Presentation on theme: "Niki Clemo Service Director – Children’s Social Care Cambridgeshire 14 December 2011."— Presentation transcript:
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 Delay in court proceedings / multiple requests for expert reports. ICS!
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
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.
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.
The Response Over-whelming support from front-line staff Members, CEX and DCS all on board Identified transformation funding Commissioned MLA to support transformation.
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
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
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
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.
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
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 16 th – first 5 day induction Jan 23 rd - first 4 units go live Evaluation – partnership with CLAHRC.
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
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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