1. Roles and responsibilities of elected members and senior officers in local safeguarding services Cllr Shireen Ritchie Cabinet Member for Family and Childrens Services, Royal Borough of Kensington and Chelsea Cheryl Coppell Chair, London Safeguarding Children Board and Chief Executive, London Borough of Havering Simon Hart Independent Chair, Barking and Dagenham LSCB

2. Lead Member - role The Lead Member for Childrens Services (LM) has political responsibility for the leadership, strategy and effectiveness of local childrens services. As elected representatives they should be proactive in developing the local vision and driving improvements for local people. They should communicate this vision for children to the Cabinet, Executive and other councillors, and to the boards and partnerships on which they are either present or represented.

3. Lead Member – New responsibilities Politically accountable for safeguarding. Assure effective co-ordination of work with other agencies with relevant responsibilities (e.g. police, NHS). Assure effective quality assurance systems are in place and functioning effectively in the LA. Challenge partner agencies on how they fulfil their responsibilities. 3

4. Lead Member – New responsibilities (2) Ensure that the local authority fulfils its responsibilities to the children for which it is the corporate parent. Be well-informed about safeguarding practice in their area (via regular updates from the DCS). Receive ongoing training to help them scrutinise and challenge safeguarding service delivery. Be a participant observer of the LSCB. Work closely with the other elected members involved with adult social care services to assure that effective transition arrangements are in place.

5. Working with the DCS Lead Members should negotiate a productive relationship with the DCS and, based on their own experience, challenge constructively as appropriate. That relationship is likely to be subject to creative tension. (Statutory guidance para 2.3)

6. LSCB Chair Presumption that the LSCB is chaired by someone independent of the local statutory agencies, so that the LSCB can exercise its local challenge function more effectively. (2.17) DCS will be held to account for the effective working of the LSCB by their Chief Executive and challenged where appropriate by their Lead Member. (3.29) Where an independent Chair is in place, he/she will be accountable to the DCS for the effective functioning of the LSCB. (London LSCB Chairs Guidance - July 2009 {WT 3.49}) 6

7. LSCB Chair (2) Recognition that this is a new and emerging role Increasing emphasis on role of partners and corporate services Changing relationship to Childrens Trust Need to ensure challenge and Independent voice of LSCB London Board guidelines available to help

8. …some must dos Oversee the business of the Board Regularly review membership and attendance –ensure fit for purpose Have regard to work of Sub Committees and CDOP Commission (or otherwise) Serious Case Reviews Annual Report & CYPP Overview and Scrutiny

9. …and some opportunities Support safeguarding at highest levels within the local partnership Challenge performance (London triggers) Support corporate assessment and inspection Encourage and accelerate engagement Ensure personal development and that of other Board members Role in local media strategy

10. 10 Local authority Leaders and Chief Executives Monitor the performance respectively of the Lead Member and DCS in securing better outcomes for children and young people; At least once a year report formally on their assessment of arrangements for safeguarding children; Provide support to the Lead Member and DCS in the discharge of their responsibilities; and Support the Lead Member and DCS in ensuring that children and young peoples well-being is reflected in corporate and partnership working.

11. 11...so how might we achieve this?

12. 12 Member Development Programme Induction/ refresh Policy forum Action learning sets

13. 13 Triggers Lord Lamings emphasis on importance of local political leadership Need to have awareness of local risk Annual Report to Local Strategic Partnership Holding partners to account Understanding use of resources against local priorities Triggers guidance provides balance of information

14. 14 Joint work programme: London Board – GOL Enhance capacity to undertake serious case reviews Support to Independent LSCB Chairs Casework audit and peer review London Child Protection Procedures Children affected by violence or sexual abuse

15. 15 Some questions… 1.How might Lead Members develop greater influence with Partner organisations? 2.What would a development programme for Independent LSCB Chairs look like? 3.What themes need to be developed for Members annual policy forum?