Children's Hearings Redesign Minutes: August 2026

Attendees and apologies

• Simon Cameron, COSLA 
• Brian Taylor, SG,
• Ben Farrugia, SWS
• Neil Hunter, SCRA
• Elliot Jackson, CHS
• Lisa Bennet, SCRA
• Emma Wilson, SG
• Melissa Parkinson, SG

Items and actions

Welcome and Actions

BT welcomed members to the meeting and thanked them for their attendance. BT acknowledged Nicola Dickie's significant contribution to the Redesign Board and thanked her for her support and commitment during her time as COSLA Co-Chair.

BT welcomed Simon Cameron to the Board as the new COSLA Co-Chair and looked forward to working with him in progressing the redesign programme.

BT also welcomed James Ross, who will be joining the Board as the local authority social work representative. Members noted James's apologies for this meeting.

BT noted that all actions from the last meeting were complete and the note of the last meeting was agreed by members.

Update on Planning Group

MP provided an update on the Planning and Implementation Group, which last met online on 2 July. Discussions focused on the development of a revised Terms of Reference and the introduction of a programme risk register.

The Group will continue to focus on:

• Ensuring all workstreams are aligned with the objectives of the Redesign Board.
• Providing strategic direction to support delivery of the redesign programme.
• Embedding the voices of people with lived and living experience across all aspects of the programme.

MP noted that a joint Board and Planning and Implementation Group workshop is scheduled for 8 September, with a draft agenda included within the meeting papers.

Members discussed the importance of having a clear programme plan including a timeline that brings together both legislative and non-legislative activity. This work should align with the implementation timetable for the Act and related activity being undertaken within the workstreams. Members suggested identifying key milestones or "gateways" to provide decision points and measures of progress.

Members agreed that the Board should play an important role in assessing implementation readiness and providing advice on whether the conditions are in place to support delivery. This should include consideration of:

• Social work capacity and workforce readiness.
• Infrastructure and supporting systems.
• Implementation of both legislative and non-legislative reforms.
• The enabling conditions required within local government and partner organisations.

Discussion then focused on stakeholder engagement and communications. Members highlighted the importance of continued collaboration with partners, including Our Hearings, Our Voices (OHOV), ensuring stakeholder views are fully reflected throughout the redesign programme.

It was acknowledged by all members that achieving the intended reforms will require significant capacity and commitment across the system over a number of years, members noting a minimum three-year implementation timeframe may be required to support workforce readiness and assessment practice.

Update on workstreams

The Board discussed next steps for the workstreams and its expectations for how the outputs should be taken forward. Members agreed that the role of the Board is not only to receive and endorse recommendations from the workstreams, but also to consider how workstream outputs move into the next phase of delivery and implementation.

There was agreement that workstream outputs should be brought together as a package of reform, enabling the Board to consider the implications for delivery and determine the necessary next steps. Members highlighted the importance of undertaking a whole-system assessment of capacity to understand what will be required to support implementation.

Discussions focused on the need for greater clarity regarding governance arrangements and how workstreams, the Planning and Implementation Group and the Board will work together going forward. Members agreed it was important that the Planning and Implementation Group has the appropriate membership and expertise to support this work.

The concept of a "minimum viable product" and identifying the programme's critical path was discussed. Members noted that legislative implementation, including secondary legislation and commencement planning, would form a key part of this critical path. Alongside this, a range of important non-legislative activities would need to continue in parallel, including work relating to permanence, capacity-building and wider system improvement.

Members emphasised that delivering Keeping the Promise requires both legislative and non-legislative change with both elements operating in parallel to achieve the intended outcomes.

The Board agreed on the need for greater clarity regarding the dependencies and sequencing across different elements of the programme, recognising that decisions in one area may impact timelines and delivery elsewhere. Members highlighted the importance of understanding what conditions need to be in place to enable progress and how the various strands of work fit together.

Babies and Infants Workstream

Members discussed the future direction of the Babies and Infants workstream and noted that its focus is currently centred around three key strands of work. It was recognised that there are significant pressures within the permanence system and that these issues remain connected to the workstream's objectives.

Members agreed that the workstream should connect with the review of permanence and other relevant factors across the redesign programme more specifically

BT also noted the importance of maintaining engagement with external stakeholders and ensuring there is clarity around areas of external interest as discussions continue.

BF noted that the Babies and Infants workstream should maintain strong links with other workstreams and utilise the Planning and Implementation Group as a forum for coordinating activity. He noted the importance of continued engagement with CELCIS. Any recommendations arising from the workstream should be brought to the Board for consideration, with confidence that proposed changes can be implemented effectively in practice.

BT proposed that the workstream should act as a focal point for this area of work, while drawing on expertise and activity across other workstreams as required. Members agreed it would be important to provide appropriate support and challenge without creating unnecessary complexity or duplication.

NH reflected that the starting point for the workstream should remain a focus on how the Children's Hearings System can better meet the needs of babies and infants.

Data and Information Workstream

LB provided an update on the Data Workstream and shared findings from the initial discovery phase. Existing data activity across Scottish Government, SCRA, CHS, COSLA, the Care Inspectorate and Promise-related programmes was mapped, highlighting that while significant data exists across the system, activity remains fragmented. Opportunities to link with the Promise Data and Evidence Group were noted.

LB highlighted that there was a data commission issued to local authorities, SCRA, CHS and Police Scotland to better understand current data collection, use and sharing arrangements. 9 responses were received from 34 organisations. While lower than anticipated, the responses identified consistent themes and areas for further investigation.

It was noted that there is currently no single source providing a complete picture of a child's journey through the Children's Hearings System. Common challenges included variations in recording practices, inconsistent data collection methods, multiple case management systems, gaps in outcomes data, and difficulties tracking children's experiences across services. At the same time, organisations reported increasing use of data analysis, dashboards and performance reporting to support decision-making.

Respondents identified a number of priorities for improvement, including greater investment in data infrastructure, improved interoperability between systems, better data quality and increased consistency of recording practices.

BT invited members to consider how the work should move from discovery into implementation and what role the Board could play in supporting this transition. Members highlighted the importance of linking with wider child protection and public service reform activity and ensuring connections are made with related work already underway.

SC emphasised the need to strengthen links with the Improvement Service, Digital Office and local government partners to avoid duplication and build on existing work. Members agreed that these organisations could provide valuable insight into data-sharing and digital transformation activity across the public sector.

Discussion focused on identifying the most important data and systems gaps, improving feedback loops, and enabling better information sharing between organisations. Members recognised opportunities to reduce duplication, improve structured data exchange, and make better use of information to understand children's experiences and outcomes.

BF noted that advances in technology provide opportunities to make meaningful improvements and highlighted examples of existing information-sharing infrastructure that could inform future developments.

The Board supported the proposed direction of travel and agreed that the next phase should focus on prioritising key areas for action and establishing the partnerships required to take them forward.

Actions

• SC to provide contacts within the Improvement Service and Digital Office and support connections with relevant local authority leads.
• Data Workstream to refine and prioritise key opportunities identified through the discovery phase.

Stakeholder Engagement and communication

BT highlighted the importance of proactive communication and engagement with stakeholders to keep building the understanding of the redesign programme, to manage expectations and provide clarity on what and when changes will happen. It was agreed to hold off on another stakeholder engagement session this side of the year and agreed that engagement with members of CHIP would be helpful in particularly on the work of the Culture Workstream.

It was agreed that communication and stakeholder engagement would be helpful to discuss with the joint workshop with the Planning group and redesign Board on 8 September.

AOB

The Joint National Youth Justice Advisory Group/Youth Justice Improvement Board meeting held on 26 August was referenced by members, particularly discussion relating to CAHMS. It was agreed that consideration of this work should be progressed through existing youth justice channels. It was agreed that SG would link in with Youth Justice policy team to gather further information on any actions, decisions, or discussions arising from the meeting on this matter.

No further items were raised.

BT noted that the next Board meeting will take place on 28 October 2026. BT thanked Board members for their contributions and closed the meeting.