progress report - moving towards a child centred system
TRANSCRIPT
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THEMUNROREVIEW OFCHILDPROTECTION
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AcknowledgementsIwouldliketothankJo,Sammie,JayandHollyforthedrawingsonthefrontcover.Iaskedthemtosketchimagesthatcapturedwhattheysawasagoodrelationshipbetweenachild
oryoungpersonandahelpingprofessional.
Iamverygratefultothemanypeopleinalloftheservicesthatworkwithchildren,young
peopleandfamilieswhohavesharedtheirideasandexampleswithme.Ihavebenefited
from
feedback
from
so
many
that
I
cannot
list
them
all.
I
would
like
to
acknowledge
the
help
giventomebyAlexBurghartandexpressmythankstoBarnardosforallowingmetohave
somuchofhistime.FromtheDepartmentforEducation,Iwouldliketosingleoutthehelp
providedbyRogerParrandJeanettePugh.
ProfessorEileenMunro
01May2012
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Contents
ExecutiveSummary 3
Chapter1:Introduction 6
Chapter2:Increasinglocalandprofessionalflexibility 9
Chapter3:Redesigningservicesaroundchildren,young 17
peopleandfamiliesneeds
Chapter4:Childrenssocialcareandsocialwork 27
Chapter5:Learninghowwearedoing 42
Chapter6:Conclusion 51
References 55
Annex RecommendationsfromtheMunroreview: 59
Progressupdate
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ExecutiveSummaryMyreviewmaderecommendationsthatwill,together,helptocreateaworkenvironment
thatwillbettersupportprofessionalsingivingchildrenandyoungpeoplethehelpthey
need.Thisreportconsidershowwellimplementationoftheserecommendationshas
progressedintheyearsincethereviewspublication,andhowthechildprotection
landscapeasawholeischanging.
Theoverall
conclusion
of
this
report
is
that
progress
is
moving
in
the
right
direction
but
that
itneedstomovefaster.Therearepromisingsignsthatsomereformsareencouragingnew
waysofthinkingandworkingandsoimprovingservicesforchildren.Thereare,however,a
numberofreformsthatstillrequireimplementation;asthishappensoverthenext12
months,thepaceofchangeshouldbehastenedfurther.
Onefundamentalchangethatisneededisforalltohaverealisticexpectationsofhowwell
professionalscanprotectchildrenandyoungpeople. Theworkinvolvesuncertainty:we
cannotknow
for
sure
what
is
going
on
in
the
privacy
of
family
life,
nor
can
we
predict
with
certaintywhatwillhappen. Toooften,expectationshavebecomeunrealistic,demanding
thatprofessionalsensurechildrenssafety,strengtheningabeliefthatifsomethingbad
happenssomeprofessionalmustbetoblame. Thishascontributedtothedevelopmentof
adefensiveculturethatfocusesoncompliancewithtargetsandrulesinsteadofwhether
servicesareprovidingeffectivehelp. Havingrealisticexpectationsofprofessionalswillmake
iteasierforthemtohavethe confidencetousejudgmentinsteadofapplyingrulesthatdo
notmatchaspecificchildsneeds,andthehumilitytoreflectonweaknessesintheirpractice
sothat
they
can
learn.
IncreasinglocalandprofessionalflexibilityChapter2looksatprogressinreducingstatutoryguidancesothatthereismorescopeforprofessionalandlocalautonomy.Therehasbeensomeunderstandabledelayin
implementingthesechanges,causedbytheneedforproperpublicconsultation.
Akeyissueistheremovaloffixedassessmenttimescales.Theexperienceofthetrial
authoritieswhoweregrantedexemptionsfromthesestatutorytimescaleshasbeen
positive.Theyreportthattheadditionalflexibilityhasencouragedbetter,morethoughtful
workingpractices,andbetterandclearerconsiderationofpriorities.
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RedesigningservicesaroundchildrenandfamiliesneedsChapter3dealswithchangesinthemanyservicesthatplayapartinsupportingfamiliesandimprovingchildrenssafetyandwellbeingbeforetheyrequireattentionbychildprotection
agencies. Theimprovedprovisionofearlyhelpthroughbetterinteragencyworkingwasa
keyfeatureoftheoriginalreport.Thisreporthasfoundmanyencouragingexamplesof
servicesworkingtogetherandwithsocialservicestoprovidebetterunderstandingof
childrensneeds.Someexistingstatutoryguidanceis,however,stillhamperingcoworking
andjointassessmentoncetheGovernmenthasremovedthis,allservicesshouldbebetter
placedto
work
together
to
offer
improved
early
help.
Therearemanyotherreformstakingplaceinparalleltothoseinchildprotection,most
notablyinhealthandpolicing.Becausethesenewworkingenvironmentsarestillevolving,I
emphasisethatitisextremelyimportantthattheGovernmentshouldcontinuetofacilitate
andencourageunderstandingbetweenservices.
ChildrensSocialCareandsocialworkChapter4focusesonchildrenssocialwork,ondevelopmentsinsocialworkexpertisearisingpartlyfrommyreviewbutalsofromtheworkoftheSocialWorkReformBoardandthenew
CollegeofSocialWork.Importantimprovementsarealreadybeingmadetoinitialeducation,
inselectingtherightpeopletotrain,andinmeetingtheneedsofthoseaspiringtobethe
nextgenerationofsocialworkers.Thesereformsareabsolutelyvitaltoensurethatthe
professionisequippedtomakethebestdecisionsforchildren.
Akeyconcernofthereviewwasthattheviewsoffrontlinepractitionersshouldbeproperly
representedtomanagersandbudgetkeepersatcentralandlocallevelsothattheycan
understandtheimpacttheirdecisionsmighthaveonworkwithchildrenandfamilies.
Consequently,ithasbeenencouragingtoseetheGovernmenthastakenstepstoappointa
ChiefSocialWorkerandthatlocalauthoritiesarestartingtorecruitPrincipalSocialWorkers
totheirteams.
Whatisparticularlyencouragingisthatsomelocalauthoritiesarealreadydeveloping
innovativewaysofworkingthatareenhancingthequalityofhelpreceivedbyfamilies;this
chaptergivessomeexamplesofgoodworkalreadyunderway.
L i h d i
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Thechapteralsodiscusseshowlearningcanbe(andisbeing)encouragedatlocallevel
throughpeerreview,atcaselevelthroughcasemanagementanalysis,andbybetter
consultationand
conversation
with
children.
Finally,
it
discusses
the
capacity
building,
methodologicalrefinementandculturalchangenecessarytofullyimplementaSeriousCase
Reviewprocessfocusedonwholesystemimprovement.
ConclusionChapter6emphasisestheimportanceofimplementingalltheproposedreformsinconcert.In
order
to
create
anew
culture
within
child
protection
it
is
necessary
to
increase
the
flexibilitytorespondtoneedsonthegroundbothwithinandacrossservices,tohavethe
skillsandexperiencetotakeadvantageofthisflexibility,andtobeabletoassess,learnand
respondtohowwellwearehelpingchildren.Addressingindividualpartsofthesystemwill
onlysucceedinpushingproblemselsewhere,leavingchildprotectionasweak,orweaker,
thanitwasbefore.Implementingthesereformsasawholewillgiveprofessionalsthescope
andskillstheyrequiretobetterprotectchildrenandtocontinuetoimprovetheirmethods
andmeans.
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Chapter1: Introduction1.1 Now,ayearaftermyfinalreportwassubmitted,isagoodtimetoreflectonthe
progressbeingmadeinimplementingmyrecommendations.TheGovernmentwill
shortlybepublishingradicallyrevisedstatutoryguidanceforconsultation.Ihaveseen
onlydraftversionsandthecommentsinthisreportarebasedonthesebutthe
versionsthatarepublishedmaydifferinsomerespects.Anewinspectionframework
alsocomesintooperationinMay. Thesefundamentalchangeswillmakeasignificant
contributiontohelpingthesystemreorientateitselffromcheckingcomplianceto
learninghow
well
children
and
young
people
are
being
helped,
and
having
sufficient
flexibilitytorespondtotheselessons.Thisisthetimewhenlocalservicesand
professionalsneedtoseizetheopportunitytomovetowardsachildcentredsystem.
Myconclusionisthatthingsaremovingintherightdirectionbutneedtomovefaster.
1.2 Myreportlastyearsoughtaculturechangeinthewaythatchildrenandyoungpeopleareprotectedfromharm. Theyneedprofessionalswhoareabletounderstandand
help
them.
This
requires
intelligence
and
good
skills
in
getting
on
with
family
members,incopingwiththestrongemotionsthatarestirredup,inhelpingpeople
solveproblems,andinmakingdecisionsaboutwhat,onbalance,isinthechildor
youngpersonsbestinterests.Suchimportantandcomplexworkneedsgood
guidance,goodmanagement,andgoodrecords.However,asmyreviewconcluded,
thesystemhadbecomeunbalancedsothattherewasanundueemphasison
recordingandcompliancewithtargetsandprocedures.Consequently,professionals
hadtoolittletimewithfamiliesandtoolittlescopetousetheirexpertiseandmake
judgments.
1.3 Thepositiveresponsetomyreviewshowshowmanyagreewiththisanalysis.Thereisrealenthusiasmforchange.Butitisnoteasytoshakeoffthecomplianceculture.At
heart,thisworkinvolvesuncertainty:wecannotknowforsurewhatisgoinginthe
privacyoffamilylife;wecannotpredictwithcertaintywhatwillhappentochildren;
wecanonlymakejudgmentsanddecisionsthat,ontheevidenceavailable,lookthe
best.Yet,toooften,expectationshavebecomeunrealistic.Governmentandlocal
documentsare
peppered
with
the
word
ensure
on
matters
where
no
one
can
realisticallydoso.Publichorrorwhentragediesoccurhasstrengthenedthebeliefthat
ifsomethingbadhappenssomeonemustbetoblame.
1.4 Thecompliancecultureisanunderstandableresponsetothisimpossibleexpectation.The need to avoid and deflect blame ripples through the system encouraging people
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fornotseeingthehandwritingonthewallforgettingthatitwaswrittenininvisible
inkthatbecamelegibleonlyafterward.Actionsthatseemedprudentinforesightcan
lookirresponsibly
negligent
in
hindsight
(Kahnemann,
p.203.)
1.6 RecentcommentsfromtheGovernmenthavebeenhelpfulinencouragingamovefromablametoajustculture.InrespondingtotheSeriousCaseReviewonthecaseof
theJChildreninEdlington,MichaelGove,theSecretaryofStateforEducation, wrote:
Peopleworkinginthesecircumstancesneedtohavetheconfidencethattheywillbe
backedbytheirmanagerswhentheytakedifficultdecisionswithgoodintentand
soundjudgment,
whatever
the
outcome
(2012).
1.7 TimLoughton,theParliamentaryUnderSecretaryofStateforChildrenandFamilies,hassoughtfeasiblegoals,forexample,endinganintroductiontonewguidanceon
tacklingsexualexploitationwiththeambitiontomakechildrensaferratherthan
safe(DepartmentforEducation,2012).Althoughitmayseemasmalldifferencefrom
ensuringthatallchildrenaresafe,itisanexampleofwhatIhopewillbeamore
realisticcultureofexpectation.
1.8 TheGovernmenthasacceptedalltherecommendationsfrommyreview,withsomeprovisos.AppendixAliststheactionstakeninresponsetoeachrecommendationbut,
withinthisreport,Iwanttolookathowtheyareinteracting. Untilthemajorchanges
instatutoryguidanceandinspectionareimplemented,localagenciesarelimitedin
theirfreedomtoredesigntheirworkpractices.However,therearemanyexamplesto
reportofsignificantdevelopmentsbothplannedandalreadyunderway.
1.9 Therearealsoothermajorchangesgoingonthatarehaving,orwillhave,amajorimpactonchildprotection.InthereformsIdiscussinthisreport,itisdifficultto
separateouttheimpactthatmyreviewhashadfromseveralotherinfluences.
1.10 Thecutsinpublicsectorfundingareclearlysignificant.Thismeansthatservicesareattemptingtoimplementmyrecommendationsalongwithotherchangesneededto
livewithintheirbudgets.ThereisariseinreferralstoChildrensSocialCarethatmay
belinked
to
cuts
in
support
services
for
families.
The
financial
problems
and
welfare
reformsalsoaffectfamilieswithestimatesofincreasingchildpoverty(Bradshaw,
2011,Browne,2012).Althoughparentsonlowincomescanprovideexcellentcare,it
iswellestablishedthatpovertycorrelateswithneglectinparticularandsotheremight
beanincreaseinreferralsbecauseofthis.
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beensentmanyexamplesofreforms.ThesurveyofLSCBChairsprovidedvaluable
informationonhowpeoplewereimplementingmyrecommendationsbutthe
responserate
was
only
39%
so
it
may
not
be
representative
of
the
whole
country.
The
ChildrensImprovementBoard(CIB)hasprovidedusefuldataonwhatlocalareasare
doing.TheCentreforExcellenceandOutcomesinChildrenandYoungPeople's
Services(C4EO)hasbeencollectingexamplesofsuccessfulinnovationsinfamily
supportthatillustratetherangeofactivitiesgoingon.Theinformationgatheredfrom
allthesesourcesprovidesinsightsintowhataspectslookfeasibleandwhatisworrying
people.Italsoconveysawelcomesenseofenthusiasmforthechanges.
1.13 Thisreportprovidesanoverviewofprogressonthesetofrecommendationsthatwilltogetherhelpcreateaworkenvironmentwhereprofessionalshaveincreasing
confidenceandcompetence,andwheretheprimaryfocusisonwhetherornot
childrenhavebeenhelped. ThenextchapterlooksattheGovernmentsactionsin
reducingstatutoryguidancesothatthereismorescopeforprofessionalandlocal
autonomy.Changeshereallowchangesintheinspectionprocesswhichmanyhave
seenasaprimedriverofthecompliancecultureandthenewinspectionframework
couldalsobeaprimedriverinencouragingalearningculture.ChapterThreedeals
withthe
changes
in
the
many
services
that
play
apart
in
supporting
families
and
improvingchildrenssafetyandwellbeing. Theextentofpolicyreformandfunding
cutsmakechangeunavoidableandmanyareasareredesigningtheirservicesto
improvefamiliesaccesstotherighthelpinatimelymanner.Theyare,however,
hamperedbythecontinuedpresenceofthestatutoryguidanceandbytheinspection
process.ChildrensSocialCarefiguresinthischapterintermsofhowitworkswith
otherservicesbutChapterFourisspecificallyonitandondevelopmentsinsocialwork
expertise
arising
partly
from
my
review
but
also
from
the
Social
Work
Task
Force.
Changesareneededinthewaythedifferentservicesmonitorthemselvesanddefine
goodpractice. ChapterFivelooksatprogressinwaysoflearninghowwellweare
doinginhelpingchildren.Finally,(ChapterSix)Iofferanassessmentofprogress.
1.14 Thesereformsareonlythestartofanongoingprocessbywhichthechildprotectionsystemcanbetterservechildren;takentogethertheyshouldcreatework
environmentsinwhichbetterpracticeislikelytoflourish.Thereisverymuchfurther
togo
but,
one
year
on
from
the
publication
of
my
review
Iam
delighted
to
be
able
to
reportthatthejourneyhasbegun.
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Chapter2:IncreasinglocalandprofessionalflexibilityIntroduction2.1 Therehasbeenconsiderableprogressinplanningtorevisestatutoryguidance.Radical
changestothisguidanceandtoinspectionwererecommendedinmyreviewbecause
theyhad,overtime,beenabsorbedintoadefensivecultureandbeengivenundue
prominence.Thiswasseentodistractattentionfromchildrenssafetyandwelfareby
becomingthe
focus.
Data
such
as
timescales
that
began
life
as
intelligent
indirect
measuresofthequalityofhelpchildrenreceivedbecamethedirectgoalofpractice.
Theguidancealsoproliferatedovertheyearswiththeoriginalprescriptionofgoals
beingincreasinglyaugmentedwithprescriptionofhowtoachievethem,thereby
creatingincreasingobstaclestoflexibilityandreformatthelocallevel.
2.2 TheGovernmentacceptedmyrecommendationsonthisbuthasnotyetpublishedrevisedstatutoryguidanceforconsultation. Thisdelay,albeitforgoodreasons,has
causedsomeproblems,withsomehesitatingtostartreformsincasetheGovernment
changesitsmindandothersfeelingfrustratedbecausetheycanonlypartlyimplement
reformsuntiltheguidanceallowsthemmorefreedom.Thereformoftheinspection
processisfurtheraheadwitharevisedframeworkhavingbeenpublishedfor
consultationinJuly2011,pilotedinfivelocalauthorities,andcomingintoforceinMay
thisyear.
2.3 Movingresponsibilityfordecidinghowtomeetthestatutorydutiestolocalandprofessionalcontrolrequireschangeinhowprofessionalsworktogether.Thereare
manyexamples
of
formal
and
informal
mechanisms
being
developed,
and
we
can
drawontheevidencefromthelocalauthoritieswhoweregrantedexemptionsduring
myreview(seebelow)tobecomemorefocusedonthequalityofhelpchildrenare
receiving.
2.4 Inmovingfromacompliancetoalearningculture,professionalsneedmorespacetoexercisejudgmentandrespondtothevarietyofneedsofchildrenandfamilies.
However,thosefeedingbackonmyreviewhaveaskedmetoclarifywhenrulesare
stillessential.
Morejudgment,fewerrules2.5 Whyshouldtherebemorejudgment? Asdiscussedinthefinalreportofmyreview
( 3 1 3 5) l d d f ti l f t f th
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thathasbeenembeddedinEnglandisimpressivenotjustinrelationtoconcerns
aboutabuseorneglectbutalsoinsupportingfamilieswhoarereceivinghelpfrom
morethan
one
service.
2.6 Rulesarealsodesirablewhendealingwithsimpleactionswherethereisarightwaytodothings,e.g.insomeaspectsofpreparingacourtapplication. Butsomedegreeof
professionaljudgmentisneededwhendealingwithcomplicatedtasks,forexample
whendecidingwhetherareferralrequiresanurgentresponse.Guidancemayoffer
suggestionsoffactorstoconsiderbut,ultimately,thecompetentprofessional
exercisesjudgmentindetermininghowtorespond.
2.7 Overtheyears,theincreaseinstatutoryguidanceandoflocallycreatedruleshasmeantthatthescopeforjudgmenthasbeenerodedwithcomplicatedtasksbeing
treatedassimple.Asaconsequence,professionalsabilitytobechildcentred,tomake
decisionsthattakeaccountofthespecificcircumstancesofthechild,hasdiminished.
Thefixedtimescaleforassessments,forinstance,hasformanybecometheoverriding
concernsothatanassessmentisconcludedbecausethedeadlinehasbeenreached
notbecausetheworkerthinkstheyhaveacquiredagoodenoughunderstandingof
thechildsneedstomakeasounddecisionaboutwhattodo.
Revisionstostatutoryguidance2.8 TheGovernmentfeltitwasnecessarytoconsultwidelybeforemakingsuchradical
changes.Atthetimeofwriting,revisedversionsofWorkingTogethertoSafeguard
ChildrenandFrameworkfortheAssessmentofNeedofChildrenandtheirFamilies
shouldshortlybepublishedforformal,publicconsultation.Thissetofdocuments
containaradically
reduced
amount
of
central
prescription,
with
Government
retaining
theresponsibilitytosetouttheduties,roles,andprincipleswhileprovidingmorelocal
andprofessionalcontrolofthewaythatthesewereimplemented. Thismajor
reductioninGovernmentcontrolhasstrongendorsementfromMinistersand
indicatesaconfidenceinthesectortotakemoreresponsibility.
2.9 Itisimportantthatthisguidanceleavesnooneinanydoubtabouttheirresponsibilitiestosafeguardandpromotethewelfareofchildren.Itmustmakeitvery
clear
what
must
be
done.
However,
it
should
free
professionals
from
the
degree
of
prescriptiononhowtomeettheirresponsibilitiesthattakesawayspacefor
innovation,judgment,andtheflexibilitytomeetthespecificneedsofindividual
childrenandyoungpeople.
Taking more responsibility sharing and learning
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inlinewiththewaysthattheychoosetoredesignthewaylocalserviceswork
together.
2.12 Ihaveheardsomeconcernthatlocalautonomywillleadtoaproliferationofassessmentformsandproceduresthatwillcomplicatelifeforservicesthatworkwith
manydifferentareas.Inrelationtoassessmentforms,thesearenotcurrentlycentrally
prescribedandsothechangesinstatutoryguidancethatIrecommendedmakeno
difference.TheCommonAssessmentFrameworkhasneverbeenstatutoryandhas
beenmodifiedinmanyplaces.ChildrensSocialCarehavebeenfreetochangethe
assessmentformsusedbysocialworkerssinceJune2009whenthelimitationsofthe
formsinICSwererecognisedand,actingontheadviceoftheSocialWorkTaskforce,
theGovernmentagreedthatICTsystemsshouldbelocallyownedandlocally
implemented.Inrelationtoprocedures,variationwillbelimitedbythefactthatthey
refertoimplementingthesameduties.Somedegreeofflexibility,however,is
desirable.Therearemanyexamples,discussedinthefollowingchapter,ofmajor
reformstothewaythatservicesworktogetherinengagingandsupportingfamilies
and,currently,thereareunintendedrestrictionsarisingfromstatutoryguidance.In
areasadoptingtheSignsofSafetyapproach,forexample,theycurrentlyhaveto
duplicatedocumentation
instead
of
just
using
the
forms
designed
for
the
approach.
2.13 Standardisationhasvaluewhenweknowhowtodosomethingtoahighstandardbut,insafeguardingchildren,westillhavemuchtolearnandsoitisprematuretocreatea
detailednationallyprescribedwayofworking.Itisimportanttohavetheflexibilityto
allowlearningandimprovement.TheexperienceoftheICSsoftwareinChildrens
SocialCarehasbeenalessoninthenegativeimpactofpoorlydesignedtoolson
professionalpractice.
2.14 TherearealsoconcernsthatthereducedguidanceinWorkingTogethertoSafeguardChildrenhappeningatthesametimeastheradicalreformofthehealthservicemayleadtoalossofattentionbeingpaidtosafeguardingchildreninthehealthsector.This
isdiscussedinthenextchapter.
2.15 Thereisconsiderableevidenceofprogressinpreparingtoexercisethisgreaterresponsibilityandofservicesdevelopingmechanismsforworkingtogethertolearn
andimprove. ItisnotthecasethateachLSCBorservicehastoactalone.
2.16 TheChildrensImprovementBoardplaysasignificantpartinsupportingreform.Ithassetoutitsproposedactivityasfollows:
Localimplementation,ifitistobeeffectiveandsustainedovertime,needstobe
collectivelydrivenbythesector,notjustbyindividualCouncils.CIBwillplayakey
roleinthisatbothnationalandregionallevelsthrough:
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2.17 ThetraininginleadershipforDirectorsofChildrensServices(DCSs),formerlyprovidedattheNationalCollegeforLeadershipofSchools,isbeingcontinuedbutisnow
providedby
the
Virtual
Staff
College.
This
provides
on
going
support
to
DCSs
and
trainingtoaspirantDCSs.
2.18 TheCollegeofSocialWorkisnowinoperationandisdevelopingservicesthatsupportprofessionaldevelopmentinlinewiththerecommendationsoftheSocialWorkTask
Forceandmyreview.Theotherprofessionalcollegescontinuetohelptheirmembers
understandandmeettheirresponsibilitiesinrelationtosafeguardingchildren,
providingtrainingandguidancefortheirmembers.
2.19 Whilethereisgreatvalueinprofessionalgroupsbeingabletoadaptguidancetosuitthespecifictasksandcontextsinwhichtheirmemberswork(andindeedmanyof
themdothistosomedegreealready),thereisalsoaneedtokeepacheckonwhether
thisvariationleadstoincompatibilitiesintheguidancebeinggiventothedifferent
groups.IsuggestthattheChiefSocialWorkertakesonaleadroleincoordinatinga
groupofrepresentativesfromtheprofessionsinvolvedtofacilitatediscussionofany
emergingproblemsintheWorkingTogetherguidanceandsuggestrevisionsasneeded
inthefuture.
2.20 Aswellasthemoreformalmechanismsforsupport,Ihavebeengivenmanyexamplesofservicesgettingtogethertohelpeachother.Thefollowingisbynomeansa
comprehensivelistbutindicativeofthetypeofactivitiesgoingon.Manyofthese
groupsareregional,usingthegroupingsoftheformerGovernmentOfficesforthe
Regions.Theyhavebeenmeetinganddiscussingplans,withsomemakingplansfor
jointdevelopmentwork.TheLondonSafeguardingCouncilsgroupcontinuestoco
ordinateservicesacrossLondon.IhaveattendedregionalworkshopsforLSCBsinthe
NorthEast,
North
West
,and
the
East
Midlands
where
discussions
highlighted
the
challengesandopportunitiespluswaystheycouldworktogethertoencourage
reform,withsomeofthemusingtheCIBasaforuminwhichthiscollaborationcanbe
maintained.TheEastMidlands(2011),forexample,areplanning/implementinga
schemeofUnannouncedSafeguardingAssuranceVisitsdesigned
toprovidesupportandchallengetoeachlocalauthorityintheleadershipandmanagementoftheirsafeguardingpractice.
tosupporttheregionalaspirationtodevelopastrongercultureofreflectivesafeguarding
2.21 TheNSPCCorganisedaseriesoffreemultiagencyeventstoprovideopportunitiesforconsiderationoftheworkforcechallengesarisingfromtheMunroreview.The
feedbackreported:
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Evidencefromthetrialauthorities2.23 Anotherconcernhasbeenthatreplacingthestatutoryguidanceontimescaleswitha
judgmentofqualityandtimelinessforthechildwillleadtodrift.Thisisamajorissue
andevidenceofdriftwastheoriginalreasonforintroducingguidanceonaverage
timescales.However,thereissomeevidencetocounterthisconcern.Duringmy
review,Iwasabletoobtainpermissionforsomelocalauthoritiestobegranted
exemptionsfromsomerules.Theexperiencesofthesetrialauthoritiesprovidegood
evidenceofthepositiveeffectsofincreasinglocalautonomyandshouldhelptoallay
someanxiety.
2.24 TheexemptionsgrantedtoeachlocalauthoritybytheDepartmententailedthesettingasideofthefollowingrequirementsofWorkingTogethertoSafeguardChildren
(HMGovernment,2010):
(i) therequirementthattherebeatwostageprocessofassessment,aninitialassessmentfollowedwhereappropriatebyacoreassessment(8LAs);
(ii) Thetimescalesforcompletinginitialandcoreassessments(10and35working
days
respectively)
(6
LAs);
(iii) Removalofthe15workingdaytimingfromdateoflaststrategydiscussiontotheinitialchildprotectionconference(1LA):
(iv) The10workingdaytimescalebetweenaninitialchildprotectionconferenceandfirstcoregroupmeeting(2LAs).
2.25 Oneclearlessonfromtheseauthoritiesisthatchangeisnotsimplyaquestionoftaking
away
intrusive
rules
and
allowing
good
practice
to
flourish.
One
authority
commentedontheinitialslownessofchangethoughthissubsequentlyaltered:
Therewasevidencethatfirstlinemanagersarestillprescribingastricttimescalefor
assessment,withreferenceinfourcasesto,forexample,completecomplex
assessmentwithin35days.Thiswasdisappointingbutnotunexpected.Itsuggests
that,despitebriefingsforallstaff,thetraditionalcultureoffrontlinedutyservicesis
solidlyentrenchedandwilltakesometimetodispel.Suggeststhatourbriefingand
rationalefor
the
change
was
not
communicated
clearly
enough.
Somesocialworkersstatedintheirauditinterviewsthattherewaslimitedfeelof
significantchangeinthewaytheyfelttheywereassignedassessmentswithaplanof
workbymanagerstheyfeltthattheirmanagersremainpreoccupiedwith
timescales,asopposedtotimelinessandquality.(Wandsworth)
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Islingtonreported:
Workersreportkeyimprovementsintheirpracticeas:
* Moretimetoconsiderthehistoricalfactorsinthecase.i.e.readingpastfiles
andcompilingchronologies.
* Moretimetoplanhowtoconducttheassessmentandreflectonthe
informationgathered.
* EverythingdidntneedtobedoneononlyonevisitLesspressuretovisit
thefamily,conductchecksandwriteareportinthe10dayIAtimescale.Thispractice
previouslyled
to
pressurising
the
family
to
comply
with
these
timescales
and
make
decisionssometimesbasedonlimitedinformationfromonevisitand/orwithoutall
thestandardinformationchecks.WorkersreportspecificallytheconflationofIA&
CAandtheredefinitionofthe10daytimescalemeanstheyareabletospendthefirst
visitdoingbasicsafetychecksandbuildingarapportwiththefamily,whichthey
believeleadstoabetterworkingrelationshipandbetteroutcomes.
Buttheyalsowarn:
Itishighlyimprobabletherelaxationofassessmenttimescalesalonewillsignificantly
improvethequalityofassessingandplanning,itisonepartofajigsaw(Islington).
2.27 Onepainfullessonthatsomehavereportedisthattheyfoundtimescaleshadbeenoperatingasasmokescreenand,onceremoved,theylookedbeyondthemtothe
qualityofworkbeingdoneandfocusedonimprovingit.Thisis,ofcourse,adesirable
lessonsinceitledthemtofocusonenhancingskill.Lookingatqualityalsodraws
attentiontothepurposeofassessments:toprovidethebasisformakingadecision,afactthatseemstohavebeenforgottenbysometowhomcompletingformswithinthe
specifiedtimehadbecomethetaskitselfratherthanameanstoanend.
2.28 Inhavingthestatutorybasisfortimescalesremoved,theauthoritieshavenotabandonedthembutreturnedtousingthemasoriginallyintendednotasafixed
timeforallchildrenandyoungpeoplebutasindicativeofthetimewithinwhichmost
assessmentsshouldhavebeencompleted,someshouldbedonemoreurgently,
othersneed
longer
to
be
good
enough
to
form
asound
basis
for
decision
making.
Managersmonitortheoveralltimeandexaminewhysometakesignificantlylonger.
Thismayormaynotcauseconcerndependingonthereasons.Itisimportanttokeep
familiesinformedofwhatishappeningandwhentheymayexpectadecisionorto
explainthereasonsfordelay.
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revisedtheframeworkforinspectionofthelocalarrangementsfortheprotectionof
children.ThesenewinspectionsbegininMay2012.
2.30 Theframeworkhasbeenthesubjectofdevelopment,consultation,pilotingandrevisionduringthepasttwelvemonths.Centraltothechangeisaveryclearintention
onthepartofOfstedtofocusonboththeimpactandeffectivenessofhelpand
protectionforchildren,youngpeopleandtheirfamilies,inadditiontoamorerigorous
examinationofthequalityofprofessionalpractice.Inspectorswillbeexamining
closelyhowwellchildrenandyoungpeopleareprotectedfromsignificantharmbut
alsohoweffectivelythoseatriskof,orthosesuffering,harmareidentifiedand
helped.Ofstedhavemadeclearthatearlyidentificationandearlyhelparefirmly
withinthescopeofthenewinspectionsandthatthedegreetowhichagenciesworktogethertoconstructaneffectivelocalsystemaresignificantaspectsofthenew
approach.
2.31 Newelementsoftheinspectionmethodologyincludedirectobservationofpracticeandcasetrackingandsampling,whichinvolveanexaminationofthequalityof
managementoversightandcasesupervision.Inspectorsalsoattendchildprotection
planning,reviewandcoregroupmeetingswherethisispossible.Thenewframework
describesan
inspection
focused
on
the
childs
journey
from
needing
to
receiving
help.
Criticallytheirexperiencesonthatjourneyarereviewed(includingwhethertheyfeel
theyhavebeenhelped)andthedifferencethatismadebytheprofessionalshelping
andprotectingthemandtheirfamiliesistobeevaluated.
2.32 Thepilotinspectionsinsupportofthenewframeworkprovidedencouragingfeedback.Thenewandstrongeremphasisontheeffectivenessofhelpandprotection
andthequalityofprofessionalpracticedidsecurethebasisforjudgmentsabout
impact,children
and
young
peoples
direct
experiences,
and
the
change
that
was
beingeffectedinfamiliesthroughthearrangementstohelpandprotectthem.Local
authoritiestakingpartconfirmedthattheexaminationofpracticeatthefrontlinewas
refreshingthoughdemanding.ThedecisiontoinvolveDirectorsofChildrensServices
inthejudgmentbuildingmeetingattheendoftheinspectionwasparticularlyvalued
andconfirmedtheadvantagesofatransparentmechanismtoevaluateobserved
professionalpracticeaspartoftheseinspections.(PreviouslyDCSswereonly
presentedwithagreedinspectionfeedback,ratherthanbeingabletohearthenature
anduse
of
evidence
in
reaching
judgments.)
Tracking
and
sampling
the
cases
of
childrenandyoungpeoplewaswellsupported,particularlyasameansofjudgingthe
qualityofprofessionalpractice.Inspectorsinvolvedintheseearlypilotinspections
alsosaidthattheirincreasedclosenesstopracticebroughtthemclosertoevidence
aboutthedifferencethatprofessionalinterventionsweremaking.Thelinkbetween
plans for children management oversight and the quality of supervision was reported
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thatthesenewinspectionsareconcernedwithchildprotectionandnotwider
safeguarding.Creatinganinspectionexperiencethatisnotbasedonadeficitmodel
andthat
identifies
good
practice
and
improvement
is
also
achallenge
that
Ofsted
have
committedtocontinuetoevaluateduringthefirstyear.Theyhavealsoconfirmed
theirintentioninthenewframeworktofocusonwhatmakesthebiggestdifferenceto
thelivesofchildren,youngpeopleandfamilies.Thisfirstcyclewillbesignificantin
establishingthatexpectationsarenottoohighbutarerealisticandambitiousabout
theprotectionofchildrenandyoungpeople.Ofstedsroleindescribingandsharing
emergentandstrongpracticewillbeimportantinanewsystemthatisbeginningto
establishstronglocalarrangementsintheabsenceofnationallyprescribedrules.
Weakerauthorities
will
need
to
learn
from
those
performing
strongly
and
making
moreimpact.Regularevaluationandsharedlearningofthesedevelopmentsisarich
resourcethatOfstedwillwanttomakeavailableinsupportofchildrensservices
takingtheleadintheirownimprovement.
2.34 Whilstmyfinalreportrecommendedthatthenewinspectionsshouldconsiderthecontributionofallprofessionals,Inotethatthenewframeworkisasingle
inspectorateframeworkonly.IampleasedthatwhenOfstedpublisheddetailsabout
the
new
arrangements
in
January
of
this
year,
they
also
announced
the
development
overthecomingtwelvemonthsofanewsharedinspectorateframeworkduefor
implementationin2013.Thiswillbeanimportantextensionofthesignificantnew
foundationsthatIbelievethesefirstinspectionsthisyearwillestablish.Ofsted,the
CareQualityCommission,HMIProbation,HMIConstabularyandHMIPrisons,haveall
publiclyconfirmedtheirintentiontodevelopandbepartofamultiagencyinspection
programmewithpractice,effectiveness,andchildrenandyoungpeoplesexperiences
atitsheart.Itwouldalsobedesirablefortheseinspectionstofocusonthe
effectivenessof
the
LSCB
and
the
contribution
of
all
partners
to
it.
Inspection
that
is
focusedontheeffectivenessofpractice,thedevelopmentofprofessionaljudgment
andadeepreflectiononthedifferencethatthisismakingforchildren,youngpeople
andtheirfamiliesissignificantprogressandaconsiderableleverinthesystem
changesthatmustcontinuetodevelopandimprove.
Conclusion2.35 Therecommendationsrelatingtochangesinstatutoryguidanceandtheinspection
processareimportantcomponentsoftheculturalchangeneeded.Therehasbeen
considerableworkdoneonallofthesethoughsubstantivechangeshavenotyetcome
intoforce.Thisdelayhasobviouslylimitedservicesabilitytoreviewtheirwaysof
working,revisedocumentation,andimprovetheirsoftware(andtheimpactwillbe
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Chapter3:Redesigningservicesaroundchildren,youngpeopleandfamilies
needs
Introduction3.1 Inmyreview,Iusedtheconceptofthechildsjourneytolookatserviceprovision
fromtheviewpointofthechildoryoungpersonratherthantheprovider.Thisdraws
attentiontothenumberofdifferentserviceswhomaybeincontactwithfamily
membersandhaveaninfluence,directorindirect,onchildrenandyoungpeoples
experiencesastheygrowup.Thereactivechildprotectionservicesdealwithonlya
smallpercentageoftheproblemsthatchildrenandyoungpeopleexperience;most
formalhelpisprovidedbyuniversalservicesortargetedservices.Thathelp,besides
improvingtheirwellbeingingeneral,alsosignificantlyreducestheincidenceand
severityofabuseandneglect.Servicestoadultswhoareparentsareasimportantas
thosedirectlyworkingwithchildrenandyoungpeoplesincetheycanimprovethe
qualityofparentingthatthechildexperiences.
3.2 TheimportanceofworkingtogetherhaslongbeenappreciatedinEnglandandgoodprogresshasbeenmadeinrecentyears.Inrelationtoearlyhelp,althoughtherehas
beenlessstatutoryprescriptionthaninchildprotection,myreviewhighlightedthat
increasedflexibilityisstillneededtoallowthemtofindbetterwaysofworking
constructivelytogetherandwithchildprotectionservices.Bycreatingthespacefor
servicestoworktogetherandbyencouragingthatworkthroughLSCBs,Healthand
WellBeingBoards,andmultiagencyinspectionsitshouldbepossibletoimprovethe
qualityof
early
help
for
vulnerable
children
and
young
people
EarlyHelpandFlexibility3.3 Earlyhelpisgivenassoonasaproblememergesandisintendedtoprevent
escalation.Itcreatestwochallenges(a)decidingwhatlevelofskillisneededtohelp
thefamilythevisibleproblemmaybelowlevelbutbeduetocomplexcausesthat
arehard
to
change
and
(b)
whether
the
concerns
are
evidence
of
actual
or
potential
abuseorneglectandwarrantreferraltoChildrensSocialCare.
3.4 TheGovernmentspoliciesonCommunityBudgets,FamilyInterventionProjects,andTroubledFamilieshavebeendevelopedinresponsetoevidenceoffamilieswhohave
numerouscontactswithservicesbutshowlittlebenefit.TheDepartmentfor
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3.5 Researchonneglectfulfamiliesproducessimilarfindingsofineffectiveresponses,often
linked
to
inadequate
assessments
of
the
degree
of
harm
that
the
children
were
suffering.
Itisthechronicnatureofneglectthatisknowntobeparticularlycorrosivetochild
development.However,protectivesystems,likethoseacrosstheUK,havedeveloped
aroundaforensiccore,andarenotoriouslyclumsywhenitcomestodealingwith
sustainedproblemsratherthanoneoffevents.Neglectasdefinedbytheofficial
systemhasbecomeoverlycomplicatedandprocessbound.Adistancehasdeveloped
betweencommon
sense
empathy
with
the
unhappiness
of
hungry,
tired,
un
kempt
anddistressedchildrenandanoverlybureaucraticandanxietyriddensystemfor
reachingouttohelpthem.Thereseemtobemanydelaysandbarrierstochildren
receivingaswiftandcoordinatedresponse
Somerespondentsidentifiedtheproblemthatchildrenandfamiliescan
bebombardedwithservicesthatappeartohavelittleappreciableimpactonthe
qualityofthechildsdaytodaylife(ActionforChildren,2011,p.2021).
3.6 TheSeriousCaseReviewonFamilyZ(HaringeyLSCB,2012)providesaclassicexampleofrepeatedreportsofconcernaboutthechildrenandyoungpeoplescareandwell
beingfailingtotriggeranadequateassessmentoftheharmtheyweresufferinguntil
theyhadhadprolongedexposuretoneglect.
3.7 Therefore,thegreaterflexibilityarisingfromtherevisionofstatutoryguidancemayleadtobetterwaysofrespondingtoconcernsaboutneglectand,inparticular,to
tacklingthe
problem
that
the
current
child
protection
guidance
is
better
designed
for
respondingtoincidentsofabusethantochronicpatternsofparentingthatharmthe
childsdevelopment.Inwritingofmyreviewinrelationtoimprovingearlyhelp,Matt
DunkleyDCSofEastSussexsaidimportantly,itoffersanopportunitytodothings
differently(EastSussexCountyCouncil,2011).
3.8 ThemanyexamplesofreformsIhavereceivedshowhowareasandservicesaregrappling
with
the
complexity
of
children
and
young
peoples
needs
and
are
already
workingthroughwaysofgettingtherighthelptotherightfamiliesasquicklyas
possibleandofhelpingthoseworkingwithfamiliesoutsidechildprotectiontomonitor
andmanagerisktochildrenandyoungpeople.
3.9 Forexample,inSuffolk,theIntegratedAccessTeamthatiscolocatedwithpolicewas
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Theimportanceofworkingtogether3.11 Arecentsummaryofmessagesfromresearch(Davies&Ward,2012)hasawealthof
valuablematerialandendorsesthesoundnessofthepreventiveagenda,keymessages
include:
Programmesthatpreventtheoccurrenceofabusearelikelytobemoreeffective
thanthosethataddressitsconsequences.
and
Apopulationbasedapproachtopreventionisnonstigmatizing,morelikelytoreach
familiesearlyandpreventescalationofabuse,andmorelikelytoreachthose
childrenwhosemaltreatmenttendstopassunnoticed(p.71).
3.12 TheEveryChildMatterspolicyofthelastGovernmentdidmuchofthegroundworkinestablishingthevalueofservicesworkingbettertogether.Davies&Wardsreviewof
researchonprogress,includestheobservationsthat:
Importantadvanceshavebeenmadeinrecentyearsatthepracticelevelthroughinnovativeapproachestoservicedeliverysuchasmixeddisciplinary
teamsandcolocationofworkers.
Therearealsoslowbutimportantadvancesinasharedsenseofresponsibilitybetweenagenciesandreductionsinthesilomentalityto
working.Itisimportanttobuildonthesegains.
LocalSafeguardingChildrenBoardshaveplayedanimportantpartinbuildingstrongerrelationshipsthroughprovidinghighqualityinteragencytrainingandbuildingnetworkingarrangementsbetweenandacross
disciplinarygroups(2012p.137).
3.13 Theyalsowarn:Therearerisksthattheseadvancescouldbelostasaresultofradicalrestructuringofservices.Itwillbeimportantthatservicesaremindfuloftheserisksas
therestructuringbedsin.
3.14 Thereissimilarriskfromtheothermajordriverofreformatpresent:fundingcutstoallservices.Localauthorities,forexample,arehavingtoaccommodateto28%
reductionintheirfundingonaverage,butestimatesofthecutsinchildrensservices
vary(ADCS,2012). Theevidencesofaristhatareasaremakingsignificantattempts
to protect early and preventive childrens services but do not think this can be
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assessmentoftheeffectivenessofthehelpbeingprovidedtochildren,youngpeople
andfamilies(includingtheeffectivenessandvalueformoneyofearlyhelpservices,
including
early
years
provision)
(recommendation
6).
3.16 TheGovernmenthasconcludedthatanewdutyisnotnecessarybecausetheexistingdutyonlocalstrategicbodiestocooperate(Section10oftheChildrenAct2004)
meetstheneedalready.IntheirresponseinDecember(DepartmentforEducation,
2011),theysaid:
TheGovernmenthasbeenworkingwithpartnerstoconsiderthebest
routeto
secure
Professor
Munro's
vision
of
atransparent
and
co
ordinated
offer
of
earlyhelpforchildrenandfamilies.WehaveengagedwithpartnersinADCS,health,
policeandeducationandhaveconcludedthatwedonotneedanewstatutoryduty
todeliverearlyhelpandthatthereissufficientexistinglegislationtorealise
ProfessorMunro'srecommendation.Wewillcontinuetoworkwithpartnersto
clarifyexistinglegislationtoemphasisetheimportanceofearlyhelp.Inthe
meantimeweencouragelocalareastocontinuetoworktoprovideearlyhelpforthe
compellingargumentsthatProfessorMunroarticulated.
3.17 Continuedcommitmenttoworkingtogetherwillalsobepromotedbytheimplementationofanotherofmyrecommendations(recommendation2)thatthe
InspectionFrameworkshouldexaminetheeffectivenessofthecontributionsofall
localservices,includinghealth,education,police,probation,andthejusticesystemto
theprotectionofchildrenandyoungpeople.Thishasbeenacceptedbytherelevant
inspectoratesbut,becauseofthediversityintheirwaysofoperating,workisneeded
tocreateasharedapproachandthisisplannedtocomeintooperationinJune2013.
Relatedpolicies3.18 Thereareseveralrelatedpoliciesthatmakeavaluablecontributiontoeffective
safeguarding.TheGovernmentsappreciationoftheimportanceofearlyhelpled
themtosetupareviewheadedbyGrahamAllenofearlyinterventiondelivery.This
reportedin2011(Allen,2011).Theprimaryrecommendationarisingfromthese
reportswas
the
establishment
of
an
Early
Intervention
Foundation.
Graham
Allen
outlinedthepurposeoftheindependentFoundationas:
Beastrongvoicetopromoteandfostertheimpactofearlyinterventionworkandaddvaluetothosewhoalreadyworkinthefield.
Evaluate and validate the evidence based programmes and practises in the
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3.20 RecognitionoftheimportanceofcollaborationbetweenservicesisalsoevidentintheGovernmentscontinuationoftheFamilyImprovementProjects(FIPs)andthe
introduction
of
the
Community
Budgets
and
Troubled
Families
scheme.
Evidence
from
themonitoringofFIPs(DepartmentforEducation,2011a)hasalreadyshown
encouragingresultsinimprovingchildrenandyoungpeoplescare.
3.21 ThenewTroubledFamiliespolicybuildsonthethinkingbehindFIPsandalsoseekstoharnesstheeffortsofthemanyservicesthatcanbeinvolvedwithonefamilytocreate
amoreconstructivecollaborativeeffort.Itisinnovativeinthatitwill:
runprimarily
on
apayment
by
results
basis
to
incentivise
local
authorities
and
other
partnerstotakeactiontoturnaroundthelivesoftroubledfamiliesintheirareaby
2015.TheGovernmentwilloffertopayupto40percentoflocalauthorities'costsof
dealingwiththesefamilies(PaymentbyResultsModel)payableonlywhentheyand
theirpartnersachievesuccesswithfamilies.
TheGovernmentwillalsofundanationalnetworkoftroubledfamily'trouble
shooters'ineach(uppertier)localcouncil.Thetroubleshooterswilloperateata
seniorlevel
to
oversee
the
programme
of
action
in
their
area
(Dept
for
Communities
andLocalGovernment,2012).
3.22 Anotherrelatedaspectofgovernmentpolicyishealthreform.Healthservicesmakeamajorcontributiontothehealthandwellbeingofchildren,youngpeopleandtheir
families,andtheirreformwillhaveasignificanteffectonsafeguarding.Itwillbe
extremelyimportantthatLSCBs,HealthandWellBeingBoards,andprofessional
bodiescooperatetoensurethatsafeguardingdoesnotgetlostinthemix.
3.23 Currenthealthpoliciescontainmanydevelopmentsthatwilldirectlycontributetoimprovingthequalityofsafeguarding.TheMarmotReview(2010)highlightedthe
inequalitiesinhealthoutcomesandtheimportanceoftakingalifecourseapproachto
planningservicesthatemphasisesthevalueofpreventionandearlyhelp.TheHealthy
ChildProgramme019hasambitiousgoalstoimproveallchildrensdevelopment.The
plannedincreaseof4,200additionalhealthvisitorsby2015(DepartmentofHealth,
2011a)willsignificantlyimprovetheirabilitytosupportfamilies.Theexpansionofthe
FamilyNursePartnership(2012)willhelpsomeofthemostvulnerableparents
throughpregnancyandtheearlyyears.Mentalhealthpolicyisalsoofrelevance,both
forchildren,youngpeopleandtheirparents(DepartmentofHealth,2011b).The
relevanceoftheNHSoutcomesframeworkisdiscussedinChapter5whenlookingat
feedbackonhoweffectiveservicesarebeing.
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partnersandcommunitiessharedprioritiesforaction.Theprioritiesshouldreflectthe
issuesthatmattermosttocommunitiesandwherethegreatestimpactcanbemade
on
health
and
wellbeing
outcomes.
3.25 TheJointHealthandWellbeingStrategies(JHWS)willsetouthowtheNHS,localgovernment,widerpartnersandcommunitieswilladdressthepriorities,andimprove
bothservicesandhealthandwellbeingoutcomes.Thiswillincludeplansforhowthey
canworktogether,forexampleusingsharedbudgetsandjointcommissioningto
integrateservices,aswellasthecontributionindividualpartnerscanmake.Itwould
alsobebestpracticetoincludeactiontoaddresswiderfactorsthatimpactonhealth
andcare
outcomes,
such
as
housing,
education,
the
economy,
or
crime.
3.26 Howevertheradicalscaleofchangeintheorganisationofthehealthservicethatisnowinprogressisalsocausingconcern.Fearhasbeenexpressedthattheembedded
mechanismsforkeepingaclearfocusonsafeguardingchildrenandyoungpeoplemay
getlostorreducedintheprocessofchange. TheRoyalCollegeofPaediatricsand
ChildHealthisconcernedabouthowsafeguardingstandardswillbemaintainedand
improvedinthereformedhealthserviceandrecommendedthatNICEshoulddevelop
aquality
standard
for
safeguarding
to
drive
service
improvement
(RCPCH,
2012).
This
wouldbeavaluablemeansofhelpingthenewsystemkeepaclearfocuson
safeguardingastheradicalreformsareimplementedandIendorsetheir
recommendation.
3.27 Thenewhealthsystemgivesweighttousersviewsbutgivingchildrenandyoungpeopleameaningfulvoiceisadistinctchallenge.Unlikeadults,theydonothaveany
leveragethroughthevotingsystem;theyhavelittlevoiceintheusualchannelsof
communication.On
many
issues,
one
can
expect
their
parents
to
represent
their
needsandviewsbutthisclearlydoesnotapplywhentheissueischildprotectionsince
parentsareunlikelytocomplainthattheirabusivebehaviourisgoingundetected.
Thereforeitisessentialthattheconsiderableexpertiseonsafeguardinginthehealth
serviceismaintainedanditshouldbereadilyavailableasthenewentitiescomeinto
operation. Thesystemofnamedanddesignateddoctorsandnurseswillbe
maintainedbutthereshouldbeformalarrangementsforlinkingthemintothenew
systemsothattheyinformmanagerialdecisionmaking.
3.28 InmyreportIrecommended:TheGovernmentshouldworkcollaborativelywiththeRoyalCollegeofPaediatrics
andChildHealth,theRoyalCollegeofGeneralPractitioners,LocalAuthoritiesand
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thetimeofwritingthisreport,itwasstillunclearwherethisframeworkwillbe
published.
Examplesoflocalreforms3.29 PartlyasongoingimplementationofthelastGovernmentspolicyandpartlyin
responsetotheAllenreviewandmine,therearenumerousexamplesoflocal
authoritiesandpartneragenciesseekingtoimprovethewaystheydecidewhatlevel
ofhelpisneededandtoimprovetheamountofhelpofferedtofamilieswhohave
significantproblemsbutwhichdonotmeetthecriteriaforaservicefromspecialist
services,including
child
protection.
Ican
only
give
asample
of
the
reform
here.
Many
morecanbefoundontheC4EOwebsitesincetheycalledforexamplesoflocal
practicearoundearlyhelpandthesearenowbeingpublishedastheyarereceived.
(http://www.c4eo.org.uk/themes/earlyintervention/default.aspx?themeid=12&access
typeid=1)
3.30 Colocatingservicesisacommonstrategyandthesemultidisciplinarygroupsseembetter
able
to
answer
the
question
what
help
does
this
family
need
and
who
is
best
abletoprovideit?ratherthanthemoreindividualquestionshouldmyserviceaccept
thisreferral? Therearemanyexamplesofnewwaysofdiscussingconcernsand
managingreferralsthatseemtobeimprovingthespeedwithwhichfamiliesare
gettingtotherighthelpandreducingthenumberofreferralstoservicesthatresultin
noofferofhelp.
3.31ThepoliceledinitiativeMultiAgencySafeguardingHub(MASH)thatImentionedinmy
final
report
has
now
been
evaluated
by
the
National
Foundation
for
Educational
Research(Goldenetal,2011).Theteam,comprisingpeoplefrompolice,healthand
ChildrensSocialCare,worksinasealedintelligencehub,meaningthattheycan
shareinformationwithintheteambutthereareagreedrulesinplacecoveringthe
releaseofinformationtostaffintherestoftheorganizationsinvolved.Theteam
providesadviceandinformationonsafeguardingmatters.Itmakesaninitial
assessmentofriskbeforedecidingonappropriateactionandallocatingcases
accordingly.Theevaluationisclearthattheworkisstillinitsearlystagesbutinitial
findingsare
promising.
3.32 Policehavealsobeeninnovativeindevelopingaservicetohelpchildrenandyoungpeoplewhoarethevictimsofdomesticviolence.OperationEncompass,developedin
DevonandCornwall,hastrainedkeyadultsinschoolstosupportchildrenandyoung
people who witness domestic violence When police are aware of an incident of
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3.34 WhiletheCommonAssessmentFrameworkpolicyremains,manyareashavemademodifications
to
the
original
form
to
suit
local
needs
(56
per
cent
in
the
LSCB
questionnaire)and,insomecases,toimprovecompatibilitywiththeChildrensSocial
Caresoftware,ICS. Somehavealsoalteredthefocusfromtheindividualchildtothe
familysotheCAFhasbecomeaFAF(FamilyAssessmentFramework)andtheTAC
(TeamaroundtheChild)hasbecometheTAF(TeamaroundtheFamily).
3.35 Hertfordshireprovidesanevaluatedexampleofimprovingaccesstoservices.ThisreportistakenfromtheC4EOwebsite(downloadedon25.4.12):
The Right Response, by the Right Service at the Right Time,
HertfordshireBackground and drivers for change
The Right Response project was set up in July 2009 to develop and
embed multi-agency arrangements which best support how children
and families receive services and where revised arrangements couldmake best use of available resources. The driver was high social
care referral rates and some families were not receiving a promptresponse (where the needs were for family support, as opposed to
safeguarding). Findings supported the view that some referrals
could have been better addressed in other ways, including the use
of the Common Assessment Framework (CAF) and this would alsosupport social care colleagues in providing an improved service to
the most vulnerable children.
The overarching focus was to ensure a multi-agency approach to
achieving the best outcomes for a child or young person, without
delay, and where their needs are met at the lowest possible tier ofservice (wherever safe to do so) and for all practitioners to take
full responsibility for ensuring that everything possible is done to
prevent unnecessary escalation of issues or needs. A threshold
document was developed to ensure that thresholds of need for
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families including an increase in CAF activity, where this provides
co-ordinated multi-agency support to families.
There had also been an increase in CAF activity since theintroduction of the Targeted Advice Service. There were 451 CAFs
recorded in the first quarter of 2010, compared with 171 in the
first quarter of 2009. The number of CAFs started in March 2011was the highest to date, at 188. The work of TAS has been
considered a significant contributing factor to this increase.
From a sample audit of 22 cases received and progressed by TAS,the findings were that
In 17 cases (77%), the young person and family had receivedthe required support and their needs were being addressed
or have been met;
In three cases (14%), needs were not addressed due tofamily refusal to engage and practitioners agreed to monitorthe needs of the child/young person;
In two cases (9.1%), additional information was gathered andthe needs for the child considered to be particularly
complex and of concern, requiring a referral to social care.
The audit included feedback from referrers about the service they
received from the Targeted Advice Service. Of the 22 cases
audited, 95.5% of referrers felt that they received good adviceand support (referrers were: 59% health, 13.6% police, 13.6%
family, 9% schools and 9% Voluntary & Community Sector).
In addition, the stigma felt by families being referred to social
care should not be under-estimated and the changes made in
managing contacts and referrals means only those cases meetingthreshold are referred to social care.
3.36 Attentionispaidtochildrenandyoungpeopleacrossthelifecourse,notjustintheearly years In Walsall there is an interesting example of a multi agency service for
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youngmensproject.Withthechild/youngpersonastheirfocus,theylistentothem
andworkalongsidethemtorecogniseandunderstandwhatishappeningtothem,
and
the
impact
that
exploitation
in
the
widest
sense
has
on
their
lives.
Conclusion3.37 Childabuseandneglectneedstobeseenwithinthewidercontextofhowsociety
supportsfamilies.ChildrensSocialCareisjustoneofmanyservicesthatworkwith
oneormorefamilymembers.Manyofthepolicydevelopmentsatpresentseekto
integratetheeffortsofdifferentservicesbettersincethereisconsiderableinefficiency
ineach
working
separately
and
possibly
duplicating
efforts
in
some
cases
while
other
familiesreceivenothing.Therearealsoeffortstoofferhelpatanearly(orearlier)
stage.However,thisdoesnotnecessarilymeanthatproblemsneedlowerlevelsof
skilltosolve.Itisnecessarytohavegoodqualityassessmentsandmonitoringto
identifywhichproblemsarehardtodealwithandneedamoreskilledresponse.The
greaterfocusonoutcomesshouldmakethiseasiertoachieve. Anotherproblemisto
identifywhichchildrenandyoungpeoplearesufferingabuseorneglectandneeda
referral
to
Childrens
Social
Child
Care
because
of
this
(referrals
may
be
made
for
other
reasonstoo).Creativeinnovationsareproducingnewmultiagencywaysofdealing
withthischallengingjudgment.
3.38 Therearemanyexamplesofgoodprogressandcreativeinnovationsothatfamiliesreceivehelpinamorejoinedupway.Asthesenewmethodsofworkingtogetherare
developed,itisimportantthatChildrensSocialCarecanadaptandfitin,reducingthe
problemsthatarecurrentlyoftenreportedofdepartmentsbeingoverlybureaucratic
andremote
in
their
relationships
with
other
services.
Therefore,
the
increased
local
controlallowedintherevisedstatutoryguidanceshouldbeofgreatbenefithere.
3.39 ThemultiinspectionprocessandtheLSCBsproposedroleinmonitoringtheeffectivenessofearlyhelpshouldencouragethesedevelopmentsandtheplanned
HealthandWellBeingBoardswillmakeasignificantcontributiontoprioritisingand
coordinatingpreventiveservices.
3.40 Thefutureofearlyhelpliesverymuchinthehandsofservicesthatworkwithyoungpeopleandfamilies,theauthoritieswhocommissionthemandtheprofessional
bodieswhorepresentandregulatethem.Allmustcooperatewitheachother,and
withsocialservicesinordertohelpchildrenandyoungpeoplereceivehelpthatmight
preventseriousconcernsfromescalatingtochildprotectionissues.
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Chapter4:ChildrenssocialcareandsocialworkIntroduction4.1 Thecomplianceculturethathadbecomesowidespreadhadmademanysocial
workersfeelthattheywerenolongerabletodorealsocialwork.Theorganisational
prioritiesweresofocusedoncomplyingwithtargetsandperformanceindicatorsthat
frontlineworkersoftenfelttheywerenotsupportedenoughbytheirmanagersin
keepingaprimefocusonchildrenandyoungpeoplesbestinterests.Thedataentry
demands,too,hadtakensomuchtime thattheyseverelyhamperedtheirabilityto
formconstructiveworkingrelationshipswithfamilymembers. Effortstoimprovethe
qualityofpracticehadplacedundueweightonthecontributionofguidancemanuals
andthisincombinationwiththeperformancemanagementregimehadledtothe
coreskillsandknowledgeintheindividualworkerbeingundervalued.
4.2 Freeingupsocialworkersfrombureaucracyisnecessarybutnotsufficienttoproducehigh
quality
practice.
As
the
many
examples
Ihave
been
given
illustrate,
managers
in
ChildrensSocialCarerecognisethatsocialworkersneedtobegivenongoingtraining,
coaching,andsupervisiontoexerciseprofessionaljudgmentwell. Theneedformore
robusttrainingandongoingdevelopmentwasattheheartoftheSocialWorkTask
Force(2009)recommendationsaswellasmyown.
4.3 Progressisbeingmadeonstrengtheningtheprofessionasawhole,creatingacareerstructurethatrewardsthosewhochoosetofocusonincreasingtheirexpertise,and
onredesigning
childrens
social
care
services
so
that
they
reflect
this
greater
priority
beinggiventotheorganisationsabilitytohelpchildren,youngpeopleandfamilies
effectively.Thischapterlooksatprogressonbothissues,beginningwithprofessional
developments.
ProfessionaldevelopmentsSocial
Work
Training
4.4 ThechangesadvocatedbytheSocialWorkTaskForcerelyfortheirsuccessfulimplementationonthepracticalframeworksandtoolsdevelopedbytheSocialWork
ReformBoardwhichcanstrengthenthesocialworkprofessionanddevelopabetter
qualityofpractice.Theseincludeimprovementstoinitialeducation,inselectingthe
right people to train and in meeting the needs of those aspiring to be the next
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allowbothlecturersandcourseleadstoreviewcontent.Newstandardsforpractice
placementshavealsobeendeveloped.
4.6 TheSocialWorkReformBoardisnearingitsendandwillbepublishingareportwhichwillgivefulldetailsofprogressandcontinuethemomentumofreform.Future
progresswilldependonlocalauthoritiesandotheremployers,highereducation
institutes,andtheprofessionusingtheframeworkstodriveimprovements,whichwill
take5 10yearstoembed.
4.7 TheCollegeofSocialWorkhastakenownershipofanumberofframeworksdeveloped
by
the
Reform
Board
with
the
sector.
Key
aspects
that
will
improve
training
are:
Aprofessionalcapabilitiesframework(PCF)whichestablishessharedexpectationsofsocialworkersateachstageoftheircareers.Theseexpectationswillunderpin
thesocialworkdegree,asocialworkersfirstyearofemployment,andtheir
continuingprofessionaldevelopment;
PartnershipworkingsothatHigherEducationInstitutes(HEIs)andemployerssharethe
responsibility
for
degree
courses,
including
the
practice
learning
in
which
studentsspendalmosthalftheirtime.
Socialworkregulationchanges
4.8 On1stAugust2012,theHealthProfessionsCouncil(HPC)willbecomethenewregulatorforsocialworkers,includingregistrationofsocialworkersandapprovalof
socialworkdegreeprogrammes.
4.9 AspartofmeetingHCPCstandards,educationprovidersmustreflectthephilosophy,corevalues,skillsandknowledgebasearticulatedinanyrelevantcurriculumguidance.
SocialworkeducationproviderscanusetheProfessionalCapabilitiesFrameworkand
educationrecommendationsfromtheSocialWorkReformBoardandCollegeofSocial
WorktoinformthedevelopmentoftheirprogrammetomeetHCPCstandards.In
additiontoHCPCapproval,theCollegeofSocialWorkisplanningtoofferan
endorsementschemeforeducationprovision,whichwillprovideakitemarkofquality
in
professional
standards.
CollegeofSocialWork
4.10 EstablishingaCollegeofSocialWorkwasarecommendationoftheSocialWorkTaskForce:
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4.12 ThethreeFacultiesareforChildandFamilySocialWork,Adults,andMentalHealth.Theywillfocusonencouragingsocialworkersthroughoutthecountrytobecome
involvedintheworkofTheCollege.Theywillbringtogetherthewisdomandexpertise
ofsocialworkerstodeveloptheirprofessionalspecialisms,discussandresolve
problems,produceguidance,andinfluencechangesinlaw,policyandpractice.Ihave
acceptedtheroleofTransitionalChairoftheFacultyforChildandFamiliesSocialWork
forthefirstyearand,todate,wehavecreatedoneCommunityofPracticearoundthe
SignsofSafetyapproach,providingamechanismforthemanyauthoritiesworking
withthisapproachtoformanetworktosharelearning.MoreCommunitiesofPractice
willbedevelopedasmembersgenerateideas.
4.13 TheCollegewillmonitortheimplementationofthereformagendasetoutbytheSocialWorkReformBoard.ThiswillactalongsidetheHPCsregulatoryprocesses.
ChiefSocialWorker
4.14 MyrecommendationtocreatethepostofChiefSocialWorkerhasbeenacceptedandthepostadvertised.HeorshewillbeanadvisertotheGovernmentonadultandchild
socialworkissuesandthedevelopmentofrelevantpolicies,andwillprovide
authoritativeexternal
leadership
and
challenge
on
the
professional
development
of
thesocialworkprofession.ThepostwillreportjointlytotheDirectorGeneralof
Children,YoungPeopleandFamiliesinDfEandtheDirectorGeneralforSocialCare,
LocalGovernmentandCarePartnershipsintheDepartmentofHealth.
4.15Keyresponsibilitieswillinclude: advisingtheSecretariesofStateforEducationandHealthandwiderGovernment
onsocialworkpracticeandpolicydevelopment;
promotingvaluesandstandardsofprofessionalpractice; encouragingtheuseofresearchandevidencetoimprovesocialworkpractice; performingachallengeroletothesectoronraisingstandards,andinformingthe
improvementagenda;
raisingpublicawarenessandunderstandingofsocialwork; workingwithdisciplinesbeyondsocialworktoencourageeffectiveinteragency
practice;and
advisingtheGovernmentonstrengtheningthesocialworkroleinsupportingandsafeguardingthoseinvulnerablecircumstances.PrincipalChildandFamilySocialWorker
4.16 MyrecommendationonencouraginglocalauthoritiestohavearoleofPrincipalChild( )
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4.17 Ihavelearnedfromfeedbackthatitisgenerallyagreedthatprofessionalknowledgeaboutsocialworkandchildprotectionneedstobeanintegralpartofthesenior
managementteam. Effectivedecisions aboutfamiliesthroughtoservicepolicy,to
structuralchange,toresourcemanagement needtobebasedonseniorprofessional
socialworkadvicesothatboththepositiveandnegativeconsequencesonpractice
arefullyunderstood,andproperpublicaccountabilityfordecisionmakingisheld.This
isgenerallyaddressedatpresentthroughtheappointmentofaseniorofficerwhoisa
qualifiedsocialworkerandwhohasresponsibilityforcommunicatingtherealitiesof
frontlinepracticeindecisionmaking.ThisismostoftenanAssistantDirector/Headof
Service/DeputyDirectorwhoseportfolioincludeschild&familysocialworkservices.
Many
consider
that
this
arrangement
is
adequate
but
my
recommendation
was
inspiredbythefindingsinotherfieldsthatoncepeoplehavestoppedengagingin
frontlinepracticethenthevividrealityofitstartstofadeandprioritiesstarttoshiftto
themanagementagenda.Ididnotrecommendthattheycarriedacaseloadbutthat
theycontinuedtodosomedirectworkandIhaveheardofexamplesthatshowsome
dothisatpresent.OneDirector,forexample,doesahalfdayondutyamonth.
AssistantDirectorssometimeshelpwiththemorechallengingfamilies. Therefore,
therecommendationonappointingaPCFSWmaynotbenovelinsomeauthorities.
4.18 Itisreasonabletoassumethatthefirstissueisalreadyaddressedwherelocalauthoritiesalreadyhaveadesignatedseniorofficerrolewhoseprimaryfocusison
effectivechild&familysocialworkpractice,whoissignificantlyinvolvedincasework
aspartoftheirdaytodayrole,andwhohasadesignateddutyandauthoritytoapply
theirknowledgeabouttheconditionsinwhicheffectivesocialworkcanflourishinall
significantorganizationaldecisions.
4.19 TheroleofPCFSWshould,however,alsobeusedtoaddressthesecondissuei.e.theneedtocreateextendedpracticecareerpathways.Thiswillmakemostsensewhere
thereisacompletereviewofcareerandrolestructures.Insomeofthemore
fundamentalredesignsofservicethatIshallreportonlaterinthischapter,thisroleis
morereadilyincluded.
4.20 Currently,therearerarelypracticebasedopportunitieswhichextendbeyondthesenior/advancedpractitionerroles.Fortalentedpractitionerstoremaininpractice
throughouttheir
careers,
opportunities
which
attract
increasing
financial
reward
need
tobecreated.Withinthehealthservicetherearealreadyeffectiveworkingmodels
whereclinical(practicebased)careersarecommonplace.Inseniorclinicalroles,
significantamountsoftimemaybespentoncasesupervision,researchandteaching,
servicedevelopmentsetcbut,critically,thepersonalwayscontinuestopractice.
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advancedpractitionerroleandtogethertheycreateavirtualteamthatworkstothe
PC&FSW.ThePSWisonthesamegradeasateammanager.Thisispartofan
organisationwidemovetoenhancetheexpertiseintheworkforce.
ThePCFSWleadsontheredesignofsocialworkinCornwall,promotesalearning
culturewithinoperationalservicesandreportstheviewsandexperiencesofthefront
linetoalllevelsofmanagementandmembers.ThePCFSWisresponsibleformaking
leadingedgeresearchinpractice,policyandguidancereadilyavailabletoallsocial
workers,promotingtheuseofawebbasedresourcelibrarytounderpinevidence
basedpractice.Thepostholderalsoleadsontheformulationanddeliveryofan
annual
childrens
social
work
conference.
TheroleofthePrincipalSocialWorker,undertheleadershipandmanagementofthe
TeamManager,isto:
provideastatutorysocialworkservice,particularlyinthemostcomplexofcases; provideakeyroleindeveloping,supportingandmonitoringthecompetencyand
confidenceoffrontlinesocialworkstaffthroughdeveloping,maintainingand
championingexpertiseinspecificareasofsocialworkpractice
driveexcellentpracticebasedonresearchevidenceandprofessionalexperience; supporttheachievementofimprovedoutcomesforvulnerablechildrenand
youngpeople,includingsafe,stableandpermanentcare;
providesupervision,mentoringandsupporttolessexperiencedteammembersincludingpracticeteachingforstudentsocialworkers.
DevelopmentsinChildrensSocialCare4.22 ChildrensSocialCaredepartmentsareimplementinganumberofreforms.Someare
makingmajorchangestoenhancethequalityofhelpreceivedbyfamilieswhileothers
aremovingmorecautiously. TheLSCBquestionnaire(Munro&Lushey,2012,p.9)
reportsonwhatisgoingoninthe57areasthatrespondedandIhaveaddedsome
examplesforillustration.
Promotingreflectivepractice themostfrequentlycitedactivitywaspromotionof,
andenhanced
training
in,
reflective
supervision
practices.
In
the
South
West
Region,
forexample,traininginmindfulpracticehasbeenprovidedforfrontlinemanagers
andsocialworkerswithanevaluationreportingimprovementsinsoundanalysisand
decisionmaking(Jones,2011).
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(particularlyalcoholanddruguse).Itisparticularlyfocussedonunderstandingand
reducingclientresistanceandhowtochallengeeffectivelyandthereforeseems
likelytobeusefulinchildprotectionsettings) eightLSCBsindicatedthat
motivationalinterviewingtechniqueswereusedwithintheirarea.Islington,forexample,aretrainingalltheirChildreninNeedsocialworkersinMIaspartofa
proposedrandomisedcontrolledtrial(Forrester,2012a).
Evidencebasedinterventions thirtyfiveLSCBsreportedtheyhadimplemented
evidencebasedinterventions.ThemostcommonlycitedwastheTriplePPositive
ParentingProgrammefollowedbymultisystemictherapy.OneLSCBreportedthey
had
developed
a
resource
bank
of
evidence
based
approaches
to
promote
purposefuleffectiveinterventionandinformtrainingneedsanalysis.
Improvingfeedbacktoprofessionalsmakingreferralstochildrenssocialcare thirty
threeLSCBssaidtheyhadtakenactiontoimprovefeedbacktoprofessionalsmaking
referralstochildrenssocialcare.
Implementingchangestoreducethenumberofchangesofsocialworker
experiencedby
children
and
families
thirty
two
LSCBs
reported
they
had
or
were
takingmeasureswhichwereintendedtoreducethenumberofchangesofsocial
workerexperiencedbychildren,youngpeopleandfamilies.Mechanismstodothis
included:redesigningservicestominimisesystemledchange;andstrategiesto
maximiserecruitmentandretentionofsocialworkers.
RedesigningtheCommonAssessmentFramework(CAF)tomeetlocalneeds thirty
twoLSCBsreportedtheywerereviewingthedesignoftheCAForhadalready
implementedchanges
to
meet
local
needs.
Developments
included
introducing
a
localformofeCAF,redesigningtheformsand/orsimplifyingprocedures.
Developingsystemstoobtainbetterfeedbackfromchildren,youngpeopleand
familiesinrelationtotheirexperiencesofservices thirtynineLSCBsreported
systemswerebeingdevelopedtoobtainbetterfeedbackfromchildren,young
peopleandfamiliesinrelationtotheirexperiencesofservices. Thefollowing
developmentsandfeedbackmechanismswereidentified:
Redesigningfeedback
forms.
Conductingsurveys(forexample,asurveyofparentalexperiencesofchild
protectionconferencestoinformstrategiestoimproveparentsexperiences
andengagement).
Interviewsand/orfocusgroups(forexample,interviewswithchildrenand
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predominatelyconcernedwithreviewingdatarequirements(andgenerally
expandingdatasets)orredesigningperformanceframeworks.Asmallnumberof
LSCBChairsspecificallyacknowledgedtheincreasingsophisticationofreporting
mechanismsand/ortheimportanceofanalysingbothqualitativeandquantitativedatatomonitorperformance.
4.23 Intheresponses,mentionwasalsomadeofusingtheSignsofSafetyapproach(Turnell,2012)andtheReclaimingSocialWorkapproachdevelopedinHackney
(Goodman&Trowler,2011).Thesearebothwholesystemredesignsandbeing
adoptedbyseveralauthoritiessomeritmoredetail.
Reclaimingsocialwork
SubmissiontoMunroProgressReport,fromMorningLaneAssociates.
Reclaiming Social Work is an operations systems/systemic methodology
for statutory child and family social work (details of the full model can
be found at www.morninglane.org). At the time of this report, the model
has been rolled out in full in one authority and has shown very promising
results in keeping children and young people safely at home (Cross,
Hubbard & Munro, 2010 and Forrester, D. 2012b).
Since then many authorities have adapted the model to suit local
circumstances and are already seeing very positive changes. As part of
this group an extensive network of authorities have banded together to
form the National Redesign Network, all focused on embracing a
different journey for child & family social work and the families theywork with, and through a process of exchange of ideas and expertise,
challenge and debate with each other, and within their own local areas,
have developed some progressive and creative programmes of change.
Derbyshire has been piloting the use of systemic based clinical
supervision in addition to that provided by the team manager as a way of
introducing more reflective opportunities to think through child
protection concerns and how best to positively engage the family and
progress safety plans. Starting with just 2 social workers, the approach
is being rolled out across the county to over 80 social workers.
She is really transparent - she doesn't stab you in the back at case
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and strengths in families rather than their deficiencies has proved
inspiring for the practitioners.(District Manager:)
Cambridgeshire is in the process of implementing Working for Families
a whole systems change which aims to keep children and young people
safely with families through enhanced evidence based skills development
and a structure which supports collaborative working amongst
professionals and with families (more details are available on the Munro
Review website, in Progress Submissions).
I continue to be enthusiastic and energised about this way of workingin a way that I do not remember in all my years as a social worker.
There are clear differences in our practice already. The responsibility
is shared between a small group (unit) of staff, who pool their
respective ideas and skills in a coordinated and much more active way
than before. Each and every child is discussed every week and plans
are made about a range of interventions. The work is strengths
based.much more hands on, with workers helping families to buildskills to enable them to problem solve much more effectively for
themselves. Developing a shared knowledge base through systems and
social learning theory, while still using other research such as
attachment theory, has been invaluable. The inclusion of a specialist
clinician has been especially exciting, particularly in families where
there are entrenched drink or drug addictions or mental health issues.
This is so much better for the families than before..it is such a
rewarding way to do social work without the heavy burden ofresponsibility on any one set of shoulders. What is fantastic is that we
are continuing to learn this is only the beginning (Group Manager,
Cambridgeshire)
Cornwall Child & Family Social Work Services has created a network of
new roles across the operational system: Principal Social Workers in
every team who are advanced practitioners with a small caseload and whohave responsibility for supervision, mentoring and support to other social
workers; and Consultant Social Workers who have a full caseload but
crucially, both posts are paid the same as team managers but with no line
management or budget responsibility. This is significant because it gives
a very strong message that practice skills have equal status to
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Harrow is a good example of an authority taking a whole systems
approach to both early help and targeted services. Their new model
prioritises parenting skills, family support and responses to young peopleon the cusp of exclusion, crime or care. Critical though is the strong
strategic approach to changing practice through the introduction of a
limited set of evidence based methodologies across the childrens
workforce as well as providing on the job coaching and modelling.
Islington have a comprehensive redesign programme in place, which
focuses on the whole system of child & family social work. Within the
wide range of initiatives, they have introduced a time and motionmethodology which other authorities have now adopted, which shows the
detail of what social workers spend their time doing, what proportion of
time is sent on direct work and reveals what needs to shift in order to
increase that proportion. A much more strategic approach to skills
development has also been launched where resources are targeted
towards long term evidence based skills development underpinned by
rigorous academic evaluation provided through the Tilda GoldbergFoundation under the leadership of Professor Donald Forrester.
Worcestershire found the timing of the Munro Review exactly right as
they had identified significant workforce issues following an OFSTED
inspection and, as a result, received significant additional financial
investment to improve capacity at the front line. This was in addition to a
time limited Senior Manager post Programme Manager Social Care
Workforce Reform which currently incorporates the role of PrincipalSocial Worker. This has supported the development of a comprehensive
Workforce Strategy with a work plan that specifically evidences the
Social Work Reform Board and Munro recommendations and which uses,
as its framework, the Employer Standards. They have embraced the
ideal More Professional Accountability, Less Bureaucracy which is
enabling them to look at every aspect of our policy, procedures, systems
practices and ask Is this the spirit of Munro? As a consequence this isenabling them to challenge some corporate agendas (reduction of admin)
and to enable their staff to have a clear framework within which to
challenge the Senior Management Team.
The Munro recommendations are changing the culture of the
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sceptical.TheapproachtoworkinHackneyisexceptional.Thisisperhapsbest
capturedbyacommentmadebyoneofourresearchers(herselfanexperienced
socialworker)duringanalysis:ifwewerestartingchildprotectionfromscratchand
comparingthe
Hackney
approach
and
traditional
childrens
services
there
is
no
questionthatyouwouldoptfortheHackneymodel.Asoutlinedabove,thereare
severalreasonsforthisbutattheheartofitisjointallocationofchildrentosmall
teams.Thisnecessitatesfarmorediscussionandsharedinputforwork,whichwhen
properlysupportedandinformedbytheory,createsafarhigherqualityand
consistencyinpractice.
In
contrast,
the
traditional
hierarchical
model
operates
in
a
linear
way,
like
a
chain
of
commandfromseniormanagementtoworker.Thiscanworkwheneachlinkis
strongandwellsupported,butitisessentiallyabrittlesystem;anyweaklinks
causedbypersonalityorcircumstancearelikelytoleadtobreakdownsinassessment
andwork.Suchasystemmayappeareasiertomanage,butitisparticularly
vulnerabletosystemicfailureironicallytheverythingwhichchildrensservicesseek
toavoidasitcanhavesuchdisastrousconsequences.Itispossiblethatsuchan
approachworkedwhenitwascreatedinthe1960sand1970s,butourstudy
suggestsserious
questions
about
whether
it
is
appropriate
for
the
very
high
levels
of
needandriskfoundinalmostallfamiliesworkedwithincontemporarysocialwork.
SignsofSafetySubmissiontoMunroProgressReportfromVivHoggandAndrewTurnell,Signsof
Safety.(MoredetailsareavailableontheMunroReviewwebsiteinProgressReport
Submissions).
The Signs of Safety is an approach developed in Western Australia by Andrew
Turnell & Steve Edwards based on practitioner wisdom about what actually works
with families. The approach expands the investigation of risk to encompass
strengths and signs of safety that can be built upon to stabilise and strengthen
the child & familys situation. The approach requires practitioners to develop
skills around critical thinking and questioning and it provides them with a
framework for guidance and recording focused around 4 key domains:-
What are we worried about past harm, current and future danger
Whats working well strengths, existing and future safety
Judgment current safety of the child
What needs to happen required outcome and next steps
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to planning for a better and safer future for the child. (Independent
Reviewing Officer from Leics.)
Many UK boroughs have already received training in the Signs of Safety and
twenty-four local authorities have expressed a strong interest in using the
approach as a means of relocating partnership with families at the centre of
their childrens services. In 2012, 12 boroughs will begin multi-year
implementations of the Signs of Safety approach with more to follow in 2013.
These boroughs, along with key partners will be lead by Viv Hogg and Andrew
Turnell and will collaborate closely to share learning and act as critical friends to
support and deepen the implementation process.
Evaluation data of the Signs of Safety approach from implementing jurisdictions
around the world consistently shows practitioners welcome the approach and
shows increased practitioner morale and pride in their work, and evidence of
reductions in statutory intervention such as children and young people taken into
care and families to court (DCP, 2011; Skrypek et.al., 2010; Skrypek et.al., 2012;
Turnell, 2012; Wheeler and Hogg, 2011).
MakingSystemicChange theintroductionofsystemsthinkingintoChildrens
ServicesinCumbria
4.25 Cumbriaoffersanother,interestingwayofusingsystemsthinking,drawingonleanmanagementtheory,tostarttoreformtheirresponsetoreferrals,withplanstoroll
outtheapproachtootheraspectsofwork.Iwassentthefollowingsubmission:
Changes to the system in Cumbria are being informed directly frompractitioners based on their understanding of what is value work and waste
work; the former being that activity valued by children and families, the
latter being everything else i.e. the activity that gets in the way of doing the
value work.
This new perspective on activity is more than re-engineering a process it is
the beginnings of a change in service and organisational culture where
practitioners are empowered to challenge the status quo to continuously
redesign the system in which they operate around the value work (i.e.
Listening, Understanding, Identifying Need/Desired Outcome, Meeting
d / d )
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managers can discuss cases as a group to learn and inform change. By their
own account the presence of a Blockage Board and the response to it by
managers, has improved morale and staff have said they feel like they havebeen listened