SOMERSET COUNTY COUNCIL

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1 SOMERSET COUNTY COUNCIL KEY DECISION TAKEN BY THE DIRECTOR OF CHILDREN'S SERVICES Report title: Procurement of the South West Step Up to Social Work Higher Education Institute successful bidder Bidder C as specified in Appendix 1 to this report. Officer(s): Julian Wooster Director of Children s Services [original non key decision to Step Up to Social Work market approach to secure HEI made by Rose Collinson then acting Director of Children s Services, February 2015] Author Contact Details: Helen MacDonald - Service Manager, Date of Publication of Key Decision: Date of Decision: Date Decision comes into force: Officer Decision The DIRECTOR OF CHILDREN S SERVICES agreed: 1. That Appendix 1 to this report be treated as exempt information and to be treated in confidence, as the case for the public interest in maintaining the exemption outweighs the public interest in disclosing that information. 2. To proceed with an award of contract to the successful HEI bidder, Bidder C as detailed in Appendix 1 to this report following the rigorous tendering programme undertaken to deliver Step Up to Social Work. 2. Reason for Decision(s) As set out in the attached report. 3. Reason(s) for Urgency (where applicable) Time sensitive to meet DfE deadlines. 4. Details of any alternative options considered and rejected As set out in the attached report. 5. Any relevant Personal Interest that the decision maker may have under the Gifts, Hospitality and Interests Protocols for Officers None declared. 6. Details of any conflict(s) of interest declared by a Cabinet Member consulted about the proposals and any dispensation from Chief Executive Not applicable. 1

2 7. Other background information considered by the decision maker before making this decision As set out in the attached report. 2

3 Officer Report Procurement of the South West Step Up to Social Work Higher Education Institute (programme provider) Cabinet Member(s): Cllr Frances Nicholson Division and Local Member(s): All Lead Officer: Julian Wooster - Director of Children s Services Author: Helen MacDonald - Service Manager Children and families / learning and Development: Report Sign off Forward Plan Reference: Summary: Seen by: Name Date County Solicitor Honor Clarke 24/04/2015 Monitoring Officer Julian Gale 24/04/2015 Corporate Finance Kevin Nacey 21/04/2015 Human Resources Martin Walsh 14/04/2015 Property / Procurement Senior Manager Cabinet Member FP/15/03/15 Richard Williams (if report is property or procurement related) Relevant SLT Director- Julian Wooster Relevant Cabinet Member- Frances Nicholson 24/04/ /04/ /04/2015 SCC, as part of South West Regional Partnership, has been successful in securing a DfE grant to recruit and deliver the successful Step Up to Social Work employer-led, qualification programme. The grant is subject to certain conditions including the appointment of an appropriate University Provider (HEI) following a formal procurement process. SCC, working with nine other local authorities, is the lead authority in procuring the HEI to which this key decision relates. The proposed procurement and award of contract is time sensitive with the selection decision made by 16 th April 2015 and contract award decision to be made by 21 st May 2015 at the latest. The SCC tendering portal closed on 30 th March. The contract award period runs from 16 th April (which is the HEI selection day involving all partners) to 21 st May Somerset is leading on the procurement of the South West provider on behalf of the nine other local authorities (who form the South West Regional Partnership for Step Up to Social Work). Step Up to Social Work is a fast track graduate scheme led by employers and is an accelerated entry route in to social work for high achieving graduates and career changers. It is a nationally recognised and successful programme, now in its fourth year of operation, with proven successes nationally, in the recruitment 3

4 and retention of good quality social work practitioners. Somerset was strongly advised by the DfE to submit a bid for this funding opportunity. The programme is highly advantageous to Somerset in helping to support organisational workforce needs, particularly recruitment and retention of children s social work practitioners. The Step Up programme, in addition to bringing in high achieving Social Work graduate social work trainees to Somerset and the South West region, also provides some significant career and professional development (CPD) opportunities for Somerset s existing workforce in our endeavour to continue to improve and transform Children s Social Care services in Somerset. This recommendation is that the DIRECTOR OF CHILDREN S SERVICES agrees: Recommendations: 1. That Appendix 1 to this report be treated as exempt information and to be treated in confidence, as the case for the public interest in maintaining the exemption outweighs the public interest in disclosing that information. 2. To proceed with an award of contract to the successful HEI bidder, Bidder C as detailed in Appendix 1 to this report following the rigorous tendering programme undertaken to deliver Step Up to Social Work. In order to deliver Step Up to Social Work in the South West (and Somerset), we have to award a contract to a tendering HEI by the 22 nd May 2015 to ensure that the necessary recruitment and university approval processes can be achieved within the DfE s timescales. Reasons for Recommendations: By awarding a contract to an HEI to deliver the DfE programme Step Up to Social Work in the South West, Somerset will ensure a sufficient supply of high calibre Children s Social Work graduate social work trainees into Somerset and across the South West region who will, once qualified, undertake to stay with the LA employer for no less than 2 years. The success and national profile of this programme will improve Somerset s reputation as an employer of Social Workers, again impacting upon recruitment and retention of expertise into the county; staff will want to work with us. Step Up to Social Work trainees will provide a significant boost to the service and to the quality of provision and the recruitment and retention of high quality practitioners in Somerset and the South West. 4

5 This is an employer-led qualification route into children s social work, offering multiple development opportunities for SCC social care and social work staff who can contribute to the shaping and delivery of the programme their involvement will contribute to, not only recruitment, but the retention and enhancement of existing children s social work skills and expertise in Somerset. The recruitment of the trainees, once qualified, will drive down the cost of having to employ locum Social Workers so will therefore be an additional invest to save measure. Supporting: Links to Priorities and Impact on Service Plans: the SCC recruitment and retention strategy for Children s Social Care Children s Social Care training strategy Ofsted recommendations (2013) around workforce development Step Up to Social Work will enable SCC to drive down the cost of Children and Families locum Social Workers by The decision to proceed with a bid to the DfE for Step Up to Social Work was an action arising from the Recruitment and Retention Strategy Working Group. (Directed by Operations Director, Claire Winter, with non-key decision to market approach to secure HEI made by Rose Collinson, then acting Director Children s Services). Consultations undertaken: Somerset has lead consultation, in partnership with Local Authorities across the South West, to determine a South West Regional Partnership bid to run the Step Up programme. Following this consultation 10 local authorities including Somerset, have formed the South West Regional Partnership, forming two consortia to cover the whole of the South West region. The partnership submitted two bids to the DfE, both have been successful. On behalf of both consortia, Somerset have been nominated to lead on the procurement process for an HEI for the whole Regional Partnership [to reduce time, duplication and ensure the process is accessible to HEI s wishing to tender]. The Cabinet Member has been briefed and is in support of the proposal. Financial Implications: If the decision to contract with an HEI is agreed, it confirms allocation of 1.6 million to the South West region, with 380,000 for Somerset for trainee fees. The successful HEI would receive resources circa 533,000. If the decision is not implemented, the South West partnership will be unable to run the Step Up programme. 5

6 This will not only impact upon Somerset, but the other 9 local authorities working in partnership across the South West. This will also impact negatively on Somerset s reputation and may affect Somerset bidding for future DfE funded projects. If the decision is not implemented it will incur a loss of resources and time already spent on the project. The DfE grant allocated c 380,000 for the Somerset trainees will also be withdrawn, which will also be a significant loss of benefit to Somerset. There are two consortia across the region; Consortium 1 lead by Dorset County Council and Consortium 2 lead by Somerset County Council. Both consortia are representing a total of 10 local authorities and both consortia are working collaboratively. Somerset is leading on the procurement of at least one HEI to develop the South West Step Up programme. The tendering process could lead to the appointment of one HEI that would work with both consortia spanning across the whole South West or two HEIs working with each respective consortium. The decision-making fully includes all partners, and the marking and moderation process of all tenders is guided by Somerset s procurement team. Legal Implications: Should Somerset not authorise the decision to award a contract to an HEI, there could be one or multiple potential legal challenges from partner authorities who, following consultation and agreement [via their respective legal and procurement teams] have formally entrusted Somerset to lead on the tendering process. Exempt information is defined by Section 100 of the Local Government Act 1972, by Schedule 12A to that Act. The Council s Constitution (Access to Information in relation to Decision-making) sets out the relevant categories for information to be treated as exempt information. Appendix 1 is considered to contain exempt information. Should Somerset authorise the decision to award a contract we can move forward in immediately recruiting 8 high calibre trainees to SCC s Children s Social Care Services to commence their training programme in January 2016 with no other associated advertising costs for recruitment. HR Implications: To date there have been over 256 applications to Consortium 2, for a total of 26 places, for which Somerset are the lead local authority. Should the decision not be authorised, the South West Regional Partnership will be unable to recruit, in total, 47 high calibre trainees to the South West, which will impact upon the services 6

7 ability to recruit and retain expertise not only in Somerset, but across the South West. Ofsted recommendations to work towards stabilising the Children s Social Care workforce in Somerset will potentially be undermined. Should Somerset not authorise the decision to award a contract there is potential risk of: Risk Implications: Legal challenge from up to 9 partner authorities Damage to Somerset County Council s reputation Undermining Somerset s efforts to recruit high quality Children s Social Care staff. Damage to Somerset s Social Work recruitment campaign Failing to act upon DfE advice and guidance See Impact Assessment, attached to this report. Other Implications (including due regard implications: Should Somerset authorise this decision the positive impact upon Somerset County Council will mean: - Recruitment of 8 high calibre trainee social workers - Once qualified, the opportunity to immediately match the trainees to qualified social worker vacancies within Somerset and to retain these staff for at least 2 years (due to certificate of undertaking to remain in the employ of SCC for 2 years) - Provides a unique opportunity for a small number of existing SCC employees who meet the eligibility criteria to apply to the scheme and attain qualified social worker status locally. Therefore this opportunity provides social mobility for individuals who may otherwise not be in a position to relocate or afford to do the qualification through other means. - A longer term sustainable post graduate level qualification route that has been designed by the consortium in close collaboration with the successful HEI, as employers, and therefore fit for purpose for what we need from children s social workers in the south west - It will mean a saving in relation to the recruitment of 8 social worker posts in 2017, saving advertising and operational costs associated with recruitment, and human resources in terms of time. - The Step Up programme is a significant boost to the recruitment and retention strategy Should Somerset not authorise the decision to award a contract the following implications are likely to result: - access It will undermine the social mobility of individuals who wish to train and work as a Children s Social Worker in Somerset. - equality and diversity 7

8 The career progression and development of existing Social Workers will be undermined and limited; therefore staff will be disadvantaged. Again, social mobility will be reduced where there are high calibre eligible graduates [including Somerset residents] who wish to apply for the programme and otherwise would be unable to afford to undertake a post graduate entry route into social work due to funding issues, family and location issues [there is no HEI provider in Somerset]. The Step Up programme will make social work as a career option realisable for a number of high calibre graduates in the South West. - human rights Reduction of ability and capacity to effectively support relevant legislation, particularly to the rights of children as set out in statute law. - community safety Reduction in the Authority s ability to respond effectively to the safety and protection of vulnerable children and families in Somerset. - sustainability Reduction in Somerset s ability to stabilise its Children s Social Care workforce as a OFSTED / DfE stipulated priority. - freedom of information / data protection issues Legal and FOI challenges made by tendering HEI s will cause damage to Somerset s reputation and lead to likelihood of negative and adverse media coverage. - health and safety Frontline child protection services will continue to be severely undermined in their capacity to respond to the protection and safeguarding of vulnerable children, young people and their families in Somerset. This could place children at further risk of harm and lead to unsafe practice by already stretched workforce who currently do not have sufficient capacity to respond. Other implications if this decision is not implemented will include: - health and wellbeing Compound the vulnerably of children and young people and other service users, insufficiently staffed workforce will potentially lead to unsafe decisions and unsafe planning for children. - performance issues The Children s Social Care service in Somerset will remain insufficiently staffed to respond adequately to the protection and safeguarding needs of children. Somerset will potentially fail to recruit the appropriate number of 8

9 staff to social worker roles. Somerset will potentially lose the will of practiced and experienced SCC practitioners who will be more likely to leave the service and destabilise the workforce further. - partnership issues Somerset will undoubtedly lose trust and credibility amongst South West partners, the DfE, HEI s and, importantly, members of the public who support Step Up to Social Work, and those individuals who wish to pursue an application to the programme. Loss of resources and resulting potential for legal challenges from HEI s who have invested in tendering process and preparation of reports and documents as request by Somerset. Likelihood of reputational damage at a national, regional and local level. Scrutiny comments / recommendation (if any): Not applicable. 1. Background 1.1 Somerset County Council (Children s Social Care), in partnership with 9 other local authorities across the South West, have together successfully bid for a total of 1,610,750 of Department for Education (DfE) funding towards the Step Up to Social Work (SUSW) programme. 1.2 The South West Regional Step Up working partnership comprises: Dorset County Council (Lead Authority - Consortium 1) Bournemouth Borough Council Wiltshire County Council Poole Borough Council Somerset County Council (Lead Authority Consortium 2) Gloucestershire County Council South Gloucestershire Council North Somerset Council Bath and North East Somerset Council Swindon Borough Council 1.3 The SUSW initiative is a DfE resourced programme supporting fast track entry routes into social work for 2:1 graduates. Somerset are part of a 10 authority consortium split into 2 sub regional groups. Somerset lead one of the consortia (consortium 2) comprising 6 authorities: Swindon; BANES; Gloucester; South Gloucester, and North Somerset. 1.4 On behalf of the South West Regional Step Up Working Partnership (both consortia), Somerset are also leading on the procurement of the HEI(s) who will work with both consortia to design and deliver the employer led 9

10 programme. It is this component of the initiative to which the Officer Key Decision is sought. 1.5 The DfE funds will be distributed between 10 local authorities in the South West and provide work-based training for 47 new Social Workers across the South West region. Somerset County Council has been allocated resources which will be used to recruit and train eight graduates who can expect to qualify with a Postgraduate Diploma in Social Work in early The Step Up to Social Work programme helps local authorities across England to work with a local university to design and deliver a fast track masters level training route into social work. It aims to attract high achieving graduates with a degree of at least 2:1 in any field, who have some experience of working or volunteering with children, young people and families. 1.6 Candidates can apply from 16 March May Interviews are likely to be held from 22 June - 17 July. Successful applicants will begin the academic and work-based training in January 2016 and can expect to qualify early in HEI s are currently engaged in formal tendering processes to bid to lead the South West programme(s). It is possible that the SUSW partnership may recruit one HEI to service the whole of the South West or two HEI s (one linked to each consortium), dependent upon the quality and price weighting outcomes from marking and moderation being held in April (16 th ) 2015 and will involve the whole South West Regional Step Up working partnership. More information about DfE Step Up to Social Work initiative can be found at 2. Options considered and reasons for rejecting them 2.1 The option for SCC to not pursue SUSW funds at this time was considered but rejected SUSW was deemed to be too good an opportunity that could support recruitment and retention, and SCC s interest was also supported by the DfE. 2.2 The option to not award a contract to an HEI will bring the whole Step Up to Social Work South West initiative for cohort 4 to a complete close and is therefore not feasible. 2. Background papers Please see below for list of background papers: Consortium 2 s Step Up to Social Work bid to the DfE (successful). The full Regional Step Up to Social Work South West Regional Partnership s HEI Invitation to tender document. 3.3 The Regional Partnership s agreed Memorandum of Understanding 3.4 Tender evaluation CONFIDENTIAL report, please see Appendix 1 10

11 Impact Assessment Form and Action Table "I shall try to explain what "due regard" means and how the courts interpret it. The courts have made it clear that having due regard is more than having a cursory glance at a document before arriving at a preconceived conclusion. Due regard requires public authorities, in formulating a policy, to give equality considerations the weight which is proportionate in the circumstances, given the potential impact of the policy on equality. It is not a question of box-ticking; it requires the equality impact to be considered rigorously and with an open mind." Baroness Thornton, March 2010 Why are you completing the Impact Assessment? Proposed New Policy or Service Change to Policy or Service MTFP or Paper Service Review or SCC Change Programme What are you completing the Impact Assessment on (which policy, service, MTFP reference, cluster etc)? Section 1 Description of what is being impact assessed Children and Families Learning and Development Team Step Up to Social Work The impact should Somerset County Council not authorise the decision to award a contract with a HEI for delivering the Step Up to Social Work DfE funded programme. Section 2A People or communities that are targeted or could be affected (for Equalities - taking particular note of the Protected Characteristic listed in action table) The career progression and development of existing social workers will be undermined and limited; therefore staff will be disadvantaged. Social mobility will also be reduced where there are high calibre eligible graduates [including Somerset residents] who wish to apply for the programme and otherwise would be unable to afford to undertake a post graduate entry route into social work due to funding issues, family and location issues [there is no HEI provider in Somerset]. The Step Up programme will make social work as a career option realisable for a number of high calibre graduates in the South West. Section 2B People who are delivering the policy or service Somerset, working in partnership with nine other Local Authorities have formed the South West Regional Partnership. The partnership, in conjunction with the successful HEI, will develop and deliver the Step Up to Social Work programme across the south west. Somerset County Council is the lead authority for the Consortium 2 Regional Partnership. Section 3 Evidence and data used for the assessment (Attach documents where appropriate) The following documentation needs to be considered: a. DfE bid resulting in the award of contract by the DfE for the south west to run the Step Up to Social Work project (SCC lead authority) (refer to 3.1 above) 11

12 b. HEI tender document published, following the EU tendering process (refer to 3.2 above). Section 4 Conclusions drawn about the impact of the proposed change or new service/policy (Please use prompt sheet in the guidance for help with what to consider): Community Safety Reduction in the Authority s ability to respond effectively to the safety and protection of vulnerable children and families in Somerset. Equality As above. Health and Safety Frontline child protection services will continue to be severely undermined in their capacity to respond to the protection and safeguarding of vulnerable children, young people and their families in Somerset. This could place children at further risk of harm and lead to unsafe practice by already stretched workforce who currently do not have sufficient capacity to respond. Health and Wellbeing Compound the vulnerably of children and young people and other service users, insufficiently staffed workforce will potentially lead to unsafe decisions and unsafe planning for children. Privacy Commissioning a new supplier a HEI provider is vital to the progression and running of Step Up. Without the council agreeing to this, the Step Up programme cannot be run in the south west. No other impacts on privacy have been identified at this time. Sustainability Reduction in Somerset s ability to stabilise its Children s Social Care workforce as a OFSTED / DfE stipulated priority. Risk Should Somerset not authorise the decision to award a contract there is potential risk of: a. Legal challenge from up to 9 partner authorities b. Damage to Somerset County Council s reputation 3. Undermining Somerset s efforts to recruit high quality Children s Social Care staff. 4. Damage to Somerset s Social Work recruitment campaign 5. Failing to act upon DfE advice and guidance Likelihood a. 4 b. 5 c. 5 d. 5 e. 5 Impact a. 4 b. 4 c. 4 d. 4 e Risk Score a. 16 b. 20 c. 20 d. 20 e. 20 Section 5 After consideration please state your final recommendations based on the findings from the impact assessment. Also include any examples of good practice and positive steps taken.

13 The recommendation remains for the DIRECTOR OF CHILDREN S SERVICES to authorise the decision to proceed with an award of contract to a successful HEI bidder following the rigorous tendering programme already being undertaken to deliver Step Up to Social Work. Section 6 - How will the assessment, consultation and outcomes be published and communicated? E.g. reflected in final strategy, published. What steps are in place to review the Impact Assessment This assessment will form part of the Officer Key Decision paper, sent to appropriate members of the council for comment and consultation. The impact assessment will be reviewed on receiving the outcome of the Officer Key Decision. Completed by: Date 1 st April 2015 Signed off by: Date Compliance sign off Date To be reviewed by: (officer name) Review date: Version Helen MacDonald, Service Manager Children and Families Learning and Development Team Date 13

14 Background Paper 3.1 Step Up to Social Work cohort 4 application form Please complete and return this annex by 13 February 2015 to SocialWorkReform.sg@education.gsi.gov.uk. Annex B 1. Full name of local authority acting as lead for Regional Partnership Somerset County Council Point of contact within your local authority for this programme Name: Helen MacDonald Address: Children and Families Learning and Development Team C/o SCIL Cheddon Road Taunton Postcode: TA2 7QP Phone: HMacDonald@somerset.gov.uk 2. Do you have letters of commitment from all of the local authorities in your proposed partnership (please scan and submit)? Yes 3. Which HEI(s) have you contacted about offering Step Up to Social Work? Bournemouth University University of Bristol University of Bath University of Gloucestershire University of the West of England University of Winchester Plymouth University Can you indicate at what phase this Initial conversations (DfE descriptor) 1

15 Background Paper 3.1 contact is at with the HEI(s)? We have sought expressions of interest in order to soft market test. There have been 7 positive responses from HEIs. Formal invitation to tendering process is underway to ensure a fair and transparent (and legal) procurement process. In addition, the expressers of interest will also be targeted to tender. The tender document contract specification and HEI selection criteria is completed, to be sent to HEIs. Proposed invitation to tender launch is the 19 th February Contract award anticipated early May 2015 to comply with the formal tendering milestone. 4. List of local authorities in your regional partnership South Gloucestershire Council BANES (Bath and North East Somerset) Council Swindon Borough Council North Somerset Council Somerset County Council Gloucestershire County Council Total number of candidates your RP wishes to train: 5. Name / address of lead contact in LA Leigh Zywek Leigh.Zywek@southglos.gov.uk Richard Baldwin richard_baldwin@bathnes.gov.uk Jan Wilson JSWilson@swindon.gov.uk Louise Lynch louise.lynch@n-somerset.gov.uk Helen MacDonald HMacDonald@somerset.gov.uk Linda Uren Linda.uren@gloucestershire.gov.uk Number of candidates LA wishes to train Name / contact for HEI(s): Paul Skuse, designated HEI 2

16 Background Paper 3.1 Are you at a stage where the HEI has confirmed they are willing to train the number of candidates desired by the RP? 7. Please provide details of how the partnership intends to involve practitioners and service users in the delivery of the Step Up to Social Work programme (max 500 words). Procurement Lead (Somerset County Council) Helen MacDonald, Consortium 2 lead, Somerset County Council Yes The expressers of interest have informally confirmed they would be willing to train the numbers of candidates. We are in the process of formally tendering. The South West consortium leads in Somerset and Dorset have agreed with their respective regional partnerships to work closely together as neighbouring authorities, representing the south west region. The south west leads have made productive contact with experienced Step Up Programme Managers from the north and south of England. Drawing upon learning and expertise from the positive links already established the south west consortia aim to involve step up trainees from other partnerships to input. Participation methods will be varied and include peer mentoring and support including direct input as part of induction and use of social media for Step Up learning groups. Step Up leads from other partnerships will be invited to input onto the training programme for inducting practitioners including tutors, supervisors and Practice Educators, sharing insights from the evolving heritage of previous Step Up cohorts. Senior Managers, Social Workers and other colleagues will commit to a stakeholder undertaking agreeing to meet the learning and professional development support needs of Step Up trainees. Both consortia undertake to form a collective pool of Children and Family Social Work: practice experts from across the 3

17 Background Paper 3.1 Consortia s participating authorities; these will be practitioners from all levels of practice who will contribute to a series of master class inputs throughout the formal taught programme. Service user experts including Children and Young People s Young Trainer groups (i.e. Total Respect Group) and Children in Care Council representatives as key contributors to the programmes. mentors/coaches to support specific individuals around their emerging learning needs in addition to and complimenting formal tutor led support for trainees. Both consortia will utilise the existing service user structures relevant to the respective HEI providers. Both consortia will collectively share south west regional research (where appropriate) in which service users and practitioners have participated and played a central part in design and road testing learning from this local research will be fed back into elements of the taught programme (an example may be the Assessing Parental Capacity for Change research programme). We will utilise an existing participation forum in the local authorities for involvement of children, young people and their families in the learning of Step up trainees including access to relevant training opportunities led by or involving Service Users e.g. Total Respect Training, Foster carer training events, service user groups etc. Individual learning will be sought through SU feedback on the Step Up trainees practice as part of the assessment process and through direct learning opportunities from, and alongside service users and carers. Targeted mentoring and work shadowing 4

18 Background Paper 3.1 opportunities will form part of an individual s self-directed learning and research elements of the programme, in addition to formal placements. ASYE Programmes - where possible, across consortia 1 and 2, utilise existing support arrangements for ASYE programmes, including training and peer support part of organisations learning community as well as Step Up learning community assessment elements that can be dovetailed with the Step Up programme. This will help maximise learning and broker higher level learning opportunities including integrated learning where possible. 8. Please provide details of proposed placement arrangements for Step Up to Social Work participants (max 800 words). Placement arrangements will follow best practice for Step Up trainees with the added potential for an academy based approach to supporting learners in the work base a dedicated secondment of social work expertise at Advanced Practitioner level will support Step Up trainees in practice, providing on the job management oversight and supervision, day to day practice, expert mentoring around individual learning needs, and opportunities to co-work and shadow cases as part of accelerated work-based learning. The Step Up placement experience will aim to replicate the child s journey through children s services in the south west, thus providing the trainee with as broad an experience as possible of the whole Children s Social Care System. We envisage this can be done by offering a variety of placements within services to ensure the participant s journey reflects children and young people s experience of the system the consortia will be able to offer a diverse range of placements and work shadowing opportunities to reflect the diversity of service experiences. 5

19 Background Paper 3.1 The range of placements available in the consortia will enable variety and contrast in placement experiences for the differing needs and experiences of trainees. Further work shadowing opportunities across a broad range of work-based delivery options will ensure individual trainee s learning needs are well catered for with a wide choice of placement and work shadowing options that will stretch and challenge them. We will also consider the use of our voluntary sector partners to enhance the variety of placement experiences offered. Local Authorities within the consortia will supply (collective pool) qualified Practice Educators (PEs) targeting staff who have already met and been assessed against Practice Educator Professional Standards (PEPS) levels 1 and 2. The South West have a regional PEPS moderation panel for the local accreditation of the PEPS programme to ensure consistency, quality of practice, and will ensure effective use of consortia resources which could be fully utilised to support the Practice Educators involved in the Step Up programme. This would be a significant piece of partnership work which would ensure quality, consistency and sufficient supply of practice education across the whole regional Step Up programme. Some PEs will be dedicated staff with a Professional Social Work Educator role as part of their day to day delivery. We envisage some employees will be invited as part of seconded arrangements to support their own CPD and career progression, by participating and providing practice education as part of the programme. Both consortia undertake to create a pool of contacts for freelance PE s to ensure capacity and a diverse range of skills and expertise across the region. LA s have agreed to provide qualified PE 6

20 Background Paper 3.1 staff and subject experts who can be deployed across the region where necessary and vice versa, enabling CPD through secondment and work shadowing opportunities for existing members of the consortia s children and families social work workforce. It is envisaged this will also support the retention and skills of staff. All the Local Authorities within both south west consortia have undertaken to: make available to Step Up trainees and supporting practitioners relevant CPD opportunities, providing essential underpinning knowledge and supporting the programme curriculum as added value. This will be done by the sharing of forthcoming training plans and brokering places for trainees across the region where relevant. broker opportunities for Step Up trainees to access multi-agency CPD opportunities or work shadowing, i.e. community health, Health Visitor training, CAMHS training or multiagency partnership information groups run via LSCB s. provide regular team meetings for practice educators, including CPD opportunities use expertise within the consortia of grow your own schemes and providing diverse placements for employees. 9. Please provide details of any proposed innovations or aspects of the programme which will enhance participants training and help them prepare for practice (max 800 words). Learning from national models tells us that aspects of emotional resilience are key to trainee success and safe practice. Aspects of emotional resilience will be measured as part of placement activity through observations of practice, supervision, selfassessment and group peer supervision. We will include resilience training support within 7

21 Background Paper 3.1 the programme. Building on current expertise of promoting reflection and learning through action learning sets, and peer to peer learning strategies will be key practitioner led methods used as part of this programme, that aim to compliment the academic component. To ensure a focus of reflective practice, reflective learning will be a fundamental practice and learning principle tied into every aspect of the programme. This could be facilitated by consultant social workers and professional social work educators, in partnership with the HEI/s. Learning transfer models will be imbued into the work-based and taught elements of learning and knitted into the supervision process. Social media will support peer to peer strategies of learning through learning groups. Previous cohort Step Up graduates from elsewhere in the country will be invited to input into the scheme as a peer to peer leadership model of teaching. The (previous) Step Up graduates would input as visiting tutors. We would see this as an opportunity for those staff from national cohort 2 who seek to gather evidence of coaching others, and teaching and enabling others (as specified in PCF experienced social worker level standards), supporting their own career progression to Experience Social Worker Level (PCF). Based upon evidence of impact of good models of leadership development for Children s Social Care staff in the South West, the consortia will develop innovative teaching designed to build trainee s capacity in self-leadership and performance as Social Work practitioners, and input into the 8

22 Background Paper 3.1 course design self-leadership as a core skills and knowledge for trainee practitioners. This will further enhance the trainee s ability to manage self-directed or accelerated learning and meet the high demands of this programme. Other innovations include: A focus upon Relationship based practice and introduction to social pedagogical practice as key to underpinning the model of training. Peer based inputs students researching and delivering aspects of taught input as part of the programme but also their own practice. Given the geographical spread and in order to launch and create immediate momentum at the start of the programme launch the taught input with a significant core residential component, quickly establishing a strong learning community. Delivery of master classes involving practice experts from academic and practice bases. Development of a pool of qualified social work practitioners across the consortia and match as mentors to trainees so they have additional informal support to help address any specific individual learning or support needs; the aim of which will also help trainees build resilience. Secondment of LA staff as key tutors, speakers, supervisors, practice assessors on HEI programmes. Authorities wish to place HEI key staff in local authority settings to ensure appropriate access and to act as the bridge between the academic and work base experience. 9

23 Background Paper Please provide details of how you would exercise leadership in the provision of Step Up to ensure the programme delivery differs from a traditional route into social work (max 800 words). Exercising leadership, and modelling leadership, values and skills will be central to building confident and authoritative new Social Workers. We will embed a real focus on selfleadership, and ensure that the HEI incorporates learning in terms of leadership throughout the curriculum, in order to understand and properly evaluate individual delegates personal impact by understanding what works and why, and evaluate behavioural, personal and organisational change throughout the programme. During placements trainees will receive opportunities to reflect upon and measure their self awareness, confidence and communication abilities which will lead to real behavioural changes and changes in practice. In exercising leadership within the regional partnership, we will expect a clear and demonstrated commitment from all levels of staffing within each Local Authority which will include the Chief Executive and DCS, through to a clear understanding within local teams of the unique nature of the Step Up scheme. We would encourage a direct visibility and line of communication between CE, DCS, senior leaders and the trainees so that the experiences of the trainees on the ground are understood at the top of the organisation. Supervision of practice will be a key feature as outlined in question 8, using well qualified and supported Practice Educators who will have the focus and prioritisation of workload to adhere to best practice for the supervision of trainees. Equally the Local Authorities will have robust systems in place to quality assure the supervision records as required. The 2 south west consortia will role model collaboration between the two regional partnership arrangements and any HEI's who are involved, thus demonstrating and putting into place the correct governance of Step Up in the south west, building confidence for 10

24 Background Paper 3.1 future partners and sowing the seeds of a south west identity. In the south west region we have already discussed the intention to make available a list of coaches and mentors across the region and regional partnerships to support the programmes, and will utilise existing local links to register qualified Social Workers onto the regional coaching pool. Where possible Local Authorities will ensure consistency and parity around pay and conditions in relation to the employment conditions of Step Up trainees. Our regional intention is to work to one model as far as this is possible. We will access the south west Directors (DCS) group to raise these items. We are also in touch with colleagues around the country in existing regional partnerships to learn from their experiences in respect of these issues. 11. Please provide a statement of the resources LAs and HEIs have available to process applications in the period May - September 2015 and conduct checks in the period July - December This might include people, rooms, requirements for the support contractor, etc (max 800 words). We have held meetings in the south west region which have resulted in 10 Local Authorities having a single mind to develop what we hope will be a successful bid to form 2 regional partnerships across the region. This has been viewed as the best geographical split, and will encourage and utilise the best use of local resources whilst avoiding any unnecessary waste through excessive travel. All LA's have pledged to commit resources and to share these resources. These resources include venues, managers and practitioners. We also have young people trained to take part in interviews who would be available. HR departments are able to offer checks and medical questionnaires- as evidenced through providing a grow your own scheme and our own expertise in interviewing. Also the size of the 2 regional partnerships by past and recent experience, and through our collaboration and discussion in this programme, will ensure that collectively we will have the infrastructure to coordinate the required resources to support the requirements of the programme to the point of delivery. We have experience as a region of sitting on 11

25 Background Paper 3.1 each others panels for ASYE and crossreading portfolios for PQ. We have a proven record of establishing criteria and assessing work together- working collaboratively to agree dates and co-ordinate are transferable to this process. LA s have already identified named lead officers to work in the partnership consortia who will continue to provide coordination in their respective authorities and have Senior Leadership commitment. The draft Memorandum of Understanding for the partnership highlights the agreement to release staff time and resources to support the application and shortlisting process. Our draft formal ITT documents have highlighted the requirement for HEI s to be available to engage in the recruitment and selection process in June and early expressions of interest have indicated any HEI selected would be committed to do so. So far as a region we have found the right people, rooms, and admin time etc for all purposes. 12. Please provide details of how the delivery model will accommodate the Chief Social Worker s Knowledge and Skills Statement (max 800 words). We are confident that the Chief Social Worker's Knowledge and Skills for Child and Family Social Work Statement will be mainstream before the launch of cohort 4 in January The HEI's we are engaging with for expressions of interest currently have either already incorporated the 10 Knowledge and Skills themes or are well on the way to achieving this. This is currently being reflected in Practice Education in Local Authorities as a main business priority. We are currently using these to assess ASYE and to inform training programmes for ASYE. The standards are mapped to our training plans for social work. The 10 knowledge and skills themes will be part of the formal assessment process and integrated into the learning pathway for each candidate throughout the programme delivered by the HEI and within the placement authority. An initial assessment process will be used to form the Professional 12

26 Background Paper 3.1 Development Plan for each student which includes the 10 knowledge and skills themes alongside the Profesional Capabilities Framework and HCPC Standards of Proficiency - Social Workers in England (SOPS) and the formal assessment process will include evidence of learning and skills development against all 10 knowledge and skills themes, which will then be built on in the ASYE year going forward. Evidence will be gathered through direct observations of practice, assessed work and both formal and informal teaching and learning. Skills workshops will form part of the learning programme. In the initial mapping of the CPD strategy, the Knoweldge and Skills themes are included as an integral part of this strategy. Skills mapping to the training offered within local authorities will complement university provision. From feedback from national Step Up trainee evaluations, it is noted that the first 2 cohorts gained more satisfaction from their placement experiences rather than their university programme in order to meet the 13 Professional Capabilities Framework (PCF) skills areas. We will consider this evidence in the design of the programme and academic input. As part of the Consortia s strategic terms of reference, we will, as underpinning principles, align and embed Paper 5: The Implementation Proposals for Teaching Partnerships. 13. Does your regional partnership commit to the timescales laid out in Annex D of this letter? Yes 13

27 Invitation to tender for The Design and Delivery of a Post Graduate Diploma in Social Work Programme (Step Up to Social Work) Somerset and Dorset County Councils, in their capacity as the lead for the South West Consortia Regional Partnership for the Step Up to Social Work programme, are inviting tenders from suitable, qualified Higher Education Institutions for the design and delivery of a Postgraduate Diploma in Social Work, for up to 50 trainees in the South West. The South West Consortia Regional Partnership reserve the right to award the contract to either one or two HEIs, dependent on which the Consortia judge as being best for each region. TENDERER NAME: DATE OF ISSUE: 1

28 Definitions In this ITT, unless otherwise stated, the definitions below and those stated in Schedule 11 Specimen Contract shall apply Clarification Period Commencement Date Contract Contracting Authority Consortia Consortia Members DCC e-tendering system Form Of Tender ITT Regulations Service SCC Tender Tender Documents Tenderer means the time period during which clarifications on any matters arising from the ITT may be made in accordance with section 3 of the introduction to this document. means the date when the contract is intended to commence as indicated in the timetable in this document. means the Contract for the provision of the services which would be awarded to the Tenderer - the form of which is enclosed and set out in Schedule 11 of this ITT. means both Dorset County Council (DCC) and Somerset County Council (SCC). means the South West Consortia Regional Partnership as defined and explained in Section 1 of the Introduction of this document. means all authorities participating in the Consortia means Dorset County Council. means a secure (hosted) electronic tendering system through the ProContract website: means a document submitted by the tenderer to SCC as part of the Tender as per Schedule 2. Means this Invitation To Tender including all Schedules and Appendices. means the Public Contracts Regulations 2006 (SI 2006/5) as amended. means the design and delivery of a Step Up to Social Work programme as outlined in this document means Somerset County Council. means a completed and signed Form of Tender, together with all completed Schedules and Information requested by SCC and submitted by a Tenderer. means all documents contained in this ITT. means an organisation responding to this ITT with a view of being awarded the Contract. 2