Initiatives linked to the social work strategy

Transcription

1 Initiatives linked to the social work strategy The following piece of work was carried out as part of the three year implementation plan from of the Social work strategy. The social work strategy team embarked 0n a scoping exercise to identify initiatives already taking place within health and social care that were aligned to the objectives of the Social Work Strategy. Outlined below are a number of responses received that highlight the work taking place in a range of health and social care settings which support the social work strategy themes to strengthen the capacity of the workforce; improve social work services; and build leadership and trust within the social work profession. Outlined below are just a number of the initiatives that are currently taking place within health and social care. This document will remain open and if you have additional initiatives within your organisation that you would like to share in this study, please forward them to socialwork.info@hscni.net. Contact information has been provided for each of the leads of the listed initiatives - if requesting more information the lead contacts should be contacted directly.

2 children s services older people and primary care mental health learning disability physical disability/visually impaired acute care long-term dementia training and learning development social care governance/quality other 1.0 re-profiling of CAMHS services Maura Dargan NHSCT Maura.dargan@northerntrust.hscni.net description of initiative Re-profiling service to introduce skill mix, also a demand and capacity management system to deliver an effective, efficient service with more streamline referral and care pathways. strategy Relates to: Strategic Priority 2 Building Capacity /Meeting Demand. This re-profiling introduces a robust service level of user involvement Young Person and Parental Engagement Forums being regionally coordinated by HSCB, Northern Trust families included tel: planned outcomes 1. Streamline referral Pathways via SPOC for all Step 2, 3 and 4 CAMH referrals. 2. Potentially streamline further by exploring potential to develop SPOC to include other services meeting the emotional health and well-being needs e.g.

3 planning model within the context of rising demand to improve the service for children/carers. ASD services; Family Centres; CDC 3. Implement CAPA or similar 4. A consistent service across Trust areas by reprofiling staff group introducing skill mix measures of success: SPOC in situ CAPA Introduced Service realigned 2.0 Programme Approach to Day Care focusing on promoting independence. Four twelve to Sixteen week programmes depending on need), with a focus on positive outcomes for service users. Cost effective approach for Trust as more service users can access relevant programmes to meet their assessed needs. Brian Serplus - NHSCT brian.serplus@northerntrust.hscni.net tel:

4 Development of a link worker role to ensure service users are signposted to relevant agencies prior to programme ending. description of initiatives Steps Programme The STEPS programme (Stepping Towards Enhanced Postural Stability) level of user involvement On-going engagement with service users planned outcomes Help prevent falls and fractures through an exercise and education programme. Promote independent living. timeframe Twelve to Sixteen week programme. review date On-going feedback/review from service users. measures of success Positive outcomes and feedback from service users. 2.1 Programme Approach to Day Care focusing on promoting independence. Four twelve to Sixteen week programmes depending on need), with a focus on positive outcomes for service users. Cost effective approach for Trust as more service users can access Brian Serplus - NHSCT brian.serplus@northerntrust.hscni.net tel:

5 relevant programmes to meet their assessed needs. Development of a link worker role to ensure service users are signposted to relevant agencies prior to programme ending. Health and Well -being programme level of user involvement planned outcomes timeframe On-going engagement with service users Raise awareness about a range of health and wellbeing issues. Twelve to Sixteen week programme. review date Provide information to promote healthy living. On-going feedback/review from service users. Enable service users to make informed decisions regarding their health. 2.2 Programme Approach to Day Care focusing on promoting independence. Four twelve to Sixteen week programmes depending on need), with a focus on positive outcomes for service users. Cost effective approach for Trust as more service users can access relevant programmes to meet Brian Serplus - NHSCT brian.serplus@northerntrust.hscni.net tel:

6 their assessed needs. Development of a link worker role to ensure service users are signposted to relevant agencies prior to programme ending. Positive Living Programme level of user involvement planned outcomes timeframe On-going engagement with service users Develop techniques to enable service users to manage stress. Twelve to Sixteen week programme. review date Improve social interpersonal and communication skills. On-going feedback/review from service users. Engage service users in new interests, leisure pursuits and networks within their local community. measures of success Positive outcomes and feedback from service users.

7 2.3 sharing memories building communities description of initiative Brian Serplus - NHSCT level of user involvement brian.serplus@northerntrust.hscni.net tel: planned outcomes timeframe Creative Reminiscence. The Sharing Memories Building Communities initiative is provided by The Reminiscence Network (RNNI) in partnership with The Northern Trust, funded by the Big Lottery, Reaching Out Connecting Older People Programme. The project aims to benefit older people with disabilities in the NHSCT area by providing them with the opportunity to take part in creative reminiscence sessions in day centres. Multi-sensory approach used to engage service users. To improve memory building through reminiscence sessions. measures of success Feedback from service users. Reduction in reliance on statutory support services. Twelve to Sixteen week programme designed to meet individual and group needs. review date On-going feedback/review from service users. strategy Relates to: Strategic Priority 6. Promoting effective partnership, strengthening integrated working.

8 3.0 lung cancer support group (Facilitated by Hospital Social Worker Jackie Cassidy) description of initiative Lung cancer support group facilitated by oncology HSW and Macmillan lung cancer support nurse. The ethos and purpose of the support group to empower and gain service user s views are in keeping with the regional drive to promote personal and public involvement in service delivery. strategy Relates to: Strategic Priority 3 Adding Value, Delivering Outcomes by focusing on a culture of continuous improvement and evidencing outcomes and learning from practice. Strategic Priority 5 Person Centred Services, Flexible working as there is a focus on service users and carers determining how they wish to be supported. Anita White level of user involvement The support group is led by the service users, from setting the agenda to supporting each other by providing practical advice and creating an informal support network. Service users promote survivorship and are viewed as experts regarding care planning, a principle which underpins TYC. recommended anita.white@northerntrust.hscni.net tel: planned outcomes Positive outcomes and feedback from service users. measures of success Service User Evaluation Evenings. Timeframe On-going, group meet first Thursday of every month. review date On-going monitoring and review of service.

9 3.1 Anita White/Caroline McGonigle description of initiative HSW linked with Trust Corporate information to develop a daily electronic list of service users known to community professionals. Information on EPEX and SOSCare was cross referenced with the H&C number to inform hospital and community staff of the service user s admission and location of hospital ward. This list has triggered a protocol between HSW and community professionals to facilitate timely assessment and person centred planning. This protocol reduces duplication and shortens length of stay for service users and facilitates compliance with PFA targets. strategy level of user involvement Service users were not involved in the development of this project. planned outcomes To promote a partnership approach to person centred planning. Streamline bureaucracy for service users and social workers. measures of success Positive feedback and outcomes for service users. Increase compliance with PFA targets. tel: or Timeframe On-going review date Reviewed quarterly at the Acute/ Community Interface meeting.

10 Relates to: Strategic Priority 6 Effective partnership arrangements, strengthening integrated working. 4.0 development of a person centred assessment tool based on NISAT with aide memoir in CMHTOP and memory assessment service description of initiative To improve the service user experience through their personal journey with dementia To facilitate diagnosis and holistic assessment of need through the mental health older people pathway strategy SP 3 Adding Value, delivering Karen Harvey level of user involvement The tool was devised in partnership with service user, carers and multi-disciplinary staff, led by social work practitioner. A questionnaire is being devised to distribute to service users and carers to gain feedback on their experience and to measure the usefulness of recording using the NISAT and aide memoir and ensure the quality of recording is effective for the purpose karen.harvey@northerntrust.hscni.net tel: planned outcomes Involve service users in giving feedback about their individual care and/ or feedback about service improvement and promote integrated working Improve the assessment and diagnosis of people presenting with memory difficulties through an aide memoir developed to support the use of the NISAT tool in memory assessment timeframe Development of assessment tool and evaluation questionnaires and semistructured guidance Implementation of revised tool December 2013 Jan - April 14

11 outcomes Develop tools to evaluate the outcomes of social work practice Builds on SW s capacity to undertake audit/evaluation in the workplace SP 4 Developing Expertise, supporting accountability Review practice reporting requirements and opportunities to streamline processes and minimise duplication SP 5 Person centred services, flexible working Examination of different ways of providing services including use of technology information was gained i.e. to assist in the diagnosis of dementia. service. The aide memoir will prompt staff to ensure the relevant information is collated in order to complete a memory assessment. This information is utilised electronically and can be forwarded on to community Mental Health Team Older People if onward referral is required thus reducing duplication. It is anticipated this will enhance service user experience as feedback historically has been negative in this area as people have to relate the same information each time they meet another professional. questionnaires Outcome of evaluation Throughout April 14 May 14 Recommendations May 2014 Share learning review date Review monthly - Planned throughout 2014 From June onwards Promote person centred and inclusive approaches in assessment SP- 7 Promoting high standards, managing risk Explore ways of supporting measures of success Improved service user experience throughout their personal journey with dementia

12 professional judgement including the use of standardised assessment and diagnostic tools which are informed by appropriate evidence Streamline information gathering and reporting mechanisms to ensure relevant information is gathered efficiently and effectively and is available in a useful format SP 9 Promoting trust fostering understanding Promote and implement initiatives that showcase and promote the positive contribution of SW to people s lives, involving service users Service user feedback to improve the quality and usefulness of recording using the NISAT and aide memoire Analysis of the quality of information gathered That the quality of recording supports good practice and is effective for the purpose information was gained i.e. to assist in the diagnosis of dementia Audit of the quality of IT infrastructure supporting the assessment process An assessment that can be shared and updated reducing the need for duplication 5.0 Team leader development and succession planning description of initiative Phil Hughes level of user involvement phil.hughes@northerntrust.hscni.net tel: planned outcomes Timeframe Develop and support social workers To strengthen social work at On-going, as required.

13 to apply for and secure team leader posts within mental health directorate. Has enabled appointment of further social workers into adult mental health teams strategy Relates to: Strategic Priority 2 Building capacity, meeting demand. Strategic Priority 3, Adding Value Delivering outcomes. Strategic Priority 4, Developing Expertise, supporting accountability. Strategic Priority 7, Promoting standards, managing risk. Strategic Priority 8, Leading the profession, managing practice. senior practitioner and Team leader level within the Mental Health Directorate. measures of success 2 additional Social workers have obtained Team Leader posts. 2 Senior Practitioner posts are to be appointed to assist with safeguarding. Band 7 post to be appointed in relation to SAIs. review date Reviewed every three months at Professional Issues forum. Development and succession planning workshops to be extended to social workers in Learning Disability and Physical Disability Services.

14 5.1 supporting the implementation of PSS training strategy description of initiative NISCC is supporting the implementation of this strategy through working with key stakeholders. Strategy contains targets for training and includes targets regarding both management and leadership strategy STRATEGIC PRIORITIES Strengthening the capacity of the workforce Developing expertise/supporting accountability: support the development of professional expertise and the individual accountability of social workers. Improving social work services Patricia Higgins. level of user involvement NISCC is coordinating the approach to the implementation of the PSS Strategy on behalf of the DHSSPS. NISCC has established a representative group to oversee the implementation, namely the PSS Strategic Implementation Group. Patricia.higgins@niscc.hscni.net tel: planned outcomes timeframe To focus on leadership & management targets, undertake/complete baseline audits on qualifications profiles of social workers and social care workers across all sectors. To provide information on training opportunities available for social workers and social care workers including multidisciplinary and multi-agency working. To provide information to the sector on learning and development opportunities and progress towards the implementation of the PSS Strategy. measures of success Information will be made available to employers and NISCC registrants on learning The Strategic Implementation Group will continue to meet on a quarterly basis to oversee and progress work on the targets. This is being undertaken by means of engagement through specific work streams or working groups. An action plan will be drafted for the period. review date This work is on-going and will be regularly reviewed and monitored by the PSS Strategic Implementation Group.

15 Promoting effective partnerships/strengthening integrated working: support partnership approaches in practice and service delivery and effective multidisciplinary and inter-agency working Building leadership and trust Leading the profession/managing practice: build management capacity and foster the development of a community of professional leaders and development opportunities. Information on the qualification profile of the social work and social care workforce will be collated. Multi-disciplinary & multiagency training across sectors will be identified. Leadership & Management training opportunities will be identified and promoted and data collated on achievement of training & learning opportunities. 5.2 review of the degree in social work description of initiative Patricia Higgins level of user involvement Patricia.higgins@niscc.hscni.net tel: planned outcomes Timeframe NISCC 5 year review commencing in the autumn will look at training of social work students in preparation for future service delivery. E.g. TYC There has been engagement with a range of stakeholders across degree course providers, agency employers, designated practice To ensure that social work qualifying education continues to meet NISCC standards, remains fit for The Review will report in April An action plan will be agreed to implement the recommendations of the review by

16 social work in adult services. strategy Areas examined during the review include partnership arrangements, service user and carer involvement, the selection process, the curriculum, practice learning opportunities, readiness to practise and meeting NISCC standards. STRATEGIC PRIORITIES Strengthening the capacity of the workforce learning providers, practice teachers students and service users and carers. purpose in the current period and into the future with the changing landscape of social care provision Measures of success The Degree in Social Work meets NISCC standards under the NISCC Quality Assurance Framework, meets the needs of employers expressed through feedback from employer agencies and partnerships and prepares newly qualified social workers as competent and confident practitioners. September 2014 and work priorities will be identified. Work will be undertaken on agreed priorities between September 2014 and March 2015 review date An Implementation Team will monitor and review progress on the action plan Adding value/delivering outcomes: promote a culture of continuous improvement and a focus on demonstrating the outcomes and learning from practice; and Developing expertise/supporting accountability: support the development of professional expertise and the individual accountability of social workers.

17 Improving social work services Promoting effective partnerships/strengthening integrated working: support partnership approaches in practice and service delivery and effective multidisciplinary and inter-agency working 5.3 reform of post qualifying framework Marian O Rourke Marian.O Rourke@niscc.hscni.net tel: description of initiative Programme of work to reform PQ framework- to become a professional development framework. More closely aligned with in-service training. Framework focuses on consolidation, specialist and leadership pathways. Work underway to link new in-service first line manager training to the framework. strategy: Strengthening the capacity of the level of user involvement The Steering Group includes representation from the PQ Partnership (includes all of the social work employers across all sectors, educators, commissioner and the professional body), the Participation Partnership, the OSS, and Council. planned outcomes -A CPD Framework for social work linked to registration with standards for PRTL -A badging/recognition system for in-service programmes -A credit system that can lead to achievement of professional awards -A better skilled and knowledgeable workforce -An enhanced community of leaders in social work measures timeframe March 2015 review date April 2015

18 workforce: The programme of reform of post qualifying education and training and the development of Professional in Practice as the continuous professional development framework for social work provides all of the social work workforce throughout their career with a structure for their learning and development. Based on and assessed against the national occupational standards for social work, PiP provides recognition and gives credit for evidence based outcomes, thus building confidence in competence. PiP will be linked to registration and therefore enhances professional accountability. Professional in Practice launched Structures and systems in place Improved engagement of workforce in CPD framework Improved qualification profile of social work workforce Building leadership and trust: The development of PiP will encompass the existing professional awards, including the Leadership & Strategic Award. A range of approved leadership provision supports the development of a community of professional leaders.

19 5.4 leadership and management training in adult and children s services description of initiative training for social work managers, senior practitioners and senior managers strategy strategic priority 8: Leading the Profession, Managing Practice Karen O Brien level of user involvement N/A Karen.obrien@westerntrust.hscni.net tel: planned outcomes Timeframe Develop professional leadership Effective succession planning and promotion of social work management as an attractive career measures of success Increase in social workers aspiring to management. Increase in competent confident managers who ensure high standards of social work practice. review date Annually 5.6 workshop in adult mental health Kieran Downey Kieran.downey@westerntrust.hscni.net description of initiative Strengthen social work role, assessing current role and function level of user involvement planned outcomes - strengthen leadership - build workforce Timeframe Two years

20 of social work in mental health. strategy Valuing the workforce, building confidence and capacity, meeting demand. Adding value, delivering outcomes measures capacity review date 6monthly 5.7 strengthening the capacity of the workforce Description of initiative Model of group supervision in education welfare service teams How it relates to the social work strategy Group supervision alongside one to one supervision as a model of practice in EWS has: Helped support social workers and social care staff in EWS to feel valued and confident to do the job expected of them. It promotes collective/shared learning and promotes the development of team support Margaret Brady Level of user involvement Develop a survey questionnaire for taking service user feedback in relation to their experience of EWS Margaret.brady@neelb.org.uk Tel: Planned outcomes More effective leadership of teams Professional judgements and decision making enhanced Consistency across teams in terms of practice and decision making Greater capacity within team as model works well with SCIE Case Weighing approach to ensure speedier turn-around of cases Measures of success Timeframe On-going Review date December 2014 April 2015

21 Group supervision helps develop strong professional leadership to support and empower social workers to deliver an effective social work service with Senior EWOs taking a lead in developing and delivering the supervision model. Senior EWOs work closely with their staff in identifying themes and issues arising from case work that may be best explored in the context of group supervision. This promotes management consistency in of the team and ensures staff are full participants in decision making process. Reduced number of unallocated referrals EWS having shorter and more focused periods of intervention with service users Improved school attendance/ attainment levels Group supervision allows for a collective and joined up approach to the management and delivery of services based on service user needs and the best use of resources. Group supervision promotes learning and development through the sharing of information and knowledge and promotion of good practice.

22 5.8 deputy chief education welfare officer. Description of initiative Maxine Devenney level of user involvement Tel: planned outcomes timeframe Development of deputy chief education welfare officer regional post for training and professional development F/T How it relates to the social work strategy EWS will for the first time be in a position to ensure consistency in approach to professional learning and development for EWS staff. This sits comfortably within the Social Work Strategy which highlights the importance of professional development in ensuring a better quality service and ultimately more effective interventions with service users Service users will be asked to comment on their experience of service delivery and interventions through use of an evaluation tool which will be developed and used in EWS interventions with individual cases Consistency across all ELBs in relation to staff development Analysis of staff training needs in EWS across all ELBs Development of regional infrastructure for promoting post qualifying training Continued development of practice teaching and other established developmental initiatives in EWS Staff who are in AYE subject to more consistent and robust support regionally Post agreed by June 2014 review date June 2015 Targeting resources to ensure priority to those staff who are subject to

23 conditions set down in the post qualifying framework Clearer and more consistent involvement with PQ Partnership; Universities and other relevant partners measures Workforce with enhanced knowledge and skills Assessments of service user needs that are timely; analytical; relevant to the needs of service users and robust More focused periods of intervention with service users Improved school attendance/ attainment levels

24 6.0 project to develop a model on reflective practice Marian O Rourke Marian.O Rourke@niscc.hscni.net tel: description of initiative: model of reflective practice being developed for social work practitioners which can be used as a supervision tool strategy: Strengthening the capacity of the workforce: The model for reflective practice can be used by practitioners in any sector or setting and can be used in a practice context or in supervision. The model will help improve the worker s practice outcomes and learning, supporting continuous improvement. It will help in supervision to enhance accountability. Building leadership and trust: Application of the model will promote understanding of the social work role. level of user involvement: The Steering Group includes representation from social work employers across all sectors and settings as well as social work educators who will be using the model. The Steering Group also includes representation from the Participation Partnership. The project includes consultation with students, social workers and managers from a wide range of contexts. planned outcomes: A published document that outlines a model for reflective practice and supervision A condensed version for accessible usage Support at a regional level across all sectors and settings for development of an implementation plan Measures Documents published Implementation plan development and agreed timeframe: June 2014 document approved Sept 2014 implementation plan agreed review date: March 2015

25 6.1 review of NISCC codes of practice for social care workers and employers of social care workers description of initiative: Review of codes commenced which will consult with restraints and stakeholders on what is required to update the codes. To report at the end of financial. strategy: Underpins Strategic Priority 1 (employer supports); 4 (supporting accountability) and 7 (promoting high standards) Helen McVicker level of user involvement: - User representation on Project Steering Group -Key stakeholder group within consultation process -Contribution to development of easy read versions of the Codes Helen.mcvicker@niscc.hscni.net tel: planned outcomes: - provide standards on professional behaviour and ethics - promote understanding of professional responsibilities and accountabilities as a regulated profession - provide standards for employers re their responsibilities in the regulation of social work staff timeframe: Review completed end of business year Revised Codes launched 2014/15 review date: April 2014 measures -Revised Codes produced

26 6.2 project manager- service improvement in adult services/safeguarding description of initiative: Project lead to look at service improvement and adult safeguarding. strategy: Adding value, delivering outcomes Develop expertise Promoting effective partnerships, strengthening integrated working Promoting high standards, Managing risks Kieran Downey level of user involvement: N/A tel: planned outcomes: Identify, minimise and manage the risk of individuals being harmed, harming themselves or harming others. measures timeframe: 1yr 18mths review date: on-going 6.3 caseload management model Deirdre Mahon tel: description of initiative: To assess and manage caseloads of staff. level of user involvement: N/A planned outcomes: Social Workers will have manageable caseloads timeframe: Completed strategy: Social Workers to have manageable measures: Team Health Checks Audits review date: Annually

27 caseloads 6.4 caseload weighting tool for PC&OPS western trust description of initiative: This is part of our redesign of the social work assistant role in older people services and an attempt to address the pressure currently being experienced by social work staff. strategy: This strategy compliments the stated aim in the strategy to develop a caseload weighting tool for adult services. Aidan Gordon and Paul McGrady level of user involvement: Service users represented on regional group. tel: planned outcomes: Development of a tool for weighting caseloads in adult services. Manageable caseloads Reduce pressure currently experienced by staff. measures: Team health checks Audits timeframe: 1 year review date: On-going 6.5 review of hospital social work Kieran Downey and Karen O Brien. description of initiative: role and function of social worker in hospital setting strategy: level of user involvement: N/A tel: planned outcomes: Social work service in a hospital setting that meets the needs of both adults and children and ensures expertise in all aspects timeframe: 1yr 18mths review date: on-going

28 strengthens the social work role and building capacity of the workforce including safeguarding measures: 6.6 improving social work services James smith/ Margaret Brady Description of initiative: Pilot of SCIE model- caseload weighting How it relates to the social work strategy: The application of the SCIE Case Weighing Model will go some way to ensuring more in-depth analysis of case work at the early stages of referral and allocation. This promotes fairer distribution of casework across the teams; provided greater opportunities for staff to engage in complex case work and ultimately impacts on the length of time service users remain involved Level of user involvement: Service users will be asked to comment on their experience of service delivery and interventions through use of an evaluation tool which will be developed and used in EWS interventions with individual cases tel: Planned outcomes: The application of the model will strengthen leadership in divisional teams allowing for SEWO to manage referrals more effectively The model will create better opportunities for more developed work with service users The capacity of the build workforce will be developed in so far as EWOs will be able to engage in more enhanced Timeframe: SCIE model is already being piloted in Northern Division and will extend to LAC/Projects by June All teams in NEELB will adopt the model in full by December 2014 Review date: June 2014 December 2014 June 2015

29 with the service. This is particularly important as EWS does not wish to promote dependency in service users. In short it promotes the delivery of a more effective EWS assessments and analytical work and will have time built into the model to engage in research in relation to casework Intervention swill be more timely and effective Measures Workforce with enhanced knowledge and skills Assessments of service user needs that are timely; analytical; relevant to the needs of service users and robust More focused periods of intervention with service users Improved school attendance/ attainment levels Reduction in unallocated referrals

30 7.0 Digital technology frontline childcare. description of initiative: Voice recognition technology. strategy: Reducing bureaucracy and paper work. Deirdre Mahon level of user involvement: N/A tel: planned outcomes: Timely and contemporary write up of case notes. measures: Project managed timeframe: 1yr 18mths review date: On-going Project