The Diocese of Oxford has reported that in June 2024 it underwent an independent audit of its safeguarding work, undertaken by the INEQE Safeguarding Group. The audit is part of a national programme, commissioned by the Archbishop’s Council, to conduct an intensive and comprehensive review of safeguarding at each diocese and cathedral in the Church of England.

The report’s authors conclude that the Diocese has ‘a solid safeguarding foundation delivered by its exceptionally well-led and blended Safeguarding Team’; the report commends what it describes as a ‘safeguarding first’ philosophy and congratulated our parishes for the sense of optimism it found on the frontline ‘where talented Parish Safeguarding Officers (PSOs) lead by example’ and ‘collaboration is strong’.

The audits test the sufficiency of safeguarding arrangements within CofE dioceses, having a particular focus on Diocesan Boards of Finance (DBFs) but excluded Oxford Christ Church Cathedral “since it is a ‘Royal Peculiar'”. The audits took account of the CofE’s new National Safeguarding Standards that provide the structure for this report; and the Audit findings take account of the Social Care Institute for Excellence (SCIE) audits, Past Cases Review 2 (PCR2), other relevant material as well as evidence from surveys, focus groups, direct correspondence and interviews. For Oxford’s DBF, this involved:

• Over 250 documents being collated and analysed prior to the Audit’s fieldwork.
• A range of interviews with Church officers (staff and volunteers), external partners, victims and survivors and other stakeholders.
• 335 anonymous survey responses which gathered input from victims and survivors, children and young people as well as those worshipping and / or working within the Diocese of Oxford
• Six focus groups
• A confidential contact form accessible via a dedicated webpage.
• In total, the Audit undertook 30 separate engagement sessions reaching 82 people.

The report has been reviewed for factual accuracy by the Diocese of Oxford. It report concludes with forty detailed recommendations to further grow and build on the diocese’s strengths and solid foundation to become an ‘exemplar in the field’ of safeguarding. Its conclusions, in full, are

9.1 Notwithstanding the stubborn and very real challenges the DBF has faced over recent years, its culture and leadership has developed to a position of strength. In no small measure, this is due to the leadership team’s ability to reflect on lessons, invest in safeguarding and build better. The Audit has seen recognition of and overwhelming support for, the changes implemented over the last few years right across the diocese.

9.2 The DBF’s principal strength, is in the solid safeguarding foundation delivered by its exceptionally well-led and blended Safeguarding Team. This is complemented by the sensible area framework, distributed leadership and the DBF’s ambition to strengthen its arrangements via proportionate and incremental growth.

9.3 There is a sense of optimism across the frontline in many parishes, where talented PSOs lead by example. Collaboration is strong and manifests in relationships across, within and outside of the Church. Whether engaging with statutory services, flexing to deliver face-to face training, building networks of volunteer trainers or supporting safety plans and case management, the DST’s partnership with parishes is on an upward trend. That is not to ignore the very real challenges that still exist in some areas, but the Audit has seen an undeniable focus in all areas on a ‘safeguarding first’ philosophy.

9.4 This philosophy is reflected in the way the national standards have become embedded in the language of so many across the DBF and within parishes. From the Director of People to volunteers, the language of inclusion, prevention, risk management and a focus on actively seeking to be trauma-informed was evident.

9.5 There is still some work to be done to engage and support victims and survivors and those who engaged the Audit were divided on whether change (or enough of it) had occurred. That said, the progress in building on the success of the Oxford Victim Group and the positive feedback from a number of victims/survivors is a good foundation to build on. It is also fitting to push forward with the work undertaken by the late Bishop of Buckingham, who did so much to advocate by, for and on behalf of victims and survivors.

9.6 Moving forward, the DBF and its Safeguarding Team need to build on their strengths and focus on those areas of practice that could be further developed. These areas are highlighted within the body of the report and include allocating more time to early help and support in parishes. They also include delivering on the commitment to create a chaplaincy for victims and survivors, further reinforcing scrutiny regimes, enhancing safety planning and innovating to educate, empower and protect the communities they serve.

9.7 Given the significant strengths highlighted in this report concerning committed leadership, an outstanding Safeguarding Team and strong governance and scrutiny mechanisms the DBF only needs to reinforce its capacity and implement the recommendations herein to become an exemplar in its field.

A copy of the full report is here.

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