Independent Scrutineers Report 24-25

The Devon SCP has adopted the one dedicated independent scrutineer model. Although the current independent scrutineer has been appointed on a monthly rolling basis for some time, a permanent scrutineer has now been identified and will commence the role over the next few weeks.

In addition to the partnership’s dedicated independent scrutineer, given the close relationship between the Devon SCP and the Continuous Improvement Board, there is additional independent scrutiny through this Board’s appointed commissioner.

In December 2023, HM Government published the new Working Together arrangements which introduced significant changes to the local safeguarding of children arrangements across Devon. The partnership was already well placed to respond to these changes in many respects, with key roles already in place such as a delegated safeguarding partner as chair of the Partnership Executive and had already moved from an Independent Chair to Independent Scrutineer. In this reporting period, the Lead Safeguarding Partners have established not only a local LSP meeting structure, but also a pan Devon LSP forum where cross boundary threats and issues can be discussed and actioned.

In the previous reporting year, the partnership’s DSP meeting (then its Executive) commissioned the National Safeguarding Partner facilitator (LA Lead) carry out a ‘health check’ of the partnership. This valuable exercise allowed the delegated safeguarding partners a much clearer picture of the strengths of the partnership together with a clear understanding of priorities to improve the effectiveness of the partnership further. In this reporting year, the independent scrutineer has examined a number of themes emanating from that ‘health check’.

Key findings included:

There is a commitment and action taken that demonstrates that the partnership has embedded the underlying principle within Working Together 2023 that there is shared responsibility across the safeguarding partners. A particular strength for the partnership is the level of engagement from educational providers. There is representation from a Multi-Agency Academy Trust CEO as a member of its Executive (DSP), and an effective educational advisory group. This group is a valuable resource that supports the partnership to ensure engagement and collaboration at the operational level, and allows an environment across the sector to be fully engaged, involved and included in local safeguarding arrangements.

Another strength for the partnership surrounds the provision of multi-agency safeguarding professional development and training. Over 9000 training places were provided over one financial year. In addition to the multi-agency safeguarding training, the partnership also provided programmes in courageous conversations, restorative practice, role of the LADO and managing allegations and domestic abuse amongst others. The partnership may need to consider the impact on the current level of professional development if budgetary cuts are required, and how a wider cohort of delegates from different agencies attend such events.

Quality Assurance is another key element of Working Together 23. There is a sound mechanism in place to improve safeguarding practice. The Partnership QA function benefits from an experienced manager in Children Social Services as chair and a Business Team QA lead. There is a clear workplan and a rigorous methodology. Work and subsequent reports into child neglect and non-accidental injuries to babies were detailed, involved practitioners and scrutinised professional curiosity. Strenuous efforts are made to ensure appropriate practitioners are invited to participate.

The partnership now has the benefit of a data analyst. This will be a valuable asset in drawing together the multi-agency datasets and provided analysis to the DSP’s and Business Group enabling evidence-based recommendations and actions.

In the previous reporting year, there were 2 independent led reviews, the first one focused on the front door, the second on learning from serious incidents. I am pleased to report that significant progress has been made in both areas. The MASH operational group benefits from a robust chair from a non-children services agency who provides regular reports to both DSP’s and the Business Group. The number of outstanding actions from Child Safeguarding Practice Reviews and Rapid Reviews has been reduced significantly, now enabling the partnership to focus on recent reviews.

There continues to be consistency in meeting attendance. Although this does allow for mature professional relationships and can ‘grease the wheel’ when a critical issue needs to be resolved, participants at all levels in the partnership need to professionally challenge each other. Mutual challenge is one of five multi-agency expectations for strategic leaders, senior & middle managers and practitioners. This is one area that the partnership may wish to explore further throughout 2025/2026.

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