Elsewhere, I have said that you should always look at the data. That is not always the case.
When I worked for Norfolk Children’s Services, we reported monthly on the number of Looked After Children – i.e. children staying with foster carers. We looked at the total number, children leaving foster care, children entering foster care, the demographics and all that. “Benchmarking” had shown that the number of Looked After Children was “too high”. I’m sceptical – can you really compare the aggregate of such complex lives between one local authority and another? And surely, if a child needs foster care they need foster care and that should be that.
The Powers That Be decided that the number that was “too high” should come down. To this end, we were asked to report weekly with details of every child that had entered and left care. Why? What could possibly be achieved by this? The highly-paid head honchos were agonising over data that should have been the concern of the social workers involved and their managers. THEIR concern was and should be the children, but now they had weekly numbers to be implicitly judged upon. But if a child needs foster care he needs foster care. End of. Should the social workers decline to put children into care, or take them out too early in order to bring the figure down?
The Powers That Be wanted to do the right thing. But is it within the power or remit of a Local Authority to affect the number of children who are or should be in care? Surely that is far too wide and deep a societal issue for a council to solve. But when Something Must Be Done, that answer is unacceptable. If nothing can really be done, then the appearance of action (to deceive oneself as much as others) is necessary. When no meaningful action can be taken, only meaningless action is possible. Hence, an ineffectual but well-meaning micro-management.












Posted by Pete Collins 
















































































