS management.

Training to be provided re file submission to specialist officers by custody branch. This will enable staff to submit their own files and assist to reduce

delays

PPIU supervisors to review standards of file submission and timeliness.



When Who Progress

30/06/2015 DCI Nicky Porter Complete

• 22 Divisional IOM staff seconded to work with SOMU to manage RSO,s on Division. IOM staff being given MOSVO training (ARMS and ViSOR). This will ultimately allow them to manage selected RSO

on divisions.

• All high risk offenders are discussed at monthly PPD TCG. All divisional leads are sent vulnerability TCG document to discuss with local teams at divisional vulnerability meetings.

• SOMU staff attend vulnerability meetings on divisions to verbally update regarding RSO’s of most concern.

• Contingency plans developed by SOMU for high risk/critical cases. Bespoke briefings created and delivered to divisions around management. Local staff are tasked to gather community intelligence

and support the policing of SHPO condition.

• All SO flagged on GMPICs to enable INPT to see at a glance SO on their area via their OPUS home page under heading of "My Registered Sex Offenders"

• All New SHPO orders sent to divisional hubs for inclusion on divisional briefing site.

• Through the governance arrangements of the PPD TCG and Talon meetings, awareness raised of RSO’s. Divisional leads encouraged to use TCG data as an effective management tool and have been

tasked to report back to TCG on how they are cascading the information to their local teams in respect of RSO's.

• Divisional DCI leads across the organisation have been asked to reality check across their teams knowledge around High risk RSO's on their divisions. This remains an area of focus to ensure

consistency.

Progress on Outcome

The force should introduce a process to ensure that any lessons learned from domestic abuse homicide reviews and services case reviews are

systematically communicated to others and staff and that there is an effective governance framework in place to ensure that identified

improvements in having processes and practices are planned, implemented and monitored.

Event held across GMP May 2015 to share lessons from homicide reviews with key strategic & potential leads Recommendation 51

The force conducts Domestic Violence/Homicide reviews and there is a clear process to influence organisation learning.

Recommendation 3 – Reinspection

The force should introduce a process to ensure that any lessons from domestic reviews and serious case reviews are systematically communicated to Officers and Staff

“Needs to be an effective governance framework in place to ensure that identified improvements in training, processes are planned, implemented and monitored.”

• GMP met with Lancashire SCR/DHR team to discuss means of dissemination.

• SCR/DHR recommendations to be discussed and presented at Continuous professional development days.

• Review of tools to cascade information ongoing to include development of internal press campaign, Include learning as part of Bronze training plan, Link to DA intranet page.

• DA policy includes roles and responsibilities regarding SCR/DHR (Appendix 5)

• Force review Officer commissioned to provide oversight for repeated learning outcomes.

• “Needs to be an effective governance framework in place to ensure that identified improvements in training, processes are planned, implemented and monitored.”

• DHR outcomes included in PPIU CPD days.

• EBS disseminated to divisional hubs with latest DHR update.

• Outcome of recent DHR regarding external marac referrals disseminated to PPIU staff,

UPDATE 08/05/15.

• Internal comms plans regarding short/medium/long term support.

• Monthly recommendations meeting held to discuss learning and themes from recent DHR/SCR reviews.

• SCR/DHR learning embedded within PPIU specialist training, Pegasus rollout training, supervisor training and vulnerability 2 day course.

Learning from a number of cases, specifically – R&RS, RA, TJ, AA, FY.

• Link in with OPCC to discuss what plans they have for DHR/SCR dissemination.

• External corporate comms policy developed including GMP app and gamification app


Progress on Outcomes


When Who Progress

30/1212015 RBSCB Complete

New governance structure with clear SCR and DHR leads at SLT level in place to oversee monitor and disseminate SCR and early learning.

Tracking spread sheet developed to oversee and monitor learning outcomes, not only from formal SCR and DHR recommendations, but also from identified opportunities for early learning for incidents

which do not met criteria for SCR/DHR review.

Monthly audit process introduced to ensure effective implementation of SCR/DHR outcomes. Approximately 300 incidents per month will be scrutinized to ensure compatibility with SCR/DHR themes

Identified SLT leads to ensure new learning/recommendations incorporated into future policy change

Intranet site in the process of being redeveloped to provide more effective sharing/learning portal. Anticipated completion date January 2106

Ensure that managers and practitioners have a good understanding of how to access safeguarding policies and procedures and an up-to-date

knowledge of their content

Short term

• Posters to be generated and internally displayed regarding DHR/SCR themes regarding ‘separation’ and ‘elderly victims’.

• Regular DHR/SCR blog containing key messages and themes via dedicated intranet page.

• Learning disseminated via divisional orders.

• SCR/DHR intranet page created.

• SCR/DHR Leadership to meet with internal corporate comms to review learning points from last 12 months cases.

• DCI Owen to attend DA Co-ordinators meeting regarding the progress of the communications sub group for a GM approach and campaign.

• Sub group meeting 04/06/15 attended by DS Cooke from DHR team. Discussions regarding recent learning points included to formulate GM wide external campaign themes inc elderly abuse, voice of

the child and third party reporting. – next meeting august 2015.

• External corporate comms policy developed including GMP app and gamification app.

Medium term

• Story board video to be developed and disseminated regarding ‘meet the team’, discussion with external agencies and corporations regarding internal domestic abuse policy,

Long term.

• Comms to have integral role within reviews by attending monthly recommendations meeting.

• Utilise the support of external agencies to focus on emerging themes inc Age UK and victim support.

• Corporate comms to link in with business forum to discuss means of external campaign.

• Internal/external webchats.

Event held across GMP May 2015 to share lessons from homicide reviews with key strategic & potential leads Recommendation 51

The force conducts Domestic Violence/Homicide reviews and there is a clear process to influence organisation learning.

Recommendation 3 – Reinspection

The force should introduce a process to ensure that any lessons from domestic reviews and serious case reviews are systematically communicated to Officers and Staff

“Needs to be an effective governance framework in place to ensure that identified improvements in training, processes are planned, implemented and monitored.”

• GMP met with Lancashire SCR/DHR team to discuss means of dissemination.

• SCR/DHR recommendations to be discussed and presented at Continuous professional development days.

• Review of tools to cascade information ongoing to include development of internal press campaign, Include learning as part of Bronze training plan, Link to DA intranet page.

• DA policy includes roles and responsibilities regarding SCR/DHR (Appendix 5)

• Force review Officer commissioned to provide oversight for repeated learning outcomes.

• “Needs to be an effective governance framework in place to ensure that identified improvements in training, processes are planned, implemented and monitored.”

• DHR outcomes included in PPIU CPD days.

• EBS disseminated to divisional hubs with latest DHR update.

• Outcome of recent DHR regarding external marac referrals disseminated to PPIU staff,

UPDATE 08/05/15.

• Internal comms plans regarding short/medium/long term support.

• Monthly recommendations meeting held to discuss learning and themes from recent DHR/SCR reviews.

• SCR/DHR learning embedded within PPIU specialist training, Pegasus rollout training, supervisor training and vulnerability 2 day course.

Learning from a number of cases, specifically – R&RS, RA, TJ, AA, FY.

• Link in with OPCC to discuss what plans they have for DHR/SCR dissemination.

• External corporate comms policy developed including GMP app and gamification app



Awareness raising exercises have taken place and monitoring of the RBSCB website evidences that there is more regristrations following these sessions so the Board is now starting to evidence its impact

in this area

Registration and access to the RBSCB website is monitored on a monthly basis and there has been a month by month increase in registrations and access to procedures. The board officers can

determine what pages of the website are accessed in order to determine access to procedures can also see what pages people are looking at and monitor the use of procedures. these findings are

available to the quality assurance sub group. In all RBSCB training courses procedures are referenced. The board training officers also complete surveys with course attendees to check access to

procedures and so montior use across the partnership. The board issues a series of posters to look at learning procedures in relation to Board priorities.

Promoted through RBSCB Journal - this is published quarterly. These processes are now embedded and allow the board to both promote and monitor access to key procedures.

Progress on Outcome

Audit of Records in GP surgeries will be presented to RBSCB

Evidence of Improvement


Priotiry:Owner RBSCB

When Who Progress

31/10/2014 Karen Kenton In Process

Medium

1. INFORMATION SHARING - in process as at September 2015

Update as of 17/09/15 - From health provider to health provider there are clear arrangements in place for notification and updating of cared for children who move in and out of area. CCG currently

recuiting to designated LAC role who will be responsible for fulfilling responsible commissioner duties. Discusssion ongoing re information governance Update 23/11/2015 - New Consultant Psychologist

now in post and will be taking a lead on the Virtual Care for Childrens Team from a CAMHS perspective. multi agency care planning process is in place and all agencies are committed to this model.

Consultations for Cared For children prioritise focus on the team around the Child. Update 23/11/15 - Chief Financial Officers to meet in early December and finalise whether charging arrangments will

be enforced across Greater Manchester. National charging process underway with CCG developing joint mechanisms with the PCFT.

Progress on Outcome


Implement responsible commissioner Cared for Children notification system.



Priotiry: Owner

When Who Progress

01/04/2015 GH/SD/PW Complete

When Who Progress

01/04/2015 PM/HD Complete

When Who Progress

01/04/2015 PM/SBr/SBo/PW Complete - Improve the quality of planning for children, prioritizing key risks. Ensure that intended outcomes and timescales are clear, and that parents, carers and

children understand what needs to change to improve children’s well-being and safety.

Review and re-issue practice guidance regarding care planning and its link with assessment.

Refresh programme of practice forums to embed SMART care planning into practice with an outcome focus and prioritising key risks.


- Further Improve the timeliness of care proceedings to reduce delay and uncertainty of children and young people

Review PLO Practice Guidance, compliance and monitoring arrangements.

Compliance with PLO to be monitored via legal services and CSC interface meetings.

Analysis of cases that exceed 26 weeks to get better understanding of reasons for delay and address any issues that LA can avoid / change

- Ensure that children witnessing domestic abuse have access to appropriate services

Meeting has taken place between DCS and DAS to consider how a single lead for more integrated commissioning of all services in response to domestic

abuse. Public Health to be the lead commissioner to bring together all commissioning plans and ensure a whole family approach

Progress on Outcome

The Domestic Abuse Strategy and Action plan have been refreshed, children feature more prominently. In terms of service delivery play therapy has been commissioned for domestic abuse 'hot spot'

primary schools and the women's refuge, roll out commenced May 2015. Counselling commissioned for domestic abuse 'hot spot' secondary schools with the roll out in May. Domestic abuse awareness

raising curriculum packs for primary and secondary schools have been developed. Domestic Abuse Steering Group engaged in discussion.

Alll of these developments contribute to schools ability to respond to DVA incidents as they idetified and more importantly provide 'hot spot' schools with direct therapeutic provision for students

impacted by DVA. Domestic Abuse Steering Group engaged in discussion. Children's Society engaged to provide direct work. Review of communications re Domestic Abuse is taking place. Public Service

Reform Board now engaged in discussion re adoption of Whole Family approach

A significant amount has taken place with schools which has led to the launch of two Education resource kits specific to Domestic Abuse.


2. Early Help & Think Family - Completed as at December 2015

High CYPP & CSP (Domestic Abuse)

The structures/reporting are embedded in terms of monitoring the progress of cases, pre-proceedings and through PLO. We have a good understanding of the complexities and external factors in court

that are impacting on our performance as well as the further areas of practice that we can strengthen. PLO performance for the year to date as at 31/10/15 is reported to be 29 weeks; this is a rise as

predicated in the previous report and due to complexity of cases/issues many with international elemts. We are appropriately linked into the work of the LFJB and continue to monito/oversee through

reports to performance clinics.

Progress on Outcome



2. Early Help & Think Family

When Who Progress

28/02/2015 SBo Complete

When Who Progress

01/04/2016 K Kenton (CCG) Complete

31/03/2016 K Kenton (CCG) Complete

30/09/2014 J Reynolds (PCFT) Complete

30/09/2014 S Smith (PCFT) Complete

When Who Progress

31/12/2014 J Reynolds (PCFT) Complete

When Who Progress

31/03/2015 J Smith (CAHMS) Complete

- Improve the quality of planning for children, prioritizing key risks. Ensure that intended outcomes and timescales are clear, and that parents, carers and

children understand what needs to change to improve children’s well-being and safety.

Review and re-issue practice guidance regarding care planning and its link with assessment.

Refresh programme of practice forums to embed SMART care planning into practice with an outcome focus and prioritising key risks.

Roll-out of e-CAF commenced in December 2013, a delivery plan is in place which is overseen and monitored via the Early Help Steering Group. Since the launch of eCAF we have been supporting our own

teams use of the system to increase the number of CAFs being inputted directly on to the system and to increase their confidence in using the system. This has increased eCAF usage. This includes our

own Children’s Centre staff who are one of the highest CAF initiators.

Given that schools are the next highest group of CAF initiators the second roll out phase was planned for schools from September 2014. All of the hardware and training was in place to begin this roll out

however in September we encountered issues relating to information governance.

When eCAF launched the position was that existing information governance protocols were sufficient. However eCAF now has an enhanced function called single view which means that eCAF users can

also see limited views of ICS and ALIS and each school could also see all other school data via Capita ONE. These new functions were reviewed and Privacy Impact reports completed which resulted in a

new view of eCAF and the judgment that actually we do now need to review the protocols to ensure all new users to sign up to them.

This work on Information Sharing protocols is virtually complete. All schools have now signed the information governance agreement and the eCAF training is being rolled out to 25 pilot schools ahead of

sull roll out.

Progress on Outcome

- PCFT community services to develop an internal business case to embed administrative support for CAF coordination in each locality team.

- Strengthen arrangements for the delivery of accessible and culturally appropriate services including support for children and families from minority

ethnic communities and children with disabilities.

- CAHMS – support delivery of a multi issue MDT based programme aimed at minority ethnic communities

Piloting a system called Co-mentoring to quality assure information sharing.

A PLO case management plan has been adopted to make clear the main issue of concern.

Practice Forums have taken place and continue to be scheduled in which have a focus on SMART planning. In addition, the Principal Social Worker are systematically working with teams to drive

consistency.

Progress on Outcome


Keep engagement in CAF processes across the partnership under constant review.

Roll out eCAF to all partners: report on rolling programme of implementation to each meeting of the Improvement Board.

All agencies provide appropriate leadership and support to front line practitioners in their use of CAF and eCAF as the agreed assessment tool for early

help: include information about how they are doing this in each of their Partner update reports to the Improvement Board.

Undertake a follow up audit of early help with a focus on partner engagement, quality of early help provision and impact.


- Ensure all early help related activity is underpinned by effective sustainable systems for the co-ordination, delivery and reporting of work undertaken by

health professionals with children and families.

Joint commissioning arrangements in place for integrated locality teams.

Localise national health visiting and school nursing specifications. (Locality teams)

Complete a benchmarking exercise to scope CAF activity and reporting systems to agree a shared robust reporting system for coordination and reporting

of work.


S Smith (PCFT) Complete

When Who Progress

01/08/2015 Julie Church Complete

D/Supt Rawlinson

DCI Owen

Update 17.09.15 HV and School Nursing reconfigured into localities. Joint commissioniong arrangements for locality teams is dependent on agreement of models across the wider suystem in the context

of the Boroughs Locality Plan. Localised school nursing specification will be finalised by end of September. Health visitng specification is completed prior to transfer of commissioning responsibilty form

NHSE to the LA 1 October 2015 NHS England and Public Health have been working together to ensure safeguarding responsibilities for HV and SW is incorporated into service specifications.

06/07/15 update - admin support has been reviewed and roles redesigned to part of co-location of HV and School Nursing Teams into locality teams. Business casae no longer required.

Multi-agency steering group has met on 2 occasions. Pilot planned in Falinge Park High School aimed at pupils and parents.

Briefing session for faith leaders to follow in 2015. Steering group to meet again in late November. update as of 06/07/15 - progress has been affected by staff availability at the steering group meetings.

there is a plan however to pull the meeting together again in Sept 15 with a view to launching an emotional health drop in at the school, this is being coordinated by MIND. Proposed sessions with

parents/local faith leader led by CAMHS has been postponed with plan to relaunch with focus on students parents (mothers in particular) Plans in place to re-conviene meeting early January with original

members with particular focus on MIND taking forward the drop in groups for schools. CAMHS in discussion with MIND to carry forward work with Easter European communitees.

Co-mentoring system – progress report due September 2014 - Complte and progressed to implementation and roll out.

Early Help Steering Group continues to meet.

A review of the Early Help Strategy has taken place against the Early Intervention Foundation Maturity Matrix and from this a number of key actions have been identified including the importance of

pathways and evidence based interventions. These actions are being monitored by the Steering Group. The Steering Group receives the CAF update reports and eCAF update monthly

Roll-out of e-CAF commenced in December 2013, a delivery plan is in place which is overseen and monitored via the Early Help Steering Group. Since the launch of eCAF we have been supporting our own

teams use of the system to increase the number of CAFs being inputted directly on to the system and to increase their confidence in using the system. This has increased eCAF usage. This includes our

own Children’s Centre staff who are one of the highest CAF initiators.

Given that schools are the next highest group of CAF initiators the second roll out phase was planned for schools from September 2014. All of the hardware and training was in place to begin this roll out

however in September we encountered issues relating to information governance.

When eCAF launched the position was that existing information governance protocols were sufficient. However eCAF now has an enhanced function called single view which means that eCAF users can

also see limited views of ICS and ALIS and each school could also see all other school data via Capita ONE. These new functions were reviewed and Privacy Impact reports completed which resulted in a

new view of eCAF and the judgment that actually we do now need to review the protocols to ensure all new users to sign up to them.

This work on Information Sharing protocols is virtually complete. It is anticipated that by 30th January roll out will re-commence subject to all schools returning the signed protocols. There are currently

fewer than 6 outstanding.

The Improvement Board partners continue to address the issue of engagement with Early Help. A CAF report is submitted to each Improvement Board with a QA sample, presenting issues recorded in

CAFs, closures and the reasons, demographics and CAFs submitted by agency. Regional Comparator data shows Rochdale as one of the highest in terms of CAF's in place. A Health Partners Improvement

Group has been formed which will focus on improvements in CAF and Early Help delivery which is beginning to impact on initiated CAF's from health partners. An Audit Schedule has been agreed for 2014-

2015. Early Help re-audit is included within that programme.

- Improve recording practice in respect of risks to children in domestic abuse cases and provides, as a minimum information on; any history of abuse,

number of children in the family; and court result updates to other agencies before a MARAC meeting takes place. The force should take steps to

ensure this practice becomes routine.

Review systems currently in place and explore how established secure document sharing systems could be utilised to share more detailed information

with agencies prior to MARAC meetings. Once this system is identified this information is to be shared with agencies.

- Strengthen arrangements for the delivery of accessible and culturally appropriate services including support for children and families from minority

ethnic communities and children with disabilities.

- CAHMS – support delivery of a multi issue MDT based programme aimed at minority ethnic communities

Piloting a system called Co-mentoring to quality assure information sharing.

Progress on Outcome



When Who Progress

30/12/2015 RBSCB Complete

Progress on Outcome

Progress on Outcome

- Improve recording practice in respect of risks to children in domestic abuse cases and provides, as a minimum information on; any history of abuse,

number of children in the family; and court result updates to other agencies before a MARAC meeting takes place. The force should take steps to

ensure this practice becomes routine.

Review systems currently in place and explore how established secure document sharing systems could be utilised to share more detailed information

with agencies prior to MARAC meetings. Once this system is identified this information is to be shared with agencies.

• Clarification sought from HMIC in respect of this recommendation. The Recommendation is to reduce delays in sharing information to allow more timely assessment and response to safeguarding

concerns where MARACs were held monthly.

• To enable more effective and timely information sharing the frequency of all MARAC meetings has increased across all divisions apart from Rochdale.

• Rochdale still hold a monthly meeting, but all information is shared on a daily basis as part of the MASH arrangements.

• Salford and Wigan now hold 3 MARAC meetings per week .

• Manchester, Bolton, Tameside, Stockport, Trafford, Bury and Oldham hold fortnightly meetings with most information being shared on a daily basis where MASH exist.

• DA policy reviewed and amended to ensure that new external referrals are now immediately identified as high risk and flagged to the local PPIU for immediate action.

• MARAC Protocol is undergoing review and will include the provision that cases referred to MARAC three times within a 12 month period will automatically require a strategy meeting to be held.

The RBSCB scorecard references data in relation to the Early Help offer. The Quality Assurance subgroup of the Board reports exceptions and progress. The Board completed the multi-agency audit

on Early Help last year and is now repeated this for 2015/16 business year - findings will be presented to the January 2016 Board. The Board will agree any reccomendations and monitor progress.

The Board training offer has been refreshed in response to the thresholds document refresh and forms part of core training. Traning impact is measured throught he training quality assurnace and

impact analysis, all of which is also available to the RBSCB.


Ensure that all agencies are fully engaged in delivering the early help offer and applying the common assessment framework.



Priotiry:Owner

When Who Progress

31/05/2015 SBo/RBSCB


High CYPP & CSP (Domestic Abuse)

2. Early Help & Think Family - In Process as at December 2015

Following a thorough data cleansing exercise we are confident that the current 977 CAFs are all open and active. June showed the first dip in numbers in comparison to June 2014. Partners are being

encouraged to continue to initiate CAFs. An analysis of CAFs closed in June 2015 shows that 64% of those closed within the TAC process were closed having achieved all of the target outcomes Over 40

primary head teachers have shadowed the operation of MASS. Secondary headteachers are commencing shadowing in July with a full rota from September. This has resulted in a greater level of

understanding of thresholds and joint working. An analysis of the MASS contacts from Middleton which were referred from MASS to early help was undertaken by Middleton Locality Team. The figures

demonstarted the vast majority were from police regarding domestic abuse. Further meetings to look at alternative pathways with the police are underway. First quarter Performance data for Supporting

Families Continuum shows 202 referrals were received of which 148 were allocated to the Supporting Families Team. The remainder were refered to other partners or back to the referrer. The total

number of referrals received july 2014 - June 2015 was 776. A key outcome of cases allocated to supporting families is to put intensive support in place in order to prevent escalation for as many cases as

possible. Supporting Family cases follow a detailed closure process to demonstrate outcomes achieved underpinned by the Troubled Families payment by results audit process which demonstrates

outcomes being achieved in over 90% of cases.

Progress on Outcome

Continues to

be a priority

for

RBSCB/CYPP

Dec 15 Update: At the end of October 2015 there were 847 CAFs active and open which represents a slight decrease in the numbers reported previously. The fact that CAF numbers have plateaued has

been recognised some months ago and reported via the appropriate forums including CYPP and RBSCB. Considerations of this issue and the low numbers of CAFs or other Early Help plans accompanying

MASS referrals has prompted a letter from the DCS to partners. At the end of October 2015 there had also been 443 new CAFs initiated in the year; unless numbers change significantly this will probably

result in similar ‘CAF initiated’ figures to last year and not an increase. The main reason for this is that whilst this time last year there was an increase in new partners, particularly in Health, initiating more

CAFs, this hasn’t been sustained and by and large the same partners are still initiating the bulk of new CAFs submitted.

The number of MASS cases resulting in a request for Early Help have increased significantly in the last year and currently around 70%, 100+ cases per week in the MASS are now coming to Early Help.

The requests for Family Support via the Supporting Families Continuum totalled 847 in its first year of delivery ( July 2014 – July 2015) and allocations were made to workers within the continuum as well

as a range of other early help agencies. Representatives from EH&S and CSC (including Rugby Road) sit as part of the panel. From April 2015 to the present the number of support requests has been 496

which would suggest the level of demand will be similar in year 2 to year 1. Progress measures and case closure processes are continually being improved to demonstrate impact as well as to contribute

to Stronger Families progress measures and where appropriate payment-by-results claims.

Early help remains a key strategic priority, which is reflected in the Partnerships Getting to Good plan. The RBSCB are ensuring robust challenge. Following a thorough data cleansing exercise we are

confident that the current 977 CAFs are all open and active. June showed the first dip in numbers in comparison to June 2014. Partners are being encouraged to continue to initiate CAFs. Over 40 primary

head teachers have shadowed the operation of MASS. Secondary head teachers are commencing MASS shadowing in July with a full rota from September. This has resulted in a greater level of

understanding of thresholds and joint working. An analysis of the MASS contacts from Middleton which were referred from MASS to early help was undertaken by Middleton Locality Team. The figures

demonstrated the vast majority were from police regarding domestic abuse. Further meetings to look at alternative pathways are underway. First quarter Performance data for Supporting Families

Continuum shows 202 referrals were received of which 148 were allocated to the Supporting Families Team. The remainder were referred to other partners or back to the referrer. The total number of

referrals received July 2014 - June 2015 was 776.

-Ensure, with partners, that early help is coordinated and targeted effectively so that children receive help when their needs are first identified



When Who Progress

Children, young people and their families are offered help when concerns are first identified, their needs are met and improved, with the need for targeted services

lessened or avoided

A comprehensive early help offer which is improving outcomes for children their families and local communities

Universal workforce better able to provide holistic, early interventions and prevent escalation to crisis or long-term mental ill health

Parents feel better equipped to support good emotional health in children and young people

Evidence of improvement


Progress on Outcome

The Improvement Board partners have consistenly addressed the issue of engagement with Early Help.Regional Comparitor data shows Rochdale in a positive light in terms of CAF's in place. A Health

Partners Improvementment Group is in place focus on improvements in CAF and Early Help delivery which is impacting on initiated CAF's from health partners. PAHT report to the Improvement

Board for March 2015 gives case examples of midwifery engagement in Early Help.

Monthly

31/12/2014

6 weekly

S Bowness

S Bowness

Agency Leads

Continues to

be a priority

for

RBSCB/CYPP

- Children and Young People receive a timely intervention that identifies their needs; which are met by the right agency at the right time to prevent

the unnecessary escalation of need.

Dec 15 Update: At the end of October 2015 there were 847 CAFs active and open which represents a slight decrease in the numbers reported previously. The fact that CAF numbers have plateaued has

been recognised some months ago and reported via the appropriate forums including CYPP and RBSCB. Considerations of this issue and the low numbers of CAFs or other Early Help plans accompanying

MASS referrals has prompted a letter from the DCS to partners. At the end of October 2015 there had also been 443 new CAFs initiated in the year; unless numbers change significantly this will probably

result in similar ‘CAF initiated’ figures to last year and not an increase. The main reason for this is that whilst this time last year there was an increase in new partners, particularly in Health, initiating more

CAFs, this hasn’t been sustained and by and large the same partners are still initiating the bulk of new CAFs submitted.

The number of MASS cases resulting in a request for Early Help have increased significantly in the last year and currently around 70%, 100+ cases per week in the MASS are now coming to Early Help.

The requests for Family Support via the Supporting Families Continuum totalled 847 in its first year of delivery ( July 2014 – July 2015) and allocations were made to workers within the continuum as well

as a range of other early help agencies. Representatives from EH&S and CSC (including Rugby Road) sit as part of the panel. From April 2015 to the present the number of support requests has been 496

which would suggest the level of demand will be similar in year 2 to year 1. Progress measures and case closure processes are continually being improved to demonstrate impact as well as to contribute

to Stronger Families progress measures and where appropriate payment-by-results claims.


Priotiry: Owner

When Who Progress

31/03/2015Hazel Chamberlain

Rob Rifkin – CCG CompleteGrace Wall – NHS

England

When Who Progress

01/06/2015 Supt Hankinson Complete

D/Supt Rawlinson


3. Thresholds & Partnership Working - Completed as at December 2015

- Ensure all GP’s are clear about their roles and accountabilities for safeguarding and looked after children and properly informed about and

engaged in work with partner agencies, and have clear audit systems to evidence improvements in child health outcomes.

Joint plans in place for GP safeguarding training, audit of safeguarding practice and support for GPs to undertake safeguarding role to be agreed and

implemented

High RBSCB

GMP and Children’s Social Care to review management of detention of children

Specific guidance has been given to custody staff in relation to accurate recording of information relating to;

• Arrival risk assessments

• Reviews

• Visits,

• efforts to obtain appropriate adults,

• Identification of persons responsible for a juveniles welfare

• Which Sgt is responsible for a juveniles welfare

• All interaction with local authorities to accommodate a juvenile following remand.

Custody branch conduct regular reviews of the management and detention of children in terms of the above issues.

Change of shift pattern of custody Inspector to ensure more Inspectors are available at peak times to conduct face to face reviews. Response

Inspector to attend when custody Inspector is unable to.

Where juveniles cannot be spoken to then the reasons why are to be fully recorded and the Custody Sgt to be given instructions as to what

information should be relayed to the juvenile.

Previous risk assessments are available to all custody staff.

The likelihood of the need for accommodation is to be assessed at an early stage and initial contact instigated with local authority.

Assessment of juveniles in custody ensuring detention overnight is proactively avoided whenever possible.

Custody branch to work closely with Local Authority Directors of Children’s Services to ensure that accommodation is available for children

whenever required in line with statutory responsibilities.

Monthly reporting of figures and issues identified to ACC Shewan


Progress on Outcome

Level 3 Safeguarding children training has already occurred and is ongoing. Contact lists for safeguarding concerns have been sent to all GP surgeries – participation by GPs in multi-agency

safeguarding audits taking place – safeguarding audit calendar developed to ensure serious case reviews actions have been implemented. Level 3 Safeguarding children training has already occurred

and is ongoing. Contact lists for safeguarding concerns have been sent to all GP surgeries – participation by GPs in multi-agency safeguarding audits taking place – safeguarding audit calendar

developed to ensure serious case reviews actions have been implemented.


3 Thresholds & Partnership Work

When Who Progress

31/04/2015 Complete

May-15 Complete

Apr-15 Complete

D/Supt Rawlinson CP

Action Team

Develop a force wide good practice regime to improve our response to child protection issues so that no child receives a poor service by reason

of the place where they live.

Fully debrief HMIC on issues of concern and inconsistencies identified.

Review service provision across each of the divisional teams.

Review staffing and roles.

Deliver effective training to Response, INPT, PPIU staff and CSE teams.

Ensure that staff in PPIU and CSE teams are accredited detectives or are actively working towards accreditation.

This will be monitored by internal and multi-agency audits conducted by the CP Action Team and Project Phoenix. These audits will look at the

standards of investigation, accuracy of risk assessments, quality of recording, Voice of a child, timeliness of investigation, interaction of

agencies, and safeguarding measures that have been put in place.

Review of role and remit of CSE teams. Clear strategic priorities to be agreed. Minimum standards to be set in terms of prevention, protection,

prosecution and public confidence. This will ensure greater consistency in levels of service across the force.

Review of attendance at LSCB sub groups across force to achieve consistency.

Development of a CSE Charter, agreed by all Local Authorities across GM that will outline the main strategic priorities for CSE.

Peer Review of CSE by College of Policing to look at consistency in levels of service.

Multi Agency Learning Event to raise awareness of CSE, greater understanding of patterns of victim and offender behaviour and services

available.

GMP and Children’s Social Care to review management of detention of children

Specific guidance has been given to custody staff in relation to accurate recording of information relating to;

• Arrival risk assessments

• Reviews

• Visits,

• efforts to obtain appropriate adults,

• Identification of persons responsible for a juveniles welfare

• Which Sgt is responsible for a juveniles welfare

• All interaction with local authorities to accommodate a juvenile following remand.

Custody branch conduct regular reviews of the management and detention of children in terms of the above issues.

Change of shift pattern of custody Inspector to ensure more Inspectors are available at peak times to conduct face to face reviews. Response

Inspector to attend when custody Inspector is unable to.

Where juveniles cannot be spoken to then the reasons why are to be fully recorded and the Custody Sgt to be given instructions as to what

information should be relayed to the juvenile.

Previous risk assessments are available to all custody staff.

The likelihood of the need for accommodation is to be assessed at an early stage and initial contact instigated with local authority.

Assessment of juveniles in custody ensuring detention overnight is proactively avoided whenever possible.

Custody branch to work closely with Local Authority Directors of Children’s Services to ensure that accommodation is available for children

whenever required in line with statutory responsibilities.

Monthly reporting of figures and issues identified to ACC Shewan

• Protocol developed between GMP and all local authorities to agree how children remanded in custody will be accommodated by the local authority (accommodation under PACE).

• Local Authorities requested to discuss bail refusal rationale with Custody to determine if there are options to bail.

• The Custody Silver Inspector daily tasking was replaced in June 2015 by the daily custody inspector checks allowing more effective care and management of detainee’s

• Monthly performance management framework includes performance around HMIC recommendations and performance around joint protocol.

• Custody staff are prompted by the custody system ICIS to complete comprehensive risk assessments and care plans, this ensures detailed recording of actions and decisions.

• Custody has undertaken a study of “reviews” in Sept 2014 and May 2015 and has issued guidance to Custody Inspectors on those findings. There has been an increase in face to face (rather

than telephone) reviews and evidence of more reviews brought forward to reduce risk of detainees being asleep.

• All Staff are able to view ICIS risk assessments

Progress on Outcome



When Who Progress

31/03/2015 PM/SBo/JD Complete

Progress on Outcome

• Discussion with HMIC. This recommendation was particularly concerned with the disparity of service across CSE teams.

• COG paper submitted, to outline current position on CSE across the force. Direction from COG that all Divisional commanders together with LA Chief Exec’s and support from PPD to review their

existing resources dedicated to CSE against the minimum standards outlined and benchmark their ability to deliver in each area. Response back to COG due July 2015.

• CSE Charter produced and is currently with DCS Jim Taylor for approval by all DCS’s across GM.

• Force CSE Tactical performance meeting to discuss emerging threats, critical incidents, cross boarder offending, high risk MFH, proactive operations, Project Phoenix awareness raising activity,

national and regional updates.

• Multi agency peer reviews conducted at Tameside, Manchester, Bolton, Wigan, Rochdale and Trafford. Written feedback given and action plan created where appropriate. Wider learning also

disseminated through training inputs.

• Single Agency Review at Stockport to benchmark current position 18th June.

• College of Policing have reviewed GMP’s response to CSE and have provided largely positive feedback and identified a number of areas for development which have been actioned.

• Further audit in May on all incidents in a 24 hour period coded as domestic incidents with a child present and concern for a child also reviewed to determine whether CSE identified as a factor. CSE

not correctly coded in 2 cases, however both cases were coded G07 (missing) and hence CSE issues would have been picked up by MFH team.

• CSE Multi Agency Learning event 1/4/15 (150 attended). 3 victims of CSE shared their experience of exploitation and their views on the service they received from agencies in order to improve

future practice.

• Skill set of all officers within PPD and CSE teams mapped to identify future training requirements.

• All officers working towards ICIDP, SCAIDP, ABE, Tier 3 suspect and witness as appropriate.

• CSE Aide Memoire circulated to all front line staff.

• Attendance at LSCB groups and Sub groups under review with PCC

Ensure that reviews of child protection plans are consistently robust in identifying drift and delay, and that authoritative action is taken when

parents fail to engage with plans.

Progress on Outcome


A revised SMART child protection plan pro forma is now embedded in ICS and in conference recommendations.

The escalation process for CP is embedded with escalations and oversights being recorded directly on to children's ICS case notes. The escalation policy includes escalation across the partnership re

deficits in child protection planning and not just to social care. A weekly report is available in respect of the escalations and oversight the findings of which is available to the quality assurance sub

group of the RBSCB. The report provides evidence of the IRO oversight and challenge in respect of quality, drift and delay

From April 2015 the quality assurance monitoring form completed after each conference has been adapted to integrate the demands strategy to ensure compliance.

The RBSCB audit programme regularly scrutinises child protection plans and outcomes and is available to the RBSCB for learning across the partnership.

Feedback has regularly been taken from parents and the feedback process has been refreshed for 2015-2016 to ensure capturing of more qualitative information in respect of their understanding

and experience of the child protection process.


When Who Progress


Quarterly reports to QAPI and exception reports to the Board taking place and established - LADO presented to board - training sessions delivered

The LADO has refreshed the recording and information sharing processes. The LADO has also further developed the quarterly reporting and now includes analysis of performance across the

north west regional data set. The LADO continues with a comprehensive briefing timetable to ensure lead officres are aware of their duties under LADO. The last two quarterly reports have

evidenecd continued inprovement in the holding of strategy meetings withint he agreed internal timescale which are currently at 100% for both quarters. The LADO has recently completed a

piece of work for Ofsted on themes in relation to safe working practices and is currently working with partners to develop some safeguarding standards in relation to non regulated education

settings. Findings will be available to the RBSCB and learnign will be used to develop service provision

The escalation policy includes escalation across the partnership re deficits in child protection planning and not just to social care. The number of children subject to a CPP has reduced signficantly;

this is subject to a deep dive analysis of CIN cases. Early indicators suggest this is as a result of increased confidence and appropriate application of thresholds, PLO processes. The profile of children

subject to a CPP has changed with the majority subject to a plan under 12 months.

Referred to EIPG to review with LADO the LA action plan

Referred to C&C sub-group to ensure dissemination of messages as widely as possible.


Progress on Outcome

Ensure that arrangements for the effective management of allegations against people who work with children are sufficiently robust, including

the full engagement of partners with the Local Authority Designated Officer (LADO) and the capacity to respond to concerns or allegations in a

timely manner


Priotiry: Owner

When Who Progress

31/03/2015 PM/SBo/JD


High RBSCB

3. Thresholds & Partnership Working - In process as at December 2015

CSC are represented at Early Help Panel, have contributed to roll out of revised CNRF and link with schools forums.

Initial multi-agency meetings have taken place. Revised guidance is being produced currently

Head teachers rota in MASS is well underway

Multi-agency referral form has been approved in CSC

Escalation process in place and embedded. Will be strengthened further by planned monthly escalation panel which will review impact and outcomes.

Quarterly report for RBSCB QA sub group to monitor conference activity

Following a thorough data cleansing exercise we are confident that the current 977 CAFs are all open and active. June showed the first dip in numbers in comparison to June 2014. Partners are

being encouraged to continue to initiate CAFs. An analysis of CAFs closed in June 2015 shows that 64% of those closed within the TAC process were closed having achieved all of the target outcomes

Over 40 primary head teachers have shadowed the operation of MASS. Secondary headteachers are commencing shadowing in July with a full rota from September. This has resulted in a greater

level of understanding of thresholds and joint working. An analysis of the MASS contacts from Middleton which were referred from MASS to early help was undertaken by Middleton Locality Team.

The figures demonstarted the vast majority were from police regarding domestic abuse. Further meetings to look at alternative pathways with the police are underway. First quarter Performance

data for Supporting Families Continuum shows 202 referrals were received of which 148 were allocated to the Supporting Families Team. The remainder were refered to other partners or back to

the referrer. The total number of referrals received july 2014 - June 2015 was 776. A key outcome of cases allocated to supporting families is to put intensive support in place in order to prevent

escalation for as many cases as possible. Supporting Family cases follow a detailed closure process to demonstrate outcomes achieved underpinned by the Troubled Families payment by results

audit process which demonstrates outcomes being achieved in over 90% of cases.

Multi-agency referral form has been revised and implemented by RBSCB. Training has been refreshed to include more of a practitioner focus in development and delivery of working together and

toxic trio training. A demand management strategy has been produced and endorsed at RBSCB with PENNINE Care taking a lead. A revised step-up & Step-down policy with associated training has

been put in place. RBSCB Domestic Abuse audit completed, the next audit will test out thresholds at the front door - findings will be considered June 2015. There has been a small increase in number

of referrals to MASS accompanied by a CAF an area which is closely monitored. CSC are represented at Early Help Panel, have contributed to roll out of revised CNRF and link with schools forums,

locality teams and children's centers. Initial multi-agency meetings have taken place. Revised guidance is being produced currently. Head teachers rota in MASS has been implemented, and

demonstrating benefits.

Escalation process in place and embedded. Will be strengthened further by planned monthly escalation panel which will review impact and outcomes. Quarterly report for RBSCB QA sub group to

monitor conference activity

Ensure Partner agencies understand the thresholds to children’s social care in order to reduce number of inappropriate referrals

Develop a ‘demand management strategy’ to be presented to RBSCB in March 2015 –

CSC First response managers to link with school forums and locality teams

Head teacher placement in MASS team to increase understanding of early help and children’s social care responsibility.

CSC to be represented to on Early Help Panel and contribute to RBSCB training programme.

Step up / Down task group established to resolve inconsistencies.

Progress on Outcome

Continues to

be a priority

for

RBSCB/CYPP



Reduction in CP Plans


Appropriate referrals with the right children referred to CSC

Children receive the right service, from the right agency at the right time

Audit evidences timely, responsive and consistent standards of good quality child focused intervention

Reduction in CP Plans

Children and young people affected by domestic abuse have their needs identified and responded to in a timely manner by early help services

Feedback from other agencies re the thresholds and response

Use of escalation policy and procedure

Reduction in re-referrals

Children and young people affected by domestic abuse have their needs identified and responded to in a timely manner by early help services

Following a thorough data cleansing exercise we are confident that the current 977 CAFs are all open and active. June showed the first dip in numbers in comparison to June 2014. Partners are

being encouraged to continue to initiate CAFs. An analysis of CAFs closed in June 2015 shows that 64% of those closed within the TAC process were closed having achieved all of the target outcomes

Over 40 primary head teachers have shadowed the operation of MASS. Secondary headteachers are commencing shadowing in July with a full rota from September. This has resulted in a greater

level of understanding of thresholds and joint working. An analysis of the MASS contacts from Middleton which were referred from MASS to early help was undertaken by Middleton Locality Team.

The figures demonstarted the vast majority were from police regarding domestic abuse. Further meetings to look at alternative pathways with the police are underway. First quarter Performance

data for Supporting Families Continuum shows 202 referrals were received of which 148 were allocated to the Supporting Families Team. The remainder were refered to other partners or back to

the referrer. The total number of referrals received july 2014 - June 2015 was 776. A key outcome of cases allocated to supporting families is to put intensive support in place in order to prevent

escalation for as many cases as possible. Supporting Family cases follow a detailed closure process to demonstrate outcomes achieved underpinned by the Troubled Families payment by results

audit process which demonstrates outcomes being achieved in over 90% of cases.

Dec 15 update: Multi-agency referral form was revised and implemented by RBSCB. Training was refreshed to include more of a practitioner focus in development and delivery of working together

and toxic trio training. A demand management strategy has been produced and endorsed at RBSCB with Pennine Care taking a lead. A revised step-up & Step-down protocol has been approved by

the Safeguarding Board with proposals to train Agency Safeguarding Leads. The Safeguarding Board quality assurance group initiated an audit on step down cases which will generate qualitative

detail on step down cases in addition to the quantitative data and will demonstrate the impact of the new step down protocol. The number of referrals to MASS accompanied by a CAF continues to

be an area which has seen limited progress. Consequently the RBSCB ratified a position adopted by the DCS to communicate to partner agencies of CSC that referralls that do not require an

immediate safeguarding response will be 'returned to referrer'. This was issued 11/11/15. In additon, arrangements have been put in place for the MASS to provide agregated feedback to

safeguarding leads for follow-up/action. This will be kept under review.


Priotiry: Owner

When Who Progress

31/03/2015 PM/AD/PW Complete

When Who Progress

31/04/2015 SB/PM/CS/GMP Complete

The missing strategy has been refreshed for 2015-2016. The missing panel introduced since June 14 agreed the process for return interviews across the spectrum of need. The panel has continued meets

monthly to quality assure the process and to scrutinise those children who have episodes of repeat missing's. The panel discusses the learning from return interviews and shares intelligence across the

partnership. The score card for missing children is agreed and is now reporting into the quality assurance sub group of the RBSCB

A quarterly report is now available to SLT and to the RBSCB from the panel with details of performance and qualitative information. Young people have been interviewed as part of the learning. The

panel has agreed an audit of return interview forms to look at additional learning. The panel is linked to the Greater Manchester missing group through the chair and is contributing to developments

across the ten LA's

As of 31 March 2015, 51 children were adopted, exceeding the target of 50. The number of children placed for Adoption 2014/15 is Rochdale’s best ever performance. Strong indications are that this will

be sustained in the coming business year as 46 children are currently placed with prospective adopters. There were 17 adoptions as at 30/06. In addition 5 number of children have secured permanence

via SGO since 1st April - 30 June 2015

Rochdale’s best ever performance and all indications are that there will be 56 children adopted in 2015/16. Performance at 31/10/15 was 31 children adopted in the year to date. In addition

performance with regard to timeliness continues to improve with A2 and A1 as at 30/10/15 reported to be 15 and 45 days adrift from national targets; which is comparable to SN and regional

performance. Average weeks for the conclusion of care proceedingsto date is reported to be 29 wks.

A robust PLO tracking system is in place which is reported quarterly within legal interface meeting and at CSC performance clinic via the PLO case manager.



Ensure that all children who go missing from home and care have a return interview, and that information is collated and analysed to identify

patterns and trends so that children get the support they need.

Number of children who receive a service from the Local Authority receive a return interview.

Feedback from children and young people.

Performance data and records from service delivered by Children's Society

Analysis from multi-agency Missing Panel


Improve timescales for achieving permanency for children

Continue to track children with a plan of adoption.

Date system and extraction from ICS.

Review and reissue the PLO guidance.

Adoption service to be linked with legal gateway meetings, to facilitate early linking and matching.

Develop cross border opportunities for shared services with neighbouring councils.


4. Cared for Children & Corporate Parenting Board - Completed as at December 2015

High CPB


4 Cared for Children & CPB

When Who Progress

31/03/2015 PM/AK Complete

When Who Progress

31/07/2015 S.Bo Complete

The panel discusses the learning from return interviews and shares intelligence across the partnership. The score card for missing children is agreed and is now reporting into the quality assurance sub

group of the RBSCB.

A monthly compliance report is produced which has seen improvement since april 2015. progress, compliance and quality continue to be montiored and reported to SLT and to the RBSCB; along with

analysis of trends/patterns etc. Since the last update specific audits have been completed on return interviews and on ealry help cases where chidren have gone missing for the first time. The learning

has been shared with the missing panel for cascading through agencies and has also been shared wiht eh RBSCB training sub group to inform multi agency training content. The RBSCB has re-audited

missing cases and has identified continued issues regarding sharing of information. The panel has repsonded to findings and has further enhanced the reporting mecahnism across the partnership

through the MASS referral. The panel is planning a further audit which will be meeting with young people, in Jnauary 2016. The panel chair continues to contribute to the greater Manchester task and

finish group on missing children and CSE and continues to report into the CSE subgroup of the RBSCB .

Established close liaison with Fair Access team to identify immediately any fixed or permanent exclusion risks or alert amongst C4C cohort. Database improvement as in Point 16. Review of

commissioned of ASD/Behaviour provision across the Borough to take account of C4C cohort. Interventions include - Officers and HTs met in January to identify issues and solutions Inc. analysis by SEN.

Development of immediate and flexible responses to meet educational needs of C4C at risk of exclusion inn. use of alternative education providers, on-line learning, joint work with Fair Access Officers

and PRU. Children Missing Education group, C4C focus (May '15). Impact presently evident in current year 0% PX for C4C.

Out of Borough exclusion data being used to immediately alert Social Workers to exlcusions (see 16 above) and allowing challenge from VHT. Analysis of FX exclusions enabling identification and

challenge to tagetted schools. Previous academic year's 0% PX for CfC being maintained into new academic year


Take robust action with secondary and special schools to reduce the number of temporary exclusions of cared for children.

Reduction in the number of CFC in secondary and special schools receiving a fixed term or permanent exclusion

Review provision for vulnerable pupils in general and CC specifically who are vulnerable to exclusion particularly those with diagnosis for behaviour.

Work with SEN Team to explore correlation between exclusions and SEN.

Identify with HT's and LA officers the issues and related to exclusions, find solutions, pathways and strategies to de escalate behaviour and respond

swiftly to need.



Ensure that all cared for children receive a timely annual health assessment.

Evidence of increase in number of cared for children having an annual health assessment

Health Passports to be issued for all Cared for Children - social workers and personal advisors to discuss with young people

100% of care leavers have received health passports, these having delivered by personal advisors in social care. This is now an ongoing process facilitated by the health team. 92.8% of children have had

a health assessment in the last 12 months. 73.6% have had an SDQ. This is monitored monthly and reported to Corporate Parenting Board monthly.



When Who Progress

31-May-15 SBo/SE Complete

When Who Progress

31/03/2015 PM/HD/CF Complete

Continue to monitor the use of special guardianship orders to ensure that this remains one of the permanence options for children and that it is

supported beyond financial payments.

Increase number of SGO's secured from 10 to 15 by March 2015

Provide clear guidance and processes that clarify post order support.

Distribute guidance to practitioners and foster carers.

Identify a target cohort to engage and promote SGO.

Kinship Placements to be assessed with a view to SGO as a permanent alternative to Care Order/Fostering.

Guidance has been produced and disseminated to staff and foster-carers. This has been supported by workshops for staff and attendance at Foster Carer Association. A project team has been

established and anticpate to secure permanence for approximately 50 children by 31/3/16 who would otherwise remain in local authority care.


Improve the quality of personal education plans for cared for children by ensuring they have specific measurable actions linked to educational

targets.

PEP audit findings

Experience of children, young people and their carers

IRO - audit impact of PEP against outcomes for individual children and young people


Completed review and implementation of new PEP's has allowed for tighter links and focus on achievement and performance. Incorporation of Early Years PEP and Post 16 PEP rolled out and launched

via SW training 3.11.14./10.02.15. & Designated Teachers training 10.2.15. Monitoring group set up and scope of QA group agreed. Building towards termly PEPs (3 times a year) from current 6

monthly.

Regular audits commencing Jan 15 undertaken by Practice Managers, VHT & PW. Impact - from baseline of only 31% of PEPs rated as 'Good',. Now 100% of PEPs audited have SMART targets. 54%

showing 'Clear long term aims. Current PEP completion rate 91.4% (improvement from 2014 82.7%). Regular fortnightly analysis of PEP completion data circulated to Practice Managers Inc. naming of

SWs with non PEP completion. Discussed with Head of Schools the possibilities of appointing a PEP coordinator.



Termly PEP reviews introduced via SW training Oct 15 & DTs network Nov 15. Post 16 PEPs further embedded inc training on these with hopwood Hall College staff (Nov 15). CSC’s regular cycle of Quality

Assurance now inc. 3 monthly audits devoted to PEPs. PEPs chosen randomly and submitted to QA framework of 10 set questions culminating in overall judgement; this is undertaken by SW Practice

Managers/VHT/Lead Practitioners. Judgement and individual PEP feedback to SWs via supervision. Trawl of all PEPs to assess PP+ usage, upon which PP+ payment is made. As part of Placement Panel

meetings, VHT comments on external provider provision through quality of PEPs.


When Who Progress

31/03/2015 PM/AD Complete

When Who Progress

30/04/2014 CF Complete

JS/CT

When Who Progress

30/04/2014 Sbo Complete

When Who Progress


. A1 time since entering care to placement 323 days against a target of 487

. A2 time from PO granted to panel 114 days against a target of 122 days

. A3 % of children waiting less than 21 mths from entering care before placement 46% against eng av 51% improving on Q1 44%.

in respect of admissions to care usign 2010 as a 'benchmark' there was a 23% increase in 2013 compared to 2014 of 5%.

(Evidence of slowing down and profile has changed age range is 1-4 admissions which is better than NW and Nat Av.)

The Corporate Parenting Board membership and TOR has been refreshed; Board members have been delivered a presentation on the role of a Corporate Parenting with a 'cascade' model to dessiminate

understanding in services/agencies. Corporate Parenting Strategy is currently being reviewed - a completion timescale is April for a final draft and finalised strategy to be in place by May 2015. An

improvement plan for care leavers has been in placed with a completion timescale of 31/3/15 - progress has been identified in relation awareness of entitlements and health passports for care leavers,

EET figures, permanency planning with 20 young people in a staying put arrangmeent compared to 10 in October 2014. placement stability remains 'good' compared to SN and Nat Av. Quarter 3 (Oct to

December 2014) indicate;

- overall progress is being made in all areas - the exception being dental checks (currently 82%) which is undermining health assessments which are 92% - this is thought to be a recording issue and

remedial action is being taken.

Progress on Outcome

Corporate Parenting is 'owned' by all partners and elected members to enable cared for children to achieve their potential and to ensure their health

and education needs are met and improved.

Progress on Outcome


Evaluate the impact of the Cared for Children and Adoption improvement action plans on reducing the numbers of cared for children and in

improving timely permanency.



Ensure that children and young people cared for long term have up to date assessments of their needs to reflect their changing circumstances.

Findings from Auditing activity of Cared for Children case records.

Independent Reviewing Officer escalations.

Timeliness of assessments within Cared for Children Teams.

Evidence of up to date assessments within case records.

Develop and 'roll out' practice guidance setting out when to undertake a review assessment in relation to Cared for Children.

Develop practice guidance for undertaking of Care planning meetings to be held routinely between Statutory Reviews for all Cared for Children to ensure their care plan is progressed.

Guidance has been produced and communicated to social workers and personal advisors. This gives clarity regarding the circumstances which require an up date to the child/young persons assessment.

This is being re-enforced by IRO’s in reviews.

Progress on Outcome


Further review arrangements for inter-agency responses to children who go missing from home or care, including the provision of independent

return home interviews and the collation of themes arising from these to inform service planning


92.8% of children have had a health assessment in the last 12 months. Health passports for all care leavers have been completed and sent to the young people

The percentage of health and dental assessments is consistently high

Improve educational attainment for cared for children to be at least in line with or above the level of attainment for LAC at a national level

Decisions to secure permanence for all children are made at the right time and within the child's timeframe

Plans and decisions are reviewed regularly to ensure that progress is being made towards permanence and stability for the child that meets their individual needs

Members now more aware of their responsibilities as corporate parents

Improved robust scrutiny and challenge by elected members, who champion the needs and wellbeing of looked after children

Decisions to secure permanence for children are made and achieved within the child's timeframe

Children achieve permanence within their extended families wherever possible

Increased numbers of Special Guardianship Orders (SGO) monitored against targets

Proportion of cared for children in Rochdale making at least expected progress is in line with or above the rates of progress for all pupils nationally

All LAC are attending a good or outstanding school


Progress on OutcomeThe missing data score card is embedded and presented to the quality assurnace sub group. Exceptions are availbel to the RBSCB for discussionn and action

The Missing Panel has comlpeted specific audits on missing and Early Help and on return interviews and findings have been presented to the Excellance in Practice subgroup the CSC subgroup and

learning has been shared with the Board Development Officer for inclusion in training. The current Missing Strategy action plan is overseen by the Missing Panel and is on track

The Board has received the second multi agency audit on missing children and is progressing actions


Priotiry: Owner

When Who Progress

31/03/2015 KK/ST/AD Complete

When Who Progress

31/03/2015 PM/MC Complete

Work is well underway to expand the range and choice of accommodation for care leavers. We have promoted the Staying Put Policy; which is now embedded into practice and an increasing take up

has been observed. As at 30.10.15 90% of Care Leavers are in suitable accomodation (which is better than Statistical neighbour & England Average recorded at c78%); those that are not are remanded

to custody. Rochdale has embedded the monitoring of all care leavers throughout the year. With regard to improving the range and choice, work continues with the Strategic Housing Partnership

(reporting to Corporate Parenting Board) and regional commissioners with regard semi/independant living arrangements.

Analysis of care leavers has been completed and findings included in Rochdale's Youth Justice Plan has been completed and is currently going through decision making process. This includes the

vulnerabilities and response of the YOS to Cared for and Care Leavers. The number of Cared for Children in the youth justice system remains low, however as young people remanded in custody

become Looked Afte , this influences the number of care leavers in custody. we continue to address this by ensuring thiose remanded are allocated PA,s and provided all necessary support.

5. Care Leavers - Completed as at December 2015


Improve the quality and choice of accommodation for care leavers, and enable more young people to remain with their foster carers beyond the age

of 18

Produce and distribute guidance for all cared for children and foster carers in relation to ‘staying put’. Quarterly progress reports to SLT re impacts of

sufficiency strategy from Jan 15 onwards. Review existing contracts for provision of supported accommodation and independent living

accommodation. Strengthen strategic links with Strategic Housing Partnership to contribute to accommodation offer. Work with neighbouring LA’s

to consider shared approach to jointly commissioning accommodation and support for care leavers.

Establish systems to understand patterns of offending behaviour by cared for children and care leavers so that appropriate support can be offered to

tackle the underlying causes.

Undertake an analysis of care leavers in custody.

Youth offending Service Plan to have focus on preventing cared for children and care leavers becoming involved in Offending

High CPB

Progress on Outcome


Progress on Outcome


5. Care Leavers

When Who Progress

30/09/2015 PM/CF/MC Complete

Care leavers receive maximum support to promote independence and choice


Analysis of care leavers has been completed and findings included in Rochdale's Youth Justice Plan has been completed and is currently going through decision making process. This includes the

vulnerabilities and response of the YOS to Cared for and Care Leavers. The number of Cared for Children in the youth justice system remains low, however as young people remanded in custody

become Looked Afte , this influences the number of care leavers in custody. we continue to address this by ensuring thiose remanded are allocated PA,s and provided all necessary support.

Progress on Outcome


Increase the number of apprenticeships available to care leavers through effective partnerships between senior officers in local authority

departments, partner agencies and the private sector

Corporate Parenting Strategy/plan to promote apprenticeship as an element of EET opportunities for cared for children Actively promote care leavers

inclusion in programmes of apprenticeships across the partnership and council. Achieve target of 10 by September 2015.

Care leavers have access and are supported to maintain their own tenancies when ready

All care leavers have access to a suitable range of supported accommodation

Increase number of young people in Higher Education

Improved ETE outcomes for all care leavers through a wide range of ETE opportunities

Positive Pathways for 16-18 yr olds

Early Help identifies vulnerable young people promoting their health, family and social relationships, education, training and employment opportunities

Suitable and sufficient accommodation for care leavers is provided

Care leavers report that Pathway Plans are meaningful and of a good quality

Pathway Plans are produced to a consistently high standard and are more meaningful for young people

Improved evidence of NEET and ETE indicators and apprenticeships

Improved choice of sufficient accommodation

Care leavers report that their needs are met and they are supported in achieving emotional, social and economic independence

All care leavers will receive the government recommended leaving care grant from April 2015

Corporate Parenting Board oversee and scrutinise the continued support and provision for care leavers

All young people who have wanted to remain with former foster carers have taken up the opportunity to remain in their family home.

The 'Staying Put' policy enables young people to continue in further and higher education

5. Care Leavers

Priotiry: Owner

When Who Progress

31/10/2015Det. Chief Supt

Jackson

Emily Burton Complete

When Who Progress

31/06/2015 D/Supt Rawlinson Complete

6. Commissioning & Resourcing (Capacity)- Completed as at December 2015


High HWBB/CSP/RBSCB

Reduce delays in examination of devices and preparation of evidential reports within the Hi Tech Crime Unit

• Hi Tech Crime Unit and Mobile data examination Unit merged into one unit.

• Increase Unit by 9 Staff (Recruitment Commenced)

• Staff to start in phases between June and August 2015. 8 outstanding vacancies due to staff leaving. Pro-active work on-going to recruit remaining vacancies.

• Triage system developed to prioritise cases dependent on level of risk, complexity and technical skills required. Cases assessed daily by supervisors to determine priority.

• Weekly review meeting held to review prioritisation of existing cases.

• Pro-active work on going to continue to review all approved digital related cases to re-assess case priorities, requirements and risks.

• Approximately 20 computer related cases per month will continue to be outsourced until September 2015. Further funding requested to increase outsourcing.

• DIU staff to review capacity to attend increased number of warrants, triage at scene equipment to recover to reduce unnecessary examinations and backlogs

Current demand:

• Phones

- June 2014 (890 with 12-16 week maximum waiting time)

- June 2015 (840 with 5 week maximum waiting time)

- All urgent critical cases dealt with immediately.

• Computers

- June 2014 (22 Urgent with 4 month maximum waiting time, 156 Standard with 10 month waiting time)

- June 2015 (27 Urgent with 3-4 month maximum waiting time, 212 Standard with 12 month waiting time)


Complete skills audit to assess competency of staff in relation to how well;-

• Staff understand the effect of abuse on children, including exposure to chronic domestic abuse.

• Front line staff assesses risks to children, with particular attention to the extent to which staff engage directly with children at an early stage to

form part of that assessment. Staff listen to and record Voice of the child, and a child’s demeanour.

• Accurately assess risks to children, record and ensure effective safeguarding measures are put in place.

• Ensure that all information is properly recorded, is readily accessible and shared with partner agencies in a timely and consistent way.

• Staff understand CSE including the potential indicators.



6. Commissioning & Resourcing

• Skills audit completed using a variety of methods, the findings of which are used to review and develop training.

o Formal Training Needs Analysis,

o Knowledge check questionnaire on 150 officers and supervisors completed prior to training course

o Audit of all incidents in a 24 hour period coded D61 (Domestic with child present) and G07 (Concern for Child).

o Multi agency CSE Peer reviews

o College of Policing CSE Review

o PCC Rape Quality Assurance Group.

• October 2014 - TNA completed. Key areas identified Safeguarding training for Supervisors and response constables.

• Stockport model roll out training delivered to all response officers to enable them to finalise standard risk DA incidents. Aide memoire created to assist officers around local referral criteria. PPD

implement and oversee Quality Assurance process. Training package updated as a result of HMIC debrief to include:

o Voice of the child

o Speaking to children

o Recording of information around demeanour

o Referral thresholds

o Impact of DA on children

• November 2014 - Safeguarding for Supervisors course commenced. (Sergeant to Ch Supt). To date 641 supervisors trained (ongoing). Knowledge check questionnaire completed prior to course.

• January 2015 - Audit of incidents in one 24 hour period coded D61 and G07. Quality of triage by PPIU staff identified as a learning need. Bespoke specialist training package devised and delivered

February and March 2015

• March 2015 - Vulnerability TNA updated to included specialist Risk Assessment Training and extension of Stockport Model roll out training to INPT officers (1600)

• April 2015 - 2 day course commences - Vulnerability training for INPT constables. 102 officers trained to date (Ongoing).

• April 2015 Multi Agency Project Phoenix CSE Learning event. Inputs from victims to highlight the importance of voice of a child, impact of abuse, the importance of engagement with children and

the indicators of CSE.

• June 2015 - Audit of D61 and G07 Fwins repeated which indicate significant improvement in considering the voice of the child amendments have been made to the performance packs

developed for divisions in order for them to monitor compliance within this area.

• May 2015 - Project Phoenix CSE conference. Focus on Victim journey and voice of the child

• May 2015 Revised TNA to incorporate enhanced 1 day CSE training course for STO’s, MFH spoc’s, frontline PCSO’s, Special Constables, OCB staff, Custody and Response Inspectors.

• June 2015 - Aide Memoire around Safeguarding and speaking to child reissued to all Superintendents and DCI’s to cascade throughout their divisions.

• June 2015 - 1-2-1 sessions begin with officers and their supervisor, led by PPD specialists in order to drive improvements across the force in respect of DA and Voice of the Child.

• June 2015 – Audit of CSE/MFH related incidents (ongoing)

• Multi Agency Project Phoenix CSE peer reviews completed at Rochdale, Bolton, Wigan, Manchester, Tameside and Trafford to assess standard of response to CSE.



When Who Progress

30/10/2014 SS Complete

30/11/2014 HC Complete

When Who Progress

30/10/2014 SS Complete

When Who Progress

31/12/2014 S Smith - PAHT Complete

When Who Progress

31/04/2015 S Smith - PAHT Complete


3 nurses have been recruited to the Royal Oldham A&E Department where Rochdale families access A&E services. There are plans to recruit more when the Pediatric A&E facility becomes

available. – Completed and APNP is now in post.

Further strengthen local commissioning and performance management systems to embed learning from young people and their families, and

provide a comprehensive picture of their experiences and of the quality of local health services.

Strengthen designated looked after children professional role – Recruitment underway for CCG Grade 8a role. – 06/07/15 awaiting final sign off by finance.



Enhance coverage of paediatric trained nursing staff working in the Rochdale Infirmary Urgent Care Centre and Royal Oldham Hospital A and E

department

Recruitment of RN (child) nurses to unscheduled care settings is on-going


Strengthen the designated looked after children professional role and capacity to provide comprehensive analysis of the health needs and impact

of work undertaken.

Discussions for a business case for increased support to the CCG because of the responsible commissioning arrangements.


Appointment of named GP – Recruitment process underway.

NHS England – 2 Full Time equivalents hosted by Rochdale supporting named GP role. – funding complete



Ensure the capacity of named safeguarding professionals meets local demands and intercollegiate requirements

Post to be appointed as part of the PAHT nursing review and review of senior structure.

Funding proposals are being discussed by NHS England and Greater Manchester CCGs for appointment for named GP.

Capacity of named safeguarding professionals – post to be appointed as part of PAHT nursing review – Named midwife in post.

Appointment of named GP – Recruitment process underway.

NHS England – 2 Full Time equivalents hosted by Rochdale supporting named GP role. – funding complete



When Who Progress

30/04/2015 KK Complete

When Who Progress

30/06/2015 DCI Nicky Porter Complete




Ensure midwifery staffing levels and skill mix fully meets local needs and continuously improves outcomes for Rochdale women and their babies

Full review of maternity services to be completed to inform future commissioning plans

Delivery plan in place

Maternity service review by CCG service panel has commenced. – Completed

Completed Update 23/11/15 PAHT have reported back via an agreed action plan further to the Matenity Service review . The feedback in relation to staffing levels is as follows. The Trust has

appointed 40 new Health Care Support Workers across Maternity Services. These additional posts are expected to release Registered Midwives’ time to invest back in to direct clinical care

provision. This is a quality initiative to support robust clinical practice.

The forecast number of births for ROH/RI axis for 2015-16 is 5293. The total number of clinical wte budgeted (Band 7 to Band 3 in line with BR+ methodology) is 193.36 wte. Therefore the current

birth ratio is 1:27.4 clinical wte.


Review the current processes and level of resource within PIU’s to ensure that the fore is able to assess and respond to risks presented to victims at

the earliest opportunity to keep them safe and work effectively with partner agencies.

Ongoing vulnerability review through STRIVE process to reduce demand in PPIU.

Pegasus rollout continuing across the Force, reducing demand in PPIU. [See action 35. ]

Action 35

Units dedicated to supporting victims and managing offenders are staffed appropriately. The staffing level is based on demand and regularly reviewed.

Review of PPD resourcing on going to meet demand as part of change programme. Immediate assistance provided by divisional commanders who have allocated 28 staff to PPIUs across GMP

from 1st September 2014.

• Current review of offender management units on going.

• Fit for purpose Police review on going.

UPDATE 16.04.15

• Pegasus and Partnership Intervention Team to reduce demand into PPIU.

• Vulnerability review team terms of reference:

I. To establish whether the current structures within Greater Manchester Police are properly constituted and sustainable in light of austerity and recent learning emerging from inspections

from HMI et al to safeguard vulnerable people in our communities from abuse.

II. To provide recommendations to Greater Manchester Police Force Leadership Team (FLT) on what levels of intervention and service should be provided at:

a. Force strategic level (the centre)

b. Borough level (formally BCU)

c. Local (Neighbourhood level)

Assist GMP to develop a model for Public Protection across Greater Manchester that is consistent, clear and appropriately resourced


When Who Progress

30/06/2015 KK/S.Bo Complete


Effective commissioning structures and arrangements are in place across RMBC and HMRCCG that drive integration, improve outcomes for

children and young people and ensure value for money

Draft Governance, Heads of Terms and Section 75 have all been drafted, to go through due processes via Cabinet and CCG Governing Body for approval. Shadow integrated commissioning

arrangements will operate prior to a 'go live' date of October 2015 (subject to approval and may change). A long list of potential priorities has been collated.

Project plan and high level specification in place, milestones being achieved. Dates have been set to launch the remaining three virtual locality teams during April/early May

Service delivery model approved by CCG and RMBC. Further progression is to be considered in the context of the integrated commissioning developments.

Ongoing vulnerability review through STRIVE process to reduce demand in PPIU.

Pegasus rollout continuing across the Force, reducing demand in PPIU. [See action 35. ]

Action 35

Units dedicated to supporting victims and managing offenders are staffed appropriately. The staffing level is based on demand and regularly reviewed.

Review of PPD resourcing on going to meet demand as part of change programme. Immediate assistance provided by divisional commanders who have allocated 28 staff to PPIUs across GMP

from 1st September 2014.

• Current review of offender management units on going.

• Fit for purpose Police review on going.

UPDATE 16.04.15

• Pegasus and Partnership Intervention Team to reduce demand into PPIU.

• Vulnerability review team terms of reference:

I. To establish whether the current structures within Greater Manchester Police are properly constituted and sustainable in light of austerity and recent learning emerging from inspections

from HMI et al to safeguard vulnerable people in our communities from abuse.

II. To provide recommendations to Greater Manchester Police Force Leadership Team (FLT) on what levels of intervention and service should be provided at:

a. Force strategic level (the centre)

b. Borough level (formally BCU)

c. Local (Neighbourhood level)

Assist GMP to develop a model for Public Protection across Greater Manchester that is consistent, clear and appropriately resourced


The development of MASH and PSR hubs continue to evolve across the force , including the MASS at Rochdale which have dedicated PPIU staff to ensure the police are working effectively

with partners at the earliest opportunity . Rochdale DASH roll out should be completed in January 2016 .

DASH rollout continuing across the Force, reducing demand in PPIU. The aim is to empower frontline officers to finalise standard DASH reports reducing triage by specialists. Roll out aimed to

be complete by February 2016 .

ACC Potts will review the current demand of VA coded incidents that are processed into the PPIUS that create a demand of approximately 34000 PPIs. Consideration needs to be given to how

the force defines vulnerability at a local level and what requires a specialist investigation. Planning meeting planned for December 2015

Vulnerability review team project on-going headed by DCS Rumney looking at demand reduction from a PSR perspective

ICIDP review completed by Supt Wallwork to ensure that all staff within PPIUs are omni- competent and are either trained detectives or completing a course

As with all public sector organisations, in these times of austerity, all departments within GMP have been asked to consider potential future savings to align with allocated PCC budget, with

the exception at this moment in time for PPD, which the force recognise as a priority, in line with the PCC priorities of protecting vulnerable people; putting victims at the centre; and building

and strengthening partnerships


Priotiry: Owner

When Who Progress

31/03/2015 W Meston Complete

When Who Progress

31/03/2015 HC/RR Complete

When Who Progress

31/03/2015 CW/PCFT Complete

When Who Progress

31/03/2015 PM/HD/PW Complete


Further improve the timeliness of care proceedings to reduce delay and uncertainty for children and young people.

Review PLO practice guidance, compliance and monitoring arrangements.

Compliance with PLO to be monitored via legal services and CSC interface meetings.

Analysis of cases that exceed 26 weeks to get better understanding of reasons for delay and address any issues that LA can avoid / change

Average timescale for children involved in public law proceedings within 26 weeks

School Health Services – Progress report expected November 2014.GP peer reviews sessions – Progress report awaited Dec 2014Audit of initial/review health assessments – Progress report due December 2014

BAAF PH Form – Progress report due November 2014

Evidence of Improvement

Audit of initial/review health assessments to review effectiveness of practice standards

BAAF PH form to be provided by RMBC as part of initial health assessment documentation.



Medium HWBB/RBSCB/CPB/CYPP

Address outstanding gaps in access to contraception and sexual health services for young people and improve management information in relation

to the incidence of unplanned teenage pregnancies

Pharmacies – issuing emergency contraception. Commissioners need to review current and future provision via pharmacies.

School Health Services. PCFT community services to improve access via integrated health visiting and school health teams in each locality.

Location venue for young people’s sexual health services.

A Pharmaceutical Needs Assessment has been developed – analysis conducted of need and spread of services across the Borough. Once finalized will inform commissioning plans. Collating final

sign off list for pharmacies for this year’s contracts. Monitoring uptake of EHC through activity reports.



Ensure safeguarding training, supervision and peer review arrangements fully meet intercollegiate requirements

GP peer reviews sessions have been scheduled throughout the year.



Strengthen management oversight and quality assurance of initial and review health assessments and support plans to support effective monitoring

and reporting of risk and promote continuous improvement in child health outcomes.

7. Performance Management - Completed as at December 2015


7. Performance Management

When Who Progress

31/03/2015 PM/S.Br Complete

When Who Progress

31/06/2015 Supt Hankinson Complete

C/L Williams

Insp Gail

Improve the quality of planning for children, prioritising key risks. Ensure that intended outcomes and timescales are clear, and that parents, carers

and children understand what needs to change to improve children’s well-being and safety.

Audit findings

Analyse and learn from the experience of parents/carers and young people

Review and re-issue practice guidance regarding care planning and its links with assessment .

Refresh programme of practice forums to embed SMART care planning in to practice with an outcome focus and 'prioritising key risks.

• Protocol developed between GMP and all local authorities to agree how children remanded in custody will be accommodated by the local authority (accommodation under PACE).

• Local Authorities requested to discuss bail refusal rationale with Custody to determine if there are options to bail.

• The Custody Silver Inspector daily tasking was replaced in June 2015 by the daily custody inspector checks allowing more effective care and management of detainee’s

• Monthly performance management framework includes performance around HMIC recommendations and performance around joint protocol.

• Custody staff are prompted by the custody system ICIS to complete comprehensive risk assessments and care plans, this ensures detailed recording of actions and decisions.

• Custody has undertaken a study of “reviews” in Sept 2014 and May 2015 and has issued guidance to Custody Inspectors on those findings. There has been an increase in face to face (rather

than telephone) reviews and evidence of more reviews brought forward to reduce risk of detainees being asleep.

• All Staff are able to view ICIS risk assessments

• Undertake a review with children’s social care services and other relevant agencies of how to manage the detention of children. This review

should include, as a minimum, how best to:

• Custody staff to make a record of all actions and decision on the relevant documentation

• Ensure specific additional consideration is given to conducting reviews of children in person and that the child is spoken to;

• Make available previous risk assessments to all custody staff

• Assess at an early stage the likely need for secure or other accommodation, and work with children’s social care services to achieve the best

option for the child.


The structures/reporting are embedded in terms of monitoring the progress of cases, pre-proceedings and through PLO. We have a good understanding of the complexities and external factors in

court that are impacting on our performance as well as the further areas of practice that we can strengthen. PLO performance for the year to date as at 31/10/15 is reported to be 29 weeks; this

is a rise as predicated in the previous report and due to complexity of cases/issues many with international elemts. We are appropriately linked into the work of the LFJB and continue to

monito/oversee through reports to performance clinics.


Care Planning is a priority for Children's Social Care, features strongly in the Service Plan and is driving the priorities of the Principal Social Workers. A PLO case management plan has been

adopted to make clear the main issue of concern for cases pre and within proceedings.

Practice Forums have taken place and continue to be scheduled in which have a focus on SMART planning. Findings from CSC QA are evidencing improvements in this area. Feedback from Child

Protection conferences involves chairs meeting with parents post conference to ask them directly whether they have understood the concerns and the actions they need to take to make changes.

In addition, the Principal Social Worker are systematically working with teams to drive consistency.





When Who Progress


When Who Progress

31/03/2015 GH/PM/SBo/PW Complete

When Who Progress

31/03/2015 S.Bo Complete

Improve the quality of performance data collection and analysis so that trends can be accurately assessed and information used to improve

services.

Strengthen identified areas where data is not accurate or has not been validated

Use Annex A reports as a means of validating service data across Children's Services

Implement use of data dashboards across Children's Services

Target setting to involve Heads of Service and Practice/Team Managers

Identify two areas to test changes initially



A significant amount of work has taken place in the area of Performance Management. SLT performance clinics are now well established and showing value in a triangulation across the Service

regarding what our data tells us. There is a greater degree of validation of performance data by Heads of Service and Practice Mangers, a particular focus on adoption and leaving care has taken

place. A review of the CSC Performance Report has taken place amalgamating a number of previously separate reports strengthening the focus on outcomes. Target setting session took place

with CSC Heads of Service and Practice Mangers. Monitoring and tracking of adoption and PLO has been strengthened. 'Dashboards' are in place and are being continually developed, 1-2-1 tuition

sessions have taken place with managers.


Improve the quality of performance data collection and analysis so that trends can be accurately assessed and information used to improve

services.

Strengthen identified areas where data is not accurate or has not been validated

Use Annex A reports as a means of validating service data across Children's Services

Implement use of data dashboards across Children's Services

Target setting to involve Heads of Service and Practice/Team Managers

Identify two areas to test changes initially


Review current governance arrangements to ensure that the RBSCB is having sufficient influence and impact and that the Health and Well-being

Board



Setting up of Comparative reports between education (ONE) & CSC (ICS) databases to enable accurate education reporting has been completed and is ready for implementation September 2015.

In the meantime, information on performance, attendance and exclusions is collated manually and via NEXUS and Capita One so that intervention can be actioned and monitored e.g., Education

Welfare intervention in C4C high absence and School Improvement (tracking and monitoring progress 'post National Curriculum levels’). Improvement in out of Borough C4C data gathering

explored (via ‘Welfare Call’; monthly Commissioning reports) thereby developing immediacy of response to declining attendance. New PEP includes ‘current & target’ National Curriculum level

reporting.

Arrangements now in place


When Who Progress

31/12/2015 GH/PM/PW/SBo/SBr Complete


Care Planning is a priority for Children's Social Care, features strongly in the Service Plan and is driving the priorities of the Principal Social Workers. A PLO case management plan has been

adopted to make clear the main issue of concern for cases pre and within proceedings.

Practice Forums have taken place and continue to be scheduled in which have a focus on SMART planning. Findings from CSC QA are evidencing improvements in this area. Feedback from Child

Protection conferences involves chairs meeting with parents post conference to ask them directly whether they have understood the concerns and the actions they need to take to make changes.

Setting up of Comparative reports between education (ONE) & CSC (ICS) databases to enable accurate education reporting has been completed and is ready for implementation September 2015.

In the meantime, information on performance, attendance and exclusions is collated manually and via NEXUS and Capita One so that intervention can be actioned and monitored e.g., Education

Welfare intervention in C4C high absence and School Improvement (tracking and monitoring progress 'post National Curriculum levels’). Improvement in out of Borough C4C data gathering

explored (via ‘Welfare Call’; monthly Commissioning reports) thereby developing immediacy of response to declining attendance. New PEP includes ‘current & target’ National Curriculum level

reporting.


Review and re-issue practice guidelines regarding care planning and it's link with assessment

Refresh programme of practice forums to embed SMART care planning into practice with an outcome focus and prioritising keys risks


Priotiry: Owner

When Who Progress

31/08/2015 D/Supt Rawlinson Complete

CP Action Team

When Who Progress

31/08/2015 D/Supt Rawlinson CompleteDet. Chief Supt

Jardine

8. Voice of Child - Completed as at December 2015


High CYPP/CPB/ RBSCB

• Vulnerability training provided to all front line officers around voice of a child, demeanour and concerns and to document this information.

• Vulnerability training currently on-going with all INPT officers.

• Feb 2015- Mar 2015. Specialist Triage training delivered to PPD staff that included voice of the child, the recording of outcomes for children and how a child is informed and by whom. Specialist

PPD Supervisor training incorporated quality assuring this process and the need for regular review.

• A Specialist PPIU course developed around improving VCOP, voice of the child, recording views, demeanour and outcomes for child. Commences Sept 2015.

• March 2015 – School’s CSE Ambassador Programme launched. Albion Academy, Salford awarded this accolade for their production of a CSE Video that has been cascaded across every school in

Greater Manchester. The Students at Albion Academy have assisted with developing future events.

• April 2015. Multi Agency CSE learning event. 3 victims of CSE shared their experience of exploitation and their views on the service they received from agencies in order to improve future

practice.

• Video produced by one victim to assist with training of all front line officers. Victim shares her experience of exploitation and service.

• June 2015: PPD learning event. Mother of murder victim shares her experience of a child suffering exploitation and how agencies failed to acknowledge CSE and act in order to improve future

practice.

• CSE Multi Agency Peer reviews - review police officer and other agencies involvement with victims of abuse. At conclusion of review, report outlining findings and recommendations is produced.

Learning disseminated through training.

• 2 CP audits to reality test interaction with children and recording of voice of the child.

• PCC Rape QA group quality assures interactions and investigations with child victims.

• Exploration of online feedback sheet from victims linked to Its Not Okay Website.

• Training has been on-going with all front line officers around voice of a child, demeanour and concerns.

• Triage training to all PPIU staff covered this topic. Delivered Feb / March 2015

• 5 CPD Events (1/6, 3/6, 22/6, 27/7, 31/7 scheduled for all specialist PPD staff. Training will be provided on VCOP, voice of the child, recording views and demeanour and how this informs the

decision making process, and capturing outcomes for children. This will improve consistency and standards in this practice.

• CP Team to be tasked with looking at how we can best capture feedback from children about the standard of service that they received. This will provide a useful insight on the quality of

outcomes for children. Feedback to be recorded in an agreed way, that can be reviewed and audited in order to look at ways in which we can improve our service to victims, and ensure that we get

it right.

• Further audit to be completed in June 2015

Frequency and logistics to be agreed

Progress on Outcome

Develop practice to record views and concerns of a child and to record outcomes at the end of police involvement. The record is to show how

children are informed of decisions and results

Review crime and PPI system to ascertain where this information would be best recorded.

Training to be cascaded to staff.

Progress on Outcome


Regular updates to be provided to Police and Crime Commissioner and other service Managers of the needs and views of children and to inform

them of future practice.


8. Voice of Child

When Who Progress

31/04/2015 PM/SBo/SBr Complete

When Who Progress

31/04/2015 SBr Complete

Voice of the child is heard and consistently informs how services are shaped, delivered and improved

Children and young people say they are supported in understanding their life histories

Children in Care Council represents and engages with children looked after of all ages and backgrounds

Children in Care Council works with services and members to improve services for young people and enable robust challenge

Children, young people and families have access to an advocate when required


• Training has been on-going with all front line officers around voice of a child, demeanour and concerns.

• Triage training to all PPIU staff covered this topic. Delivered Feb / March 2015

• 5 CPD Events (1/6, 3/6, 22/6, 27/7, 31/7 scheduled for all specialist PPD staff. Training will be provided on VCOP, voice of the child, recording views and demeanour and how this informs the

decision making process, and capturing outcomes for children. This will improve consistency and standards in this practice.

• CP Team to be tasked with looking at how we can best capture feedback from children about the standard of service that they received. This will provide a useful insight on the quality of

outcomes for children. Feedback to be recorded in an agreed way, that can be reviewed and audited in order to look at ways in which we can improve our service to victims, and ensure that we get

it right.

• Further audit to be completed in June 2015

Frequency and logistics to be agreed


Strengthen the contribution of children and young people to their plans, reviews and throughout the care planning process.

Feedback from young people evidences increased contribution to care planning.

Case file audits evidence voice of the child being sought and impact on plans as a result.

Progress on Outcome

The Children's Society (current advocacy provider) visited all social care teams in the last 6 months to re-launch the advocacy service and to promote its use for children subject of CP plans.

Independent chairs have been reminded of responsibility to ensure consideration of advocacy needs at every conference and now make recommendations where necessary to drive up access to

advocacy. We are continuing through conference chairs quality assurance form and Children's Rights steering group to monitor closely as we have not yet seen an increase.

Progress on Outcome


Evidence to demonstrate that take up of Advocacy Service has increased - Increase awareness across the partnership of the Advocacy service.

Every conference to consider appropriateness access to advocacy.

Monitor levels of access (and lack of access) to Advocacy.

Principal Social Worker's continue to focus upon this as a strategic priority. All internal CSC workforce development has been reviewed to ensure that Voice of the Child and young people's

engagement and participation is strengthened. Focus groups are held quarterly with cared for children to take their views on participation in LAC reviews and care planning. The findings from the

annual listen-up survey and the pledge have been used to inform the Corporate Parenting Action Plan. The care leavers reference group and the futures club are both established at Fashion Corner

and Care leavers and cared 4 Children are encouraged to participate and provide their views on a number of relevant topics. Young people from the Care leavers reference group have participated

in the delivery of training for CSC staff, in improving participation and engagement of young people. a training plan including two more training days has been prepared for 2015.

SLT in October 2015 received a number of reports from across the service regarding participation and engagement of children and young people. Quality Assurance report showing improvement

and a targetted programme for those areas where this is not moving forward.

8. Voice of Child

When Who Progress

31/04/2015 PM/SBo/SBr/PW Complete

QA process is now in place for CAF. Guidance in process of being developed. Audit programme for 15/16 includes evidence of the child's voice. There is clear guidance on inclusion of Child's voice

in CAFs and TACs. QA process specifically identifies this. June's figures showed that 15 / 17 CAFs monitored had comments from the child. Co-design work with young people is informing the

development of adolescent mental health services as part of integrated commissioning work.

The content of all practice workshops was reviewed to ensure that there is a focus on the child's voice in addition to separate forums regarding participation and engagement. Practice Standards

have been developed for use by social care staff to support a workforce approach to engegement and participation including feedback which will be tested out. Quality Assurance is taking place

through the IRO/Conference chairs following cared for children reviews and conferences. Feedback from children and young people is captured through annual listen-up survey and through focus

groups.


Ensure that child’s voice and daily experience are represented in all assessments and that assessments are sharply focused on the analysis of risk

and need

Improved Practice Guidance to be developed to support practitioner's to capture the voice of the child effectively.

Recording in ICS workshops to be developed and rolled out.

Progress on Outcome

8. Voice of Child

Priotiry: Owner

When Who Progress

31/12/2014 PW/PM/LM/GF/MB Complete

When Who Progress

31/12/2014 PW Complete

When Who Progress

31/12/2014 PM/PW Complete

High CYPP

Evaluate the effectiveness of the new Children's Service's performance and quality assurance framework and provide a report to the Improvement

board on how this has impacted on performance, with focus is on quality of management decision making.


Progress on Outcome

A report detailing the operation of the Children's Social Care Performance Mangement and Quality Assurance framework during the past 12 months is on the agenda for the January Board. This

details significant progress.


9. Workforce - Complete as as December 2015

Progress on Outcome

The recruitment strategy is now impacting demonstrated by a continuing reduction in the number of agency social workers and managers with significant numbers choosing to take permanent

posts, this is detailed in CSC report to IB March 2015. There remains a robust programme and reduced caseload for newly qualified social workers (NQSW) which has been evaluated. Retention

rates for NQSW's remain good.

All practitioners working with children and young people are suitably trained, managed and supported to identify the needs of children and young

people and appropriately apply the agreed threshold model to ensure their needs are met by the right service at the right time.

Progress on Outcome

Increase the % of priority key performance measures that are improving by 31st March 2014

Reduction in average the time children remain on a child protection plan by 31st March 2014

Reduction in the % of children who become subject to a child protection plan for a second or subsequent time by 31st March 2014

Reduce number of cared for children by 31st March 2014

Increase the number of permanent staff within Children's Social Care by 31st March 2104

Increase the % of practitioners who have completed safeguarding training within 6 months of appointment and every 3 years.

Reduce the % of contacts with CSC 'outcome' as No Further Action

Increase the % of contacts/referrals to CSC resulting in an assessment and plan of intervention.


CSC workforce development strategy leads to effective recruitment and retention


9. Workforce

When Who Progress

31/12/2014 GF/MB/PW/LM Complete

When Who Progress


When Who Progress


When Who Progress

31/03/2015 PM/PW/SBO Complete



Develop and introduce a multi-agency children's organisational development programme across the partnership, proving a structured approach to

connecting senior managers with frontline staff across all agencies

Implement the new Multi-Agency Children's Workforce Development Strategy

Progress on Outcome

The Multi-Agency Workforce Development Strategy Task Plan and assurance plans are now in place and are regularly monitored by the CIWDG which reports to CYPP to ensure the strategy is

embedded across the partnership.

Evaluate the impact of the Multi-Agency Children's Workforce Development Strategy

Progress on Outcome

Evaluation methodology is under consideration . This is a complex and time - consuming area of work which will carry forward into Year 2 of the CIWDG action plan and will link into Getting to

Good Plan for 2015-2016.


Progress on Outcome

Progress on Outcome

The Multi-agency Workforce Development Strategy was launched with a letter to all partners from Lead Member Children's Services. The IWDG continues to meet to ensure implementation of the

strategy and its action plan and that this work becomes embedded across the partnership. 3 Multi-agency induction events have taken place with a further one planned for June 2015 where senior

managers and front-line staff connect from all partner agencies.


Ensure that all staff have regular and properly documented supervision and performance reviews to guide their professional development

Induction for all managers who are new starters has been established and includes clear expectations of supervision delivery.

Revised process for evidencing supervision & PDP is embedded (electronic files). Monthly performance clinic report considers reports re supervision compliance by individual team service and

overall.

A supervision auditing programme is also established.

Monitoring of supervision and PDP's (including reviews) takes place quarterly in the service wide performance clinic. All practice managers and HoS have provided 12 month programme of

supervision and PDRS.

9. Workforce

When Who Progress

30/06/2015 ? Complete

When Who Progress

30/06/2015 All SLT CompleteSLT’s to ensure that staff are focused on children and their safety.

Child Protection issues including CSE and MFH to feature and be discussed at Force and Divisional Pacesetter meetings.

Child Protection, CSE & missing children to feature in divisional performance and vulnerability meetings


Following a HMIC revist. HMIC recent findings are that

Greater Manchester Police (GMP) is good at protecting from harm those who are vulnerable and supporting victims. GMP invested considerable effort and resources into ensuring that

vulnerability is the priority for the force.

Police officers and staff now routinely identify those who are vulnerable at an early stage and tailor their response accordingly.

Investigations by specialist officers into the most serious offences (such as rape and wounding) were of a particularly good standard, with clear evidence of victim centred investigations.

GMP has a clear, structured and well-supervised process for responding to reports of children who are missing or absent. Effective systems and processes are in place for both the force alone

and in partnership to make sure that the best service is provided.

Officers attending domestic abuse incidents have a good knowledge of how to assess risk.

Officers consistently apply the RARA model (remove the risk; avoid the risk; reduce the risk; accept the risk), and look for evidence of the “toxic trio” (mental health issues, drug use, alcohol

abuse) which can be indicators of increased risk.

GMP is good at identifying those who are vulnerable and assessing their level of risk and need. Police officers and staff routinely identify those who are vulnerable at an early stage and tailor

their response accordingly.

The force has invested considerable time and resource in providing training on the identification and treatment of vulnerability.

The police and crime plan for Greater Manchester identifies six key priorities, which include protecting vulnerable people; putting victims at the centre; and building and strengthening

partnerships.

HMIC found that police officers and staff have a clear understanding of these priorities and are working hard to put them in to practice on a day to day basis.

Training has been given to all call-handlers and switchboard operators who answer emergency and non emergency calls from the public; all staff who work on the public enquiry counters at

police stations; and more than 3,500 constables and sergeants who were working in neighbourhood and response teams.

HMIC found good evidence that vulnerability is an integral part of the agenda at the divisional “pacesetter” morning management meetings, at which information and intelligence on high-risk

people missing from home and domestic abuse incidents are discussed.

HMIC found far greater clarity around responsibilities for safeguarding than in previous inspections. HMIC were pleased to see that progress, identified during the re-visit of the force’s

approach to tackling domestic abuse, is solidly in place across the force

Regular audits now take place on a monthly basis, whereby around 300 incidents per month are QA’ and peer reviewed in order to inform ongoing development and training.

GMP – HMIC Domestic Abuse Re-Visit

The fore should conduct a skills audit of specialist staff working with domestic abuse victims and perpetrators to ensure that they have the

operational skills and competence to conduct effective investigations and keep victims safe.


Presentation given to Divisional SLT’s on vulnerability, roles and responsibilities and key areas for improvement.

Phoenix monthly Peer Reviews provide direct feedback to Divisional Commanders on performance.

PPD TCG document is circulated to all Divisions to inform their local threat assessments.

CSE Tactical Meeting Minutes and Updates are circulated to all Divisional SLT’s

Strategic CSE Quarterly meeting in place with attendance required by SLT.

A number of SLT members from across the force have now attended the Vulnerability training for supervisors.


Recommendation 60 .

GMP should conduct a skills audit of specialist staff working with DA victims and perpetrators.

Recommendation 2

“No later than the 30 September the force should conduct a skills audit of specialist staff working with domestic abuse victims and perpetrators to ensure they have the appropriate operational

skills and competence to conduct effective investigations and to keep victims safe.”

• The force should conduct a skills audit of specialist staff working with domestic abuse victims and perpetrators to ensure that they have appropriate operational skills and competence to conduct

effective investigations and keep victims safe.

• Laura Ansbro Lee has begun to collate skill set of PPD staff including Detective status and PIP accreditation.


9. Workforce

When Who Progress



Following a HMIC revist. HMIC recent findings are that

Greater Manchester Police (GMP) is good at protecting from harm those who are vulnerable and supporting victims. GMP invested considerable effort and resources into ensuring that

vulnerability is the priority for the force.

Police officers and staff now routinely identify those who are vulnerable at an early stage and tailor their response accordingly.

Investigations by specialist officers into the most serious offences (such as rape and wounding) were of a particularly good standard, with clear evidence of victim centred investigations.

GMP has a clear, structured and well-supervised process for responding to reports of children who are missing or absent. Effective systems and processes are in place for both the force alone

and in partnership to make sure that the best service is provided.

Officers attending domestic abuse incidents have a good knowledge of how to assess risk.

Officers consistently apply the RARA model (remove the risk; avoid the risk; reduce the risk; accept the risk), and look for evidence of the “toxic trio” (mental health issues, drug use, alcohol

abuse) which can be indicators of increased risk.

GMP is good at identifying those who are vulnerable and assessing their level of risk and need. Police officers and staff routinely identify those who are vulnerable at an early stage and tailor

their response accordingly.

The force has invested considerable time and resource in providing training on the identification and treatment of vulnerability.

The police and crime plan for Greater Manchester identifies six key priorities, which include protecting vulnerable people; putting victims at the centre; and building and strengthening

partnerships.

HMIC found that police officers and staff have a clear understanding of these priorities and are working hard to put them in to practice on a day to day basis.

Training has been given to all call-handlers and switchboard operators who answer emergency and non emergency calls from the public; all staff who work on the public enquiry counters at

police stations; and more than 3,500 constables and sergeants who were working in neighbourhood and response teams.

HMIC found good evidence that vulnerability is an integral part of the agenda at the divisional “pacesetter” morning management meetings, at which information and intelligence on high-risk

people missing from home and domestic abuse incidents are discussed.

HMIC found far greater clarity around responsibilities for safeguarding than in previous inspections. HMIC were pleased to see that progress, identified during the re-visit of the force’s

approach to tackling domestic abuse, is solidly in place across the force

Regular audits now take place on a monthly basis, whereby around 300 incidents per month are QA’ and peer reviewed in order to inform ongoing development and training.

Quarterly reports from CDOP with analysis of themes has been reportred to March & July 2015 RBSCB - indicators are now unveiled. Dissemination of messages and learning via C&C sub-

group and newsletter

Social work knowledge, skills and competencies have been developed through the development of a progression framework

Case supervision records consistently demonstrate how the complexities of the case have been evaluated and decisions for action made in order to meet the needs of the child

Personal supervision records consistently demonstrate the support and challenge provided to workers and continuing professional development in line with professional standards

Audits evidence that children's needs are consistently responded to and understood, with identifiable outcomes, high quality assessment, planning, intervention and review processes

Practice forums have strong links for staff to learn from audit activity, evaluation and Serious Case Reviews and link into the development of social work practice


Ensure that opportunities to learn from the reviews of unexpected child deaths are maximised to inform safeguarding practices


9. Workforce

getting to good implementation plan december 2015

Documents