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Wigan Safeguarding Children’s Board
Business Plan
2009 - 2011
1
Contents
Page No
3 Independent Chair introduction
4 Who should read this Business Plan
5 National Drivers & Local Drivers
6 Accountability and Governance
7 Business Plan
20 Budget
21 WSCB Membership
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1. The Independent Chairs Introduction
I am very pleased to commend this Business Plan as the shared framework for guiding and
measuring the work of Wigan’s Safeguarding Children Board (WSCB).
This plan has been very carefully considered, in order to reflect the priorities which all
members of WSCB recognise as essential to maintain its crucial role of co-ordinating and
ensuring the effectiveness of everyone’s efforts to keep children and young people in the
Wigan Borough safe.
There has been significant activity over the last 12 months to consolidate the work of the
WSCB, including a review of its structure, a multi agency audit of safeguarding
arrangements and the appointments of an Independent Chair and a Business Development
Manager. This has added extra strength and stamina to the Board which has set out its six
core objectives in this plan. The successful achievement of these priorities will provide the
firm foundation on which to build additional activities, reflecting the wider safeguarding
agenda.
The six key objectives are:
1. Developing a safe workforce
2. Reinforcing safeguarding policies, procedures and joint working protocols
3. Measuring the effectiveness of WSCB
4. Identifying critical cases and embedding lessons learned
5. Ensuring provision of safeguarding training
6. Hearing the views of children and young people
The WSCB website (www.wiganlscb.com) will provide up to date and helpful information
which will complement this plan and provide a commentary on its implementation through
the current activities of the Board.
Sue Woolmore
Independent Chair
Wigan Local Safeguarding Children Board (WSCB)
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2. Who should read the WSCB Business Plan
This Business Plan will be the core tool by which WSCB will manage and account for its
work in co-ordinating what is done to safeguard children in Wigan and in ensuring the
effectiveness of this work. All Board Members, Executive Group members and Sub Group
members should have a detailed knowledge of the plan. Chief Executives of local agencies
with a duty to co-operate under S11 of the Children Act 2004 and agencies’ Strategic
Safeguarding Groups should also scrutinise the plan and ensure that single agency planning
takes into account, where applicable, the core objectives of this plan.
Operational Managers should familiarise themselves with the objectives of the plan to
ensure that their safeguarding teams and practitioners working directly with children, young
people and families are aware of the strategic arrangements in the plan, which aim to
scrutinise, support and where necessary challenge local arrangements to safeguard children
and promote their welfare.
This plan will be published on the WSCB website and will also therefore be available to
children and young people, their family and carers.
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National Drivers
Children Act 1989, HM Government
Children Act 2004, HM Government
The Third Joint Chief Inspectors Report, 2008 OFSTED)
Working Together to Safeguard Children 2006 HM Government
Stay Safe Action Plan, February 2008 HM Government
Analysing Child Deaths and Serious Injury through abuse and neglect; what can we
learn? Brandon et al 2008
Improving Safeguarding Practice: Study of Serious Case Reviews 2001 –2008 Rose
& Barnes 2008
The Protection of Children in England: A progress report Lord Laming March 2009
The Protection of Children in England: Action Plan The Government’s response to
Lord Laming, May 2009
Local Drivers
CYPP 3 of Wigan Children and Young Peoples Plan
‘Safeguard children and young people through improved prevention, early
intervention and community engagement.’
WSCB Action Plan Serious Case Review Child A (2008)
WSCB Action Plan Serious Case Review Child B (2009)
WSCB Section 11 Audit Analysis (Nov 2009)
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Accountability and Governance
Wigan Safeguarding Children Board includes representatives all of the key partner agencies (see final page of Business Plan for detail)
In light of the new Business Plan 2009-2011 Core Objectives the current Sub Group structure will be revised.
WSCB Board
Chaired by Independent Chair
WSCB Executive Group
Chaired by Service Manager
Safeguarding & Commissioning, CYPS
Constituted by Chairs of 10 Sub Groups
Health Educational Secure 3b Sub Best Practice Communication Lessons Sexual Missing from
Settings Settings Sub Settings Sub Group & Audit Sub & Raising Learnt / Exploitation Home / Care
Sub Group Group Group Group Awareness Sub Critical Sub Group Sub Group
Group Incident
Sub
Chair Chair Chair Chair Chair Chair Group(s) Chair Chair
Medical Service Safeguarding Head of YOT Service WSCB Business Chair (s) Deputy Spt.
Director, Manager Lead HM Service, Manager Development Service Partnership
ALW PCT Education Hindley YOI Social Care CYPS Manager Manager, Working
CYPS CYPS Safeguarding Wigan Police
Unit, CYPS
E Safety Sub Group
Chair
ICS Lead, CYPS
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WSCB Business
Action Plan
2009 - 2011
There are 6 Core Objectives described in this Action Plan.
The Core Objectives are:
1. Developing a safe workforce
2. Reinforcing safeguarding policies, procedures and joint working protocols
3. Measuring the effectiveness of WSCB
4. Identifying critical cases and embedding lessons learned
5. Ensuring provision of safeguarding training
6. Hearing the views of children and young people
The Core Objectives form the foundations for the detailed descriptions of the 6 Development Workstreams
DEVELOPMENT WORKSTREAMS
1. DEVLEOPING A SAFE WORKFORCE
Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
1.1 Safer Recruitment WSCB develop and ratify a WSCB WSCB Business Recruitment processes for posts Feb 2010
Safer Recruitment Procedure Development Manager working directly with children,
To promote and which will be implemented by all Learning and Development young people and families follow
support safe agencies working directly with Department WSCB Safer Recruitment
recruitment practice children, young people and Procedure.
across all agencies families. At least one manager on each
WSCB member agency Recruitment Panel trained in Safer
Deliver Safer Recruitment Training representative, in Recruitment. Sept 2010
to managers of teams working partnership with agency
directly with children, young Peoples Service / Human Clear measures taken by all Jan 2011
people and their families. Resource Lead agencies to ensure that unsuitable
persons are not working with
children and young people.
Evidence to support achievement
of standards and principles
monitoring via process
1.2 LADO Ensure that all member agencies WSCB member agency Unsuitable persons are prevented Nov 2009
identify a LADO lead. representatives. from working with children and
Ensure that all WSCB young people.
agencies report Explore function of LADO, Unsuitable persons are prevented
concerns re: ensuring LADO maintains Safeguarding Unit CYPS from working with children and March 2010
practitioners’ strategic oversight. young people.
unsuitability to work LADO Ongoing
with children and LADO makes regular report to Unsuitable persons are prevented
young people to the WSCB. from working with children and
LADO, to identify when young people.
cases need to be
reported to ISA in
order to prevent their
future involvement
with children and
young people.
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1.2 LADO (cont.) Develop and deliver raising LADO All children’s workforce is aware of April 2011
awareness package to children’s the role of LADO, ISA and what is
workforce, including the voluntary considered as unsuitability of
sector re: role of LADO and ISA. working with children and young
people.
1.3 CRB compliance All agencies to review their CRB All WSCB members Agencies demonstrate a plan June 2010
compliance and report current which includes plan to conduct
position to WSCB. CRB checks retrospectively
All agencies to ensure compliance All WSCB members
with Section 11 standard re: CRB
checks, prioritising roles working
directly with children and young
people.
All WSCB members, Independent
Chair and Business manager to WSCB Business All WSCB members have CRB Jan 2010
evidence they have a CRB which Development Manager which has been undertaken within
has been undertaken within the the last 3 years.
last 3 years. WSCB Business
Development Manager
Central Report maintained of CRB WSCB is able to evidence that all Jan 2010
and review date for all WSCB WSCB members, Independent
members Chair and Business Manager have
a CRB which has been undertaken
within the last 3 years.
9
1.4 Induction Agree a set of principles re: Learning & Development Consistency in Induction across all Jan 2010
safeguarding to be integrated into Department agencies to ensure all practitioners
Induction as an element of the working directly with children and
Common Core for Children’s young people are fully informed of
Workforce. their safeguarding responsibility.
1.5 Awareness of a) Development and maintenance WSCB Business a) The work, priorities and values Nov 2009
safeguarding issues of WSCB website Development Manager & of the WSCB are transparent and
and work of WSCB is WSCB Administrator accessible to the workforce and
promoted within all b) WSCB promotes revised Joint the public. Ongoing
agencies Working Protocols
c) Member agencies ensure their All WSCB members b and c) Future Section 11 audits Ongoing
workforce works effectively with evidence that WSCB members
WSCB policies and procedures have effectively disseminated and
ensured implementation of WSCB
policies and procedures.
d) WSCB provides annual seminar WSCB Business d) Seminar delegates will By Summer 2010
for targeted groups of the Development Manager demonstrate enhanced annually thereafter
children’s workforce in order to safeguarding insight and practice
develop safeguarding practice following seminar
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DEVELOPMENT WORKSTREAMS
2. REINFORCING SAFEGUARDING POLICIES, PROCEDURES & JOINT WORKING PROTOCOLS
Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
2.1 To scope and review 1. Scope existing WSCB WSCB Business All WSCB policies and procedures Sept 2010
whether WSCB Child policies. Development Manager are compliant with guidance /
Protection Procedures 2. Look at developing new legislation to safeguard and
reflect current policies and guidance. promoting the welfare of children
legislative / guidance 3. Develop a system of and young people.
re: safeguarding and continual review and
promoting the welfare updates.
of children and young
people, including those
with identified
vulnerability.
Develop policies and Prioritise action plan to address
2.2 procedures to address gaps in protocols and policies Joint working protocols have been Sept 2010
safeguarding needs of Develop and ratify: - agreed by all WSCB agencies and
identified vulnerable E Safety WSCB StrategyDomestic implemented, to ensure all children
children and young Violence WSCB Joint Working and young people with specific
people Protocol E Safety Sub Group Chair vulnerability issues are
safeguarded and their welfare is
Fabricated illness by proxy WSCB Violent Crime Delivery promoted
Joint Working Protocol Group, Building Stronger
Homeless young people aged 16+ Communities Partnership
WSCB Joint Working Protocol
Health Settings Sub Group
Licensing & Safeguarding WSCB Chair
Joint Working Protocol
Social Care and Housing
Missed appointments (DNA policy) Leads
WSCB Joint Working Protocol
Sexual exploitation PBG – Spt. Lomas
Health Settings Sub Group
Chair
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Health Settings Sub Group
Safeguarding children and young Identified WSCB lead
people who have a disability /
complex need / learning difficulty
WSCB Joint Working Protocol
Trafficked children WSCB Joint Identified WSCB lead
Working Protocol
Review the need for a WSCB Identified WSCB lead
Escalation Policy
Review and update WSCB WSCB Business
Information Sharing Protocol Development Manager
2.3 Monitoring Audit Process developed to WSCB Business Quality Assurance mechanism to April 2011
effectiveness of identify strengths and challenges Development Manager safeguard and promote children
implementation of all regarding implementation of joint and young people
Joint Working working protocols.
Protocols
2.4 Process agreed for 1. Establish a framework for WSCB Business All WSCB statutory member April 2011
ratifying safeguarding ratification Development Manager agencies have a Safeguarding
policies of statutory 2.Develop guidance for a Policy which is compliant with
agencies. framework for developing WSCB Policy and procedures
consistent protocols
June 2010
A copy of all statutory member WSCB Business WSCB is able to evidence that all
agencies ratified Safeguarding Development Manager statutory member agencies have a
Policies to be kept by WSCB Safeguarding Policy which is
compliant with WSCB policies and
procedures.
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2.5 Ensure effective Develop memoranda of WSCB Members Shared learning and effective child March 2010
communication communication safeguarding practice across child
between WSCB and and adult services.
other partner
arrangements for adult
services i.e., MAPPPA,
MARAC, Adult
Safeguarding Board,
DV Forum
2.6 Develop effective The WSCB will provide an annual
relationship between report to the Children’s Trust WSCB Independent Chair Both challenge and collaboration April 2010
Wigan’s Children’s Board, acknowledging progress in between WSCB and Children’s
Trust and WSCB, safeguarding children and young Trust is evidenced with regard to
ensuring the WSCB people, whilst also acknowledging safeguarding children and young
holds the Children’s any deficits. people.
Trust Board to account
in relation to
safeguarding children
and young people
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DEVELOPMENT WORKSTREAMS
3. MEASURING THE EFFECTIVENESS OF WSCB
Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
Develop WSCB Dataset and
evidence based reporting and
3.1 Measure effectiveness scrutinising mechanisms. WSCB Business WSCB Dataset findings inform Ongoing
of safeguarding Development Manager future development and identifies
systems Embed new national Safeguarding good practice.
Performance Indicators in WSCB Dec 2009
dataset when published. WSCB Business WSCB can evidence scrutiny of all
Development Manager agencies performance with regard
Ensure reporting of dataset, to safeguarding practice.
populated by relevant agencies, to Ongoing from Feb
WSCB. All identified agency leads WSCB can evidence scrutiny of all 2010
within dataset, co-ordinated agencies performance with regard
by WSCB Business to safeguarding practice.
Best Practice & Audit Sub group to Development Manager
undertake audit of case files on a Ongoing
multi agency basis using the Best Practice & Audit Sub Lessons learnt and effective
WSCB quality case file audit tool. Group Chair practice examples shared and
implemented to develop more
effective safeguarding practice on
a multi agency basis.
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3.2 Ensure any SCR Agencies to provide reports to WSCB member agencies Evidence is provided to scrutiny Ongoing as per
action/plans/progress progress to Board Executive as per SCR Action Plan and governance of member individual SCR
delivered and reported agencies and Local Authority that
to WSCB lessons learnt from SCR have
been acted upon.
3.3 Monitor and develop Annual appraisal of
performance of WSCB a) WSCB Independent Chair a)Director of Children’s Performance of officers and March 2010
officers and members Services members is effective and further
developed
b) Business Manager b)Business Development
Manager’s line manager
WSCB agrees expectations of its
members’ roles and contributions
at all levels of the WSCB
structure.
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DEVELOPMENT WORKSTREAMS
4. IDENTIFYING CRITICAL CASES AND EMBEDDING LESSONS LEARNED
Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
4.1 Clarify thresholds for Agree multi agency thresholds for WSCB Independent Chair Cases meeting the threshold for a Jan 2010
critical incidents and referral into agreed process for and Business Development Serious Case Review are identified
clear process for consideration of critical cases. Manger in appropriate timescale.
WSCB to consider
critical cases or Agree model for operations and WSCB discussion Clarity of how near miss / Sudden Jan 2010
incidents which may membership of Critical Incident / Untoward Incidents, regarding
require a Serious Case Lessons Learned Sub Group. safeguarding of children and
Review or alternative young people, are responded to
management/review appropriately.
response, to ensure
agencies are working Define new Terms of reference Sub Group Chair
together effectively and Action Plan for the Sub A Lessons learnt are Jan 2010
and any lessons are Group. communicated to WSCB and are
being learnt and fed into multi agency / individual
implemented. agency practice developments.
WSCB learns lessons from cases
outside of the Borough i.e.
regionally and nationally.
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Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
4.2 Improve the Implement ‘SCR Process WSCB Business Future SCR processes more March 2010
effectiveness and Improvement Action Plan’ Development Manager efficiently conducted and
efficiency of future (separate plan) already developed effectively evidence lessons
Serious Case Review by WSCB Business Development learned, to inform future multi
processes. Manager. agency interventions to safeguard
and promote the welfare of
children and young people.
4.3 All child deaths are Child Death Overview Panel CDOP Chair Practice is improved by learning Annual written
monitored, trends are reports to WSCB on an annual lessons report & 6 monthly
identified and basis, with a 6 monthly update. update
prevention planning is
enhanced to prevent WSCB Independent Chair CDOP resource
untimely deaths
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DEVELOPMENT WORKSTREAMS
5. ENSURING THE PROVISION OF SAFEGUARDING TRAINING
Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
5.1 Ensure those working Implement WSCB Training Learning & Development All appropriate staff are trained in a As identified in
directly with children, Strategy. Department via SLA with level according to their role and WSCB Training
young people and their WSCB - overseen by function working with children, Strategy per
families / carers can WSCB Business young people and their families / individual training
identify and Ensure provision of safeguarding Development Manager carers, to be able to prevent and objective & related
appropriately respond training is congruent with Wigan’s appropriately respond to action.
to safeguarding issues, Workforce Strategy safeguarding concerns.
whilst also being aware
of specific vulnerability
issues, in order to Review function and operations of Training Sub Group Chair All WSCB agencies can evidence Employing agency
prevent incidents of Training Sub Group to ensure that that the training needs of the staff Workforce
significant harm being a mechanism is in place for each re: safeguarding have been met to Development Lead
experienced by agency to communicate the ensure children and young people time & time of
children and young outcome of its training needs are safeguarded. Training Sub Group
people. analysis for their children’s Chair
workforce, in order to inform the
design and provision of
safeguarding training.
5.2 Accurate evidence to Learning and Development Learning & Development Audit trail of attendance at WSCB Jan 2010
WSCB of provision of Department to ensure Department via SLA with training is available to WSCB
safeguarding training maintenance of database which WSCB - overseen by member agencies
and its uptake by the can provide an audit trail of who WSCB Business
children’s workforce. has attended training from which Development Manager
agency and date attended.
Member Agency to ensure own Member agency Workforce 18
training database is maintained. Development Lead
5.3 Ensure that training is Chair of relevant Sub Group which Chair of relevant Sub All Joint Working Protocols are Jan 2010
identified and delivered develops a new WSCB Joint Group effectively implemented to
to ensure effective Working Protocol to identify safeguard children and young
implementation of related training need(s) / audience people
WSCB agreed Joint and communicate this to Chair of
Working Protocols. Training Sub Group.
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DEVELOPMENT WORKSTREAMS
6. HEARING THE VIEWS OF CHILDREN AND YOUNG PEOPLE
Priority Objective Key Actions Lead Person Key Outcome Timescale &
Resources
6.1 Ensure that the views Develop links to existing WSCB Business The work of WSCB and member WSCB Business
of children and young consultation and participation Development Manager agencies is informed by the voice Manager time and
people contribute to structures within agencies, to of children and young people. purchasing of
the work of WSCB. ensure the views of vulnerable The work of WSCB and member appropriate
and marginalised children and agencies is informed by the voice resources / venues
young people are also sought. WSCB Business of children and young people. / refreshments.
Ensure regular reports detailing Development Manager
the views of these children and On a ¼ basis
young people are reported to
WSCB.
6.2 Ensure that children All WSCB member agencies to WSCB member Agency All children and young people’s Feb 2010
and young people have ensure that their respective Lead complaints are listened to and
access to an Complaints Process is fully appropriately acted upon
appropriate accessible and actively promoted
Complaints Process to children and young people.
6.3 Ensure that all children Ascertain impact of the PHSE&C Communication Sub Group Children and young people can Sept 2010
and young people in strategy within schools to ensure Chair identify when they are suffering
Wigan Borough are that children and young people are significant harm and feel able to
aware of their right to aware of their right to be safe from seek help and support.
be safe from abuse and abuse and neglect
neglect.
20
WSCB Budget 2010 - 2011
Projected spend
Staffing Cost (inc 20% on costs)
WSCB Independent Chair 18,000
WSCB Business Development Manager 52,692
LSCB Admin 24,237
Projected staffing costs total 94,929
Other expected costs Cost
Serious Case Reviews & dissemination 25,000
Externally commissioned training 42,500 (TBC dependent on training strategy)
Learning and development – Training Co-ordination 45,000 (TBC dependent on training strategy)
Induction & Training Budget - WSCB members 5,000
WSCB Development Day 2,000
Mobile telephone Business Manager 250
Communication and awareness raising 10,000
Stationery & postage 2,000
Venues and refreshments 2,500
Conference(s) 5,000
Independent Chair Expenses - travel costs 1,000
Training Room hire 1,000
Annual WSCB seminar 5,000
Other projected costs total 146,250
Total Projected Spend 241,179
WSCB Member Agencies financial contribution
(previous contributions, ongoing discussion re: agency contributions for 2010-11)
Agency Contribution
Ashton , Leigh and Wigan PCT 12,000
Ashton , Leigh and Wigan PCT – training 30,000
GM Police 20,000
HM Hindley YOI 10,000
CAFCASS 550
Greater Manchester Probation Service 1,094
5 Boroughs Partnership 3,060
Wigan and Leigh Housing 2,000
Wigan CYPS 58,868
Total agency contribution 137,572
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Membership of WSCB
Sue Woolmore Independent Chair
Nick Hudson Executive Director, CYPS
Susan Loudon Lead Elected Member for Children
Anne Goldsmith Service Director, Transformation, CYPS
Sue Elliott Head of Service, Strategy and Commissioning, CYPS
Marlyn Banham Head of Social Care, Children
Robert Lomas Superintendent for Partnership Working, Greater Manchester
Police
Jeremy Pidd Detective Inspector for Public Protection Investigation Unit
(PPIU), Greater Manchester Police
Kate Fallon Managing Director, AWL Community Healthcare Provider
Dr David Valentine Medical Director, AWL Commissioning PCT
Alison Burt Mentor to Designated Nurse, ALW PCT (due to leave Dec
2009)
Joanne Hiley Acting Designated Nurse, ALW PCT
Gill Harris Director of Nursing & Patient Services/DIPC (Director of
Infection Prevention & Control), WWL Acute Trust
Dr Abbas Designated Dr, WWL Acute Trust
Helen Sumner Associate Director of Operations, 5 Boroughs Partnership
Ann-Marie Arnold Head of Safeguarding, HM Hindley YOI
Elspeth Brighton Service Director Wigan and Leigh Housing
Louise Sutton Service Director Personalisation and Community Services,
Adult Services, Wigan Council
Kay Bardgett Executive Director (Corporate Support) Wigan Leisure and
Culture Trust
Carole Lewis Service Manager, CAFCASS
Angie Butler Assistant Chief Executive, Greater Manchester Probation Trust
Helen McKenzie Representative Head Teacher for High Schools
Jill Hyde Representative Head Teacher for Primary and Junior Schools
Joanna Robinson Borough Solicitor, Wigan Council
WSCB Officers
Kara Haskayne WSCB Business Development Officer
Currently being appointed WSCB Administrator
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