Every Child Matters Improvement Programme 2009-2012

Integrated Working In Localities ProjectPhase 2 – 2009-2010

October 2009 update

Contents

• Background – Safeguarding Improvement Programme

• Integrated working in Localities• Integrated processes (enabler)• Workforce Reform (enabler)

Background

• APA Assessment – safeguarding graded as inadequate• Safeguarding Improvement Programme 2008

– PFA1: Allocation of social workers

– PFA2: Early intervention

– PFA3: CAF, NAF, LAC & CP systems

– PFA4: Performance management

– PFA5: Reduction in no. looked after children

• Key outcomes:– Key targets met

– APA rating increased to adequate

– Improvement notice lifted

Safeguarding Improvement Programme 2009

The vision for Safeguarding IN Salford:

‘To provide a range of modern, multi-agency support and protection services that are easily understood by all agencies and the general public, are accessible and that most importantly achieve positive outcomes for all children and families who need to use them’

Integrated working in localities

Objective:

To create accessible integrated services for children, young people and families that are located within their communities; that link seamlessly with universal services where additional need is identified, and also with specialist services delivered on a city wide basis.

Key components:

•Improved model of seamless services for integrated delivery;•Clearly defined operational policies and procedures;•Robust inter-agency governance and accountability;•Appropriately resourced and skilled workforce;•Appropriate facilities to house integrated services in suitable locations;•Robust performance management systems with clear lines of accountability;•Marketing and communications plan.

Key principles behind the model

A system that:

• Keeps children safe• Maintains or improves upon current key performance indicators • Delivers a single business process• Delivers consistency across the teams• Accommodates new designation of worker (Think Family, BEST,

BIT, Sure Start)• Supports a one door approach to service delivery• Augments the CAF and FAM process and the requirements of

NAF • Delivers best practice and outcomes for children and families.

‘To be’ Model – A depiction of which services make up Locality Teams in the future

SHA

GMP

HV

Youth Centres

Locality Information

officers

Connexions

Childrens Centres

Early Support

+ Portage

Young Carers

BEST

TPT

Social Care

FAM Co-ordinators

Family Support Workers

EPS

Incredible Years

Webster Stratton

Salford Families

CAHMS

BIT

Parent Support Advisor

PAYP

EWO

YISP

ASSFAM

Think FamilyWorkers

SMART

Early Years

D&I

CrisisTeam Speech

+Lang

Midwivery

Targeted youth support

Detached youth

worker/projects

Parent Support worker

TAS

GPs

Fire Service

Salford Foundation

Early Years

School

ProbationC&CP

Cornerstones,

Residential Services

LAC

YOS

DAAT

Housing

Extended Schools Clusters

Key

Locality (Physically located)

Locality (Virtual team)

Citywide (Improved links)

‘To be’ model-work in progress• Services consulted and work underway to integrate into locality teams;• New management structures being defined;• Integrated Governance and Accountability systems being developed at

operational and strategic levels (neighbourhood, locality and citywide);• S17 Child In Need work being undertaken within locality teams by

qualified social workers;• Procedures in place to support workflow between universal services,

s.17/D&I, Courts Child Protection, other specialist services and locality teams (based on continuum of need);

• Performance management processes in place and developing to support work of locality teams (measuring output and outcome);

• Appropriate accommodation identified for 3 teams-4th in progress;• Workforce review underway.

Risks • Identifying long term suitable accommodation;

• Maintaining communication and keeping staff informed across the directorate of developments;

• Maintaining current performance under Carefirst/Integrated Children’s System;

• Resistance to change;

• Size and complexity of the change;

• Duplication of services where there is geographical overlap;

• Services provided by range of neighbourhood settings may be duplicated, conflicting or missing opportunities for collaborative working;

• Information sharing between services in Locality Teams may not be possible due to data protection issues and access to systems that support services;

Integrated ProcessesProject objectives:• To put in place all necessary systems and technology to support

the effective and efficient operation of the CAF process • To implement any outstanding ICS 1a and 1b requirements and

ICS 1c requirements• Conduct a thorough appraisal of our ICS implementation to date

and implement any potential improvements identified

Will lead to:• Ease of access to services through CAF• Co-ordination of services & partnership with families through FAM• Early identification of children in need, quick access to support• Early identification of children who can’t be supported at home

and need protection intervention

What is coming up…

eCAF• New secure upload page to send documents supporting referrals

to children’s social care (achieved September)• Routine production of CAF & FAM scorecards to commence• Purchase and implementation of eCAF system

ICS• Final report from OLM’s review of ICS implementation to be

presented early September• Review to be used as launch pad for development of an ICS

improvement plan in line with DCSF’s recent change in approach to ICS

• Improvement plan to be implemented

Workforce Reform

• Enable the creation of an appropriately structured and staffed safeguarding function that is effectively trained and has access to skill development

• Establish a workforce development strategy/framework that supports the delivery of the programme outcomes and provides a structure for the delivery of workforce related outputs of other project

• Establish a performance management framework at all levels

• Enable the delivery of workforce plans produced by other projects

Workforce Project highlights

• An agreed workforce development strategy/framework action plan this comprises of:– Workforce planning

– Recruitment and succession planning (talent management)

– Development and retention,

– Leadership and management of new ways of working

– Identification of key priorities and organisational purpose

• Proposal for Strategic Workforce Development Group (links to C&YPPB) agreed

• New recruitment strategy for Social Workers implemented• Integrated working in localities task and finish group set-up

(workforce reform)

THANK YOU and QUESTIONS