Renfrewshire Council. Social Work Service Improvement Plan 2013/ /16

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1 Renfrewshire Council Social Work Service Improvement Plan 2013/ /16

2 Social Work Service Improvement Plan Contents 1. Introduction 2. Service Profile and Financial Analysis 3. Three Year Strategic Assessment 4. Change themes 5. Action plan 6. Service s Scorecard 2

3 1. Introduction 1.1 This Service Improvement Plan for the Social Work Service covers the period from 2013/ /16. The plan outlines what the service intends to achieve over the next three years based on the financial and employee resources likely to be available. 1.2 The plan notes the principal factors that will influence service needs, their development and delivery. It sets out the main priorities to be pursued and outcomes to be achieved over the next three years. An action plan detailing the outcomes and the key tasks to be implemented to achieve them is included in section Against the background of unprecedented financial challenge and changing demographics, the plan reflects the key drivers for the service in terms of the national policy landscape, its core responsibilities around the protection of children and adults, and the need to continue to modernise and develop person-centred services in partnership with health and other key partners, in order to meet the needs of the local community. The plan sets out the likely impact that these issues will have on the service and our plans for addressing it. 1.4 The Social Work Service has consulted employees, users, key stakeholders and partners on the service developments which underpin the plans. Opportunities for consultation have been taken forward with a range of stakeholders and include: Staff participation in the Public Service Improvement Framework Consultation with staff at staff conferences Consultation on the Change Fund with the community, carers and the voluntary sector, housing providers, staff and health colleagues 1.5 The Service Improvement Plan takes account of the direction of the new Single Outcome Agreement, refreshed Community Plan, and the Council Business Plan, reflecting as they do the issues facing local people, and the role of the Council and its partners in addressing these. 1.6 The Council Business Plan is structured around the 4 themes of Scottish public sector reform and the Service Improvement Plan reflects this approach. These form the basis of the four Council Business Plan themes: Prevention People Partnerships Performance 1.7 The themes align well with the Social Work Service and its priorities and actions in Section 5 are detailed under these headings to reflect this alignment. 3

4 2. Service Profile and Financial Analysis 2.1 The principal role and purpose of the Social Work service is contained within the Social Work (Scotland) Act 1968, which gave local authorities the responsibility of promoting social welfare. In the intervening period of 40 years, several other pieces of key legislation have impacted upon the scope and nature of social work services, including the National Health Service and Community Care Act 1990, the Children (Scotland) Act 1995 and the Adult Support & Protection (Scotland) Act At a local level Social Work s vision and role is : Changing Lives, Promoting Independent Living, Protecting Vulnerable People 2.2 The Social Work Service has a statutory duty to provide care and protection to the most vulnerable people across Renfrewshire. This means that many of our service users do not engage with us on a voluntary basis. Access to the majority of services is assessed on the basis of need, and Social Work staff work in partnership with individuals, carers, families and communities to meet this need within the resources available to the service. 2.3 Social Work services are also delivered in partnership with other Council services such as Education and Housing, other public bodies such as the NHS and the police, as well as a number of care providers across the third and independent sector. In particular, during the period covered in the plan, the service will be engaged with corporate and NHS colleagues in preparing for and implementing a set of joint arrangements in line with imminent health and social care integration legislation. 2.4 The service has identified 7 high level outcomes which it will aim to achieve in partnership with service users, carers, communities and partner organisations. These are: Vulnerable adults and children feel protected and live as safely as possible in the community Our services focus on early intervention and rehabilitation so that people have the opportunity to improve their quality of life and live independently in the community for as long as possible. 4

5 Local people are healthy and active, regardless of who they are or where they come from. Our services work in partnership with other organisations and with communities to ensure that vulnerable people can get the right support, from the right person, at the right time. Local people are treated as individuals and are able to make choices about the support they receive Our staff are skilled, knowledgeable, efficient and effective at delivering services. The views of service users, the community and staff will shape our services, and we will work with communities to help them develop their own supports. 2.5 The key activities of the service are: Discharging our statutory public protection duties in relation to adult protection, child protection and addressing offending behaviour. Delivering services (such as Care at Home, Community Meals, Occupational Therapy and Telecare) which support people to live independent lives in their own homes and communities. Working with partners within the Council and beyond the Council to improve life opportunities for vulnerable adults and children across Renfrewshire Providing and co-ordinating residential accommodation for vulnerable children, young people and adults, and day opportunities for older people and learning disabled adults. Working with other agencies to improve the health and wellbeing of people across Renfrewshire. Reducing offending behaviour and improving community safety Providing support to carers through services such as respite and through support for organisations such as the Carers Centre. Working with the third and independent sectors and with communities to promote the development of services which foster strong communities and prevent social isolation Providing services which aim to help people regain their ability to manage their own care Delivering services such as professional training, finance, planning and performance and contract monitoring which support service and workforce development. Services delivered (as at 31 December 2012): 1360 older adults receiving home care services 535 people receiving community meals services (over 4800 meals per week) 101 people receiving direct payments 1197 people supported in care homes (1035 older adults and 162 adults) 536 older adults receiving day care services 3100 people had a community alarm 797 looked after children, including 333 accommodated children 88 children on the Child Protection Register 1217 people involved with drugs services 992 people involved with alcohol services across Renfrewshire 5

6 2.6 The Service has a net budget of 91.5 million. Provisional budgets have been allocated to each care group as outlined in the chart below, though this is subject to change. This allocation of resources demonstrates close alignment with the Community Plan themes of Children & Young People; Jobs & the Economy; Community Care, Health & Wellbeing; Safer & Stronger Renfrewshire; Greener Renfrewshire; and Empowering Communities. Substance Misuse Offenders Mental Health Learning Disabilities Net Budget by Care Group 2013/14 Fieldwork and Support Service Strategy Services and Regulation Children and Families Service Strategy and Regulation Children and Families Older People Physical or Sensory Disability Learning Disabilities Older People Mental Health Offenders Physical or Sensory Disability Substance Misuse Fieldwork and Support Services 2.7 Against the background of ongoing financial constraint, one of the key challenges for the Social Work Service over recent years has been the development of strategies and approaches which allow the service to continue to provide high quality outcomefocussed services to individuals in the community who require them within the resources which the Council has available. With a net budget of 91.5 million for 2013/14, and representing almost a quarter of the Council total, it is recognised that effective management of the Social Work budget is critical to the delivery of the Council s budget strategy. Whilst the service has made a substantial contribution in terms of the Council s efficiency programmes principally around service redesign and effective procurement, the Council has also committed significant levels of additional funding to the Social Work service in recognition of the real demographic pressures it faces across all client groups. in children s services, where there continues to be high numbers of children requiring to be looked after by the local authority, and often over long periods in adult services where people with disabilities are living longer and more independent lives in the community with significant support from the Social Work service and often from ageing carers, in relation to the increasing numbers of older people requiring a range of supports to continue to live independently in their own homes, and, where this is no longer possible, requiring residential or nursing care. 2.8 The Council s budget strategy currently makes provision for annual increases to address the cost impact of these demographic pressures. It is recognised that continued annual expenditure growth at historic levels is not sustainable, and therefore the service has developed and is implementing a range of early intervention, preventative and reablement approaches to manage demand-led cost 6

7 pressures and so mitigate the financial impact of local and national demographics. The development and consolidation of these approaches underpinned by the investment by the Council of an additional 1.8m over the next two years aim both to protect or improve outcomes for local people and to achieve financial sustainability. 2.9 In terms of the national financial policy landscape the implications of the implementation of the UK Government's welfare reform changes on social work service users and on the community as a whole are very significant. Over the years covered by this plan, the Service will continue to carry out focussed assessments of how the impacts on our service users can be mitigated through awareness raising, advice and practical support. Over 2012/13 the focus of this work has been on the implications for our service users of the housing benefit under-occupancy provisions, and on supporting the introduction of the new Social Welfare Fund. Moving into 2013/14 and beyond, the focus will principally be on the impact of the migration from Disability Living Allowance to Personal Independence Payments, and on the roll out of Universal Credit in recognition of the particular challenges this will bring for many families the service works with. In terms of support for the wider community, the role of Adviceworks, which sits within the Social Work Service is key, both in the provision of the full range of benefits and budgeting advice, and in training and awareness raising across all staff groups. The Service will also contribute to the strategic review of advice services across Renfrewshire which is currently underway. What we have achieved 2.10 During 2012/13, Social Work embedded the new structures introduced in 2011/12 and continued to manage increasing demand in a time of financial and demographic pressure. Early intervention and preventative work is a focus for the service and this is reflected in achievements across all client groups. These include the implementation of evidence-based programmes in children s services; the development of proposals for new services such as intermediate care and the roll-out of reablement teams in older adult services; and the implementation of the Persistent Offenders Partnership to work with persistent offenders whose offending is related to their substance misuse The service has continued to drive forward a programme of improvement and modernisation. Through the Reshaping Care for Older People Change Fund partnership, increased joint working with health partners and consultation with service users, carers, the third and independent sectors and the wider community is informing service development and promoting independent living, and this has been successful in reducing delays in discharge from hospital and in the significant development of responsive community services which support this. Partnership working with other local authorities through arrangements such as the Clyde Valley Health and Social Care Collaborative and the Regional Child Care Commissioning Pathfinder is providing opportunities to share resources and develop new services jointly. A strategic commissioning approach is being introduced across all client groups and significant progress has already been made in Older People s Services. Service quality is also monitored externally, and in addition to the continued strong performance of registered services in inspections by the Care Inspectorate (96% of services graded Good, Very Good or Excellent), all three service areas within Social Work were awarded Customer Service Excellence accreditation during 2012/ A summary of key achievements during 2012/13 is provided in the table below. 7

8 What we achieved in 2012/13 Council Plan Theme High Level Outcome Key achievements Prevention Vulnerable adults and children Implementation of the Persistent Offenders Partnership. are protected and live as safely as possible in the community Completion of Phase 1 of the redesign of Community Service/Unpaid Work, including the relocation of staff and the provision of new premises at Wallneuk. Implementation of the ADSW/SWIA improvement plan for high risk offender management within Criminal Justice services. Integration of Getting our Priorities Right (practice relating to children affected by parental substance misuse) into the Integrated Assessment Framework, a joint assessment of vulnerable children and young people involving Social Work, Education and the NHS. Embedding Level of Service Case Management Inventory (LSCMI), a new risk assessment and management framework for general offenders. Implementation of outcomes from the review of the process for Multi-Agency Public Protection Arrangements for Level 1 cases. Commenced building work on two new residential childcare units to replace Rowanlea, and on supported housing for care leavers requiring support as they transition to independent adult life. Establishing a dedicated Mental Health Officer team and manager with increased staffing, and appointing a Lead Officer to support the Adult Protection Committee and an Adult Protection Co-ordinator to focus on practice standards within Social Work. Continued to reduce the capacity of local authority residential units for children, placing children with families wherever possible and ensuring that those in residential care live in smaller, more homely units. During 2012/13, numbers reduced by 11% from 46 to 41. Increased the number of local authority foster carers. The number of children placed with local authoritiy carers increased by 9% during 2012/13, from 137 to 149. This continues a trend of increased use of local authority foster care. Our services focus on early Restructuring of the Community Link team, who will co-ordinate and

9 intervention and rehabilitation so that people have the opportunity to improve their quality of life and live independently in the community for as long as possible. Local people are healthy and active, regardless of who they are or where they come from support the development of community capacity building across Renfrewshire. Drafted the Reach for a Better Future strategy, informed by the Achieving Step Change programme, to improve the behaviour, physical health and emotional health of looked after children. Launched a range of evidence-based programmes to support children and parents. Incredible Years is available in all local authority early years centres and Triple P has been rolled out across Renfrewshire. Functional Family Therapy has also recently been launched, which brings together the NHS, Social Work, Education and the third sector. Developed partnership arrangements with other local authorities to deliver Multi-dimensional Treatment Foster Care and secured 500,000 of Scottish Government funding to deliver this. Trained staff from Renfrewshire Drug Service as STEPS facilitators to assist service users in their personal development and give them the tools for change that will help them as they look to leave old behaviours behind and move on in life. Further investment and enhancement of the NHS Rehabilitation and Enablement Service (RES) and Care at Home Reablement Service. Supported the development of community-led health initiatives including the Mental Health Arts and Film Festival, AgeFest and a range of activities related to Paisley s status as a British Heart Foundation Heart Town. Facilitated the training of over 80 employees across the Council on breastfeeding awareness so that can support members of the public who choose to breastfeed in any of our offices. Continued support to the development of health and wellbeing activity clubs, befriending services for older people and people with dementia, volunteer service to support isolated older people and signposting and provision of advice and information to other services available. Implemented Year 2 Reshaping Care for Older People Change 9

10 Partnership Our services work in partnership with other organisations and with communities to ensure that vulnerable people get the support they need from the right person, at the right time, in the right place. Local people are treated as individuals and are able to make choices about the Fund Plans which support local people to live as independently as possible, and for as long as possible, in their own homes or in homely settings. Developments include an increase in the provision of Mental Health Officers, the establishment of a local community small bids fund, and increased support for carers, including respite services, enhancement of the RES and reablement care at home, GP support to care homes and the further roll-out of palliative care services. Embedded new structures across all care group service areas. Continued to lead on Regional Child Care Commissioning, and moved from scoping to the development of new services. Developed our approach to strategic commissioning. Progress includes the completion of a strategic needs assessment to inform an initial 3-year joint commissioning plan for older people, support to the Alcohol and Drug Partnership to develop a strategic commissioning plan for local addictions services, and ongoing support to the Regional Childcare Commissioning Pathfinder. Co-located Turning Point Scotland Turnaround staff within Criminal Justice Services to jointly deliver programmes to clients subject to Community Payback Orders. Continued to lead and develop partnership arrangements through the Clyde Valley Health and Social Care Collaborative Co-located Renfrewshire Drug Service and the Integrated Alcohol Team in a refurbished building with Criminal Justice staff to improve opportunities for joint working. Achieving Step Change, in partnership with Action for Children, secured funding of 750,000 to deliver Functional Family Therapy in Renfrewshire over the next three years. The team became operational in December Developed a comprehensive Carer s Strategy following extensive consultation with staff and carers. Implemented the participation strategy for children and young people. Established a Self-Directed Support Steering group and increased 10

11 People support they receive. Our staff are skilled, knowledgeable, efficient and effective at delivering services. staff resources in this area to support service user choice and control. Continued to expand the uptake of direct payments, with a 44% increase between mid-year 2011/12 and mid-year 2012/13. Redesign of day opportunities for adults with learning disabilities including the opening of a new hub at The Mirin in the Lagoon Centre and the opening of new premises for the Intensive Support Service at Spinner s Gate. Successfully piloted the Outcomes STAR tool within the Integrated Alcohol Team, which will now be rolled out across Addictions Services and which has a strong focus on what service users hope to achieve through their recovery. Introduced the Raising the Bar programme, which provides a focal point for all practice-related improvement activity across the service. As part of the programme, over 200 frontline staff attended development sessions, and all practitioners received updated practice guidance, and the Care Inspectorate praised this approach in their 2012 inspection. Developed a range of new training modules including those on welfare reform, dementia awareness, mental health awareness and codes of practice, and focused training on palliative care within the care homes. A number of e-learning models were developed through the Clyde Valley Health and Social Care Collaborative. Reviewed the guidance available within the service on administering medication and drafted a corporate policy, which will be finalised early in 2013/14. Held learning events developed to support the implementation of the Children s Hearing (Scotland) Act Received positive feedback from the Information Commissioner on data protection measures and processes in Social Work. Expanded the range of learning materials and courses available through the ilearn system. Increased the availablility of placements for student Social Workers and identified and trained new practice teachers. 11

12 Performance The views of service users, the community and staff will shape our services, and we will with communities to help them develop their own supports. Achieved CSE accreditation for all three service areas Resources, Adult Services and Childrens and Criminal Justice Services. Implemented a programme of activity to prepare the service for inspection by the Care Inspectorate, and incorporated the learning from this into a programme of service improvement activity. Established a case file auditing programme, with two audits already completed in Childrens Services and one completed in Addictions Services. Findings from these audits are monitored by the Social Work Strategic Risk and Review Group which is chaired by the Director of Social Work. Actively participated in the SOLACE national benchmarking project and in the Scottish Community Care Benchmarking Network. Consulted widely with staff, service users, partner organisations and the community through a range of activities, including a series of Reshaping Care for Older People Change Fund consultation events, community consultation on the integration of health and social care, consultation with staff through the staff conferences, participation of staff in the Public Service Improvement Framework, consultation with carers, and involvement in the Fostering Good Relations equalities event. Consulted with stakeholders and community groups in relation to the unpaid work and other activity carried out by offenders within Renfrewshire. Developed the Intensive Support Service in Spinner s Gate and provided improved facilities including a community cafe for the Learning Disabilities Community Network. 12

13 3. Three Year Strategic Assessment 3.1 The main policy, economic, social and technological changes and challenges which will affect service development and delivery over the next 3 years are listed below. These have been prioritised to reflect the key issues that we will be focussing on in the first year of this Service Improvement Plan as well as the ongoing issues that will be taken forward over the full period of this plan. Priority Maintaining appropriate levels of service provision Developing integrated service arrangements with health services Developing person-centred approaches to service delivery, including self-directed support Description One of the key challenges for the Social Work Service over recent years has been the development of strategies and approaches which allow the service to continue to provide high quality outcome-focussed services to individuals in the community who require them within the resources which the Council has available. Preventative and rehabilitative approaches are being mainstreamed as business as usual across the whole service serving both to protect or improve outcomes for local people and to achieve financial sustainability. Planned integration of health and social care services will have a significant impact on the development and delivery of services across Renfrewshire. The Council has actively participated in the national consultation exercise and the Director of Social Work, in his capacity as President of the Association of Directors of Social Work, sits on the Scottish Parliament s Bill Advisory Group. The service will work in close partnership with corporate and health colleagues to put in place integrated arrangements to support further joint working for the benefit of local people. A significant number of joint teams and joint working arrangements between health and social care have been successfully developed to date in Renfrewshire and the service will continue to progress these in advance of the legislation being passed. The Social Care (Self-Directed Support)(Scotland) Act 2013 will ensure that service users and carers can benefit from a personalised approach to social care services by providing a range of options including Direct Payments and 13

14 Promoting independent living and supporting reablement of service users Reshaping Care for Older People individualised budgets to choose the best way in which their care needs can be met. It is expected that legislation will come into force in 2014/15 and the service is making extensive preparations for implementation. This will be one strand of a wider agenda to promote an outcomes-focused framework for the delivery of social care services which will also include a renewed focus on outcomes approaches to assessment and care management and the continued roll-out of the My Plan approach to care planning within Learning Disability services. This is critical to the older people s care agenda, but applies across all care groups. The service will continue to work with partners to support people to live at home or in a homely setting for as long as possible, including investment in reablement, preventative and early intervention services. The service is taking forward plans for a pilot Time to Think/intermediate care service based within a care home to support the transition from hospital to home and support a shift in the balance of care. Social Work will continue to support the development of community capacity so that communities can develop and co-produce their own supports to fit local needs. In learning disability services, the joint team is progressing an ambitious programme of transformation with partners for day services which offers different levels of care and support as appropriate to individual needs. Intensive support is delivered through the Anchor Centre and other day opportunities have been redesigned to facilitate greater integration with the community. The two community hubs for learning disability day opportunities have opened within the Lagoon Centre (The Mirin), and in Linwood leisure centre (Milldale). The community network services will also be supported by the resource centre at Spinner s Gate. Work in relation to employability services will remain a key focus for the service partners. This is a key strategic priority for Social Work and is a critical element of partnership working. The Reshaping Care for Older People Change Fund across Scotland for 2011/12 was 70m, increasing to 80m in 2012/13 and 2013/14 and reducing back to 70m in 2014/15, excluding the local authority contributions. Renfrewshire s allocation for 2013/14 is 2.41m, with an additional Council 14

15 Effectively discharging our public protection role and working with partners to ensure that vulnerable children and adults live as safely as possible within local communities contribution of 650,000 taking the total to 3.1m. A wide range of initiatives have been progressed in the first two years of the Change Fund and the Year 3 plan will build on the following: Time to Think or intermediate care beds within Montrose Care Home Continued investment in Care at Home and the Rehabilitation and Enablement Services Review of sheltered and very sheltered housing provision to identify the models which best support independent living for older people Development of telecare/telehealth, working alongside the anticipated European funding as part of United4Health and Smartcare. Prevention of admission to hospital, for example in terms of palliative care, dementia care and falls prevention Review of shopping service models with a view to implementation of a service model to support people in the community and counter social isolation. Review of respite provision to support carers in their caring role. Public protection remains a core duty of the Social Work service. Increasing numbers of local children are being affected by parental substance or alcohol misuse and/or neglect, and the service is working with partners through Renfrewshire Child Protection Committee to continue to improve multi-agency working, training and practice. A number of new procedures have been put in place to improve information-sharing and partnership working in this area. Similar work in relation to adult protection is also subject to continuous development with partners through the multi-agency Adult Protection Committee. The service now has in place a dedicated Adult Protection Officer to focus on Social Work practice in this area, and a Lead Officer to support the work of the independent Chair and the committee. Supporting vulnerable people affected by the MAPPA processes are subject to ongoing development on a multi-agency basis through the Strategic Oversight Group and Operational Group. The UK Government has introduced wide-ranging reforms to the benefits system, 15

16 current programme of welfare reform Improving outcomes for children living in Renfrewshire through the Achieving Step Change programme and other initiatives which will aim to transform children s services. and these will begin to take effect from April These changes are expected to have a major impact on the Council and on the people who use our services. Social Work has been working closely with other services across the Council to identify vulnerable people who may be affected by the changes and ensure that the Service provides appropriate and timely advice and support to mitigate the impact. Social Work will continue to support the administration of the new Scottish Welfare Fund from 1 April 2013 and has put processes in place to ensure appropriate imformation flow and risk identification. Work will continue to support service users as the key welfare reform changes reach implementation, particularly the migration from Disability Living Allowance to Personal Independence Payments and the roll-out of Universal Credit. There has been significant corporate investment in an additional 11 members of staff for advice services to support both service users and the wider community and the Service will contribute to the Council s strategic review of advice services across Renfrewshire, which is currently underway. This continues to be a key strategic priority for Social Work and for the Renfrewshire Children s Services Partnership. A number of evidence-based programmes (Triple P, Incredible Years, Functional Family Therapy) have already been introduced and more will be rolled out during 2013/14. These target improved outcomes for children, young people and parents in relation to behaviour, physical health, emotional health and parental capacity. The Regional Childcare Commissioning Pathfinder is also developing and implementing new services on a partnership basis with other local authorities, including a Multi-Dimensional Treatment Foster Care service and concurrency planning. Social Work is linking with Education and Leisure, Renfrewshire Community Health Partnership and the voluntary sector to promote a change in the way in which early years services are delivered using evidence based approaches. 16

17 Strategic commissioning Wider partnership working Embedding a co-ordinated approach to improvement activity across the whole service Formal proposals, including how the Early Years Change Fund will be utilised in Renfrewshire (led by Education and Leisure) are being consulted upon and will be developed in 2013/14. Funding will be carried forward and will be available over the next 2 years to support early intervention work with frontline Child Care Social Workers, to review and further improve residential provision for children, and to work with the Council s employability service to support the readiness of young people in our residential units for employability or training. Given the significant financial and demographic challenge, it is essential that Social Work continues to work with key partners to develop long term commissioning plans for care groups. These plans should be informed by robust needs assessments across partnerships, which inform appropriate decision making regarding the future shape of services for local people. The service will seek to develop this approach with key partners to build on the work already being undertaken as part of the Reshaping Care for Older People Change Fund and the Achieving Step Change programme. The service recognises that no one agency can meet the needs of local people in isolation. A range of partnership opportunities will continue to be progressed with organisations such as the NHS, and with other key partners through the work of the Change Funds, and local authorities through initiatives such as the Clyde Valley Health and Social Care collaborative and within North Strathclyde Community Justice Authority. The service is committed to an ongoing programme of service improvement which not only focuses on performance in relation to external scrutiny but also actively supports colleagues to improve their skills, knowledge and capabilities and identifies areas of the service where redesign of services can deliver benefits. Social Work is working with the Care Inspectorate to take forward the recommendations from the recent inspection. The service, with partners, is also progressing the action plan arising from the Significant Case Review and invited the Care Inspectorate to review this; inspectors noted that the partnership has made good progress in this regard. 17

18 The Raising the Bar programme provides a focus for practice-focused improvement activity and a number of staff events focusing on specific areas of professional practice have taken place. The service has reviewed core competencies and individual development plans. Training priorities will be focused on person-centred approaches such as the implementation of selfdirected support and outcomes-based practice. Tackling inequality in Renfrewshire A programme of case file auditing has been implemented and a group of staff representing all client groups has been trained to carry out these audits. The service also remains committed to measuring performance against external frameworks such as Customer Service Excellence and the Public Service Improvement Framework. Registered services continue to be subject to scrutiny from the Care Inspectorate and the service will strive to maintain its excellent performance in this regard. The Equality Act (2010) was passed in October 2010 and came into force in April Regulations on specific duties came into effect in May 2012.and they set out a framework to assist public authorities to meet the general duty. Social Work Services in Renfrewshire serve an increasingly diverse range of people, all of whom have different needs and requirements and deserve to be treated in an equal and fair way. In order to provide person centred services which improve outcomes for those who require care and support, it is essential that the service fully understands who local people are and what their needs are likely to be. The commitment of the Social Work Service to promoting equality is reflected in those service outcomes relating to the inclusion of disadvantaged and vulnerable groups. The service provides a variety of services which support these activities to an increasingly diverse range of people and a range of activities will continue to be progressed by the service, for example to promote social inclusion and equality. At the same time, there is an increasing awareness of the need to reduce the

19 year life expectancy gap that exists in Renfrewshire. It is becoming more evident that approaches which are community-led and community-based, and involve local people as well as a variety of partners, are more successful and sustainable than those delivered by traditional services. There is also an increasing focus on the self-management of long-term conditions, and Social Work, along with the Community Planning Partnership, has a key role to play in ensuring that local people are not only aware of the resources and assets available to them, but also involved in co-producing services and activities that will support them to participate fully in their communities and feel that they have control over how and where they live. A recent scrutiny process revealed a number of ways in which communities could become more empowered and Social Work will be involved in implementing the recommendations coming out of the review, including leading on work with the Scottish Community Development Centre to support community planning agency employees to develop community empowerment locally. 19

20 4. Four change themes 4.1 This section details the outcomes we aim to achieve. 4.2 The four Council Business Plan themes are set out below, along with the service outcomes which will contribute to each theme, and the main actions necessary to achieve the outcomes. Details of the actions are contained in the action plan at section 7 as well as in other strategic and operational plans. Council Plan Theme Prevention High Level Outcomes Our Role Key actions which will help us achieve this Vulnerable adults and children Social Work has a key public protection role Social Work will continue to promote feel protected and live as safely in relation to vulnerable children and adults an early intervention approach and as possible in the community. living in our community. The service works will introduce new services in in partnership with other organisations Children & Families for adolescents through Renfrewshire s multi-agency child with challenging behaviour and for and adult protection committees to assess under-5s. and manage risks to individuals and ensure that they can live as safely as possible. Cross-agency work will also be supported by the Community Planning Partnership (Safer & Stronger Thematic Group). Our Criminal Justice Services also have a statutory responsibility to improve community safety through the management and rehabilitation of offenders across Renfrewshire, and is an effective partner in the North Strathclyde Community Justice Authority, which includes other local A number of initiatives in Criminal Justice services will further develop a joined-up approach to working with offenders and there will be a particular focus on female offenders. We will continue to embed our approach to the development of Adult Protection and Support response services. 20

21 Our services focus on early intervention and rehabilitation so that people have the opportunity to improve their quality of life and live independently in the community for as long as possible. Local people are healthy and active, regardless of who they are or where they come from. authorities, Strathclyde Police, the Scottish Prison Service and the Scottish Courts Service. Social Work services are not universal and access to services is assessed on the basis of need, or a protection risk. This means that Social Work staff often work with the most vulnerable people living in local communities such as children who are being cared for by the local authority, children and adults with learning disabilities, mental health problems, physical disabilities or older people, in particular frail older people and those with dementia. Interaction with Social Work through the direct provision of services or through signposting of services, seeks to help vulnerable people to live independently in their home or community, and ultimately achieve a better quality of life. The current economic climate makes this aspiration particularly challenging, however the service will continue to support this wherever possible. The Social Work service plays a key role in the Renfrewshire Community Planning Partnership, in terms of improving the emotional and physical well-being of local people. Significant health inequalities still exist locally, and with an ageing population and more people living longer with complex Social Work will further develop services which focus on supporting people to live independently for as long as possible. In line with the work carried out by the Reshaping Care for Older People Change Fund Partnership Year Three Plan, some existing services will continue to embed and develop to support people at risk of admission or readmission to hospital. The pilot development of the Time to Think/Intermediate Care service will be implemented. Services for adults with learning disabilities will continue to implement the re design of services, including the opening of the hub at Linwood and re design of the employability services with partners. Social Work and its partners will continue to deliver on the Reshaping Care for Older People Change Fund Plans. We will continue to support communities to develop their own health improvement activities and lead on 21

22 Partnerships Our services work in partnership with other organisations and with communities to ensure that vulnerable people can get the right support, from the right person, at the right time. health needs, our improvement actions will focus on ensuring that people are able to live healthier and more active lives and that communities are empowered to develop and own their own initiatives to improve local health. In particular, the service will continue to work in partnership with Renfrewshire Community Health Partnership and the third and independent sectors, carers and services users to develop and deliver community-based services using Change Fund monies to shift the balance of care from institutional settings to the community. The significant financial and demographic challenges being experienced by the Social Work Service and the Council as a whole, will require services to be focused and innovative in their response. It is essential that the service works effectively with others to ensure that vulnerable people receive the support they need from the right person, at the right time, in the right place, whilst ensuring that the most efficient and effective use of resources is made. The service must also prepare for the implementation of Scottish Government legislation to integrate, at a minimum, community-based health and adult social care. an initiative to improve employees skills in supporting the empowerment of communities. We will continue to support health improvement activities with the CHP and other Community Planning Partners including the third and independent sectors. Partnership working will continue to be developed across all areas of the service. The Community Planning Partnership has recently been refreshed and there is already strong partnership working through initiatives such as the Reshaping Care for Older People Change Fund, and the existing joint teams. This will be done through joint working with partners in Renfrewshire, developing services alongside other local authorities, and strengthening existing joint teams, including co-locating staff. The service will also take forward actions to prepare for the implementation of the Social Care 22

23 People Performance Local people are treated as individuals and are able to make choices about the support they receive. Our staff are skilled, knowledgeable, efficient and effective at delivering services. The views of service users, the community and staff will shape our services, and we will work with communities to help them Social Work provides a wide range of services to people based on levels of need and/or statutory requirements. However, the service recognises that a one-size-fitsall approach to service delivery does not necessarily deliver the best outcomes for service users. Consequently, Social Work is progressing a person-centred, outcomesbased framework to service delivery Given the challenges facing the service and the Council more widely, it is more important than ever that our staff have the abilities, skills and flexibility to take forward planned service improvements, and that they are supported to do this. Central to this is ensuring that staff receive the information and training they need. Social Work is committed to delivering customer-focused services and have achieved Customer Service Excellence accreditation across all three broad areas of (Self-Directed Support) Scotland Act and for the integration of health and social care. The personalisation agenda will continue to be taken forward, with the service introducing outcomesbased assessment and care planning across adult services and rolling out existing tools across addiction services. Resources are in place to ensure the service is adequately prepared for the roll-out of self-directed support and this work will continue to progress during 2013/14. Staff training will continue to be delivered through the Raising the Bar practice improvement programme, through e-learning and through the face-to-face learning facilitated by the dedicated SW Training team. The rolling programme of case file auditing will continue, ensuring that staff across the organisation in involved in monitoring practice and identifying areas of good practice and areas for improvement. The service already has in place a number of mechanisms for consulting with staff, service users, partners and the community. 23

24 develop their own supports. the service. The service also uses the Public Service Improvement Framework (PSIF) as a way of engaging with frontline staff and using their knowledge and experience to identify areas for improvement and drive this improvement forward. During 2013/14, existing arrangements will be consolidated and the service will deliver a new communications strategy and a consultation strategy to formalise existing arrangements. Social Work will also continue to work to support a range of community and third sector groups to deliver services within local communities, and provide support and advice to those seeking to set up their own community supports. 24

25 5. Social Work Service Improvement Plan Action Plan 2013/ /16 The following actions will be monitored during 2013/ /16: Theme 1: Prevention Service Outcome 1 Vulnerable adults and children feel protected and live as safely as possible in the community. Action Essential Measures of success Due Date Introduce concurrency planning for looked The process of establishing permanent placements for infants and Mar 2015 after children young children is speeded up. These children will have greater Launch Multi-Dimensional Treatment Foster Care service for adolescents with challenging behaviour Implement Loughborough Cost of Care model in Children & Families services Develop Risk Management Framework for Adult Protection Develop a service for female offenders to co-ordinate the range of voluntary and statutory services at all stages of their involvement in the criminal justice system. placement stability. Fewer young people need to be placed in residential or secure care. The life chances of young people are improved. Social Work is able to invest in more early intervention work because the service spends less on residential and secure care. Highly-detailed data is available on the care pathways of children involved with Social Work. Managers are able to measure the full cost of different types of intervention. Managers are able to evaluate practice and identify opportunities for early intervention approaches which may divert children and young people from residential care. * Chronologies are routinely included as part of adult protection case files. An audit programme of adult protection cases is in place. There are clear processes for data sharing between teams. * Vulnerable female offenders have access to joined-up and appropriate services to meet their complex needs. Dec 2013 Dec 2014 Dec 2013 Apr 2014 Support women at risk of domestic violence Staff in Criminal Justice and Women & Children First work together to Dec

26 who are involved in the criminal justice system. Work in partnership with ASSIST to share information and jointly manage those who commit gender-based violence. Develop an integrated Children s Services Plan which links with the CHP Development Plan and Achieving Step Change deliver groupwork programmes. More female offenders affected by gender-based violence access groupwork programmes enabling education and access to wider support services. Services participate in Multi-Agency Risk Assessment Conferences in relation to gender-based violence offences. * A plan is produced, providing the strategic direction for Children s Services and detailing the actions to be taken forward by Renfrewshire Children s Services Partnership. The objectives of the plan are consistent with those of the ASC project and with those elements of the CHP Development Plan which impact on children and young people. Apr 2014 April 2013 Service Outcome 2 Our services focus on early intervention and rehabilitation so that people have the opportunity to improve their quality of life and live independently in the community for as long as possible. Action Essential Measures of Success Due Date Implement Renfrewshire Autistic Spectrum The strategy is implemented and all actions progressed. Apr 2014 Disorder strategy Develop an Time to Think intermediate care pilot facility within Montrose Care Home. There is a reduction in the number of long term admissions to care homes. Jun 2013 Work with the housing and care providers to review the existing service model and identify options for redesign. Continue to invest in reablement services for older people and develop a dementia service. Work with partners in Education and the CHP to develop a hub model for early years Potential options for the redesign of the service which would meet the needs of existing residents are clarified. Options for redesign to meet future needs are identified. Older people are supported at home for longer. The provision of Care at Home services is increased. * Social Work works closely with ELS and the CHP to establish a holistic approach to Children & Families services. Mar 2016 Mar 2016 Aug

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