Chapter 9: Strategic Management

RELATED CHAPTERS

Guidance for Safer Working Practice for Adults who work with Children and Young People in Education Settings (DCSF 2009)

	Training
	Recruitment and Selection of Staff
	Post Employment
	Supervision and Staff Management
	Resolution of Professional Disagreements

Training

9.1	It is the responsibility of local authorities and their partners in Children's Trusts to ensure that workforce strategies include systems for delivering single agency and inter-agency training on safeguarding and promoting the welfare of children.
9.2	It is the responsibility of individual employers to ensure that; Their staff are competent and confident in carrying out their responsibilities for safeguarding and promoting children's welfare; Their staff are aware of how to recognise and respond to safeguarding concerns and that this knowledge is put in place before employees attend inter-agency training; There are adequate resources and support for inter-agency training through: Providing staff who have the relevant experience to sit on the LSCB training sub group; Allocating time to complete inter-agency training tasks effectively; Releasing staff to attend the appropriate inter-agency training courses; Ensuring that staff receive single agency training that enables them to maximise the learning derived from inter-agency training, and have opportunities to consolidate their learning; Contributing to the planning, resourcing, delivery and evaluation of training.
9.3	The role of the LSCB as part of its policy and procedure function is to: Ensure the identification of training needs in relation to safeguarding children across all agencies working with children and their families; Ensure these training needs inform the development of the Children's Workforce Strategy; Agree with those responsible for development of the Children's Workforce Strategy who should commission and deliver the training relating to the safeguarding of children, both on a single agency and inter-agency basis; Check and evaluate single and inter-agency training to ensure it is meeting local needs.
9.4	The LSCB will ensure that a member of the Board has lead responsibility for training. This lead member will establish and chair a training sub-group and ensure that the work of the group is informed by the priorities of the LSCB work programme.
9.5	The training sub group will consist of representatives from key agencies. They must have sufficient knowledge of training needs and processes to enable them to make informed contributions to the development and evaluation of the training strategy.
9.6	The responsibility of the training sub group will be: Identify training needs and develop a strategy for meeting these on a single agency and inter-agency basis; Ensure that the strategy leads to the provision of appropriate training for all the following groups: Those in regular contact with children and young people and with adults who are parents or carers; Those who work regularly with children and young people and with adults who are carers and may be asked to contribute to assessments of children in need; Those with particular responsibility for safeguarding children who need to have a thorough understanding of working together to safeguard and promote the welfare of children, including in complex and/or serious cases; Operational managers at all levels employing staff to work with children and families or with responsibility for commissioning or delivering services; Those with strategic and managerial responsibility for commissioning and delivering services for children and families. Inform those responsible for the development of the Children's Workforce of this strategy and agree with them who should commission and deliver the training; Develop and implement systems for evaluating the effectiveness of both single agency and inter-agency training; Inform the LSCB of the outcomes of this evaluation on at least an annual basis.
9.7	The LSCB expects that all training relating to the safeguarding of children will Be delivered by trainers who are knowledgeable about safeguarding and promoting the welfare of children and have facilitation skills. When delivering training on complex cases trainers should have the relevant specialist knowledge and skills; Be consistent with the local LSCB procedures and protocols; Be informed by current research evidence, lessons from Serious Case Reviews and Child Death Reviews, and local and national developments; Reflect an understanding of the rights of the child and be informed by an active respect for diversity and the experience of service users, and a commitment to ensuring equality of opportunity; Be regularly reviewed to ensure that content is up to date and that it meets the agreed learning outcomes.

Recruitment and Selection of Staff

9.8

All organisations that provide services for children, or work with children need to have in place recruitment and human resources management procedures that take account of the need to safeguard and promote the welfare of children and young people.

9.9

Employers who recruit staff to work with children must work within their organisations recruitment procedures. These procedures should be consistent with legislation relating to the safeguarding of vulnerable groups. (At the time of writing the Safeguarding Vulnerable Groups Bill is going through parliament. Procedures should take account of the final legislation).

9.10

Recruitment procedures should specify:

Standards in relation to interviewing procedures;
Specific guidance about personal interview questions (also known as Warner interviewing);
The process for obtaining references;
Requirements in relation to CRB checks.

Post Employment

9.11

In addition to recruitment procedures employers should ensure that there are clear procedures to be followed when information comes to light about an employee's unsuitability to work with children. These should ensure that the information is passed to the relevant organisation. It is likely this will be the Independent Safeguarding Board and it will be an offence not to notify them when a employer ceases to use an individual or would consider ceasing to use them because they endangered a child.

9.12

Policies and procedures must be accompanied by the creation and maintenance of a safe working culture within each organisation so that every worker understands their duty of care as well as which behaviours constitute safe practice and which should be avoided. This culture will be underpinned by a rigorous whistle blowing and complaints procedure.

Supervision and Staff Management

9.13	Agencies should ensure that all staff members working with vulnerable children have access to effective management and supervision.
9.14	In many agencies, supervision and management will be provided by the same person. Where the roles are split it is vital that there is clarity about lines of accountability and how issues of performance management will be dealt with.
9.15	It is the role of a line manager to: Be accountable for the quality of work carried out; Monitor quality through regular case file audit; Endorse decisions made at key points in the process of work with children and their families; Ensure that staff have access to regular supervision; Ensure that senior managers are kept informed of any factors that may adversely affect the ability of staff to deliver quality services, e.g. workload, resource deficits, gaps in knowledge and skills.
9.16	It is the role of the supervisor to: Provide a safe environment where staff working with vulnerable children can reflect on their work; Be a source of advice and expertise; Scrutinise and challenge practice in order to assess the competence of the worker; Provide an opportunity for the practitioner to explore cases in depth in order to promote objectivity, evidence based analysis and sound professional judgement. There should be consideration of the way in which feelings about the work might affect both thoughts and actions; Enable practitioners to clarify their roles and responsibilities and how these relate to the roles of others in the professional network; Assess training and development needs and ensure that these are met.
9.17	All staff working with vulnerable children should have a named supervisor who is able to provide the necessary advice, expertise and support.
9.18	Agencies should have in place a supervision policy which specifically addresses the process of supervision for staff involved in safeguarding children. This policy should specify how the roles identified above will be carried out.
9.19	Staff should have the opportunity to discuss with a supervisor all children who are causing them concern or who are receiving enhanced service provision, not only children who are subject to a Child Protection Plan.
9.20	All decisions made by supervisors and line managers should be recorded in the child's case file, with reasons for the decision clearly specified. This includes both formal and informal supervision discussions.

Resolution of Professional Differences

Please also see Resolution of Professional Disagreements relating to the Safeguarding of Children and the Escalation of Professional Concerns Procedure

9.21	Protecting children will always be an arena where there may be differences of opinion about the best course of action. It is important that all those working with children feel able to air their views and constructively challenge the action of others.
9.22	It is important that there is the opportunity to follow up professional disagreements about the outcome of decisions at all points of the process including where a formal complaint has not been lodged
9.23	Professional disagreements between frontline staff should be referred to first line managers, who will liaise and attempt to resolve the differences of opinion. If this is not possible a more senior manager should be involved without delay. These discussions, which are not part of a formal complaints process are to ensure that there is appropriate management oversight of the decision making process, that the child is safe from harm and that professional disagreements about one case do not adversely affect interagency relationships.
9.24	Where there are professional disagreements between frontline staff and their immediate manager, the safeguarding champion within their agency should be informed and asked to provide consultation and advice. Each agency should appoint a Safeguarding Champion (in line with s.11 Children Act 2004) and ensure that this is promoted within their agency.
9.25	Research and the findings of serious case reviews have shown that differences in opinion between professionals and agencies can lead to conflict which may result in less favourable outcomes for children. Therefore when dissent occurs, the dissenting professional or agency must still remain involved in any child protection or child in need plan and in future decision making.
9.26	Records should be made of all discussions.

End