• Summary
  • Contents
  • Subject index

Working together with fellow professionals across different sectors of children's services is central to good practice for all those who work with children and young people. This book looks at how children's services can work together more effectively; by taking an approach that is grounded in research, the book engages critically with both the benefits and the pitfalls of integrated working.

The importance of relationships, roles, responsibilities and strategic planning is discussed, and chapters cover:

What integrated working looks like in practice; How early years services work; Ethnicity; Child and Adolescent Mental Health Services (CAMHS); Disability and integrated working

The book encourages the reader to reflect on their own background and how this influences their view of specific children, families and fellow professionals, as well as their own practice. Suitable for all those working with children and young people from Birth to 19 in any aspect of children's services, this book will ensure professionals work together successfully to the benefit of all.

Defining Integration: What Are the Different Approaches?
Defining integration: What are the different approaches?
Chapter Overview

This chapter draws from a range of authors to discuss a variety of definitions of integrated working. It discusses the structures, relationships, ideas and processes that underpin integrated working. It has five sections, entitled:

  • Connecting Structures: Information, Policy, Processes and Resources
  • Defining Integrated Working: Something More Connected or Joined Up
  • Promoting Clarity: Professional Practices, Relationships, Roles and Responsibilities
  • Sharing Understandings: Concepts, Identity and Specialism
  • Achieving Participation: Diversity, Holism, Hierarchy, Self-Empowerment and Strengths Based Approaches

When reading these sections you are encouraged to consider your past, present and future workplaces and answer questions regarding your own/other people's practices. The chapter concludes that it is difficult to define integrated working because there is no set way to ‘do it’, ...

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