Leeds is the second largest city council in England. The latest population figure based on the 2021 census shows a population of 812,000 representing an 8.1% increase over the last 10 years, which is higher than the average increase seen in the Yorkshire and Humber (3.87%) and England (6.6%). In 2021, Leeds ranked second for total population out of 309 local authority areas in England, maintaining the same position it held a decade ago. The population of children and young people aged 1-17 in Leeds is 171,822. The percentage of households including a couple with dependent children rose from 17.7% in 2011 to 18.3% in 2021. During the same period, the regional percentage fell from 19.2% to 18.2%.
The Local Authority area includes some rural communities as well as densely populated inner-city areas where families can face multiple challenges. The Indices of Multiple Deprivation (IMD) indicate that 19%, or over 150,000 people in Leeds, live in areas that are ranked amongst the most deprived 10% nationally. The social gradient in English child welfare services, a study by Kingston University academics and Ofsted analysts, said that children from the poorest neighbourhoods in England were almost fourteen times more likely to be referred to social care services than those from the richest areas.
At a more local level, the latest estimates from HM Revenue and Customs and the Department for Work and Pensions estimate that 36,496 children under 16 were in poverty in 2019/20 with 74% of these children living in a household where one person was in work. In response to this challenge, the city is currently reviewing the ‘Thriving: The Child Poverty Strategy for Leeds. Within this strategy is a workstream called ‘Empowering Families & Safeguarding’ led by Head of Service / Principal Social Worker, Children and Families Service. As well as reviewing the strategy a key area that will contribute to this work is seeking the views of children and families who are experiencing poverty.
Covid brought about significant challenges for all services both in terms of maintaining a frontline workforce to support vulnerable children and the significant financial pressures on organisations across the city. Despite this, the LSCP Partnership maintained a relentless focus on protecting vulnerable families in the city. Led by Children Services, specific multi-agency ‘Bronze’ meetings were developed across the city to ensure that families had their needs met under difficult circumstances. Professionals prioritised visiting the most vulnerable families in PPE equipment and for those less vulnerable families, phone and virtual meetings continued. A benefit of the move to virtual working has been the improvement in important areas of multi-agency work. Attendance at multi-agency child protection conferences increased because professionals were able to attend online; in particular, representation from GPs improved. Virtual meetings continue to be held when it is the preferred option for children, families and professionals consider this safe.
Two inspections from Ofsted over the past five years have highlighted innovative and outstanding practice and leadership. This year’s annual report acknowledges the latest OfSTED report in that this continues to be a strong reflection of the effective protection, safety and wellbeing of children and young people by the safeguarding partnership. The Police Effectiveness, Efficiency and Legitimacy (PEEL) inspection undertaken on West Yorkshire Police in 2021 also reflects good standards of protecting vulnerable people eg: those experiencing exploitation and families where domestic abuse is a feature.
Leeds Early Help approach has ensured that the number of children requiring statutory intervention has remained relatively stable over the years despite increases seen across the country. A review of the Local Authority Early Help services is being undertaken by the Children and Families directorate supported by the Safeguarding Partnership.
Child protection systems remain strong despite the challenges of a national pandemic 2020-2022. Effective Front Door arrangements ensure that children’s and family’s needs are responded to appropriately. Families are encouraged to lead, own and contribute to plans with Family Group Conferences offered to families where safe to do so. The ‘doing with’ culture in Leeds ensures a strength based relational approach that enables families to remain central to all decision making. Data shows that progress against key statutory performance indicators remains good overall although challenges with recruitment and retention across the multi-agency system has impacted on capacity and in turn timeliness of some statutory requirements. Qualitative assurance is also explored through a range of multi-agency audits which brings together joint learning experiences and improvements.
The city’s focus on children experiencing adverse childhood experiences through the development of its Trauma Informed Strategy and the drive to make Leeds a Trauma Informed City is a welcome development. This strategy combines resources from both the Integrated Care Board and the Children and Families Service to reduce the prevalence of adverse childhood experiences as well as respond to trauma that young people may experience. This is a positive step forward in breaking intergenerational cycles of abuse and providing children who have experienced trauma with appropriate support.
There is a consistency of approach in responding to safeguarding or child protection concerns by partners across Leeds. Multi-agency policies and procedures provide professionals with clear guidance on how to protect children and when to report any concerns about their welfare to the appropriate agencies. These policies and procedures are developed and agreed by a range of local professionals which are then adopted and integrated into practice.
The Chairs of the Childrens Safeguarding Partnership, the Adults Safeguarding Partnership and Safer Leeds Executive continue to meet throughout the year to identify opportunities for closer strategic partnership working where cross cutting learning is identified. This has included increased focus of the ‘Think Family Work Family’ way of working, recognition of neglect and self-neglect and domestic abuse.
Overall, the safeguarding system appears to be strong and senior leaders continue to be fully committed to the multi-agency safeguarding arrangements in the city. Stimulating discussions continue to take place when identifying areas for improvement and a strong culture has been developed whereby partners are open and responsive to challenge within their own agencies as well as offering challenge to partner agencies.
The current priorities have been in place since 2018. The LSCP Executive have agreed the need to review the current priorities to ensure that they are fit for purpose and may wish to consider new priorities for the coming year. The strength of Leeds multi-agency safeguarding arrangements and structures are well placed to ensure a data and intelligence led approach to setting priorities, their implementation and evidence of impact.