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STATUTORY DIRECTOR OF SOCIAL SERVICES ANDREW FIGIEL Social Care Workforce Development Programme
STATUTORY DIRECTOR OF SOCIAL SERVICESANDREW FIGIEL
Social CareWorkforce Development
Programme
2013/14
IndexSection Page
A Partnership Summary 1
B The Social Care Workforce Development Partnership (SCWDP) Partnership 2
C Resources 2
D Collaborative Working Arrangements 3
E Evaluation and Performance Management 6
F Emerging Effective Practice 7
G SCWDP Partnership Governance 8
H Contact Details 8
I The Plan – Context of Strategic Local Needs & Priorities 9
J Strategic Direction 15
K Current Priorities 16
L Commitment to the Bilingual Provision of Services 21
M Social Work Qualifying Training Plan & Social Work Post Qualifying Training 21
Chart 1.1 Percentage of Qualified Local Authority Employees 2005/6 – 2011/12 12
Chart 1.2 Percentage of Qualified Local Authority Employees in Categories 2011/12 12
Chart 1.3 Qualified Basic Care Employees in Independent Residential Care 13
Chart 1.4 Qualified Basic Care Employees in Independent Domiciliary Care 13
Chart 1.5 Qualified Employees in Residential Child Care (excluding Managers) 14
Chart 1.6 Qualification Levels in the Independent & LA Residential Childcare Sectors with Wrexham (excluding Managers) 14
Table 1a QCF Diplomas in Health and Social Care 18
Table 1b QCF Diploma in Child Care Targets 2013/14 19
Table 2 Management Qualification Targets 2013/14 20
Table 3 Social Work Qualification Targets 2013/14 24
Appendix 1 Improvement Areas of Workforce Strategy iii
Appendix 2a Planned attendances (Adults) 2013/14 iv
Appendix 2b Planned attendances (Childcare) 2013/14 vii
This plan and the training brochure will be available on the Internet at:http://www.wrexham.gov.uk/english/council/social_services/workforce_strategy/index.htm by the end of June and will replace the 2012/13 plan and brochure which are currently posted there.
The Partnership
A. Partnership SummaryIn line with the planning guidance, Wrexham has developed its Social Care Workforce Strategy which includes Staff Development as one improvement area. This is available at: http://www.wrexham.gov.uk/english/council/social_services/workforce_strategy/workforce_strategy.htm. The Staff Development Strategy has as one of its key actions “to develop the Social Care Workforce Development Partnership in order to provide high quality, care sector services by developing the workforce and to build on the work of the Regional Social Care Partnership” (see appendix 1).
The Council has already established two Wrexham Social Care Workforce Groups (one for Child Care and one for Adults) and their membership and function are identified in:http://www.wrexham.gov.uk/assets/pdfs/social_services/workforce_strategy/communication_plan.pdf
The overarching objectives of both Groups are:
“to work together in partnership in order to provide high quality, care sector services for the people of Wrexham, by developing the workforce to build on the work of the Regional Social Care Partnership”.
The key objectives are: To raise the profile of the care sector, internally and externally To co-ordinate training and development opportunities To share good practice e.g. around Recruitment and Retention To increase access to training funds To identify the specific workforce issues for Wrexham – short/medium and long term To share information/provide co-ordinated response to consultation papers To respond to workforce initiatives
These groups are the basis of Wrexham’s Social Care Workforce Development Partnership but will have the benefit of dealing with all workforce matters. These Partnerships have been developed and are structured without formal representation as they are open to all registered providers in Wrexham whether they are commissioned services or not. They have been open to all interested parties across the sector and have concentrated on practical issues such as the provision of QCF qualifications and short courses.
Chair of Adult Partnership:Steven G. Williams ……………………………………………….Head of Policy & Performance, Adult Social Care
Chair of Children’s Partnership:Susan Evans………………………………………………………...Head of Children & Young Peoples Service, Prevention and Social Care
Statutory Director of Social Services:Andrew Figiel ………………………………………………………...
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B. The SCWDP PartnershipThe draft plan for 2013/14 was sent to all members of the Partnership and was the main item of discussion at the February meetings of both the Children’s and Adults Partnerships.
The major priority in respect of both Adults and Children’s Services remains access to qualifications and underpinning knowledge courses, particularly Diplomas in Health and Social Care, as identified in Section K.
In order to meet these priorities, an additional amount (including the £20,000 ring fenced funding) will again be invested in the direct provision of and the purchasing of registration, assessment and certification of these awards. This is through two temporary additional full-time Assessor/Trainers employed by the Local Authority. In addition a purchase of over 50 Diplomas via Yale College will be made in about June 2013.
An additional 0.5 Trainer for “Reablement” will be engaged to assist the whole sector on this programme.
No other staff member is engaged solely or mainly to “support the SCWD Partnership”. However, the role of all staff is to support the delivery of training and qualifications to the whole Social Care Workforce sector i.e. the Partnership.
This reflects that in previous years at least 40% of all course attendances were non Council employees and at least 75% of all qualifications sponsored and obtained were in respect of non Council employees i.e. the outcomes of the Partnership priorities.
C. ResourcesThe Council has a Workforce Strategy and Development Service for its Social Services function. The delivery of the SCWDP is part of the remit of this service. These staff are solely/mainly involved in the delivery of the SCWDP plan are:
Head of Service Grade L13 0.5 FTESocial Care Workforce Development Co-ordinator Grade L11 1 x FTEStaff Development & Training Officer (SDTO) Grade L10 3 x FTE(the above includes Local Safeguarding Board work)Senior Administrator Grade L06 1 x FTEAdministrators Grade L04/5 2.5 FTEQCF Assessment Centre Team Leader Grade L08 1 x FTEQCF Assessors/Trainers Grade L07 5 x FTETemporary QCF Assessors/Trainers Grade L07 2 x FTE(for Independent Sector only)
The County Borough Council continues to invest substantially in the training and development of staff. The indicative training support programme from the Welsh Government is £505,280 including the £353,696 grant and LA contribution of £151,584. In addition, the Local Authority invests £448,194 to the SCWPD including income from Care Council and others.
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The allocation of total budget (including SCWDP) for the main areas of spend is as follows:
Budget Allocation Subtotals £ Total £
Staffing (Head of Service, Trainers, QCFAssessors and Support Staff) 450,000
Transport and premises 11,200Equipment and Consumables 10,201Child Care Training 38,000LSCB trainer 19,500Community Care Training 55,000
PQ Training and AMHP Refresher Training (including ring fenced £20k) 40,000Social Worker Qualifying Scheme (including ring fenced £20k) 49,500Social Work Sub total (including ring fenced £40k) 89,500Management Development 15,000Support Services, Welsh Language, Equality & IT 10,000Health and Safety – Total(This includes £26,000 from SCWDP and £40,000 from LA contribution) 66,000
Project on Wrexham Website Information 1,000Purchase of QCF from Yale College, QCF Fees & Other Support 20,000Workforce Partnership (including £20k Ring fenced), & 2 Temp QCF Assessors + Reablement Trainer 84,945
This means an investment of £599,778 by the Authority in addition to the grant from the Welsh Government of £353,696.
Totalling £953,474
D. Collaborative working arrangementsThe Social Care Workforce is not a single sector but varies from very local social care services such as home care to very small specialised and regional services such as Social Workers in hospices, out of hours duty teams, Occupational Therapy. It is appropriate that the training is organised and delivered to meet the needs of the workforce recognising that training for mobile professionals can be sub regional or regional whereas training for locally based care workers (many not having their own transport) will clearly need to be local.
We organise our co-ordination into five areas:
a) Regional/sub regional services and their access to training;b) The provision of specialist training to small groups;c) Response to Government policy initiatives or new legislation;d) Efficiencies using the purchasing power of several Local
Authorities;e) Partnerships with other Training Providers in particular Yale
College.
The six Local Authorities in North Wales work as part of the North Wales Social Services Improvement Collaboration (NWSSIC). In 2012, a Regional Social Care Workforce Strategy & Development Board was created to inform NWSSIC on all workforce matters. It is currently chaired by the Statutory Director of Ynys Mon and Wrexham is represented by David Palmer, Head of Service, Workforce Planning & Professional Development.
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The six Training Managers meet on a quarterly basis to feed into the Regional Workforce Board and the Training Managers Executive Group of Association of Directors for Social Services Cymru to maintain and improve the collaboration identified below.
D1. Regional/Sub Regional Services and their access to Training
Following agreements in the last couple of years a number of services are now delivered sub regionally/regionally with the one Local Authority taking the lead and/or employing all the staff. The training follows such formal co-ordination easily.
1.1. e.g. Regional Emergency Duty Team. Wrexham leads and employs an emergency duty team of Social Workers that cover the areas of Wrexham, Denbighshire and Flintshire County Council. Training for the staff (which includes the costly sponsorship of individuals to obtain their Approved Mental Health Practitioner Award) is arranged and paid for by Wrexham and then the partnership will re-charge. The Training Plan for this service is available.
1.2. e.g. Flintshire and Wrexham run a Joint Community Equipment stores. Flintshire take the lead and employ the staff and co-ordinate all such training which is then re-charged to Wrexham.
1.3. e.g. North Wales Adoption Agency. This initiative of the six Local Authorities is led by Wrexham Council although currently many of the workers are seconded into it and have not changed employer. However the management, administration and training are organised and paid for by Wrexham and re-charged to the partner authorities. A copy of this plan can be made available.
1.4. e.g. Wrexham and Flintshire Local Safeguarding Children Boards merged on 1st April 2011 and the training for the two councils are co-ordinated through this board. This will build on the co-operation of the specialist training mentioned later.
1.5. e.g. Regional social work student support. The six North Wales Authorities have always co-operated to service the needs of Social Work students across North Wales. Each Degree has its own management board on which the LA is represented.
The Authorities currently invest by each organisation employing a placement co-ordinator who is responsible for developing placements in their own area but which may be used by the other five local authorities.
D2. Specialist Training
D2.1 e.g. Achieving Best Evidence. Wrexham County Borough Council has always worked with Flintshire County Council and North Wales Police in the delivery of Joint Investigation and Achieving Best Evidence training. Following the introduction of the Specialist Child Abuse Investigator Development Programme for North Wales Police, Children’s Services and Police Training Officers across North Wales are collaborating to design a training programme which will meet the specific needs of the two disciplines whilst retaining the benefits of joint training. The programme, which has common topics and learning outcomes, will be delivered locally.
D2.2 Specialist Post Qualifying Social Work Awards. The six North Wales Authorities have co-operated in the commissioning/organising of such specialist awards. Previously these included PQ1 and Practice Teaching Award but with the transfer of such awards to Higher Education Institutes, the role has been more in a commissioning and partnership role with the Higher Education Institutes.
a) All six Local Authorities have worked with Glyndŵr University to establish a Post Graduate Certificate in Social Work which is geared towards newly qualified social workers but this will cease in September 2013.
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b) All six LAs are members of Porth Agored which will provide a consolidation programme and through University of Wales Trinity St David, will award a Graduate Certificate in Consolidation of Social Work Practice via a portfolio route.
c) The six Local Authorities have worked with three different Universities in establishing an Award that meets the needs of experienced Social Workers who will undertake assessing of Social Work Students. Currently the University of Glamorgan award is used.
d) Wrexham, Flintshire and Denbighshire are members of the North West of England Partnership for delivery of the Approved Mental Health Practice Award at Manchester University. This same partnership allows for obtaining of the Deprivation of Liberty Safeguards Best Interest Assessor Award.
D2.3 Childcare Training. Wrexham invites Social Workers from Conwy, Denbighshire and Flintshire to attend all specialist childcare training. This recognises that between the three authorities there are less than 170 Child Care Social Workers which gives managers difficulty in releasing staff for appropriate training. This year, all 6 Local Authorities have each agreed to put £1000 aside to provide specialist training for Independent Reviewing Officers and also to respond to the Family Justice Review on a regional basis
D2.4 Nationwide Co-operation. Wrexham participates in a nationwide initiative to deliver Management Training for Social Work Team Managers which has been co-ordinated by Social Services Improvement Agency.
D2.5 A Dementia Group has been established across the six North Wales Authorities to look at Dementia Training provision across the region with Dementia Services Development Centre Wales, Bangor University. This year, we are reviewing how this learning can be rolled out on regional and expanded basis.
D2.6 The six North Wales Authorities collaborate on the policies and procedures around Safeguarding Adults. This board has a Training sub-group which sets the standards and programme for Training to be delivered locally.
D2.7 In response to More Than Just Words, the 6 LAs have agreed to run language awareness sessions for provider services on a sub regional basis.
D2.8 We will explore potential to more formally co-ordinate Occupational Therapy Training. The numbers of these staff throughout North Wales are less than 50 and our exploration will be whether it is best to co-operate with Health and/or other Local Authorities.
D2.9 The shadow North Wales Safeguarding of Children Board has established a training sub group. 2013/14 will primarily be about establishing the responsibility of the new regional board and employers.
D2.10 The North Wales local authorities are working with the Care Council for Wales and Wales Council for Voluntary Action (WCVA) to design and pilot a “Basic Awareness in Child & Adult Protection” linked to QCF units. It is hoped that this will be piloted from September 2013.
D3. Response to General Policy Initiatives under New Legislation
Over the last two years Flintshire County and Wrexham Councils, with the two Local Health Boards and Local Health Trusts co-operated in responding to changes in continuing healthcare and also to the introduction of the Mental Capacity Act.
D4. Efficiency Though Procurement
Six Local Authorities have set up a regional procurement framework which has established a list of preferred providers for health and safety, social care and management training.
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In Wrexham, the greatest use of this framework has been in respect of health and safety training which has led to potential savings through procuring moving and handling passport training and other such courses.
D5. Partnerships with other Training Providers in particular Yale College
Collaboration depends upon the needs of the workforce and may not necessarily be with another Local Authority but may be with Health, Housing or Local Colleges.
In Wrexham, the delivery of the assessment of the Qualifications Credit Framework Qualifications has been delivered through a partnership with the local further education college, Yale College. This partnership, of some six years standing allows the Local Authority to access detailed monies and resources which are not directly available. It also allows for the combination of the experts skills and local knowledge of the sector, with the education sector with the back up of the library and all other resources available to further education college students. To date this partnership has allowed almost 1000 employees (the vast majority being from the independent sector) to gain access to qualifications.
We will negotiate with the new management of Coleg Cambria (i.e. the merged Yale and Deeside Colleges) post August 2013 i.e. after their formal establishment about the continuation of this co-operation.
E. Evaluation and Performance ManagementHow the impact of the Social Care Workforce Development Plan on service quality will be evaluated
The achievement of Qualification Credit Frameworks (QCFs) and National Vocational Qualifications by staff across the sector demonstrates that those individuals are able to deliver a service at a quality recognised by National Occupational Standards.
E1. Outcomes and effectiveness of training offered and outcomes on the workforceThe immediate outcome and effectiveness of training offered is assessed by course evaluation by participants. In the medium term, we can assess the effectiveness by managers communicating on how this has been embedded into practice e.g. Protection of Vulnerable Adults.
Management training – Meetings are held with the candidates’ managers to establish/evaluate how their behaviour has changed.
For Adult Protection training L3 we have introduced an action plan as part of the evaluation process. This will assist participants to implement their learning in the workplace. A copy is shared with their manager and Workforce Development. We then contact managers to monitor the outcome of training.
In the longer term, underpinning knowledge is assessed as part of the QCF that individuals are able to deliver a service at a quality and standard recognised by National Occupational Standards.
How the training strategy will be evaluated:Progress against the annual plan for the whole sector will be through quarterly reports to the Partnership and the Social Care Management Team.
In these quarterly reports, reference will be made to: CSSIW and other inspections find that the induction framework is implemented by each
employer across the whole sector.
Percentage of qualified staff (c.f. to National targets, all Wales targets and progress each year).
Number of qualifications achieved each year. Scrutiny Committee in 2011 has set a number of qualifications (70%) to be achieved within the Independent Domiciliary and Residential Sector by 2014. The responsibility for this is shared between the Contracting and Workforce Strategy & Development Services.
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Numbers of social work practice learning opportunities for social work students.
The percentage of attendance and qualifications gained in the Council, Independent and Voluntary sectors.
E2. Outcomes for Service UsersThere are close links between the Contract Monitoring Team and the Workforce Strategy & Development Team. Monitoring officers routinely gain the opinions of service users and social care staff either by phone/questionnaire.
Monitoring Officers complete a satisfaction questionnaire with Service Users. Questions link to training and qualifications on dignity, safeguarding and effective communication, and are all part of QCF Diplomas.
E3. Effectiveness & Achievements of the Partnership - More Robust Census Process. The Census is carried out by obtaining details of all individual staff at commissioned services which allows the qualification levels to be verified and also allows turnover to be established. The latter is important as it has a direct impact on qualification levels. Such detailed census information also allows us to gain an assessment of other workforce information such as levels of staff able to communicate in Welsh in each service.
F. Emerging Effective PracticeF1. Through developing the partnership, all but one of the residential child care providers in Wrexham now link with us to provide professional qualification and learning for their Assistant and Registered Managers. This is being supported by us recently starting to implement peer learning workshops for all QCF level five candidates (from both the Adults and Children’s sectors) working with our assessment centre. These sessions focus on exploring the current knowledge base and are intended to develop evidence based practice and reflective approaches in managers in our area as well as cross sector relationships and support. In addition to this Wrexham County Borough Council is one of two Local Authorities in Wales to engage in piloting the Care Council for Wales’ Framework for Continuing Professional Development (CPD) for Residential Childcare Workers and Managers, exploring how best to support the post qualifying learning of residential workers in Wales.
F2. We are also involved with the Care Council for Wales (CCfW) in the development of Accredited Safeguarding Training on the Quality Assured Lifelong learning pillar of the Credit and Qualifications Framework in Wales (as mentioned in D2.10). This will initially be at the basic awareness level and be delivered as joint training on safeguarding children and adults. The accredited aspect means that, for the first time this level of training will be standardised, quality assured and involve an aspect of assessment - meaning that learners will have to demonstrate their knowledge to the appropriate level.
F3. We are working with young carers to support their specific training needs. In the 2012/13 we began this with a workshop on manual handling/moving and positioning to help them safeguard themselves against the risks involved in the care they provide. This bespoke training was very well received and we plan to further develop these workshops in the next year. We also intend to provide them with access to nationally accredited first aid qualifications.
F4. Efforts to deliver training and advice to informal carers must therefore be continually developed. Alongside the traditional methods of short, small group training sessions, a ‘Carers Collection’ of books is now established in all libraries and a web-site is being continually expanded.
Pages for informal carers have been set up on the Local Authority Web and these now include information transferred from the training sessions e.g. amended PowerPoint presentations: http://www.wrexham.gov.uk/english/council/social_services/carers/learning.htm (the pages also cross reference to the Workforce Training Directory)
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G. SCWDP Partnership GovernanceThe draft plan was the main agenda item of the Children’s and Adult Partnership meetings on the 20th and 21st February 2013 respectively. It was also formally presented as a whole to the Local Adult Protection Committee on 19th February 2013 and has been sent for information to the Local Safeguarding Childrens Board.
This included a calendar of planned training detailing target number of days and attendances. Please see Appendices 2a & 2b.
As in previous years, once approved the plan is circulated to all members of the Partnership.
A brochure detailing all of the training events is produced and sent to all members both as a hard copy and electronically (as they have requested). These will be published on the website: http://www.wrexham.gov.uk/english/council/social_services/workforce_strategy/training.htm
The Children’s and Adult Partnerships will now each meet four times per year:a) February 20th and 21st 2013, main agenda item to discuss the draft plan.
b) June 2013 – To confirm plan post approval by Welsh Government and monitoring report and Census outcomes and other specific workforce matters. (e.g. New “update on DBS systems”).
c) September – Single meeting. Main agenda item to discuss 2012/13 progress in 2013/14 and common areas such as “More than Just Words”.
d) December – To discuss specific workforce matters for each part of the sector.
Communication Plan is available on the WCBC website at: http://www.wrexham.gov.uk/english/council/social_services/workforce_strategy/programme.htm
H. Contact Details Statutory Director of Social Services, Head of Adult Social Care, Andrew FigielTel: 01978 298010Email: [email protected]
Lead Financial Officer Social Care, Finance Manager, Megan BarkerTel: 01978 298046Email: [email protected]
Lead Contact for SCWDP Application, Head of Service Workforce Planning and Professional Development, David B. Palmer Tel: 01978 292980Email: [email protected]
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The PlanI. Context of strategic local needs and priorities in relation to:I1. Demographics & Diversity in WrexhamThere are some established minority communities in Wrexham with well developed support mechanisms (for example the Filipino community), but it has become apparent that the demographic composition of the County Borough has been changing quite rapidly and significantly over recent years. Numbers of migrant people have been coming here to work, particularly from Portugal and Poland. Wrexham is a dispersal area for asylum seekers and refugees are known to have settled in the area. The English as an Additional Language (EAL) Service in schools reports over 30 different languages being spoken in the area.
Analysis of the 2011 census is still underway and comparisons with the 2001 census for the county borough due to be published shortly. Initial figures show some significant changes or aspects:-
Increase in the total population from 128,476 in 2001 to 134,844 in 2011. Decrease in the proportion of White British from 97.3% in 2001 to 93.1% in 2011.
Increase in the proportion of White non-British from 1.2% in 2001 to 3.4% in 2011. Proportion of households where neither English nor Welsh is the main language is 2.7%,
the 3rd highest in Wales after Newport and Swansea.
Most of this increase appears to be in the adult working population. Comparisons with age groups and categories of particular relevance to Social Care show little significant change:-
Slight rise in the proportion of children under 5 years from 5.8% in 2001 to 6.5 % in 2011.
Slight rise in the proportion of people over 60 years from 21% in 2001 to 23.6% in 2011. People of working age with a long term illness more or less the same with 13,006 in 2001 and
13, 333 in 2011. Number of unpaid carers increased slightly from 14,875 in 2001 to 15,148 in 2011.
One aspect of recent development that does not show up in the census is the increased awareness of the existence of human trafficking and child sexual exploitation, although at present there is little reliable data because of low reporting rates. A multi-agency Task and Finish sub-group of the North Wales Safer Communities Board has been set up to report by March 2014. Part of its remit is to develop and deliver a sustainable multi-agency training plan prioritising key staff groups which will include Children’s and Adults’ Safeguarding Teams. Funding attached to the Community Cohesion Regional Coordinator posts set up by the Welsh Government will be used to fund this during 2013/14.
The creation of a new North Wales Safeguarding Children Board along with a regional Training Sub Group is currently underway, with detailed planning being taken forward by the recently formed Shadow Board. Although it is likely that basic training will continue to be provided locally this arrangement should facilitate the commissioning of more specialist programmes for front line child protection practitioners.
I2. The Service needed and delivered and the Local Social Care ContextThe Annual Report 2009/10, 2010/11, 2011/12 and the draft report for 2012/13, alongside the Business Plans for 2012/13 identify the demographics of the local population, services required and provided by the council and also improvement areas. These are available at:http://www.wrexham.gov.uk/english/council/social_services/annual_report.htmhttp://www.wrexham.gov.uk/english/consultation/social_care_services/acrf.htm
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The current Social Services Workforce Strategy has four main improvement areas of which a Staff Development Strategy is one. Appendix 1 shows that all these improvement areas are driven by the Social Services strategic and business plans. The relevant plan for 2012 to 2017 has been approved and can be found on the website: http://www.wrexham.gov.uk/english/council/social_services/workforce_strategy/workforce_strategy.htm
Wrexham’s Joint Children and Young People’s Plan (CYPP) and Health Social Care and Wellbeing Strategy contains the three year vision and the outcomes and priority areas to achieve by 2014. These are produced as one plan and this is available at: http://www.wrexham.gov.uk/english/council/documents/hscwb_strategy.htm
One of the principles of the Joint Plan is to value and support our workforce to ensure enough people with the skills and qualifications needed to deliver high quality services. The officers involved in the development of our Training Plan will continue to work closely with those who have developed the Joint plan. There are several areas in which we will be working to support the principle identified, including:
Working with the Integrated Family Support Service (IFSS) multi-agency team of Social Workers, Family Support Workers and Health Workers who will require specialist training to work intensively with families with drug and/or alcohol misuse problems.
Ensuring staff who have contact with children and young people receive training to recognise the early warning signs of mental health and psychological well-being.
Supporting the transition of older people’s services to intermediate care/Reablement by providing targeted training.
Working with those involved in the Families First initiative to support the delivery of the Families First learning modules and Together Achieving Change (TAC) training sessions, as well as targeted training for those workers on areas such as working with parents who have mental health needs or drug and alcohol misuse within the family.
It is planned that the Integrated Family Support Service will be delivered across North Wales from April 2013 and that Wrexham will combine with Flintshire County Council in having a sub regional Integrated Family Support Service.
The Council has reviewed the management structure of the Youth Offending Service and the Youth Service in order to deliver an integrated service and now has one manager for both services.
The Council has adopted a 4 year plan 2012-2016 and has set 3 priority improvement areas. They are people, economy and place: http://www.wrexham.gov.uk/assets/pdfs/councilplan/council_plan.pdf
As mentioned earlier in Section D, the Council Plan was designed having reference to the work already undertaken within the single plan.
All Local Health Boards and Trusts in North Wales merged in 2009 into the new Betsi Cadwaladr University Health Board (BCUHB).
The Council and the BCUHB have integrated Learning Disabilities and Mental Health Services. The BCUHB will act as the management host for Mental Health Services and the Social Services Department will act as the management host for Learning Disability Services. The Section 33 agreements are currently subject to review. Work is ongoing in supporting the development of the transition between Child Health and Disability Service and Adult Services.
The Council introduced a new structure reducing the number of departments from 14 to 9 as from 1st April 2011. Adult Social Care remains the same but in Children’s Services there are now only 2 departments which are Lifelong Learning and Children and Young People, Prevention & Social Care. It is the latter that contains the Social Services function. However, the statutory guidance issued in June 2009 confirms that the statutory Director of Social Services (who is also the Head of
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Adult Social Care Department) retains responsibility for all workforce matters related to social care services.
In Child Care, the Social Care Workforce Plan primarily relates to the Social Work teams, Residential Services and the Family Centre staff. However, the Plan and the Brochure cross reference to the work with IFSS, TAC and the Family First initiatives.
The development of our Joint Plan 2011-2014 did strengthen links between the Social Care Workforce Development Partnerships as it considers the priorities of both Children’s and Adults services. There is a partnership approach which will enable further progression towards strong inter-agency working and allow for the previously separated strategies to interlink and more effectively utilise the workforce.
The Local Authority is continuing to become an enabling organisation in order to meet increasing and diverse needs of older people. 90% of domiciliary care services are now provided by externally commissioned providers. Therefore, a major element of this Development Strategy remains to assist employers in the independent sector to enable their staff to obtain the skills and qualifications required for their job. The “declassification of Care Homes” presents a new challenge for Commissioners as well.
Since 2011, we have seen a number of Domiciliary & Supported Living contracts being awarded to 15 Agencies which are new to Wrexham. In response we have actively engaged with the managers of these organisations to identify training and development needs and offer support for staff to obtain the skills and qualifications required for their job. Currently out of 23 registered domiciliary agencies that we contract with, 20 access qualifications through us and most providers now access training.
I3. Workforce and Training and DevelopmentLocal Authority WorkforceThe staffing census for the local authority is completed each March. In 2013 it shows a slight increase in the number of people directly employed. In 2010 it was 998; in 2011 it was 977 in 2012 it reduced again following restructures in domiciliary services to 927. However, this year it is 935 showing that following the changes in teams, turnover has been balanced and recruitment has been successful.
It is clear from the Staffing (STF) Local Government Data Unit returns that Wrexham Council continues to have one of the highest percentages of qualified staff in Wales.
Local Authority Employee Census There has been a slight decrease in the total number of qualified employees included in the census holding a qualification relevant to their role. This is now 90%. If we exclude office based management and support staff e.g. business support roles and administrators and other roles, the percentage of qualified employees is 95%. Therefore, this does not detract from the fact that the percentage of qualified employees had continued to increase until this year from just over 70% in 2005/6. This also shows that the slight decrease this year may be due to the additional administration staff (many who were temporary) who have been included in the census this year for the first time as a result of the of the inclusion of additional Children’s Services within the department.
Chart 1.1 overleaf shows the 7% increase in the percentage of qualifications over the last 5 years.
Table 1.2 overleaf shows a decrease in the percentage of qualified administration staff and in Day and Community Workers.
The table also shows the percentage of qualifications for other groups of employees and highlights that 100% of Care, Domiciliary and Community Services Managers are qualified. In addition, 100% of Senior Support Workers and 92% of all care workers are qualified, the highest percentages being in Residential and Domiciliary Care Services.
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Chart 1.1 Percentage of Local Authority Qualified Adults and Childrens Social Care Employees (Excluding Senior Managers Administration
and Non - Social Care Roles)
70.00%
75.00%
80.00%
85.00%
90.00%
95.00%
100.00%
88.50% 92.33% 94.91% 96.20% 95.10%
2008/9 2009/10 2010/11 2011/12 2012/13
(Source: Empower, WCBC)
Table 1.2 Senior Management, Support & Administration 79%Domiciliary Care Managers 100%Senior Domiciliary Care Workers 100%Domiciliary Care Workers 92%Residential Care Managers 100%Residential Care Workers 96%Day / Community Services Managers 100%Day / Community Services Workers 90%
(Source: Empower, WCBC)
Percentage of Qualified Local Authority Employees in Categories 2012/13
Independent and Voluntary Workforce:The two local Social Care Workforce Partnerships continue to be robust, with nearly 50% of places on training being taken up by the independent sector and over 70% of all qualifications sponsored by the local authority are gained by Independent Sector employees. Last year, 100% of all qualifications in Domiciliary Care and 57% in Residential successes were achieved through the Partnership.
The levels of qualification in the Independent and Voluntary Residential Sector have deceased slightly having risen substantially last year as demonstrated through Charts 1.3 overleaf. However Chart 1.4 also overleaf shows a slight decrease for the second year in the Independent and Voluntary Domiciliary Sector.
There was a marked increase over the last four years up to 2012 in the qualifications levels of basic care staff, where the number of staff qualified in Residential Care had increased from just over 36% to just over 65% and in Domiciliary from 30.5% to just over 59%. This year sees a 2% decrease in Residential partially as a result of turnover. The census shows an increase in numbers basic care staff in Residential Services. This could be partly due to one provider undertaking substantial recruitment in the past year. However the numbers of qualified staff have not increased by the same proportion.
This year sees a 5% decrease in Domiciliary Care and possibly influenced by new providers recruiting unqualified staff.
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The data is becoming increasingly robust and it appears that providers are now categorising staff in the roles in which they are working and not necessarily the level to which they are qualified e.g. a basic care worker may have both level 2 and 3, however has a basic care role so is counted as such. Whilst this does not necessarily provide a clear picture of the levels of qualification of staff it does provide an indication of the roles of staff in the sector. We must therefore be mindful that the level of qualification of some staff may be higher than the role they are undertaking.
The percentage of qualifications in the independent sector has still seen an increase since 2007 of just over 32% in residential and almost 40% in domiciliary care. Early indications of the 2013 Census (yet to be verified) shows further improvement for some companies however others still remain significantly below the national and local targets of 50% and 70% respectively.
Chart 1.3 Percentage of Qualified Basic Care Independent Sector Adult Residential Care Employees
10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%
100.00%
31.00% 40.72% 36.15% 41.84% 51.23% 57.07% 65.57% 63.37%
2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13
(from Independent Sector Census 2006-13)
Chart 1.4 Percentage of Qualified Basic Care Independent Sector Adult Domiciliary Care Employees
10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%
100.00%
14.00% 21.50% 30.15% 49.81% 58.54% 62.22% 59.54% 53.97%
2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13
(from Independent Sector Census 2006-13)
Placement in local Independent Children’s Homes are not commissioned to any significant level by the Council but remain a major source of employment with as much as 18% of all Children’s Homes in Wales being situated in Wrexham according to the CSSIW website (i.e.22 out of 115). This represents an increase of 2% on last year.
This year’s Census demonstrates that 76% of the Residential Child Care Officers within Wrexham are qualified. Although this is higher than last year’s National average of 59% (Registered with the CCfW as at June 2012, 2013 figure not yet published) and represents a positive 5% increase on last year levels, it still indicates that some children’s homes are not meeting the 80% minimum as
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required by the 2007 Act. We will continue to provide QCF diplomas both to Local Authority and Independent Children’s Homes to support them to achieve requirements.
Chart 1.5 Qualification Levels in the Residential Childcare Sector (Excluding Managers)
0%10%20%30%40%50%60%70%80%90%
100%
All Wales 54% 59% 0Wrexham 68% 71% 76%
2011 2012 2013
(from Independent Sector Census 2006-13)
Chart 1.6 Qualification Levels in the Independent and Local Authority Residential Childcare Sector Within Wrexham (Excluding Managers)
0%10%20%30%40%50%60%70%80%90%
100%
Independent 65% 71% 75%Local Authority 88% 89% 88%
2011 2012 2013
(from Independent Sector Census 2006-13)
There are a number of national voluntary providers, predominantly childcare, in Wrexham who are members of the Partnership. In particular some Providers such as Action for Children employ Registered Social Workers who can benefit from our Post Qualification Training, as will Social Workers from Independent private agencies such as Fostering Solutions.
I3. Training and Development needs and priorities
The continued availability of QCF qualifications across the sector remains a major priority as the Council wishes to assist other providers achieve the same levels of qualifications as in house services. In respect of direct care staff, the emphasis is also on skills for reablement for the next 24 months at least.
The provision of practice placements (with the subsequent need for practice assessors) remains a priority for the medium term despite the current shortage of posts for newly qualified social workers to apply for.
The new Continuing Professional Education and Learning Framework (CPEL) demands that we, with our LA partners, negotiate for a range of PQ training to meet the new framework and also the requirements of the Social Services Bill. We have currently entered into partnership with eleven
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Data not yet published
other authorities for a portfolio route for the consolidation programme. This is accredited by the University of Wales Trinity St David and will be at Level 6, 60 credits. This is called the “Graduate Certificate in Consolidation of Social Work Practice.” Alongside this, ongoing discussions are continuing with Glyndŵr University for a 30 credit taught consolidation programme.
Safeguarding training (both formal and coaching) will need to be reviewed in light of the Social Services Bill and also following a number serious case reviews. To this end, we have moved additional resources for this year to this area.
J. Strategic DirectionThe local Social Care Workforce context is identified in the previous sections. It can be seen that although there are high levels of qualifications, further qualifications are still needed due to turnover and the new providers. The Staff Development Objectives of the Social Services Workforce Strategy Update 2012-2017 identify the following objectives to be achieved over the next 5 years. However within these 4 areas are priorities over the next 3 years:
Staff Development “Ensure employees are trained more effectively in their present roles and are
prepared systematically for future roles by assisting them to achievethe qualifications, skills and knowledge”
(Welsh Government circular on Social Care Workforce Development Programme)
Actions:1. Develop the Social Care Workforce Partnership in order to assist the Independent Sector
(through the Commissioning Strategies) to improve their capacity to achieve training targets set by National Minimum Standards in order to sustain and improve service delivery.
2. An increased proportion of staff across Registered Services in the Independent and Third Sector have the qualifications, skills and knowledge they need for the work they do.
3. Ensure the Development Strategy is driven by the Social Care Staff Planning Strategy and Social Services Strategic Commissioning and Business plans. ** This is a priority area**
4. Establish information baseline and assess current and future skills and qualification gaps and impact of these gaps.
5. Working with colleges, schools, other organisations (e.g. Jobcentre Plus) and the Welsh Government to increase the number of persons entering the Social Care Sector and Social Work training (with a view to subsequently recruiting them).
6. A systematic induction for all staff across the sector, including awareness of the Code of Practice of the CCfW’ and achieving its’ Induction Framework for Social Care staff. ** This remains a priority area having regard to the new priorities in Wrexham and Wales**
7. Develop individuals at all levels to achieve the qualifications, skills and knowledge required for their current role using National Occupational Standards and the Qualifications Framework published by the CCfW and having regard to new legislation and guidance (e.g. Outcome focussed, Assessment Framework for Children in Need). ** This remains a priority**
8. To develop and launch systematic career pathways and succession planning based on National Occupational Standards and the Qualifications Framework and that these skills are transferable across the social care and health sectors. To assist the whole sector train up their assistant managers. ** This is a priority area**
9. To develop leadership and management capabilities based on the National Occupational Standards and the Qualifications Framework.
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10. To assist Managers in Registered Services to achieve National Training Targets and all Managers to create learning teams in order for the Department to become a learning organisation.
11. To ensure equality in opportunity of relevant learning for all staff based on their individual developmental needs identified within the Personal Review and Development Scheme. All training promotes non-discriminatory practice.
12. Monitoring and Evaluation of this Strategy in order to ensure the development of people improves the performance of the organisation, teams and individuals (IIP Standard 10).
13. To continue to maintain the local Social Care Workforce Development Partnership in order to provide high quality, care sector services by developing the workforce and to build on the work of the Regional Social Care Partnership.
14. To collate information in order to increase access to different funding arrangements and opportunities both for the Department and across the sector.
K. Current PrioritiesDesired outcomes in respect of training courses and qualifications to be achieved in 2013/14.
The programme (calendar) for 2013/14 that will be put in place to achieve the priorities and outcomes include:
The knowledge & skills programme is detailed in the annual Training Calendars (Appendices 2a and 2b). The Annual Training Calendar identifies training days and target attendance by both independent and voluntary sectors and council staff. It is expected that a high percentage of the training designed for Local Authority staff in Adult Services will continue to be made available across the sector. Almost 50% of attendances are by non-Social Services staff (out of approximately 3900 attendances, over 1800 are planned for this group). There will be a minimum of 398 days training.
Specialists from the Local Authority will assist in training delivered for Independent and Voluntary staff such as Adult Protection, Health & Safety, Record Keeping, Equality & Dignity in Care, Communication Skills and Dementia Awareness. Other training includes Moving & Handling (Passport), Emergency First Aid at Work and Food Safety.
In relation to Child Care training, it is expected that the majority of this will be available to the independent and voluntary sector and other agencies as per previous years. It is expected that there will be a minimum of 232 days training, with 2599 attendances of which about 1242 will be non-Social Services staff.
The Workforce Strategy and Development Service and the Planning and Commissioning Team have continued to work together to ensure that the statutory requirements to assess and meet the needs of informal carers are met. The 2011 census showed an average increase across the county borough of 20% in those citizens identifying themselves as carers over the last 10 years.
Efforts to deliver training and advice to informal carers must therefore be continually developed. Alongside the traditional methods of short small group training sessions a ‘Carers Collection’ of books is now established in all libraries and a web-site is being continually expanded and set up on the Local Authority Web. This now includes information transferred from the training sessions e.g. amended PowerPoint presentations http://www.wrexham.gov.uk/english/council/social_services/carers/learning.htm
the pages also cross refer to the Workforce Training Directory. A self-assessment “app” for carers is currently being piloted on this web-site.
We are working with AVOW (informal carers) to improve access to training for this group. We routinely invite carers to training courses which are open to social care staff as well as providing courses specific to their caring role & we will continue to do so. In 2013/14 we intend
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to improve the way we offer training by attending carers’ forums (which are well attended) and also events which are planned throughout the year. We will explore providing guest speakers and designing workshops as part of these events. We have already planned to cover Reablement Training in this way.
Training and awareness raising for staff will continue to be developed alongside this work, to ensure that all are kept up to date with the new local developments for carers and the implications of new legislation such as the Carers Strategies (Wales) Measure 2010.
We intend to embed the practice of reablement not only with the Council Home Care & Residential Services but also the Independent and Voluntary sector. To lead on this, we will continue to second an Occupational Therapy Manager to the Workforce Team.
The introduction of the Mental Health (Wales) Measure in 2012 will need continued investment in the training of Social Workers and support staff.
The proposed establishment of the joint safeguarding team across adults & children’s services will require specific training for this small group of senior staff.
We will allocate resources to develop training in respect of the Social Services and Wellbeing Act 2013.
Need to cross reference changes in secure accommodation legislation.
Numbers of staff expected to be supported in and to gain qualificationsThe census of staff with qualifications in the Independent Sector was carried out in spring 2007 and each year following up to 2013. The census now has an exceptionally high level of returns. Not only did these census returns give an indication of the number of qualified staff in post but also those who had achieved in the previous 12 months and those that were undertaking Awards. Therefore, the targets are increasingly based on previous performance as opposed to aspirational. The census in 2012 listed staff so the levels are verifiable and we are currently verifying the 2013 Census.
The verified Census in April 2013 will give a clear indication whether or not the NVQs/QCF Diplomas directly sponsored by the Council at no charge are in addition, or a replacement for those previously organised directly by the Independent Sector. In previous years, we found that the additional sponsored places have not increased the total achieved by the same amount. In 2011/12 there seems to be as much as 98% Domiciliary (60 awards) & 65% Residential (50 awards) of all qualifications gained in the area/sector are sponsored by the Local Authority. This means in some areas that the rate of progress is being maintained as opposed to being improved.
In respect of Independent Residential Care Homes, we expect over 90 staff in 2013/14 to gain qualifications this is beyond the 2012 achievement of 66% and the national minimum standard of 50%.
For Domiciliary Care, we expect about 120 staff to achieve Awards. It is expected that the vast majority of providers will maintain the 50% minimum standard and that the contracting process will maintain or increase this level of qualifications which was 59% in 2012. In 2011 the Council set a target of 70% by April 2014 for Independent Residential and Domiciliary Services.
There were a small number of Care Home Managers of Registered Services who do not meet the requirements of CCfW and assistance was given to them. In addition encouragement is given to employers to train up their Assistant Managers to this level and likewise similar help is being given to domiciliary care providers. We expect 22 Managers/Assistant Managers to achieve Awards.
We also plan to assist manages with their continuous professional development by offering development units from the QCF L5 Diploma in Leadership for Health & Social Care.
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Table 1a – QCF Diplomas in Health Adult Social Care (Note: There will still be some NVQs going through during this period, these are considered in the equivalent figures below)
Adults Local Authority Independent Voluntary Total
Domiciliary Care Level 2 12 90 (80) 0 102 (92)
Domiciliary Care Level 3 3 30 (25) 0 33 (28)
Care Homes Level 2 0 50 (40) 0 50 (40)
Care Homes Level 3 1 40 (30) 0 41 (31)
Other Level 2 (including Personal Assistants) 6 0 5 (5) 11 (11)
Other Level 3 (including Personal Assistants) 1 0 2 (2) 3 (3)
Level 5 1 22 (17) 0 23 (18)
Total for Adults 24 232 (192) 7 (7) 263 (223)
Those figures in brackets relate to staff from the independent sector achieving qualifications through direct and full assessment and sponsorship by WCBC. Other qualifications will be achieved by employers’ direct relationship with assessment centres but all staff have access to the Social Care Workforce Partnership Training Courses giving them underpinning knowledge.
For the Independent Children’s Residential homes in Wrexham, we expect to support around twenty nine staff to gain qualifications; twenty three staff at Diploma Level 3 and six at Level 5. In order to give equality of access to grant support, where these agencies have their own Assessment Centre or have decided not to go through Yale or our own centre, we will continue to provide support in other ways, for example providing support and advice on the use of the QCF for professional education and learning or continuing to support with the cost of registrations.
On behalf of Wrexham, Action for Children has taken over the management of Tan-y-Dre Children’s Home on 1st April 2012 and we continue to work with them to maintain their qualification levels. We will be focussing on supporting CPD for their more senior residential workers, providing assessment of 3 QCF Level five diplomas.
In respect of Local Authority staff, the children’s home has maintained a level of 95% qualified staff; consequently we only foresee two QCF Level 3 achievements there in 2013/14. Numbers of staff in other Children and Young People Services achieving Diplomas in Health and Social Care are expected to be five at Diploma Level 3 and two at Diploma Level 5.
The numbers of qualified LA foster carers has seen a reduction from 67% in 2012 to currently 53.5%. This is as a result of effective recruitment seeing an increase in the total number of carers and also some qualified foster carers moving on. This was identified as an area of need in the last year and has already been supported with a larger cohort of QCF candidates being registered. As a result, in addition to the increase in successful completions in the latter half of 2012/13, the number of Local Authority Foster Carers predicted to achieve qualifications in 2013/14 is 10 - higher than the last couple of years.
Similarly, we are currently supporting more Foster Carers from the Independent Sector, planning to directly assess eight QCF diploma completions within that group in 2013/14.
In respect of the Voluntary Sector, Barnardos, Action for Children, local charity Dynamic and others already have staff registered with the centre and we should see the achievement of three QCF Diplomas at Level 3 and three at Level 5 within that group in 2013/14.
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Table 1b – Childcare QCF Diploma Targets 2013/14 (Note: There will still be some NVQs going through during this period; these are considered in the equivalent figures below)
Children’s Local Authority Independent Voluntary Total
Children’s Homes Level 3 2 23 (19) 2 (2) 27 (23)Foster Care Level 3 Awards 10 10 (8) 0 20 (18)Other Childcare (Social Work Teams, Family Centres and other Day Services)
5 0 3 (3) 8 (8)
Level 5 Children and Young People Services 2 6 (5) 6 (6) 14(13)
Total for Childrens 19 39 (32) 11 (11) 69 (62)
Those figures in brackets relate to staff from the independent sector achieving qualifications through direct and full assessment and/or sponsorship by WCBC. Other qualifications will be achieved by employers’ direct relationship with assessment centres but all staff have access to the Social Care Workforce Partnership Training Courses giving them underpinning knowledge.
This will mean in total that almost 350 awards will be achieved through the assistance of the Social Care Workforce Development Programme and Partnerships.
Occupational Therapist TrainingAny new Disability Support Officers within the Team will be required to undertake and achieve BTEC award in the Provision of Community Equipment. The new role of Duty Officer within the team will have access to the BTEC Award in the Provision of Community Equipment.
All Occupational Therapy staff will have access to a range of professional courses e.g. Adapting Homes Specialist Training, Housing Conference, National Association of Paediatric OT Conference, Back Exchange Conference. Occupational therapy staff have now completed the Train the Trainer certificate in Moving and Handling - this qualification will need to be maintained.
We are looking to train an additional member in the Diploma in Patient Moving and Handling in addition to the one current employee.
Senior Practitioners will access L3 NVQ in Management and the Preparing to Teach in the Lifelong Learning Sector Course (PTLLS).
Management TrainingTraining in management qualifications has continued to be offered on the basis of the findings of audit of local authority management grade post holders in 2011, which was updated in 2012. The ILM Level 3 Diploma in First Line Management course was again the main focus and provided for ten local authority first line managers. That course was also offered across the sector and taken up by four from the Independent Sector and one from a Voluntary Organisation. The need is diminishing now since so many were trained last year and this and so the next ILM Level 3 course offered will not need to be until later in the 2013/14 year.
New Social Work Team Managers and assistant team managers are continued to be seconded onto the Team Managers Development Programme. Specialist qualifications such as the IPC Certificate in Commissioning and Purchasing in Public Care will continue to be made available to staff in relevant posts. This year the PTLLS course was offered across the sector and proved very popular and so should be offered again later in the 2013/14 year.
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Table 2 – Management Qualification Targets 2013/14Local
Authority Independent Voluntary Total
ILM Level 3 Certificate/Diploma Registrations (Sept 13) 12 6 2 20
ILM Level 3 Certificate/Diploma Qualifications 10 6 16
ILM Level 5 Certificate/Diploma Registrations 2 2
ILM Level 5 Certificate/Diploma Qualifications 3 3
Social Work Team Managers Registrations (September 2013) 4 4
Social Work Team Managers Qualifications 4 1 5
IPC Certificate in Commissioning & Purchasing Registration 1 1
IPC Certificate in Commissioning & Purchasing Awards 2 2
QCF in Commissioning, Procurement & Contracting Registrations 2 2
QCF in Commissioning, Procurement & Contracting Awards 3 3
Certificate L4 in Purchasing and Supply Registrations 3 3
Certificate L4 in Purchasing and Supply Awards 6 6
Preparing to Teach in the Lifelong Learning Sector (PTLLS) Awards – Jan 13 10 5 5 15
Preparing to Teach in the Lifelong Learning Sector (PTLLS) Awards – April 13 10 5 5 20
Preparing to Teach in the Lifelong Learning Sector (PTLLS) Registrations Jan 14 - achieving in 14/15 10 5 5 20
Total No. of Awards & Qualifications Achieved 48 17 10 75
We will review with employers how the learning from PTLLS has improved practice.
A range of skills development courses will be available to Council employees. This will include appraisals and risk assessment training. We will provide supervisory training for the specialist social care/social work supervision as opposed to that which is available in generic management courses.
Training and Development for Service UsersService Users within Day & Employment Opportunities continue to be supported in achieving OCN Units, with 10 service users achieving units in Horticultural Skills during 2012/13. During 2013/14 it is expected that service users will be supported to achieve units in Catering, Health and Safety & Carpentry by the service linking with Yale College.The Recovery (Mental Health) Service is continuing to involve service users in developing and delivering training to staff. Eight such sessions have been delivered since April 2011 including training around the Code of Practice, boundaries, service delivery plans and the Mental Capacity Act. Training within the Recovery Service continues to be service user led with supported people involved in devising new training programmes.
Person Centred Planning TrainingThis year we intend to continue to provide training around person centred approaches. This will include courses such as My Staff My Say which is facilitated by Service Users. As well as training
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for Social Care staff, staff (Council and Independent Sector) in Person Centred Thinking, Planning and Facilitating a number of courses have been held last year, attended by staff from Community Living Service, Day and Home Care Services.
We are also working on a pilot within a Residential Care Home to train staff and embed a person centred approach within dementia care. This will involve training and competence assessment using QCF units from Level 2 & 3 Diplomas.
L. Commitment to the bilingual provision of servicesThe publication of More Than Just Words sets out a 3 year national action plan. Work is ongoing to assess the Council position in respect of these targets and then an action plan will be presented to Council.
However, the Council has already taken steps in this programme. This includes:
The Council has amended its Welsh Language Scheme and this received the approval of the Welsh Language Board under Section 16 of the Welsh Language Act 1993 on June 6th 2010. This is available at: http://www.wrexham.gov.uk/english/council/documents/welsh_language_scheme.htm
This includes sections on staffing and recruitment and a language skills strategy. This also affects the delivery of training and contracting for training within the care sector.
The percentage of directly employed staff who can deliver the service bilingually is less than the percentage of the general population who are bilingual. This is also the case in respect of the Council as a whole. There is a Social Services Equality and Welsh Language Improvements Group which consists of Senior Officers.
In respect of the Independent and Voluntary Sectors, part of the Commissioning process requires external providers to be able to provide all written information bilingually. As part of the monitoring, Service Users are asked whether the service is provided through the language of their choice. This will give WCBC a benchmark to know what needs to be developed.
We will work with our Commissioning Service to explore options for incorporating greater aspects of the Welsh Language Policy into the requirements for Contracted Services in an appropriate manner.
We obtained information as to the percentage of bilingual staff in Commissioned Services as at 31 March 2012 which adds to our information concerning Council staff and that is repeated again this year. In October 2012 a workshop was held for all contractors on the implications of the Welsh Language Measure and at their request is a standing item on the SCWDP Partnership meetings. See link below: http://www.wrexham.gov.uk/english/council/social_services/workforce_strategy/partnership_meeting.htm
M. Social Work Qualifying Training Plan and Social Work Post Qualifying TrainingIn summary £89,500 will be spent on Social Work Qualifying and PQ Training which includes the £40,000 ring fenced funding supplement
M1. Social Work Degree – Supported EmployeesThe Council is committed to offering opportunities for career progression, and sponsors employees to obtain the Degree in Social Work through the Open University. Applicants have come from not only Social Work Assistant roles, but also from provider services and business support. This scheme places obligations on both the Council and the individual. Currently 2 have commenced level 2, and one level 3. A further 3 started in February 2012. Additional sponsorships need to be considered in the context of proposed changes to the grant, but we do intend to sponsor at least 1 further individual in 2014. Unfortunately 1 candidate recently withdrew from year 2 for personal reasons.
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The council is committed to spend a minimum of £49,500 in 2013/14. This was calculated with 3 further students starting in January 2013 and 1 in January 2014. In addition, costs have been difficult to predict as staff with English home addresses are charged at different and higher rates.
This spend includes University fees, staff replacement cost plus a small budget for learning resources. From 2013, if a sponsored employee lives in England, the Open University fees are approximately £2,000 per annum extra.
The numbers sponsored will be reviewed each year in respect of the level of SCWDP funding available to the Council.
M2. Other Social Work Degree training – “Hosted” Students and Practice Learning2006 saw the Degree implemented in North Wales and in 2012/13, the Council ‘hosted’ 42 students and sponsored 6 of its own staff with the Open University (total 48). Hosting numbers should normally be 15 students for each of the 3 years in the Degree and within an overall total of approximately 70 students per year at the 2 Universities in North Wales. (Less in 2012 due to the development of the MA at Bangor) It was originally expected that the total number of students enrolled on the two programmes would increase to a maximum of 100 per year.
The Council continues to maintain a high level of commitment to the provision of Practice Learning Opportunities for social work students. (52 in 2008/09, 46 in 2009/10, 43 2010/11, 48 in 2011/12, and potentially 49 in 2013/14 dependant on intake September 2013 and Open University Sponsorship). This reflects the requirements of the intake at our local University Glyndŵr, (current intake 36 annually) and our scheme to “grow your own” and develop staff in social care posts. The Degree in Social Work places a responsibility on the Council to take the lead in organising and quality assuring all practice learning opportunities in its geographical area, whether provided in the public, independent or voluntary sector. Wrexham is able to offer a broad range of opportunities across agencies and disciplines.
However, workforce planning on a national and regional basis has now been completed and some Local Authorities have assessed that higher numbers may not be required. Therefore, discussions took place within the North Wales Degree Partnership and while Wrexham have retained the commitment to the number of hosted students, the other 5 Local Authorities have reduced their commitment as from October 2009. Numbers have been further reduced in North West Wales with the introduction of the MA.
We have continued to provide a similar number of placements as we continue to find that this is excellent process for recruitment as well as developing supervisory skills for staff that train and act as practice teachers. Team Managers and Assistant Team Managers are required to have this skill, as we believe that the ability to support a student in a team enables practitioners and managers to remain up to date with occupational standards and theory.
Until recently, the majority of hosted students have been recruited either by the Council or local providers. However, the past 2 years have shown a decrease in the numbers of newly qualified Social Workers appointed. This has in part been due to decisions to decrease the numbers of Social Workers in neighbouring authorities (including those in England). The Council offers “Sessional/Fixed Term Contracts” which are often ideal for newly qualified Social Workers to gain experience, and have chosen to “over recruit” in Children’s services to counterbalance the potential for high turnover of staff in this area of work.
M3. Post Qualifying TrainingWe expect to spend £40,000 on post qualification awards in 2013/14 as identified below
M3.1 Practice Teaching AwardsWe have maintained the funding available to train Social Workers employed by either the Local Authority or other Social Work agencies, to gain Practice Teaching Qualifications. Since 2006/07, we have assisted Social Workers from the Independent Sector to gain this Award (17 achieved to date and 3 additional registrations this year). We have sponsored 6 Local Authority staff to undertake “Training, Assessment and Quality Assurance” qualification within the Qualification
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Credit Framework, 4 of which have already achieved. 2 additional are expected to achieve this year.
Following a high volume of requests for Practice Teacher training in 2011/12 due to lack of an approved course in 2101/11, numbers have reduced, but requests have been consistent. We expect to sponsor another 5 this year at approximately £600 each.
M3.2 Social Work Post Qualifying TrainingConsolidation/First Years in PracticeThe local University (Glyndŵr) has developed a Graduate Certificate in Post Qualifying Social Work Practice which has replaced the former PQ1 for newly qualified staff. 13 achieved in early 2012, with a further 5 staff achieving credits through individual modules. The programme continued with a new intake January 2012, and an additional 27 staff are currently engaged with the programme, with up to 15 staff expected to achieve the full qualification. This programme will close in December 2013.
To meet the requirements of the consolidation programme we have joined with other stakeholders across Wales in the support of a work based route this will be called the Porth Agored Graduate Certificate in Consolidation of Social Work Practice and is at 60 credits level 6. We hope this will be available for September 2013.
We continue to discuss with Glyndŵr University to develop a 30 credit consolidation programme. If successful, this will commence in January 2014 but this seems unlikely now.
M3.3 Mental Health AwardThe current Mental Health qualifications became available at Manchester University in September 2008 and the local authority consistently sponsors individuals from the new Regional Emergency Duty Team. 2 registered from September 2012 to qualify in 2014. The funding for EDT staff is shared between the 3 Local Authorities. Two individuals from the Community Mental Health Team are due to qualify in 2013 and 3 were sponsored this year to complete in October 2014. 1 member of staff from Community Mental Health team (Older People) also commenced training and will complete in 2014.
We continue to explore how training for “Best Interest Assessors” can be undertaken. Currently we use Manchester University. 6 are currently sponsored (again, including 1 member of staff from EDT) to complete in March or April 13 dependant on timing of exam boards. An option to develop this on a North Wales basis continues to be explored, as in Wales, such Assessors do not have to attend a University based “accredited” course. However, as a border county, it is important that staff are equipped to respond to requests where English law applies e.g. If Wrexham is the placing authority; it has a responsibility to provide DOLS assessments. If the placement is in England, this must be under English Policy Guidelines and Codes of Practice.
M3.4 Child Care and Community Care PQ AwardsFive individuals were sponsored to undertake the BA Honours/Graduate Diploma Professional Studies in Child Care Specialist Award at Salford University (a 2 year course commencing September 2010). Of these, the final staff member is on course to complete in 2014. We have sponsored other places on this course for individuals to undertake modules to further their professional development. (5 in total) A further 2 staff members have been sponsored for the final intake of this course in its current form and a Social Worker from the Voluntary Sector has recently commenced the consolidation element.
In the absence of anything comparable in North Wales, 3 staff in Adult Services have been sponsored to undertake Salford’s Post Qualification Award in Adults commencing September 2011 with a projected completion date of 2014.
In addition to the direct spend on Degree and PQ Programmes (i.e. fees, expenses & staff replacement costs for the degree) a Staff Development and Training Officer is engaged solely to develop and maintain Social Work qualifications and PQ training.
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M4. Career FrameworkThe Council has implemented a new career framework for all its Social Workers which uses the CCfW “Continuing Professional Education and Learning Framework” as the ideal on which the structure is based. It is expected to extend this to Adult Services in 2013/14. The Council has consulted on, and now implemented the creation of a number of “Consultant Social Work” roles. This initiative has reinvigorated the uptake on all Post Qualifying learning and qualifications. We continue to offer opportunities to the independent and voluntary sectors – uptake to date has been minimal, but we expect this to be an area for potential growth in the context of the CPEL framework.
The table below demonstrates the number of Post Qualifying Awards that may be sponsored and achieved this year. Numbers remain low due to the limited availability of Awards.
Some exam boards meet in March or April. Such timing may affect the year of reporting that the completion of the award is confirmed in.
Table 3 – Social Work Qualification Targets 2013/14
Local Authority Independent Voluntary Total
Number of Degree Placements 40 4 6 50Practice Assessor Award 3 1 2 6PA Award new registrations 4 1 5TAQA 2 2TAQA new registrations 1 1PQ Consolidation new registrations 12 1 13Graduate Certificate in Social Work Practice Award (for NQSW) 15 15
Current Child Care Award (through Salford) 3 3New Child Care Award Registrations (through Salford) *
New Adult Award Registrations (through Salford) *1
Current MHA Registrations (inc 2 EDT) to qualify in 2013 4 4
Current MHA Registrations (inc 2 EDT) to qualify in 2014 6 6
New MHA Registrations 2 2Best Interest Assessor Award 6 6Best Interest Assessors Award new registrations 2 2
Social Work Degree Sponsored 5 5Social Work Degree Sponsored Achieved 1 1TOTAL NO. OF AWARDS ACHIEVED 34 1 2 37
1Having regard to the redesign of the programmes it is currently unclear whether individual will register for the full or only part of the award.
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25
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The Wrexham Social Care Workforce Development Programme
is funded byWrexham County Borough Council
and a grant from theWelsh Government
