When cases become ‘stuck’
About this theme
Cases can become stuck when concerns persist, but there is little change in understanding, assessment or response. Over time, practitioners can become accustomed to longstanding concerns, increasing the risk that harm, neglect or vulnerability becomes normalised. When progress is limited, there can be a tendency to continue with existing plans and interventions. Understanding when a case has become stuck requires practitioners to consider whether current approaches are improving outcomes for children. Cases may become stuck when:
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there is uncertainty about risk
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engagement is partial, inconsistent or difficult to sustain
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practitioners lack confidence about the most appropriate response
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agencies disagree about what needs to happen next
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progress cannot be evidenced and the purpose of the interventions becomes unclear
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drift and uncertainty become accepted over time
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longstanding concerns become normalised
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the focus shifts towards activity and process rather than outcomes for the child
Key takeaway
A stop and review process should be considered where concerns persist despite intervention, progress cannot be evidenced, or the understanding of risk is not clearer despite ongoing (or prolonged) input/activity.
Why this matters
In many serious safeguarding incidents, repeated referrals, assessments and interventions do not lead to sustained improvement in children’s circumstances. Ongoing involvement does not necessarily mean that progress is being made.
The Panel has highlighted this theme because regularly reviewing the impact of intervention, revisiting assumptions and considering whether a different approach is required can help prevent drift and improve outcomes for children.
What this looks like in practice
Reviews highlight situations where practitioners continue to work hard with families despite limited evidence that risks for the children involved are reducing or outcomes are improving. Existing plans may be repeated, assessments refreshed and support continued, but without sufficient consideration of whether the current approach is achieving meaningful change.
Cases that appear stuck are not standing still. When concerns continue without improvement, risks to the children involved may still be escalating and the impact and harm on them may still be accumulating. Professional optimism, compassion for families or a focus on engagement can also make it harder to recognise when progress has stalled. Recognising when a case has become stuck creates opportunities for reflection, challenge and renewed analysis.
What practitioners and managers can do
- Recognise when progress has stalled, uncertainty remains or safeguarding activity is not leading to meaningful change.
- Revisit the child’s lived experience and consider whether the current plan, assessment or intervention remains appropriate.
- Use supervision, peer discussion and multi-agency conversations to test assumptions, explore alternative hypotheses and identify barriers to progress.
- Be curious about what may be contributing to a lack of change and avoid relying solely on compliance, engagement or the absence of new incidents as evidence that concerns have reduced.
- Escalate concerns where there is disagreement, drift or continued uncertainty about risk, need or next steps.
- Ensure supervision supports analysis, challenge and decision-making, not simply process.
- Support practitioners to adapt their approach where progress has stalled or uncertainty remains.
- Ensure escalation pathways are understood, accessible and actively used when required.
The Panel recently reviewed a neglect thematic review involving children who had experienced severe neglect over many years.
The review highlighted how longstanding concerns had become familiar, leading professionals to underestimate escalating harm and miss opportunities to take a different approach.
- What would the child and family tell us about whether support or intervention feels “stuck” and why?
- What has changed for the child over time?
- Can we identify a point where the situation changed, escalated or progress stalled?
- Are we seeing patterns and cumulative concerns, or focusing on individual incidents?
- Are we accepting a level of risk that we would not accept if this were a new case?
- Have we revisited thresholds, escalation or alternative approaches?