The Previous Recruitment and Retention Strategy for Children S Services Covered the Period

Social Worker Recruitment and Retention Strategy 2013 - 15

Date: Version: 2.0

Prepared by Janice Spencer, Samantha Clayton and Penny Lee

Introduction

1 The previous Recruitment and Retention Strategy for Children’s Services covered the period 2009 – 2012 and recognised that the recruitment and retention of social workers had become not only a local issue, but also a national one. An update on the successful and unsuccessful elements of the last strategy is provided in section 2.

There have been a number of key developments during the period 2009-12. Firstly, in May 2010, the Directorate underwent a two-week Ofsted inspection of safeguarding and looked after children services. Lincolnshire was the only local authority area in the country to receive a grade of “Outstanding” both for overall effectiveness and capacity for improvement for safeguarding services.

Work is currently underway, led by the Assistant Director Safeguarding, with partner agencies and staff across Children’s Services, to ensure practice remains consistent with the proposed implementation of the new inspection framework. Adoption of the framework judgments will ensure that our aspirations for all children and young people to achieve their potential and positive outcomes are consistently evidenced, with the voice of the child and journey of the child being central to all interventions.

Secondly, much development has taken place nationally within the social work profession since the previous Recruitment and Retention Strategy was developed. Fundamental to this has been the Social Work Task Force (2009) recommendations and the publication of the Munro report into Child Protection in 2011.

In December 2010 the Social Work Reform Board, which had developed out of the Social Work Task Force, published Building a Safe and Confident Future: One Year On. This set out detailed proposals for reform in five key areas:

• Professional Capabilities Framework (PCF) • Continuing Professional Development Framework • Standards for Employers and a Supervision Framework • Social work degree • Partnership working between employers and higher education institutions (i.e. Teaching Authority).

These proposals were based on the 15 recommendations put forward by the Social Worker Task Force in 2009 and followed feedback from a number of pilot areas across the Country.

Munro, in the update report on Child Protection in 2012, provides the following commentary:

“Progress is being made on strengthening the profession as a whole, creating a career structure that rewards those who choose to focus on increasing their expertise, and on redesigning children’s social care services so that they

2 reflect this greater priority being given to the organisation’s ability to help children, young people and families effectively.” (pg 27)

In addition to the national developments, the Council has also commenced a root and branch review of its property portfolio, identifying rationalisation opportunities wherever possible. To complement this, and to improve performance, the Council is investing in more up to date IT equipment and adopting an agile way of working as set out in the Council’s Organisational Strategy 2012 – 15.

Many of the actions outlined in the previous strategy relied on the work of the Children’s Workforce Development Council (CWDC). The CWDC was disbanded in 2011 following the change in central government.

3 Review of Recruitment and Retention Strategy 2009 - 12

The Recruitment and Retention Strategy for 2009 – 12 is available on request.

Retention

A key element of the previous strategy was to retain social workers the Directorate employed at that time and sought to create systems and opportunities for career progression and job enhancement. Some elements of that strategy have become embedded in general practice, such as the career progression scheme for those moving from Social Worker Level 1 to Level 2. However, the budget context outlined in section 3 of this document provides the financial outline for the rationale of not developing the Incentive Schemes (‘Golden Handshakes and retention ‘Thankyou’s’).

Exit Interviews have not been used as effectively as they might have been which it is believed is due to the ‘opt in’ approach which has been proved not to work in other service areas. The interviews cannot be seen to be representative of the entire Children’s Services social work workforce; however, there were a few interesting points to note:

 some of the interviewees had been recruited following placements

 some interviewees sited workload issues and a lack of work/life balance as being a factor in their decision to leave

 No interviewees responded that pay and benefits were the reason for leaving and all responded that their personal skills and attributes outlined in the person specification had been utilised effectively

 It was sited that a lack of promotional opportunities was a reason for leaving the Council

In addition, a couple of comments stood out as issues that had been flagged up informally with senior managers within the Directorate by other routes:

“Remote working and ‘hot-desking’ does not promote a healthy stable team”

“Need to improve practice around lone working in order to reduce risk”

It has been recognised that the current system for exit interviews has not worked and it is a recommendation that the Directorate remodel their approach.

Turnover, is however, regularly monitored through monthly vacancy reports and quarterly HRMI Reports. Turnover trends have identified that frontline social care is a critical area, particularly for Social Worker Level 2 and Practice Supervisor posts. This is a national issue facing all local authorities.

Children’s Services has a bespoke induction process that is supported by the Corporate Induction Programme. Service areas are also encouraged to provide a local induction as well. 4 The additional elements relating to retention that were going to be explored during the last strategy timeframe were Mentorship, regular reviews of case loads and rotation of post-holders. Mentorship and reviews of caseloads have been touched upon in the various SWRB and Munro developments, but job rotation has not been explored due to the Core Offer review and resulting organisation restructure in 2011.

Recruitment

The panel approach to recruitment has proved effective coupled with the use of Mouchel Recruitment Services, which has brought a co-ordinated, uniform approach to the recruitment of social workers for large campaigns. A comprehensive record of learning’s from recent recruitment campaign’s has been captured in a Recruitment Recommendations report by Mouchel Recruitment Services which focuses on the difficulties in attracting and recruiting experienced and qualified workers and provides recommendations to address these:

 Review of the team manager job description and pay

 Benchmarking salaries with other local authorities

 Recruiting collaboratively with partnering authorities

 Improved marketing of the career progression route

 Dedicated webpage with an open advert

 Consideration of targeting overseas social workers

 To use a head hunting agency

 Refining the recruitment process by focusing on the professional capabilities framework and continuing to use more than one assessment tool.

One of these recommendations, using a head hunting agency, has been taken forward. In addition, the use of Mouchel Recruitment Services has had a positive impact on recruitment of social workers and it is proposed that this continues.

The Directorate has worked closely with the University of Lincoln to provide placements for social work students. The Recruitment Recommendations report confirms that attracting newly qualified social workers is no longer an issue for the Directorate; however, there remains a need to maintain a positive relationship with the University and recruitment of newly qualified social workers will continue to take place.

In addition, recruitment campaigns have been undertaken through the national press (the Guardian), as well as local press and the County Council’s

5 job page on the external website. There has also been representation at 2 Careers Fairs, including one at Hull University which attracted ? applicants.

Workforce Development – Grow your own

Children’s Services invested in an employment based route to becoming a social worker and now funds a ring fenced number of student social worker posts in each of the FAST teams. These posts are filled internally in the first instance. Over the last three years Children’s Services has/is funding ? employees to qualify as social workers.

The Student Social Worker job description has been brought in to replace the Children and Family Officer (CAFO) post.

The CWDC Graduate Recruitment Scheme has not progressed due to the CWDC ceasing to exist.

The Graduate Social Care Trainee Scheme was not investigated fully.

The ‘grow your own’ element of the previous strategy has been the most successful element of this part of the strategy. As has already been highlighted, recruitment of newly qualified social workers is not an issue for Children’s Services.

6 Current Drivers

1. Budget context

In the previous recruitment and retention strategy it was highlighted that the Local Government Association had identified that £58m would be spent to ‘transform’ social services, including a campaign to attract 500 recently retired child social workers back into the profession and a programme of support to newly qualified social workers. Since that time there has been a change in central government and in 2010 the Chancellor announced a radical Comprehensive Spending Review (CSR). The CSR required local authorities to make significant budget savings.

Children’s Services has successfully delivered the Comprehensive Spending Review (CSR) savings for 2011/12 and 2012/13, which totalled £22.517m. Children’s Services front-loaded these savings through the Core Offer and has plans in place to deliver the remaining two years’ savings totalling £2.713m. Whilst the directorate has responded to the challenges of the CSR, it is continuing to deliver outstanding services.

However, Children’s Services continues to face significant financial challenges over the coming financial years in addition to the CSR. These are due to Central Government announcements on reductions to the Early Intervention Grant (EIG) and the Local Authority Central Spend Equivalent Grant (LACSEG) following school conversions to academy status.

The budget context for Social Worker recruitment and retention has therefore changed significantly since the previous strategy.

2. Children’s Services social work and the impact of the SWRB and Munro

The developments to social care within Children’s Services following the SWRB and Munro have been comprehensive with many of the reforms having been implemented:

 Job descriptions and a career structure

Whilst Children’s Services has recently had a clear career structure for social workers, the NJC Recruitment and Retention Report published in 2011 provided local authorities with an outline national career structure.

Children’s Services has reviewed its social worker job descriptions against the NJC Role Profiles that form this career structure and assessed that the

7 Directorate’s structure is in line with the national structure. The introduction of the Student Social Worker job description has completed this structure.

There was scope to provide more clarity to the existing job descriptions by reviewing and adopting the terminology of the role profiles. This activity, coupled with development of service role profiles will aid recruitment by providing candidates with a clearer impression of the jobs being recruited to and the working context, including the geographical diversity of Lincolnshire.

A salary review of statistical neighbouring authorities is attached as Appendix 1. This shows that the Council pay structure is the same, and better in many instances, than our statistical neighbours. Pay is therefore considered not to be an issue for recruitment and retention.

 Assisted and Supported Year in Employment (ASYE)

The ASYE is the replacement for the Newly Qualified Social Worker (NQSW) and provides a more comprehensive support and development package for newly qualified social workers. The CS Learning and Development team have worked with Adult Services to develop a consistent package for ASYE’s working for the Council and this was piloted over 2012/13, and has been fully implemented from September 2013.

 Professional Capabilities Framework (PCF)

The PCF establishes shared expectations of social workers at each stage of their careers. These expectations are underpinned nationally by a new social work degree, the ASYE and continuing professional development.

Children’s Services has implemented the new PCF for Social Workers. In addition, CS has gone one step further and implemented an adapted set of professional capabilities across the entire Children’s Services workforce as part of its Workforce Development Strategy.

From 1 January 2013 PCF has been rolled out through a bespoke appraisal process that has been developed in partnership with the People Management Service and is underpinned by the Council’s Values and Behaviours.

 Health and Care Professions Council (HCPC)

During 2012 the registration requirement for social workers moved from the General Social Care Council (GSCC) to the Health and Care Professions Council (HCPC). The Council has and will continue to fund the membership fee of the HCPC for all social workers who are required to be registered.

8 Part of the registration requirements for the HCPC is an emphasis on continuing professional development and social workers are required to maintain a CPD log.

 Membership of the College of Social Work

Children’s Services, in conjunction with Adult Services, will be funding membership of the College of Social Work for all social workers employed by the Council who require Health and Care Professions Council (HCPC) registration for their job.

The College of Social Work provide a comprehensive CPD Log tool to record and reflect on continuing professional development.

 Principal Social Worker

One of the key recommendations of the Munro report was the introduction of a Principal Social Worker role within all local authorities’ children’s services directorates. The Council has recruited to this post and the post-holder commenced 1 April 2013.

This recommendation sought has resolved two issues; firstly, to resolve the disconnection between front line experience and organisational decision making; and secondly to discover different ways of extending the practice career pathway to senior social care posts. The post is not intended to be a case carrying post, but must be focused on retaining an understanding of frontline provision and experience.

One of the first tasks of the newly appointed Principal Social Worker will be to review the national guidance on the Standards for Employers, including an annual ‘Health Check’.

 Standards for Employers and a Supervision Framework

The Standards for Employers and Supervision Framework build on existing guidelines for employers of social workers. Children’s Services has already revised its Operational Management and Supervision Arrangement Policy and is currently reviewing the recording of supervisions and addressing issues of quality through a number of routes such as:

o Development of Practice Guidance

o The introduction of Reflective Practice

9 However, the Standards set out an expectation for an annual ‘Health Check’ to be undertaken on an annual basis. The Health Check will assess the practice conditions and working environment of Children’s Services social work workforce, taking into account workload management and case allocation.

 Partnership working with Higher Education Institutions

A Memorandum of Co-operation is in place with the University of Lincoln. It aims to identify and agree a number of areas where the University and the Council can work together in order to promote effective delivery of social work training and education and in doing so be clear about their respective roles and responsibilities.

A working principle is that in developing a culture of learning and development between the respective organisations there are benefits for both sets of staff and help to establish them as learning organisations.

Children’s Services long term intention is to develop into a Teaching authority.

 Continuing Professional Development

Alongside the CS Learning and Development team’s delivery of continuing professional development programmes for social workers, the Directorate is also investing in its middle managers through a bespoke, targeted programme for Practice Supervisors.

Practice Supervisors are being supported to develop leadership and management skills in line with the Professional Capabilities Framework (PCF) through a Leadership and Development programme. Each PS will be provided with a personal development plan following an intensive 1 ½ day programme.

In addition, CS Team Managers and Practice Supervisors have been targeted to take part in a change management programme through the East Midlands Region – Leading Munro Implementation in the East Midlands.

The corporate Leadership and Management programme is also being utilised.

 Absence Management

The Council’s Absence Management programme is working intensively with ‘hotspot’ areas within Children’s Services. These hotspot areas include social care teams, particularly frontline social care teams and will support the Directorate to consider developing programmes around emotional resilience.

10 Part of this approach will be to use the Employee Support and Counselling Service to provide support to teams during debriefs following serious cases.

11 Recruitment and Retention Strategy 2013 – 15

Overarching Objectives

Recruitment

Within identified budget constraints, Children’s Services to

 Develop a greater understanding of turnover of social workers including identifying why social workers leave the Directorate and develop plans for any corrective actions required

 Develop a clear and enticing brand for Social Work in the Directorate

 Develop a rolling recruitment programme to ensure a continual supply of qualified and experienced social workers

 Attend a geographically wide range of recruitment fairs on a regular basis

 Use Recruitment and Retention incentives where appropriate and in line with the Council policy

 To engage with national campaigns such as Step Up to Social Work, HCPC Social Work returners, etc.

Retention

Within identified budget constraints, Children’s Services to

 Develop and raise awareness in social care of the ‘golden thread’ demonstrating the links between the SWRB and Munro developments and the investment in staff through continuing professional development linking with the CS Workforce Development strategy and the corporate People Strategy.

 Provide bespoke CPD programme for social care that includes social work reforms, leadership development and culture change

 Review the Employment Based Route programme identifying appropriate next steps

 Embed the Social Work Standards for Employers including the annual Health Check of social care to identify issues and areas for development/change.

 Incorporate ‘teaching authority status’ once achieved into their social worker brand and promote internally/externally outlining benefits to social workers

12  Ensure staff awareness of the support available, such as Employee Support and Counselling, following serious incidents.

 Continue to engage positively with the Absence Management project ensuring that suitable actions are taken to support a reduction in absence in the social care teams.