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Niki Clemo Service Director – Children’s Social Care Cambridgeshire 14 December 2011

Niki Clemo Service Director – Children’s Social Care Cambridgeshire 14 December 2011. Cambridgeshire in 2009/10. Fully staffed, but inexperienced workforce (over 68% less than 2 years experience) Over-reliance on non-qualified staff Rising LAC

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Niki Clemo Service Director – Children’s Social Care Cambridgeshire 14 December 2011

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  1. Niki Clemo Service Director – Children’s Social Care Cambridgeshire 14 December 2011

  2. Cambridgeshire in 2009/10 • Fully staffed, but inexperienced workforce (over 68% less than 2 years experience) • Over-reliance on non-qualified staff • Rising LAC • Delay in court proceedings / multiple requests for expert reports. • ICS!

  3. Identifying the problem • ‘Silted up’ at the front end – siege mentality • Team Managers carrying the risk NQSWs with high case load = high turnover • Quality of written work in assessment • Delay evident in every ADM meeting • Inconsistent practice – some outstanding, some not so good

  4. Identifying the solution • Considered different models of delivery including RSW • Engaged staff in thinking about how to do things differently • All service conference to consider RSW model and a focus on improving practice.

  5. Why Reclaim Social Work? • Whole system approach (7’s model) • Reflective learning and development • Supporting families to stay together • Shifting the culture – working with families • Confidence back in practice • Celebrating what social workers do best • Seeing social workers as experts and having the right tools (training) to do the job.

  6. The Response • Over-whelming support from front-line staff • Members, CEX and DCS all on board • Identified transformation funding • Commissioned MLA to support transformation.

  7. Social Work – Working for Families • Designed around RSW model • Fully qualified social work units • 44 social work units placed across county to ensure no more than 35 minutes travelling time • Partnership agreement with CAMH services • Head of LAC – Head of Psychology

  8. Criteria for Success • Clear vision, well articulated and understood • Key set of principles of why we were doing this • Highly skilled project manager and team (including HR + Finance) • Engagement of Unison from early outset • ‘Leaders’ able to ‘infect’ workforce with idea

  9. Criteria for Success (cont) • Sign up by Elected Members (cross party including Scrutiny) • Acceptance of Management of risk • Support from peers • Role of Principal Child and Family Social Worker • Role of Partners, CAMH, Internal Audit

  10. Consultation Process • Difficult messages to manage • Not as good as we thought we were on outcomes for children and families • Over reliance on assessment, poor on intervention • Very limited direct work with children • Most direct work undertaken by unqualified staff • Managing cases via a computer.

  11. Now • Understanding that we were not configured to deliver best possible service • Acknowledgement of need for change • Embracing RSW model as saw the potential • Evidence based practice and giving practitioners the tools to do the job. • Reduction in management and investment in practitioners • Reduction in unqualified staff

  12. Current position • Interviewed and appointed 26 CSWs and 6 clinicians • All CSWs on bespoke systemic practice training • Populated the units • All staff aware of where they will be working • 6 month roll out • Jan 16th – first 5 day induction • Jan 23rd - first 4 units go live • Evaluation – partnership with CLAHRC.

  13. Managing the transition • Very carefully, ensuring baton not dropped • No-one allowed to say ‘not my job’ • Regular communication – 2 way • Weekly visiting front-line staff • Attention to detail

  14. What made it work (so far!) • Committed and motivated management team • Enthusiastic and engaged front-line staff • Excellent project manager and team • DCS / Leader / CEX / Lead Member support • Munro + CWDC (timing) • MLA!

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