Update on Innovation’s Project

Eileen Munro March 2016

Outline

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

ITDeveloping a prototype of user friendly

case recording

Using with families

App for 3 Houses

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

Key message

Improving the service to children and young people is a shared responsibility