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Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 1
Social Care Workforce Development Plan
2017 - 2018
Greater Gwent…
changing how
we care!
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 2
CONTENTS
Introduction
This plan has been developed, and agreed, by the five local authority areas that make up the Greater Gwent Region; Blaenau
Gwent, Caerphilly, Monmouthshire, Newport, and Torfaen.
SECTION 1: THE PARTNERSHIP ............................................................................................................................................. 3
A: The Social Care Workforce Development Plan Partnership (SCWDP) ............................................................................... 3
B: SCWDP Partnership Governance ........................................................................................................................................ 5
C: Resources ........................................................................................................................................................................... 9
D: Collaborative Working Arrangements ................................................................................................................................ 12
E: Emerging Effective Practice ............................................................................................................................................... 14
F: Evaluation and Performance Management Framework ...................................................................................................... 16
SECTION 2: THE PLAN ......................................................................................................................................................... 178
G: Context of Strategic Needs and Priorities .......................................................................................................................... 18
H: Strategic Direction ............................................................................................................................................................. 23
I: Current Regional Priorities .................................................................................................................................................. 24
J: Social Work Qualifying Training Plan and Social Work Post Qualifying Training ................................................................ 34
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 3
SECTION 1: THE PARTNERSHIP
A: The Social Care Workforce Development Partnership (SCWDP)
The Greater Gwent Region is committed to maximising the benefits of collaborative and partnership working. The four local
Social Care Workforce Development Partnerships will integrate within the new regional communication and working structure
for providers, established as part of the Regional Transformation Plan. This Plan has been endorsed by the five Directors of
Social Services within the Greater Gwent Region. The page of endorsement signatures is submitted as a separate document.
The Greater Gwent Workforce Board, on behalf of the partnership, have highlighted high level objective areas for workforce
development having taking into consideration the results of the regional population needs assessment and the priorities set
within the transformation agenda.
A collaborative approach to the workforce development needs of the Region
Deliver National Programmes and Targets
Develop skills requirement to embed SS&WB Act. Prepare organisations for R&ISC Act
Deliver national training frameworks. Dementia, Autism,
Safeguarding etc
Respect and Meet Local Priorities
Reduce levels of Looked After Children
Develop domicilary care as career of choice
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 4
A series of outcomes have been agreed that direct and inform the Greater Gwent Social Care Workforce Development Plan
1 The workforce across partner organisations have the skills and knowledge to embed the Social Services
and Well-being Act
2 There is an improvement in the quality of care following the implementation of the Regulation and
Inspection of Social Care (Wales) Act
3 Efficiency has been evidenced by maximising the benefits from national programmes, initiatives, and
resources
4 A Training, Qualification and CPD Strategy for professionals has been delivered
5 There is a skilled and competent Health and Social Care workforce
6 A Greater Gwent Workforce Development Strategy, action plan and service delivery model is in place
Working together the partnership will analyse need, develop or commission solutions, and arrange delivery that:
Maximises available resources
Ensures best use of funding
Searches for alternative sources of funding
Sustains workforce development
Informs workforce planning
Delivers regional specialist requirements
Maintains local ease and equality of access
Minimises duplication
Maximises benefits of joined up working
Ensures maximum care standards
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 5
B: SCWDP Partnership Governance
Ownership of the Plan
Local governance arrangements will remain in place, in the interim, whilst work is undertaken to further develop regionally
during 2017/18.
To ensure that the Regional Engagement arrangements mirror the Social Services and Well-being (Wales) Act implementation
arrangements, the Gwent Workforce Development Teams have a robust alignment with the Greater Gwent Transformation
Team; working collaboratively – maximising resources and minimising duplication – to establish joined up working.
It is anticipated that a Regional Engagement model could follow:
Regional Workforce Board
Regional Partnership Board
Local Authority
Partner
Networks
Private and
Independent
Networks
Neighbourhood
Care Networks
Education and
Regulation
Networks
Regional Whole Sector Engagement
Third/Voluntary
Sector
Networks
Qualification
Funding and
Sector Skills
Regional Networks, Forums, Groups Social Care Wales
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 6
Local Arrangements As outlined above regional governance arrangements will continue to be developed. The map below illustrates the current
local governance arrangements in place and links to local websites for the local Social Care Partners.
The websites contain information in relation to local training calendars, details of Partnership membership, and a copy of this
document for all partners to have equal access. For example:
The SCWDP Plan https://scp.torfaen.gov.uk/about-us/scwdp-grant/
The Training Plan http://socialservicesblaenau-gwent.caerphilly.gov.uk/getattachment/Partnership/Partnership-Training-Plan-2017-2018.pdf.aspx
Communication Plan https://www.scwdpmonmouthshire.co.uk/scwdp-communication-plan/
Blaenau Gwent and Caerphilly
Directors: Damien McCann and Dave Street
Partnership Chair: Andrea Prosser
Vice Chair: Rhiannon Thorn
Board Meetings: September 2017, February
2018
Website: http://socialservicesblaenau-
gwent.caerphilly.gov.uk/
Torfaen
Director: Keith Rutherford (Acting Chief
Officer)
Partnership Chair: Maria Evans
Vice Chair: Ray Bush
Steering Group Meetings: May 2017,
January/February 2018
Website: http://scp.torfaen.gov.uk/
Newport
Director: Mike Nicholson Partnership Chair: Claire Broome
Vice Chair: Interim
Board Meetings: September 2017, February
2018 Website:
http://www.newport.gov.uk/en/Care-
Support/Workforce-partnership/Training.aspx
Monmouthshire
Director: Claire Marchant (Chief Officer) Partnership Chair: Sian Sexton
Vice Chair: Louise George
Board Meetings: September 2017, February
2018
Website:
http://www.scwdpmonmouthshire.co.uk
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 7
Regional Partnership Calendar 2016/17 The Regional Workforce Development Teams will continue to align strategic events and activities for the Regional Partnership with those planned by the Greater Gwent Transformation Team. The following calendar outlines the schedule as planned to date for 2017/18.
April 2017
May 2017
June 2017
July 2017
Aug 2017
Sept 2017
Oct 2017
Nov 2017
Dec 2017
Jan 2018
Feb 2018
March 2018
Partnership Board
25th May Civic Centre
4th July St Cadoc’s
7th Sept Civic Centre
2nd November Civic Centre
11th January Civic Centre
Leadership Group
6th April
Ty Penallta
4th May St Cadoc’s
8th June Ty Penallta
10th August Civic Centre
12th October Civic Centre
8th December Civic Centre
Regional Citizen Panel
12th April Malpas Court
30th May Ty Penallta
11th July Ventnor Road
23rd August Ebbw Vale Steelworks
5thOctober Holy Trinity, Abergavenny
15th November Malpas Court
Date TBC Ty Penallta
Regional Provider Forum
25th April
Pontypool
6th June
Pontypool Civic
Centre
18th July
Pontypool
Civic Centre
30th August
Pontypool
Civic Centre
10th October
Pontypool
Civic Centre
21st November
Pontypool Civic
Centre
Region Joint Commissioning Group
13th June
Pontypool Civic
Centre
Regional Workforce Group
5th May
Abertillery
30th June
Abertillery
25th August
Abertillery
20rd October
Abertillery
15th December
Abertillery
9th February
Abertillery
Local activities and events will continue to take place throughout 2017/18. Please see local SCWDP websites (page 6) for further information.
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 8
Contact Details
BLAENAU GWENT CAERPHILLY MONMOUTHSHIRE NEWPORT TORFAEN
Dir
ec
tor
of
So
cia
l
Se
rvic
es
Damien McCann Corporate Director of Social Services Blaenau Gwent 01495 355383 [email protected]
Dave Street Corporate Director Social Services Caerphilly 01443 864560 [email protected]
Claire Marchant Chief Officer Monmouthshire Social Care and Health 01633 644023 [email protected]
Mike Nicholson Corporate Director (Care and Customers) Newport 01633 233257 [email protected]
Keith Rutherford Acting Chief Officer Torfaen Social Care & Housing 01495 761611 [email protected]
Lea
d f
or
Fin
an
ce
Dave McAuliffe Chief Finance Officer Blaenau Gwent 01495 355005
Joy Robson Director of Finance 01633 644270 [email protected]
Meirion Rushworth Head of Finance 01633 210644 [email protected]
Kay Morris Lead Finance Officer - Social Care & Housing 01495 766152 [email protected]
Wo
rkfo
rce
De
ve
lop
me
nt
SCWDP Regional Contact Jane Haile Team Manager Workforce Development Service 01495 232820 [email protected]
Sian Sexton Workforce Development Manager 01873 735442
Claire Broome Training Manager 01633 233627
Kate Dibble Workforce Development Manager 01633 647689 [email protected]
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 9
C: Resources
The Lead Director for Workforce for the Greater Gwent region is Keith Rutherford, Acting Chief Officer Social Services Torfaen. The following table summarises the infrastructure of resources in place across the Greater Gwent region to support the delivery of the annual regional SCWDP plan.
PRIMARY RESOURCE CONTRIBUTION TO DELIVERY OF PRIORITY OUTCOMES
Regional
Partnership
National and Regional Priorities
Social Work Training
Post Qualifying training inc. Court Skills
QCF and Training for Regulated Services
Core Training Manage, Evaluate
and Deliver the Plan RESOURCE WTE SCP GRADE
BL
AE
NA
U G
WE
NT
/CA
ER
PH
ILL
Y
Team Manager 1 49-52 11
Business Partner 2 40-44 9
Social Work Mentor/Coach 1 40-44 9
Snr OT – MH Advisor 0.5 40-44 9
Project Officer 3.6 32-36 7
Vocational Training Officer 3.4 28 - 32 6
WD Facilitation Officer 1 28-32 6
QCF Assessor 1.9 23-27 5
WD Facilitation Assistant 4 18-22 4
WD Resourcing Assistant 1 13-17 3
WD Apprentice 1 6-8 1
MO
NM
OU
TH
SH
IRE
Workforce Development Manager
1 41-45 9
Staff Development Officer 1 37-41 8
Practice Learning Officer 0.80 37-41 8
Training Organiser 1.60 21-25 5
Social Care Trainer 1 21-25 6
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 10
PRIMARY RESOURCE CONTRIBUTION TO DELIVERY OF PRIORITY OUTCOMES
REGIONAL
PARTNERSHIP
SS&WB ACT TRAINING
PROGRAMME
SOCIAL WORK
QUALIFYING TRAINING
POST QUALIFYING
TRAINING inc. Court Skills
QCF TRAINING
FOR REGULATED SERVICES
CORE TRAINING
PROGRAMME
MANAGE, EVALUATE & DELIVER THE
PLAN RESOURCE WTE SCP GRADE
NE
WP
OR
T
Training Manager 0.80 40-44 10
Practice Learning Facilitator 0.5 32-37 8
Senior SDO 2 36-41 9
SDO (QCF) 1 28-33 7
Admin Officer 1 20-25 5
Admin Assistant 2 13-17 3
Apprentice Admin assistant 1 8 1
NE
W
PO
RT
/TO
R
FA
EN
Practice Learning Manager 1 40-42 9
Practice Learning Facilitator 1 34-40 8
TO
RF
AE
N
Workforce Development Manager
0.80 40-45 9
QCF & Training Officer (CYP)
1 25-29 6
E-Learning & Social Media Officer
1 19-25 5
Business Support Officer 1 25-29 6
Business Support Assistant (Partnership)
3.23 13-19 4
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 11
The map below illustrates the primary locations of workforce development teams across the Gwent region, however, other
training venues are utilised within the local authority areas.
Blaenau Gwent and Caerphilly
Joint Workforce Development Team
Unit 3,
Foxes Lane,
Oakdale
Blackwood
NP12 4AB
Torfaen Workforce Development Team
The Council House,
Ventnor Road,
Old Cwmbran
NP44 3JY
Newport Training Unit
Brynglas House,
Brynglas Road,
Newport
NP20 5QU
Monmouthshire Training Unit
Innovation House
Wales 1 Business Park
Magor
NP26 3DG
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D: Collaborative Working Arrangements
Collaborative Activity Partners Involved Links to Regional Outcomes 2017/18
Supporting the implementation and embedding of Legislation
Gwent Workforce development Teams
Gwent Transformation Team
Social Care Partnership (South East Wales)
Social Care Wales
The workforce have the skills and knowledge to embed the SS&WB Act and there is an improvement in the quality of care following the implementation of the R&ISC Act
Greater Gwent collaboration developments across Workforce Development Teams
Greater Gwent Workforce Board
Gwent Workforce Development Teams
Workforce Development Managers allocated theme areas to support national/regional developments and objectives.
Senior Leadership Teams inc. Lead DOSS for Workforce
Health ABUHB
Social Care Wales
HR (Lead for Social Care)
Transformation Team
A Greater Gwent Workforce Development Strategy, action plan and service delivery model is in place. Efficiency will be evidenced by maximising the benefits from national programmes, initiatives, and resources.
Safeguarding Gwent Wide Adult Safeguarding Board
South East Wales Safeguarding Children Board
Joint Safeguarding Training sub group
Workforce Development Teams
Transformation Team
VAWDASV Regional Group
There is a skilled and competent Health and Social Care workforce. The workforce have the skills and knowledge to embed the SS&WB Act
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Social Work Training and Post Qualification Training
Continuous Professional Education & Learning (CPEL) - Collaboration of 10 local authorities and Higher Education Institutes (HEI) to support consolidation of practice module within South East Wales
Gwent and wider networks, e.g. practice learning, family justice, consultant SW, AMHP’s
Gwent LA’s for Achieving Best Evidence, PLO, and Court Skills
A Training, Qualification and CPD Strategy for professionals has been delivered Efficiency has been evidenced by maximising the benefits from national programmes, initiatives, and resources
Qualifications and Training Provision Workforce Development Teams
Independent Training Providers
Further Education Colleges
Unison
There is a skilled and competent Health and Social Care workforce
Wider Workforce Development Managers’ Groups
South East Wales Workforce Development Managers
All Wales Workforce Development Managers
Maximising the benefits from national resources
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 14
E: Emerging Effective Practice
Examples across the region
Theme areas Details of projects
The ‘Golden Thread’
The alignment of activity to national and regional objectives and priorities. Examples:
Social Services Practitioner Award
Step Up to Management
Collaborative Communications
Care Closer to Home Organisational Development pilot
VAWDASV
Safeguarding Learning and Development
National Autism Training Framework
Occupational Therapist CPEL Framework
Domiciliary Care Regional Commissioning Group
Sector wide
collaboration
Learning and development programmes planned and delivered on a multi-sector basis, for example:
‘Train for Change’ modules to support the implementation of the SSWB Act
A two day Organisational Development pilot programme for leadership roles in Health and Social Services
Collaborative Communications training across integrated teams
Launch of F3YIP
Programme
Project team formed to respond to F3YIP
Active involvement with HR and Service representatives.
Citizen and newly qualified social worker influenced
Programme ensures completion of essential training ahead of Consolidation of Practice
Coach Mentor
Approach to
supporting CPEL
Implementing a coach/mentor approach to supporting CPEL candidates has significantly reduced attrition rates from these programmes
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Coaching Skills Building on existing structures to support outcome focussed practice - ensuring the practice is embedded in a sustainable way by training key staff to deliver mentoring sessions to colleagues on an ongoing basis
Breaking down
system barriers
Identifying and implementing alternative information systems to address the challenges of variations across agencies when working cross boundary, for example the introduction of Egress to Gwent for joint local authority/LHB training
Regional
Procurement
Maximising the benefits of the National Training Framework for the SSWB Act Utilising the National Procurement Service Learning and Development Framework Expanding existing joint procurement arrangements to maximise value for money and ease of access to training
Accessing further
opportunities for
funding
Working with Further Education colleges, and other providers, to support the delivery of vocational qualifications across the sector
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 16
F: Evaluation and Performance Management Framework
The Regional Partnership will need to be planned and measured using a performance management framework and reported
through the relevant Governance framework:
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 17
The effectiveness, impact and outcomes of the regional Social Care Workforce Development Plan will be reviewed and measured against key performance indicators and goals, and issues addressed through the following quality assurance and improvement process:
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SECTION 2: THE PLAN
G: Context of Strategic Needs and Priorities
Across the region, although there is a significant difference in total population figures, there is less variance between the
demographic categories. In particular, the total population of those aged 85+ is similar across the region.
0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000
Torfaen
Newport
Monmouthshire
Caerphilly
Blaenau Gwent
Torfaen Newport Monmouthshire Caerphilly Blaenau Gwent
85+ 2,289 3,230 2,870 3,471 1,515
65+ 18,107 25,808 21,871 33,381 13,552
0 - 17 19,110 33,567 17,757 38,511 13,842
Total Population 18+ 72,726 114,202 74,719 141,653 55,702
Local Authority Demographics
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 19
The table below gives context to the demand on social care both locally and across the region:
SERVICE DEMAND 2015-2016
BLAENAU GWENT CAERPHILLY MONMOUTHSHIRE NEWPORT TORFAEN REGIONAL TOTALS
Number of Adult Service Users 2779 5489 1808 2624 1954 14,654
Number of adults aged 65 or over
supported in the community (at 31 March) 1,451 3,214 1,148 1,484 1,113 8,410
Number of adults aged 65 or over
supported in care homes (at 31 March) 249 534 233 374 349 1,739
Number of carers of adults 312 73 823 359 165 1732
The number of adults assessed during the
year 2,455 4,183 2,529 2,315 6,077 17,559
Number of referrals to Children’s Services 1103 2,006 465 2,018 1447 7,039
Number of Looked after Children (LAC) 195 275 130 295 270 1,165
Number of children on the Child Protection
Register (CPR) 70 195 35 140 150 590
Number of children in need 720 1,420 370 1050 805 4,365
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 20
The graph and chart that follows shows the social care workforce, including foster carers, at both a local and regional level.
Both illustrate the Partnership staff as representing the largest volume of social care workers across all the localities.
However, the graph shows the difference is significant in Monmouthshire and Torfaen where a large number of services are
delivered by commissioned providers.
Blaenau Gwent Caerphilly Monmouthshire Newport Torfaen
LA Staff 786 1448 555 1058 438
Partnership Staff 913 2262 1880 1981 1987
Foster Carers 77 111 36 151 156
0
500
1000
1500
2000
2500
Social Care Workforce by Local Authority
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 21
31%
65%
4%
Social Care Workforce by Sector
LA Staff Partnership Staff Foster Carers
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 22
Services Needed and Delivered
Services delivered or commissioned by Social Services across the region cover all aspects of social care with families, adults,
children, and young people. The services help people with a wide range of health and social care needs and are delivered in
partnership with organisations such as health, education, youth and voluntary services, and the police to help people keep
safe and independent.
The social care sector is made up of diverse professions with differing training needs. There are statutory responsibilities for
workforce development and regulation. All Councils in the region prioritise a sector approach to workforce development and
learning with the fundamental aim of continually improving services for the citizens.
Over 500 organisations, including the
five local authorities, provide a range of
services throughout the geographical
area and in some cases beyond.
As the diagram illustrates, there are
many different models of service
reflecting the diversity of the region,
striving to meet the needs of adults and
children; supporting independence and
care for the vulnerable; and protecting
those at greatest risk from harm and
abuse, including:
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 23
H: Strategic Direction
The high level priorities for Workforce Development are derived from numerous interlocking demands that collectively dictate
current priorities:
Statutory and Essential Learning
Local Priorities
National and Regional
Initiatives
Legislation
Financial Stability
Health and Wellbeing
Technical Advancement
Demographics
Legislation
Demographics
Financial
•SS&WB Act. Reg and Insp Act
•Future Generations
•VAWDA/SV
•Dementia
•Domicilary Care
•Preventative Services
•Collaborative New Ways of Working
•Looked After Children
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24
The broad aim of the SCWDP is to improve the quality and management of social care provision through learning and development. The Social Services and Well-being (Wales) Act 2014 set the strategic direction for social services in Wales. Embedding that Act and the implementation of the Regulation and Inspection of Social Care (Wales) Act 2016 continue the weighting the Region places on legislation as a priority driver into 2017/18. The requirements of the Act encourage fresh ways of thinking and interacting with others and therefore encourages fresh ways of delivering workforce development. The Greater Gwent Workforce Board (the Board) welcomes Social Care Wales and looks forward to working with them in making a difference through aligned priorities and new ways of working. The Board takes responsibility for aligning workforce development related priorities for the Region. The Board has considered associated strategic levers including:
Care Closer to Home (ABUHB) ABUHB current priorities
Local Government White Paper (WG)
Heads of Children’s and Adults Services priorities
(National and Gwent)
SSWB Act & R&ISC Act (WG) National Outcomes
National Frameworks (Dementia, Autism)
Safeguarding Boards (Gwent) Care and Support at Home in
Wales (SCW) SCW priorities
Population Needs Assessment (Gwent)
Regional Workforce Planning indicators (Gwent)
e.g. Dom Care, Children’s SW’s
ADSS Workforce Policy Group Business Plan (National)
Well-being and Future Generations Act
VAWDASV The SCWDP Circular
I: Current Regional Priorities
The following plan of Regional Priorities, in reference to the 2017-18 Circular, has been developed to reflect a diverse range of national workforce developments for the social work and social care sector. The workforce priorities have been developed to reflect wider regional priorities of partners such as the Regional Transformation Team and Health. There are planned priority outcomes to be delivered on a regional basis (Greater Gwent) and there are planned priority outcomes to be delivered to geographical areas in line with locality areas. Progress against the regional priorities will be reported via the Greater Gwent Workforce Board.
Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018
25
Plan 2017 – 2018
Priority Outcome
1 The workforce across partner organisations have the skills and knowledge to embed the Social Services and Well-being Act
Objective Deliver a learning and development programme for the Region
Area/Theme Target Group How Priority/Timeline Progress BRAG
Awareness Raising/Core Modules
Any emerging gaps in workforce knowledge Whole workforce approach
Signpost to Hub/AWA/Health Platform Demand led facilitated sessions
April – March 2018
Expert Classes and specifics
Those identified areas/roles/responsibilities that benefit from focused learning events
Continued marketing and encouragement of participation in National programme Regional events Local events
April – March 2018
Organisational Development
Service and Team Management
Continued access to development opportunities that support e.g.
Organisational Development, Cultural Change
Personal Skills Development
Management of change
Building resilience
Having difficult conversations
Outcome focus
Performance management
Empowering others
2017 - 2020
WCCIS System Users Provide support as identified by project leads
As per WCCIS timetable
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Outcomes, Conversations, and Engagement
Targeted priority groups including: Front line IAA Social Workers Staff undertaking assessments Community support
Blended combination: National Pilot Local workshops and ALS Forums and workshops Presentations Signposting to Hub
Engagement with families and family meetings
Motivational interviewing
Effective strengths based interventions
Outcomes based practice
2017 - 2020
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Priority
Outcome
2 There is an improvement in the quality of care following the implementation of the Regulation and Inspection of Social Care (Wales) Act
Objective Prepare organisations and the workforce to meet the requirements of the Act
Area/Theme Target How Priority/Timeline Progress BRAG
Prepare
regulated
services for the
implementation
of the Regulation
and Inspection
Act
Providers of Regulated
Services
Domiciliary care workforce Responsible individuals
Encourage partners to engage in
consultative activity
Regional approach to raising
awareness of the Act and the
associated training and
qualification implications
April 2017 onwards
September 2017
onwards
Social Care Induction Framework and associated suite of new qualifications
Workforce Development Teams Commissioned Training Providers, HEI’s, Colleges Internal Training Services Regional Training Providers Other partners that deliver training
Contribute to the design and pre launch evaluation of the new Social Care Induction Framework and the subsequent suite of sector qualifications Support the alignment of frameworks and approaches leading towards integrated Health and Social Care Worker pathways
April 2017 onwards.
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Priority
Outcome 3 Efficiency has been evidenced by maximising the benefits from national programmes, initiatives, and resources
Objective Contribute to the development of, and participate in national programmes and initiatives
Area/Theme Target How Priority/Timeline Progress BRAG
Social Care Wales
Ensure full engagement with communication structures and decision making or influencing opportunities Working relationship between Social Care Wales and the Greater Gwent Region
Membership and full participation in Virtual Group Participation in consultative opportunities Resource/skill contribution to support the progress of initiatives Referral of ideas and sharing of good practice and solutions
April 2017 onwards.
National Qualifications and Programmes
Key job roles that have dedicated training and or qualification programmes Wide reaching training needs that justify a national solution
Continued support for and participation in
SSP
Step Up
TMDP
MMDP
National Resources e.g learning and information hub, Act(s) materials
As per cohort schedules
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Priority Outcome
4 A Training, Qualification, and CPD Strategy for professionals has been delivered
Objective Social work training action plan delivered and OT CPD approach reviewed
Area/Theme Target How Priority/Timeline Progress BRAG
Continue to ensure access to the Social Work Qualification
HEIs SCW SW programme applicants Regional partners/ employers (other LA) Partners third sector Students Practice assessors (internal and external) Workforce Management
Regional representation at national facilitation and consultative networks Contribute to the review of the SW Degree programme Review approach in line with regional footprint direction and current trends in applications from students Ensure quality assurance processes are maintained Coordinate and implement PLO strategy and operational arrangements
On-going driven by
Academic Year 2017 - 2020
Programme Intakes
Funding Calendars
Review Schedules
Continue Professional Education and Learning for Social Work and Occupational Therapy
HEIs SCW SW programme applicants Regional partners/ employers (other LA) Partners third sector Students Practice assessors (internal and external) On site supervisors (internal and external) Professionals and managers
Contribute to the review and quality assurance processes of post qualifying frameworks for professionals • Social Worker • Occupational Therapist Enable the participation and coordinate the delivery of professional frameworks
On-going driven by
Academic Year 2017 - 2020
Programme Intakes
Funding Calendars
Review schedules
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Priority
Outcome 5 There is a skilled and competent Health and Social Care workforce
Objective Promote access to and engagement with training and accredited qualifications
Area/Theme Target How Priority/Timeline Progress BRAG
Provide access to Accredited Qualifications
Provider Services Foster Carers Personal Assistants Adult Placement Carers Social work assistants Community support workers Team Managers Supervisors Others, in line with the qualification framework
Locality approach Work with provider settings to ensure identification and prioritisation of workforce qualification requirements according to SCW Framework for Qualifications Implement strategy for delivery, assessment, and quality assurance Ensure cost effective and monitor delivery model
Rolling programme that transcends funding years
Welsh Language in Health and Social Care
Frontline staff Managers Commissioning staff Commissioned providers of services
Support local training action plans to inform a regional direction for Health and Social Care Confirm ease of access to Welsh Language resources and learning Provide staff training on the ‘Active Offer’
In line with ‘More Than Just Words’ Strategic Framework
New National Frameworks e.g. Autism Dementia
Gwent Workforce Development and regional networks National Groups and networks ABUHB Third/Voluntary Sector
Explore and implement training to support new models Ensure innovations in training reflect best practice and evidenced based models
In line with current priorities and release dates
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Develop and maintain Core skills and competence
Whole Social Care Workforce approach including unpaid Carers, Foster Carers, third and voluntary sectors
Ensure compliance with current requirements, standards, frameworks etc. in relation to core skills Review current delivery models to improve ease of access to training across the sector Respond to identified local or regional identified specifics e.g.
emotional health and attachment trauma
Use of S76 and S26
A programme of essential requirements therefore continuous
Provide access to training for legislative and policy driven change
Whole sector workforce approach Target group defined as appropriate to change required.
Plan and implement a Gwent wide programme of training to ensure consistency across the region Participate in national programmes of training as appropriate Ensure programmes are subject to on-going review/revision Achieving Best Evidence – rolling
programme for new starters
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Priority Outcome
6 A Greater Gwent Workforce Development Strategy, action plan and service delivery model is in place
Objective A regional infrastructure is developed that supports learning and development locally and across Wales
Area/Theme Target How Priority/Timeline Progress BRAG
Regional Planning
Workforce development requirements identified via Population Needs Assessment and translated into the GG Area Plan
Combination of initiatives reflective of the diversity and differing arrangements in partner organisations Large scale solutions/interventions
Area Plan timelines
Engagement and Communication across Partner Organisations
Review partner networks established within Region and consider options that will enhance engagement yet remove duplication.
In association with Social Care Wales and the Transformation Team Consider strategies and plans with ABUHB:
New hospital
Friend of Mine
Clinical Futures
Health Care Support Worker Framework
Compliance linked to induction
Public Health Agenda
Making Every Contact Count
April 2017 onwards
Service Delivery
Further develop opportunities for regional working models that create a positive impact on engagement and sustainability of Workforce Development
Learning from successful models Governance models Secure system access across organisations (e.g Egress) Marketing – branding Equality of access
April 2017 onwards
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Financial model Maximising funding sources Quality and standards Evaluation and review
Other Regional Workforce Development Priorities (not already well reflected in the plan)
Targeted as relevant
Respond to GG Region’s 2017/18 workforce development priorities as agreed by GG Workforce Board
Develop Workforce Strategy
Promotion, recruitment and retention of domiciliary care workforce
2017/18
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Example of Training Priorities Planned for Delivery across the Region
Operational Service Delivery Management Development Legislation
Outcome focused working Managing Change and Resilience within a
Changing Culture
The Social Services and Well-being (Wales)
Act 2014
Safeguarding Adults and Children Managing Pressure Positively MCA/DoLs/ Section 47
Living Well with Dementia Collaborative Communications/Better
Conversations OT professional development and updates
Essential updates in line with professional
requirements e.g. manual handling Having Difficult Conversations Meeting Public Law Outline guidance
Assessing and Meeting Needs Preparing Mangers of the future Regulation and Inspection of Social Care
(Wales) Act 2016
Court Skills. Achieving Best Evidence Performance and project management Case Law updates
J: Social Work Qualifying Training Plan and Social Work Post Qualifying Training
The Regional Partnerships and workforce locality teams will endeavour to provide strategic and operational support for South East Wales HEI Social Work Programmes to ensure robust recruitment and selection of suitable applicants for Social Work Degree/Masters Programmes and post qualifying training for Social workers. The ring-fenced £34k is used to supplement local resources, funding and staffing capacity, to deliver the Social Work Qualifying Training Plan and Social Work Post Qualifying Training as detailed on pages 34 – 36.
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Models of Social
Work Training
Pathways in
Local Authorities
and wider sector
Secondment to University
Traineeship scheme
Bursary
Placement opportunities for self funding students
Promote development and growth of Social work provision, through SCWDP/ employer sponsored opportunities to gain professional qualification in social work.
These will include a variety of differing models of sponsorship, based on annual analysis of operational needs and resources available.
Partners in the
Process
Cardiff University (CU)
University of South Wales (USW)
Cardiff Metropolitan University (CMU).
The Open University (OU).
Third Sector agencies
Local Authority teams
Plus collaboration of 10 local authorities and SE Wales Universities, Consortium y De
Social Care Wales
Across the region the Workforce Development Teams support four University Social Work programmes available in South East Wales.
The Regional Partnership will work closely with the partner HEI’s to ensure programmes are informed by practice requirements, reviewed appropriately and scrutinised appropriately via the relevant assessment panels and practice management committees. Links to employer SW requirements will be reflected into programme review.
Practice
Learning
Opportunities
Offer choice
Ensure quality
Provide professional support and guidance
Develop future practice learning assessors
Aim to increase the provision of blended placement opportunities which will reduce the workload for teams/agencies but also, importantly, maximise the learning potential for the student social worker.
Promote working across LA boundaries to ensure best practice in achieving quality placement matching and support these opportunities.
Support a regional strategy to implement a localised provision of suitable qualified and experienced on site supervisors and Practice Learning Assessors.
Encourage and develop programmes that support social workers to become qualified Practice Learning Assessors.
Develop varied statutory and non-statutory placement opportunities across LA, Health, Police and Third Sector agency partners.
Share Practice Learning Opportunities across geographical boundaries
Support a Practice Learning Opportunity strategy locality areas have in place to meet their obligations and through working to “Ensuring Consistency in Learning to Practice”
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Continuing
Professional
Education and
Learning
Framework
The First Three Years in Practice: A Framework for social workers ‘Induction into qualified practice and Continuing Professional Education and Learning
CPEL awareness sessions are provided for social workers
and their managers
CPEL Consolidation of Practice – shared training
opportunities to meet programme requirements.
CPEL - encourage more social workers to take up and
complete the Experienced Practitioner Programme,
Senior Practitioner Programme and Consultant Social
Worker programmes
Support the Care Council in its commitment to Continuing Professional Education and Learning (CPEL) Framework for Social Workers in Wales.
Regional Partnerships will continue to support , develop and implement programmes that improve the standard of social work practice
Will support social workers as they progress from being newly qualified to experienced social workers at the top of their profession.
Be active in contributing to the implementation of the CPEL framework and in the collaboration of 10 local authorities and SE Wales Universities, Consortium y De, to achieve the delivery of the Consolidation of Practice (CoP) module.
Additional CPEL implementation will include provision of programmes of training development and qualifications for qualified social work practitioners.
The Regional partnerships will ensure local provision of core/mandatory programmes of training to support CPEL. This will be achieved through working in collaboration with other areas.
Support Data
Collection
Annual data returns
Regional surveys
The Regional Partnership continues to support practice learning opportunities that will be influenced by the annual All Wales social work data gathering exercise coordinated by Wales Data Unit.
Other - Post
qualifying
Support development of programmes that enhance learning
and development opportunities for practitioners in social work
and occupational therapy routes
Programmes include :
Middle Manager Development Programme
Team Manager Development Programme
Advanced Mental Health Practitioner
Occupational Therapists Framework
Across the region Workforce Development supports additional University programmes available.
The regional partnership will work closely with the partner HEI’s to ensure programmes are informed by practice requirements, reviewed appropriately and scrutinised appropriately via the relevant assessment panels and practice management committees.
Promote working across LA boundaries to ensure best practice to support these opportunities.
Support a regional strategy to implement a localised provision of suitable qualified and experienced on site supervisors and Practice Learning Assessors.
Work with Health to negotiate funding and practice arrangements for students.
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Regional Picture of Social Work Development Opportunities and Training
Blaenau Gwent Caerphilly Monmouthshire Newport Torfaen Totals
No of students hosted 19 47 25 36 31 158
No of new traineeships
and secondments 0 1 1 2 1 5
No of existing/on-going
traineeships and
secondment
1 1 0 1 5 8
Bursaries 0 0 1 0 0 1
No of Practice Assessor
award 5 8 6 4 2 25
No of CPEL consolidation
supported 10 21 5 30 4 70
No of CPEL other
supported 3 3 2 18 2 28
TMDP 2 2 0 3 0 7