This paper describes a research project that required members of existing multi-agency teams to normally distribute 38 statements about multi-agency working, taken from a literature review. Participants were asked to sort these statements in terms of which they would most and least want to emphasise for successful multi-agency working. The use of this (Q-sort) research method enables the researcher to factor analyse the data to obtain key factors around which there is significant agreement between participants. The eight ‘factors’ identified in this research represent eight distinct and different viewpoints or constructions about what constitutes successful multi-agency working from among 54 different professionals (comprising psychologists, social workers, youth offending team workers, speech and language therapists, youth workers, family therapists, psychotherapists, teachers, nursery nurses, health visitors and midwives) who are already part of multi-agency teams and who have been asked to use their experiences to give their opinions on this topical area. These factors include ‘having time for reflection’, ‘team members being given a chance and support to show what they can do’, ‘the effectiveness of the team in changing and developing to meet users’ needs’; ‘effective communication for sharing good practice’, ‘working with other partner agencies’; ‘acknowledging specific expertise and diversity’, ‘using training and development plans’ and ‘achieving local and national targets and goals’. These factors are also shown to relate specifically to the desired outcomes highlighted by the non-statutory guidance toEvery child matters: Change for children. The clarity of role and work processes is seen as key to successful multi-agency working and warrants more detailed research, especially as there are implications for educational psychologists if they are to be given the chance and support to show what they can do in helping multi-agency teams achieve their objectives. The importance of line management and professional supervision is also discussed. This research highlights the need for further investigation into the ‘people’, ‘processes and procedures’, ‘policy and strategy’, ‘partnership and resources’ and ‘customer results’ elements of multi-agency working. It suggests further that the ‘inter-professional’ element is worthy of more research.
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