niki clemo service director – children’s social care cambridgeshire 14 december 2011
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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 16th – first 5 day induction Jan 23rd - 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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