Social Care and Inclusion Managers Forum - November 2014

1. Social Care and InclusionManagers Forum17th November, 2014Warm Welcome

2. The Quote Quiz

3. Who said what? 6. Lao Tsu 1. Napoleon Bonaparte 2. Steve Jobs 7. Rosa Parks 3. Indira Gandhi 8. Bill Gates 9. Anita Roddick 4. Bill Shankly 10. Nelson Mandela 5. Toni Morrison

4. State of the Nation – Keith Skerman

5. Progress so far • Challenging budget for 14/15 & investment in frontline staff • Start to Mosaic implementation • Start to implementation of the Care and Children & Families Acts • Attachment model training for social work • Consultations underway in Fallings Heath and on the Charging Policy Review • BCF Plan resubmitted

6. Medium Term Plans • MTFP and Corporate Plan 2015-2019 • Budget profile for next 2+2 years • Corporate recognition of pressures • BCF included £1m protection • Opportunity to redesign, rethink and deliver differently with fresh approach to commissioning, in-house providers, and reinvention of social care

7. MTFP and Corporate Plan • 2015/16 - £3.5m savings with £1m BCF • 2016/17 - £5.9m savings • Aim to reduce buildings based services • Reduce management overheads • Streamline/efficiencies in process & backoffice • Commission jointly across CYP, PH & SCI

8. New legislation • Opportunities to embed best practice in operating model & modernise our approach to prevention + demand management • Refine our prevention/asset approach • Gear up to assessing all regardless of means, & focus upon carers assessment + services • Develop market & web offers to realise PBs • Charging policy redesign

9. Partnership plans • BCF – focus on joint prevention, case finding, locality MDT, reablement, admission reductions • Urgent care – focus on efficient pathways, advice/information & diversion • LD & MH resettlement & recovery models • Housing – extracare, supported living • Strategic third sector review & investment

10. How much do you know? – Terry Hawkins

11. Not so ........

12. Leadership Survey – Terry Hawkins

13. Management Survey: Areas for Improvement • Inspired by vision and priorities (only 46% agreed or strongly agreed) • Effectiveness of communications (76% did not agree or strongly agree) • Morale is good (65% did not agree with this) • Recognition of achievements (only 50 % agreed)

14. Management Survey: Areas for Improvement • Inspired by leadership in the Directorate (Only 24% agreed or strongly agreed) • Manageable workloads and demands (46% did not agree) • Good awareness of improvements taking place (Only 52% agreed or strongly agreed) • Learning and development needs are met (52% did not agree or strongly agree)

15. Management Survey: Comments • “I believe we are moving forward and communication is improving, from the last couple of years.” • “Need training on Policy changes e.g. Absence Policy, Vision and Priorities are not clearly communicated to Mangers at my level, I often hear of initiatives after the event or without opportunity to contribute.” • “I feel it can be hard for managers to remain positive when staff ask you for answer to their questions and you don't have the answer.”

16. Management Survey: Comments • “The direction and leadership from my line manager is excellent there is a real desire to empower staff. • “There is a clear lack of Leadership and Strategic Management within Social Care.” • “Sometimes feels very punitive and oppressive with senior managers constantly 'pinging' emails, unrealistic deadlines, expectation that managers should constantly be blackberry watching etc.”

17. Management Survey: Comments • “Morale within my staff team is understandably quite low at present due to the uncertainty of the long / short term future job roles within the local authority.” • “The issues that are proving difficult is managing teams with reducing resources, managing priorities and personal workload” • “I feel financial anxiety and worries over budget management are actually stifling effective management of budgets and development of services.”

18. Management Survey: Comments • “Some really committed passionate talented people who achieve almost in spite of it all.” • “I feel we have true opportunity to achieve excellent service delivery, by bringing innovative solutions to the forefront, in order to work smarter and more efficiently.”

19. Management Survey: Table top discussion • Do you agree with feedback – any surprises? • What do we need to do to address those areas for improvement? • 15 Minutes table top discussion and then feedback

20. Provider services – UpdatePeter Davis and Gary Mack

21. Our services • Fallings Heath • Shared Lives • Link to Work • Day services • Community reablement • Hollybank bed based reablement

22. Strategic direction and options such as: • Stay in Walsall Council • Break up service into smaller units • Keep service together and tender out • Keep service together and create new social enterprise BUT • Structural change is not the answer alone • Staff and users (co-production) not structure are more critical • Fallings Heath consultation demonstrates importance of valued and trusted relationships and listening to users and carers • The unlocker is our staff and how we work with users, carers and partners • Impact our provider workforce has across the system  • Practice led, partnership work, staff as an asset and catalyst for change

23. Key challenge NOW is supporting staff to understand the implications of running a business • Legal issues and Governance management from cost centres to cash flow • Property management • Transport management • Supplies and services • Regulation and compliance • Marketing and communication

24. Next steps . . . • Continue to change how we work and think about work • Provider side needs to be tactical and agile • Working closely with ACM and commissioning • Support and drive from Director • Council wide support and drive onto next phase

25. Mental Health – on a positive note • Budget panel containing demand • Step down pathway well developed • Personalisation well embedded and making progress • Partnership infrastructure well established • Innovative examples of best practice • Effective challenge to medical model solutions

26. Better outcomes/Lower CostRick O’Brien and Mark Albiston

28. Staff feedback • “informative”.. “mixed feelings”... “energising”.. ”high quality training” .....“very applicable” • “really helped me revisit the importance of family support and give a window of hope in improving outcomes for citizens” • “made me think and reflect on the right to family life and how we can support this right as workers” • “Reminded me that ‘Attachment Theory’ is the bedrock of social work practice in many cases, looking forward to the workshops to enable me to see how this can be used in constructive social work practice ”

29. Staff feedback • “enabled me to think about how I can find resources to fit the person and give me scope to enhance the potential of the individual, maximising the resources that are closest to the person, in a really person centred way” • “if you can understand a person – where they came from, we have a chance of working together towards good outcomes – even if we can’t solve all the problems” • “sometimes feels like we are fire-fighting in case work and never have enough time to get to the root cause of issues” • “.helpful. It made me reflect on my practice and reframing some the case work I have done. I am definitely revisiting ‘attachment theory as a base for my social work practice”

30. Staff feedback • “helps to identify who really needs the help, .. made me stop and think why some people who shout the loudest seem to always get the support ....made me look for the person who isn’t shouting and think why ? Is it because they learned no-one would come ?” • “I really think we can use this to revisit and work with those cases that seem to come back into services on the ‘revolving door’.” • “really relevant in light of the new focus on carer’s (who are potentially family members) in the new Care Act. It is a interesting time in social work”

31. Next steps • Opportunities for reflecting on current practice • Continuing professional development and supervision • Learning culture • Outcomes • Framework for evidencing impact on resources

32. Safeguarding & Re-inventing social work • National Drivers for Safeguarding Adults 2014 onwards • Making Safeguarding Personal (from process driven to outcome focused) • The Care Act 2014 (Statutory Safeguarding duties) • ASCOF outcome indicator for safeguarding adults 2016/17?

33. Safeguarding Adults • Review the form and function of the WSAPB and associated sub groups. • Refresh the West Midlands multi agency safeguarding adults policy and procedures. • Refresh local guidance and supporting documentation for safeguarding adults to ensure outcome focused / person centred. • Review of the safeguarding customer journey alongside reinventing social work, this will include the refreshing areas of operational responsibility. • Developing MOSAIC to ensure it is able to capture and aggregate qualitative and quantitative safeguarding adults data.

34. Safeguarding Adults • Reviewing safeguarding adults training to ensure it is compliant with Making Safeguarding Personal and the Care Act. • Hosting a series of briefing sessions for the multi agency partnership. • Undertaking outcome focused customer surveys to provide evidence of the positive impact this has on people who are being safeguarded. • Refresh our arrangements to ensure people (oR their advocates) are included appropriately at each stage of the safeguarding response and remain central to the development of any protection plans.

35. Q and A

36. Cultural changes • Efficiency – Mosaic & Care Act implications • Delegation & performance management • Web portal & open access/user inclusion • Self service & asset based practice • Peer support & ULO development • Making safeguarding personal • Working in MDT & partnerships e.g. BCF, SEND

37. Next steps & plans:Your contribution? • Vision & communication • User/care engagement in review & redesign • Training & development of staff & managers • Priorities & expectations by January 15 • CPD + College of Social Work + CSW (DH) • Staff conference January 15