Tackling Child Exploitation
Where child exploitation splits and separates its victims from protective institutions and relationships, ‘bridging boundaries’ looks to wrap deeper and broader partnerships around children and young people and their families. It seeks to support communities and to bring different agencies and organisations together.
Bridging boundaries opens up safeguarding beyond statutory intervention and highlights the value of broad-based support. An approach that ‘bridges boundaries’ will draw heavily on ecological methodologies (such as those used in Contextual Safeguarding) and expertise from non-statutory agencies.
It sees strategic leadership draw on the expertise of those who work closely with children and young people in universal and community settings, and with those not traditionally associated with safeguarding roles or functions.
what questions does Bridging Boundaries ask?
What questions does Bridging Boundaries ask for Systems and Partnerships?
How do we, as a partnership, describe our local child exploitation and extra-familial harm system?
How do different agencies describe it differently?
What impact do these differences have?
Beyond statutory intervention, what does safeguarding need to look like here?
What do we know about effective ways to help children and young people be and feel safe locally?
Who is not (fully) represented in our partnership?
Why is that?
What changes would make our system more inclusive and representative?
How can our partnership give greater attention and space to minoritised voices?
How do we identify and address blind spots and biases?
What support and challenge are we inviting in around this?
What questions does Bridging Boundaries ask for Leaders?
Which conversations do we, as the partnership, seem to find more challenging?
What does this make us think about our partnership dynamics and confidence?
How can we, as leaders, take a strengths-based approach to unblock these conversations across agencies and roles?
What information and insights are routinely shared within and beyond our partnership?
How do we know the information and insights we share are useful / purposeful?
How do we support our workforce to get this right?
How do I best use my power as an individual leader to ensure the equal distribution of power across our partnership?
How can I enable more significant contributions from other partnership members?
Where can I step back and let others lead?
What support and challenge do I, as a leader, need to play this role?
Information flows freely, but with purpose
Non-traditional partners share power
Minoritised voices are both heard and respected
Partnerships are creative in their structure and culture
TCE is running a consultation to develop Practice Principles. Let us know if you think there is something important you would like us to look at or consider as part of the consultation.
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