Ask the Experts: Ensure effective scrutiny from IROs

Ofsted reports are often critical of how effectively independent reviewing officers (IROs) scrutinise child protection plans and care plans for looked-after children. How can I help our IROs be more effective?

Colin Green: IROs play a vital role in providing independent oversight of child protection conferences and care planning for looked-after children through chairing looked-after children reviews.

For them to perform their role effectively, IROs, social workers, team managers and their leaders and senior managers all need to understand the statutory IRO role and related guidance.

IRO caseloads need to be at a level that enables them to do their job effectively. They need to be seen to have parity of esteem with team managers and senior social workers and this will usually mean a comparable salary. Their independence needs to be reflected in their line management arrangements so they either report to an assistant director or director of children's services (DCS).

IROs should have regular opportunities to share learning and reflect on how the service meets children's needs.

Crucially, there must be a culture where challenge and criticism from IROs is accepted as that is what they are there for. When they raise issues the response should be positive and lead to those issues being addressed.

Colin Green has been a social work practitioner, manager and leader, including director of children's services, in six local authorities

I'm working with a young woman whose father has been sent to prison. She has gone from happy and conscientious to loud and aggressive. How can I help?

Jeanie Lynch: The impact of losing a parent to jail, coupled with the emotional impact on the whole family and the stigma attached, can cause children and young people to act out in a whole variety of ways.

For some children, having a parent in prison sparks a defence mechanism that means they use their situation to appear harder than they are to ward off bullies.

She needs opportunities to talk and come to terms with what has happened. If you have a good relationship with her and can offer support then it would be worth you contacting the national Barnardo's i-Hop network for professionals working with offenders' children and families to obtain resources and advice to help you to do this effectively. www.i-hop.org.uk

Jeanie Lynch has more than 20 years' experience working as a senior manager developing support for vulnerable children and young people

Following restructuring, our acting manager had to apply for the job of manager but it went to an external candidate. My colleague feels this is unjust and has encouraged the young people we work with to protest. I don't think this is right. What can I do?

Tracie Trimmer-Platman: This is not professional behaviour and may indicate why your colleague did not get the job.

The newcomer will be a new colleague and all of you will have to work with him or her. Creating these kinds of tensions promotes bad feeling and will make the transition more difficult than it needs to be.

Your colleague needs to do some deep and quick thinking, tell the young people he has made a mistake and start repairing things quickly before the new manager arrives. If he has any self-awareness he will soon discover that he can either stay happily and productively or move on utilising the skills gained in the acting post.

Tracie Trimmer-Platman is senior lecturer in youth and community work at the University of East London

One of the children at my nursery is finding it hard to cope with his new baby brother. How can we help?

June O'Sullivan: This boy has lost his place as the only child and is having to move up a spot for number two. It's not surprising he is a little miffed.

Begin by understanding and empathising with him. Accept he may be feeling unloved, invisible or abandoned. It may not be true or logical but feelings rarely are any of these things - they are strongly felt though. Help by giving him the words to express how he feels.

Don't over-egg the big brother stuff. He may not appreciate that promotion. Create special time with his key person and give him more smiles and cuddles.

Find out what interests him and look at ways to extend this at home to give him something to focus on rather than the new baby. Encourage his parents to use praise to support this transition in his life.

June O'Sullivan is chief executive of the childcare charity and social enterprise, the London Early Years Foundation

Email questions, marked "Experts", to cypnow@markallengroup.com