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Pan Sussex Multi Agency Safeguarding Arrangements (MASA) Evaluation 2025-26 - Practitioner Survey

1.Which area do you work in? Please tick all that apply if you work in more than one area.
2.Which agency do you work for?(Required.)
3.Please state which agency if you ticked 'other'
4.Outcome Category 1 - Leadership(Required.)
Strongly Agree
Agree
Disagree
Strongly Disagree
Don’t know
The partnership’s vision is understood and owned across the partnership and wider community; priorities are evidence-based, informed by scrutiny and analysis of local data, reviews and audits jointly owned and regularly reviewed.
Decision-making is timely, data-driven and includes the right voices at the right level.
There is a culture of accountability that enables challenge and creates the conditions for safeguarding partners to work collaboratively to find solutions.
Resourcing is adequate and equitable across the Lead Safeguarding Partners.
5.Outcome Category 2 - Accountability(Required.)
Strongly Agree
Agree
Disagree
Strongly Disagree
Don't know
Partner and relevant agencies hold each to account through appropriate challenge.
Leadership has oversight of scrutiny via review of audit and Quality Assurance reports, action plans and recommendations
Independent scrutiny is in place and provides ongoing feedback on partnership activity in line with Working Together 2023.
Scrutiny feedback is sought from children & young people, families and communities with supported communication for marginalised groups.
The partnership provides an opportunity for children & young people, families and communities to hold it to account.
Senior leaders in the Local Safeguarding Children Partnership have good knowledge of the quality of local practice and the difference it makes to children & young people, families and communities evidenced from data.
Delegated Safeguarding Partners and their delegates are assured that subgroups are delivering against the strategic and business plans and contributing to the aims, ambitions and priorities of the Local Safeguarding Children Partnership via review of and response to subgroup reports, action plans and recommendations.
Data analysis is prioritised and there is a data analyst or named person responsible for multi-agency data analysis at a Pan-Sussex level.
Trends are analysed at a Pan-Sussex level, and this leads to collective action across Sussex and at a local level.
6.Outcome Category 3 - Participation(Required.)
Strongly Agree
Agree
Disagree
Strongly Disagree
Don't know
The Pan-Sussex strategic direction is influenced by children & young people, families and communities.
Children & young people, families and communities can recognise and report risks and opportunities and participate in community-based responses to safeguarding.
There are structured roles for young scrutineers, family representatives, and community voices within the Local Safeguarding Children Partnership governance structure.
There are structured roles for young scrutineers, family representatives, and community voices within the Pan-Sussex arrangements.
At a Pan-Sussex level, children & young people have influenced commissioning decisions.
7.Outcome Category 4 - Collaboration(Required.)
Strongly Agree
Agree
Disagree
Strongly Disagree
Don't know
The workforce is equipped with the values, knowledge and skills to collaborate across practice boundaries and work equitably with diverse children & young people, families and communities.
Recurrent or significant reporting of risk/contexts of concern is escalated from practitioners to leadership, with action loops recording relevant responses.
Multi-agency training is co-developed and/or co-facilitated, where possible, by children & young people and experts by experience.
Uptake and evaluation of multi-agency training and workforce development activities are regularly reviewed for relevance and effectiveness.
Issues are able to be identified and resolved in a timely manner through the Pan-Sussex Multi-Agency Safeguarding arrangements.