CBSCB Annual Reports

Working Together 2018 guidance sets areas to be covered in the Annual Report. It should provide a rigorous and transparent assessment of the performance and effectiveness of local services. It should identify areas of weakness, the causes of those weaknesses and the action being taken to address them as well as other proposals for action. The report should include lessons from reviews undertaken within the reporting period

It should also list the contributions made to CBSCB by partner agencies and details of what CBSCB has spent, including on Child Death Reviews, Serious Case Reviews and other specific expenditure such as learning events or training. The Annual Report should be published on the CBSCB website and is drawn to the attention of the Health and Wellbeing Board, the Police and Crime Commissioner, the Local Authority Chief Executive and the Leader of the Council.

CBSCB Business Plan 2019-2020

CBSCB Business Plan 2017-2019 (Revised March 2018)

Annual Report 2017-2018

Annual Report 2016-2017

Annual Report 2015-2016

June 2017 - LSCB Ofsted Inspection

The Local Safeguarding Children Board is good

Executive summary

Central Bedfordshire Safeguarding Children Board is good. Clear governance arrangements and systematic scrutiny ensure that accountabilities are clear and enable rigorous oversight of safeguarding arrangements.

The influential independent chair has created a strong and engaged partnership, with collective determination to safeguard children. A collaborative approach to partnership working ensures that partners benefit from shared work-streams with neighbouring LSCBs under a pan-Bedfordshire arrangement.

The board maintains critical oversight of the effectiveness of services provided to children in need of early help and children looked after. It has ensured that safeguarding arrangements are effective for children who have disabilities, those in private fostering arrangements and other vulnerable groups. Close partnership working supports effective disruption activity and ensures that children at risk of sexual exploitation receive the help they need. There is a need to build on this ensure that the analysis from return home interviews, child sexual exploitation risk assessments and screening tools informs future planning and mapping activity.

Comprehensive performance analysis, audit and monitoring ensure that the board has a triangulated understanding of safeguarding practice across the partnership. While this enables scrutiny in most key areas, the board does not currently review data relating to contacts and there have been gaps in the submission of performance information in respect of missing children. Consequently, the board is not yet assured of the effectiveness of practice in these areas.

The board has been proactive in consulting children and young people about their views of the effectiveness of safeguarding arrangements.

The board robustly scrutinises frontline practice through a well-embedded programme of audit activity, which provides a line of sight to frontline practice, but action planning and evaluation need strengthening.

 

 

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