Harringay online

Harringay, Haringey - So Good they Spelt it Twice!

Haringey Council Child Protection Review Report...

http://www.haringeylscb.org/scie_review_family_z.pdf 

Summary of findings:
 
FINDING 1: Absence of a coherence between family support services and emergency responses
FINDING 2: Autocratic management culture creates fear, paralyses thinking and prevents constructive case work challenge  Long‐term work with families
FINDING 3: Lack of an adequate understanding of the causation and impact of neglect across agencies leaves professional efforts misdirected
FINDING 4. No shared culture of authoritative challenge amongst professionals, allowing for the exploration of disagreements
FINDING 5: Design of work processes and procedures makes it difficult to respond as effectively to neglect as to incidents/injuries
FINDING 6: Computer systems can make it difficult Cognitive and emotional biases
FINDING 7: Absence of systems to promote review of professional judgements
FINDING 8: No effective challenge to non‐engaging families prevents accurate understanding of what is going on

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Permalink Reply by Clive Carter on April 30, 2012 at 12:51

Hi Seema, thanks for posting this. I'm no expert on this subject, more of a concerned citizen. I have a small comment on finding 2. I hear on the grapevine, that staff are now not permitted to discuss cases with each other unless a manager is present. Perhaps there is a good reason for this autocratic management culture, but if there is, I can't see it.

We learn a great deal from our colleagues. I had thought that the ease to discuss problems with collegues was one of the rationales behind Group medical practices. And indeed, I understand that such Group GP practices make fewer mistakes than GPs who are sole practitioners.

If this rule about not discussing cases with each other is true, I wonder what effect this must have on morale. Would it not cause those staff members to work in isolation. Can this be a good thing? Are rules like this an answer to dysfunction or an example of it?

Did the employment of the head of children's service at a salary of £200,000 make any real difference? It struck me as a bureaucrat solution to a problem whereas the problem seems to be one of leadership and judgement.

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