Adult Social Care & Inclusion Management Forum April 2012

1. W e l c o m e Adult Social Care & InclusionManagement ForumApril 2012

2. William HenwoodGovernance ManagerSocial Care & Inclusion

3. Evaluation of September 2011 event • Some good stuff, but… • Only 60% said ‘good’ or ‘very good’ • Not as dynamic or engaging as usual • Too many last minute changes • Presentation slides needed in advance

4. September 2011 feedback for future forums • More advance notice of the content of the agenda • Opportunity to put questions in advance of the forum • Updates on specific initiatives and innovations • More inter-action • More fun

5. Aims of today’s forum • Our ‘One Direction’ – the Operating Model in operation • Successes, challenges, opportunities and prospects • Updates on specific initiatives and innovations • More inter-action • More fun

6. State of the NationOver to you…..

7. Paul DaviesExecutive DirectorSocial Care & Inclusion

8. State of the Nation • Health and Social Care Act • CQC changes • Council Budget • Working Smarter • Smarter Workplaces

9. Things to celebrate • More people with individual budgets • Fewer people in long term care • Community social work pilots • Opening of Independent Living Centre • Starting to drive up quality

10. Challenges • ££££££££££££££££££££££££££££££££££££££££££££ • Consistency • Good outcomes • Quality • Operating the Operating Model

12. Dave Parkin Workforce Development Team

13. S.W.O.T. Analysis

14. Brandon Scott-Omenka Service Manager Quality Assurance Team

15. Quality Assurance Team Goals • Promote Quality Assurance in all services • Raise Quality standards and ownership • Specific work with care providers • Hear the voice of the users • Embed Quality Assurance within the Directorate • Integrate the Policy and Procedure framework • Incentivise continuous quality improvement • Develop an information hub • Support the Joint Quality Board

16. What do we do? • Multi-agency work with Health • Work in West Midlands and Black Country on Quality • monitoring and co-ordination • Lead on Policy and Procedures - Quality & editorial • Promote the engagement of service users • Programme of proactive or unannounced and • announced provider visits • Links to CQC • Capacity building with the provider market • Development of a Care Homes Incentive scheme • Develop Quality Assurance intelligence. • Lead on joint Quality Assurance standards

17. OUTCOMES The User (or their advocate’s) perception of the benefit secured from potentially all stages: referral, assessment and where appropriate re-ablement or care support VALUES PROCESSES A Provider defined sequence of measurable actions that can be managed to ensure a high quality and timely service STANDARDS A set of verified standards, statutory regulations and guidance deemed to ensure best national practice. QA MODEL

18. Quality Assurance Team • Brandon Scott-Omenka – Service Manager • Angela Copestick – Standards Lead • Julian Mellor – Policies & Procedures Lead • Quality Assurance Officers: • Helena Selby • Maureen Goodin • Yvonne Russon • Email: qualityassuranceteam@walsall.gov.uk

19. Lisa Koc – Service ManagerWorkforce Development

20. What is Workforce Development? It is primarily about the skills of the workforce, the ones they have now and the skills needed for the future and a plan of how we get there. It’s about numbers, supply and demand for the future, having the right people in the right place at the right time, with the right skills, at an affordable cost.

21. What are the teams objectives? • To ensure the social care workforce in Walsall including the PVI sector workforce has adequacy of supply in line with demand • To ensure that the social care workforce in Walsall including the PVI sector workforce has the right skills, competencies, knowledge and experience to deliver the highest standards of care and support to Walsall residents • To ensure where possible that a representative workforce is achieved which in turn will be able to deliver even more appropriate and sensitive services. This includes engaging with traditionally hard to reach groups including those who might previously have been considered unable to access employment e.g. people with disabilities and young people • To ensure any strategies developed link clearly to health workforce issues and initiatives

22. What are the deliverables? • Overarching: Production of a 3 year strategic workforce plan and action plan that identifies critical workforce issues in relation to the transformation and personalsation of adult social care and the remodelling of the whole social care workforce to support service redesign, with a focus on early intervention, prevention and reablement; and integrated working.

23. and specifically... • Production of a full training needs analysis for the social care workforce including those in the PVI sector • Production of a training programme with prioritised training/learning and development interventions • Execution of a procurement exercise which ensures high quality training is commissioned which represents excellent value for money • Development of a recruitment/retention strategy • Development of clear career pathways and a succession strategy • Development of positive action initiatives to ensure that the hardest to reach groups are able to access a career in care

24. It’s not just about training courses Comm. Of Practice Situations Projects Conferences Reading Secondment Shadowing Supporting others Research Working Groups Delivering training Mentoring

25. Who are we? Lisa Koc, Service Manager and Learning and Development Consultants Dave Parkin, Elaine Betts, Andie Oliver, Ida Bentley, Janet Lilley, Sharon Middleton, Steph Charles and Trevor Thompson

26. Workforce Development TeamAdult Social Care & Inclusion Walsall Council 1st Floor, Civic Centre Darwall Street Walsall WS1 1DG Telephone: 01922 655541 E-mail: workforcedevelopment@walsall.gov.uk

27. Peter Davis – Head of Community CareWorking Smarter

28. Sean CookHead of Access, Assessment & Care ManagementCommunity Social Work Pilot

29. Becky Thompson, Stacey Senior, Emma Harper Community Social Work Team

30. Community Social Work Team • Team of 13 including social workers, social care facilitators, sensory support officers and rehabilitation staff and Occupational Therapy Assistants. • Case work and community development within the 6 area partnerships and Area Family Support Teams • Work with different agencies including Reablement, NCO’s, Links to Work, Recruitability Plus, Addaction, Breathing Space, Bridge the Gap, JET, Community Associations, Keyring. • Provide support to those who do not meet FACs criteria and have reduced the financial cost of care packages for those who do. By utilising regained skills, facilitating skills to be developed through education, voluntary work, and paid employment, subsequently reducing social isolation and improving physical and mental wellbeing. Utilising community resources to support needs including telephone telecare systems, time banking, community centre activities, befriending, furniture and house maintenance services.

31. Suzanne Joyner – Head of Community CareCarers Strategy

32. Andy Rust – Head of CommissioningJoint Commissioning Unit

33. W e l c o m e Evaluation