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!