LBBD Multi Agency Safeguarding Hub (MASH) Guidance
Version Control
Author(s)
This document has been written by: Damien Cole
Version
Author
Comments
1.0
Damien Cole
Original version
1.1
Damien Cole
Updated
1.2
Mike Cullern
Dan Monahan
Additional Appendices
LBBD MASH Guidance – February 2014
Changed made
Date
-
Feb 2014
Appendix A added– MASH Staff list (finalised)
March 2014
Appendix E – Agency specific MASH enquiry
prompts
Appendix F added– ICS Practitioner step by step
guide
March 2014
Page 1
Contents
1.0
Introduction
Page 3
2.0
Governance
Page 5
3.0
Legal context
Page 5
4.0
Statutory responsibility
Page 6
5.0
Overall responsibility
Page 6
6.0
Local Delivery Steering Group
Page 7
7.0
Information sharing and management
Page 7
8.0
Purpose Specific ISA
Page 8
9.0
Risk Management
Page 8
10.0
Professional supervision
Page 9
11.0
Professional difference
Page 9
12.0
Performance monitoring
Page 9
13.0
References
Page 10
Appendices
A
MASH Staffing (Co located and Single Points of Contact)
Page 11/12
B
LBBD RAG Rating
Page 13
C
Triage and MASH Business Processes (flowchart)
Page 14/15
D
MASH Local Steering Group Terms of Reference
Page 16
E
Agency MASH enquiry guidance
Page 18
F
MASH ICS (Integrated Children’s System) step by step guidance
Page 24
LBBD MASH Guidance – February 2014
Page 2
1.0
Introduction
1.1
This document relates solely to the governance issues and associated recommendations concerning
the delivery of a Multi Agency Safeguarding Hub (MASH) in relation to the safeguarding of children.
Additional issues arise should an adult safeguarding pathway be introduced within the process of the
hub. Potential links with other statutory and non statutory public protection processes such as
MAPPA and MARAC are not covered in this document.
1.2
The introduction of a Multi Agency Safeguarding Hub (MASH), designed to streamline referral routes
supports recommendations made by the Lord Laming within his report ‘The Protection of Children in
England: A progress report’ (HMSO, March 2009)
1.3
Specifically, recommendation 13 of that report states ‘Children’s Trusts must ensure that all
assessments of need for children and their families include evidence from all the professionals
involved in their lives, take account of case histories and significant events (including previous
assessments) and above all must include direct contact with the child. (Laming 2009 p.87)
Laming states there must be:
‘A child-centred, sensitive and comprehensive assessment.
Assessment should involve gathering a full understanding of what is
happening to a child in the context of their family circumstances and
the wider community, using a variety of sources of information. It
must, therefore, be a joint or parallel assessment with all
professionals concerned for the child’s safety and welfare. Time
needs to be spent making sense of this information involving the
family where appropriate. Assessment processes should build up
an increasingly clear understanding of a child’s situation over time,
building up a picture of continuous neglect or cumulative concerns
about abuse where this exists.’ (Laming 2009, p.28)
1.4
These recommendations, the failures identified in the cases reviewed and the judgement of
professionals engaged in safeguarding activity all lend weight to the view that co-located staff,
sharing and assessing all available information presents the best position to ensure effective
safeguarding practice.
1.5
The original MASH concept for Children’s safeguarding was delivered with the intentions being to:
Provide the highest level of knowledge and analysis of all known
intelligence and information across the safeguarding partnership to
ensure all safeguarding activity and intervention is timely, proportionate
and necessary.
1.6
Once established it was intended to provide intelligence sharing within the safeguarding partnership
in order for the following three key areas of activity using the combined knowledge to be able to be
delivered:
LBBD MASH Guidance – February 2014
Page 3



Tactical safeguarding activity (information based decision making with regard to risk)
Victim identification and prevention
Harm identification and reduction by location and individual
1.7
The MASH model suggests partners from Police, Children’s Social Care, NHS, Probation, Education
and any other statutory or non statutory body with information of relevance to the safeguarding of
children and vulnerable adults should be co located in a designated building.
1.8
A MASH does not replace established child safeguarding procedures for investigation and remedy.
The MASH collates information from all available sources in order for the most informed decision to
be made concerning any required intervention. All interventions are required to be necessary and
proportionate.
1.9
The MASH undertakes research on a priority basis, with cases that present the highest potential risk
being researched to produce a ‘product’. That product, the sum of information collated from all
systems that partners use to store personalised information, is placed onto an I.T. system as
designated by the relevant safeguarding partnership.
1.10
The system needs to be able to store secure (sensitive) information and restrict access to that
information to only those within the MASH who ‘Need to Know’.
1.11
The duty of care for all information and intelligence remains with the originating organisation at all
times whilst it remains within the confidential arena of the MASH.
1.12
Individual organisations alone have the right to withhold or allow the information to be
disseminated out from the MASH. This duty also requires the originator to ensure that any redacting
or sanitising of information is authorised by them prior to release.
1.13
This sensitive product can be sanitised by the MASH staff, and an open access non-sensitive product
placed on case notes for general viewing. Where sensitive information is held back within the MASH
but activity at some level is likely to be required a note is made on the case notes ‘signposting’ any
professional who needs to be party to it can contact the information holder direct. This protocol
ensures no information and or risk is hidden to those who operationally have a requirement to know
but ensures it is only seen by those who have a legitimate need to see it.
LBBD MASH Guidance – February 2014
Page 4
2.0
Governance
2.1
The Audit Commission (2003) defines governance to be ‘The framework of accountability to users,
stakeholders and the wider community, within which organisations take decisions, and lead and
control their functions, to achieve their objectives.’
2.2
The same report carries on to detail that:
‘Good corporate governance combines 'hard' factors, such as
robust systems and processes, with 'softer' characteristics such
as effective leadership and high standards of behaviour, in
particular:




leadership that establishes a vision, generates clarity and fosters professional
relationships
an open and honest culture in which decisions and behaviours can be challenged and
accountability is clear
supporting accountability through systems and processes, such as financial management,
performance management and internal controls
an external focus on the needs of service users and the public
(Audit Commission 2003, p6)
2.3
Governance Hard factors – sanctions
2.3.1 Any unauthorised release of information or breach of conditions contained within this agreement
will be dealt with through the internal discipline procedures of the individual partner.
2.3.2 Regular auditing of ICS case record access will be undertaken across the MASH partnership and
reported back to Children’s Services Departmental Management Team and B&D Safeguarding
Children’s Board.
2.3.3 Non-compliance and/or breaches of the security arrangements with regards to police information
will be reported to the MPS Barking & Dagenham Borough and reviewed with regards for any risk in
the breach.
2.3.4 All parties are aware that in extreme circumstances, non-compliance with the terms of this
agreement may result in the agreement being suspended or terminated and offending individuals
removed from the MASH.
2.3.5 All partners will hold a copy of this agreement. It is the responsibility of each partner to ensure that
all individuals likely to come in contact with the data shared under this agreement are trained in the
terms of this agreement and their own responsibilities.
3.0
Legal context
3.1
Section 10 of the Children Act 2004 created a requirement for children’s services to make suitable
arrangements for co-operation between the relevant partners in order to improve the wellbeing of
children in the authority’s area.
LBBD MASH Guidance – February 2014
Page 5
3.2
Statutory guidance for section 10 of the Act under “Working Together to Safeguard Children 2010”
and the associated Information Sharing: Guidance for practitioners and managers” states that good
information sharing is key to successful collaborative working and arrangements under this section
should ensure information is shared for strategic planning purposes and to support effective service
delivery. It also states these arrangements should cover issues such as improving the understanding
of the legal framework and developing better information sharing practice between and within
organisations.
3.3
Section 13 of the same Act stipulated that safeguarding boards must be created, with the objective
under section 13 to:


co-ordinate what is done by each person or body represented on the Board for the purposes of
safeguarding and promoting the welfare of children in the area of the authority by which it is
established; and
ensure the effectiveness of what is done by each such person or body for those purposes.
3.4
Accordingly the requirements of the “London Child Protection Procedures - 4th edition (Apr 2011)”
made by the London Safeguarding Children Board prescribe the local arrangements to promote cooperation between relevant partner agencies Under Section 10, the creation of the MASH can be
seen as a suitable arrangement for co-operation.
3.5
Given the role of the safeguarding board under section 13(1) of the Act, it is clear that the board,
whilst not having operational responsibility, has a role to play in ensuring the effectiveness of
safeguarding practice.
3.6
It is therefore recommended that, in order to discharge the obligations under Section 13, the
relevant Local Safeguarding Children’s Board considers the issues and recommendations of this
document in relation to its duty to ensure cooperation and effectiveness in safeguarding children.
4.0
Statutory responsibility
4.1
The local authority has the general duty to safeguard children placed upon it by virtue of Section 17
of the Children Act 1989. It is therefore appropriate that the local authority should be seen as the
lead agency for the development of joint partnership services within the MASH.
5.0
Overall responsibility
5.1
Section 18 of the Children Act 2004 requires local authorities with social care responsibilities to
appoint a Director of Children’s Services. The Director of Children’s services (DCS) is appointed to
exercise the functions of the local authority specified in section 18(2) of the act. Statutory guidance
for this role outlines the responsibility of this post in relation to safeguarding activity. The guidance
refers to the post being responsible for driving, leading and facilitating partnership working.
5.2
Given the responsibility the role holds, it is recommended the DCS holds overall responsibility for
the quality of children’s safeguarding activity exercised within the MASH. However there is a need
LBBD MASH Guidance – February 2014
Page 6
for all partners to retain ownership and responsibility for their own safeguarding activity and
processes which may be present and delivered within the MASH environment.
6.0
Local Delivery Steering Group
6.1
Given that the MASH will be a partnership model delivering a statutorily driven outcome the design
and delivery of it requires strategic commitment from all partners involved in order to deal with a
range of issues. It is therefore recommended that a MASH Local Delivery Steering Group is created,
with the Chair being the Assistant Director Children’s Services or answering to them. The Steering
Group will continue post launch to monitor and review its operational effectiveness and oversee
governance issues in the first instance.
7.0
Information sharing and management
7.1
Various acts contain expressed or implied powers to share information. The two which appertain to
MASH style working and give the statutory framework within which a MASH operates are The
Children Act 2004 and The Data Protection Act 1998.
7.2
A specific Information Sharing Agreement (ISA) for MASH style working in London has been
prepared and is available from the Metropolitan Police Service. Previous guidance made it clear that
information sharing in relation to individual cases does not require the creation of an information
sharing protocol.
7.3
The (then) DCSF published a fact sheet in March 2010 designed to assist practitioners, and this
detailed a process chart as shown below:
LBBD MASH Guidance – February 2014
Page 7
7.4
The guidance stated ‘Where practitioners have to make decisions about sharing information on a
case by case basis, the decision to share or not to share must be based upon professional judgement
and in accordance with legal, ethical and professional obligations’ (Information sharing: guidance for
practitioners and managers, DCSF 2009)
7.5
The same guidance made it clear that, in order to assist the decision making process, organisations
should have in place codes of practice and procedures for information sharing.
8.0
Purpose Specific Information Sharing Agreement
8.1
This document should describe the chronological steps and considerations required after a decision
to share information has been made, for example, the steps to be taken to ensure that information
is shared securely. Information sharing procedures set out, in detail, good practice in sharing
information.
8.2
All partners must ensure that the information sharing procedures take account of the requirements
of the Criminal Procedures Investigation Act 1996 (CPIA) in relation to the disclosure of information.
8.3
Any MASH will need to use an existing I.T. system and data set to collate and record information
appertaining to individual cases. These will likely be the current Children’s Service system being used
within a particular Local Authority. Risks in relation to information held on these systems should
therefore be managed by procedures in place within the authority as owners of the system.
However, given that the MASH functions in a multi-agency environment it is recommended that the
Senior Information Risk Owners (SIRO) for each partner agency represented within the MASH satisfy
themselves that the recording and storing of information gleaned from their own systems accords
with the standards that they require for information management.
8.4
The MASH will be handling sensitive personal data, and creating records that will hold that data.
Whilst the responsibility for the management of the system upon which that record sits is held by
the owner of the system, it is critical that the partners contributing information have confidence
that the information will be held in accordance with the standards that they require. Whilst it is
suggested above that partners should satisfy themselves that the processing of data by the MASH is
in accordance with the standards that they require, the MASH itself should also demonstrate to
partners that information processing systems are robust and accountable. For this reason it is
suggested an annual information audit should take place within any MASH to ensure compliance
with legislation and the 8 principles of good practice within the Data Protection Act 1998.
9.0
Risk management:
9.1
The aspect of risk management associated with the management of information has been addressed
above. In addition, the functions of the proposed steering group include the management of
operational and organisational risk associated with the MASH.
9.2
In order to support the identification and reporting of risk, it is recommended that an agency takes
responsibility on behalf of the partnership for the creation and population of a risk register that can
be considered by the steering group. Practitioners within the MASH should have access to the
LBBD MASH Guidance – February 2014
Page 8
register, be aware of the content and have the opportunity to submit individual organisational or
joint risks for consideration by the steering group.
10.0
Professional supervision:
10.1
The importance and role of professional supervision is well understood within social work and the
medical profession. With staff deployed to a multi-agency environment, where they may be exposed
to different pressures and influences, profession based supervision becomes even more important.
Supervision in this environment will not only provide welfare and personal support for staff it will
also be essential to ensure that their training and development needs are recognised, as well as to
ensure and support objectivity in decision making. Maintaining independence within professions
and the supervisory structures to support it is essential to prevent the risk of group dynamics and
bias.
10.2
Whilst each agency deploying staff to the MASH should have processes in place to ensure that their
staff have access to supervision, it is recommended that the Strategic Board satisfies themselves as
part of the overall performance monitoring within the MASH that arrangements to provide
supervision are robust and that staff are receiving appropriate levels of professional based
supervision on a regular basis.
11.0
Professional difference:
11.1
B&D Safeguarding Children’s Board has in place a policy for resolving professional differences
between partners within the safeguarding partnership. (Appendix 1: Conflict Resolution Protocol
and Appendix 2: Personalisation Panel Terms of Reference) Given the fact that the work performed
in the MASH can be seen as a gateway to decisions regarding future action, it is vital that staff have
access to an accepted escalation process that enables them to resolve professional difference.
12.0
Performance monitoring:
12.1
Previous guidance in relation to the Roles and Responsibilities of the Lead Member for Children’s
Services and the Director of Children’s Services states:
‘Every year, as part of the Children’s Trust annual report, the Chief Executive and
the Leader of the Council should make an assessment of the effectiveness of
local governance and partnership arrangements for improving outcomes for
children and supporting the best possible standards for safeguarding and
promoting the welfare of children.’
(DCSF 2009 p.23)
12.2
In order to support that assessment, there should be performance measures in place that monitor
the critical areas where the MASH makes a significant contribution to outcomes for children and the
standards of safeguarding. These are to be locally defined by the Policy and Performance Team)
12.3
The Local Authority should, through the steering group, design a performance monitoring regime
which can monitor ongoing performance within the MASH.
LBBD MASH Guidance – February 2014
Page 9
13.0
References:
Audit Commission. 2003. Corporate Governance, Improvement and Trust in local public services,
London, available at:
http://www.auditcommission.gov.uk/SiteCollectionDocuments/AuditCommissionRepo
rts/NationalStudies/CorporateGovernance.pdf
DCSF, 2009. Statutory guidance: The roles and responsibilities of the Lead member for Children’s
Services
and
the
Director
of
Children’s
Services
London,
available
at
www.teachernet.gov.uk/publications search using ref: DCSF-00686-2009
LBBD MASH Guidance – February 2014
Page 10
Appendix (A) MASH Staffing
Co located
Area
Duty team personnel
Manager contact
Contact Details
Mike Cullern
LBBD internal
Jon Maile
LBBD internal
Damien Cole
LBBD internal
Joy Coutts
stella.hanson@nelft.nhs.uk
olubunmi.shoyinka@nelf.nhs.uk
Rolf Schamberger
PDD@met.pnn.police.uk
Carly Welsh
Triage / MASH
Social Worker lead for Triage
screening and MASH
investigations
Lindie Lynch
Franchesa Apau
Tracey Phillips
Rekha Sharma
MAP
East and South East MAP
Jo Street
North and Central MAP
Ioannis Athanasiou
West and South West MAP
Azam Bhatti
Craig Fitt-Cook
ISA Team
Borough wide
Nicky Gates
Lynsey Flowers
Health
Community and Acute
Stella Hanson
Olubunmi Shoyinka
Jacqui Anderson
Michelle Cohen
Police
Public Protection Desk
Probation
CAMHS
CAMHS Tier 3
LBBD MASH Guidance – February 2014
Stephanie Rapp
Dani Euston
Lynne Bonner
Julie Green
Diane Brook
Edwin Oguledo
Kim Roberts-Waldron
Sinclair Jenkins
Katalin Vincent
Edwin.Oguledo@london.probation.gsi.gov.uk
Sinclair.jenkins@nelft.nhs.uk
Page 11
Single Point of contact
Area
Localities Management Barking (West)
Duty team personnel
Lorraine Moore
Debbie Pearkes
Manager contact
Contact Details
Russell Lloyd
barkingareaoffice@lbbd.gov.uk
Andrew Walkinshaw
dagenhamareaoffice@lbbd.gov.uk
Carole Hayden
Housing
Localities Management Dagenham (East)
Sandra Jackson
Paul Seaman
Housing Advice
Sunny Mian
housingadviceservice@lbbd.gov.uk
Terrie Handley
housingadviceservice@lbbd.gov.uk
Joe-Anne Streeting
Anthony Dennis-Obi
Robert Harris
Trevor Stephenson
YOS
Youth Offending (all)
Ash Tooray
Charlie Crawford /
Jonathan Taylor
YOSMASH@lbbd.gov.uk
Lonnie Robinson
Matthew Knights
Adult Mental Health
Community Safety
(Neighbourhood)
Probation
ISA Team
Gwen Alexander
Link to Neighbourhood
management/daily Police
meetings/Private sector
housing/ASB
For 4 days p/w
LBBD MASH Guidance – February 2014
Lynsey Flowers
Katherine Gilcreast
Lewis Sheldrake
Donna Rose
Kim Roberts-Waldron
LBBD
Internal
LBBD internal
Edwin.Oguledo@london.probation.gsi.gov.uk
Page 12
Appendix (B) LBBD MASH RAG Rating
A case will enter the MASH at the point that a Triage Social Worker has decided that a referral requires
more interrogation and the input from partner agencies. It is at this initial point of the case entering the
MASH that the Triage Social Worker will rate the contact as Red, Amber or Green. The initial rating will be
determined by the level of risk the social worker has identified in the referral and how urgent information
and analysis from partners is required in order to make a determination on further steps.
The information and analysis provided by partners will then determine what RAG rating the contact exits
the MASH. For example, a case may enter the MASH as Amber based on the initial information provided at
the point of referral, but the information provided by partners may increase or decrease the level of
identified risk, meaning that the case may exit the MASH as either Red or Green.
The RAG rating of a case exiting the MASH will determine what level of intervention is identified as being
best placed to meet the needs of the child. Partners contributing to the MASH process on a child are asked
to RAG rate the information their agency holds which will assist in determining whether that information
increases or decreases the risk to the child. The initial RAG rating entering the MASH will determine the
timeliness of response required from partners. Please see table below.

OPEN CASES - Cases that are currently open to the Local Authority Children’s Social Care will not be subjected to
MASH at the initial receipt stage but forwarded securely via agreed local methods so that the lead professional
and their manager are aware of the new matter. It is up to them to identify subsequent matters for consideration
within MASH. Police will ensure that a CRIS reflects any new allegation of crime.

LEVEL 1 - BLUE – No identified additional needs. (Does not need a Local Authority referral – from Police)
Pre-MASH Screening



LEVEL 2 - GREEN – Following Pre MASH screening, low to no risks identified.
Low risks = Tasked to Multi Agency Panel for onward Tier 2 support.
No risk identified - No safeguarding grounds on which to share outside of MASH. Information and advice to
referrer/parent only.
Timescale: Outcome recorded within 24hours.
Enters MASH

LEVEL 3 - AMBER - Complex needs likely to require longer term intervention from statutory and/or specialist
services. High level additional unmet needs - this will usually require a targeted integrated response, which will
usually include a specialist or statutory service. This is also the threshold for a child in need (s17) which will
require a CSC intervention.
Timescale: MASH investigation within 1 working day.
Enters MASH

LEVEL 4 - RED - Acute needs, requiring statutory, intensive support. In particular this includes the threshold for
child protection (s47) which will require CSC intervention. These cases may also require immediate police
intervention as the child has been identified to be at risk of harm.
Timescale: MASH investigation within 4 hours (MASH partners notified immediately)
LBBD MASH Guidance – February 2014
Page 13
Appendix (C) Triage and MASH Business Processes
(A) Pre MASH Screening Protocol (within Children’s Services Front Door)
MASH Social
Worker
Referral Officer or
LSO
Process for screening all contacts as they are received into the boroughs Multi Agency Safeguarding Hub (MASH)
Contact into
MASH
Tel. call
MARF
Merlin
CAF
Yes
Passed to
allocated Social
Worker
End of process
No
New Contact
created on ICS
Tasked to a
MASH Social
Worker
Is it a current
Open case to
Social Care?
Recorded on ICS with Prac
Manager oversight.
Review of Contact
No concerns
[Info Advice to
referrer only]
or
Suitable for
Tier 2 support*
No
Yes
Feeds into decision making process
ISA PA / MAP
Coordinator
Tasked to
MASH
Practice
Manager
RAG decision
Enters MASH
No
Tier 2 checks:
eCAF
CMS
Establish what support
is currently in place,
engagement/progress
Is the referer from a
CAF trained setting
Yes
MASH
Practice
Manager
Discuss with lead
professional if appropriate.
Referrer contacted directly,
informed of decision and
directed to initiate CAF or
instructed to liaise with
existing lead professional.
Recorded and closed on ICS
Escalation
protocol
Processed
by MASH
Business
Support
Officer
Case oversight and final decision
Potential review of Social Worker RAG.
* If the child being referred is disabled, Tier 2 support will be coordinated via the Heathway Centre.
The MASH DCT Social Worker will liaise directly with the Centre Manager and not pass down to
MAPs.
** need to check whether ‘tasking’ is possible through eCAF. May need interim arrangement whilst
eCAF is being implemented and in lieu of settings being eCAF trained.
LBBD MASH Guidance – February 2014
Case added to
CMS and
tasked to MAP
Officer
Passed to appropriate MAP
for onward Early Help.
Recorded and closed on ICS
Key:
CAF = Common Assessment Framework
CMS = Case Management System (Early Help)
eCAF = electronic Common Assessment Framework (system)
ICS = Integrated Children’s System
MAP = Multi Agency Panel
MASH = Multi Agency Safeguarding Hub
RAG = Red Amber Green (rating)
Page 14
(B) - MASH investigation process
Only exists MASH as Green, cannot enter. Step across to MAP
when Green prior to MASH enquiry.
RAG decision for
agency input,
recorded on ICS
MASH Practice Manager
Within 1 working day
Within 4 hours
Social
Care
External Single
Points of Contact
Co located partners
MASH Social
Worker
Cases entering the MASH system will be securing shared with the case appropriate agency contacts and independent of each others input
Police
Health
Education/Targeted
Support
Probation
CAMHS
LBBD MASH Guidance – February 2014
Decision made
Agencies selected for MASH
input as appropriate to case
Reports received
back into MASH
within RAG timescale,
or processed without
agency input.
YOS
Housing
Adult Mental Health
Substance Misuse
Community Safety
MASH agency
reports reviewed
within MASH IT
system
Information
populated within
ICS including
summary of
referral.
Reports received
back into MASH
within RAG timescale,
or processed without
agency input.
Manager generates final
report based on MASH
investigation.
Enters Social Care
Progressed to
Assessment Team
Onward
Statutory
intervention/
planning
Early Help
*Step Down Pathways
Stepped across to MAP for Tier 2
support, Heathway Centre if child is
disabled or back to original referer
*Step down to Early Help
See Pathways E,F,G and H
for details
Page 15
Appendix (D) MASH Local Steering Group Terms of Reference
Purpose and Roles
The Barking & Dagenham MASH Local Delivery Group has responsibility for improving safeguarding
arrangements and promoting the welfare of children through the successful implementation of a Multi
Agency Safeguarding Hub in B&D.
The MASH Local Delivery Group is responsible for:
 Approving the start of the project by committing Barking and Dagenham to the five core
elements.
 Accepting the Project Initiation Document (PID), ensuring that the scope is sufficient for success
and agreeing project tolerances.
 Supporting the Project Manager and project team to deliver on time.
 Providing the London MASH Project Board and Barking and Dagenham Local Safeguarding
Children’s Board with assurances that the MASH has been delivered and all local stages have
been met.
 Identifying finance and resources from within stakeholding organisations for successful MASH
implementation.
Members of the MASH Local Delivery Group will also take responsibility for working within their own
organisations and service divisions to promote the MASH concept, communicate progress and overcome
obstacles.
Membership
Name
Ann Graham
Damien Cole
Jon Maile
Joe Derilo
Rolf Schamberger
Greg Vaughan
Charlie Crawford
Laura Clements
Mike Cullern
Chris Bush/Dan M.
Agency
Children’s Services, Children’s Complex Needs and
Social Care (LBBD)
Children’s Services, Strategic Commissioning and
Safeguarding (LBBD)
Children’s Services, Targeted Support (LBBD)
Met Police, MASH lead
Met Police, Public Protection Desk
Children’s Services, Education Inclusion
Adult Services, Community Safety and Public
Protection
Children’s Services, Care Management (LBBD)
Kim RobertsWaldron
Anne Baldock
Children’s Services, Triage (LBBD)
Children’s Services, Strategic Commissioning and
Safeguarding (LBBD)
Barking Dagenham & Havering LDU , Probation
Service
Housing and Environment, Housing Strategy
Sharma Jeevan
Mhembere Peggy
Elevate ICT, Business Transformation
Adult Services, Adult Safeguarding
LBBD MASH Guidance – February 2014
Role
Divisional Director (and
Chair)
Integrated Working Lead (&
MASH Project Manager)
Safeguarding Coordinator
Detective Sergeant
Sergeant
Children Missing Education
Manager
YOS Prevention Manager
Assessment & Care Mng
Group Manager
Triage Snr. Social Worker
ICS and Commissioning Team
Manager
Senior Probation Officer
Housing Advice Group
Manager
Business Development Mng.
Adult Safeguarding Group
Page 16
Dan Hales
Kerri Clay
Mari Davies
Sue Newton
Baljeet Nagra
Terry Wood/Andy
Bere
Adult Services, Community Safety and Public
Protection
NHS Outer North East London
Refuge (CVS)
ONEL.
Disabled Children’s Team
Corporate Asset Management
Manager (interim)
Community Safety Group
Manager
Named Nurse, CP.
DV Manager
Designated Nurse
Group Manager
Team Manager
Activities
 Agree with the Project Manager on that person’s responsibilities and objectives.
 Provide overall guidance and direction to the project, ensuring that it remains within any
specified constraints and tolerances.
 Review each completed stage.
 Review and approve any exception plans.
 Provide or commission necessary resources (including time) to meet the demands of establishing
MASH.
 Own any relevant project risks, taking responsibility for advising the Project Manager and group
of their status and taking action, if appropriate, to reduce the impact.
 Approve any changes to the Project Plan.
 Contribute to and approve a final lesions learnt report.
 Confirm satisfactory completion of the project.
Meetings
For the lifetime of the project, the MASH Local Delivery Group will have regular and sufficient meetings
to progress the agreed activities and outputs.
Governance
The MASH Local Delivery Group will report to Director of Children’s Services through locally agreed
channels.
T
he MASH Local Delivery Group will apprise the London MASH Operational Delivery Group of progress
and status.
LBBD MASH Guidance – February 2014
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Appendix (E) Agency MASH enquiry guidance
MASH Key Objectives


Improved safeguarding decision making at the point of referral.
Early Identification of harm and risk.

Improved interface with early intervention services.
This guide aims to provide partner agencies with an overview of the information and expertise required
by the MASH in order to be able to achieve the key MASH objectives as set out above. The guide will
provide a generic overview of the kind of information needed and will then proceed to specific guidance
tailored to each agency around what information is needed in order to facilitate a more informed,
proportionate and safe decision making process for children referred into the MASH service. You, as the
agency sharing information, will be asked to RAG rate the information you hold. This will be explained
further at the end of this document.
There are 4 main areas of the children’s services database which you will have access to when requested
through the MASH process to provide information. These four areas are;




The top of the screen provides the child’s names, address and date of birth.
The Contact Page. This page is where Triage record the presenting information from the referring
agency and a decision from the Triage social worker as to why the case has been passed into the
MASH.
Relationship Page. This allows you to view family who are linked to this child and on who you may
hold relevant information which may present as a safeguarding concern for the child / children in
the home.
Case notes. This is where you will be asked to record any information on the family which you deem
as a known safeguarding or potential safeguarding concern for the child / children and any other
relevant information you feel may be important for the MASH process and the safety of the child /
children.
The lists below are examples and guidance on how practitioners can focus the case recordings for the
MASH but these are not exhaustive and there may be information relevant that you feel appropriate to
share. Partner agencies are encouraged to be as analytical as possible around the information you hold
and whether the information you hold presents any safeguarding concerns for the child / children.
Where you deem information to be highly sensitive and confidential, please ensure that you clearly
record whether the information can be shared outside the MASH.
LBBD MASH Guidance – February 2014
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General Information required from partners

Whether the child / family are known to your agency and in what context.

How long have the family been known to your service.

Whether you aware of the child / family being known or to have lived in any other local authority.

Whether you are aware of any previous safeguarding concerns for the child / children. This may
include information around Neglect, Physical / Emotional / Sexual Abuse or Domestic Violence.

Whether you hold information on any household members in addition to the immediate family listed
in relationships / family composition – who is living in the home in addition to those listed in the
records?
Health

Is the child / children registered with a GP, which GP and where are they based?

Whether there are any known health or disability issues.

Is there a health visitor / children’s centre / Family Nurse Partnership practitioner working with the
family?

Are immunisations up to date and are there any safeguarding concerns relating to the child’s health?

Has the child / children had any A&E admissions which raised any safeguarding concerns?

Unborn children – are midwifery services aware of the pregnancy and are there any safeguarding
concerns? Were there any concerns during previous pregnancies?

If the referring agency is health, raising a concern around, for example, an injury / mark / – what
analysis of the information have you made? Are there inconsistencies in the information which
needs clarification or raise immediate safeguarding concerns? What further information has been
gathered from the referring agency to inform your analysis of the concerns?

What ongoing work or attempts have been made by health professionals to address any identified
need for the child / children. CAF, Targeted Support Services, CAMHS, Specialist Assessments.

Are there any known substance misuse, mental health or financial issues within the household?
Housing

Is the child / family living in local authority / privately rented accommodation?

Do you hold any information on how long the family have resided in the area?

Are there any safeguarding concerns specific to the neglect of the home conditions?

Are there rent arrears on the property?

Have there been any reports of anti-social / criminal behaviour from the child / family?
LBBD MASH Guidance – February 2014
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
Are the family facing eviction from their home or have previously been found intentionally
homeless?

Are you aware of the child / children / parent / carer having a disability? Are there any special
adaptions to the property to meet the needs of the child / carer?

If housing are the referring agency and are raising concern, for example, around an impending
eviction, what support services have been offered to the family to attempt to address the issue?
What plan could be put in place to reduce any risk to the child?
Youth Offending Service

Is the young person / siblings / parent or carer known to the YOS and in what context?

Are there any current impending convictions / court appearances? What is the extent of the young
person’s offending history?

Has there been any assessment of the risks that the young person poses to others, including siblings
/ parents / wider community? If so, were any risks identified?

Are you aware of any safeguarding concerns for the young person or any other children living in the
home in relation to neglect, sexual, physical or emotional harm from the parent?

Has the young person been identified as being at risk of exploitation, for example, Criminal or Sexual
Exploitation?

Are there any concerns that the young person is affiliated with a gang or there is suspected
association with gang activity?

What ongoing work or attempts have been made by YOS professionals to address any identified
need for the young person?

If YOS are the referring agency, what further support / assistance can YOS offer the young person /
family to reduce any current / future concern?
Education

Is the child / children in an Education setting? If so, what setting are they currently attending?

How long have they been at the setting? Do you hold any information on previous education
settings?

Are there any current issues regarding attendance / unauthorised absence? What is the potential
impact of the attendance issue on the child’s future education and development if the attendance
issue continues?
LBBD MASH Guidance – February 2014
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
How does the child / young person physically present in school? For Example, are they clean and
dressed appropriately?

How does the child / young person emotionally present in school? For example, do they have a
group of friends, are they withdrawn or outgoing?

What level of engagement has the setting experienced with the child’s parent? Is the parent
proactively involved in the child’s education, for example, attending parents evening, shows a
general interest in the child’s attainment?

Are you aware of any current or previous safeguarding concerns for the child / children? Are you
aware of any current / previous children’s services intervention?

Does the child have a learning or physical disability?

Does the child have any additional learning needs? For example, development delay, speech and
language needs? Is their level of understanding age appropriate?

What ongoing work or attempts have been made by education professionals to address any
identified need for the child / children? CAF, Targeted Support Services, CAMHS, Specialist
Assessments.

If education are the referring agency, what support / assistance are education services able to
provide to the child / family to reduce any current or potential concern?
Probation

Are the parent / carer known to Probation services and in what context?

Is there information that anyone living in the home or connected to the family been identified as a
risk to children and / or has offences against children?

Is there a known history of domestic violence?

Do the parent / carer’s previous criminal convictions pose a risk to their children in any way?

What support has Probation offered to address any identified need for the child or parent / carer?

What support could Probation offer in an attempt to reduce the identified need or concern for the
child?

Is there any substance misuse, mental health or financial issues within the household?
Police

Is the child / parent / carer known to Police and in what context?

Is there any information that a parent / carer pose a risk to children? Are there any concerns that
the child / young person pose a risk to other children?
LBBD MASH Guidance – February 2014
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
Is there a known history of Domestic Violence? Is there any information that the victim has declined
to cooperate with Police?

Is the child / children known to Police for any safeguarding matter, for example, Sexual, Physical,
Emotional, Neglect or Domestic Violence issues?

Is there any known substance misuse, mental health or financial issues within the household?

Is there any information that parents behaviour or actions place the children at risk of harm?

Is there information raising concern that a young person’s behaviour places them at risk of sexual
exploitation?

Does any criminal behaviour within the home or by external family place the children at risk?

What support or services could the Police potentially offer in an attempt to reduce the identified
need or safeguarding concerns for the child / children?
Child and Adolescent Mental Health Service

Is the young person known to CAMHS and in what context?

Does the young person have a diagnosis of a mental health issue?

During the course of the young person and their family engaging with your service, have there been
any safeguarding concerns raised?

Have there been any concerns raised that a parent is not prioritising the identified mental health
need of their child. For example, failing to attend appointments on a regular basis.

Are there any associated risks to any other children in the home or wider community? For example,
does the child / young person display sexually harmful behaviour?

Are there any services which CAMHS could provide to address the needs of the child or reduce any
identified safeguarding concerns?
Adult Mental Health Services

Are the parents of the referred child known to Adult Mental Health Services?

Does the parent have a diagnosed mental health issue or is receiving treatment for a suspected
mental health issue?

Does the parent’s mental health issue pose any risks to the child / children? For example, are there
concerns that the children are at risk of physical violence.

Does the parent find that their mental health issue incapacitates them in anyway which impacts on
their capacity to meet the needs of the children?
LBBD MASH Guidance – February 2014
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
Does the parent’s behaviour pose any emotional harm towards the children? For example, are there
concerns that the parent has an altered sense of reality which would impact on the child’s
development?

Have there been any concerns around Adult Safeguarding?

Are there any services which Adult Mental Health Services able to offer in order to address the
needs of the child or reduce any safeguarding concerns for the child / children?
ISA Practice Advisor / MAP Coordinator

Is the child / children known to CAF or MAP and in what context?

Have the family attended any Universal Services, such as children’s centres?

If the child currently has a CAF, what was the indentified need and what work is currently ongoing to
address that need?

If the child previous had a CAF, what was the identified need for the CAF and why was the CAF
closed? If the CAF was closed as needs met, how were the needs met and by which service?

Are the family currently working with targeted support services? What was the identified need to
initiate this piece of work with the family? What progress has been made to address the identified
need?

Are you aware of any other agencies working with the family and in what context?

Would the identified need for the child within the referral be best met through a CAF or targeted
support?
LBBD MASH Guidance – February 2014
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Appendix (F) MASH ICS (Integrated Children’s System) step by step guide
Introduction
The following is a how-to-guide on how to record on the Social Care database as part of MASH. Before logging
onto ICS you will have received an email into your LBBD email account or LBBD group email account informing
you that a MASH Check is required.
Step 1: Logging in to ICS
Once you have logged into Citrix via the FOB key, and clicked on the ICS Live ICS will open up on your screen
and you can login with your ICS login details as below
Once you enter your
Username and
Password ensure
you click on the Task
List button and then
click Log in.
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Step 2: The Task List
Your Task List will display every contact that has been sent to your team requiring checks as part of the MASH.
In order to view the Tasks, you need to ensure you have ticked Teams
Click on Teams, then click on
All and then click on the Go
button to display all available
Tasks that have been sent to
your team
Step 3: Viewing your Task List
All of the contacts you see on the Task List will have been emailed to your teams group email to alert you of the
checks being required of you. Before clicking on your Tasks, ensure you check to see what priority the Tasks are
Amber or Red (This will appear in the email too) and ensure that you prioritise the Red checks within 4 hours.
The Task will state if it's a Red
or Amber check required
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Step 4: Click on the Task
Click on the Description link for the child's contact you wish to view. This will take you into the Contact screen
where the full details of the Referral of why the child has been referred to Children's Services.
Click on the Description Link to be taken into
the Referral details
Step 5: Reading the Referral Details
You can read the full details of the referral from the Details box. Sometimes if the referral is very long, the
remainder or the referral details can be found further down the screen in the Additional Commentary box.
Referral details will be
found in the Details text
box. However on
occasions when the
referral is very long, you
may find the information
in the Additional
Commentary
LBBD MASH Guidance – February 2014
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Step 6: Accessing Relationships
You can view the relationships of the child via the Relationships tab on the left
navigation menu. The relationships we have on ICS are only the ones we are
aware of; you may know that there are other family members living in the
household. If this is the case, please make reference to these additional family
members when you upload your information onto ICS in Step 7.
Step 6: Uploading your information onto ICS
Once you have read the referral and have found sufficient appropriate information to share with the MASH, this
can be uploaded to ICS. (Please refrain from simply copying the information in its entirety and ensure you
summarise the information you have).
Click on Case Notes/Visits on the navigation menu and click on Create Case Note/Visit
Select your case
note from the
dropdown menu
Record a Headline
for your note, such
as Mash Checks
Completed or Not
Known and record
your checks in the
Notes box
If there are siblings in the family then simply click Yes on the Copy note to family members
button and select the siblings you wish to copy the note over to
The screen will appear as below with the date and time inputting automatically for you
LBBD MASH Guidance – February 2014
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Click on the Save icon at the top left hand corner of your screen
Step 7: Sending your information over to the MASH Manager/Social Worker
ICS has a built in workflow that enables you to send a task to the MASH Manager/Social Worker that alerts them
to the fact you have uploaded your agency checks to ICS. Below will show you how to do this:
Once you have recorded and saved your case note click on the Flag icon
Click on the Add Action button in the middle of the screen
Select the Action of Mash
Checks Completed and
enter the Action by date
as today's date.
Click on Add Person to find the person you are
sending the checks back to (This will be the name of
the person who sent you the original alert for checks to
be carried out
LBBD MASH Guidance – February 2014
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Search for the Person by Forename and Surname and click on Find Person at the bottom of the screen
Your search results will appear at the bottom of the screen, always click on the Person Identifier number of the
person - DO NOT click on their name
Click on the
Person
Identifier
number
Once you have clicked on the Person Identifier number, click Save
LBBD MASH Guidance – February 2014
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Step 8: Completing the Task once your checks have been completed
Once you have completed the above steps to upload your information to ICS, you need to ensure that you
complete the Task in the Task List to ensure it is completed and no longer appears in the list.
Click on Task List at the top of ICS
Place a tick next to the checks you
have completed and remove from the
Task List, then click on the Complete
Task button
You have now completed all steps required of you for the MASH when recording on ICS. Complete Steps 4-8 for
each and every referral you receive that requires MASH Checks.
If you have any issues or require further training
please contact
ICS Development Officer: Daniel Monahan
Telephone Number: 0208 227 2161
Email: daniel.monahan@lbbd.gov.uk
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