
I found myself this morning reading material that I had written six months ago about Core Groups and the work of the National Safeguarding Team. This was a way of trying to grasp some of the implications of the resignation of Melissa Caslake as head of the National Safeguarding Team. To say that this resignation is likely to cause problems, is an understatement. Anyone who has followed the work of the NST since its foundation in 2015 will know that it has been beset by problems. The first NST under the leadership of Graham Tilby, I shall call NST1. NST1, as I complained in this blog, brought together, to judge from its appointees, social workers and those skilled in managing process. There was not a single person whose primary qualification was pastoral or psychotherapeutic. Any survivor/victims who got close the workings of the old NST structure seemed likely to be burnt by the experience. They found there nothing in the way of understanding and pastoral sensitivity. Everything I heard about its workings, suggested that NST1 was almost totally geared to the preservation of church reputation and limiting financial liability by the central Church of England.
The IICSA process took a long look at NST1 and all the other efforts by the Church to manage its safeguarding processes. For reasons that I am not knowledgeable enough to spell out in detail, the House of Bishops and the other leaders operating out of Church House decided to reform the old NST and appoint a new head. This followed a brief interim period under Sir Roger Singleton. Effectively the Team became a new body as, under the leadership of Melissa Caslake, all the old employees of NST1 moved on. In the 15 months since her appointment the new body that we shall call NST2 has appeared. To say that this body has had teething problems is probably an understatement. I do not claim inside knowledge but there were from the start two glaring problems which show no sign of having been resolved. Let us consider each in turn.
The first problem for Caslake was the massive change of culture that she was entering into. The Church is not like any other organisation that she would have been used to, like a local authority operating child protection procedures. The Church before 2015 was, relatively speaking, in the dark ages over safeguarding. It seemed to be making up many of its rules as it went along. This provisionality about processes seems to have continued to this day. This would likely have caused massive frustration for a new head like Caslake, as she tried to stamp the new NST2 with fresh professional standards of behaviour and practice. It was not just that the Church is not like a local authority in terms of practice. Caslake would also have had to cope with numerous ‘Spanish customs’. The structures of power in the Church seem, even at a distance, immensely complex and confusing. Caslake’s past would not have prepared her for all the political shenanigans operating in Church House and elsewhere. Can you imagine an exam question for an undergraduate which goes something like this? At the heart of the Church of England are three centres of power. Which commands the greatest influence? The civil servants at Church House, the Archbishops’ Council or General Synod? The rogue answer might point out that the Communications Department and the firms of Church lawyers and reputation managers were actually the ones in charge!
A second problem for Caslake has been the difficulty of building up a team with background knowledge of all the cases from the past, combined with appropriate skills. A full collection of background papers would use up several acres of woodland. To find people who are even slightly acquainted with all this material is fairly remote. Working on the NS2 team without such knowledge will need a solid six months of reading files to put right. The existing experts on all this material are, of course, the survivors. They have all been living with this material for years. On a practical level, this fact is why survivors should always be included in future inquiries and investigations. They have detailed understanding of the history, the psychology and the politics of each of these cases.
Melissa Caslake’s resignation is a serious blow for the new NST2 which she has helped to build up since her appointment in August of last year. She has given the impression of being a strong decisive leader. With her departure, there will be a void and possibly a collapse of morale among those who have been working with her as part of the team. There are numerous ongoing cases and active core group processes. It is hard to see how they will be kept going effectively after her departure. We wish her well, but we can guess from the hints that have been given, that she was trying to do an impossible job. To say that working for the Church is hard, is a massive understatement.
I cannot claim that I have seen all the implications of this story. One thing I discern is that there seems to be a lack of good communication between the bishops and those working in Church House. The left hand does not seem to know what the right is doing. One good outcome might be if the Church authorities (whoever they are!) saw this resignation as implying there is an urgent need for safeguarding to be taken right out of Church influence and control. It needs to be placed firmly into the hands of an independent body. I suspect that, at the heart of the problem, there are personalities, power struggles and internal church politics which have, between them, made this resignation inevitable. The fact that there is, at the time of writing, no official press release on the topic suggests that the authorities at Church House were not expecting this blow. It is still not too late for the Church to go in a new direction in this area of activity. Meanwhile Surviving Church sends to Melissa very best wishes for the future and, based on what we know or surmise, say simply: ‘We understand’.








