Children Social Care

Hackney Model

Helsingfors22nd May 2012

This presentation was held on a conference of the project „STEP“. The project „STEP“ has been funded with support from the European Commission.This publication [communication] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

LondonLondon

LondonLondonPopulation of Greater London:7,7 million (2005)Wider metropolitan area has an estimated population of

14-15 million people2001: 71.15% classed their ethnic group as white, including

the White British (59.79%), White Irish (3.07%) or "Other White" (8.29%, mostly Greek and Turkish Cypriot, Italian and French).

12.09% classed themselves as British Asian, including Indian, Pakistani, Bangladeshi and "Other Asian" (mostly Sri Lankan, Arab and other Southern Asian ethnicities). (Wikipedia)

LondonLondon

300 languages spoken

London's foreign-born population is 31%

27.1% of Greater London's population were born outside the UK

The largest religious groupings in London are Christian (58.2%), those of no religion (15.8%), Muslim (8.2%), Hindu (4.1%), Jewish (2.1%), and Sikh (1.5%).

London Borough of Hackney London Borough of Hackney

London Borough of HackneyLondon Borough of Hackney

Host of the Olympic Games 2012Population: 214 00040% describe themselves as White British, (15%) are in

other White ethnic groups (30% are Black or Black British, 9.4% are Asian or Asian British, 8,501 4% describe themselves as 'Mixed', 3% as Chinese or Other.

Changing the narrative about social work

Whole Systems Change-Clear methodological approach to practice supported by investment (time and money) in professional development

- flatter, wider, approachable management team

- devolved decision making to front line practitioners (matrix of responsibility)

- shared accountability for risk and accommodating children

- review of back office systems that constrain practice – finance, IT,

- robust performance management

-Organisational learning – feedback loops

Methodology

Systemic Social Work?

Social Work informed by Systemic thinking?

2nd Order Perspective

Judging / Doing ‘to’

Collaborating / Doing ‘with’

Ideas that permeateThe power of conversation

-Changing language-Changing Ideas-Changing Approach

Training

Social Work Systemic Approach

Working with multiple systemsFamilies

Colleagues within the organisation

Colleagues in other organisations

Wider Community

The difference that makes a difference – building a different sort of organisation

-Multiple voices-Embracing difference-Reflective space-Keeping an open mind-Reflective Practice

CONSULTANT SOCIAL WORKER

CHILDREN’S PRACTITIONER

UNIT CO-ORDINATOR

FAMILY THERAPIST / CLINICAL PRACTITIONER

SOCIAL WORKER

Why Units?

• Skill mix• High frequency case supervision – assessment,

planning, review• Multiple voices• Robust administrative support to free up practitioners to

work with children, young people and families• Culture of generosity• Culture of learning

Weekly Unit Meetings

• Assess, plan, review• Manage risk• Slow down, think rather than react• Take another position, consider alternative hypothesis• Observe your own actions and reactions• Share learning• Record progress• Review decisions• CSWs are the decision makers• Accountability tool

Service Outcomes and Gains

• Reduction in numbers of children in care• Maintaining more children within their families and

communities• Some of the best education results for children in care in

the country • 50% less sickness (a challenge for Hackney historically)• Confident practitioners• Improved relationships within and beyond the organisation• Happy, enthusiastic staff and managers

What we’ve learned

in depth, high quality teaching of concepts high frequency, skilled supervision space for thinking and reflection critical mass of learners - good learning environment, practitioners take risks together, wider influenceSystemic Social Work