The Children's Scrutiny Panel were scheduled to meet to discuss the Children's Services budget, the Early Help Service, and the panel's work programme. The meeting was due to be held in the Salford Suite, Salford Civic Centre, Chorley Road, Swinton. Members of the public were invited to submit questions in advance.

Early Help Annual Report

The panel were scheduled to receive and consider the Early Help Service Annual Report 2024-2025. The report outlines the work of Salford City Council's Early Help services, including whole family targeted Early Help, the Relationships Service, Youth Service and Family Hubs. According to the report, Salford's Early Help Service aims to provide timely and coordinated support through strong partnerships, using a relational, strengths-based approach. Multi-agency support is coordinated through Early Help Assessments, Family Plans, and Team Around the Family arrangements.

The report highlights that demand and engagement with the service continue to grow, with more families accessing support and reporting positive experiences.

Most families completing support achieve lasting outcomes, and Salford remains a regional leader in assessment activity and successful closures.

The report also states that quality assurance and feedback show the service is making a meaningful difference, with families and young people describing the support as empowering, compassionate and impactful.

The panel were invited to comment on any issues arising, identify areas for further clarification or scrutiny, and agree on any specific actions or observations for referral to the City Mayor, lead member, officers, or external partners.

The Early Help in Salford model aims to provide support as soon as problems emerge. It is a preventative, strengths-based approach grounded in the belief that children, young people and families are best supported to thrive within their local communities.

The model builds on the power of community and family assets, encouraging and enabling families to seek help confidently and to know where to go to ask for this.

The report details the structure, demand, and demographics of the Early Help Service. It notes that the service operates across four locality teams - Central, North, South, and West - based in Family Hubs and co-located with partner services. In the year to March 2025, the Early Help Service received 3,761 requests to provide targeted and coordinated support to children, young people and their families, a small increase (3%) compared to the previous year.

The report also provides information on:

• Whole Family Working: Relational Practice and Partnership
• Impact of Early Help Service Delivery
• Voice, Views and Lived Experience of Children, Young People and Families
• Priorities for the Next 12 Months

Children's Services Budget Report

The panel were scheduled to discuss the Children's Services Revenue & Capital Quarter 1 Monitoring 2025-26 report. The report sets out the financial projections for Children's Services for the 2025/26 financial year, including details of savings and investments.

The service group's core budget for 2025/26 is £127.821m. The 2025/26 budget includes a £3.940m investment in Children's Services to address ongoing pressures and national foster care uplifts, and an additional £0.355m has been allocated for inflationary uplifts related to externally commissioned placements. As at quarter 1, the net service position is forecast to overspend by £5.679m.

The total Dedicated Schools Grant¹ (DSG) allocation for 2025/26 is £223.879m, of which the non-delegated schools budget (NDSB) is £91.334m. The forecast expenditure for the year is £99.003m, with a forecast in year overspend of £7.669m.

The approved service group's capital programme for 2025/26 is £22.651m.

The report also details key pressures, including:

• Independent Fostering Agencies (IFAs)
• 16+ Supported Accommodation
• Next Steps
• Workforce
• Special Educational Needs (SEN) Access and Delivery

The report also provides an update on the Safety Valve Agreement[^3].

The panel were invited to note the current and forecasted position to year end for the service group's revenue and capital budget, note further measures to respond to forecast expenditure, and request further information as necessary to help ensure good governance.

Monitoring of Recommendations and Actions

The panel were scheduled to review the updated tracker of recommendations and associated actions arising from previous meetings. The Head of Governance, Christian Scade, was expected to present the report.

The report notes that in June 2025, members reviewed previous scrutiny work undertaken, considered options for improvements and discussed priorities work areas for 2025/26. As part of broader efforts to strengthen governance arrangements across the Council through the Governance 360 Improvement Programme, members requested regular monitoring of previous recommendations and associated actions.

The report highlights the importance of monitoring recommendations and actions, stating that it supports transparency, accountability, and helps demonstrate the impact of scrutiny activity. It also notes that lessons learnt from recent public interest reports and statutory interventions at other local authorities have identified weak internal governance, poor decision tracking, and a lack of follow-through as core features.

The panel were invited to comment on the reported progress, seek clarification or further information as required, and identify any issues where additional scrutiny or follow up activity may be necessary.

Work Programme Update

The panel were scheduled to discuss the Scrutiny Work Programme, with Christian Scade also expected to present this item. The report provides a regular opportunity for the panel to monitor progress against its agreed work programme, ensure scrutiny remains focused, timely and responsive to emerging issues, and confirm the most appropriate methods for upcoming scrutiny activity.

The report notes that in June 2025, each scrutiny panel considered what constitutes a strong and effective work programme, with key principles including focusing on fewer, high-impact topics, aligning scrutiny with corporate priorities and resident outcomes, and ensuring scrutiny adds value and influences decision-making.

The panel were invited to review progress against each item, identify any changes in priority, scope or timing, and consider whether any items should be added, amended or removed.