Working Together: Are we truly collaborating?

Working in different agency contexts has taught me so much about my own practice, but more so about the approach – and most importantly what lies behind the decision making – of other agencies. Working Together isn’t only about information sharing and meetings; it has to be about collaboration. To achieve this we need to really listen to one another and understand why we think what we think. It is why I set about making the first series of Future Voices Podcast - 'Working Together'. It is about building strong, cohesive teams with and around children, families and communities—on the ground and at strategic levels.

Cohesion: Understanding Each Other’s Context

Collaboration starts with understanding where each agency is coming from. Too often, we assume we know what another agency ‘should’ be doing without grasping their actual role, responsibilities, or pressures, and how these may differ from our own.

Take, for example, a police officer convinced that a child would be at immediate risk if they returned home. Their knowledge of organised crime and their agency context led them to believe that secure accommodation or remand was the safer option. Other professionals, however, saw this as adultification and criminalisation rather than a welfare-considered approach. Discussion became about professional disagreement rather than identifying what safety looks like and creating a clear collaborative response.

Tell me why you think that?

Communication: Who Are We Actually Talking To?

Are we speaking to everyone who holds relevant information? A child exists within networks—peers, schools, communities—usually influencing them more than professionals do. They also travel and may suffer harm in multiple localities. If you represent an agency, you need to engage with those other local authority or force areas, bring the information to the table, and ensure a joined-up approach across geographical boundaries.

We also need to think beyond traditional partners. Years ago, I wouldn’t have expected to work alongside fast-food restaurants for example. But when children were gathering there, exploiters followed, and violence escalated. The response had to involve them.

Who else do I need to contact and work with?

Positioning: Power, Responsibility, and the Meeting Room Dynamic

Multiagency meetings can be intimidating. Without preparation, individuals and agencies can get stuck in rigid positions. A social work manager once described to me, “I feel completely overwhelmed—everyone is looking at me for answers, and I don’t know what to do.” Meanwhile, voluntary agencies may not feel empowered to contribute, police officers might be unclear on their role, and schools might be focused on whether it is safe for the child to return on site. Without clear focus on the purpose, aims and objectives, relationships can become about authority rather than collaborative action.

Have you been given a position or have you taken one up?

Dominant Ideas: What Are We Missing?

When dominant voices shape decisions, alternative perspectives get lost. Safety, for instance, can sometimes exist within peer groups that professionals fear. But instead of exploring these nuances, ideas can be dismissed with a subtle, “Well, if you think that’s a good idea...” (with an inferred, 'that's a ridiculous idea'). We need to be curious about what we are not hearing. What perspectives are missing? What are the assumptions driving our decisions? Are we truly open to alternative possibilities? Creating space for challenge and reflection ensures that all perspectives are explored, rather than just reinforcing dominant narratives.

What have we not heard about? What else could be happening?

Differences: Working Through Options Together

In the most concerning of situations, for example when a child’s liberty is at risk—whether through criminal justice, welfare, or health powers—professionals must work with children and families to explore the best possible options. What does the child think? What are the views of parents and carers? What can we all do to increase safety and disrupt harm? We need to engage families in these discussions. These can be tough conversations as we work through the possible strengths and worries for each option, but they are essential if we are to progress collaboratively.

What would the outcome be if we made that decision today?

Consensus: A Unified Message

Children and families shouldn’t have to navigate professional disagreements. One young person put it bluntly: “You lot need to get your shit in order.” If a child’s plan differs from one team to another or includes documented agency disagreements, we’ve failed. We are routinely up against sophisticated, organised criminals. If we’re fragmented, we weaken our response, influence and impact.

And for those who say there’s no time for this level of collaboration? I don’t buy it. Professionals spend considerable time battling each other rather than approaching a scenario with a genuine willingness to collaborate. Collaboration isn’t extra work—it’s the work.