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How we are changing the system: “you can’t grow roses in concrete”
Organisational and cultural changes
How are we doing?
Difficult Problems
Strong Emotion
sUncertainty Failures
Training
Guidance
Blame
Targets
QualityAssurance
Inspection
Rules
Risk
Management
Information Technology
Coaching BlameManaging Uncertaint
yInformation Technology
QualityAssurance Inspection
Improving expertise
Basic training in SofSOngoing in-house supervision, coaching, co-workingTime for critical reflection in supervision, individual or groupContinual process
05
1015202530354045
Not at all useful Slightly useful Somewhat useful Moderately useful Extremely useful
How useful have you found the Signs of Safety framework in your decision-making regarding the safety and wellbeing of children?
Wakefield Staff All LAs Staff
0 10 20 30 40 50 60 70 80 90
Mapped a case with a family
Mapped a case within your team
Used the Signs of Safety Assessment and PlanningForm
Used the Three Houses or equivalent with a child
Developed a Words and Pictures document
Involved a naturally connected network of supportpeople in the casework with the parents and…
Used appreciative enquiry within your team
Used appreciative enquiry with a family
Developed a Safety Plan
Other
Percent who had used each method (of those who had used at least one)
Wakefield Staff All LAs Staff
0
10
20
30
40
50
60
Not at all Slightly Somewhat Moderately Extremely
Confidence mapping a case with a family
Wakefield Staff All LAs Staff
0
10
20
30
40
50
60
Not at all Slightly Somewhat Moderately Extremely
Confidence using the three house or equiv with a child
Wakefield Staff All LAs Staff
Seniors having good understanding of the work
Multiple sources of informationQA being a collaborative learning process not
a trialAligning documentation to the tasks
Moving from compliance to quality assurance
Signs of Safety quality assurance system (March 2016)
• Core data set• For teams,
localities, service areas, organisation
• Monitoring case inflow, management and outcomes
• Family survey on experience of practice
• Staff survey on organisational fit and implementation
• Case management audit tools in line with Signs of Safety results logic
• Collaborative process is primary
• Also for file audits
LEARNING CYCLEincluding supervision
informing the
Case auditA collaborative action learning process involving the actors whose life and work is being reviewed to rigorously explore with the reviewers the successes and weaknesses in the work, and how to improve
Ofsted judging Signs of SafetyShowing how QA reflects inspection
criteria
Receiving positive commentsThe recently introduced ‘Signs of Safety’ social work
practice model is leading to better engagement with children and parents. (Bristol Report P6)
In good assessments, the SoS approach is strongly evident and the wishes and feelings of children are actively explored. This informs the assessments and is reflected in plans. Safety goals, although broad, result in clear specific measurable actions leading to improved outcomes for children. (Brent Report P12)
Aligning documentationChanging documents to match new way
of working
Extending to continuum of services -adapting language to suit different services
From compliance to learning needs culture change
Managing uncertaintyChanging prioritiesManaging for qualitySupporting critical reflectionProviding emotional support
Uncertainty in practice
We make decisions and take actions based on our assessment of what is likely to be best for the child/ young person
The future is uncertainCalculating risk of maltreatment is imperfect
Basic research limited to known cases, misses majority
Small events can lead to major consequences
Organisational culture around uncertainty
Option A: a blame culture – if something bad happens, find someone to blame (other than the perpetrator)
Option B: a risk-savvy and a just culture – look at the practice, see if anything to learn for future, support staff (unless malicious or reckless)
Blame culture leads to
Blame prevention engineering
Protecting self/agency overrides protecting the child
Rules offer defence of ‘due diligence’
Creating a shared understanding:risk principles
1– The child’s safety and well-being come first
2 –Decisions have to be made in conditions of uncertainty
3 – Harm and benefits have to be balanced
4 -Judge practice by the quality of decision making not the outcome
5 – Take account of the context in which decisions are made
6 – The standard expected of an individual is that of a group of peers comparable in experience
7 – Learn from successes as well as failures
8 – Good information sharing is key to good risk assessment
9 – Encourage and support staff
Improving feedback
We need to improve learning about what is actually happening:Staff survey measuring blame/learning culture,
emotional support, views on SofSParent survey measuring understanding worker,
feeling listened to, feeling worker cares and is reliable
Performance data
Signs of Safety Principle: Working relationships are
fundamentalBetter engagement with families –
indirect indicators:
Time to see familiesOrganisational prioritiesResources
0
10
20
30
40
50
Low <--- <-- <- -> --> ---> High
Engagement
Wakefield 1st wave Wakefield Staff Wakefield Managers
All LAs Staff All LAs Managers
Emotional supportIndicators:
Feelings of stressManageable workloadSense of personal accomplishmentFeeling good work is valuedFeeling supported with difficult decisions
0
10
20
30
40
Low <--- <-- <- -> --> ---> High
Emotional Support
Wakefield 1st wave Wakefield Staff Wakefield Managers
All LAs Staff All LAs Managers
Reasoning about cases
indicators: Able/willing to talk of mistakesEncouraged to reflect criticallyRe-interpreting information/revising
judgments is valued Easy to discuss casesPunitive reaction to poor outcomes
0
10
20
30
40
50
Low <--- <-- <- -> --> ---> High
Reasoning
Wakefield 1st wave Wakefield Staff Wakefield Managers
All LAs Staff All LAs Managers
What are you most worried about in your use of the Signs of
Safety framework?• 32 front line staff responded (39% of respondents). Of these:• 34% worried about using it correctly • 25% worried by inconsistent use • 31% had criticisms, main ones:
– Over focus on strengths, loses sight of risks– No context for long-term/historic concerns
• 6% were concerned about ‘paperwork’ changing and getting it right.
• 3% insufficient time .
What are you most worried about in your use of the Signs of
Safety framework?• 31 managers responded (69% of respondents). Of these:• 12% worried about it being used correctly • 29% worried by inconsistent use • 26% had criticisms, main ones:
– Over focus on strengths, loses sight of risks– Prioritises parents over the child
• 16% worried would not be sustained • 6 % adds extra time .
Independent evaluation
Being carried out by team from Kings College London
Seeing families at Time 1 and Time 2 to monitor for change
Collecting data on time spentLinking to reported data – CiN censusReporting September 2016
What does ‘good’ look like?
• Understanding and sharing uncertainty & risk• More good quality work with children • Good quality safety planning• Growing expertise in the workforce• Improved feedback about what is working well
or badly for children and their families so can learn and adapt
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