What is NTSCP?

About us

The North Tyneside Safeguarding Children Partnership (NTSCP) is established in accordance with the Children Act 2004 (as amended by Children and Social Work Act 2017) and Chapter 3 Working Together to Safeguard Children 2018. The NTSCP provides the safeguarding arrangements under which the safeguarding partners and relevant agencies work together to coordinate their safeguarding services, identify and respond to the needs of children in County Durham, commission and publish local child safeguarding practice reviews and provide scrutiny to ensure the effectiveness of the arrangements.
The three statutory safeguarding partners in North Tyneside are:

North Tyneside has had a strong and effective Local Safeguarding Children Board (LSCB) for a number of years.  In developing our Multi-Agency Safeguarding Arrangements (MASA), we have started from a position of strength and have sought to build on this.  Whilst we believe our MASA plan is innovative and will deliver a step-change in our partnership arrangements, we are mindful to ensure there is a degree of continuity in the way we work together.

We will continue to lead and promote an inclusive approach, as we know that effective safeguarding relies on everyone playing their part, within a shared approach and common understanding of how things work, what’s expected of them and what they can expect from others.  We will continue to respect and support the different roles people play, whilst recognising that these continue to change, as we develop more effective early help and different ways of responding to need and risk.

Our new arrangements will place a greater focus on the credibility of scrutiny and learning to inform and challenge partnership practice.  We remain committed to supporting a culture and practice that listens to and acts proportionally, collectively and accountably, to what children and young people tell us either directly or through their actions.  We are equally committed to listening to frontline staff, and bringing our arrangements closer to the frontline, so that we are learning from those who know best what the challenges are and what works.

The intention is not to simply replicate the existing Local Safeguarding Children Board (LSCB) governance and structure in North Tyneside but to recognise the positives of our existing approach, build on them, and develop our approach to integrate much more with other key partnerships in the borough.

In doing this, we will ensure that our arrangements incorporate a strategic understanding of need, risk and vulnerabilities in the borough, whilst having an acute focus on multi-agency practice, and a small number of key priorities where we can make a real and tangible difference to the lives of children and young people in North Tyneside.

Our focus on multi-agency practice will ensure we can be responsive to learning, and ensure that our strategic leadership and priorities are focused on outcomes that result in a swift and proportionate response to vulnerability, risk and needs.  Whilst maintaining this focus on practice, we will work towards a strategic approach to safeguarding, prevention and early intervention across adults, children and young people as represented by a “Think Family and Community” approach.

To be effective, these arrangements will link to other strategic partnership work happening locally to support children and families, as governed by the Health and Wellbeing Board, Safeguarding Adults Board, Community Safety Partnership, the Local Family Justice Board and Multi-Agency Public Protection Arrangements.

All three safeguarding partners have an equal and joint responsibility for the effective delivery of local safeguarding arrangements, including ensuring full participation of relevant agencies within the arrangements – that is, those whose involvement may be required to safeguard and promote the welfare of children – and they must set out how they will secure this.  They also have the responsibility for ensuring equitable and proportionate funding, including through any contributions from relevant agencies.

The purpose of the local arrangements is to support and enable local organisations and agencies to work together in a system where:

  • children are safeguarded and their welfare promoted
  • partner organisations and agencies collaborate and own the vision for how to achieve improved outcomes for vulnerable children
  • organisations and agencies challenge appropriately and hold one another to account effectively
  • learning is promoted and embedded in a way that local services for children and families can become more reflective and implement changes to practice
  • information is shared effectively to facilitate more accurate and timely decision making for children and families
  • local data from all agencies is developed to strategically identify and respond to the underlying conditions and factors that lead to the need for help and protection

 

Our vision and guiding principles

Our vision is that children live in safe, healthy and resilient family networks.  This is underpinned by the three pledges to children and young people in North Tyneside:

  1. We will intervene early, with evidence-based, family-focused services
  2. We will work in partnership to keep children in school
  3. We will keep children safe at home, healthy and connected to their local communities

Whilst maintaining highly effective strategic oversight, and an acute focus on quality of practice, we will agree a small number of core priorities and ambitions that we will particularly focus on each year, driving the partnership collectively to make a real and tangible difference to practice, quality and outcomes.

We want our partnership arrangements to be of the highest quality, with practice that continues to improve and evolve to reflect need and learning.  Our new arrangements will be led by a focus on

  • Quality and standards
  • Learning that results in assurance
  • Scrutiny of strategy, priorities, practice and outcomes

 

We intend to develop a different approach that builds on our previous learning. This will include:

  • The provision of events and opportunities to focus at a local level on current developments and learning in and from safeguarding
  • Consultation and engagement from practitioners and children and young people
  • Participation in scrutiny and review activities to inform and to act on learning.
  • The collation and coordination of “evidence” to allow for the forming of hypotheses that will proportionally test the effectiveness of joint working practice and arrangements

 

As a partnership, we have developed a set of principles that will guide us in all the work we do through our new Multi-Agency Safeguarding Arrangements.

They are:

  • Seeing things through the eyes of children and young people, practitioners and partners
  • Listening to what people, practitioners and partners tell us
  • Streamlining and integrating partnership arrangements, where appropriate
  • Inclusive approach to scrutiny, assurance and learning
  • Supporting and informing wider multi-agency and regional activity
  • An approach based on better understanding of needs, vulnerabilities and risks
  • A transparent, inclusive and accountable approach to partnership working

 

The Executive Group

The Executive Group is the key decision making body of the MASA.  It will meet quarterly in the first year and agree the independent scrutiny arrangements and delegations; set the budget; agree priorities for the year, linked to the Children and Young People’s Plan; monitor progress against the plan; and approve the annual report.  This group will provide leadership to promote a culture of learning and will also ensure that other local area leaders promote these arrangements.

The Executive Group will:

  • Set, agree and review the plan for the new arrangements
  • Provide strategic leadership for all who work together to safeguard children and young people
  • Identify priorities and themes for scrutiny
  • Ensure that the “relevant agencies/partners” are able to meet their obligations
  • Provide the resources required to ensure that objectives are met
  • Commission appropriately experienced and high quality independent advisory capacity
  • Be responsible for everyone knowing how arrangements work