Annual report of the
Merton Safeguarding Children Board
2011/12
Date of publication: September 2012
www.merton.gov.uk/lscb
Lead : Tony Eccleston, Independent Chair, MSCB
Contact: Simon Deakin, Business Manager
MSC Annual Report 2011/2012
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Contents
1. Introduction by Tony Eccleston, Independent Chair of the Merton Safeguarding Children
Board ......................................................................................................................................... 4
2. Governance and accountability arrangements ...................................................................... 4
2.1 Membership of the Merton Safeguarding Children Board...............................................4
2.2 Role, function and structure of the Board and sub-groups ............................................5
2.3 Financial arrangements and budget......................................................................................5
3. How safe are children and young people in Merton? Review of the year 2011/12 –
partnership reports ..................................................................................................................... 7
3.1 Data and information about safeguarding performance ..................................................7
3.2 Safeguarding in Merton.............................................................................................................7
3.2.1 Learning from Ofsted inspections ..................................................................................8
3.2.2 Section 11 audits .................................................................................................................8
3.2.3 Multi Agency audit ..............................................................................................................8
3.3 MARAC ..........................................................................................................................................8
3.4 MAPPA..........................................................................................................................................9
4.0 Review of the year 2011/12 - partners’ reports ................................................................. 10
4.1 Primary and Acute Health services .....................................................................................10
4.2 NHS Sutton & Merton – the Primary Care Trust ............................................................10
4.2.1 Epsom and St Helier University Hospitals NHS Trust ..............................................10
4.2.2 Sutton & Merton Community Services – the Royal Marsden Hospital
Foundation Trust ..........................................................................................................................12
4.3 Mental Health services and CAMHS ....................................................................................13
4.3.1 The South West London & St George’s Mental Health Trust ................................ 13
4.3.2 CAMHS .................................................................................................................................14
4.4 Child Deaths – Work of the Child Death Overview Panel (CDOP) ............................... 14
4.5 Police ..........................................................................................................................................14
4.5.1 Borough Police ...................................................................................................................14
4.5.2 Child Abuse Investigation Team (CAIT) .......................................................................15
4.6 Voluntary and Community Sector .......................................................................................16
4.7 London Probation Trust.........................................................................................................16
4.8 CAFCASS – The Child and Family Court Advisory Service .........................................17
4.9 Children’s Social Care............................................................................................................17
4.10 Merton Youth Justice Service ............................................................................................. 21
4.11 Early Years ............................................................................................................................... 22
5.0 Managing improvement .................................................................................................... 23
5.1 MSCB Business Plan ...............................................................................................................23
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5.2 Training and development .....................................................................................................23
5.3 Development activity ...............................................................................................................24
5.3.1 E-safety/Anti-Bullying ..........................................................................................................25
5.3.2 Culture and Faith ...................................................................................................................25
5.3.3 Domestic Violence/Abuse ...................................................................................................26
5.3.4 Private Fostering ...................................................................................................................27
6. Views of service users and providers .................................................................................. 28
6.1 Young People’s participation ................................................................................................ 28
6.3 Complaints .................................................................................................................................30
7.0 Challenges for the MSCB in 2012/13 ................................................................................ 31
7.1 Resources ...................................................................................................................................31
7.2 Quality Assurance Framework ............................................................................................... 31
7.3 Munro Review/Working Together – Children’s Social Care ..........................................32
7.4 Multi Agency Safeguarding Hub (MASH) ...........................................................................33
7.5 Early Intervention and prevention ........................................................................................33
7.6 Signs of Safety ..........................................................................................................................34
7.7 Review of CareFirst system ...................................................................................................34
7.8 Partner agencies’ challenges and priorities for 2012/13 .................................................35
7.8.1 NHS Sutton & Merton – the Primary Care Trust ......................................................35
7.8.2 Sutton & Merton Community Services – the Royal Marsden Hospital
Foundation Trust ..........................................................................................................................35
7.8.3 Epsom & St Helier – Challenges and Priorities for 2012 /2013 ............................36
7.8.4 South West London & St George’s Mental Health Trust - Challenges and
priorities for the future ................................................................................................................37
7.8.5 Borough Police - Challenges and priorities for the future ....................................37
7.8.6 CAIT - Challenges and priorities for the future ........................................................38
7.8.7 Voluntary and Community Sector - Challenges and priorities for the future ..38
7.8.8 London Probation Trust .................................................................................................38
7.8.9 CAFCASS - Challenges and priorities for the future ..............................................38
7.9 Culture and Faith groups........................................................................................................39
7.10 Young People’s Participation .............................................................................................. 39
8 Conclusions ......................................................................................................................... 39
Contact details ......................................................................................................................... 39
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1. Introduction by Tony Eccleston, Independent Chair of the Merton Safeguarding
Children Board
This report shows a range of organisations working together in Merton to keep children safe. It
describes progress on multi-agency initiatives and separate organisations improving their own
safeguarding arrangements under the Merton Safeguarding Children Board umbrella.
This is borne out by external inspection - Ofsted found all aspects of safeguarding to be good – as well
as our own monitoring of services.
This does not mean that we can be complacent. Far from it. The last year was one of considerable
challenges of very different kinds: changes in local demographics, the impact of the summer 2011
riots, the gathering pace of the health service reorganisations and the needs for efficiencies imposed
by the financial constraints. At the same time awareness of the risks to children grows – good as that is
it continues to fuel the need for continuous improvement.
This annual report will show progress to meet that need. There has been more attention to monitoring
performance and the work to improve systems will continue. There has been a drive to share and use
information better, and that should take shape in the form of a Multi-Agency safeguarding Hub in the
next year. And we have continued to give priority to training and development of people both in the
public and the voluntary sector because it is the knowledge, skill and alertness of everyone that counts.
Tony Eccleston , Independent Chair, Merton Safeguarding Children Board
2. Governance and accountability arrangements
2.1 Membership of the Merton Safeguarding Children Board
The membership of the MSCB is comprehensive and in line with the national guidance in Working
Together to Safeguard Children. It represents the relevant sectors and agencies that need to be
engaged. The level of attendance and engagement of the main agencies – Local Authority, Health
(including designated professional and service leads along side commissioning leads) mental health,
and police (both borough and child protection) is generally good. However, it had not secured the
membership of lay members or a named GP by the end of the year, although efforts to achieve this are
being actively progressed in 2012-13. Representation from NHS SW London was clarified with the
Chief Executive during the year; there had been good representation from provider organisations but
the Board needed assurance that the commissioning side was represented at senior level. Members
played an active role in discussing and development and have also attended the away day and
contributed to agenda setting. See Appendix 1 for details of membership.
The Lead Member for Children’s Services for the London Borough of Merton is also an active
participant on the Board. The Lead Member and Director of Children’s Services also provide links to
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the Children’s Trust Board and the Health and Wellbeing Board. See Appendix 3 for more details
2.2 Role, function and structure of the Board and sub-groups
It is the job of the LSCB to ensure that children and young people are safe. It also has a role as a
watchdog to ensure that there is good practice in all the local organisations that work with them. The
objectives and key functions of the LSCB have followed the revised Working Together to Safeguard
Children (2010). When these functions are carried out effectively they not only contribute to keeping
children safe, but also underpin the achievement of all the other outcomes in the Children & Young
People’s Plan.
From 2010 Children’s Trust Boards (CTB) are no longer a statutory requirement, but partners in Merton
took the decision to retain the CTB structure. The Director of Children’s Services and the Lead
Member both sit on the Health and Well Being Board, ensuring that there is robust representation of
the issues relating to children and young people. The Director of Children’s Services is also a member
of the GP Commissioning Group in Merton ensuring attention and focus are targeted on safeguarding
amongst the range of children’s needs.
The overarching strategic plan for children’s services remains the Children & Young People Plan which
was refreshed in 2011. Priorities for the ‘Stay Safe’ section are matched with those from the MSCB
Business Plan.
For more detail on the governance arrangements of the MSCB see Appendices 1-3.
2.3 Financial arrangements and budget
The work of the MSCB is funded locally by its partners. There is no national grant, though the
government sometimes supports specific projects.
The MSCB budget is administered by LB Merton but ring fenced for expenditure on safeguarding
children business only with end of year balances being carried forward. For full details see the
statement at Appendix 4. Several partners contribute to the budget: LB Merton, NHS Sutton & Merton,
Metropolitan Police, Action for Children, National Probation Service and CAFCASS. The expenditure
covers the cost of administering the Boards and subgroups, with the bulk of the money supporting the
substantial training programme. Business management and development work for the MSCB is
funded by LB Merton’s core budgets.
LSCB Budget Report
Budget 2011 – 2012 Outturn
Contribution
From CSC
£81,452
From Probation, Volunteer sector, Police and NHS
£45,103
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Total Income
£126,555
Expenditure
£77,128
Carry forward
Underspend
£49,427
Specialist subscription commitment funds
£9,571
Total Carry forward 2012 – 2013
£58,998
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3. How safe are children and young people in Merton? Review of the year 2011/12
– partnership reports
3.1 Data and information about safeguarding performance
The MSCB partners have been developing a Performance Framework for the work of all agencies
working in partnership to safeguard children. The framework is updated quarterly and presented to
each MSCB main Board meeting. The relevance and composition of the dataset is continually under
review to ensure the Board receives the fullest picture of performance and activity.
See Appendix 5 for the full MSCB performance dataset and other indicators.
3.2 Safeguarding in Merton
The Children’s Trust and Local Safeguarding Children Board (LSCB) are well established with good
multi-agency representation at appropriate levels of seniority. Agencies share a common vision and
ambition for children’s wellbeing in the borough. Clear strategic plans are in place through the Children
and Young People Plan (CYPP) and MSCB Annual Business Plan. There is an increasing outcome
and performance focus in these forums to ensure accountability across and between all agencies.
The Ofsted Inspection report* of February 2012 gives us the most robust evaluation of our strengths as
a partnership to safeguarding children in Merton:
19.
Partnerships, including through the Merton Safeguarding Children Board, are well established
and have been maintained through the significant changes within the health economy.
Partnerships with the voluntary and community sector are outstanding.
88.
Partnership working is good. The Merton Safeguarding Children Board functions effectively,
and has recently carried out a comprehensive review of its performance and effectiveness. It
has held the Children’s Trust to account on the review of early intervention services and there
are robust debates within agencies on the board when different views emerge. The board has
secured the active engagement of most members and has appropriate senior manager
representation from most agencies including the chair of the Child Death Overview Panel.
However, it has not yet secured the membership of lay members or a named GP, although
efforts to address these matters are being actively progressed. Young people are being
appropriately included in the board through strong links with the Merton Young Advisers group.
Merton’s Child and Young Person Well Being Model is widely owned and the philosophy of intervening
early and keeping children at home wherever possible is well embedded. As a result Merton has
relatively low numbers of children in care and children subject to child protection plans. A range of
family support services all contribute to the Safeguarding agenda including the Phoenix Project, Bond
Road Family Support Team, Family Intervention Project, Multi-Systemic Therapy, Supporting Families
Team across children’s centres, the Vulnerable Children’s Team, Jigsaw4U, and Young Carers.
*
Ofsted: Inspection of safeguarding and looked after children services, London Borough of Merton. Published:
24 February 2012. Inspection dates: 9 – 20 January 2012.
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3.2.1 Learning from Ofsted inspections
The MSCB responded to the recommendations made in the Ofsted Inspection report by producing an
action plan which will is being reported to the Board during 2012. Partners took immediate action
where required.
See Appendix 6. for the Ofsted Inspection Action Plan
3.2.2 Section 11 audits
An audit of providers under Section 11 of the Children Act 2004 is required every two years and the
MSCB began a refresh of the audit carried out in 2009/10 in December 2011. For more details see
Appendix 7.
An analysis was made in May 2012, which identified areas of weak practice and for development. This
clearly indicates that these are:
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A: Responsibility And Accountability: Senior Officers
E: Training & Professional Development
H: Working With Children & Young People
These will be factored into the refresh of the MSCB Business Plan in 2012.
Safe Recruitment
In parallel a separate self-audit of safe recruitment practice was carried out in December 2011. This
found that all partners in the MSCB complied with recognised standards.
3.2.3 Multi Agency audit
The Quality Assurance Subgroup of the MSCB maintains a programme of multi-agency case audits
through the year to establish learning from specific cases and to commission action from other
subgroups or individual agencies though an audit action plan. As an example, it was found in an audit
of one family that support for vulnerable young people through the transition from primary to secondary
schools in Years 6/7 can be challenging and full communication is essential. This was passed through
the Policy & Practice subgroup to individual agencies and schools support services for further action,
and will be followed up in 2012.
See Appendix 9 for more detail on the partnership working of subgroups.
3.3 MARAC
A MARAC is a meeting where information on the highest risk domestic abuse cases is shared between
representatives of local police, probation, health, child protection, housing practitioners, Independent
Domestic Violence Advisors (IDVAs) and other specialists from the statutory and voluntary sectors.
The primary focus of the MARAC is to safeguard the adult victim. The MARAC will also make links with
other agencies to safeguard children and/or manage the behaviour of the adult perpetrator. The
working assumption is that no single agency or individual can see the complete picture of the life of a
victim, but all may have insights that are crucial to their safety. The victim does not attend the meeting
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but is represented by an IDVA who speaks on their behalf.
In the period from 26 April 2011 to 6 March 2012 the Merton MARAC discussed a total of 133 cases,
from which 148 children were linked to the domestic violence. This was not to all 148 cases as some
cases had several children. 12% of cases (16 victims) were repeat referrals to the MARAC. Of the
overall case load 47 individuals came from BaME groups and three of the cases were male victims.
There were no LGBT or disabled victims sent to the MARAC.
The MARAC has changed to meet every four weeks rather than every six. The attendance at these
meetings was good from a majority of the partners. Where attendance was not as good as hoped then
this has been tackled and is improving. A CAADA audit has been conducted in 2012 and the final
report is will set priorities for the future. The draft report offers suggestions as to how to improve the
MARAC and some of these suggestions have already been taken on board, although some
recommendations will be difficult to achieve with limited resources.
3.4 MAPPA
Individuals who are known to pose a risk to others within the community may be the subject of a plan
drawn up under the Multi-Agency Protection Panel Arrangements (MAPPA): a statutory set of
arrangements operated by criminal justice and social care agencies that seeks to reduce the serious
re-offending behaviour of sex and violent offenders to protect the public.
While there has been continuous engagement with MAPPA from Social Care, this has not been
reported previously to the MSCB. The Community Safety Partnership is required to be aware of
MAPPA work and clients. With this in mind they are creating a new reporting and monitoring process
for 2012. The Community Safety Partnership is now a member of the MSCB and will feed all relevant
information into that board. The new process will be agreed amongst partners of which children's
safeguarding is represented.
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4.0 Review of the year 2011/12 - partners’ reports
Individual agencies’ contribution to safeguarding children is outlined below.
4.1 Primary and Acute Health services
The Ofsted inspection assessment of health agencies was:
51. The contribution of health agencies to keeping children and young people safe is good.
65. Children and young people have good, timely access to a range of effective emotional health and
well-being services. There has been significant investment in effective early intervention services
and families have access to accredited parenting programmes and support in schools. Most
support is accessed via the multi-agency support panel. Referrals to core CAMHS are assessed
within one working day and appointments are offered promptly if appropriate.
4.2 NHS Sutton & Merton – the Primary Care Trust
The Ofsted inspection found that:
52. Adequate arrangements are in place for the resourcing, line management and supervision of the
named and designated professionals for NHS Sutton and Merton.
Safeguarding activity in 2011/12 covered:
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Work on engaging GPs in child protection jointly between Children’s Social Care and the Health
designated professionals for child protection.
Work to address domestic violence and the effects on children and young people.
Formation of the Health Safeguarding Children Executive group to oversee safeguarding.
A number of ongoing formal Lessons Learned Reviews resulting from child deaths.
Significant engagement with adult mental health services to address safeguarding issues within
families.
4.2.1 Epsom and St Helier University Hospitals NHS Trust
The Ofsted inspection assessed the arrangements at Epsom & St Helier as:
52. …outstanding, with a full complement of well resourced named safeguarding children
professionals in post, supported by effective link safeguarding children roles in key areas.
Statutory Requirements and Monitoring
The Trust is continuing to fulfil its statutory duties in accordance with Section 11 Children Act 2004 (HM
Government 2007) by meeting the Care Quality Commission (CQC) Essential Standards of Quality and
Safety – Outcome 7 ‘Safeguarding People who Use Services from Abuse’; taking account of Standard
5 of the National Service Framework; ‘Working Together to Safeguard Children’ (HM Government
2010), and therefore to discharge its functions with regard to safeguarding and promoting the welfare
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of all children.
Arrangements to Safeguard and Children and Promote their Welfare under Section 11 Children
Act 2004 (Section 11 Audit)
The Trust was requested to participate in MSCB Section 11 Self Assessment Audit on 22nd December
2011 which was duly completed within the timescale requested.
Announced Ofsted and CQC Inspection of Safeguarding and Looked After Children Services
The Trust participated in an Announced Ofsted Inspection with the London Borough of Merton in
January 2012 and the London Borough of Sutton in April 2012. The judgement on standards for health
was determined as good.
Training
Staff continue to be trained in house at the appropriate level and currently 91% of staff have received
the appropriate level of training, against a training target of 80%, set by NHS London, for Level 1
training.
The Safeguarding Children Committee members were tasked with encouraging increased attendance
at Sutton or Merton multiagency training during 2011 to 2012, however numbers attending were low.
All staff are expected to attend the appropriate level of training on an annual basis since January 2012.
The Safeguarding Children Committee – Action Plan and Quality Assurance
The safeguarding children committee monitored and scrutinised progress against the Safeguarding
Action Plan and Audit Plan for 2011/12.Key safeguarding documents were reviewed, updated and
approved.
Safeguarding Supervision
The Safeguarding Supervision Policy was reviewed, updated and approved. A team of safeguarding
supervisors were trained in 2011 to deliver a reflective model of safeguarding supervision and work
has continued embedding safeguarding supervision within maternity and paediatric areas. The Named
Professionals are required to attend three monthly safeguarding supervision.
Named Professionals
The Trust has named professionals who lead on issues in relation to safeguarding. They are clear
about their roles, have sufficient time and receive relevant support and training to undertake their roles,
which includes close contact with other social and health care organisations. The Named Doctor (St.
Helier) and Named Nurse have completed the Leadership for Influence at NHS London during 2010/11
and the Named Dr (EGH) and Named Midwife undertook this course during 2011/12.
Allegations against members of staff
There have been no reported cases of allegations against a member of staff for the period 2011/12.
Service Developments
Two Lead anaesthetists for Safeguarding, who are currently employed as Consultant Paediatric
anaesthetists, have been identified for the Epsom and St. Helier sites.
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The following key achievements have been delivered during 2011/12
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Quality assurance process developed to ensure that procedures are followed, as cases arise when
managing allegations against staff.
Completion of the majority of actions within the Trust Safeguarding Children Action Plan and Audit
Plan
Successful outcome following the Merton and Sutton Announced Ofsted Inspection of
Safeguarding and Looked After Children Services.
Collation of evidence to support compliance with CQC Outcome 7 was completed.
The Training Target of 80% set by NLS London continued to be achieved throughout the period
2011/12
A monthly audit of 2 sets of case notes is undertaken by senior members of the Safeguarding
Children Committee, and presented at monthly safeguarding meetings. The audit tool was issued
by Merton Safeguarding Children Board and measures compliance with safeguarding processes.
The outcome of this audit has demonstrated robust safeguarding processes.
Annual Safeguarding Update was circulated to all staff during the period 2011/2012 to reflect the
changes to Child Protection Training and any changes to policy or legislation.
Work has been undertaken with HR on the implementation of WIRED an improved system being
implemented for monitoring compliance with Statutory and Mandatory Child Protection Training.
4.2.2 Sutton & Merton Community Services – the Royal Marsden Hospital Foundation Trust
The safeguarding team consists of the Chief Nurse who is the Board lead for Safeguarding, the
Clinical Children’s Services Director who is the trust lead across hospital and community, two Named
Nurses for Safeguarding Children in the community in the hospital, a Specialist Health Visitor Violence
against Women and Girls, a Paediatric Liaison Health Visitor and a Safeguarding Administrator. In the
community there are health visiting and school nurse team leaders who also provide Safeguarding
Supervision. The Designated Nurse from NHS South West London provides the name nurses
supervision, professional support and guidance. The Named Nurse role is line managed by the Clinical
Children’s Services Director, who is accountable to the Chief Nurse for Safeguarding matters.. The
Clinical Children’s Services Director is the Royal Marsden appointed representative on both Sutton and
Merton Local Safeguarding Children’s Boards (LSCB).The Named Nurses are members of the LSCB
sub committees in Sutton and Merton.
The Royal Marsden Safeguarding Adults & Children Board
This is chaired by the Chief Nurse and brings together senior staff and clinicians within the Royal
Marsden in both children and adults. The Clinical Children’s Services Director and the Named Nurses
are representatives on this Board.
NHS SW London holds a Safeguarding Children’s Executive Group. This is chaired by the Chief Nurse
for the health sector and has representatives for all health providers in the sector. The Chief Nurse and
safeguarding lead represent the Royal Marsden on this group.
Merlins - Currently Merton Public Protection Unit screen Merlin reports prior to forwarding them to
health to ensure that community services receive only relevant Merlins. Merton LSCB are exploring
setting up MASH (Multi-agency Safeguarding Hub) in the Autumn 2012, with Suttons MASH going live
from August 2012. Health is committed to being an integral part of the MASH’s.
Supervision - In line with Sutton and Merton Community Services Safeguarding Supervision Policy all
community practitioners are receiving 3 monthly or termly safeguarding supervision. Data collection
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has been in place for 9 months to ensure that all staff receives supervision within specified timescales
according to the Supervision Policy. This has just been audited in the last three months as it is now a
key performance indicator.
Training - Child Protection/ Safeguarding Training is a fundamental part of Royal Marsden’s duty to
support staff in safeguarding and promoting the welfare of children and young people (Children Act
2004, Working Together to Safeguard Children 2006 and 2010).The Named Nurses are involved in the
implementation of the child protection training programme which is in accordance to the Safeguarding
Children and Young people: Roles and Competences for Health Care Staff, Intercollegiate document,
September 2010. The Named Nurses currently deliver all Level 1 and 2 training for staff and participate
in the LSCB multi agency training programmes (level 3). Clinical staff, who work predominantly with
children are required Level 3 or 4 training, this is accessed via the LSCB training programme. Senior
Nurse Training Level 3 and 4 training was delivered by InTrac in December 2011 to members of the
Royal Marsden Senior Nursing and Management Team including the Chief Nurse.
Audit - Audits are ongoing and continuous in this organisation. Audit of records of those children and
young people subject to safeguarding plans are taking place each month as an ongoing audit with
each named nurse undertaking 5 records each per month. Any concerns re the standard of record
keeping and the compliance with record keeping standards is highlighted to the practitioner’s team
leader for addressing with the practitioner. Audit of the recording of supervision is also taking place and
of the satisfaction of the supervisees and supervisors who give and receive safeguarding supervision.
4.3 Mental Health services and CAMHS
4.3.1 The South West London & St George’s Mental Health Trust
The Trust contributed to the Ofsted/CQC inspections with a rating of Good achieved in all five
South West London boroughs.
 Children and young people have good, timely access to a range of effective emotional health and
well-being services.
 Adult mental health shows increasing awareness of the need to identify dependent children and the
importance of robust risk assessments.
 Good arrangements to safeguard children who visit an adult mental health ward.
 CAMHS offer good support to A&E and to the young people who attend.
 Children and young people, looked after, have good support from CAMHS
 Transition arrangements from CAMHS to adult services are planned effectively
 An effective Adolescent Outreach Team provides intensive support to young people
Trust contribution to the work of the LSCB:
 Contribution to the development of LSCB data sets and multi agency case audits
 Delivery of multi agency training including impacts of alcohol and substance misuse and parental
mental health.
 Merton and Sutton Young Carers Project AYCES launched and new staff member to be recruited.
 Contributing to the development of the MASH
 All teams now keep record of CAFs completed as part of data collection
Trust Initiatives.
 From March 2012, a new process of recording the details of dependent children or those in regular
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contact with adults in the mental health services.
38 trust staff undertook CAF training and we continue to monitor CAF’s completed.
Safeguarding Children part of the Governance template for all services
Learning from national and sector wide SCR’s embedded in training.
Development of a Trust Safeguarding dashboard.
Supervision and escalation policy updated.
4.3.2 CAMHS
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Merton CAMHS adopted the CAPA model. A single point of access will be operational in 2012/13.
This will allow referrals that do not meet the eligibility criteria directly to be forwarded to the most
appropriate agency.
CAMHS post established in the Supporting Families team, to enable close partnership working at
the “early intervention” stage
The successful TAMHS model expanded to 21 primary and one secondary schools.
A CAMHS clinical psychologist now works across the Youth Offending Team and the Pupil Referral
Unit.
4.4 Child Deaths – Work of the Child Death Overview Panel (CDOP)
The Child Death Overview Panel covers both Merton and Sutton and reviews all child deaths in both
boroughs, seeking to learn lessons and improve practice across the piece. For full details of the work
of CDOP see Appendix 11.
4.5 Police
4.5.1 Borough Police
Activity 2011/12
With the August Disorder and a rise in ‘serious youth violence’ and ‘knife crime’ of around 45% year on
year compared to 2010-11, 2011-12 proved to be a challenging year for the MPS, as the following
areas of work demonstrate. But Safeguarding Children remains a priority for the MPS:
Partnership Working - Constructive working relationships and effective partnership working with other
agencies in Merton ensure the welfare of children are prioritised within MARAC and MAPPA meetings.
This is further enshrined within the work of the IDVA posted within the police Community Safety Unit
and the One Stop Shop, both supported with MPA funding through 2011-12. Positive audit from
Ofsted in this area. A number of engagement activities were undertaken between police and young
people. Successes include the Growing Against Gangs and Violence programme and TKO.
Public Protection Desk - Continued dedicated unit to collate and supervise pre-assessment checks,
(PACs) and to investigate missing person reports. The number of PACs completed has consistently
been around 300 per month of which around 95% are recorded for information and 5% are referred.
The PPD investigated or supervised about 650 missing person reports involving children during 201112. Information sharing has remained good. There have been no trends or particular areas of
concern.
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SCD5 - SCD5 Child Abuse Investigation Teams maintain responsibility for the investigation of all child
abuse cases. During 2011-12 CAITs investigated 138 instances of child abuse with 37 sanction
detections, (SDs) and 14 reports of child rape with 2 SDs. Year to date the number of cases has since
fallen to 127 child abuse cases with 42 SDs and 5 reports of child rape with 4 SDs.
Offender Management – a challenge was presented by moving custody to Sutton Borough, however
continued and effective use of Triage to reduce the number of first time entrants and repeat offending.
The Offender Management Panel continued to develop during 2011-12 with a focus on multi-agency
approach to providing interventions for young people at risk of harm or causing harm, including gang
members. As crimes which occurred during the year demonstrated, the OMP is targeting the right
individuals putting in a range of interventions which included intervention work from a dedicated
sergeant. The police continue to work with Operation Connect to assess the risk posed by prominent
gang members both within the Borough and cross-border.
Anti-Social Behaviour - New process implemented to ensure early intervention and to assess
vulnerability of callers. This is managed within the new Grip and Pace Centre which holds meetings
three times a day to assess and respond to emerging risk on the Borough. High risk cases involving
young people are discussed at new Local Multi-Agency Problem Solving Panels, (from Sep 11) where
partners are tasked to undertake problem solving activity to reduce risk and harm.
4.5.2 Child Abuse Investigation Team (CAIT)
The Child Abuse Investigation Team (CAIT) at Barnes deals with all intra-familial abuse against
children on three London Boroughs (Kingston, Merton, and Wandsworth).
Following an extensive consultation exercise and pilot, new extended hours were introduced across
the Command on 9th January 2012. The Child Abuse Investigation Command now operates cover
between 8am and 6am. The new on call arrangements between 10pm and 6am operates on a
Regional geographic basis offering additional support to Borough Policing thus maximising
effectiveness in safeguarding children in the capitol.
Over the last 12 months, SCD5 has enhanced the Child Risk Assessment Matrix (CRAM) across
London to better inform decision-making. This process makes a qualitative assessment of all relevant
factors relating to a child and allows appropriate and informed decision-making, and is now more
comprehensively recorded on the police crime reporting data base.
The number of allegations of child abuse in relation to children on the three Boroughs between
01.04.2011 and 31.03.2012 totalled 975 of which 462 were classified as crimes. This is a drop of 33
crime allegations on the same period of time last year.
Of these, there has been a noticeable drop on the three Boroughs in rape allegations of 31 down to 22
this year. Other sexual offences allegations remained the same; physical assault allegations dropped
from 319 to 272 offences. Neglect allegations however have notably increased across the three
Boroughs - up from 80 to 101.
There is no clear indication or evidence to explain this increase. Whilst the West London region as a
whole has seen an increase in this crime type, this is not mirrored across the whole of London and no
obvious pattern can be identified.
The Barnes CAIT had a target to convert 22% of the 462 crime allegations into charges on the three
MSC Annual Report 2011/2012
Page 15
Boroughs; they achieved 31% i.e., 143 investigations resulted in prosecutions. The target set for rape
investigations to be charged was 42%; Barnes CAIT achieved 64% for all three Boroughs i.e., 14 rape
investigations out of the 22 investigated. Both these results are a significant increase on last year’s
achievement.
4.6 Voluntary and Community Sector
The voluntary sector is represented on the MSCB through the Merton Voluntary Service Council
(MVSC). The sector is a key partner in ensuring safeguarding policies are universally implemented.
Activity
Funded voluntary groups working with children and young people work to tight safeguarding
requirements and all funding bodies are now looking for clear safeguarding policies. Merton Council
funding conditions include completion and implementation of a safeguarding audit as part of the
service specifications and MVSC works with groups to ensure they adhere to this.
Ofsted’s review of safeguarding and looked after children in Merton noted the strong relationship
between public and voluntary sector organisations and the rapport between Children Schools and
Families and the voluntary sector was a major factor in Ofsted describing the relationship as
‘outstanding.’
During the year, eleven voluntary organisations were supported through the London Youth Quality
Mark. Independent assessment for this quality accreditation includes checks for robust policies and
procedures around safeguarding, health and safety, and safe recruitment.
All groups, including smaller unfunded groups, are kept informed about new developments locally and
nationally and about training opportunities. MVSC includes information on its website, Merton
Connected, and in its weekly e-bulletins. Community Engagement Network representatives on the
Children’s Trust and LSCB continue to feed in and report back on safeguarding issues for the sector.
4.7 London Probation Trust
Engagement at regional level is maintained by the Director who sits on the London Safeguarding
Children Board.
London Probation Trust Revised its Safeguarding Policy in the latter part of 2011 with the following
aims:
 To promote the concept and ownership of Safeguarding Children.
 To give renewed emphasis to child focused work.
 To protect children from potentially dangerous people.
 To achieve improved integration with MAPPA.
 To assist staff across all roles and functions to deal with concerns about the well being of
children and respond effectively.
 To support staff by providing appropriate training
Within the Boroughs of Merton and Sutton this Policy was launched at an LDU event in January 2012.
Prior to the launch managers from both social care and LPT met to discuss implementation, and
attention focused on the new referral and notification process. A sample of cases was reviewed in
MSC Annual Report 2011/2012
Page 16
June 2012 to monitor the take up of the new process. Take up and recording was good, although there
was some learning taken back to practitioners regarding the different types / categories of codes. A
further ‘Dip Sample’ is planned for the latter part of 2012.
3. Safeguarding Probation Officer leads are designated within each of the local Probation buildings.
Safeguarding leads prioritise relevant sub groups and disseminate information locally.
4.8 CAFCASS – The Child and Family Court Advisory Service

Implementation of a standalone Cafcass Child Protection Policy (replacing the child
protection/safeguarding elements of the existing ‘Safeguarding Framework’).

Further significant improvements in the processing of police checks, largely the result of the
establishment of the Cafcass Intake Team based at Coventry, which receives and processes all of
our 41,778 private law cases from the courts; commissions all safeguarding checks and initially
screens them.

The introduction of the Cafcass/ACPO Police National Computer (PNC) partnership.

Set up of private law early intervention teams across the country to ensure timely and safe
completion of our Work To First Hearing, in line with the requirements of the President’s Private
Law Programme.

Set up of a National Improvement Service (NIS) to help support practice improvement across the
country.

Membership by Cafcass Legal of a working party, chaired by Mr Justice Hedley, which has
produced guidance on MARACs and disclosure into court proceedings; and is currently producing
guidance on Cafcass’ input to MARACs. Once the guidance is agreed and produced it will be
integrated into the Cafcass Child Protection Policy.
4.9 Children’s Social Care
This last year can be characterised as very busy for Children’s Social Care. Whilst overall contact and
referral activity has not significantly changed the increasing complexity and seriousness of concerns
alerted to the service has been a developing issue.
The net effect of this has been that the numbers of children and young people subject to child
protection plans increased significantly in the latter half of the year from November 2011 onwards.
Total numbers subject to plan March 2012 = 173
Rate of Child Protection Plans per 10,000 population
2009/10 = 31
2010/11 = 28.5
2011/12 = 40
MSC Annual Report 2011/2012
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Our statistical neighbour average is 37 per 10,000. The annual average out turn was 28.5 per 10,000.
The overall Contact and Referral activity shows that contact numbers remain stable whilst the numbers
of going on to a referral have reduced.
There has been a continued focus on prevention and accurate assessment and this has been
supported by a decrease in the numbers of re-referrals
1495 in 2010-2011
1114 in 2011-2012
Rate of referral and assessment stable at just under 100 per month
The data on contacts and referrals does not show at this stage any significant impact from changing
demographics although local demographics show an increasing BME community expected to rise to
30% in Merton.
9% increase in the number of households in Merton projected from 2011–2031.
There has been a 39% increase in live births from 2002-2010.
Re-referrals at 15% below National level, had been 4% over.
Initial Assessments in 10 days 61%
Core Assessments in 35 days 54%
In January 2012 Merton had it’s Announced Inspection of Safeguarding and LAC services. The
inspection findings reflected a “good” judgement against all 22 of the standards reflecting continuing
improvement of Merton’s services. The dip in assessment timeliness was considered to be an issue
that reflected the greater focus on quality rather than the speed of the process. The stronger focus on
quality has fed through to the increase in CP plans over the year. Which is shown by the following
figures:
16% increase in Section 47’s
42% increase in ICPC’s
The overall complexity of work has been evidenced in the ‘throughput’ of children starting and ceasing
Child Protection plans.
196 became subject to a plan in 2011-2012 compared with 119 in 2010-2011.
This similarly reflected in number of families – 83 compared with 63.
139 ceased being subject to a plan, compared with 125 in the previous year.
64% increase going on.
11% increase coming off.
Most encouragingly a survey of service users showed that 62% of users felt that things had changed
because of their involvement with children’s social care, compared to 38% in last year’s survey.
The Child Protection bulge
A more detailed analysis of the CP figures has revealed increases due to factors including:
MSC Annual Report 2011/2012
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
A doubling of family groups with three siblings subject to a plan.

33% increase in the number of families and a 30% increase in the number of children subject to
plans.

Three-fold increase in the number of 10 year olds subject to a plan with a focus on increases
associated with Asian/British/Pakistani and Black/British/African.

Physical abuse is a major feature in the BME ethnicity category.
White / British ethnicity has declined in the population of children and young people subject to plans by
6%, whereas the rate of Black / British children and young people has increased by 5% and is 8%
above the local demographic data
No issue identified in terms of transfer in from other authorities. Although suspected as a result of
changes in housing benefits.
The outturn figures are based on a snapshot analysis at the end of each quarter. The age distribution
is consistent with the previous year with 40% under five children subject to a Child Protection plan.
In comparison to national averages fewer children remain subject to a Child Protection plan for two or
more years and fewer children become subject to a Child Protection plan for a second time.
CP plans second or subsequent time
8% in 2011-2012
13% in 2010-2011
CP plans 2 years plus
1% in 2011-2012
4% in 2010-2011
All CP 100% allocated to a qualified social worker. Children with disabilities remain - in common with
other local authorities- under represented.
Allied to this 98.9% of cases have been reviewed on time above the national average of 97%. In the
face of the overall Child Protection Plan increase it is important to note the still improving performance
for four weekly Child Protection visiting which at 95% is 2% up on 2010-2011.
Recruitment / Learning & Development
A positive campaign to recruit permanent social work staff backed up by data from the CSC Health
Check has minimised vacancy rates in the Access & Assessment service and caseloads have
remained reasonably stable.
Strong focus on recruitment with a well supported cohort of 11 NQSW’s going through specialist
commissioned support programme.
Also continuing with Graduate trainee scheme and Contact/Referral screening service with one
graduate completing first year and placement and 2 about to commence their first year.
MSC Annual Report 2011/2012
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Agency recruitment cover for permanent frontline social work vacancies remained consistent at 20%.
The number of CAF’s increased by 30% from 2010-2011 to 2011-2012 (491 to 667) with the majority
being completed for priority referral rather than assessment purposes.
The rate of CAF completion has risen back in line with 2009-10 data following a significant dip in 2010
with Supporting Families; Community Health and Schools all showing an increased referral rate.
Number of complaints has increased to 59 in 11/12 a rise of 63%. No other agencies reported any
complaints regarding child protection. See also 6.3 below.
Domestic violence
Public Protection Desk data – for 2011 (January 2011 till December 2011) a total of 1701 Police
Merlin’s were received by Children’s Social Care, of these 359 were reports due to Domestic Violence
(21%). 581 were reports of Carers Issues (34%), which is the largest presenting issue.
For the first 6 months of 2012 (January 2012 till June 2012) a total for 777 Police Merlin’s were
received, of these 65 were reports due to Domestic Violence (8%). 101 were reports of Relationship
Conflict (13%). The largest presenting issue for this period is Abuse/Risk (38%).
Local Authority Designated Officer (LADO)
This oversees child protection allegations against staff members in partner organisations. The
Safeguarding Service Manager for Children’s Social Care acts as the LADO. There were 22 LADO
Consultations between 2011/2012 (April 2011 till March 2012). The referrals have come from a mixture
of agencies which include education, health, social care and early years. The main reported incidents
have been against teachers and foster carers. The majority of these allegations have been managed
by the employing agencies and guidance provided by the LADO.
From April 2011 to the end of March 2012 there have been 19 LADO referrals that have met threshold
for senior strategy meetings. There were 14 allegations of physical abuse and five related to emotional
abuse. There were two cases where alleged sexual abuse was a concern. There were two cases of
multiple categories.
Outcomes were varied. Of those cases subject to a detailed criminal investigation by the Police two
resulted in caution/conviction
Child Sexual Exploitation
Children Sexual Exploitation concerns have been managed in Merton through the Promote and Protect
Group and Barnados have been commissioned to support cases where urgent intervention needs to
take place. See Appendix 9 for more details of this partnership group.
Between 2011 and 2012 there have been 28 named victims of child sexual exploitation cases which
have been known to services and intervention provided to support children and young people.
Children social care jointly with the police disrupted two reported venues in the local area that had
been named to hold perpetrators of abuse.
MSC Annual Report 2011/2012
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Merton services have worked with a number of alleged perpetrators which were identified through a
multi-agency steering group with all the main agencies including the voluntary sector.
4.10 Merton Youth Justice Service
The last year for the Merton Youth Justice service has been one of review, change and consolidation.
Overall, there has been a general drop in the number of children and young people within the youth
justice system, even with the Summer 2011 disorders. However, within this there has been a number
of Merton young people sentenced for serious offences. The caseload breakdown (14/6/12) shows an
overall service caseload of 91 with:
61 young people on Community Orders
15 young people in custody
3 young people on remand to YOI
1 young person on remand to a Secure Training Centre.
We have had some success with our preventing offending work, through the use of a triage system.
This has led to a year-on-year drop in young people entering the youth justice system for the first time:
09/10 -188,
10/11 -144,
11/12 –111, with the first quarter of 2012/13 showing 19 young people.
There has been a positive response to the HMI Case Management inspection (June 2011) that
highlighted a number of areas for improvement, which resulted in a post-inspection action plan. This
has been successfully implemented with a constructive staff approach to the changes which has
included identifying and building on existing good practice, re-configuring the staff group along with a
team office move for a more effective service delivery, and the provision of focussed training to
enhance the skills of the YOT staff.
As part of our prevention work, the Merton Turnaround Service is an integrated services prevention
team using a ‘team around the family’ approach. With the development of the Triage process this
partnership approach has had the positive effects of:



93% of those young people engaging with the services had not re-offended
increased involvement of parents and schools
stronger partnership ties with schools, improving behaviour in schools and community.
Within our statutory Court supervision teams we have:




Been successful in reducing the amount of young people sentenced to custody
Improved on the increasing numbers of young people in education, training and employment
(ETE) at the end of community orders; with our 16-17 year old young people numbers being the
lowest NEETs in London.
Successful reparation project work providing over 2,000 hours of unpaid reparation work by
young people in the community each year.
Developed various group activities including a young woman’s group that has achieved a
higher level of attendance and completion rates. This has led to presenting our work on tackling
sexual exploitation and gangs at a social care conference on fostering.
MSC Annual Report 2011/2012
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
We have established a multi-agency offender management panel (OMP), chaired by the police.
It has been successful in reducing re-offending and reducing the risk amongst high risk young
people often involved within gangs.
4.11 Early Years
With a key role in prevention and early intervention Early Years services have reported the following
data on inspection outcomes for safeguarding in a range of settings:



100% Children's Centre inspection graded good or outstanding for children's welfare and
safeguarding
78% of al PVIS are graded as good or outstanding for staying safe
65% of all childminders are graded as good or above for staying safe – and now a key focus for
2012 - 2013
Last year Merton trained 35 childminders to work specifically with vulnerable families as part of the roll
out of the two year funding for disadvantaged children.
The training consisted of 10 modules, 2 of which focused specifically on working with vulnerable
families and ensuring their safety and well-being.
 Parental Involvement - linked the Childcare Act 2006, the session focused on the role of the
practitioner to involve and support vulnerable families with a focus on strategies to help when
families are harder to engage.
 Information Sharing - highlighted the CAF and Merton's Needs Assessment Framework. It looked
at the role of the lead professional and the protocols around information sharing and confidentiality
 Safeguarding Children - focused on the role of a practitioner is safeguarding vulnerable two year
olds and understanding what to do if they had any concerns. The session also covered the child
protection process and how practitioners might be involved so a small session focused on report
writing.
In 2011-12 there were 48 Safeguarding courses (ranging from basic awareness to safeguarding for
leaders and managers) held for childcare practitioners with an average of 275 childcare practitioners
attending each term.
MSC Annual Report 2011/2012
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5.0 Managing improvement
It is the job of the MSCB to tie all these contributions together. The next section shows how our
business plan does this.
5.1 MSCB Business Plan
The MSCB approved a new Business Plan in September 2010 which was intended to cover the period
from 2010-14. An annual refresh was agreed by the main Board in September 2011. This set out the
development and improvement work to be carried out by MSCB Business Management and partners
through the Subgroups. Work plans for the Subgroups are aligned with Business Plan objectives and
reported to all main Board meetings
A full report on progress during 2011/12 is at Appendix 8. It brings planned activity under four
headings:
1.
2.
3.
4.
Governance & accountability
Challenge & Improvement
Workforce development / Training
Engagement: communication & consultation
5.2 Training and development
The MSCB continued to offer a wide range of courses for all professionals in the statutory and
voluntary sectors in Merton. This is a very important part of the offer to partners. Our ‘Introduction to
Child Protection’ course proved particularly popular with this being run to capacity eleven times during
the year. We continued to have highly skilled trainers (including some recognised at national level)
delivering our courses and this was reflected in the consistently positive evaluations (average score of
3.5 / 4). The way in which we evaluate training and its impact on practice is constantly under
discussion within the training subgroup and this year Merton is one of a few London Boroughs piloting
an Impact Analysis on a sample of the courses we offer.
Between April 2011 and March 2012 we were able to deliver 53 of the 58 courses originally planned,
with a total attendance of 817 from professionals representing a large number of agencies in the
borough.
MSC Annual Report 2011/2012
Page 23
MSCB Course Attendance by Agency - 2011-12
250
209
200
157
150
137
124
100
56
53
Youth Inclusion
Voluntary
3
Probation
1
Private
10
Other
Health - Private
3
Health
Education/Early
Years Statutory
9
Education Schools
1
Education Private
Community &
Housing
(Statutory)
Children's Social
Care, LBM
0
1
CSF
24
Police
29
Environment &
Regeneration
50
Agency
e-learning
During the past year we allocated over 500 licences (mostly for the Awareness Child Abuse and
Neglect module -83%). However, though improved on the previous year, the completion rate was just
under 35%. We are hoping that this will improve once we introduce a self- booking system (which will
eliminate delay between the learner applying and being issued with a code to access the course). The
available programme also continues to be advertised in the course of other training/ training related
events.
Annual conference
The MSCB annual conference on 7th Oct had as a theme Abusive Relationships. It was attended by 96
professionals from LSCB member agencies and was very well evaluated with an average of 3.6/4.
The Ofsted inspection report* notes:
‘78.
The Children’s Trust provides a common induction programme which is valued by staff. The
quality of training provided by the Merton Safeguarding Children Board is good, as is
attendance at the multi-agency training. Specific training for targeted groups such as GPs and
early years has raised awareness of child protection issues and improved safeguarding
outcomes. Social workers who met with inspectors placed a high value on the quality, range and
accessibility of the training offered to them, and reported that this was contributing to staff
retention.’
5.3 Development activity
The MSCB carries out a range of development activities in specific areas of safeguarding which is
*
Ofsted: Inspection of safeguarding and looked after children services, London Borough of Merton. Published:
24 February 2012. Inspection dates: 9 – 20 January 2012.
MSC Annual Report 2011/2012
Page 24
managed through working groups and other partnership arrangements under the framework of the
Business Plan. For more detail on the working groups see Appendix 9.
5.3.1 E-safety/Anti-Bullying
A e-safety strategy was published in February 2012 to coincide with Safer Internet Day. This was
produced after extensive consultation with partners, particularly schools who are at the front line in
identification of vulnerable young people.
In 2012-13 the work will be aligned with that of the Merton Anti-Bullying Forum, as many of the
unacceptable behaviours around e-safety are aspects of bullying.
The strategy covered the following aspects of e-safety:









Cyber-bullying, including sexual bullying.
Safe use of social networking, e.g. Facebook, Twitter, X-Box Live, messaging etc.
Pornography and violent images – accessibility and inappropriate use by young people.
Grooming by strangers and known contacts, including trusted adults.
Real time communications including texts, e.g. ‘sexting’, chat rooms, email, instant messaging,
video chat etc.
Support for parents and carers and their role and responsibilities.
Support for young people, particularly the more vulnerable.
Training for professionals and practitioners.
Communications infrastructure – working to developing managed online environments for young
people rather than blanket blocking policies.
The approach focused on:





Not duplicating the great range of advice and resources already available.
Helping organisations to develop their own solutions.
Identification of those young people potentially vulnerable.
Making sure that risk is assessed and managed effectively.
Recognizing that often the best people to help young people are other young people.
5.3.2 Culture and Faith
Adults and families project
Merton was commissioned along with a number of other London boroughs in July 2010 to begin work
on the Pan London Faith & Culture Project, an ‘action-research project aiming to promote a stepchange in safeguarding London’s children living in minority ethnic, culture or faith communities or
groups’, i.e. to achieve greater cultural awareness among practitioners and greater awareness of child
protection issues and expectations among faith and cultural groups, particularly for those where
cultural parenting or other practices may already have prompted the intervention of safeguarding
services. The main project ran to December 2011, involving Merton with other London boroughs.
Initially contact has been made with three community groups and ran consultation focus groups for the
children, young people, parents and other adults in their local communities and for the paid or unpaid
workers in the local statutory or voluntary sector to gather views on how to improve safeguarding for
MSC Annual Report 2011/2012
Page 25
London’s children living in minority ethnic, culture or faith communities or groups. This work will
continue into 2012/13.
The outcome is to integrate the learning and best practice established into the work of the MSCB and
partners through its three-year business plan and partners’ own work plans. Also to develop a training
package and toolkit to ensure this practice is maintained – these were launched at the Annual
conference of the London Safeguarding Children Board on 5 December 2011.
Young people’s project
Separately the Youth Participation Team were commissioned by the Pan London Culture & Faith
Project to run a project specifically aimed at young people.
The project engaged a total of nine youth organisations with an average numbers of eight in each
focus group, aged 13 -19 years, in debating and understanding child protection issues with a particular
focus on, culture and faith. The discussion focus groups, six were required, were facilitated by trained
Young Advisors and Merton Youth Parliament members with support from Children, Schools and
Family staff.
The young people presented their research journey and recommendations to the Conference on 5th
December 2011 with A DVD which was extremely well received.
A set of recommendations was produced:

To promote and have wider participation of children and young people in ‘safeguarding’ issues
within statutory, voluntary and cultural organisations in LBM and youth participation networks
across London.

To have further borough-wide training of youth facilitators, enabling more young people to be
trained to deliver training in safeguarding issues alongside professional staff to the youth
population in the LBM.

To develop a package of bespoke youth focused training materials with the Practice Development
& Learning Officer (Children Social Care).

To have more in-depth studies of faith and culture youth groups within the LBM which will support
professionals understanding safeguarding children and young people from their perspective.

To provide a series of borough-wide workshops, leading to a borough ‘Safeguarding Children’
conference for young people led by young people, during 2012/2013.

To consider developing preventative work aimed at primary school children

To improve and enhance the links between the youth and adult services, exploring future
preventive measures which may support young people who may be faced with/facing ‘safeguarding
children’ issues.
This work will now be mainstreamed into the Youth Participation Team’s work plan for 2012/13.
5.3.3 Domestic Violence/Abuse
MSC Annual Report 2011/2012
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Work continued on developing practice guidance, initially prompted by the work done to complete the
Laming Review Action Plan in 2010. The project is led by the Designated Nurse for Child Protection
from NHS Sutton & Merton and covers both Merton and Sutton boroughs. It focuses on the effect on
children and young people in families, as much as the adult victims or perpetrators. Guidance to front
line staff and other practitioners on identifying and responding to domestic abuse was identified by the
Laming Review Working Group as not consistent across the range of providers. The understanding of
what domestic violence is, its effect on children and families and what can be done varies from agency
to agency, particularly those where families may present with DV but are not in the front line of care
services, e.g. nurseries, libraries. The project team input into a Pan-London bid to the European
Daphne III fund, led by Barnardos to develop this work in March 2012. If successful its will fund
practice guidance and other support materials as well as increased training provision. It is anticipated
that this will lead to a better-coordinated Pan-London approach to domestic abuse affecting children,
perhaps including a specific network group.
5.3.4 Private Fostering
Private fostering support continued to be of good quality. The Ofsted inspection made the following
finding:
‘29. A strong culture of safeguarding children and young people permeates the work of teams that are
held to account by the Merton Safeguarding Children Board. Processes for the monitoring of
private fostering arrangements are good. Young people are visited at the required frequency and
there is good awareness of their safeguarding needs.’*
*Ofsted: Inspection of safeguarding and looked after children services, London Borough of Merton
Inspection dates: 9 – 20 January 2012
Reporting inspector: Carolyn Adcock HMI
Age group: All
Published: 24 February 2012
MSC Annual Report 2011/2012
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6. Views of service users and providers
6.1 Young People’s participation
While the Section 11 audits identified participation strongly as an area for development (see 4.2.2
above), the Pan-London Safeguarding Children Culture & Faith Project, funded by the London
Safeguarding Board did, however, prove to be a real success in involving young people in their own
safeguarding.
This project engaged young people age, 13 -19 years, from youth organisations in Merton, in debating
and understanding child protection issues with a particular focus on impact of culture and faith. See
5.3.2 above for more details.
The discussions were conducted in youth focus groups facilitated by two trained young advisers and/or
Merton Youth Parliament members who were supported by the London Borough of Merton, Children
Schools and Families, Participation team.
The conclusions and findings from the young people’s project were presented in a DVD by several of
them at the London Safeguarding Conference on the 5th December 2011. Their DVD described their
research journey, what the young people learned and their future recommendations.
The Participation team and young people will be implementing some of these recommendations during
2012/13.
6.2 Service users
There were a number of areas where the views of young people and families on their safeguarding or
experience of social care/support services were canvassed.
The summary evaluation below highlights the key issues expressed by children, young people and
families about safeguarding issues and support services. See Appendix 10 for more details.
Using children’s social care services:
Families who were contacted by social workers in response to a concern about their child’s safety
were, in general, satisfied with support they received. However, the following issues were highlighted
for improvement:
Families should always be given clear information about:




The assessment process, including what will happen after the assessment, and when.
How to contact the social worker and any changes to appointments made.
The role of the social worker and the extent of their remit, as well as when it is necessary to
engage other services.
The reasons for social care involvement, and the necessity of intervention.

A joined up approach to domestic violence services to provide support for victims and perpetrators.

Ensure an appropriate range of support services so that users can engage with what they are
offered, and feel that it makes a difference to their family.
MSC Annual Report 2011/2012
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
Assessments must be shared with the service user before completion to enable feedback, and a
final copy sent to the user.
Using non-statutory children’s support services:
The high level of positive response from users of the Phoenix Project showed that families respond
well to an intensive, tailored service. Users felt listened to and respected, and the majority felt that the
service made a difference to their family.
Jigsaw4U suggested that the success of its Young Runaways project was based on the following
factors:
Young people engaged with the project as it was seen as independent and non-statutory.
The flexible intervention model was based on the child’s needs, allowing them to work through their
issues at their pace.
Young people felt that the workers were passionate about the work and were clearly committed to the
young person’s well being.
The Reconstruct Advocacy Service good practice summaries illustrate that children and young people
need and value the service, as it enables them to fully participate in their reviews.
Young people’s insights into safeguarding issues:
The Young Advisors’ Faith, Culture and Safeguarding Project highlighted the diverse views of young
people about substance misuse, domestic violence and mental health. The following messages stand
out from their project.
Young people felt that they were generally knowledgeable about drugs and alcohol and got their
information informally. Young people of faith in the focus groups were more likely to say that using
drugs and alcohol is not acceptable.
Young people lacked knowledge about mental health issues, sometimes confusing them with physical
disabilities, and appeared to feel that there was social stigma surrounding mental health.
Some young people said that domestic violence was the fault of the victim rather than perpetrator, and
there was a lack of understanding of domestic violence as an issue across a range of relationships.
There was little knowledge about where to go for help or support.
Children and young people needed better access to education, information and advice about these
three issues, which may best be delivered via schools through formal lessons, and peer education and
support.
Responses from Catch 22 show that young people need clear and honest explanations about drugs
and alcohol, their effects and side effects. They learn well from open, honest discussions about this
issue. This approach can prevent substance misuse, and reduce it in those who use drugs and alcohol.
The research from the Institute of Community Cohesion research illustrated a number of safeguarding
issues:
There are some instances of sexual exploitation of vulnerable young women by young men. This
shows the need for identification and work with young women who may be at risk, and young men who
are potential offenders.
A number of young people from African and African Caribbean backgrounds said that the strict
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parenting styles within their culture can be counterproductive. Conversely Asian young people said that
a strict parenting style can be effective in maintaining obedience.
Community tensions identified in the research included tensions between young people from the
Amadiyya Muslim and Sunni Muslim communities, problems with Tamil and African Caribbean gangs,
and some negative treatment of Gypsy and Roma children.
Bullying and discrimination
Bullying was a prominent concern for respondents to the Young Residents’ Survey, and 52% of
respondents to the Anti- bullying Survey said they had been bullied to some extent. 85% of
respondents to the latter survey also felt that their school’s strategies to tackle bullying were
successful. However, the research indicates that there needed to be an increase in opportunities for
children to tell an adult at home or at school that they have been or were being bullied.
6.3 Complaints
Social Care complaints follow a statutory process, and serve to highlight areas of concern in
safeguarding.
There were 65 complaints for Social Care and Youth Inclusion in 2011/12, with a further 37 made
through MPs and Councillors. Around 90% were responded to within the timeframe, averaging at 10
days. Longer responses were caused by non-availability of the relevant staff or the complexity of the
issues involved.
There were no prominent trends highlighted in Children’s Social Care complaints as they covered
different issues including: Core Assessments, request for a change in social worker, fostering
placement, private fostering arrangements, social worker attitude, lack of contact or information with
allocated Social Workers and not following actions agreed.
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7.0 Challenges for the MSCB in 2012/13
The MSCB Business Plan will be refreshed in September 2012 to reflect the rapidly changing
environment for safeguarding children which has arisen from the Munro Review of Child Protection and
accelerating change in delivery of public services. The principal challenges are set out below.
7.1 Resources
The work of the LSCBs has been recognised both by the Munro Review and the Government as vital
to ensuring the safety of children and continuing to improve child protection. Yet it has had no national
core funding. It is therefore vital that local partners continue to provide funds as they have done in
recent years, notwithstanding the financial pressures faced by all organisations.
7.2 Quality Assurance Framework
A QA Framework for the MSCB is being developed during 2012-13. It is designed to ensure the quality
of multi agency working on child protection and safeguarding by bringing together all the work done to
oversee, scrutinising it and ensuring that any learning is understood and fed into improvement and
development work for multi-agency working and for individual agencies. This will create a programme
of continuous improvement.
Framework mechanisms
Mechanisms for the QA Framework incorporate five strands of scrutiny:
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Organisational standards – how well the organisation incorporates safeguarding children into its
priorities and activities.
Practice/Operational standards – the quality of multi agency case working and practice to
safeguarding children.
Performance data and information – the data and intelligence which gives a picture and narrative of
performance.
A risk register – identification of the major risks to safeguarding and for the MSCB.
Participation and engagement of service users and children and young people – ensuring that the
voice and opinion of service uses and young people on their own safeguarding is heard by the
MSCB and partner agencies.
Assessment tools
Mechanisms to achieve this include audit tools; external inspections and reviews including Ofsted and
peer reviews; performance data and intelligence; risk assessment models, and consultation and
participation techniques to gain user engagement.
Software tools to improve audit, including Section 11 audits, will be used as available.
Learning and improvement
Learning and improvement will be driven by the QA Subgroup by overseeing quality assurance activity
and commissioning actions from other subgroups and parts as required. This will act as a continuous
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improvement cycle of assessment and development. Recommendations for action will be carried out
by the QA Subgroup itself or passed on to the appropriate agency, subgroup or working group, e.g.
Policy & Practice, Training, and incorporated into those groups’ work plans.
Governance structure
The QA Subgroup will act as the hub of activity receiving reports from partner agencies, MSCB
business management and other subgroups and maintaining an action plan and register of activity
which it commissions.
Reporting: Forward Plan for Quality Assurance Subgroup and the MSCB main board meetings
Reporting will be to the main MSCB board six-monthly – in January and June. The QA Subgroup will
continue to meet six-weekly. This will be integrated in to the MSCB Forward Plan schedule.
7.3 Munro Review/Working Together – Children’s Social Care
Professor Eileen Munro published her final report on her review of child protection and safeguarding
during the year and the Government accepted her recommendations in full. A number of key
messages flowed from the report including the need to replace the focus of timescales and process
with a greater commitment to quality in assessments that reflects a stronger relationship between the
social worker and the families they are supporting.
Professor Munro recommended a review of the plethora of regulation and guidance that in her view
complicated the essential ‘helping’ task of social workers and she also commended the Government to
embrace a ‘systems’ approach to the review of Serious Cases under the framework developed by
SCIE.
In Merton we have established a Munro Working Group to consult on proposals to review and
restructure children’s social care services in order to deliver a single ‘continuous assessment’
approach that also links to our local development of a MASH and supports the implementation of the
new Assessed and Supported Year in Employment programme.
Working Together to Safeguard Children – statutory guidance
As already noted the Munro review recommended a wholesale review of the published guidance and
regulation that sought to guide and inform professional practice. The principle of simplifying all
associated guidance has been applied to the publication ‘Working Together’ and the Government
entered in to consultation on the extensive reduction of the guidance from 700 to 70 pages over the
course of Summer 2012.
Merton LSCB has sought the wide ranging views of all it’s partner agencies in compiling a thorough
response to the proposed amendments to ‘Working Together’ and this has been submitted to the DfE
in time for the 4th September 2012 deadline.
Concerns were expressed by partners on a wide range of themes, which echo comments made by
London LSCB Chairs and others. These include:
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Lack of overall clarity.
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Partner roles - obligations and expectations for non social care partners are not robust enough.
Changes in the health economy, particularly the role of the new clinical commissioning groups
Lack of reference to children with particular vulnerabilities, e.g., disabled children.
Safeguarding for specific circumstances, e.g. Female Genital Mutilation, forced marriage, Domestic
Abuse.
7.4 Multi Agency Safeguarding Hub (MASH)
The MASH is a vital priority for MSCB partners in 2012-13. It co-locates safeguarding agencies and
their data into a secure assessment, research, and referral unit for notifications of vulnerable children.
By providing a fire walled facility, each partner can exercise the tension between privacy and sharing
information for safety. This will identify unknown risk by building up a full picture on the child of
concern and their family, and is seen as a key tool in building stronger partnership work to identify
vulnerable children at an early stage and put in place protective strategies to keep them safe from
harm.
Elsewhere the MASH method is reported to have resulted in more effective and earlier identification of
vulnerable children. It has reduced the number of different professionals being involved, while keeping
the most appropriate professional to deliver interventions to meet the needs identified in any particular
case. It has the potential to avoid unnecessary duplication and visits, and simplified processes.
The Director of Children’s Services holds overall responsibility for the quality of children’s safeguarding
activity delivered within the MASH, but individual partner organisations retain responsibility for their
own safeguarding activity and processes which may be present and delivered within the MASH
environment. The MASH will be delivered under the governance of the local authority but clearly has
reference to both the Children’s Trust and the Local Safeguarding Children Board.
This work will be developed alongside the new structures for Early Help – see below 7.5.
7.5 Early Intervention and prevention
Merton has a strong legacy of early intervention and prevention delivery and there is an increasing
evidence base (International, National and Local) that demonstrates that Early Intervention both works
and is cost effective. However, the announcement of significant reductions in public spending from
2010/11 coupled with a continued rise in birth rate in Merton has led to an inevitable overall reduction
in service provision. These powerful drivers prompted a fundamental review of our Early Intervention
and Prevention model and delivery and the development of a new Early Intervention and Prevention
Strategy. Future Early Intervention and Prevention Services will need to be better targeted to those
children young people and families considered in most need, and at most risk, and in areas where the
greatest impact can be made.
During 2012-13 work will begin, to implement this second Early Intervention and Prevention Strategy
that introduces a simplified 3-level well being model, namely Universal, Enhanced and Specialist. The
strategy recognises that many of our universal services are already providing additional and targeted
support to those children; young people and families identified as requiring this. The enhanced level
will be delivered by two age-related enhanced services (funded through existing in-house services)
through a casework model, with practitioners undertaking coordination of a multi-agency common and
shared family’ assessment and care planning, direct work and brokerage to commissioned services.
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Early Intervention delivery will be supported through new ‘family’ assessment tools, that enables
practitioners to reflect the complexities within families and plan holistic support to meet the needs of
the whole family.
All of this work focuses on supporting families to help themselves, in order to improve outcomes for
children and young people, whilst safely avoiding wherever possible more intrusive, high cost
interventions.
7.6 Signs of Safety
There has been agreement and action to adopt a broad ‘Signs of Safety’ approach in Merton from
September 2011.This was supported by the recent Ofsted inspection findings in January 2012
following the Announced Inspection of Safeguarding and Looked After children’s services as a driver to
end the practice of ‘formulaic child protection plans’.
‘Signs of Safety’ represents a new opportunity to establish a culture aimed at more effectively working
with families in a way they can easily understand. The approach can be adopted service wide but has
usually been expanded from an initial focus on child protection planning.
The introduction of a ‘Signs of Safety’ approach across all agencies working with children, young
people, and young families requires a shift in practice culture away from an exclusively historically
based deficit focus, towards a more balanced future focused approach to families; a new balance
between identifying strengths and capacities alongside dangers and risk.
A number of projects, workshops and training events have been commissioned to support a process of
culture and practice transformation. The work was scoped in February 2012 and began at a multiagency planning event which took place in March 2012.
For the Conference process there has been a focus on the Safeguarding Service and commissioned
training for the chairs and record takers so they feel confident and prepared to start running the child
protection conferences in a significantly new facilitative format in line with the key principles of Signs of
Safety.
Since May 2012 there has been a number of workshops and training events that has been provided to
the Safeguarding Team along side other multi-agency professionals to support staff in the change
process. The training has been evaluated and the staff report positively on their improved awareness
about the approach itself and the value of investing in this approach and style of intervention for the
longer term benefit of children and their families. Further briefings are planned for the relevant social
work teams and the child protection report format has been adapted to better capture the balance of
risks and strengths ahead of full adoption by mid October 2012.
7.7 Review of CareFirst system
CareFirst is the online data system for Social Care. The CareFirst project is addressing concerns
raised following a report into the use of CareFirst across Adults and Children’s Social Care. Whilst
CareFirst was working reasonably well with Adult Social Care, the implementation in Children’s had
gone stale, forms and processes needed to be updated to fit better and make better use of the newer
parts of CareFirst.
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The report also felt the organisation as a whole had no ownership of CareFirst. This has been rectified
and CareFirst is now well embedded into the management structure of Adults and Children’s Social
Care. A project has been running for the past 18 months to simplify some of the procedures for teams.
The Care planning process is now fully embedded in CareFirst. The next phase will focus on the
Children in Need process and will be including Munro reforms alongside the new Strengthening
Families approach to Child Protection Conferences.
During 2012/13 a decision will be made if CareFirst needs to be replaced with a new generation
product with features such as single recording for families embedded in the product, as well as
expanding the remit to include Youth Justice, Early Years etc on a single case management system.
7.8 Partner agencies’ challenges and priorities for 2012/13
7.8.1 NHS Sutton & Merton – the Primary Care Trust
Managing the transition to clinical commissioning groups (CCGs) is the major challenge and priority for
primary care services. The Merton CCG is due to take over responsibility in April 2013, but transition
processes are in place from October 2012, although the PCT remains accountable until the end of
March 2013. This will test the governance and accountability structure with the challenges of the wider
safeguarding agenda.
With the increasing prevalence of non NHS Health providers and/or alternative providers there is an
growing challenge to engage around safeguarding issues.
Training, including for commissioning is a major challenge in these circumstances, and individuals and
organisations need to be trained at the right level.
The development of the MASH may increase the caseload for Children In Need within primary care
services.
Looked After Children will have their initial health assessments audited this year.
The CDOP-SPOC role within transition needs clarification and development
The PCT has found it difficult to recruit a Named GP for Child Protection – this was noted in the Ofsted
inspection in January 2012 – and there are capacity issues from this including the need to support
independent providers.
Potential changes to the Working Together to Safeguarding Children statutory guidance have to be
monitored and assessed to avoid weakening the existing safeguarding framework.
7.8.2 Sutton & Merton Community Services – the Royal Marsden Hospital Foundation Trust
Safeguarding Supervisors
Safeguarding supervisors have a safeguarding supervision role. They are available to offer child
protection advice and provide 1-2-1 safeguarding supervision to their respective teams in accordance
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to the Services Safeguarding Supervision Policy. It has becoming evident that the demands of the
combined management/child protection supervision role can at times be conflicting. Some
Safeguarding Supervisors have reported this conflict of interest, when prioritising child protection work
over their line management responsibilities. A review of their roles has taken place and a new structure
of a safeguarding team with specialist nurses concentrating on all aspects of safeguarding will be put in
place during 2012 – 2013. This will allow outcome focussed supervision and analysis of the monitoring
of risks for the child/ family/young person and the development of action plans for support Training for
supervisors and appropriate supervision for them is a priority for 2012-2013 and further auditing the
supervision given in order to improve outcomes for the children, young people and their families and to
improve practice and to improve supervision. The commissioners have put in place a CQUIN for 20122013 for community services is to address and improve supervision across all children’s health
professionals with a target for supervision rates.
MASH
Health is committed to being an integral part of the MASH’s. The Safeguarding Children’s Executive
group has proposed that Royal Marsden Community services should be the lead health professionals
on both borough MASHs and such proposed ot the Clinical commissioning groups that this work be
funded appropriately.
Domestic Violence
The prevalence of domestic abuse has highlighted the need for further training of health care staff in
this area which has lead to the commissioning of mandatory domestic abuse training for practitioners.
This has now been introduced into the Education and Development Department Training Programme
and is being delivered in 2012-2013.
7.8.3 Epsom & St Helier – Challenges and Priorities for 2012 /2013
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To maintain the training target of 80% set by NHS London ensuring that staff attend the appropriate
level of child protection training commensurate with their roles and responsibilities and are up to
date with child protection training and attend an annual basis.
Work with IT to implement a system for flagging and tagging vulnerable children and adults
throughout The Trust, particularly within adult and paediatric ED, who are known to the Multiagency
Risk Assessment Forum (MARAC) who have been identified where high levels of risk exist due to
domestic abuse, in order to safeguarding children and families accessing services within the Trust.
Annual Safeguarding Update to be circulated to all staff during the period 2012 to 2013 to reflect
any changes to policy or legislation.
To continue monitoring progress within the Safeguarding Action and complete the Audit Plan for
2012/13.
Work with HR to introduce a programme of on-line Level 2 Child Protection training to compliment
face to face training and provide flexibility for staff to access and achieve completion of statutory
and mandatory CP training annually.
To continue to ensure evidence is recorded centrally to support CQC Outcome 7.
Work is currently underway to identify how the Trust can ensure appropriate attendance and
provision of reports, from key professionals, at Child Protection Conference and quality assure the
processes in order to assure the Trust Board of the number of invitations received, percentage
attendance, submission of a conference report and the quality of conference reports.
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7.8.4 South West London & St George’s Mental Health Trust - Challenges and priorities for the
future
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Completion of the improvement plan arising from Ofsted & CQC recommendations in January
2012.
Improve the percentage of service users who have the Safeguarding children form completed.
Review access to trust levels 2 and 3 Safeguarding Children’s training and target staff that are
overdue.
Improve access and contribution to multi agency training offered by the LSCB.
Contribute to further development of multi agency themed case audits.
Contribute to the national review of the Safeguarding statutory guidance and the implementation of
the recommendations from the Munro review.
Embedding awareness of and including Domestic Abuse into Core Assessments.
Re-aligning safeguarding children leads in the new adult community teams.
CAMHS staff trust-wide to move to three yearly CRB checks.
Ensure that learning from cross borough and national SCR’s is embedded in training and staff
development.
7.8.5 Borough Police - Challenges and priorities for the future
MPS change programme
The MPS is currently engaged in the design of a new policing model. Details are yet to be published
but the change programme should result in an enhanced operating model for Boroughs with greater
emphasis on Neighbourhood and Borough Policing. Consultation with partners will be undertaken as
the programme is launched. The change programme will also provide clarity around numbers and
funding arrangements for Safer Schools Officers.
Stop and Search
The ‘Stop It’ programme has been launched by the Commissioner to improve the effectiveness of stop
and search and also to improve public confidence. This has already resulted in a more considered
approach to the use of stop and search including a dramatic reduction in the use of s.60 and powers
related to terrorism. In June 2011 there were 873 people stopped and searched in Merton. In June
2012 this number dropped to 479. As the second highest percentages of people searched are
between 10 and 17 years-old, (27%), this should result in a positive outcome for young people’s
perceptions of the police.
Youth Violence and Gangs
Remains a priority and a key challenge for the police and partners. It also links into serious youth
violence and knife crime. Police supported and co-wrote a partnership youth violence and knife crime
action which will be delivered throughout 2012-13 with a focus on education, prevention and
enforcement. Police enforcement activity has and will continue to include a number of targeted days of
action to detect and disrupt gang activity. This has already reaped dividends with a 19% reduction in
robbery, a 43% reduction in knife crime. Work continues on cross-border issues surrounding Tamil
Gangs and emerging gang issues on the Tooting borders. The Borough will be implementing a Gangs
Exit Strategy linked into the proven ‘Enough is Enough’ gangs strategy.
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7.8.6 CAIT - Challenges and priorities for the future
The overall challenge for the future is to maintain our total commitment to the safety and welfare of
children in Merton Borough, and working together with our statutory and voluntary partners.
A significant future challenge will be the effect on the CAIT after the Olympics of the fiscal restrictions
that the whole organisation faces.
As part of the MPS change programme and financial savings requirement, the Barnes Child Abuse
Investigation Team will be moving location to Jubilee House in Putney in the next 12 to 18 months.
This will enhance the Teams response as the location is nearer to the Borough, and upgraded ABE
facilities will be included in the plans.
The targets for performance remain a priority, with an additional focus on the speedy arrest of named
suspects. The CAIT also remains committed to their targets for attendance at Initial Case Conferences
(100%) and attendance at Review Case Conferences (50%), together with a robust approach to the
care of victims and ensuring that they are kept up to date with the progress of their investigations.
7.8.7 Voluntary and Community Sector - Challenges and priorities for the future
Groups will continue to be supported in these activities and there will be a strong focus on maintaining
and further developing partnership work. In particular, work will be done to involve the sector in the
development of the new Multi Agency Safeguarding Hub and the Transforming Families initiative.
7.8.8 London Probation Trust
HMIP (Probation Inspectorate) has identified weaknesses regarding Probation staff undertaking home
visits on Child Protection cases. Part of the LDU business plan is to conduct a home visit on all new
CP cases from August 2012. This initiative has also coincided with a Health and Safety review of home
visits within LPT. Progress will be monitored over forthcoming months.
The LPT will be resourcing MASH with one Probation Officer for one day per week. This resourcing is
in place locally. LPT IT databases are being opened up to partner agencies and co-located to promote
the sharing of information.
Each month within the LDU a sample of cases are reviewed. This process is called LEARN, the
objective is to explore the quality of risk assessment and risk management. Child Protection is very
much on the agenda and both strengths and areas for development are shared with the practitioner
and their line manager.
7.8.9 CAFCASS - Challenges and priorities for the future
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Implementation of the Cafcass Operating Framework
Implementation of the Family Justice Review
Work with ACPO and ADCS to review protocols
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7.9 Culture and Faith groups
Responding to the rapidly changing demographic pattern in Merton is a real challenge for all
organisations in Merton and a critical duty for the MSCB.
The MSCB will be adding to the progress achieved through the pan-London Culture & Faith Project in
2011-12. Work will continue on both engaging with families and young people directly. In addition a
small group will come together to align the culture and faith work being done by the local authority and
then by partners. A report will be made to the Board in March 2013 to consider progress as part of the
Quality Assurance Framework structure.
7.10 Young People’s Participation
Young people’s participation is emerging as an area for development, which will be reflected in the
next version of the MSCB Business Plan in 2012. The Pan-London Safeguarding Children Culture &
Faith Project, funded by the London Safeguarding Board did, however, prove to be a real success in
involving young people in their own safeguarding.
The conclusions and findings from the young people’s project were presented in a DVD by several of
them at the London Safeguarding Conference on the 5th December 2011. Their DVD described their
research journey, what the young people learned and their future recommendations.
The Participation team and young people will be implementing some of these recommendations during
2012-13, and mainstreaming the activity as part of their core business.
8 Conclusions
One of the dominant themes in this report is of learning from review and applying the lessons to future
practice. Essential to this is widening the scope of awareness-raising activity and following up with
good and timely information sharing. All ideas about how to improve further are valued and if you have
comments, queries or suggestions about these services please contact the LSCB.
Contact details
Merton Safeguarding Children Board
4th Floor, Civic Centre
London Road
Morden
SM4 5DX
Tel: 020 8545 4866
Email: mertonlscb@merton.gov.uk
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