Children’s Social Work and Psychology Services · Children’s Social Work and Psychology Services . Service Improvement Plan 2013-14 . 1. Mission and Values. ... Article 6: Survival

Children’s Social Work and Psychology Services

Children’s Social Work & Psychology Services Improvement Plan 2013/14

March 2013 Version 7 Children, Schools & Families

Children’s Social Work and Psychology Services

Service Improvement Plan 2013-14

1. Mission and Values Our Statement of Mission and Values has been drawn up in collaboration with the whole service. They are at the centre of our decision making and professional practice:

� Our mission is to help and protect the most vulnerable children and

young people living in Cornwall from significant harm, to support the educational inclusion of those children and to close the gap in outcomes between them and their peers.

� Our first consideration will be the lived experience of the child, taking

into account their wishes and feelings, involving them fully in decisions about their lives, promoting their rights to family life and to education.

� We will work together with the child and others to understand the

reasons for their behaviour, so that we can support positive change. We will stick with them and we will not give up.

� We will act with integrity, honesty, empathy and respect, showing

fairness and courage in everything we do. � We will work with birth families, the child's wider network of family and

friends, communities and other services, listening to their views, building their trust and confidence, making every effort to understand and meet their needs.

� We will use discretion, professional judgement and common sense to

guide us and we will be accountable for our decisions and actions. We will respond to well-founded criticism with a willingness to learn and to change.

� We will not be distracted from our mission through fear of being

criticised. In identifying and managing risks to children we will seek to reduce the risk of significant harm and achieve better outcomes.

� We will be professional, calm and focused in undertaking our statutory

and professional duties at all times and in all the circumstances we face.

� Our commitment is to deliver a service that we and those we serve can

be proud of, which promotes positive outcomes for vulnerable children and which reduces the risk of harm.

Children’s Social Work & Psychology Services Plan 2013/14 March 2013 - Version 7

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2. Focus The Service Improvement Plan is informed by the findings of HMI inspections, independent reviews, peer reviews, service user feedback, feedback from other agencies/professionals and consultation with front line practitioners and managers. The focus of our work is on: 1. Seeing children and listening to them, above the needs of their

parents/carers. Putting the child’s lived experience at the heart of assessments and plans; that their views and feelings are clearly understood, taken into account and represented, irrespective of the child’s age, developmental stage and method of communication.

2. Taking into account issues of diversity and equality, such as ethnicity,

culture, religion, language and disability, and taking positive action to mitigate the negative effects of prejudice and discrimination on the welfare and safety of children and their families.

3. Obtaining consent and agreeing the support plan with the family and

other professionals that clearly shows how a child’s needs and risks will be met and who will do what within an agreed timescale.

4. Responding promptly to contacts from members of the public or other

professionals when they have concerns about the welfare or safety of a child, in line with Working Together to Safeguard Children.

5. Undertaking multi-disciplinary assessments of children with special

educational needs and disabilities, in line with best practice and statutory guidance.

6. Undertaking assessments of young people involved in anti-social

behaviour and offending, in line with best practice and statutory guidance.

7. Undertaking social work assessments of children in need and their

families whenever a case meets the LSCB threshold for statutory social work, in line with statutory guidance.

8. Working together with other agencies and professionals, drawing on the

experience, information and expertise of other professionals to understand and respond effectively to a child’s assessed needs, strengths and risks.

9. Reviewing the child’s progress and taking action when insufficient

progress is being made to safeguard their welfare. Responding positively to well-founded criticism with a willingness to learn.

10.Enabling the participation of children and young people in decisions

about their lives, taking into account issues of their age, diversity and disadvantage, developmental stage and method of communication.


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3. Principles Children’s Social Work & Psychology Services apply the following principles when working with children and families: a) The welfare of the child or young person is paramount. b) Children and young people have the right to be heard (regardless of

their age/developmental stage) and the right to influence decisions about their lives and their futures.

c) The best environment for a child is within their birth family and their own community of wider family and friends.

d) All children, especially those with special educational needs, disabilities or in care have a right to an education which is suitably differentiated and takes into account their strengths and needs.

e) The emotional and psychological health and well-being of children, is supported, especially those who live apart from their families or in care.

f) When a family struggles to meet the needs of a child they will be supported appropriately to do so.

g) Statutory social work intervention in the private life of a child and their family is always a last resort.

h) When a child’s birth family is unable to meet their needs or to keep them safe, their wider network of family and friends will be considered and, if viable, supported appropriately to care for them.

i) Where it is not possible to maintain a child within their wider network of family and friends, the Council will endeavour to provide a suitable care placement, in such a way that the child can remain at their school and maintain positive contact with family and friends.

j) When it is not possible for a child to return safely to their family, they will be supported to achieve permanence, preferably within an alternative family.

4. Legislative framework and statutory guidance Children’s Social Work & Psychology Services operate within a complex legal framework, supplemented by a significant body of statutory guidance. The primary legislation and guidance include: o Chronically Sick & Disabled persons Act 1970 o Children Act 1989 o United Nations Convention on the Rights of the Child 1989 (particularly

Article 6: Survival and development and Article 12: Respect for the views of the child)

o The Carers (Recognition & Services) Act 1995 o Education Act 1996 (particularly Section 2) o Housing Grants, Construction & Recognition Act 1996 o Human Rights Act 1998 (particularly Article 8: Right to respect for

private and family life and Article 14: Prohibition of discrimination) o Data Protection Act 1998 o Framework for Assessing Children in Need and their Families 2000 o Children Leaving Care Act 2000 o Care Standards Act 2000


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o The Carers & Disabled Children Act 2000 o Special Educational Needs Code of Practice 2001 o Adoption and Children Act 2002 o Children Act 2004 o Achieving Best Evidence 2007 o Children and Young Persons Act 2008 o Information Sharing: Guidance for practitioners and managers 2008 o Working Together 2010 o Equalities Act 2010 o Care Planning, Placement and Case Review Regulations 2010 o Short breaks statutory guidance on how to promote the welfare of

disabled children using short breaks 2010 Working Together 2010, issued under section 7 of the Local Authority Social Services Act 1970, sets out how agencies and professionals working with children and families should work together to safeguard and promote the welfare of children and young people. This is supplemented by local Child Protection Procedures that also apply to all agencies and professionals. The revised Care Planning, Placement and Case Review Regulations 2010 that came into force on 1 April 2011 and the accompanying statutory guidance, ‘Putting Care into Practice’, lays out how the Council and its partners should exercise these functions for children in care. 5. Operational imperatives 1. The Service is resourced to meet the Council’s statutory duties to

support children in need and their families, children with special educational needs and disabilities, young people who offend, children subject to child protection plans, children in care and care leavers.

2. Children with additional needs are included in an appropriate educational

setting and are supported to maximise their progress, individual potential and outcomes.

3. Children with special educational needs, children with disabilities and

children who have experienced neglect and abuse will benefit from high quality psychological advice as part of the assessment process.

4. Effective safeguarding arrangements rely upon professionals working

together effectively to identify and assess the needs, strengths and risks of the child, form a team around the child, devise a single plan, share responsibility for implementing the multi-disciplinary plan and undertaking regular reviews of the child’s progress.

5. Effective partnership working is dependent on the competence and

commitment of all agencies and professionals working with children and families to understand and perform their respective safeguarding duties, including information sharing.

6. Children are safeguarded most effectively when children’s and adult’s

services work collaboratively and share information appropriately,


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particularly when the key risk factors of domestic abuse, parental mental health problems, alcohol and drug misuse are present.

7. Frontline managers and practitioners are trained, supervised and

supported appropriately to understand and achieve the core safeguarding practice standards consistently, including access to evidence based research and best practice exemplars.

8. High quality practice is based on using assessment and other

safeguarding tools consistently to understand the individual child’s journey, taking into account individual characteristics such as ethnicity, culture, heritage, religion, language and disability.

9. Quality assurance and performance management, especially case

monitoring and audit, focuses relentlessly on improving the quality of practice, providing a learning feedback loop to practitioners and their supervisors about the quality of their work.

10.Effective practitioners that undertake child protection work and care

proceedings will be recognised, rewarded and encouraged to remain in practice through appropriate levels of remuneration and an extended career and qualification pathway.

6. Organisation The strategic lead for the Service is Jack Cordery, Head of Service. At 1 April 2013 the Service is organised and led by ten senior managers: 1. Contact, Referral and Assessment Service – Sharon Wood:

Multi-Agency Referral Unit 4 Assessment Teams Pre-Birth, Parent and Baby Assessment Service Out of Hours Service

2. Disabled Children and Therapy Service – Yvette Yates:

3 Disabled Children Teams OT Service Short Breaks Pathfinder

3. Children in Need Service – Ben Davies: 6 multi-disciplinary Children in Need Teams Family Group Conferencing Project Family Support Service Family Intervention Project

4. Children’s Psychology Service – Mandy Owen: 3 Area Educational Psychology Teams Early Years Inclusion Service Autism Spectrum Team Early Support Service


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Scallywags Team Children’s Clinical Psychology Service Gweres Kernow and Jigsaw

5. Youth Offending Service – Christine Walker-Booth:

2 Youth Offending Teams Youth & Crown Court Liaison Appropriate Adult Service Victim Support Restorative Justice YOS Volunteer Scheme

6. Children’s Specialist Social Work Service – Jane Hampton:

6 Child Protection & Court Teams 2 Children in Care (Permanence) Teams Children in Care Contact Service

7. Children in Care and Care Leavers Service – David Roose:

Family Placement Service Residential Homes Adoption & Permanence Service Specialist Outreach Service 16+ (Care Leavers) Service

8. Children’s Safeguarding Standards Unit – Karen Dale:

Local Authority Designated Officer Principal Officers Child Protection and Review Missing Children and Child Sexual Exploitation Local Safeguarding Children Board Support Team

9. Business Support – Gill Goodier:

Admin support to frontline teams Business Systems Quality Assurance and Performance Management Finance and Procurement

10. Principal Child & Family Social Worker – Marion Russell:

Practice Educators Team The Foundation for Social Work in Cornwall The Trainee and Student Social Worker Programme

The operational responsibilities of six of the ten senior managers will change from 1 September 2013: 1. Children’s Help and Protection Service (West) – Ben Davies:

1 Assessment Team 2 Children in Need Teams 2 Child Protection & Court Teams 1 Children in Care Team Teylu Assessment Family Intervention Project


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2. Children’s Help and Protection Service (Mid) – Sharon Wood

1 Assessment Team 2 Children in Need Teams 2 Child Protection and Court Teams 1 Children in Care Team MARU Out of Hours Service

3. Children’s Help and Protection Service (East) – Jane Hampton

1 Assessment Team 2 Children in Need Teams 2 Child Protection and Court Teams 1 Children in Care Team Crisis Support Service CP Volunteer Scheme

4. Disabled Children and Therapy Service – Yvette Yates:

3 Disabled Children Teams Early Support Service OT Service Residential Short Breaks Short Breaks Commissioning Pathfinder for Children with SEN and Disabilities

5. Children’s Psychology Service – Mandy Owen:

3 Area Educational Psychology Teams Early Years Inclusion Service Autism Spectrum Team Scallywags Service Children’s Clinical Psychology Service (including Jigsaw and

Gweres Kernow) 6. Children in Care and Care Leavers Service – David Roose:

Family Placement Service Residential Homes Adoption & Permanence Service 16+ (Care Leavers) Service

7. Youth Offending Service – Christine Walker-Booth: 2 Youth Offending Teams Youth & Crown Court Liaison Appropriate Adult Service Victim Support Restorative Justice YOS Volunteer Scheme

8. Children’s Safeguarding Standards Unit – Karen Dale:

Principal Officers Child Protection and Review Local Authority Designated Officer Missing Children and Child Sexual Exploitation


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Local Safeguarding Children Board Support Team 9. Business Support – Gill Goodier:

Admin support to frontline teams Business Systems Quality Assurance and Performance Management Finance and Procurement

10. Principal Child & Family Social Worker – Marion Russell:

Practice Educators Team The Foundation for Social Work in Cornwall The Trainee and Student Social Worker Programme

7. Role and purpose of the different functional teams/services The Multi-Agency Referral Unit as the single point of contact for anyone who is concerned about the welfare of a child, to provide professional advice and consultation and to determine whether the case meets the LSCB approved threshold criteria for statutory social work intervention. Where cases do not meet that threshold, referrers are provided with information, advice and guidance from the Multi-Agency Advice Team including signposting to targeted and preventative services within the locality-based Early Help Services. Cases that meet the threshold are passed to the relevant Assessment Team for a statutory social work assessment or for a strategy discussion in those cases where there is evidence of actual or potential risk of significant harm and where there is evidence, a child protection enquiry. If a service is required cases can be assigned, proportionate to the level of need/risk, to Locality Early Help Services, Family Group Conference, the Crisis Support Service, Children in Need Teams/Family Intervention Project, Teylu Assessment or Child Protection and Court Teams. The Disabled Children and Therapy Service undertakes the majority of assessments and care planning in acute and complex cases where children have severe and enduring disabilities and illnesses, including OT assessments. The service provides the full range of social care interventions, from Early Support to the management of child protection plans and, as a last resort, children in care plans for disabled children. The service provides a wide range of Short Breaks to enhance the life experience of children with disabilities and to offer parents and carers respite. The service makes a significant contribution to the implementation of the Pathfinder for children with SEN and disabilities. The Children’s Psychology Service supports children with disabilities, SEN and difficulties in relation to their attachments, emotional wellbeing and mental health. Educational Psychologists provide advice under a statutory duty to assess the special educational needs and wider, applied psychology. The service includes the Scallywags Service, which works with children who have challenging behaviour, an Autistic Spectrum Team, which supports children and their families at home and at school,


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and the Early Years Inclusion Service, which provides SEN co-ordinators and educational psychologists (and other specialist staff) to support parents and early years settings to meet the needs of children with SEN and disabilities. The Children in Care Psychology Service, the Gweres Kernow and the Jigsaw Service support the emotional wellbeing and mental health of children and young people who have experienced neglect and abuse by providing assessment and therapy services, parenting support services, consultation to foster carers and social workers, and training. The Children’s Psychology Service works in close collaboration with the local CAMHS. The Children in Care and Care Leaver (16+) Service is responsible for commissioning a sufficient range of placements to meet the needs of children in care and care leavers. The Family Placement and Residential Services provide the majority of placements for children in the care of the local authority. At any one time there are around 420-440 children in foster care and 40-45 children in residential care, including special residential schools. The Adoption and Permanence Service is responsible for recruiting, assessing and supporting sufficient adopters to meet the needs of children in care where the plan is for adoption. It is also responsible for ensuring a differentiated approach to the assessment of potential special guardians and for supporting placements resulting from Residence and Special Guardianship Orders. The 16+ (Leaving Care) Service is responsible for ensuring that young people leaving care are supported to make a successful transition to independence. The team supports around 126 16 – 18 year olds and 210 care leavers who are over 18. 8. Some of the service achievements in 2012/13 1. Achieved a positive outcome in the new Ofsted inspection of

arrangements for the protection of children, ending an extended period of statutory intervention by central government.

2. Managed a significant increase in demand for social care services,

protecting more children, at an earlier stage and more effectively. 3. Introduced the First 5 Practice Quality Standards along with a self-

assessment tool for front line staff and made further improvements to the quality and consistency of the core practice standards.

4. Opened The Foundation for Social Work in Cornwall for newly qualified

social workers, implemented the new Trainee Social Worker programme and made the first appointments to the Principal and Consultant Social Worker (advanced practitioner) grades.

5. Increased the frequency and further improved the quality of staff

supervision and appraisal.

6. Invested in a core learning and development curriculum for social workers and the development of professional capabilities in the multi-


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disciplinary Children in Need teams, with evidence-based practice at the centre.

7. Strengthened the Framework for Quality Assurance & Performance Management (QAPM) and the Core Audit System by shifting the focus still further onto the quality of practice.

8. Developed the roles and the capabilities of staff so that more

practitioners can take on the role of lead professional and hold case responsibility for disabled children cases.

9. Started to implement core elements of the SENDIS Pathfinder, including

the single assessment and plan, and introduced personal budgets. 10.Established the multi-disciplinary Children in Need Service. 11.Established the Multi-Agency Referral Unit. 12.Improved the confidence of other agencies and professionals in the

quality of provision and the capacity of the service to improve. 13.Improved communication and staff morale. 14.Achieved a significant reduction in sickness absence. 15.Made further improvements in the quality of provision and maintained

position in most key performance indicators against a context of increasing need and demand for social work and psychology services.

9. The top 10 service improvement priorities for 2013/14 The following service improvement priorities are geared to improve a range of outcomes for children in need, including children with special educational needs and disabilities, children who are subject of a child protection plan, children in care and care leavers. 1. Further improve the quality and consistency of core safeguarding

practice in assessments; chronologies; genograms/ecomaps; risk assessments; and plans. Introduce Signs of Safety as the core practice tool for assessing risk and monitoring the progress of plans.

2. Continue to promote the child’s lived experience at the heart of

assessments, plans and reviews – that their feelings and wishes are understood and are shown to influence decisions about their lives.

3. Invest in advocacy for children, parents and carers subject to child

protection processes and in volunteers to support parents/carers whose child is the subject of a child protection plan.

4. Further develop the capabilities of front line managers and staff to

understand the impact of equality and diversity issues such as ethnicity,


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culture, religion, language and disability, on the lived experience of the child and to take positive action to counter prejudice and discrimination.

5. Through reflective supervision, continue to encourage professional

scepticism as the best means of reducing the risk of over-optimism when assessing the impact of neglect on a child.

6. Adjust practice to reflect the Family Justice Review and the new

demands on practitioners to ensure that social work decision-making is within the child’s timescales.

7. Strengthen and develop multi-disciplinary frontline teams, broadening

access to advice and consultation with the inclusion of applied psychologists.

8. Review the results of the Pathfinder for children with special educational

needs and disabilities and embed into practice the new approaches to assessment, plans and enablement.

9. Implement the new arrangements for pre-birth assessments and the

assessment of parenting capacity. 10.Strengthen the process for getting the right help to adolescents on the

edge of care and increase the number, range and quality of care placements for teenagers when care is deemed the only safe option.

10. Quality Assurance and Performance Management (QAPM) The 6 weekly quality and performance meeting of senior managers held to monitor progress in relation to practice quality standards will be broadened to include all service areas and devolved to services from 1 September: 1. Assessments will be started (and recorded as started) within 48 hours of

the decision and child protection Strategy Discussions will take place within 24 hours of the decision. A new standard will be introduced to monitor that children are seen promptly and regularly.

2. The manager’s decision and a clear rationale for the decision will be

recorded at each stage in the process of assessment, allocation and transfer.

3. Assessments will provide a clear picture of the child’s lived experience

and the child’s journey, including their wishes and feelings expressed in their own words. Priority will be given to seeing and listening to children.

4. Child case records will incorporate an up-to-date and good quality

chronology of significant events in the child’s life, with evidence of how the chronology has influenced the analysis of needs, strengths and risks in determining the plan.


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5. Child records will incorporate an up-to-date genogram/ecomap of the child’s network of family and friends, with evidence of how it has influenced the analysis of risk.

6. Child records will incorporate a clear and good quality risk assessment,

including a contingency plan. Signs of safety will be used by practitioners to clarify risks and to monitor progress against the plan.

7. Cases will incorporate a clear and good quality plan describing their

strengths, needs and risks and how the desired outcomes will be achieved, who will lead on the actions and when by.

8. Assessments, plans, intervention, reviews and case recording will show

how a child’s diversity and equality needs have been considered and met.

9. Case records will contain evidence of professional supervision that

includes critical reflection as a means of ensuring appropriate levels of professional scepticism.

10.Case records will contain evidence of management oversight, and

appropriate management support to help staff achieve the standards and effective action where there are serious or persistent shortfalls.

In addition to the 6 weekly QAPM challenge meeting, a quarterly Quality Assurance and Performance Management Conference, of the full management team (open to practitioners and key members of the LSCB) focuses on understanding shortfalls, any systemic issues and action planning by each service to correct those shortfalls. The latest performance data for 2012/13 is shown in Appendix 1 to the Service Improvement Plan. 11. Workforce strategy Health and wellbeing Direct work with vulnerable children and young people, many who have experienced neglect and abuse, and families in distress is one of the most challenging and demanding roles in health and social care. To sustain their resilience in the face of these emotional and psychological challenges frontline practitioners need to be properly supported to do the job. Support is provided through a culture that is characterised by learning not blaming and through high quality supervision that addresses the impact of the work on the wellbeing of staff. The Service has made a significant investment in a ‘Well at Work’ project that will be delivered in collaboration with the Occupational Health Service. Successive staff surveys highlight communication as an important issue and how poor communication impacts negatively upon staff energy, morale and resilience. The Head of Service is committed to communicating regularly through a newsletter and maintaining a schedule of visits to front line teams. A mandatory staff induction day is provided to all new staff. Two


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full staff conferences are held each year to provide staff the opportunity to hear from senior managers and to express their views about how things are working and how they could be improved. Additional staff conferences are held following important developments (eg findings and recommendations of Ofsted inspections) and to discuss any proposed service developments or changes. Staff have a right to know what is expected of them and to be treated fairly and reasonably when their practice falls short of the required standards. Conscientious mistakes are dealt with accordingly, which is to support staff to learn from them and to avoid making the same mistake in future. Persistent or serious shortfalls are dealt with promptly at the appropriate level under the relevant Council policy. Any management action resulting from that process will be appropriate and proportionate. Staff can expect to be treated with respect by managers at all times. Bullying and harassment is not tolerated. Recruitment and retention Challenges persist in the recruitment and retention of sufficiently experienced, competent and confident front line practitioners in the key areas of assessment, child protection and court work. A market supplement is paid to attract and retain the best social workers in these front line services, subject to tenure and performance. The career and qualification pathway, in line with the recommendations of the Social Work Reform Board has been introduced and fully implemented. The pathway includes a limited number of Principal Social Worker posts, aimed at increasing the capacity for professional case supervision, enabling team based learning and to promote succession planning. The pathway also includes an unlimited number of Consultant Social Worker posts, where the only limitation to progression is a level of experience, attaining an appropriate post qualifying award, clear evidence that learning has been applied in practice and a solid record of performance in relation to the quality standards for safeguarding practice. The new Trainee Social Worker programme has been implemented and now includes a Masters programme. Trainee Social Workers are part of the social work staffing establishment. Trainees are based in an operational team and work for up to a year as a social work assistant (unless they have already worked in that capacity within Cornwall) before joining an appropriate programme of study in social work. Work is being undertaken to review the training and supply of educational psychologists and to put in place a strategy for the recruitment and retention of educational psychologists in future years. Consideration will be given to expanding the trainee scheme for practitioner psychologists.


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Reducing the bureaucratic burden on frontline practitioners Further work is being undertaken to reduce duplication and overlap in bureaucratic processes and to transfer administrative tasks from front line practitioners to administrative staff. The Integrated Children’s System has been reviewed and streamlined to better support social work practice. A new system, MOSAIC which has been designed in collaboration with Cornwall to further reduce the bureaucratic burden on front line practitioners and managers, will be introduced in 2013/14. A framework for a balanced workload A framework for a balanced workload is in place, predicated on all but the most specialist social work posts undertaking the critical statutory functions of assessments, plans, child protection enquiries and care proceedings. Caseloads are monitored closely and team performance in relation to these standards of efficiency and productivity are reviewed at the 6 weekly QAPM Meeting and quarterly QAPM Conference to ensure a more balanced allocation of work across the whole system. Decisions to recruit to vacant posts or engage agency staff include consideration of workloads in a given service or team. Investing in professional development Designated senior managers lead on developing and delivering team based learning sets on practice quality standards in assessment; chronologies; genograms and ecomaps; risk assessments (including contingency plans); and plans. A self-assessment tool has been introduced and is used as a reference by quality assurance officers when providing feedback on the practice quality standards to practitioners. The core training programme in evidence-based approaches to assessment, analysis, planning interventions and measuring outcomes in child protection has been introduced. The Principal Child and Family Social Worker is leading on practice education and developing a team based learning culture. Priority will continue to be given to providing front line managers and Principal Social Workers with a high quality training programme in supervision skills for supervisors of social workers and other front line practitioners who hold case responsibility. This is provided in addition to mentoring and coaching training. Practitioners have access to evidence-based research websites to support their learning and to challenge their own understanding of a child’s needs, strengths and risks. Workforce development resources that support the competence and confidence of front line social workers and psychologists and other professionals within the service, such as occupational therapists will be sustained at current levels to support sustainable improvement in the quality and consistency of practice. Increased emphasis will be placed on developing expert practitioners, in line with the revised career and qualification pathway. A children’s social work and psychology conference is held annually, with nationally recognised speakers.


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All members of the Children’s Psychology Service will continue to receive continuing professional development opportunities appropriate to their needs, arising from their annual appraisal and/or service development priorities. All practitioner psychologists and social workers and occupational therapists will be supported to maintain their professional register with the Health Practitioners Council or General Social Care Council. Registered social workers are offered introductory membership for The College of Social Work. Practitioners who struggle to achieve the level of consistency in practice and quality standards required to help and protect children effectively are provided with appropriate training and additional support through mentoring and coaching to achieve the required standards consistently. Serious or persistent shortfalls in achieving those standards will be dealt with fairly and reasonably at the appropriate level. Newly Qualified Social Workers (NQSWs) have a protected caseload so that they can undertake the NQSW development programme and on completion of that programme they will be supported to undertake an Early Professional Development programme to consolidate their learning. Once this has been completed, practitioners will be entitled to be considered for Level 3, social worker status via a Progression Panel. In order to become senior social workers, practitioners will be encouraged and supported to complete the main elements of the core curriculum and to undertake a suitable specialist post-qualifying programme of study in social work theory and practice, in preparation for undertaking a higher specialist award, which is required to become eligible for further progression to the role of an Advanced Practitioner, as either a Principal or Consultant Social Worker. 12. Resources The financial and staffing resources available to Children’s Social Work and Psychology Services are shown in Appendix 2. The control of budgets is undertaken by managers at every level of the service, supported and monitored by the senior manager for Business Support and Administration Services (BSAS) along with a link Finance Officer. Expenditure and forecasting is undertaken at a monthly meeting of senior managers following scrutiny by the link Finance Officer and senior manager for BSAS with the Head of Service. This includes challenge to significant variances from the budget plan. The Service is subject to regular audits to ensure compliance with standing orders for the control of budgets and to promote value for money. Decisions about recruiting to vacant posts are subject to scrutiny by the senior manager for BSAS and the link Finance Officer to ensure the request is in line with the establishment and funds are available before sign off by the Head of Service and, for some posts, by the Directorate Leadership Team.


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Consideration of requests for procuring high cost care placements from the voluntary and independent sector are scrutinised by the senior manager for BSAS and the link Finance Officer before discussion with the Head of Service and only brought to DLT for final consideration and decision if the requirements for exploring and trying in house alternatives have been met. Service reviews of Children’s Residential Care and Short Breaks are underway and provision will be market tested in 2013/14 to demonstrate best value (quality and cost). Service reviews will take into consideration the views of staff and the experience of customers/service users and other stakeholders. Research will be undertaken to draw on examples of best practice. Senior managers will explore opportunities to support and build the capacity of voluntary and community groups that provide effective support services to children in need and their families, particularly in relation to advocacy and voluntary support to parents and carers whose children are the subject of child protection plans and disabled children. We will explore joint commissioning and partnership opportunities that optimise the use of resources. We will explore these opportunities with all partner agencies and providers working to improve the life chances of children and young people, particularly with schools to support the educational attainment of vulnerable children and to close the gap between them and their peers. Jack Cordery Head of Service Children’s Social Work & Psychology Services

Risk Log Risk No.

Risk Name Risk Definition Score Planned Actions to Mitigate Identified Risk

W1 Recruitment and retention of suitably experienced and capable social workers

The ongoing challenge to recruiting experienced, permanent social workers in frontline child protection teams is likely to persist until the measures taken have time to grow.

L: 3 I: 4 T: 12

1. Sustain market supplement for frontline practitioners in teams where there is a high turnover, dependency on NQSW and agency staff

2. Sustain the investment in Trainee Social Worker programme 3. Increase the frequency and quality of supervision for frontline

practitioners Q1 Consistency in the

quality of practice Differences in understanding and approach to quality standards may be so deep-seated, along with an over-reliance on newly qualified and agency staff, that variance persists.

L: 3 I: 4 T: 12

1. Continue to set out a coherent and consistent management position

2. Continue to clarify standards and expectations for key practice 3. Continue to implement the Child and Family training in

evidence-based approaches to assessment, planning interventions and measuring outcomes in child protection

S1 A client data base that is fit for purpose

The capacity to maintain and upgrade the client data base to meet requirements is limited.

L: 4 I: 5 T: 20

1. Retain business expertise within the service as liaison to corporate IS

R1 Reduction in budgets Reductions in targeted and preventative resources will increase pressure on already stretched specialist services.

L: 5 I: 4 T: 20

1. Work collaboratively with locality services to prioritise support to the most vulnerable children and young people

2. Explore partnership arrangements with other agencies and providers to secure improved value for money, including traded services.

3. Seek opportunities to support voluntary and community groups providing services to children in need and their families

4. Invest in approaches where there is evidence of effectiveness 5. Monitor activity at the front door closely for early warning signs 6. Monitor the proposed health reforms to contribute to decisions

about changes to resource allocation which may affect particular groups of vulnerable children.

R2 Increase in demand The economic downturn and welfare reforms will increase pressures on already vulnerable families and thereby the demand for specialist services.

L: 5 I: 4 T: 20

1. Provide advice and consultation to voluntary and community organisations that support vulnerable families

2. Provide advice and consultation to universal settings 3. Seek joint funding with others to increase capacity 4. Monitor activity at the front door closely for early warning signs


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Objective

Link to Council/

Directorate Priority

Project/Action Delivery

Date Measure/Target

Responsible Officers

Equality Impact

Assessment

Environmental

Impact

A. LEADERSHIP AND MANAGEMENT A1. Good staff morale and positive momentum of improvement

Corporate Plan 1. Maintain schedule of staff communications 2. Maintain schedule of management seminars 3. Maintain schedule of staff conferences 4. Maintain schedule of team visits

March 14 March 14 March 14 March 14

Self-reported and positive staff feedback Positive appraisal reviews

J Cordery S Wood Y Yates B Davies G Goodier M Owen J Hampton D Roose K Dale

Fulfils duty of care to staff – no negative impact

N/A

A2. Confident and competent staff achieving a high level of consistency in practice quality standards

Corporate Plan 1. Sustain capacity for professional development 2. Continue social work supervision training 3. Promote access to evidence based web sites 4. Continue to develop team based learning sets 5. Maintain investment in training in evidence-based approaches to assessment, planning interventions and measuring outcomes

March 14 March 14 March 14 March 14 March 14

Staff satisfaction with development opportunities Improvement in first 5 practice quality standards First 5 quality standards learning sets completed Positive appraisal reviews

M Greenhalgh M Russell S Wood Y Yates D Roose J Hampton B Davies

Demonstrates investment in people – no negative impact

N/A

A3. Stretching PDS appraisal targets

Corporate PDS Policy

1. Set first 5 quality standards for all relevant staff 2. Review and refresh appraisal targets in light of performance in 2011/12 3. Maintain moderation by SMT 4. Implement Contribution Related Pay

May 13 May 13 June 13 and October 13 March 14

All PDS have SMART targets that reflect first 5 practice quality standards Improvement in consistency of first 5 practice quality standards

J Cordery S Wood Y Yates B Davies G Goodier M Owen J Hampton D Roose K Dale M Greenhalgh

Demonstrates investment in people – no negative impact

N/A

A4. Reduced reliance on agency social workers to cover vacancies

Workforce strategy

1. Complete recruitment of Principal Social Workers 2. Maintain Market Supplement 4. Recruit to Consultant Social Worker posts

May 13 March 13 September 12

Reduced turnover of staff in frontline Assessment and CP Teams Reduced number of weeks covered by agency social workers

J Cordery M Russell Y Yates J Ellis

Demonstrates duty of care and investment in people – no negative impact

N/A


2

Link to

Objective Council/

Directorate Priority

Project/Action Delivery

Date Measure/Target

Responsible Officers

Equality Impact

Assessment

Environmental

Impact

B. QUALITY OF THE HELP PROVIDED B1. Children from different backgrounds/needs have the equality and diversity issues are addressed in practice

Improvement Plan

1. Follow up the conference with learning sets 2. Review training materials to ensure that equalities and diversity are embedded 3. Include culturally competent practice in Team Improvement Plans and PDS targets

September 2013 September 13 March 13

Recording of equality and diversity issues improves by 10% Practitioners self-report greater confidence and competence. Case file audits and PQS feedback forms evidence improved practice

M Russell M Greenhalgh S Wood Y Yates B Davies G Goodier M Owen J Hampton D Roose K Dale

Actively addresses issues of equality and diversity

N/A

B2. The Tier 2 CAMHS Service is piloted and evaluated

Improvement Plan

1. Consult on proposals to establish a Tier 2 CAMHS Service 2. Absorb the specialist CAMHS social workers into the ChIN Teams 3. Implement pilot arrangements 4. Review and evaluate the pilots 5. Implement agreed arrangements

March 13 June 13 June 13 October 13 January 14

Integrated assessment and care pathway for children and young people who do not meet the threshold for specialist Tier 3 CAMHS

M Owen L Rentoul

Closes gap in provision to the most vulnerable children and young people – no negative impact

N/A

B3. The new arrangements for pre-birth and parent/baby assessments are in place

Improvement Plan

1. Formulate proposal for a multi-disciplinary pre-birth assessment team 2. Consult with LSCB Executive 3. Negotiate contributions with partners 4. Implement new arrangements

March 13 March 13 April 13 April 13

High level public and other professional satisfaction, including Courts Reduced level of full residential assessments

S Wood

Improves the quality of specialist assessments – no negative impact

N/A

B4. Quality standards in safeguarding

Improvement Plan

1. Maintain the focus on the first 5 quality standards 2. Continue to deliver team

March 14 March 14

Frontline practitioners express greater confidence in producing good quality

S Wood Y Yates B Davies

Improves the quality of safeguarding

N/A


3

practice are consistently adequate or better

based learning sets on the first 5 quality standards 3. Maintain investment in training on evidence-based approaches to assessment, analysis, decision making, planning and measuring outcomes 4. Introduce Signs of Safety risk assessment tool

March 14 June 13

practice The variation in the first 5 quality standards is reduced Shortfalls in quality standards are identified quickly and action is taken to rectify them

G Goodier M Owen J Hampton D Roose K Dale M Russell M Russell

practice to the most vulnerable children and young people in Cornwall – no negative impact

B5. Successful Pathfinder for disabled children

Directorate Plan

1. Introduce the single assessment and plan for children with SEN and disabilities 2. Increase direct payments by a further 15% 3. Trial personal budgets, review/evaluate and roll out 4. Identify a disabled children’s champion in each Locality 5. Appoint a 0.5FTE disabled children’s social worker in each ChiN Team

March 13 March 14 September 13 September 13 June 13

Increased direct payments And personal budgets are increasingly used by disabled children and their families and by disabled young people Practitioners in Localities and ChiN Service express greater confidence in working with children with SEN and disabilities and their families

Y Yates M Owen

Improved services to children with learning difficulties and disabilities – no negative impact

N/A

B6. Children subject to child protection processes will have access to advocates and the parents/carers of children subject of child protection plans will have access to the support of a volunteer

Improvement Plan

1. Negotiate a pilot with Volunteer Cornwall to provide advocates and volunteers 2. Implement the pilot 3. Review and evaluate the pilot 4. Tender the new service offer

March 13 June 13 December 13 February 14

The voice of children and young people in child protection processes are heard and heeded more clearly Parents/carers have a better understanding of the process and a more influential voice The proportion of 2nd and subsequent child protection plans are further reduced.

J Hampton D Roose

Improved services to children/young people and their parents/carers – no negative impact

N/A

B7. The range of short breaks is increased to support more disabled

Improvement Plan

1. Complete the short breaks review 2. Consult with parents and carers

March 13 May 13

Y Yates Improved services to children/young people and

N/A


4

children and their families

3. Bring proposals to SMT and CLG for approval 4. Bring proposals to OSC for agreement and go-ahead 5. Staff consultation 6.Implement new arrangements

June 13 July 13 July 13 September 13

their parents/carers – no negative impact

B8. Increased placement choice for adolescents, especially those with behavioural, emotional and social difficulties

Improvement Plan

1. Complete the review of directly managed residential provision 2. Bring proposals to CLG and ODE Board for agreement 3. Bring proposals to OSC for agreement 4. Consult with staff and trade unions 5. Implement new arrangements

March 13 March 13 March 13 June 13 September 13

D Roose


5

C. PARTNERSHIP WORKING C1. Partners play a key role in the operational delivery of the Multi-Agency Referral Unit

Improvement Plan

1. Fully establish the Multi-Agency Advice Team 2. Appoint to the children’s health specialist post 3. Encourage the consistent use of the LSCB resolving professional differences protocol

March 13 April 13 March14

High level of satisfaction in the quality of service expressed by other professionals Improved information sharing

S Wood

Reduction in inter profess tension that delays support to vulnerable children and their families

N/A

C2. Other professionals express a high level of satisfaction in CSWPS

Improvement Plan

1. Further improve communication and information sharing with referrers 2. Hold regular liaison meetings with key partners 3. Undertake, analyse and report at service level on quarterly satisfaction surveys

March 14 March 14 March 14

Agencies and professionals will be informed about the outcome of their referrals Satisfaction levels above 75% overall

S Wood Y Yates B Davies M Owen J Hampton D Roose K Dale G Goodier

Reduction in inter profess tension that delays support to vulnerable service users

N/A

C3. Service users express a high level of satisfaction in CSWPS

Improvement Plan

1. Share reports to parents prior to meetings 2. Parents and children participate fully in assessments and care planning 3. Undertake, analyse and report at service level on quarterly satisfaction surveys

March 14 March 14 March 14

Raised performance in sharing reports with parents prior to meetings Audits evidence the child’s voice, wishes and feelings Satisfaction levels above 75% overall

S Wood Y Yates B Davies J Hampton D Roose G Goodier

Vulnerable service users will feel part of the process and the formulation of the solution to the problem they face

N/A

C4. Improved collaborative working between children and adult services

Improvement Plan

1. Embed the use of the new joint working protocols 2. Refresh Think Family approaches

March 14

Improved information sharing Increased contributions to assessments

S Wood Y Yates B Davies M Owen J Hampton D Roose

Children and vulnerable adults will be safeguarded effectively

N/A


6


7

D. SUPERVISION AND PERFORMANCE MANAGEMENT D1. The quality of supervision will improve further

Improvement Plan

1. Appoint to remaining PSW posts and maintain availability of supervision training to all new supervisors and supervisees 3. Introduce critical reflection toolkit for supervisors 4. Senior managers will audit supervision records

June 13 June 13 March 14

Fortnightly supervision for frontline social workers Supervision records will evidence challenge and direction Evidence of professional scepticism in assessing the impact of neglect and abuse on the child

M Russell M Russell S Wood Y Yates B Davies M Owen J Hampton D Roose

Staff will feel better supported and feel more resilient to the pressures of the job – duty of care and no negative impact

N/A

D2. The greater focus on quality standards in QAPM will be maintained

Improvement Plan

1. Implement the finding of the Ofsted inspection of the arrangements for child protection 2. Increase the number of peer manager file audits 3. Improve the consistency of judgements made by QA officers in PQS feedback to practitioners 4. Apply QAPM processes to other areas of practice.

September 13 June 13 June 13

A further improvement in the first 5 practice quality standards and reduced exceptions Improved consistency in the quality of practice Self-reported confidence and competence among front line practitioners

S Wood Y Yates B Davies M Owen J Hampton D Roose K Dale

Improved safeguards to the most vulnerable children and young people in Cornwall – no negative impact

N/A

D6. Evidence of best value

Corporate budget plan

1. Reduce the number of residential care placements in favour of family placements 2. Promote family and friends (connected persons) care as an alternative to LA care 3. Prioritise recruitment and retention of in-house foster carers 5. Scrutinise requests for high-cost agency placements at DLT 6. Research opportunities for improving VFM in procurement of care

September 13 March 13 March 14 March 14 June 13

Reduced unplanned teenage admissions to residential care Family Plus Team in place Net increase of in-house fostering placements Reduced agency residential placements

S Wood Y Yates B Davies M Owen J Hampton D Roose G Goodier

Privacy and right to family life

N/A


1

Performance Data Appendix 1


2

Performance Data Appendix 1


3

Appendix 2 Resources: Staffing Establishment

Head of Service 1 Referral and Assessment Service Senior Manager – Social work Contact, Referral & Assessment 1 Multi Agency Referral Unit Team Managers 1 Principal social worker 1 Social Workers 1 Social Workers 4.8 Contact Workers 7.5 Assessment Teams (4) Team Managers 4 Principal Social Workers 4 Senior Social Workers 3.8 Social Workers 19.4 Trainee Social Workers 2 Teylu Pre Birth and Family Assessment Service Team Manager 1 Social Workers 2 Consultant Social worker 1 Senior Social Worker 1 Support Workers 9 Waking Night Care Assistants 1.5 Children in Need Service Senior Manager Children in Need 1 Children in Need Teams (6) Team Managers 6 Senior Social Worker 4 Social Workers 8.2 Youth Support Workers 12 Family Support Workers 12 Crisis Support Service Team Manager 1 Senior Crisis Support Workers 3 Crisis Support Workers 18 Family Group Conference Project FGC Project Manager 1 FGC Co-ordinators 10 Youth Offending Service Senior Manager 1 Youth Offending Teams (2) Team Managers 2 Youth Offending Officers Youth Offending Assistants Parenting Workers 2 Victim Support Workers 2 Nurse specialist 1.6 Disabled Children and Therapy Service Senior Manager 1 Team Managers 3 Development Occupational Therapy Lead 1 Short Breaks Development manager 1 Principal social workers 3 Senior Social Workers 2 Social Workers 16.8 Occupational Therapists 6 Co-ordinators 1.6 Direct Payment Officers/admin 4 Community Support Assistant Managers 3 Disabled Childrens Support worker 15.3


4

Residential Short Breaks Service Service Manager 1 Centre Managers 5 Deputy Centre Managers 8 Senior Residential Workers 2 Residential Centre Workers 52 Care Assistants and Night Care Assistants 20 Ancillary Staff 7.8 Business Support and administration service Senior Manager – Business support and administration 1 Business Support Staff Social Work Team Manager 1 Senior Support Officers 7 Business Support Officers and Performance data officers 11 Business Support Assistants 5 Finance administrators 7.2 Team Administrators 27.5 Admin Assistants 74 Residential & Short Break Administrators 6.5 Children’s Psychology Service Senior Manager 1 Senior Educational Psychologists 3 Educational Psychologists 16.2 Trainee Educational Psychologists 4 Autism Advisors 3 Autism Support Workers 4 Early Support Development Co-ordinator 1 Early Support Co-ordinators 2.2 Early Support Workers 3 Scallywags Senior EP 1 Scallywags Workers 11 Early Years Senior Locality SENCOs 6 Early Years SENCOs 5.4 Senior Portage Workers 2 Portage Workers 4.25 Early Years Autism Workers 5.86 Early Years Autism Co-ordinator 1 Consultant Lead Clinical Psychologists 1 Specialist Clinical Psychologists 2.8 Consultant Child and Adolescent Psychiatrist 0.2 Art Psychotherapist 0.8 Clinical Psychologist 0.6 Assistant Psychologist 0.5 Drama Therapist in Training 0.4 In-reach Nurses 2 Jigsaw workers 12 CAMHS Senior Social Worker 1.6 CAMHS Social Workers 4.2 Children’s Specialist Social Work Service Senior Manager Specialist Social work 1 Service Manager Children in care and contact service 1 Child in Need of Protection Teams (6) Team Manager 6 Principal Social Workers 6 Senior Social Workers 14 Social Workers 32.6 Trainee Social Workers 2 Children in Care Teams (2) Team Manager 2 Principal Social Workers 2 Senior Social Workers 7 Social Workers 11.5 Trainee Social Workers 2


5

Specialist Family Contact Service Team Manager 1 Senior Contact Workers 3 Contact Workers 24 Children in Care and Care Leavers Service Senior Manager Children in Care & Care Leavers 1 Adoption and Permanence Service Service Manager 1 Principal Social Workers 4 Consultant Social Worker 1 Social Workers 4 Social Workers 6.3 Targetted Youth worker 1 Family Support worker 1 Life Story co-ordinator 1 Recruitment & Marketing Officer 0.5 Family Placement Service Service Manager 1 Assistant Team Manager 1 Principal Social Workers 4 Senior Social Workers 4 Social Workers 16.6 Family Placement Workers 10.3 Family Placement Risk Officer 1 Recruitment & Marketing Officer 0.5 Residential Service Service Manager 1 Children’s Home Managers 5 Senior Children’s Home Worker 12 Children’s Home Workers 38.5 Ancillary Staff 4.4 16 Plus Service (Leaving Care Team) Team Manager 1 Principal Social Worker 2 Senior Social Workers 2 Social Workers 7.4 Personal Assistants 8 Housing Officer 1 Outreach Service Team Manager 1 Senior Outreach Worker 3 Outreach Workers 18 Quality Assurance & Safeguarding Unit Senior Manager Quality Assurance & Safeguarding 1 Assistant Safeguarding Managers QA 2 Principal officers Cp and Review 10 Local Safeguarding Children’s Board Safeguarding development Manager 1 LSCB Training Manager 1 CSF Safeguarding officer 1 LSCB Business Manager 1 LCSB Administrator 1 LCSB Training Administrator (Temp) 1 Business Support officer/administrators 3 Child protection administrators 9 Principal Child and Family Social Worker Principal Child & Family Social Worker 1 Principal Social Worker (Practice educator) 1 Practice Educators 4.6 Co-ordinator for Specialist Social Work Training and administrators 3

Resources

Inflation/Growth Cuts

2012/13 2012/13 2013/14 2014/15 2015/16

Original Revised £m £m £m £m £m £m £m 182001 - SLT Budget increase due to the absorption of part of the SENDI Management Team 0.548 0.690 0.702 0.702 0.718 0.732 182002 - Social Work Business Support CSWPS Business Support budget increase due to the absorption of the SENDI Service and the Transfer of KMT Budget from the CQP Service 2.750 3.402 3.488 (0.342) 3.128 3.197 3.268

18220D - Children in Care Services Reduction in budget due to the Short Break respite service being transferred to the Disabled Childrens & Therapy Service the transfer of Crisis Support to the Children in Need service and the transfer of Family Contact Workers to the Specialist Childrens Social Work service . This is off-set with the transfer of Adoption Unit/LAC Individual Payments and CICESS from Childrens Psychology Service (Formerly the Children in Care function) 22.399 20.780 21.174 21.195 21.622 22.054 18230D - Specialist Children's Social Work ServiceBudget increase due to the transfer over of the Children in Care Permanance Teams from Childrens Psychology Service (Formerly the the Children in Care function) and the transfer of Family Contact Workers from Children care services. This is off-set with the transfer of Residence & Special Guardianship from Specialist Childrens Social Work service to Children in Care services 4.746 6.336 6.456 (0.327) 6.149 6.293 6.441 18240D – Children’s Psychology Services: Budget decrease due to the transfer of Adoption Unit/LAC Individual Payments and CICESS from Childrens Psychology Service (Formerly the the Children in Care function) offset with the absorption of the Inclusion Support function from the SENDI Service 4.023 2.151 2.199 (0.208) 1.997 2.052 2.109 18250D - Safeguarding Children Standards Unit Budget Increase due to the creation of the Child protection Admin team transferred from Business Support 0.993 1.297 1.325 (0.100) 1.225 1.254 1.284


1


2

18251D - Contact Referral and Assessment Social Transfer of the Family Assessment Unit function from the Children in Care Service to the CRA Service and the Re Design of the CRA Social Worker Teams Work Service 2.835 2.779 2.829 2.835 2.894 2.953

18260D - Training Unit [Social Work] 0.429 0.430 0.444 0.445 0.461 0.477

18270D - Children in Need Services Budget incease due to the creation of the new Children in Need Service and the transfer of the Crisis Support function from Children in Care services 0.000 2.377 2.422 2.426 2.476 2.526

18280D - Disabled Children's Services Increase in budget due to the absorption of the Disabled Childrens Service from the SENDI service and the transfer from the Children in Care heading of the Short Breaks Respite service. 0.000 8.255 8.366 8.436 8.619 8.808 TOTAL NET BUDGET 38.723 48.496 49.407 (0.977) 48.540 49.585 50.651 38.723 48.496 48.541 49.585 50.651

Prepared by: Jack Cordery Job Title: Head of Children’s Social Work & Psychology Services Directorate: Children, Schools & Families Date: February 2013 If you would like this information in another format please contact: Cornwall Council County Hall Treyew Road Truro TR1 3AY

Telephone: 0300 1234 100 or Email: [email protected]

mailto:[email protected]


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Children’s Social Work and Psychology Services · Children’s Social Work and Psychology Services . Service Improvement Plan 2013-14 . 1. Mission and Values. ... Article 6: Survival